Cabinet considered the report regarding the proposed Library Transformation Strategy going to public consultation.

The Deputy Leader of the Council, Resident and Leisure Services, HR, IT, Legal, Performance Management and Windsor informed Cabinet that the Library Transformation Strategy would contribute to and support the Corporate Transformation Strategy by helping to build a “Community Centric Borough of Opportunity and Innovation” while achieving essential savings for the Council.

She informed that up until the start of the pandemic, more people visited libraries than attended Premier League football games, the cinema, and the top 10 UK tourist attractions combined. Maidenhead Library regularly had more than a thousand visits a day.  The under 24 demographic had the highest usage prior to Lockdown. Visits and loans increased every month when compared to the same month of the previous year, with almost a million visits and over 700,000 loans in 2019-20.

Cabinet were also informed that the Royal Borough’s library service was the first RBWM council service to introduce many innovations such as tablets, wifi, interactive webpages, social media, interactive facilities, extensive volunteer programmes including one for teenagers and virtual reality,  The service had a dedicated fantastic team. The “Digi-offer” was expanded within the initial Lockdown and online events had been held, the last event had over 300 virtual attendees. 

The report contained draft saving proposals with decisions not taken lightly, it was therefore important that people take part in the consultation.

The Chairman said he was pleased to see a transformation strategy being presented as it showed that the administration continued to push forward new thinking, new ways of working and better smarter delivery of services. Going forward we are committed to delivering a comprehensive library service for the future we are also committed to ensuring that we infuse that with the highest degree of creative thinking innovative thinking and transformational thinking to make sure that the service remains relevant not only for the coming decade but beyond that as well without losing sight of the core principles and indeed the core fundamentals and values of the library service particularly looking to cater for those most vulnerable in society.  The strategy is  by the needs to not only to keep the service relevance in the post Covid world but also to keep us at the vanguard of clever and creative thinking.

The Lead Member for Climate Change, Sustainability, Parks and Countryside informed that she felt that this was a  fantastic paper and that it was really important to ask the community and the residents about this transformation strategy.  It was important to hear their views as we had found out with the climate change strategy and budget consultations.  She was a great believer in the importance of libraries and how they could also help with sustainability.  They were fantastic in reaching our communities and the staff were wonderful.

The Lead Member for Finance and Ascot informed that the pandemic had shown the drive of residents who had worked so hard.  This transformation strategy showed one of the strands in how we could make things happen and how the library service was embedded in our communities.  It was important that we engage with residents on this so the consultation was important.

The Lead Member for Public Protection and Parking said that

The document was very informative and explained to everybody the route for the future with libraries unfortunately it has raised some concerns which i think we're all aware of from the some of the proposals where people have raised alarm that the possibility of libraries being closed and i would just like to reinforce that these proposals are out for consultation, any concerns about the proposal and the impact then you needed to be part of that consultation.  Alternative proposals needed to be passed back whether from parish councils, from communities or yourself as a resident.  We need to hear views to help make an informed decision to deliver the service that the community require.

The Chairman informed that Mr Hill had registered to speak on this item.

Mr Hill said that Boyne Grove library was well used by everyone in the area and it was astonishing that it was proposed to be closed.  It was  in walkable distance of multiple schools, parking and accessibility was excellent and was used by residents with dementia. It had high levels of book borrowing and it holds special events that attracted families.  For many this was the main contact with the council and its services, the staff are astonishing in their dedication and knowledge they are librarians but also they are ambassadors for RBWM.  He went on to mention comments from residents on Facebook supporting the library showing it importance and diversity.

Mr Hill also said that one of the ward councillors, Cllr Carol, had said that local residents were the boss,  well the boss more than 170 residents had signed a petition in just 24 hours.  He felt that the consultation was a waste of money as nothing in the paper would change.  He said that there was sufficient resources to maintain the library for example  he said RBWM were currently paying for two managing directors; one for the council and one for the property company and were also paying £224000 in special responsibility allowances.

The Lead Member responded that she loved libraries and as mentioned it was a great local recourse  in a wonderful place. Lots of people used it and it was not a decision taken lightly.  The council was faced with making some very difficult decisions.  This is why the consultation was very important  as we may find some solutions.  She would be glad to be happy to save the library.  They would be engaging with partners and the community and have written to stakeholders so this paper was not a surprise.

The Chairman said that he endorsed the Lead Members comments and he had been committed to undertaking consultation since becoming Leader.  He mentioned the budget consultation as an example as this was the first time a major budget consultation had been run.  This consultation also offered an opportunity for partner organisations to be able to take advantage of any area we may vacate.

