scottish reading strategy · 2019-02-20 · management of the srs. the srs is administered through...
TRANSCRIPT
SCOTTISHREADING
Marianne BamkinEvidence Base
REPORT AND RECOMMENDATIONS
STRATEGY
Contents
1 The role of public libraries as a conduit to literacy 4
2 The Scottish Reading Strategy for Public Libraries 4
3 Approach to SRS refresh 5
4 Effectiveness of SRS 6
4.1 Perceptions of implementation of SRS 6
4.2 Working well 6
4.3 Concerns 7
4.4 Additions 8
4.5 Alignment with the national strategy for public libraries: Ambition and Opportunity 8
4.5.1 Strategic Aim 2: Digital inclusion 8
4.5.2 Strategic Aim 5: Culture and creativity 8
4.5.3 Strategic Aim 6: Excellent public services 8
4.6 Delivering a public library reading and literacy strategy 10
4.6.1 Documentation 10
4.6.2 Communication 10
5 Future shape of SRS 11
5.1 Recommendations 12
5.2 Recommendations summarised in order of priority 14
5.3 Further work 14
6 Appendix 1 16
7 Appendix 2: Draft framework for delivery of the Scottish Reading Strategy 22
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SCOTTISH READING STRATEGY REPORT & RECOMMENDATIONS
1 The role of public libraries as a conduit to literacy
Governments the world over are aware that their citizens must be literate to contribute to modern society. Libraries stimulate literacy because they not only provide free access to books and other literature, but also allow individuals to become familiar with the written word in a variety of formats and languages within a neutral, safe, word rich environment. Studies show that the act of reading improves cognition, reduces stress and increases wellbeing. However, the skill of reading requires practice and is not a natural instinct. The action of reading must be performed repeatedly in an individual’s first spoken language for them to become proficient, just like learning to swim or play a sport.
Public libraries hold a special role in enhancing the literacy of a population because they are freely available to any member of society. A public library supplies the space and medium by which individuals can practice reading in a personal way driven by their own motivations to read about their interests and stories that they enjoy in their chosen language. The Scottish Government understands this role and has funded initiatives enabling public libraries to enhance literacy and reading in partnerships with other agencies. For example, Read, Write, Count and Book Week Scotland.
2 The Scottish Reading Strategy for public libraries
Librarians and library staff also understand the powerful effect that libraries have on literacy and learning.
Therefore, the Scottish Library and Information Council (SLIC) collaborated with representatives from libraries and partnering agencies to develop the Scottish Reading Strategy for Public Libraries (SRS). It was implemented in 2014 with the commitment by each library authority in Scotland to deliver a consistent, standardised service that promoted reading and literacy to every individual. This is to ensure that any customer regardless of age, ability or demographic will have the same level of service at any library they visit in any part of Scotland such as Bookbug sessions, books on parenting or reading groups and author events.
Each of the points in the vision are supported by five outcomes:
• �Inspire reading across all interests and age groups, from pre-literate to fluent readers
• �Encourage people to read widely, trying new genres and exploring new ways of sharing their reading experiences
• �Contribute to the overall health and wellbeing of the individual
• �Support literacy development and increase the number of confident and capable readers
• �Recognise and support language and diversity
The strategy document lists five strategic elements, which set out the responsibilities and level of involvement to which authorities are expected to commit – the way that the SRS will be implemented. In summary, all Scottish
The vision of the strategy as it stands is: Through free access to the life enriching, creative activity of reading, contribute to health and wellbeing, improved level of literacy, inspiring reading across all interests and age groups, drawing communities together to bring reading alive
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library authorities are asked to deliver the SRS by working with the strategic groups and partner agencies to hold a baseline level of events and increase the number of events over time. They are also required to develop “a shared evidence bank and advocacy statements which illustrate social impact”. These elements are key to the delivery and management of the SRS.
The SRS is administered through a steering group and three strategic teams: Early Years, Young People, and Adults, that write action plans for its implementation, liaise with partner organisations and organise annual team training workshops. Since the SRS was implemented other policies have been introduced, such as the national strategy for public libraries, Ambition & Opportunity, and How Good is Our Public Library Service?, as well as several government initiatives for literacy and numeracy. This report examines the present SRS in the context of the six aims of the national strategy with the intention to align it more closely to recent policies and to make recommendations for the delivery framework and infrastructure for a refreshed SRS.
3 Approach to SRS refresh
The overall focus of this review is to understand whether the implementation of the current SRS contributes to fostering literacy and learning for individual people across Scotland and how the SRS can be updated to reflect the current reading climate. Therefore, the aims of this review of the SRS are to:
• �Ensure that the strategy aligns with the current reading landscape in Scotland
• �Make a contribution to the successful delivery of Ambition & Opportunity
• �Suggest ways to support the Scottish library community with implementation of the Scottish Reading Strategy
The main objectives include: examining documentation and practise of the SRS as it currently stands; identifying best practice and areas for improvement; comparing the strategy against Ambition & Opportunity: A Strategy for Public Libraries in Scotland 2015-2020; investigating the practices of other nations collaborating to deliver a national reading strategy.
