Wimmera Regional Library Corporation

Service Delivery Strategy

2018-2028

Member Councils

_______________________________

Hindmarsh Shire Council Horsham Rural City Council

Northern Grampians Shire Council West Wimmera Shire Council

Yarriambiack Shire Council

CONTENTS

Introduction ........................................................................................................................................3
Library Review Consultation ............................................................................................................4
Benchmarking....................................................................................................................................7
Priorities ...............................................................................................................................................8
Priority one - Access .........................................................................................................................9
Priority two - Activation ................................................................................................................. 10
Priority three - Accommodation.................................................................................................. 11
Priority four - accountability ......................................................................................................... 12
Action plan ...................................................................................................................................... 13
INTRODUCTION

The Wimmera Regional Library Corporation was established in 1996 by formal

agreement with six municipalities in the Wimmera and Southern Mallee – Buloke Shire;
Hindmarsh Shire; Horsham Rural City; Northern Grampians Shire; West Wimmera Shire;
and Yarriambiack Shire.

Buloke Shire Council withdrew from the Corporation from July 2018.

In serving a regional population of 47,548 1, Wimmera RLC operates 10 library branches,

a mobile library service that visits 15 communities over a two-week roster, online access
to library collections and a home library service. The library employs 41 full-time, part-
time and casual staff, with a total full-time equivalent (FTE) of 16.35 staff. Library
branches are open for a total of 182 hours per week across the region. As a member of
the Swift Library Consortium, library users have access to approximately 2.5 million items
in Victoria and can use their library card at any participating Swift library.

In 2017-18 Wimmera Regional Libraries:

 had 5,900 active borrowing members

 had 200,000 visits to library branches and the mobile
 had a local collection of 121,000 physical items and 10,500 ebooks
 made 224,000 loans and had 18,000 downloads of ebooks
 had 19,000 attendances at library programs
 hosted 16,000 computer sessions and 19,000 wifi sessions
 had a customer satisfaction rating of 9.9 out of 10.

1Estimated Resident Population at 30 June 2018 (excluding Buloke), ABS 3218.0, Regional
Population Growth, Australia.
LIBRARY REVIEW CONSULTATION

With Buloke Shire withdrawing their membership of the Regional Library Corporation
from July 2018, and changes proposed to the Victorian Local Government Act 1989,
the Wimmera Regional Library Corporation and the Library Board sought to conduct a
comprehensive review of the libraries’ operations, funding and staffing. The review was
to examine current library performance and service delivery options, taking into
account the library’s political, economic, social and technological environment. The
review was to inform a strategy implementation plan to deliver future service delivery
models appropriate for the five member Councils. In establishing the review, Wimmera
Regional Library Corporation made a commitment to consult with key stakeholders,
staff, library patrons and the wider community to obtain feedback and input into the
future vision for library services.

I & J Management Services was appointed to conduct the library review from July to
October 2018. The review was informed by research into Australian and international
trends in the provision of public library services in the 21st century, and assessment of
Wimmera Regional Library Corporation’s performance against industry benchmarks.
Library Board members and CEOs from the member Councils were interviewed, as were
a number of library partner organisations (e.g. education providers, neighbourhood
houses, community centres). The review involved visits to all 10 library branches and four
mobile stops to observe library operations and facilities, and to talk to library users and
library branch and corporate staff. More than 700 library users (nearly 2% of the regional
population aged 18 years and over) contributed to the review by completing a survey
of library use and satisfaction.
The key findings and observations from the consultation process found that:

Overall, the Wimmera Libraries perform reasonably well in delivering good customer
service and an appropriate range of library services to the community. They do so
within the constraints of modest levels of Council funding, ageing library infrastructure,
and the logistical challenges of serving a small regional population that is more
geographically dispersed than that in any other part of Victoria. Furthermore, service
usage is not as high as it could be, and there are potential benefits from library use that
are being unrealised by individuals and Wimmera communities.

People visit public libraries for a multitude of reasons, but key findings at individual and
community outcomes included:

 the way in which the library makes a difference in their lives;

 free access to books for recreational reading and leisure;
 access to learning opportunities in a social environment;
 access to technology that they could not otherwise afford; and
 the ability to connect with and be around other people.

The key expectations for the library service into the medium-term place greatest
emphasis on supporting:

 literacy and lifelong learning (especially early years literacy);

 digital inclusion (especially for older members of the community and people on
low incomes); and
 stronger, more creative and culturally inclusive communities (connecting
people who are socially isolated).
The vision for the libraries in five years’ time appears to be that the libraries:

 are functional for the range of uses expected by library users and the community,
and flexible to adapt to changing demands at different times of the day or year;
 appeal to and engage new library users; and
 are financially viable and sustainable.

