Dodgy Dudley – Revisted

I followed-up my last post about Dudley by making a FOI request asking for details of how and why the decision had been made to award the contract to GLL despite all the evidence pointing to an agreement for a staff led mutual.

For those not familiar with local authority decision making and the somewhat byzantine complexity of council procedures, there are some, very critical committees through which the majority of decisions have to make their way. Two of the most important are Cabinet and Scrutiny so my request was to supply information and links to those committees that had decided or approved the awarding of the contract without any apparent further consultation.

Despite some obvious delaying tactics I finally received a reply claiming that disclosure of some of the information was not in the public interest. This relates to information under Section 43 (2) of the Freedom of Information Act and the related procurement exercise.

This was followed by rather unhelpful links to committee documents between April and September 2016. Unfortunately, rather than provide any clarity what the documents show is the progress of approval for a staff mutual. The outcome of the September meeting did nothing to alter the process or change the agreed method of procurement. Rather, the documents back-up the 3 month statutory consultation which clearly states a plan to create a staff led mutual. 

However, between September Cabinet and the subsequent announcement to award the contract to GLL in February 2017 there appears to have been a decision made to completely ignore the agreed plan. A decision so secret that Dudley Council is unwilling to share how it was made and by whom.

Now add to this is a reply from Councillor Harley to a local resident indicating that the decision was subject to the appropriate scrutiny procedures and that the process has ‘gone too far and cannot be reversed’.

Dear…

 The decision to use a company that has been set up as a mutual (not for profit) to operate the Borough’s libraries for the next 5 years is a good decision. They have a good track record on running libraries in other parts of the country.
 
The decision to award the contract has now gone too far and cannot be reversed having been through the relevant scrutiny processes. The tender by the successful company was far superior to that of the one put forward by employees and officers of the council.
 
They have given assurances that Libraries will not close and that staff will not be made redundant. In fact one of the determining factors of awarding them the contract was the proposal to review opening hours and where they can justify it extend opening hours.
 
Therefore based on this and the fact that under the control of the council the service would have diminished i fully support the decision to award them the contract. The library service will be protected and hopefully improved as a result of this measure.
 
If you require any more information please get in touch.
 
Regards
Cllr Harley

 

This is in contrast to the reply I received from the Council’s FOI Officer saying the process was still underway!

The main point being, if the usual scrutiny process has been followed, then the details of the particular committee should be publicly available.
Every public authority is required to publish certain information, in keeping with the Information Commissioner’s Model Publication Scheme and as a general rule, a council should publish the following on a routine basis:
  • minutes and agendas of public meetings;

  • documents it is required to make public by other legislation, such as the Local Government Act 1972; 

  • minutes of senior-level policy and strategy meetings, eg board meetings; and 

  • any background documents which are referred to in the agenda or minutes, or were circulated in preparation for the meeting. These are considered part of the agenda.

Therefore, the relevant agendas and minutes including briefing/decision notes should already be in the public sphere.

Looking at Dudley Council’s constitution, decisions that require the approval of Cabinet can be made by a Lead Member in consultation with the appropriate Director, which tends to be standard practice in local authorities. This leads to a ‘Decision Sheet’, which in the words of DBC is one mechanism of the Council’s formal process ensuring transparency and robustness in decision making.

Once the decision sheet has been approved it should be available on the Council’s Decision Database. There appears to be no such decision available on the database regarding the award to GLL.

The Freedom of Information Act makes clear clear that the public interest is served where access to the information sought will:

  • Further the understanding of, and participation in the debate of issues of the day
  • Facilitate the accountability and transparency of public authorities for decisions taken by them
  • Facilitate accountability and transparency in the spending of public money
  • Allow individuals to understand decisions made by public authorities affecting their lives and, in some cases, assist individuals in challenging those decisions

Unfortunately, there appears only lip service being paid in Dudley to such principles and the dodgy decision making continues apace to dupe the public and renege on promises made to the hardworking, dedicated library staff.

