To agree the model for future operation of customer services and libraries across the county.

The cabinet member contracts and assets introduced the report. He stated that councillors were grateful for the letters received from members of the public in terms of support for their particular library, and this was considered in terms of the provision of these services across the county.

The assistant director communities stated that the pressures on the council budget and the need for safeguarding were well rehearsed. She explained that all services had to be tested in terms of their relevance and contribution to their community. It was also necessary to take account of changing needs within the community, changing technologies and better ways of working.

The savings target in the medium term financial strategy for customer services and libraries was based on centrally retained services though subsequent consultations had shown strong support for retention of libraries. The research for the needs assessments showed that 23% of the population were regular library users, but more people recognised libraries as a good thing even if they did not use them. The assistant director also commented on the useful feedback received from the General Overview and Scrutiny Committee to help inform recommendations.

The assistant director drew attention to the fact that the recommendations in the report would not fully meet the savings target. Work would continue on ways to use library buildings to assist other service areas to deliver services more efficiently.

A group leader asked what mitigation would be put in place against the withdrawal of face to face customer services in the market towns. He also asked whether the further efficiencies would include redundancies.

The assistant director responded that the impact assessment identified the types and levels of impact, with less than 6,000 face to face queries in market towns for council tax and benefits. A system of appointments were to be introduced for these queries for at least 12 months and information would be gathered to help assess the particular needs of users. The revised website would be clearer and easier to use with better online help for users making payments, phone contact would continue, and face to face services in Hereford. Efficiencies were not redundancies but based on change of practice within the services for example sending a text or email to remind users of overdue books rather than letters. Any staff impacted in the longer term would be supported through redeployment in the first instance. The cost of any redundancies if needed would depend on the work history of the individual member of staff.

A scrutiny chair stressed the importance of having professional library staff to back up volunteers or staff from other services and asked if HALO would have access to professional support in delivering services at Bromyard.

The assistant director communities responded that existing and new community libraries would receive support including training and part of the county book stock system. She gave the example of Leintwardine community library that had flourished and shown a greater sense of ownership and involvement.

A group leader noted that the highest use of the libraries was still to borrow or return books. She asked if there would be stakeholder involvement in any decision to relocate Leominster library.

The assistant director communities responded that the relocation of Leominster library was not set in stone. An opportunity existed and was felt to be worth exploring but would only proceed if it was beneficial to the community. She stated that there would of course be consultation with the community. The importance of books to the library service was noted but so was the contribution of other services and local groups in offering a range of opportunities at libraries which made them a community resource.

A scrutiny member stated that Leintwardine library was very good but would not be able to continue without the support of professional staff from the central library service. GOSC had discussed options 3 and 4 of the report in detail but the majority felt that they could not recommend option 4 as there was too much uncertainty regarding the financial contributions that would be needed from other agencies.

A group leader queried if the proposed savings would actually be realised as sending staff out to perform face to face interviews ad hoc would incur a cost.

The leader stated that officers had costed the plans very carefully looking at both the savings that could be achieved and the degree of certainty that could be offered to libraries and their communities.

A group leader asked how Herefordshire compared to other authorities.

The assistant director communities responded that all authorities that she knew of were having to make savings and that some were considering drastic cuts to library services, including those of a similar geographical size to Herefordshire. She commented that Herefordshire was fortunate to have a useful volunteer network supporting services.

The cabinet member economy and corporate services stated that councillors had listened to what people had said and were seeking to keep the libraries open and retain opening hours. There would be investment actually to improve the libraries and a safety net for those that needed face to face support.

The cabinet member contracts and assets stated that the retention of the libraries was important. He recognised that there was still work to do to achieve the necessary savings but that the report suggested further options which would be explored.

The leader thanked the members of the public for their contributions to the process. He noted that savings had to be made and that all services would be under pressure to deliver these.

Resolved:

That:

a)            option three as detailed in the report and appendix 1 be approved providing:

·         retained library service in Hereford city and the five market towns;

·         realign customer services in the five market towns to form a centralised face to face service in Hereford city, supported by improved online access using the ‘Better Off’ service;

·         transfer of delivery of library services at Belmont library to a community group;

·         operational delivery of Bromyard library to be provided by HALO under a service level agreement;

·         subject to council approval of the capital programme, £133,000 investment in equipment and remodelling of existing premises to provide more efficient utilisation of space and increased access to online payment facilities;

·         remodel the operation of the county library service, retaining delivered library and schools library services with a view to achieving more integrated and efficient delivery; and

·         a review of the charging model and income generation potential;

b)            with a view to development of a longer term enhanced service model providing prevention and early help to children, families and vulnerable adults an option appraisal on the potential use of children centre buildings and libraries be undertaken along with the opportunity of creating a network of well-being hubs;

c)            soft market testing of future delivery of the remodelled library service be undertaken during 2017; and

d)            the assistant director communities be authorised to take all operational decisions necessary to implement recommendations a) and b) and c) above within the agreed budget envelope.