The consultation process identified that additionally:

Much of the organisational infrastructure (e.g. collections, program design, exemplar

partnerships) needed to deliver higher rates of service use is already in place – it just
needs to be activated at a greater level. The focus must therefore be on marketing
and promotion, community engagement, relationship building, and streamlining
organisational practices and service access.
BENCHMARKING

There are 47 libraries that form the Public Libraries Victoria (PLV).

Each year, the PLV benchmarks each library on a range of key criteria.

On measures of service provision, Wimmera RLC generally performs at or above

industry standards in terms of its provision of public library services – as shown in the
following table comparing Wimmera RLC’s 2017-18 results with the Victorian PLVN
average and the national public library standards. 2

Australian public library standards Wimmera RLC PLVN National

standard
2017-18 2017-18 2015-16
Service provision
S1. Library expenditure per capita (ex. $36.11  $32.67 $40.36
materials)
S2. Number of staff (FTE) per 10,000 3.0  2.9 3.3
popn
S4. Library materials expenditure per $6.46  $5.42 $6.41
capita
S5. Collection items per capita 2.3  1.3 1.7
S6. % of collection published in last 5 41%  65% 60%
years
S7. Internet computers per 10,000 popn 7.1  6.3 5.0
Service reach, participation and use
S8. % of eligible popn who are library 27%  35% 44%
members
S9. Customer visits (to branch) per 3.7  4.9 4.8
capita
S10. Website visits per capita 0.7  2.0 NA
S11. Loans per capita 4.2  6.7 7.3
S12. Loans per collection item 1.9  5.3 4.4
S13. Program attendance per capita 0.35  0.33 NA (~ 0.24)
Customer satisfaction
S15. % who rate the library as 99%  84% NA
‘good’/‘very good’
Note: Standards S3 and S14 are not relevant to this discussion.

 Above benchmark  At or around benchmark  Below benchmark

2 APLA/ALIA, Guidelines, Standards and Outcome Measures for Australian Public Libraries, 2016.
PRIORITIES

The Strategy will focus on four key priorities:

Priority

ONE Access

Priority

TWO Activation

Priority

THREE Accommodation

Priority

FOUR Accountability
PRIORITY ONE - ACCESS

The 2016 public library Guidelines identify five offerings of a contemporary public library
service:

 physical and digital content and collections, including general, specialist local
studies, heritage and cultural collections;
 information and reference services;
 reading, literacy, learning, wellbeing, cultural and creative programs, including
support in developing digital literacy;
 access to computers and the internet, printers, scanners and other technology;
and
 places and spaces (both onsite and online) where people can relax, work, meet,
learn, connect and create.

A contemporary public library is a place where people can meet, collaborate, socialise
and create at a time, in a place and in a way that is convenient to them. The
contemporary library caters for multiple generations that enables people to use their
own device or need to access public computers; people who want to read papers or
magazines; children who want to sing songs or people to tell stories. Contemporary
public libraries have shifted their purpose from repositories of books and places to read
to providers of innovative onsite, online and outreach activities.

Public libraries should be open at times when their customers might reasonably expect
them to be open. Staffing hours need to be flexible to meet the needs of the
community. Local influences on opening hours include library location, location of other
community service points, commuter patterns, local shopping and school hours, the size
of the community, and number of staff employed.

Strategies:

1.1 Examine options for providing a different spread of available branch opening
hours across the week to increase access to a greater number and range of
library users (current and potential).

1.2 Explore options to increase and promote access to library services through
digital technologies.

1.3 Increase the range of outreach programs that take library services to
community locations.

1.4 Consider options for provision of additional and/or alternative service points that
increase user access to library collections, technology and spaces.

1.5 Trial of an Open Library model that provides controlled access to unstaffed
library collections and services.
PRIORITY TWO - ACTIVATION

Public libraries provide safe, accessible and free resources and programs for all
community members. Library staff deliver highly personalised services by providing
assistance in enabling people to find their next reading selection, answer questions
about computer and internet training, filling in government forms and offer multilingual
books for adults and children to develop English skills.

On average, Victorian public libraries generate $4.30 in benefit for every dollar
invested. Wimmera Regional Library Corporation generates $2.90 in return. To increase
the benefit of libraries to the region there requires a reach to a new audience through
raising awareness of library services and the many ways people can engage with their
library and community.

Strategies:

2.1 Increase current users’ awareness of the full range of library services.

2.2 Seek out and establish collaborative relationships with partner organisations to
increase service reach and engagement with people who do not currently use
library services.

2.3 Strengthen links between library programs and collections by promoting and
facilitating the use of library collections within programs.