Key individuals from libraries and partnership organisations were interviewed by telephone or Skype to collect perceptions of the effectiveness of SRS as it currently stands and to gather examples of best practice. The main conclusions of this project were reached through comparative analysis of the interviews and relevant literature, such as strategy documents, policy documents, reports and online information about the reading landscape in Scotland, other parts of the UK and other countries. The data were analysed by comparison tables and thematic coding and it was quickly found that distinct patterns of success and concern emerged.
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4.2��Working�well
• �Relevance - the priorities of SRS are still relevant
• �Commitment - the authorities are committed to a baseline of events and the SRS strategic groups
• �Partnership - there are strong partnerships with other national agencies. For example, Book Week Scotland is an annual initiative organised by the Scottish Book Trust in partnership with libraries and other agencies. The Scottish public libraries work closely with the Scottish Book Trust and fulfil a major role in the annual programme. “They are absolutely the backbone of that programme and the reading strategy has a huge part to play in that”. Some libraries go “above and beyond” what is expected from them and the funding they have been given to stage the events. Similarly, the Scottish Book Trust gifting scheme (Bookbug) is delivered locally with “absolute buy in” from local libraries. “It’s their programme, it belongs to them… They run it and organise it for their customers.”
• �A�library�strategy - the libraries feel ownership of the strategy because they are administering it through their own action plans, “It’s not an external organisation telling us what to do”. That sentiment was emphasised by partnership organisations as well as library practitioners and is an essential motivation to the delivery of the strategy
• �Empowerment - the existence of SRS is empowering libraries to hold events and provide services that otherwise they may not be able to do because it solicits support from managers, some of whom do not have a library background.
4.1��Perceptions�of�implementation�of�SRS
In order to get a well balanced view, the participants were drawn from three groups: partnership organisations, those in libraries implementing the strategy and those overseeing the strategy. The interviews were conducted informally. The participants were asked whether they considered that SRS was working, what should stay in SRS, what could be dropped and should anything be added. Their replies showed that although they considered that SRS was successfully being implemented by libraries they all identified issues with the delivery infrastructure. Here is a summary of the points made:
Jane Austen in Shetland A local library led eventThe staff of Shetland Library dressed up in period costume on 18 July 2017 to commemorate the 200th anniversary of Jane Austen’s death. An evening event included more costumes and Austen inspired refreshments. Costumed staff handed out copies of her books to island visitors.
Fife Libraries organised a Banned Books and Prohibition Cocktails event at Kirkcaldy Galleries during Book Week Scotland 2016. Cocktails made from prohibition recipes were served, passages were read aloud from previously banned books with copies for guests to borrow. The event attracted a different audience to the regular library customer and increased their audience for book events. “That is the Holy Grail, getting people in through the door that would not be coming in the door otherwise.”
Book Week Scotland Collaborative Working
Libraries in South Lanarkshire collaborated with Big Glasgow Comic Page to hold Comic Cons in three libraries during 2016-17, with the aim of encouraging more adults to attend events, increase library membership and launch an e-comic service. They welcomed audiences in their thousands.
South Lanarkshire Engaging new readers
4 Effectiveness of SRS
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• �Funding - initiatives and events are financed by grants from SLIC or Scottish Book Trust. The team chairs take considerable effort in applying and securing the funding on behalf of all libraries
• �Library�network - a strong informal professional support network has developed which is considered to be of great value and support. “We all speak to each other. It’s a great network of librarians in Scotland”. The network is non-exclusive and prepared to help where it is needed. “If you are in the position that you are a non-library professional and you are managing a service, you know that you can go to one person, or you can go to 32 and you can get advice”
• �Training - help, support and training provided by SLIC is appreciated. Training organised by the steering group as “reading day” workshops for all members of each of the three teams are highly valued and supply a platform where good practice can be shared
• �Flexible - the strategic teams are open to operational change and readily adapt to feedback from the team members.
4.3��Concerns
The infrastructure for the delivery of SRS worked well at its outset, but changes to the management of libraries in a stretched economic climate has meant that the infrastructure is becoming difficult to maintain. This is due to pressure of work of the team members and the reorganisation of library services across Scotland resulting in changes of staff and work roles. These are the issues that were expressed.
