Library Services Activity Management Plan 2021-2051
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Library Services Activity Management Plan 2021-2051
Quality Assurance Statement
Version: February March 2021
Draft for Consultation for
Tasman District Council Status:
Approval
189 Queens Street
Private Bag 4 Project Manager: Glennis Coote
Richmond 7050
Telephone: (03) 543 8400 Prepared by:
Fax: (03) 5439524 AMP Author Glennis Coote
Approved for issue by:
Community Development
Susan Edwards
Manager
PAGE 2 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANContents 1 Executive Summary ......................................................................................................... 4 2 Introduction...................................................................................................................... 7 3 Strategic Direction .......................................................................................................... 9 4 Key Linkages .................................................................................................................. 16 5 Levels of Service ......................................................................................................... 2021 6 Our Customers, Stakeholders and Iwi Partners .......................................................... 2526 7 Current and Future Demand ....................................................................................... 3031 8 Lifecycle Management ................................................................................................... 35 9 Financials ........................................................................................................................42 10 Environment and Sustainability..................................................................................... 46 11 Risk Management and Assumptions ..............................................................................48 12 Asset Management Processes and Practices .................................................................. 52 13 Improvement Planning ............................................................................................... 5958 Appendix A: Operating Budget ........................................................................................... 6463 Appendix B: Capital Budget ................................................................................................6665 PAGE 3 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN
1 Executive Summary
Tasman District Libraries provide a range of programmes and services to the community, promoting
lifelong learning and the creative use of leisure.
1.1 What We Do
Through the library facilities and the library website, the following functions are undertaken:
a) Collecting, curating and making available a range of materials in multiple formats to meet the
community needs in relation to literacy, knowledge, information, creativity, research and study
and for recreational or leisure activities.
b) Enabling and supporting independent lifelong learning and the education aspirations of the
community.
c) Fostering the joy of reading and the development of literacy in all its forms, including digital
literacy, through events, programmes, services and collections.
d) Collecting, creating and conserving content relating to local community culture, identity and
history.
e) Providing access to materials in the collections of libraries or information repositories throughout
New Zealand and the rest of the world.
f) Providing freely accessible shared community spaces that encourage social interaction and
community cohesion.
g) Providing access to the digital world and the world at large through internet computers and access
to Wi-Fi. Enabling members of the community to develop the appropriate skills and knowledge to
be technologically competent and effective digital citizens.
h) Creating community connections through outreach programmes to schools and community
groups.
Council provides libraries in Richmond, Motueka, Tākaka and Murchison. The website adds to the
library services provided in the physical locations. We also provide housebound library services,
outreach services to schools and support for community libraries.
1.2 Why we do it
Libraries help develop an informed community whose members are literate and inspired. By providing
a quality library service, we support the community’s cultural, social, learning and leisure needs, while
also providing an affordable collective resource that is greater than local families or individuals can
afford.
Activity Goal
Quality services which enrich the life of the community by promoting lifelong learning and the creative use of
leisure:
We provide access to information and leisure through a variety of media.
We create social capital by providing safe public space for the community to use.
We connect users to the world at large through the provision of printed and electronic resources.
PAGE 4 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN1.3 Levels of Service
The Council aims to provide the following levels of service for the Library Service activity.
The provision of access to a wide range of information relevant to the community’s recreation
and learning needs.
The provision of safe, welcoming, attractive and accessible library facilities for customers to
access library services.
For further detail, including measures and targets for the levels of service refer to Section 5.
1.4 Key Issues
The most important issues relating to the libraries activity, and how the Council is planning to respond
are listed in Table 1Table 1 below.
Table 1: Key Issues
Key Issue Response
Pressure on the Richmond The Council will undertake a feasibility study on options for expansion of
Library due to population the Richmond Library in 2025/2026.
growth Expansion of the library building has been proposed for 2032/2033.
The Council plans to increase funding for electronic resources. Library staff
Changing preferences in
will continue to monitor the demand for, and use of, the collections and the
library material
relative balance of the physical and electronic collections.
Changing use of and Increase housebound and outreach services as well as programmes
demand for library services designed for older people with specific social or health needs.
due to an ageing Ongoing assessment of relevance of the type of collections and
population programming provided by the library.
For further discussion of key issues, refer to Section 3.
1.5 Operational Programme
Library staff manage library services and programmes while maintenance and repairs of library
buildings are managed by the Council’s Property Services activity. Maintenance of the Library
Management System and public internet services is managed through contractual arrangements with
Kōtui/Aotearoa People’s Network Kaharoa (APNK). Maintenance of other technology used in this
activity is managed by library staff and Information Services staff that is contained within the
Information Services function budgets.
The strategy for the next 10 years is to increase expenditure on electronic resources through until
2027. New expenditure is proposed for improvements to ‘The Prow’ website and replacement of the
library’s digital repository. Other operational expenditure will be maintained at current levels.
PAGE 5 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN1.6 Capital Programme
Renewal expenditure includes annual funding for renewal of library collections, funding for
replacement of RFID equipment on an eight-yearly cycle commencing in 2023/2024 and funding for
the completion of the Motueka Library Redevelopment project in 2021/2022. Table 2Table 2 below
shows the key capital expenditure in years 1-10.
Table 2: Key Capital Programme
Collection Renewal Years 1-10 RFID Replacement Year 3 Motueka Library Redevelopment
Year 1
$2.9M $190,000 $511,000
1.7 Key Changes
Key changes made since the 2018 AMP are included in Table 3Table 3 below.