2.4 Market libraries as places to read, study, learn, work, meet and create.

2.5 Review all corporate policies and practices to ensure we are not over-restrictive
in our acceptance of members and our approach to issues.
PRIORITY THREE - ACCOMMODATION

The modern public library building is attractive, functional and accessible, designed for
flexible use that promotes efficiency in operation and sustainability, stimulate interest by
those who enter the building, and accommodates library collections, resources and
programs which serve the identified needs of the community.

Public libraries are increasingly becoming the ‘third space’, a place after home and
work/school where people can feel welcome, comfortable and safe.

People Places3 is the NSW standard for design, building and presentation of public
library buildings, and has been widely accepted across Australia as the industry
benchmark. Desirable characteristics as described in People Places, differentiating
between the site of the library and the standard of the facilities offered indicate future
challenges include:

 functionality for the range of uses expected by library users and the community,
and flexibility to adapt to changing demands at different times of the day or
year;
 appeal that engages new library users; and
 financial viability and are sustainable.

Strategies:

3.1 Develop a 10-year facilities strategy.

3.2 Review and enhance layout, functionality and amenities of each library branch.

3.3 Review the viability of each building as a stand-alone library, joint-use facility or
shared service outlet.

3.4 Explore options to expand the number and variety of service points accessible
to users.

3.5 Explore options of co-location or technology-enabled service delivery models as

possible replacements of the current mobile library vehicle.

3 People Places: a guide for public library buildings in New South Wales, State Library of NSW, 2012.
PRIORITY FOUR - ACCOUNTABILITY

The strength of a public library as an integral and sustainable part of a vibrant

community is underpinned by effective governance and organisational management
processes.

Good governance ensures that the library has sound strategic planning and decision-
making processes, is accountable to its community and stakeholders for the services it
provides, and has a voice in advocating to policy-makers, funding bodies and the
community the value of public libraries in strengthening community outcomes. The
governance of a public library – its leadership, strategic focus and advocacy – has a
significant impact on its capacity to efficiently and effectively achieve its community-
focused goals.4

Strategies:

4.1 Regular advice on significant trends or recent developments in provision of

public library services to key stakeholders.

4.2 Work with each Council member to ensure explicit connections between
Council’s four-year plan and other strategic documents and WRLC’s Library Plan
and annual reports.

4.3 Strengthen alignment and collaboration between delivery of library services

and delivery of other related Council services.

4 APLA/ALIA, Guidelines, Standards and Outcome Measures for Australian Public Libraries, 2016.
ACTION PLAN
Priority One - Access
Strategy
1.1 Examine options for providing
a different spread of available
branch opening hours across the
week to increase access to a
greater number and range of
library users (current and
potential).
1.2 Explore options to increase
and promote access to library
services through digital
technologies.
Action Measure Timeframe
Review opening hours and days Increased visitation and loans Mid 2019
at all branches to ensure
customer needs are being met Increased customer satisfaction
and make changes as necessary
Revamp the libraries’ website Increased customer awareness 2019/2020
and social media presence
Increased visitation
Facilitate access to online Ongoing
learning services Increased customer satisfaction
Increase access to popular Increased utilisation of library
programs through technology services
such as podcasts and video
streaming
Explore new technology such as
VR/AR
Provide training and support to
library staff to enable them to
assist library and community
members with standard use of ICT
equipment
1.3 Increase the range of
outreach programs that take
library services to community
locations.
1.4 Consider options for provision
of additional and/or alternative
service points that increase user
access to library collections,
technology and spaces.
1.5 Trial of an Open Library model
that provides controlled access
to unstaffed library collections
and services.
Engage a Programs Officer to
promote and facilitate library
services to community locations
Engage community members
and partner organisations in
development and delivery of
library services
Promote and facilitate access to
and use of collections through
offsite programs and events
Utilise technology and innovative
service approaches via pop-up
libraries, kiosks, lockers at train
stations, shopping and
community centres
Introduction of smart library cards
that enable access to library
collections and services such as
printing/photocopying
Introduce a WRLC app that
allows library members to access
collections via their smartphones
to borrow in-branch
Allow borrowers to use library i-
pad to borrow collections
Increased community members 2020/2021
literacy, learning and
employability skills
Increased customer awareness,
engagement and connection
with libraries
Increased loans
Access to collections through 2022
alternative locations
Increased loans
Replacement of current library End 2019
cards with smart cards
Access to photocopiers/printers
through smart card
Early 2019
App launched
Increased loans
Priority Two – Activation

Strategy Action Measure Timeframe

2.1 Increase current users’
awareness of the full range of
library services.
Create striking, exciting posters Increased utilisation of services 2019
for display in each library and
other Council facilities that clearly Increased customer awareness
articulate the range of available
library services Ongoing