• �Strategic�team�structure - each strategic team is based on clusters of representatives from two or three libraries with one representative that attends the quarterly strategy meeting (active team member) and is the conduit of information between the non-attending representatives (passive team members) and the meeting. This system is now becoming more difficult to sustain due to current frequent changes in staff and merging of staff responsibilities throughout Scottish libraries. As one participant stated, “the infrastructure of the administration side of the Scottish Reading Strategy should be improved”
• �Organisation – meetings of the strategic teams are becoming difficult to organise because team members are finding it hard to organise their time to travel to meetings. At the outset of SRS the original team members agreed that meetings would be either located in Glasgow or Edinburgh. Face to face meetings were considered by the participants to be important because of the clarity and candidness that can be expressed in that situation. These have certainly contributed to the development of the informal network. However, the possibility of using virtual meeting systems was not dismissed out of hand. The likelihood that partnership organisations could help with administrative tasks was suggested
• �Communication�and�feedback – a feeling was expressed that information is not flowing along the chain of communication in either direction, as it really ought. It was considered that there was insufficient and timely feedback on communications between the strategic teams and Association of Public Libraries Scotland (APLS). Similarly there is not enough feedback to the teams from the individual libraries about the innovative ways that some libraries are
implementing the strategy. It was widely acknowledged that team leaders work hard to ensure that team members and library representatives have the correct contact details for each other, but there are delays and loss of communication when representatives change without notice from either the authority or the team. In some cases, lack of feedback leads to a perception that passive team members lack engagement with development of the strategy, but “we make all efforts to try to get people to engage with the process”. Some participants considered that there was not enough communication to partner organisations and wider, external communication outside the library and literacy world to gain recognition for “the incredible amount of work being done in libraries”
• �Strategic�Direction – there was a general feeling that SRS was not pushing forward as it should be and some thought that higher strategic direction was being hampered by time constraints and setting short term goals. Action plans set by the strategic teams are being followed in the libraries, but the incremental implementation of the reading strategy means that some outcomes have not been addressed, for example, capturing best practice and establishing a shared evidence bank
• �Capacity - implementation of SRS within the libraries is becoming difficult due to reorganisation of services and amalgamation of posts with staff gaining increased responsibilities. It was suggested that efficiency would be increased by sharing best practice and that the development and use of “toolkits” for events would ease the situation, particularly as the new structure of some Scottish libraries include staff with no previous experience of library work
• �Alignment�with�policies – there was a general realisation that although the reading strategy as it stands is good it would be improved by aligning the outcomes more closely to recent initiatives and Ambition & Opportunity
Generally, the participants felt that most of the issues would be solved by prioritising staff time for working on development of the strategy; there was strong support for the strategy and a strong feeling that literacy is a key priority for libraries.
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SCOTTISH READING STRATEGY REPORT & RECOMMENDATIONS
4.4��Additions
None of the people interviewed considered that any point should be dropped from the strategy, but they did make the following suggestions for points that should be emphasised or are missing and should be included.
Greater emphasis on
• Literacy • Reading advocacy• The social importance of libraries• Innovative ideas• Creativity• Clarity of purpose
Other proposals included a wider promotion of achievements made through SRS, a “virtual” meeting space for the three teams and a central online resource to deposit and share information and evidence.
4.5���Alignment�with�the�national�strategy�for�libraries,�Ambition�&�Opportunity�
In order to align with Ambition & Opportunity, the SRS vision statement can be broken down into five aims:
1 Contribute to health and wellbeing
2 Improve levels of literacy
3 Inspire reading across all interests and age groups
4 Draw communities together
5 Bring reading alive
Table 1 on page 9 shows the outcomes, strategic elements and aims of the SRS mapped against the six strategic aims of the national strategy. A full mapping of the SRS with Ambition & Opportunity and Scottish Government National Outcomes can be seen in Appendix 1.
Some SRS aims fit into more than one national strategy aim, therefore, they are repeated in the table. Even so, as can be seen above, not every one of the national strategic aims has an applicable corresponding SRS aim although there is a corresponding SRS outcome. In order to ensure that the refreshed SRS includes aims that entirely correspond to the national strategy, examining the approach of other nations to their reading strategy can provide useful suggestions. Therefore, collaborations between public and other sector libraries from other countries were examined to resolve the missing or weak aims.
Include
• Writing activities • Methods of implementation and achieving improvements• Alignment with government policies
4.5.1 Strategic Aim 2: Digital Inclusion The Norwegian National Strategy for Libraries 2015-20181 includes a policy for the purchase of e-books and considers that they should be permanent features in a library’s collection. With the rise in popularity of e-books and e-book readers Norwegian libraries realise that some readers may prefer to read in a digital format and offer digital literacy classes to older people as part of their reading strategy2.
4.5.2 Strategic Aim 5: Culture and CreativityA language can be “brought to life” by promoting its use and supporting its writers. Norway and Wales are mindful of their linguistic cultural heritage. For that reason, Norwegian libraries hold Language Cafés for non-native speakers to improve their Norwegian. Wales’ Sixth Quality Framework for Libraries includes provision for “access to services, cultural activities and high quality resources
in the Welsh language”3. Facilitating events, groups and workshops in community languages will both strengthen a language and an individual’s literacy.