Table 3: Key Changes
Key Change Reason for Change
Expansion of Richmond Library A budget for the possible expansion of the Richmond Library
building has been provided for in 2032/2033.
RFID renewal costs Replacement of the library’s radio frequency identification
technology (RFID) has been brought forward to 2023/2024.
Replacement has been budgeted for on an 8-year cycle.
1.8 Key Risks, Uncertainties and Assumptions
There are factors outside of the Council’s control that can change having an impact on the Council’s
ability to do what it planned. Sometimes the impact can be significant. There is always uncertainty in
any planning process but the key to good quality planning is to make clear assumptions to help
address this uncertainty. The Council will continue to utilise modern library technologies. There is
potential for loss of information following a natural event, technology breakdown or security breach.
Any loss of information could have a significant impact on library services. The Library Management
System is managed and maintained by Kōtui/APNK. Kōtui/APNK have extensive backup and data
recovery plans in place and undertake regular software upgrades to improve performance and protect
the integrity of the database.
The National Library will continue to manage key technology systems used by the library. These
include Library Management System software provided through the Kōtui consortium and public
internet computers and Wi-Fi access provided through the APNK.
There will be increased delivery of digital services via the library website. There is the potential for loss
of access to key electronic resources due to changes in suppliers. There is a low risk that access to key
electronic resources will be lost due to changing supply conditions. The risk is reduced by using a
range of suppliers and re-evaluating suppliers and resources annually.
PAGE 6 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN2 Introduction The purpose of this activity management plan is to outline and to summarise in one place, the Council’s strategic management and long-term approach for the provision and maintenance of its Library Services activity. 2.1 Rationale for Council Involvement Libraries support the community’s cultural, social, learning and leisure needs. Libraries develop an informed community whose members are literate and inspired. Libraries also provide a collective resource that is greater than local families or individuals can afford. As such, the activity contributes to the well-being of the community. 2.2 Description of Assets and Services The scope of the Library Services activity is to provide services to support the learning, information and recreational needs of the community. We provide a range of programmes, services and resources for the community through the libraries in Richmond, Motueka, Tākaka and Murchison. We also provide some support for Community libraries in Wakefield, Tapawera, Māpua and Collingwood. Library programmes support literacy and learning as well as providing opportunities for social engagement and interaction. Programmes provided include preschool, school holiday and reading programmes for children; book groups; author talks; craft workshops; technology training and special interest talks and workshops. Services provided include a housebound service for those unable to visit the library due to age or ill health; information and research services; get well bags for children; assistance with and training in using technology; a community information service and outreach visits to schools and preschools. The libraries in Richmond, Motueka, Tākaka and Murchison house a physical collection of approximately 140,000 items and the library website provides access to a range of resources in electronic format. The Council’s libraries are located at the following addresses: Tasman District Library (Richmond Library) 280 Queen Street, Richmond Motueka Public Library 12 Pah Street, Motueka Tākaka Memorial Library 3 Junction Street, Tākaka Murchison Service Centre/Library 90 Fairfax Street, Murchison PAGE 7 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN
The Library Services activity has two key asset types: library collections and technology software and
hardware. Library buildings are managed by the Property Services Activity and are included in the
Property Services AMP.
2.2.1 Library Collections
Library collections is the term used to describe items in a variety of formats including printed books,
DVDs, CDs, recorded books and magazines. There are 139,000 individual items in the library
collections, these are catalogued and organised according to industry standards.
The library collections are held in the libraries in Richmond, Motueka, Tākaka and Murchison. Small
loans of stock are regularly made to community libraries in Collingwood, Māpua, Tapawera and
Wakefield. The loans are held at the community libraries for short-term periods of to six to nine
months.
We also provide access to electronic databases, books and audio books in electronic format and
streaming services. Access to these resources is procured through licensing agreements and they do
not form part of the Library Services assets.
2.2.2 Technology
The technology used in the Library Services activity comprises physical hardware for staff use,
physical hardware for customer use and licensed software.
The budget for Radio Frequency Identification hardware is contained within the Library Services
budget. The budget for other computer hardware, software licenses and hardware maintenance costs
is contained within the Information Services function.
Table 4 shows the type of technology assets used within the Library Services activity.
Table 4: Library Service technology assets
Asset Asset Manager
Computer hardware for general office and staff use e.g.
staff workstations. Computer hardware for public use Information Services function.
e.g. library catalogue.
Radio Frequency Identification technology for staff use
Library Services Activity.
and self-service kiosks for public use.
Digitisation and recording equipment for public use. Library Services Activity.
Computer hardware for public internet access e.g. Aotearoa People’s Network Kaharoa (APNK).
computer workstations, laptops, printers, scanners, Wi- Supplied through a partnership agreement
Fi access points. with the Library Services Activity.
Information Services function, Library Services
Licensed software.
Activity and Kōtui/APNK.
PAGE 8 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN3 Strategic Direction
Strategic direction provides overall guidance to the Council and involves specifying the organisation's
objectives, developing policies and plans designed to achieve these objectives, and then allocating
resources to implement the plans. The strategic direction for the Library Services activity is to
maintain existing levels of service while responding to the changing needs of the community and to
work in partnership with other libraries on shared priorities and objectives.
3.1 Our Goal
The activity goal provides context and a target for key themes and strategy within this document and
is detailed in Table 5 below.
Table 5: Activity Goal
Activity Goal
We aim to provide quality services which enrich the life of the community by promoting lifelong learning and
the creative use of leisure:
We provide access to information and leisure through a variety of media.
