Transforming Northumberland’s libraries: A New Strategy and Business Plan

In May 2010 Shared Intelligence was asked by Museums Libraries and Archives Council (MLA) to assist the new Northumberland County Council in developing a strategy and business plan for its library service

Client:
MLA Council and Northumberland County Council
Region:
North East
Start Date:
01-05-2010

Project Description

Like other authorities in England Northumberland is facing significant financial pressures, with a likely reduction in its budget of at least 25-30% over the next few years. In November 2009 the County Council had proposed closing six libraries in its budget consultation. This was put on hold until a sound review of options could be made. Working with Northumberland and the MLA the project team conducted desk research and had discussions with key stakeholders to make a rapid assessment of alternatives to closing down library branches and establish the current state of the library service. This provided a clear baseline of the current service that understood the rural/urban complexities of the County and the potential for the service to match the ambitions of the new council and service users

Following on from this the MLA and Northumberland County Council were eager to develop a strategy and business plan which would create a more sustainable and efficient library service while supporting the council meet its wider objectives. During the second phase the team set out a framework for change for the service, and produced a template for making hard choices, based on:

  • A detailed analysis of the budget
  • Consultations with users, non-users and staff (frontline and managerial
  • Meetings with the Young Inspectors, senior staff, parish councils, community development trusts and volunteers from the Community Access Libraries (CALs)
  • Focus groups, visits and interviews with users and staff of the mobile library service.

The framework proposed a three track approach:

  • Specific interventions within the service itself. This included radically rethinking the mobile service, developing a community-managed model for small, branch libraries as Community Partnered Libraries, and improving the offer for young adults particularly in the south east of the county.
  • Integrating management arrangements within cultural and customer services (especially customer services, tourism and leisure and skills), maximising opportunities that have arisen from the new unitary.
  • Working closely with other library authorities ‘behind the scenes’ to deliver best value