4.5.3 Strategic Aim 6: Excellent Public ServicesExcellent customer service comes from having a well-trained and knowledgeable workforce especially in some specialist areas. In order that library staff can guide library users and help enhance literacy they should have the opportunity to attend training courses. For example, the Korean Republic renewed its Library Act and introduced a Reading Culture Promotion Act in 2006. Korea’s National Library holds Reading Class Workshop training targeted at children’s librarians so that public libraries can implement the policies from those acts4. Staff that achieve well at the workshops are given prestigious awards. In England and Wales the Society of Chief Librarians in partnership with The Reading Agency
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Table 1 SRS aims, outcomes and elements mapped against Ambition & Opportunity
Strategic�Aim�A&O Aims�SRS�(from�vision) Outcomes�and�elements�SRS�
Strategic Aim 1: Libraries promoting reading, literacy and learning
To inspire reading across all ages and interests
To improve literacy levels
To bring reading alive
To inspire reading across all interests, age-groups and abilities
To encourage people to read widely, trying new genres and exploring new ways of sharing their reading experiences
Support literacy development and increase the number of confident and capable readers
Strategic Aim 2: Digital inclusion
No applicable SRS aim To encourage people to read exploring new ways of sharing their reading experiences
Strategic Aim 3: Economic wellbeing
To make closer communities To encourage people to read widely trying new genres
Strategic Aim 4:Social wellbeing
To make closer communities
To improve health and wellbeing
Commitment to work with national partners to deliver the strategy
Recognise and support language and diversity
Continuous development of shared evidence bank and advocacy statements illustrating social impact
To contribute to the overall health and wellbeing of the individual
Strategic Aim 5: Culture and creativity
To bring reading aliveWeak SRS aim
Recognise and support language and diversity
Strategic Aim 6:Excellent public services
No applicable SRS aim Commitment to Reader Development Network, Young People’s Strategic Group and Early Years Strategic Group
Commitment of all authorities to the ongoing enhancement of the agreed baseline
100% of authorities offering agreed baseline activities and events
developed the “Libraries’ Universal Reading Offer” and is developing online training courses and resources for library staff to be better equipped to deliver the offer.
However well trained the workforce, they can only operate efficiently when they have easily available resources. The organisation of an event can be time consuming, therefore sharing experiences and resources cuts down time, effort and financial outlay. Easily accessible shared online toolkits and checklists are used by the Australian State of Victoria in support of their reading and literacy strategic framework5. Similarly, the UK’s Reading Agency provides online resources for library staff that support its various initiatives such as the Summer Reading Challenge or Reading Well (books on prescription)6.
Any strategy that is designed to improve a public service has to be monitored and assessed in order to understand
when goals are met and whether adaptations are needed. In order to track the progress of their reading initiatives, the State of Victoria public libraries “measure and monitor participation in and the impact of these activities…” and the Reading Agency has developed the Reading Outcomes Toolkit7, which provides guidance for the evaluation of reading promotion activities. For example, methods of gathering existing evidence for the personal outcomes of reading for pleasure; ways of evaluating the activity being offered; how to understand the impact of activities and to communicate that impact.
1 https://bibliotekutvikling.no/content/uploads/2016/09/LibraryStrategy-EnglishVersion.pdf2 http://www.librariesireland.ie/wp-content/uploads/2016/04/Norwegian-perspective-on-pub-lic-libraries_Leikny-Haha-Indergaard.pdf
3 http://gov.wales/docs/drah/publications/170331-connected-and-ambitious-libraries-en.pdf4 https://www.ifla.org/past-wlic/2011/114-lee-en.pdf5 https://www.slv.vic.gov.au/about-us/collaborations-affiliations/public-libraries/reading-litera-cy-strategic-framework
6 https://readingagency.org.uk/resources/2440/ 7 https://readingagency.org.uk/news/OutcomesFrameworkToolkit_FINAL.pdf
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SCOTTISH READING STRATEGY REPORT & RECOMMENDATIONS
4.6��Delivering�a�Public�Library�Reading�and�Literacy�Strategy
4.6.1 DocumentationTo effectively and efficiently implement a national library reading strategy libraries must collaborate towards achieving the strategy goals. Working together ensures that effort used for developing promotions, organising events and producing resources is not duplicated and, by economies of scale, overall financial outlay is decreased. However, achieving a state where each library can deliver programmes and initiatives to the same level, certain strategic elements must be put into place:
• The strategy has to be clearly and unambiguously documented stating a focused vision and specific goals with achievable outcomes
• The need for the strategy has to be expressed• The documentation must set out the management
structure of how the strategy is developed and implemented: its administration and delivery framework
• The strategy should include measures for success
Jointly developed between the 47 public libraries and regional library corporations in Victoria, Australia, their reading and literacy strategic framework8 is an excellent example of such a clear approach. Targeted at a lay audience, the main document, “Reading and Literacy for All: A strategic framework for Victorian public libraries”, sets out the framework, the reason for the framework, the vision, guiding principles, key goals, activities and the way that progress of the strategy will be assessed.