We create social capital by providing safe public space for the community to use.
We connect users to the world at large through the provision of printed and electronic resources.
3.2 Contribution to Community Outcomes
Table 6 summarises how the Library Services activity contributes to the achievement of the Council’s
Community Outcomes.
Table 6: Community Outcomes
Community Outcomes How Our Activity Contributes to the Potential Negative
Community Outcome Effect
Social Well- Our communities The Council events, reserves and
Being are healthy, safe, community facilities (including libraries),
inclusive and and the Richmond Aquatic Centre are
resilient organised, designed, and managed to
ensure users’ safety. They are inclusive,
catering to the needs of our community
and support specific social needs.
PAGE 9 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANCommunity Outcomes How Our Activity Contributes to the Potential Negative
Community Outcome Effect
Social Well- Our communities The Council library events and facilities are There is a potential
Being are healthy, safe, organised, designed, and managed to safety risk to users if
inclusive and ensure users’ safety. They are inclusive, the Council does not
resilient catering to the needs of our community adequately maintain
and support specific social needs. our facilities, or if they
are damaged due to
natural disasters.
Libraries provide safe spaces and equitable
access to information for all in the
community, enabling social interaction and Poor maintenance or
community engagement. damage could result
in users suffering from
various injuries.
Social Well- Our communities Libraries provide resources and Ratepayers may find
Being have access to a programmes that support educational, meeting all the
range of social, creative, cultural, social, recreational and activities requested by
cultural, educational business activities. our community is
and recreational unaffordable.
facilities and This may lead to some
activities level of community
dissatisfaction.
Economic Our region is Libraries provide educational resources
Well-Being supported by an and support learning for all age groups.
innovative and
Libraries also help people seeking
sustainable
employment through digital skills training
economy
programmes and assistance with making
job applications and writing resumes.
Economic Our infrastructure is Community infrastructure (reserves and Population growth
Well-Being efficient, resilient, facilities, including libraries) is efficiently could see an increase
cost effective and and effectively managed, meeting the in costs for our
meets current and ongoing needs of Tasman’s communities. libraries and other
future needs facilities. This would
be in the form of more
assets, and/or the
renewal of plants and
equipment.
Cultural Our communities Libraries collect and preserve local
Well-Being have opportunities heritage information and materials, and
to celebrate and help people preserve their personal stories.
explore their
heritage, identity
and creativity
PAGE 10 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANCommunity Outcomes How Our Activity Contributes to the Potential Negative
Community Outcome Effect
Our Council We provide libraries and other facilities
provides leadership which enable community partnerships
and fosters through working with schools, businesses,
partnerships community groups and others who help
including with iwi, with our activities.
fosters a regional
Our libraries provide safe spaces that
perspective, and
enable social interaction and community
encourages
engagement.
community
engagement
3.3 Financial Strategy
The Financial Strategy outlines the Council’s financial vision for the next 10 to 20 years and the
impacts on rates, debt, levels of service and investments. It guides the Council’s future funding
decisions and, along with the Infrastructure Strategy, informs the capital and operational spending for
the Long Term Plan 2021-2031.
Over the next 10 years, forecast rate income increases and debt levels are projected to be very near
the Council’s limits. The Council has had to work hard to prioritise and plan a work programme that
addresses the most pressing key issues while staying within these limits. This means there is very little
scope to add further work to the programme within the next five years.
3.4 Key Issues
The most important issues relating to the Library Services activity are shown in Table 7Table 7 below.
Table 7: Key issues relating to Library Services activity
Key Issue Discussion
Pressure on the Visitor numbers to the Richmond Library have increased by 90% over the last 10
Richmond years. The building meets current needs, but expected growth in the Richmond
Library due to area is likely to put increased pressure on the building over the next 10 years. If
population growth continues, it is likely that there will be inadequate space to cope with the
growth increased demand.
The Council will undertake a feasibility study on options for the expansion of the
Richmond Library in 2025/2026.
Expansion of the library building has been proposed for 2032/2033.
PAGE 11 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANKey Issue Discussion
Changing Resources are increasingly available in digital format and the range of resources
preferences in available in printed format is decreasing. There is also a trend towards greater
library material use of streaming services for music and films.
The number of library users accessing library services online is increasing rapidly
and we need to purchase more digital materials to meet demand.
We are also facing increased costs due to our growing population. Subscription
charges for digital material is usually population based and Tasman’s increasing
population has resulted in increasing annual subscription costs.
The Council will increase funding for electronic resources. Library staff will
continue to monitor the demand for and use of the collections and the relative
balance of the physical and electronic collections.
An increasing The number of retired people is forecast to increase significantly in the next 15
ageing years and this will result in changing use and demand for library services. We
population anticipate an increase in demand for housebound and outreach services as well
as programmes designed for older people with specific social or health needs.
By contrast, the proportion of young people as a percentage of the total
population is predicted to decline significantly over time. Libraries have
traditionally had a significant role in the development of children’s literacy and
library programming and the makeup of library collections reflect the emphasis
placed on this role.
A decreased demand for children’s services coupled with increased demand for
service to older users will require the Council to reassess the type of collections
and programming provided by the library.
The Council plans to increase housebound and outreach services as well as
programmes designed for older people with specific social or health needs.
Library staff will undertake ongoing assessment of the relevance of the type of
collections and programming provided by the library.
3.5 Prioritisation
The Council provides many services on behalf of Tasman's residents and there is often competing
demands for the Council's investment across and within these services. The Council needs to decide
how much, and when, to invest in these services in a way that maintains affordability for customers
and ratepayers.