Changing Times, Changing Roles

My latest post can be found on the Libraries Taskforce blog: Changing Times, Changing Roles

45ea7abe81a766e78aed8ed432fd280eIn the post I reflect on the skills needed to successfully manage a public library service in the current environment. Whether we agree with it or not, we face a new reality for libraries and operating in such a landscape requires a high degree of adaptation and flexibility from all library staff.

Equally, the importance of strong strategic leadership is paramount to provide vision and aspiration. Library leaders will need the mental flexibility and managerial adaptability to bring distributed elements into a coherent whole to ensure the continuing success of libraries into the future.

 

Following the Leader…

libraryFor anyone who hasn’t yet read it I would highly recommend the excellent post by Nick Poole ‘Giving public libraries strong leadership and commitment.’ In it he lays out a coherent vision and set of principles for public library provision , averring that:

“A strong public library service is the foundation of a literate and inclusive society and a competitive knowledge economy. Great local libraries are an investment in communities, providing a cost effective way to improve health, support business start-ups, improve literacy and skills, and do all of this in a way that is open to all.”

The 10 key principles outline a clear stance on developing public libraries in England to hopefully curtail the massive reductions taking place nationally. This includes calling for emergency relief funding and intervention from government bodies where local authorities are being shown to fail their statutory provision.

It’s certainly a vision that many within the profession and campaigners should be able to support. If there’s a drawback it’s the reliance on the proposals being adopted by the same bodies who have so far failed to provide national leadership or a framework of protection for libraries.

However, due credit to Cilip for taking the lead in articulating what the sector needs to firstly survive and then hopefully develop.

Libraries Deliver: Ambition for Public Libraries in England

In marked contrast we are still awaiting the publication of the Libraries Taskforce Libraries Deliver: Ambition. Although, originally due for publication by the end of July this year, the report was held up due to the appointment of a new libraries minister, Rob Wilson.

A further update was provided by the Taskforce in September but with no firm deadline in sight. It’s concerning that a report that was on the verge of being ready for publication over 3 months ago is still languishing in the DCMS, while the sector remains rudderless, libraries closures announced almost daily, and hundreds more staff lost to the profession.

But never mind at least it allows the new minister time to get his feet under the table!

Obviously, we have no way of knowing if or how far the report has been amended, or if any changes will be for the better or worse. Certainly Ed Vaizey was no friend to libraries so perhaps Rob Wilson’s view will be more positive. That said, how long does it take to amend an almost complete document. Then again perhaps the new minister’s view is so different to his predecessor that it requires a major revamp?

It will be interesting if the final product will be recognisable to everyone who attended the consultation workshops and if it fits with the work done and expectations raised at them.

What Next?

Perhaps Cilip has chosen to deliberately steal a march on the Ambition report. Certainly, it has challenged fellow members of the Libraries Taskforce to support the Principles for the Leadership and Development of Public Library Services in England as outlined in the blog post. Whether they will or not remains to be seen.

Partly, Cilip’s reaction could be borne out of the frustration with the long delay in publication of the Ambition document. Equally, there might be a perception that the report will fail to provide the guidance that’s needed for the sector and Cilip is setting out its stall in advance. This remains to be seen and comparing the two side-by-side will no doubt be highly informative and perhaps not a little contentious.

The one thing that is clear however is that only Cilip is currently offering a strategic framework and the leadership that the sector needs, while the others lag behind.

The test to how successful Cilip will be is how closely aligned its vision is to the Taskforce’s and what the fall-out will be if there is a wide discrepancy between the two.

 

 

The Price of Everything…

Regardless of any other reservations campaigners might have about the Libraries Taskforce there should be no argument about the quality of the recent series of posts around the theme of how libraries deliver.

The seven posts highlight a core set of nationally important outcomes around literacy, culture, communities, prosperity, digital, wellbeing and lifelong learning. As a valuable promotional tool for campaigners and library staff alike the series evidence how vital the work of libraries are, not just nationally, but to local communities.

I would encourage all librarians to ensure that their lead members and senior corporate officers are aware of the posts.  