This is supplemented by further documents targeted at library practitioners: an in-depth industry report;
guidance and information on selecting or developing adult or early years reading programmes; evaluation checklists and case studies outlining best practice. Specific activities are mentioned as examples of the type of initiative of which individual libraries may want to be part. There is no baseline level of activity expressed, but the documents give very full guidance on how an individual library can implement the reading strategy. The Victorian strategy is part of Victoria State Library’s collaborative programme with the public library network. To support the strategy the State Library also offers staff training and grants for adult literacy development.
4.6.2 CommunicationDocumentation of a strategy is useless unless its goals and principles are communicated with the practitioners expected to implement them. A degree of facilitation is necessary to oversee the wider communication and ongoing development of a strategy. As the participants in this study have stated uncertainty about internal and external communication of the SRS and that libraries are lacking capacity in staffing, then a solution could be found by creating a role of facilitator. Collaborative groups of libraries have appointed a staff member to administer the smooth running of the group. For example, South West Regional Library Services (SWRLS) is a cross sector library and cultural organisation in the South West of England. Although it is governed by a board of trustees it also engages a director to facilitate internal and external communication, co-ordination and liaison, administer the website and oversee activities9.
8 https://www.slv.vic.gov.au/sites/default/files/Reading-and-literacy-for-all-strategic-framework.pdf9 http://www.lboro.ac.uk/microsites/infosci/lisu/downloads/swrls_review_final_report.pdf
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5 Future Shape of SRS
The purpose of this review of the SRS was to understand whether the implementation of the current strategy contributes to fostering literacy and learning for individual people across Scotland, as well as to identify ways that the strategy can be updated to reflect the current reading climate. Many positive aspects of the effect of having a strategy were uncovered but a general breakdown of the system of administering the strategy was identified.
The positive aspects of implementing a reading strategy for public libraries include the following points:
• Justification – it provides the justification for a library to hold the basic provision of holding bookbug sessions and for a more inventive event designed to attract a new audience, such as a Comic Con.
• Support - from management or local government, giving them a deeper understanding of the contribution of libraries to learning, health and wellbeing
• Efficiency - good business practice to share ideas, advice and resources
• Equality - for the library as well as for individuals, communities and society
• Quality – a documented strategy provides the means of a measurable, assessable benchmark
• Cohesion – the unintended consequence of implementing a strategy formed informal professional network which draws together staff working in libraries all across Scotland
• Training – it gives the basis for staff training and professional development
• Advocacy - it provides evidence to showcase what libraries are achieving
• Informs - tell all parties involved what libraries are expected to do and why they do it
• Direction – a strategy is a master plan, something that is necessary for good business practice showing the purpose and future development of that organisation
Contradictory opinions were expressed about the strategy process. On one hand, poor communication and lack of time and capacity to fully develop the strategic direction of the SRS through face-to-face meetings was a common concern to the participants of this review. However, a number of participants spoke passionately about the
informal network of librarians and library staff across Scotland that has been built up around the reading strategy. Similarly, through the reading strategy, strong partnerships have developed between libraries and other agencies such as the Scottish Book Trust.
Looking deeper into the situation it is apparent that the breakdown of the system is due to a knowledge management problem – the flow of information through the teams, the authorities and relevant partners. What is not being communicated and what is being communicated are the salient questions. Figure 1 depicts the problem; what is being communicated is advice, support, ideas and practical help through the informal network of 32 library authorities. What is not being communicated are policies, meeting decisions and examples of best practice, which impedes the strategic direction of the SRS. There is insufficient feedback on attempts to communicate which slows the flow of information in the teams.
COMMUNICATION
FEEDBACKADVICE�&�PRACTICAL�HELPCOMMUNITY��OF�PRACTICE
POLICIES,�DECISIONS��&�BEST�PRACTICE
STRATEGIC�DIRECTION
Figure 1 Information flows of SRS teams
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SCOTTISH READING STRATEGY REPORT & RECOMMENDATIONS
The solution to this problem is to shorten the chain of communication by using an information hub – a central point of communication where knowledge can be gathered and shared. In order for a reading strategy to grow and develop this situation has to be resolved as a matter of priority and some suggestions are made below.