Refresh signage in each branch

with a contemporary design

2.2 Seek out and establish
collaborative relationships with
partner organisations to increase
service reach and engagement
with people who do not currently
use library services.
Engage community members
and partner organisations in
design, development and
delivery of library programs
Review programming based on
customer feedback and profiling
Increased collaboration with Ongoing
community groups
Programs added or removed
according to changing customer
feedback and needs

Establish a series of free pop-up Increased community 2020

libraries in Council facilities/open engagement and utilisation of
spaces utilizing good-quality library services
weeded collection items to
encourage communities to
supplement these with their own
used items

2.3 Strengthen links between
library programs and collections
by promoting and facilitating the
use of library collections within
programs.
Work with staff to Improve literacy
programming and service
offering that explicitly
encourages and facilitate the use
of library collections and services
Increased utilisation of library End 2019
collections and services
Library members borrow library
items after events and programs

2.4 Market libraries as places to
read, study, learn, work, meet
and create.
2.5 Review all corporate policies
and practices to ensure we are
not over-restrictive in our
acceptance of members and our
approach to issues.
Create proper display areas in all Parents borrow library items after
children’s areas to ensure story time, rhyme time
information regarding literacy
and appropriate book choice is
prominent and accessible
Develop a communications Increased usage by community Ongoing
strategy for targeting community groups
groups
Encourage and support Ongoing
community use of libraries as
meeting places for formal and
informal activities and meetings
Work with community At least one joint programming Ongoing
organisations to arrange joint initiative to occur each year
programming opportunities
Review membership options and Increased customer satisfaction 2019/2020
consider implementation of
temporary options with less Increased membership
stringent library use guidelines
Priority Three – Accommodation
Strategy
3.1 Develop a 10-year facilities
strategy.
3.2 Review and enhance layout,
functionality and amenities of
each library branch.
3.3 Review the viability of each
building as a stand-alone library,
joint-use facility or shared service
outlet.
3.4 Explore options to expand the
number and variety of service
points accessible to users.
Action Measure Timeframe
Work with each Council member A building schedule will be Ongoing
to ensure all library buildings have created and then implemented
a yearly maintenance schedule throughout the year
Commission a general audit of A detailed plan will be created 2019 to 2021
library spaces at all branches and and then implemented
reinvigorate accordingly by
adjusting floor plans, displays,
furniture and signage
Ensure each branch layout can Greater options provided for
facilitate workshops and events workshops and events
Consider more innovative options Decisions made regarding
for providing different spaces provision of different spaces
within each branch that allow for
flexible use and re-purposing of
space to accommodate
different needs at different times
Explore and assess library service A facilities strategy will be 2019 to 2028
delivery in alternative buildings or created and implemented over
facility models the next 10 years
Consider options to upgrade or
re-locate library buildings
Explore and assess alternative Increased loans 2021
service points such as kiosks and
lockers at train stations, shopping Increased customer satisfaction
and community centres
 Explore new ways to use Ongoing
volunteer services

3.5 Explore options of co-location
or technology-enabled service
delivery models as possible
replacements of the current
mobile library vehicle.
Analyse alternative methods of
library service delivery and assess
their applicability and
appropriateness for
implementation
Strategic plan developed to 2019/2020
determine the delivery of service
models including digital services
to communities currently serviced
by the mobile library vehicle

Engage with Council members

who contribute to a mobile library
vehicle for alternate delivery
models
Priority Four – Accountability
Strategy
4.1 Regular advice on significant
trends or recent developments in
provision of public library services
to key stakeholders.
4.2 Work with each Council
member to ensure explicit
connections between Council’s
four-year plan and other strategic
documents and WRLC’s Library
Plan and annual reports.
4.3 Strengthen alignment and
collaboration between delivery
of library services and delivery of
other related Council services.
Action
Participate in library industry
networks and initiatives to ensure
awareness of library trends
Develop a communications
strategy for targeting
stakeholders
Work with Council members to
align plans and other strategic
documents
Ensure WRLC participates in
partnership with Council
members in formulating plans
and community strategic
documents
Work with other Council
departments such as Children’s
Services and Community
Development to arrange
appropriate joint programming
opportunities
Ensure library programs are
promoted in other Council
services’ communications
Measure Timeframe
Increased stakeholder awareness Ongoing
of library trends, new service
models and digital services
Library services and programs Ongoing
integrated into Council member
plans and strategic community
documents
Annual consultation on and
review of WRLC’s performance in
supporting achievement of
Council member goals and
objectives articulated in plans
and community strategic
documents
At least one joint programming Ongoing
initiative to occur yearly
Regular catch-ups with Council
officers implemented
Increased usage by community
groups