For me, the series shows that even amongst continuing bad news around library cuts it’s still not difficult to find exemplars of innovative library developments and the positive and demonstrable impact such services have on users. The mounting evidence reveals what those involved in libraries have known for a long time; that is, the essential societal, educational, and economic benefits that libraries bring.

Another project that will hopefully provide further evidence is the Arts Council funding to Libraries Unlimited and Exeter University’s Business School to run a two year research project around the social value of libraries. 

In practice this is what I believe R. David Lankes meant when he challenged UK libraries to follow their US counterparts and take control of the narrative around libraries and to demonstrate their worth to the wider public and politicians alike.

The rationale being that a positive message around the beneficial effects of libraries to decision makers would lead to a greater understanding and appreciation, resulting ultimately in a lessening of closures and cuts.

Unfortunately, this hasn’t happened and it’s not for want of understanding by decision makers or profile-raising activity within the sector.

There are many eloquent advocates for libraries both within and outwith the profession, from big name authors, actors, and politicians, to high profile public organisations such as the BBC, to a host of ordinary people campaigning to save their libraries at a local level. Libraries are rarely out of the local and national newspapers.

A recent example of support for libraries is from the Big Issue founder, Lord Bird. In an excellent and well informed speech to the House of Lords around the difficulties facing libraries and small booksellers he highlighted the many positives that libraries bring and the consequences of closing them.

So the message for libraries is clearly out there, the narrative is changing, despite the still occasional uninformed comment from individual politicians and councillors.

Unfortunately, the underlying challenge is not one of narrative but funding; not messaging but money.

As Baroness Rebuck, chair of Penguin Random House publishing group stated during the Lord’s debate:

“Central government also need to address the funding deficit in local authorities, where competing essential services too often result in library closures. Our trajectory towards one library per 50,000 people is simply a disaster.”

And this is the single biggest challenge for those parties involved at the strategic level nationally; the DCMS, Taskforce, Arts Council, Cilip, LGA, SCL etc. The solution needed is sourcing funding streams that provide ongoing revenue rather than just project based funds.

 The Taskforce has also set out to collect and publish a model data set for libraries with the aim that:

“…access to timely, accurate, comparable library data is critical to enabling the library sector and users to monitor the delivery of library services and improve their quality. This includes everything from the information librarians need to manage their service day-to-day and that decision makers need to consider the strategic direction on library service provision, to the facts that will inform anyone who wants to know how their local service fits into the national picture.”

This will help provide a regular insight into the state of public libraries in England. It will be interesting to note as the data is released if continuing advocacy has any real impact on slowing down or reversing the rate of attrition amongst services and staff.

One aspect of the library story, unpalatable as it might be, is that libraries will continue to decline, not for want of being valued, but due to simple, unforgiving economics.

To use a common idiom ‘money talks’ and that is the real narrative that needs addressing. Especially against a government economic agenda that knows the “price of everything and the value of nothing.”

_______________________________________________________________

Addendum: reply from Nick Poole:

Leon, as ever, you raise arguably the central point in terms of where we go next with the library lobby. I would argue that we have always had ‘hearts and minds’, but have lacked influence and evidence. Now, thanks to the coordinated efforts of individuals and organisations across the sector, we are securing both. But these things are only useful if we are crystal clear about the tactics we are deploying and the end-game we are looking to achieve.

We have to assume that our objective is to secure the outcomes which only a great library service can deliver for our society. It follows that we should not be closed to the idea of progress – we’re not looking to prevent any library from closing ever, but to replace the current chaotic culture of financially-motivated closure, hollowing-out and volunteerism with an ongoing, effective mechanism for the management of our capacity according to clear evidence of need, supported by professionals who know what they are doing and are committed to delivering the best possible service for the people who depend on them.

This needs money, as you rightly say, but I think we need to be clear about what – precisely – we mean. Which means being absolutely clear about some key principles:

– Whichever side of the political spectrum you are on, the British electorate voted for a Government in 2015 which clearly signalled an agenda based on austerity, cuts to public services and diminishing Local Authority budgets. We may see a reversal of this policy under the new Government or following a General Election, but for the time being we are not going to reverse the dominant economic policy of low taxes and diminishing investment in public services.

