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Background

In Warwickshire, the library service was part-way through a major transformation programme when, in early 2011, budget cuts were announced. The savings target was over 拢2 million and the service could no longer afford to run its 34 libraries. Data indicated that 90% of all library visits were to 18 of the 34 libraries. A needs analysis was carried out which looked at:

• performance analysis for all libraries
• population data
• equality impact assessments for each community whose library was under threat (the 16 libraries with significantly lower use)
• local knowledge and research

Warwickshire then published the results of the needs analysis.

Sixteen libraries were designated as 鈥榥o longer sustainable in their present form鈥� and as a result, local communities were encouraged to work with the council to find ways of keeping them open. Fourteen community-managed libraries were established between January and June 2012, mainly in rural areas. The busier, predominantly urban, libraries were retained.

Warwickshire engaged with communities in a variety of ways with:

• 25 meetings and 41 roadshows
• 5,000 questionnaires returned
• 500 letters and emails received
• 15 petitions totalling 10,000 signatures
• 2,850 visits to the consultation blog
• 56,190 followers on twitter
• Consultation Institute involved

Local authority support

In order to help communities take over the running of libraries, the local authority:

• made set up funding available
• set up special meetings and workshops
• provided dedicated support to assist in developing a business case
• published clear assessment criteria and guidance notes
• extended the business case submission deadline

Practical support and technical issues

This was the first time that Warwickshire had handed over libraries to the community and it was operating to a tight timescale. A pilot transfer in January 2012 showed that additional support was needed for volunteers after the initial handover as well as access to a simplified version of the Library Management System.

Ongoing support from the local authority

Warwickshire provided ongoing support to the community libraries by providing:

• training for volunteers
• a procedures manual and telephone helpline
• access to a computerised library system
• technical support
• stock selection, supply and delivery
• the same level of new stock as before
• access to full county library catalogue
• quarterly library officer visits
• annual review
• extra time-limited support and dedicated telephone helpline
• further basic training for volunteers at each community library
• help with marketing and volunteer recruitment
• new software to assist the transfer of stock between libraries
• investment in new stock for community managed libraries
• newsletter launched as a channel for communication
• network meetings for updates, training and good practice
• delegation of associated workload to less senior library staff

Summary

The 12 community-led libraries are still operating and they continue to receive stock and professional support. Collectively, community libraries account for 3% of library loans county wide and the council is committed to funding for ongoing support. New management models are emerging and the library service has been able to save 拢230,000 from the budget. The council has been able to derive an income from sales of library buildings and reduced property costs.

Lessons learnt

A number of points need to be taken into consideration:

• recruiting and keeping volunteers
• training and support
• customer privacy and data protection
• control and responsibility
• library staff workload
• there isn鈥檛 a 鈥榦ne size fits all鈥� approach
• localised services and community value

Outcome

Currently, the library network has been reshaped and there are 12 community-led libraries and one library run by another service. The workforce has been restructured and the savings targets achieved with library closures avoided.