There are multiple factors that affect the priority of individual projects or work streams. These
include:
The need to protect public health and safety.
The need to conserve and enhance the natural environment.
Statutory compliance.
Meeting the needs of tomorrow’s population.
PAGE 12 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN Readiness to implement works.
Co-funding opportunities.
Creating functional and attractive public places.
Benefits and risks.
District distribution.
Strategic fit.
The Council has applied the following principles when developing its programme of works:
To continue to meet its fiscal prudence, sustainability and environmental sustainability
obligations.
To keep the medium to long term in focus i.e. rather than being overly diverted by the shorter-
term recovery from the Covid-19 pandemic.
To understand the trade-off’s or benefits across all of the well-being domains (social,
environmental, economic and cultural).
To capitalise on the economic environment (i.e. enhanced borrowing terms, and
increased labour and skills availability).
To make the most of the enhanced opportunities of Government funding, subsidies and other
incentives to advance the community outcomes.
To right size the Council’s staffing and operational expenditure.
The Council has taken all of the above into consideration in order to present a programme that is
achievable and affordable. Generally, mandatory requirements such as statutory compliance take
priority, and discretionary activities have been programmed second to this.
3.6 Tasman Climate Action Plan
In 2019, the Council adopted the 'Tasman Climate Action Plan' (Action Plan). The Action Plan is the
Council’s initial response to the urgent need to take action on climate change, to build climate
resilience and reduce greenhouse gas emissions.
The Action Plan sets out goals, targets and actions relating to three key themes:
Mitigation – how we can reduce greenhouse gas emissions from the Council’s activities.
Adaptation – ways we can respond to our changing environment, including positive
opportunities.
Leadership – how we can lead by example, advocate and encourage others to take action.
The following goals are the long-term aspirations of the Council. They represent the first step towards
a cohesive package of activities that address climate change issues.
PAGE 13 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN1. The Council contributes to New Zealand’s efforts to reduce greenhouse gas emissions (including net carbon emissions). 2. Tasman District becomes more resilient to the impacts of climate change. 3. The Tasman Community is informed of climate change actions and options for response. 4. The Council shows clear leadership on climate change issues. Goals will be measured against targets and achieved by implementing the actions set out in the Action Plan. Targets and actions of direct relevance to this activity are listed below. Several other actions are also relevant (e.g. those relating to information provision and leadership goals) - see the online version of the Action Plan for details: www.tasman.govt.nz/climate-change. PAGE 14 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN
Table 8: Relevant targets and actions from the Tasman Climate Action Plan (2019)
Goal Targets Actions (short-term) Actions (medium-term) Actions (long-term)
2019 - 2021 2021 - 2024 2024+
1. The Council contributes to 1(a) The Council's emissions* of (ii) Identify and prioritise Implement emissions Implement emissions
New Zealand’s efforts to methane reduce by 10% below activities to reduce emissions reduction reduction programme.
reduce greenhouse gas 2017 levels by 2030 and 47% by from the Council offices programme.
emissions (including net 2050 or earlier. The Council's net (e.g. refrigeration emissions
carbon emissions). emissions* of all other from air conditioning reduce
greenhouse gases reduce to zero in travel by holding virtual
by 2050. *from the Council's own meetings, working from
activities. Targets are based on home etc.), the Council
Zero Carbon Bill. If necessary, operations (e.g. methane
revise targets once enacted. from Eves Valley landfill) and
the Council’s vehicle fleets.
2. The Council contributes to 1(a) The Council's emissions* of (viii) Investigate energy Implement energy Monitor technology for
New Zealand’s efforts to methane reduce by 10% below efficient design and efficiency and improvements to
reduce greenhouse gas 2017 levels by 2030 and 47% by renewable energy options for renewable energy energy efficiency and
emissions (including net 2050 or earlier. The Council's net the Council’s buildings. generation actions implement these where
carbon emissions). emissions* of all other (e.g. hydropower feasible.
greenhouse gases reduce to zero generation for
by 2050. *from the Council's own Waimea Community
activities. Targets are based on Dam, solar panel
Zero Carbon Bill. If necessary, installation on the
revise targets once enacted. Council’s buildings
etc.).
In 2020, all lighting in the Richmond library was replaced with energy efficient LED lighting. Expected benefits are reduction in electricity consumption by an estimated
62,700 kWh/year and reduction of CO2 emissions by an estimated 6.6 tonnes per year.
A new Motueka Library building is currently under construction and is scheduled to be completed in 2021/2022. The building design incorporates a number of
sustainability features such as Photo Voltaic cells, 100% timber structure and energy efficient LED lighting and passive heating and cooling. The building will achieve
Carbon Zero status.
PAGE 15 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN4 Key Linkages In preparing this AMP, we examined external national drivers that influence this activity including legislation, national policies, regulations, strategies, standards and guidelines. Local or internal drivers that influence the AMP include the Councils bylaws, polices, plans, strategies and standards. 4.1 Overview Figure 1: How the Library Services Activity relates to other documents 4.2 Key Legislation Legislation is the mechanism that the government has to enact change. The Library Services activity is influenced by a number of Acts, but the key pieces of legislation are listed in Table 9 below. For the latest Act information, refer to http://www.legislation.govt.nz/. PAGE 16 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN
Table 9: Legislative acts that influence the Library Services activity
Key Legislation How it relates to Libraries Activity
Children’s Act 2014 Specifies requirements for agencies to develop and implement child
protection policies and safety checking for those working with
children. Also details obligations regarding information sharing and
reporting of concerns about vulnerable children.
