During 2023 to 2024, self-access technology was installed across Sutton’s libraries, extending opening hours by 63 per cent and enabling the council to keep all its eight libraries open. Self-access is popular with customers.
Synopsis
Implementing self-access resulted in the service being able to deliver savings in excess of £300 thousand in year one due to reduced staffing costs. The capital budget for installing the required technology was £363 thousand.
Self-access technology allows customers to use libraries when staff are not present. This provides increased access to community spaces, books, computers, Wi-Fi and study areas. Staff continue to be available during designated hours in each library.
The challenge
Self-access technology means library buildings are open to the public with no staff on site. Prior to rollout, concerns regarding safety were raised, covering fire, theft, vandalism, poor behaviour, medical emergencies, tailgating, homelessness and safeguarding. Delivering a reduction in staffing was also contentious.
Another challenge was how self-access would impact access for those with additional needs. Adapting buildings, particularly entrance doors and access to public toilets, was more complicated than anticipated.
The solution
Preparation
Visits to, and communication, with public libraries already operating self-access allowed officers to reflect on lessons learned through the implementation of the new model in other local authorities.
Risk assessments were undertaken to identify risk and plan mitigation.
A public engagement survey during the pilot, received over 1,100 responses. The responses demonstrated strong support for extended opening hours, particularly on Sundays and late evenings, with 79 percent of respondents supporting self-access technology. However, 10 per cent expressed concerns about the lack of interaction with staff during self-access hours and the need to support those with limited digital skills.
Customers
Sutton Mencap conducted a mystery shopper exercise which helped to allay concerns about access and safety. Engagement with key stakeholders helped officers to understand how self-access could be accessible for residents who may need additional support.
During the pilot current library users were contacted to explain how self-access can be used and to encourage them to register. Throughout the launch month, a member of library staff was present in all branches during self-access hours to support those using the technology for the first time and to induct new users. During induction, all customers are reminded that access to libraries during self-access is only permitted for adults, or 16 to17 year olds with a guardian’s consent. Induction is available both in person and digitally.
Health and safety
A pilot was conducted and evaluated alongside public engagement to ensure safety concerns could be tested. CCTV, customer induction and new terms and conditions for self-access customers were introduced, alongside a landline for customers to access security and emergency services if required.
The council’s security team and cleaners check libraries each morning and evening to ensure they are secure and report any issues.
Tailgating cannot be prevented entirely but, if reported, CCTV footage and public PC user records can be accessed to potentially identify offenders. Customers are reminded during their induction to report tailgaters.
Reduction in library staffing
This was managed through natural turnover and a council-wide voluntary redundancy scheme. Regular meetings were held with library staff and union representatives, with senior managers present to answer questions. Staff concerns were noted and changes to the model were made accordingly. Staff were consulted about their new working hours, with most preferring to work 9.00am to 5.00pm and not cover Sundays.
A key part of this work was supporting staff to prepare library services for self-access, including back office functions.
Buildings
Doors continue to be a challenge, even after new installations. Excellent links with the Council’s Facilities Management team have been instrumental in limiting these issues. Access to public toilets has been challenging at one library, as there are reported safeguarding concerns. Solutions so far have included installing an additional CCTV camera in the area and the public toilets only being accessible via the library, not via an external door.
All our decisions were informed by data. This was supported by two members of staff already undertaking data analyst apprenticeships, equipping them to build surveys and analyse the responses.
The impact
There will be ongoing operational costs to maintain the new technology, as well as additional costs for keeping the buildings open longer. However, these costs are low in comparison to the overall savings, while also offering an extended service to our residents. The savings assumed in the medium term financial plan allow for sufficient budget to be retained to cover these costs.
How is the new approach being sustained?
Visits are carefully monitored and show an upward trend. Self-access users are required to complete an induction and agree to new terms and conditions. CCTV can be reviewed when incidents are reported. The number of incidents has been minimal, including a small electrical fire where all the systems and processes worked as they should. Customer concerns range from poor behaviours from other customers, to windows not being left open for ventilation.
Lessons learned
- Communication has been key to the project’s success. This took place through:
- Engaging with key stakeholders throughout including suppliers, the council’s facilities management, IT, human resources, communications teams and frontline staff.
- Engagement with the public through surveys and a public consultation has been a key factor in the success of this project.
- Councillors were also kept informed throughout with the option of site visits during the pilot.
- The secret shopper evaluation from Sutton Mencap helped officers to make self-access accessible for those with disabilities.
- The project plan was essential, with a clear workstream leads.
- Door requirements and ongoing maintenance require a lot of resources.
- Public toilet accessibility and safety needs to be considered carefully.
- IT requirements need to be understood internally and by suppliers.
- Capital costs: running a pilot enabled the service to understand that capital costs are higher than anticipated.
- Data was vital to the project’s success.