– This means that public library services are intrinsically linked to a host (Local Government) that will continue to see significant real-terms losses in cash income (mostly likely in the aftermath of the Autumn Statement on the 23rd November). This leaves us with four options:

i) Seek Government intervention to ring-fence Local Authority funding for libraries, which would fly in the face of Treasury policy and the Government’s preference for localism. I have looked into the eyes of the people that would be responsible for trying to implement this and see no appetite for doing so at all;

ii) Encourage the ‘good’ Authorities (the ones that are managing to sustain investment in public libraries despite budget cuts) to continue their support by celebrating their actions in defence of libraries and providing real, credible evidence of the positive impact of their support for their local communities and economy;

iii) Discourage the ‘bad’ Authorities (the ones that are closing libraries, transitioning too rapidly into unsustainable governance models, cashing in on estate and building stock with scant regard for their statutory duties) through public intervention, the intervention of DCMS and – where necessary – direct action, local campaigning and local media activity;

iv) Support the ‘struggling’ Authorities (the ones where there genuinely isn’t the money to deliver a full statutory service, nor is there likely to be from business rates, Council Tax and other local revenues) to make informed decisions which focus on medium to long-term user need and outcomes over in-year cash savings.

– If we can stabilise the ‘core’ investment in library services through Local Authorities, then as you say it follows that we need to look to where new and additional sources of development investment may come from (in other words, if we can stop the rot – financially – we need money to invest in improvements). There are really 3 possibilities here:

i) That we address the question of how lottery funding is made available to libraries through the Arts Council England, and whether this supports the kind of core development (as opposed to a cycle of projects) which public libraries need. We have argued many times that libraries need the same kind of development support from the Arts Council that museums currently receive – a dedicated team, a UK-wide funded Museum Development Network, a clear Accreditation Scheme (and associated quality expectations) and dedicated ‘Resilience Funding’ to help strengthen the core delivery of services;

ii) That we petition the Government (as was included in our briefing to the Lords debate) for an Emergency Relief Fund to help libraries escape the short-term cycle of in-year cuts to staffing and buy time to transition to a more sustainable footing (emergency relief funding was made available by the Arts Council in 2013-14 to help struggling arts organisations transition into new, more sustainable operations);

iii) That we seek to create an alternate stream of Improvement, Development and Transitional funding for public libraries which is targeted specifically at strengthening the resilience of the public library sector.

– Finally, we are currently prone to the accusation that public libraries already receive a significant amount of taxpayer investment every year. Depending on which source (and which Nation) you take as your focus, the UK taxpayer spends between £640m and £715m on public libraries each year. It is too easy to dismiss or claims for support on the basis that this is already a significant amount of public money. With this in mind, we need to be absolutely sure that we are doing everything in our power to minimise duplication, reduce complexity, negotiate better prices for products, services and content – which also means looking at issues like shared data platforms, consortium procurement, bringing Authorities together and encouraging region-level planning and collaboration.

So, effectively from this our tactics to address your point about money would be:

1) Slow and eventually stem the rot of ‘core’ investment in libraries by Local Authorities

2) Improve the availability of development funding to help public libraries develop, improve and promote their services

3) Review the way we currently spend money either locally, nationally or (most likely) as natural clusters of library services

Unless we drive these 3 priorities collectively as a sector with focus and tactical impact, the best-intentioned ambition for public libraries won’t have a material impact on the financial realities so long as the dominant political and economic agenda remains a combination of localism, devolution and austerity.

 

Reply from Owen Smith

I was intriqued, like many library observers and campaigners, by the recent comments from Owen Smith, the Labour MP making a challenge for the party leadership against Jeremy Corbyn. Mr Smith has pledged that he will spend more on public libraries and re-open them if closed.