Copyright Act 1994 Regulates the use, lending, copying and public performance of
printed works, sound recordings, films and DVDs and media in
Copyright (New Technologies) digital format. Governs the lending of library materials, use of
Amendment Act 2008 recordings and films in library programmes, the copying of library
materials and the use of public internet services.
Copyright (Infringing File
Sharing) Regulations 2011
Films, Videos, and Publications Provides the legal framework for New Zealand's classification
Classification Act 1993 system. The purpose of the classification system is to prevent harm
to the New Zealand public by restricting the availability of
publications containing harmful material. Restrictions may require
some materials to be removed from library collections or to be
made available with age restrictions.
Local Government Act 2002 Sets out the obligations of Councils and Council-Controlled
Organisations in regard to public services, and controls their
regulatory and enforcement powers.
Section 10 outlines the purpose of local government, which includes
meeting “the current and future needs of communities for good-
quality local infrastructure, local public services, and performance of
regulatory functions in a way that is most cost-effective for
households and businesses”. Section 11A(e) outlines that libraries,
museums, reserves, and other recreational facilities and community
amenities are core services of local authorities. Other parts of the
Act require Council to undertake various processes, reporting
requirement, etc., relating to their activities.
National Library of New Provides for the preservation, protection, development, and
Zealand (Te Puna Mātauranga o accessibility of the collections of the National Library, including the
Aotearoa) Act 2003 Alexander Turnbull Library and specifies that the National Library
also has a role in supplementing and furthering the work of other
libraries in New Zealand. National Library collections are made
available to the public through the interlibrary loan scheme and the
National Library manages a number of library consortia and
partnerships.
Health and Safety in Relates to the health and safety of employees and other people at
Employment Act 2015 work or affected by the work of other people.
Privacy Act 2020 Stipulates how personal information can be collected and used, and
people’s rights to gain access to that information and ask for it to be
corrected. Governs the use of library users’ personal information
and borrowing records.
PAGE 17 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANKey Legislation How it relates to Libraries Activity
Te Tiriti o Waitangi – Treaty of The Treaty of Waitangi is an agreement between Māori and the
Waitangi Crown. Under Section 4 of the Local Government Act 2002 local
authorities are required to ‘recognise and respect the Crown’s
responsibility to take appropriate account of the principles of the
Treaty of Waitangi and to maintain and improve opportunities for
Māori to contribute to local government decision-making
processes’.
Table 10: Key Industry Standards and Guidelines that affect Library Services activity:
Standard How it relates to the Library Services Activity
ISO 11620:2014 Library This standard establishes a set of performance indicators to be used
Performance Indicators by libraries and provides guidance on the collection and reporting of
statistics.
ISO 2789:2016 Information and This standard establishes a set of performance indicators to be used
Documentation – International by libraries and provides guidance on the collection and reporting of
Library Statistics statistics.
New Zealand Public Libraries The purpose of the framework is to provide a cohesive and
Strategic Framework 2020- consistent strategic direction within which all New Zealand public
2025 libraries can place themselves. Encourages councils to work with
public libraries to explore options available at inter-regional and
national levels.
MARC 21 (Machine-Readable Industry standard for the cataloguing and organisation of library
Cataloguing version 21) materials.
AACR2 (Anglo American Industry standard for the cataloguing and organisation of library
Cataloguing Rules version 2) materials.
RDA (Resource Description and Industry standard for the cataloguing and organisation of library
Access) materials.
DDC (Dewey Decimal Industry standard for the cataloguing and organisation of library
Classification) materials.
PAGE 18 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN4.3 Key Planning, Policies and Strategies
This plan is a key component in the Council’s strategic planning function. Among other things, this plan
supports and justifies the financial forecasts and the objectives laid out in the LTP. It also provides a guide
for the preparation of each Annual Plan and other forward work programmes. Table 11 describes the key
Council plans and policies with linkages to the Library Services activity.
Table 11: The Council plans and policies affecting the Library Services AMP
Plans, Policies and
How it relates to the Library Services Activity
Strategies
Long Term Plan The LTP is the Council’s 10-year planning document. It sets out the broad
(LTP) strategic direction and priorities for the long-term development of the District;
identifies the desired community outcomes; describes the activities the Council
will undertake to support those outcomes; and outlines the means of measuring
progress.
Activity AMPs describe the infrastructural assets and the activities undertaken by the
Management Council and outline the financial, management and technical practices to ensure
Plans (AMPs) the assets are maintained and developed to meet the requirements of the
community over the long term. AMPs focus on the service that is delivered as
well as the planned maintenance and replacement of physical assets. The Library
Services activity has links with the Property Services AMP.
Annual Plan A detailed action plan on the Council’s projects and finances for each financial
year. The works identified in the AMP form the basis on which annual plans are
prepared. With the adoption of the LTP, the Annual Plan mainly updates the
budget and sources of funding for each of the years between the LTP.
Annual Report The Annual Report identifies the prior year’s achievements against Long Term
Plan/Annual Plan targets.
Growth Supply The Growth Supply and Demand Model predicts the population increases for the
and Demand district over the coming 20+ years. These predictions influence the likely demand
Model on the Council activities, infrastructure and services.
Significance and This policy informs and determines the relationship the Council and community
Engagement share with regard to engagement.
Policy
PAGE 19 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN5 Levels of Service
A key objective of this plan is to match the levels of service provided by the Library Services activity with the
agreed expectations of our customers and their willingness to pay for that level of service. These levels of
service provide the basis for the life cycle management strategies and work programmes identified in this
plan.