The existence of a formal, collaborative policy for reading promotion and literacy enhancement for all Scottish public libraries has been shown to empower libraries. The belief that libraries feel ownership of the current Scottish Reading Strategy for Public Libraries is an essential part of its success. Any development or change to the strategy has to be willingly adopted and ratified by representatives of the libraries. Therefore, the recommendations given in this report are offered as suggestions to be discussed before any implementation.
To promote a trusted, consistent service across all Scottish public libraries which enriches all individuals and society
Vision aims and objectives In order to align the SRS to Ambition & Opportunity and the government national outcomes it is recommended that the vision statement of the Scottish Reading Strategy should be amended as follows:
And the following mission statement added:
To give all individuals and communities in Scotland the power to enhance their literacy through free access to resources and by developing and sharing innovative practises
With the aims:
Enriching�Every�Individual Enriching�Society
To be innovative advocates for literacy and self-motivated learning by inspiring readers and promoting reading and writing
To provide access to literature, events and resources that enrich the health and social wellbeing of people and communities in Scotland
To enable all readers to freely access and read literature in digital format
To foster creativity and understanding of arts and culture found in Scotland
To enrich individuals’ literacy so that they can achieve their economic potential
To develop a high quality, continually improving, efficient library service which is responsive to local people's literacy and learning needs
Objectives to meet each of the aims can be seen in the draft framework for delivery (Appendix 2).
5.1��Recommendations
• �Framework�for�delivery (Appendix 2) – the draft framework for delivery has taken into account: the mapping of the SRS with the Ambition & Opportunity and government national outcomes (Appendix 1); participant’s views and suggestions of additions to the SRS; ideas taken from the reading strategies of other nations; and the quality indicators of How Good is Our Public Library Service? It is recommended that this draft framework is duly considered and fully discussed by the SRS strategic teams and amendments made as seen fit before ratification of the refreshed strategy.
• �Training�and�support – it is essential to offer training for staff who will be implementing the framework. Annual training workshops for the strategic team members are well received. It is recommended that face to face training is supplemented by online training that can be accessed at any point in time, for example, this could be delivered in collaboration with partners such as Scottish Book Trust or CILIPS. Individuals feel supported by the informal network that has developed around the SRS and this should remain informal as it is working well as a community of practice.
• �Documentation – the work achieved by libraries to enhance a nation’s literacy is not always recognised. Communicating the strategy to a lay audience is vital to gain recognition and support. It is recommended that documentation of the refreshed strategy consist of:
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⊲ A main document suitable for any audience that clearly narrates: reasons for a public library reading strategy; its overall goals; the types of activities; the method of implementation: and evaluation of the strategy. ⊲ Supporting documents targeted at library professionals setting out the framework for delivery, details of activities and the delivery infrastructure.
The infrastructure needed to deliver a public libraries strategy for literacy and reading was thought to be of concern. However, many aspects of the current infrastructure are working well and have done so for the past three years. The individual teams have focused objectives and produce action plans which are linked to relevant policies with measurable outcomes that are incrementally implementing the strategy, although not as fast as anticipated. Libraries are staging innovative events and effectively partner the Scottish Book Trust to deliver Bookbug Sessions and events for Book Week Scotland. The problem lies with the current capacity of the libraries and consequently the capability of the strategic teams to prioritise their efforts, sustain innovation and carry forward the continuing development of SRS.
• �Strategic�team�structure – as each of the three teams requires a representative from each of the 32 authorities there are theoretically 96 library staff involved with the administration of the strategy. It is understandably challenging, time consuming and takes effort to organise so many members even with the buddying system of library clusters. It is recommended that this structure is scrutinised and the following options are considered: ⊲ Dispense with the three team system entirely and set up reading champions, one for each authority, similar to the digital champions, which administer and support the national digital programmes (32 representatives). The advantages could be smoother team organisation, inter team communication and higher team engagement. The disadvantage would be losing the specialisations of early years, young people and adult. ⊲ Change the buddying clusters into local “sub-groups” of geographically close members. Consider increasing the size of the sub-group and rotate meeting attendance between each sub-group member. Regularly change meeting locations to allow easier attendance. The advantage would be greater engagement of members and the preservation of team specialisms. The disadvantage would be inconsistency - different individuals at each meeting, which would need strong communication within each sub-group.
⊲ Do not change the team structure. Complete reorganisation of the structure could be more disruptive than leaving the current system as it is and dealing with issues of meeting attendance and communication.
• �Capacity – team members are finding face-to-face meeting attendance and fulfilling their administrative role in the strategic teams difficult due to the responsibilities and priorities at their place of work. In order to release capacity, it is recommended that virtual conferencing is encouraged and increased to supplement face-to-face meetings. Similarly, the organisation of individual events is time-consuming and can result in duplication of effort over all the libraries. When an interesting and innovative event or activity is devised by a library, this should be shared with other libraries as best practice or as a toolkit. It is recommended that examples of best practice and toolkits of events are placed on a central online resource.