But as always the devil is in the detail so I wrote to Mr Smith asking him to clarify his comments and for his views on the following areas:

  • Library closures
  • Hollowing out of services
  • Replacement of staff with volunteers
  • Labour’s lack of policy on libraries

Labour has a very poor record on providing any meaningful answers to previous queries or for having any policy on libraries whatsoever. This latter point wasn’t addressed unfortunately or even acknowledged that one is needed. And while I fully agree that austerity is the driving force behind the cuts there was no recognition that Labour councils could be at the forefront of redesigning library services to mitigate against the cuts instead of emulating Tory practices.

Whether or not the reply below will give campaigners hope that a future Labour government would take the dismantling of the public library network seriously will depend on how it’s interpreted. Obviously, this would also depend on Owen Smith being the leader of that future government.

Dear Leon

Please find a reply from Owen below;
Thank you for taking the time to get in touch and for sharing your work on the important issue of libraries.
 
Public libraries offer each and every one of us a portal to the cumulative wisdom of the ages and the vast expanse of the human imagination. They do so for free and on the simple principle that, by sharing resources and building common institutions, we can all learn more and take greater pleasure than is possible when we act alone. There is nothing more democratic, nothing more socialist and nothing more Labour than a public library.
 
The vandalism inflicted upon our libraries by this rotten Tory Government is a national scandal. 343 libraries have closed, but that is only the thin end of the wedge. Opening hours and book funds have been slashed across the country.  8,000 jobs have disappeared and our libraries now rely upon volunteers, who do great work and deserve better than being used as a fig leaf for unsustainable cuts.  The sad truth is that the libraries that remain are offering a diminished service.
 
Labour Councils have been put in an impossible position by a Tory Government tying both hands behind their backs.  The only way that services will be restored and libraries re-opened is if austerity is ended and local governments are properly funded.
 
Not just do we need to end austerity, we also need to learn from the past 6 years if we are to safeguard our libraries in the future. Despite their statutory duty under the 1964 Act to “superintend and promote the improvement of the public library service”, Tory ministers have not provided any national leadership. I would work with councils to encourage greater collaboration and cooperation between the 151 library authorities in England, and give councils longer term funding settlements so that councils can better plan ahead and meet local needs. 
Under my leadership we would rebuild a democratic, socialist and Labour public library system fit for the challenges and opportunities of the 21st century.
 
Yours Sincerely
Owen Smith

 

 

Challenges and Opportunities

After some initial confusion it was finally announced that Rob Wilson was to be the new Minister for libraries. Given the government’s emphasis on localism it’s not surprising that libraries have been placed as part the civil society agenda. The minister immediately set out his stall by emphasising volunteering, community action, and developing new governance models including mutuals, trusts and co-operatives.

The departure of Ed Vaizey and appointment of Rob Wilson has also led to a delay in the publication of the Libraries Taskforce Ambitions report to allow him time to review the document, visit libraries and talk to colleagues. In all honesty I’m not sure this will make any substantial difference to the outcomes of the report. The direction of travel has always been clear: localism, devolution, community libraries, new governance, commercialisation etc.

So the trajectory will remain the same but what we will see, I suspect, is a more explicit statement on how this will be achieved. Equally, I don’t see Rob Wilson being any more interventionist than his predecessor except perhaps to encourage local authorities to go down the trust route.

Obviously, this will be bitterly disappointing to campaigners fighting to keep libraries as a public service directly accountable to elected members. As it will be for those fighting for a more national approach to libraries that is evident in other parts of the UK.

For the profession there will be both challenges and opportunities and far from the uniform service that has traditionally been offered the new landscape will be a dizzying mosaic of local provision. Over the next few years what I expect to see is a growth of:

  • Hub and spoke model: a central library or small number of libraries providing a core offer, supported by community libraries or alternative provision such as book collections
  • Greater involvement by parish/town council’s in running or funding local libraries
  • Increased commercialisation with more paid for and traded services
  • Relocation, co-location, and core library space given over to other council services or commercial opportunities
  • Reliance on open access technology and volunteers to replace staffed hours and/or extend opening hours

Last but not least a change in how libraries are run. There has been a marked reluctance amongst most authorities to fully embrace the trust route or share services with other councils. Perhaps the new Minister will provide the impetus for this to become the norm, not the exception. None of the above is new and exists in various forms to a lesser or greater degree across the country already. What will happen is an increase in the pace of change.