5.1 Our Levels of Service
The Levels of Service are intended:
To inform people of the proposed type and level of service to be offered (now and in the future).
As a focus for the work required to deliver the agreed level of service.
To enable people to assess suitability, affordability and equity of the services offered.
There are many factors that need to be considered when deciding what level of service, the Council will aim
to provide. These factors include:
The Council needs to aim to understand and meet the needs and expectations of the community.
The services must be operated within the Council’s policy and objectives as outlined in Section 1.
The community must be able to fund the level of service provided.
Table 12: Levels of Service for the Library Services Activity
Level of Service (LoS) How we meet the LoS
The provision of access to a wide range of The library provides materials in a range of
information relevant to the community’s formats. Library collections are managed to ensure
recreation and learning needs. they are current and relevant to the community’s
needs. For details on the management of the
library collections see section 8.
The provision of safe, welcoming, attractive The Council provides library facilities in Motueka,
and accessible library facilities for customers to Murchison, Richmond and Tākaka. Richmond
access library services library is open Monday-Sunday, Motueka and
Tākaka libraries are open Monday – Saturday and
Murchison Library is open Tuesday – Friday. The
libraries are open for a combined total of 153.5
hours per week.
The Council intends to maintain the existing Levels of Service for the Library Services activity.
5.1.1 Performance Measures
The measure for the size of library buildings has been removed and the measure for the number of items
held in library collections has been removed and replaced with a measure for the number of new or
replacement items added to the library collections. The new performance measure provides a better
indication of the currency of the library collections. The measure for visitor numbers is unchanged.
PAGE 20 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANThe target for the number of new and replacement items is based on the number of new items which have
been added over the last five years. Since 2018/19, we have included downloadable material (eBooks and
eAudio) in our count of items added to the collections. Figure 2 shows the items added during the last five
years.
25000
20000
15000
10000
5000
0
2015/16 2016/17 2017/18 2018/19 2019/20
Items added Target
Figure 2: New and replacement items added
The target for visitor numbers is based on visitor numbers recorded over the last five years. Figure 3 shows
that there has been a trend of annual increases to visitor numbers. Visitor numbers dropped in 2019/2020
due to the temporary closure of all libraries due to Covid-19.
600,000
500,000
400,000
300,000
200,000
100,000
0
2015/16 2016/17 2017/18 2018/19 2019/20
Library visitors Performance target
Figure 3: Library visitor numbers
PAGE 21 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANTable 13: Levels of Service and Performance Measures for Library Services activity
Levels of Service We Will Know We Are Meeting Current Performance Future Performance Targets
The Level Of Service If… Year 1 Target Year 2 Target Year 3 Target By Year 10
2021/2022 2022/2023 2023/2024 2024 - 2031
The provision of The number of new and New performance The number of The number The number of The number
access to a wide replacement measure. new and of new and new and of new and
range of information lending/reference items replacement replacement replacement replacement
relevant to the added to the libraries lending or lending or lending or lending or
community’s collections is equivalent to at reference reference reference reference
recreation and least 300 items items added to items added items added to items added
learning needs. per 1,000 residents. the libraries to the the libraries to the
collections is libraries collections is libraries
Measured using information
equivalent to collections is equivalent to collections is
available from the Library
at least 300 equivalent to at least 300 equivalent to
Management System
items per 1,000 at least 300 items per at least 300
software and from e-resource
residents. items per 1,000 items per
vendors.
1,000 residents. 1,000
residents. residents.
PAGE 22 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANLevels of Service We Will Know We Are Meeting Current Performance Future Performance Targets
The Level Of Service If… Year 1 Target Year 2 Target Year 3 Target By Year 10
2021/2022 2022/2023 2023/2024 2024 - 2031
The provision of At least 85% of library users Fully achieved 85% of library 85 % of 85 % of library 85% of library
access to a wide are fairly or very satisfied 2019/2020: 91%. users are fairly library users users are fairly users are
range of information with the public libraries, as or very are fairly or or very fairly or very
There was a high level
relevant to the measured through the annual satisfied with very satisfied satisfied with satisfied with
of satisfaction from
community’s residents’ survey. the public with the the public the public
residents who have
recreation and libraries. public libraries. libraries.
used the libraries.
learning needs. libraries.
75% of residents and
91% of users were
satisfied or very
satisfied with our
public libraries and
5% or residents and
4% of users were not
very satisfied.
These results are
consistent with the
2018/2019 result.
PAGE 23 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANLevels of Service We Will Know We Are Meeting Current Performance Future Performance Targets
The Level Of Service If… Year 1 Target Year 2 Target Year 3 Target By Year 10
2021/2022 2022/2023 2023/2024 2024 - 2031
The provision of The number of visits to our During 2019/2020: 7.9 The number of The number The number of The number
safe, welcoming, libraries is equivalent to at visits to the library visits to the of visits to visits to our of visits to our
attractive and least 9 visits per resident per per resident. libraries is the libraries is libraries is libraries is
accessible library year. equivalent to equivalent to equivalent to equivalent to
The target was not
facilities for at least 9 visits at least 9 at least 9 visits at least 9
Visitor numbers will be met due
customers to access per resident. visits per per resident visits per
recorded daily using data to library closures
library services. resident. per year. resident per
from door counters at the during Covid-
year.
Richmond, Motueka and 19 restrictions.
Tākaka libraries.