• �Communication�and�feedback – confirming that internal communications are successfully passed between individual libraries, the strategic team and strategic partners, is proving to be difficult and information is not being sufficiently circulated. Similarly there is a feeling that external communication and advocacy of the power of libraries to influence literacy is not occurring. In order to facilitate internal and promote external communication as well as to increase capacity and reassign working hours it is recommended that: ⊲ A central online resource is developed which can be used to communicate meeting minutes, strategic decisions, a calendar of events, examples of best practice, staff resources, toolkits of events, useful links and a public facing element that displays the achievements of libraries working with the Scottish public libraries strategy for literacy and reading. A public facing part of this resource would help to communicate the good practice that is already happening in libraries to a much wider audience. ⊲ The role of facilitator is created as an independent paid employee. The post could be part-time; a secondment opportunity or a permanent position. The responsibilities of the post holder would include: overseeing the general implementation of the strategy; liaison between libraries, partners and strategic teams: advocacy for the strategy and Scottish libraries; administration of the online resource including collecting and collating examples of best practice and useful resources.
Further research is also needed to discover what is actually happening in libraries demonstrating the reading strategy in action and to measure the success of the strategy outcomes.
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5.2��Recommendations�summarised�in�order�of�priority
• �Adopt the revised vision, mission, aims and objectives of the draft framework for the reading strategy (Appendix 2)
• �Produce documentation that clearly articulates the concepts of the reading strategy to lay and professional audiences
• �Set up a dedicated website - online resource for the reading strategy in order to provide toolkits, resources and aid communication and advocacy
• �Create a paid position for a strategy facilitator to provide cohesion, advocacy and oversight and to increase capacity
• �Consider options for developing the strategic team structure
5.3��Further�work�
In order to achieve the recommendations the following further work should be carried out:
A scoping exercise to select the most appropriate online resource and video conferencing software
Research into all the ways that individual Scottish libraries are enhancing literacy
Devising an annual survey for Scottish libraries to demonstrate their compliance with the strategy and to measure the success of the outcomes
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nd�S
cott
ish�
Gov
ernm
ent�N
atio
nal�O
utco
mes
In o
rder
to a
lign
the
refr
eshe
d Sc
ottis
h R
eadi
ng S
trat
egy
with
the
late
st p
olic
ies
and
initi
ativ
es th
e fo
llow
ing
com
pari
son
tabl
es w
ere
crea
ted.
The
firs
t tab
le ta
kes
the
mis
sion
an
d vi
sion
sta
tem
ents
from
the
Ambi
tion
and
Opp
ortu
nity
and
com
pare
s th
em w
ith th
e vi
sion
sta
tem
ent o
f the
cur
rent
Sco
ttis
h R
eadi
ng S
trat
egy
for
Pub
lic L
ibra
ries
to d
evis
e m
issi
on a
nd v
isio
n st
atem
ents
for
the
new
str
ateg
y.
Visi
on�A
mbi
tion
�&�O
ppor
tuni
tyVi
sion
�SR
SP
ropo
sed�
rew
rite
Scot
land
’s p
ublic
libr
arie
s ar
e tr
uste
d gu
ides
con
nect
ing
all o
f our
peo
ple
to th
e w
orld
’s p
ossi
bilit
ies
and
oppo
rtun
ities
Thro
ugh
free
acc
ess
to th
e lif
e en
rich
ing
crea
tive
activ
ity
of r
eadi
ng, c
ontr
ibut
e to
the
heal
th a
nd w
ellb
eing
, im
prov
ed le
vels
of l
itera
cy, i
nspi
ring
rea
ding
acr
oss
all
inte
rest
s an
d ag
e gr
oups
, dra
win
g co
mm
uniti
es to
geth
er
to b
ring
rea
ding
aliv
e
To p
rom
ote
a tr
uste
d, c
onsi
sten
t ser
vice
acr
oss
all
Scot
tish
libra
ries
whi
ch e
nric
hes
indi
vidu
als
and
soci
ety
Mis
sion
�Am
biti
on�&
�Opp
ortu
nity
Scot
land
’s p
ublic
libr
arie
s ar
e pa
rt o
f a s
hare
d ci
vic
ambi
tion
to fu
lfil t
he p
oten
tial o
f ind
ivid
uals
and
co
mm
uniti
es
To g
ive
all i
ndiv
idua
ls a
nd c
omm
uniti
es in
Sco
tlan
d th
e po
wer
to e
nhan
ce th
eir
liter
acy
thro
ugh
free
acc
ess
to r
esou
rces
and
by
deve
lopi
ng a
nd s
hari
ng in
nova
tive
prac
tises
The
next
tabl
e co
mpa
res
the
stra
tegi
c ai
ms,
rec
omm
enda
tions
and
out
com
es o
f Am
bitio
n &
Opp
ortu
nity
; the
aim
s, o
utco
mes
and
str
ateg
ic e
lem
ents
of t
he c
urre
nt S
RS
and
map
s th
em a
gain
st th
e 16
Sco
ttis
h G
over
nmen
t Nat
iona
l Out
com
es. T
he m
appi
ng e
xerc
ise
reve
aled
gap
s in
the
SRS
and
prov
ided
the
blue
prin
t for
the
draf
t fra
mew
ork
for
deliv
ery.