For those of us in the profession the challenge will be how to manage and adapt to these changes while still providing a core service that reflects the Libraries and Museums Act, and taking advantage of new opportunities for partnership working and income generation.

For some the whole idea will be anathema. But until there is a change in administration, an ideological move away from austerity, and a commitment to plug the funding gap in council budgets then I genuinely don’t see the landscape changing for a long time to come. For campaigners the next few years will be ones of damage limitation and compromise rather than outright victory.

An unintended effect of such changes will impact on the SCL, which until now has offered a safe space at regional meetings for heads of service to support each other. Whether such trust can be maintained around a table where some heads will be eyeing up their neighbours as potential expansion opportunities remains to be seen?

Personally, I would like to think that as a mainly supportive and friendly profession trust and collaboration will continue despite changes to governance models.

Another impact will be the skills needed by senior librarians and heads of service, with less emphasis on traditional skills, and more on managerial and leadership competencies, plus the ability to build partnerships across a wide variety of public, third sector, and commercial bodies.

Whether or not this brave new world is an opportunity or challenge will depend on your viewpoint and politics. But like it or not, it is the new reality to which those of us in the  profession will have to adapt.

 

 

 

 

My Way

So it’s finally happened. Ed Vaizey, the longest serving Minister for Culture has finally left the building, or at least been asked to leave as part of the new Cabinet reshuffle. It would be unfair to blame Vaizey for the all the problems of the public library sector over the last six years. The overriding factor has been one of ideology; from austerity, to localism, to devolution. But the ex-minister was certainly a strong advocate for these policies and ensured that libraries became a poster-boy for DIY community services.

It would also be unfair to lay the blame at the feet of just Tory local authorities. Councillors of all hues have been keen to support and adopt both localism and devolution, sometimes as a pragmatic solution to budget cuts, but equally as a means of distributing power from central government. And Let’s not forget that Labour and LibDem councils have been just as quick to reduce library services and hand over to volunteers as their conservative counterparts. Equally, it could be argued that the profession had grown complacent with comfortable funding and cosy political links so was ill-prepared to respond to the severity of the public spending cuts agenda.

So how should we judge Ed Vaizey’s time in office? Certainly the SCL appears to have regarded him as a positive force for championing libraries as the following tweet shows:

I have to say my own view is not so charitable. This was a minister who refused to intervene in any library reductions whatsoever, and who despite having the resources of the DCMS at his disposal preferred to rely on desktop research to assess library closures. The government figure touted was totally at odds with both CIPFA, independent BBC research, and what the public could see happening to their local libraries. Incompetence or deliberate spin? Take your pick.

According to the BBC the last six years have seen:

  • 343 libraries closed. Of those, 132 were mobile services, while 207 were based in buildings (and there were four others, such as home delivery services)
  • The number of closures in England is higher than the government’s official estimate of 110 buildings shut
  • The number of paid staff in libraries fell from 31,977 in 2010 to 24,044 now, a drop of 7,933 (25%) for the 182 library authorities that provided comparable data
  • A further 174 libraries have been transferred to community groups, while 50 have been handed to external organisations to run. In some areas, such as Lincolnshire and Surrey, the move has led to legal challenges and protests from residents.

The BBC also estimated that a further 111 closures were planned, but since the research was published, I suspect the number is now far higher. This is alongside a funding reduction of £180 million since 2010.

Matt Hancock has replaced Ed Vaizey so it remains to be seen what stance he will take particularly in the light of a new Prime Minister and Cabinet. Will he continue a non-interventionist approach or actually engage to slow down the rate of attrition?

Anyway, I shall end with a personal tribute to Ed (with apologies to Old Blue Eyes!)

(Click to enlarge)

Ed Vaizey