The number of visits
for the eight months
to the end of
February 2020
equated to 6.7 visits
per resident. The
visitor numbers were
on track to meet the
target, had the
libraries remained
open.
PAGE 24 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN6 Our Customers, Stakeholders and Iwi Partners The Council engages and consults with iwi partners, customers, and stakeholders to gain an understanding of their needs, expectations and preferences. This enables the Council to provide outcomes that better meet the community’s needs. 6.1 Iwi Partners Māori are tangata whenua of Aotearoa / New Zealand. They have a long and rich association with Te Tauihu o te Waka-a-Māui (Te Tauihu) / the Top of the South Island. There are eight iwi that whakapapa and have Statutory Acknowledgements to places within Te Tauihu and Tasman District. They are represented by the following post settlement governance entities: Ngāti Apa ki te Rā Tō. Ngāti Koata Trust Te Rūnanga o Ngāti Kuia Trust Te Rūnanga a Rangitāne O Wairau Te Rūnanga o Ngāti Rārua Ngāti Tama ki te Waipounamu Trust Te Ātiawa o te Waka-a-Māui Te Rūnanga o Toa Rangatira Tasman District also covers the northern-western part of the Ngāi Tahu takiwā (tribal area/territory). Murchison is within the Ngāi Tahu takiwā and Ngāti Waewae are the Papatipu Rūnanga on this northwestern side. Each iwi has their own unique history and association with places across Tasman District. These areas are not easily defined and do not match or stay entirely within the boundaries of Tasman District. The Council staff aim to engage with iwi / Māori on matters that are of interest and importance to them. For the Council projects, extra care will be taken to consider and apply the principles of the Tiriti o Waitangi / Treaty of Waitangi. The Council acknowledge that it is important to agree the appropriate level of engagement with iwi / Māori at the outset of a project. This may range from informing through to opportunities for co-governance. The Council expect iwi / Māori to have a strong interest in the planning and delivery of the Motueka Library redevelopment. Three iwi representatives have attended working group meetings and a Matakite walkover of the site at Decks Reserve has taken place. Recommendations from a cultural impact assessment by Tiakina Te Taiao have been implemented. The iwi representatives are assisting the project team with appropriate tikanga and cultural elements in the design of the library. More information about iwi of Te Tauihu can be found on the Council's website at https://www.tasman.govt.nz/my-region/iwi/ and their own websites and social media channels. PAGE 25 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN
6.2 Stakeholders
There are many individuals and organisations that have an interest in the management and / or operation of
the Council’s assets and services. The Council has a Significance and Engagement Policy designed to guide
the expectations of the relationship between the Council and the Tasman community. The Council has made
a promise to seek out opportunities to ensure the communities, and people it represents and provides
services to, have the opportunity to:
Be fully informed
Provide reasonable time for those participating to come to a view
Listen to what they have to say with an open mind
Acknowledge what we have been told; and
Inform contributors how their input influenced the decision that the Council made or is contemplating.
Engagement or consultation:
Is about providing more than information or meeting a legal requirement
Aids decision making
Is about reaching a common understanding of issues
Is about the quality of contact not the amount; and
Is an opportunity for a fully informed community to contribute to decision-making.
The key stakeholders the Council consults with about the libraries activity are:
Elected members (Community Board members)
Residents and ratepayers
Community associations
Community and resident groups
Schools and preschools
Library customers.
6.1.1 Library Customers
The libraries are used by a wide range of individuals and groups. Table 14 summarises the main customer
groups and the services they use.
Table 14: Library customer groups
Customer Groups Main use of the libraries
Library members Borrowing resources, internet services, research and
information services, training courses, programmes and
events, housebound service, social interaction
PAGE 26 LIBRARY SERVICES ACTIVITY MANAGEMENT PLANCustomer Groups Main use of the libraries
School and preschool groups Borrowing resources, class visits, story reading, literacy
programming
Job-seekers Assistance with writing CVs and applying for jobs, digital
literacy training
Community Groups Meetings and programmes, community display spaces
Businesses Research and information services
Students Study resources, research and information services,
internet service, study space
Residents (non-members) Research and information service, internet service, social
interaction
Non-residents Local information, internet service
6.1.2 Library members
Full library membership is open to all residents and ratepayers in Tasman District, Nelson City and
Marlborough District. Visitors to Tasman District are able to enroll as temporary members.
Membership numbers are based on active members who have used their library card during the previous 24
months. At 30 June 2020, active members totaled 21,157. Library membership figures are summarised in
Figure 4 below.
7% 2%
1%
Adults
Children
22% Housebound
Visitors
Schools/Preschools
Adults/Nelson/Marlborough
68% Children Nelson/Marlborough
Figure 4: Active library members at 30 June 2020
PAGE 27 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN6.3 Consultation
6.1.3 Purpose and Types of Consultation
The Council consults with the public to gain an understanding of customer expectations and preferences.
This enables the Council to provide a level of service that better meets the community’s needs.
The Council’s knowledge of customer expectations and preferences is based on:
Feedback from residents surveys
Other customer/user surveys, such as Yardstick visitor measures
Levels of service consultation on specific issues
Feedback from staff customer contact
Ongoing staff liaison with community organisations, user groups and individuals
Public meetings
Feedback from elected members, advisory groups and working parties
Analysis of customer service requests and complaints
Consultation via the Annual Plan and Long-Term Plan processes.
The Council commissions residents surveys on a regular basis to assess the levels of satisfaction with key
services, including provision of community facilities, and the willingness across the community to pay to
improve services. Other informal consultation is undertaken with community and stakeholder groups on an
issue-by-issue basis, as required.