Cllr Bond addressed Cabinet and said the report was interesting reading especially the case study of Deadworth library in the work they do and that it was based on the recent report by Mr Kruger MP into volunteering and the levelling up agenda.  With regards to Boyn Grove  library this was highly regarded by residents. The library had an excellent collection of children's books, worked with schools introducing children to the joys of reading and there was valuable work there for people with learning difficulties.  He also mentioned that  it had been less than six years since the library was opened which seemed very short-term to spend all the money and then to  be thinking of closing it.

Cllr Larcombe mentioned that there were also other library’s that were on the list for potential closure such as Sunninghill, Datchet and Old Windsor.

Cllr Jones asked if the first consultation would be implemented before consultation two had finished, or would they be implemented as one.  She also mentioned that the total savings from the current budget paper and this  transformation is in the region of £440 000 , a lot of money to take from the service.  Will the consultation follow the Government guidelines of 12 weeks and also align with the Climate Change Strategy as there will be extra vehicle movements to access central libraries.  She asked if other bodies had been contacted before starting the consultation or is this the first time they will see the proposals.  She raised concern bout the Old Windsor statement as its only been open for five months since refurbishment.  

The Lead Member responded by saying that the opening hours consultation was delayed until September 202 due to the pandemic.  If approved by Cabinet it would be implemented.  The consultation for this paper, if approved, would start in February and last 12 weeks.  With regards to savings some were from last years budget and the rest were dependent on the transformation strategy.  With regards to climate change the strategy showed that there were other ways of accessing library services such as  the digital offer.   Other bodies would be contacted as part of the consultation.

Cllr Werner mentioned that he had to comment on the spin presented at the meeting, the Lead Member talked about the benefits of libraries but t was proposed to close them.   Transformation seemed to be about closures and cuts.  Can libraries be the heart of the community when they are closed.  We had already seen youth centres and children’s centres being closed.  Closure libraries would increase pressure on other services such as Adult and Children social care.

The Chairman responded by reminding Cllr Werner that this was a document going for consultation and he looked forward to seeing his detailed responses as well as those from the community.   He mentioned that Cllr Werner had only offered negativity instead of an alternative proposal. 

The Lead Member said that as a Cabinet member they had a responsibility to present a legal balanced budget and that this meant that difficult decisions had to be made.  The consultation would help make mindful decisions and help guide the transformation of the service making it robust and agile. 

Cllr Brar highlighted Cookham library that was well used and also was supported by the local parish council with a £2,000 grant.  The proposed savings was only £3,000 and by doing this we could lose the parish contribution towards the opening hours.     The Lead Member mentioned that there were plans to hold discussions with the parish council.

Deputy Chairman of Cabinet, Adult Social Care, Children’s Services, Health and Mental Health mentioned that transformation was about looking at improving the offer via things such as the digital offer that had been very successful during the pandemic.  Expert organizations such as the Mental Health Foundation, Mind, the NHS and other Government departments had been calling for a greater focus on the digital offer.  Transformation was not that idea presented by Cllr Werner. There were many sections of our community with mental and physical conditions that would benefit from the offer.  He also wished to correct the comments made by Cllr Werner regarding children’s and youth centres as they were implementing a family hub model, which had already been debated by the council and supported by Government.

With regards to comments made by Mr Hill Cllr Carroll said that her was right to say that residents in his ward were the boss and that he and his other ward councillor would be happy to have a discussion with Mr Hill.  He would be reaching out to the community as a whole and not just those on social media.  He asked the Lead Member to meet with him and Cllr Bhangra to look at options such as working with local schools, Optalis and AFC.  The Lead Member said she welcomed the discussions and any ideas to save our libraries.

Cllr Hill mentioned that when he was a Lead Member he felt strongly that the digital offer should not be the default offer but one of choice.  There were a lot of residents who were deprived with regard to technology or are afraid of using computers. There was a risk of excluding sections of our community.

The Lead Member for Housing, Communications and Youth Engagement  highlighted the benefits of the Cox Green model that could be a pathway for other areas.   The library had been set up and funded by the school, parish council and local authority.  There was a wide range of users and it was economically viable.  We needed to look at having long term viable community assets.    He encouraged everyone to take part in the consultation.

Resolved unanimously:  that Cabinet notes the report and agrees to:

i)          Commence a full Public Consultation and extensive engagement with stakeholders on the proposed Library Transformation Strategy

ii)         Review the consultation outcome in April 2021 and consider approving a Library Transformation Strategy to shape the service, in line with the Corporate Transformation Strategy, until 2025.