6.1.4 Consultation Outcomes
The most recent surveys were undertaken in May 2020. This asked whether residents were satisfied with the
libraries. The results from this survey is summarised in Figure 5 and Figure 6Figure 6. Fo
Fo
20%
5% Very/Fairly Satisfied
Not Very Satisfied
Don't Know
75%
Figure 5: Residents Satisfaction with Public Libraries 2020
PAGE 28 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN5%
4%
Very/Fairly Satisfied
Not Very Satisfied
Don't Know
91%
Figure 6: Users Satisfaction with Public Libraries 2020
There were 75 % of residents and 91% of users satisfied with the District’s Library Services while 4% of users
were not very satisfied and 5% were unable to comment. These results are consistent with those from
previous surveys. Results are typical of similar surveys at other councils in New Zealand, where satisfaction
with libraries is very high. The percentage not very satisfied is on par with the Peer Group Average.
Figure 7Figure 7 shows that overall user satisfaction levels with the library service has been maintained at a Fo
similar level since 2012. Fo
120
100
80
Percentage
60
40
20
0
2012 2013 2014 2015 2016 2017 2018 2019 2020
Year
Very/Fairly Not Very
Satisfied Satisfied
Figure 7: Users Satisfaction with Public Libraries
PAGE 29 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN7 Current and Future Demand The ability to predict future demand for services enables the Council to plan and identify the best way of meeting that demand. That may be through a combination of demand management and investing in improvements. This section provides an overview of key drivers of demand and what demand management measures the Council has planned to implement. 7.1 Factors Affecting Delivery and Demand for Activity The Council recognises that future demands for Library services will be influenced by: Population growth and demographic change Technological change Changes in type of use of Library facilities Social changes. The impact of these influencing factors on the demand for library services and the effect on the current scale and mode of delivery is included below. 7.1.1 Population Growth and Demographic Change The rate of population growth anticipated in the District is likely to put pressure on existing library services. The projected increase in the older age group in the next 15 years is likely to have an impact on the type of library use. Retired people have more time to undertake community and leisure activities. In particular, it is likely that there will be increased demand for housebound and outreach services, large print and audio book collections. The increased number of retired people may also lead to an increase in the demand for library spaces for social interaction and programmes designed for this group with specific social or health needs. By contrast, the proportion of young people as a percentage of the total population is predicted to decline significantly over time and this may result in a decline in demand for children’s services. Libraries have traditionally had a significant role in the development of children’s literacy and library programming and the makeup of library collections reflect the emphasis placed on this role. A decreased demand for children’s services coupled with increased demand for service to older users would require the Council to reassess the type of collections and programming provided by the library. Library staff will undertake ongoing assessment of the relevance of the type of collections and programming provided by the library. 7.1.2 Technological change Ongoing changes in technology has contributed to a growing community expectation that services should be available on demand at any time that is convenient to the user. Consequently, there is an increasing demand for online services that can be accessed outside of library opening hours. We will respond to this demand by increasing the availability of electronic resources and increasing the range of services available through the library website. PAGE 30 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN
The influence of technology in everyday life has created an expectation that libraries will provide access to computers and space for use of laptops and mobile devices and other technology which can be used for creativity, fun and learning. There is also demand for training courses and support for those who are new to using computers and electronic resources. The library will continue to provide public computing facilities and support and training courses for technology users. The delivery of technology support and training courses will be increased according to demand and the availability of staff resources. The library will continue to invest in technology that can be used in library programming, especially programming for children. We will also maintain and upgrade the resources available in Richmond Library’s recording studio. Changes in technology and particularly the growth in the availability and use of e-books have seen ongoing demand for material in digital formats. While the use of the library’s physical collections has reduced over time as users choose more electronic resources, people are still expected to want free access to physical resources. We are responding to this demand by increasing the availability of material in digital formats. There has been some consequent reduction in the funding for the physical collections. However, international trends show that the growth in the use of e-books is slowing and that there is a resurgence in book publishing and the use of physical books. The Council will continue to reallocate funds from book budgets to electronic resources budgets until 2027 and will continue to monitor the use of the collections and the relative balance of the physical and electronic collections. Increasingly libraries and cultural institutions digitise materials from their collections to both preserve the materials and make them more easily accessible by the public. In 2010, Tasman District Library established Kete Tasman, a digital repository of local heritage material. Kete Tasman contains material from library collections and donations from the community. To ensure that these digital materials remain accessible into the future we will need to keep the software platform up-to-date. 7.1.3 Changes in Type of Use of Library Facilities As well as providing access to lending and reference materials, libraries are used as community hubs for learning, social engagement and interaction. Use of library spaces has evolved to include study, socialisation, meeting and relaxation as well as the more traditional reading and book related activities. Library buildings need to be flexible, adaptable spaces in order to accommodate the changing needs of the community. It is considered that the Murchison and Tākaka libraries have sufficient space to meet demand for the next 10 years. Population growth in the Richmond area will likely put pressure on the Richmond Library building over the 10-20-year period. Funding for possible expansion of the Richmond Library has been included in this plan. Through the LTP 2018-2028 capital funding was allocated for the expansion or rebuilding of the Motueka Library building. Construction of the new Motueka Library will be completed in 2021/2022. The new building will double the size of the library facilities in Motueka by and is expected to meet demand for the next 20-30 years. PAGE 31 LIBRARY SERVICES ACTIVITY MANAGEMENT PLAN
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