6 A
ppen
dix
1
17
Stra
tegi
c�A
im��
Am
biti
on�&
�Opp
ortu
nity
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omm
enda
tion
s�A
mbi
tion
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ppor
tuni
tyA
ims�
SRS�
�(f
rom
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ion)
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com
es�A
mbi
tion
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�Opp
ortu
nity
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com
es�a
nd��
elem
ents
�SR
S�G
over
nmen
t�Nat
iona
l�Out
com
es
Stra
tegi
c�A
im�1
: Li
brar
ies
prom
otin
g re
adin
g, li
tera
cy a
nd
lear
ning
To e
nsur
e ac
cess
to li
brar
y se
rvic
es fo
r al
l citi
zens
us
ing
new
tech
nolo
gy
To in
spir
e re
adin
g ac
ross
al
l age
s an
d in
tere
sts
We
have
tack
led
the
sign
ifica
nt
ineq
ualit
ies
in
Scot
tish
soci
ety
To in
spir
e re
adin
g ac
ross
al
l int
eres
ts, a
ge-g
roup
s an
d ab
ilitie
s
Our
chi
ldre
n ha
ve th
e be
st s
tart
in li
fe a
nd a
re
read
y to
suc
ceed
We
have
tack
led
the
sign
ifica
nt in
equa
litie
s in
Sc
ottis
h so
ciet
y
We
have
impr
oved
the
life
chan
ces
for
child
ren,
yo
ung
peop
le a
nd fa
mili
es a
t ris
k
To d
evel
op a
nd p
rom
ote
the
core
offe
r fr
om p
ublic
lib
rari
es in
Sco
tlan
d
To e
ncou
rage
peo
ple
to
read
wid
ely
tryi
ng n
ew
genr
es a
nd e
xplo
ring
ne
w w
ays
of s
hari
ng th
eir
read
ing
expe
rien
ces
Our
you
ng p
eopl
e ar
e su
cces
sful
lear
ners
, co
nfide
nt in
divi
dual
s, e
ffect
ive
cont
ribu
tors
and
re
spon
sibl
e ci
tizen
s
To im
prov
e lit
erac
y le
vels
We
are
bett
er
educ
ated
, mor
e sk
illed
and
mor
e su
cces
sful
, re
now
ned
for
our
rese
arch
and
in
nova
tion
Supp
ort l
itera
cy
deve
lopm
ent a
nd in
crea
se
the
num
ber
of c
onfid
ent
and
capa
ble
read
ers
We
are
bett
er e
duca
ted,
mor
e sk
illed
and
mor
e su
cces
sful
, ren
owne
d fo
r ou
r re
sear
ch a
nd
inno
vatio
n
We
have
tack
led
the
sign
ifica
nt in
equa
litie
s in
Sc
ottis
h so
ciet
y
We
live
our
lives
saf
e fr
om c
rim
e, d
isor
der
and
dang
er
To b
ring
rea
ding
al
ive
Our
you
ng p
eopl
e ar
e su
cces
sful
lear
ners
, co
nfide
nt in
divi
dual
s, e
ffect
ive
cont
ribu
tors
and
re
spon
sibl
e ci
tizen
s
18SCOT
TISH R
EADIN
G STR
ATEG
Y RE
PORT
& RE
COMM
ENDA
TIONS
Stra
tegi
c�A
im��
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biti
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nity
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omm
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ppor
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ims�
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rom
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com
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ortu
nity
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com
es�a
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elem
ents
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over
nmen
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iona
l�Out
com
es
Stra
tegi
c�A
im�2
: D
igita
l inc
lusi
onD
evel
op S
cotl
and-
wid
e di
gita
l acc
ess
reso
urce
sTo
enc
oura
ge p
eopl
e to
re
ad e
xplo
ring
new
way
s of
sha
ring
thei
r re
adin
g ex
peri
ence
s
We
have
tack
led
the
sign
ifica
nt in
equa
litie
s in
Sc
ottis
h so
ciet
y
We
have
impr
oved
the
life
chan
ces
for
child
ren,
yo
ung
peop
le a
nd fa
mili
es a
t ris
k
Ensu
re W
i-Fi
is a
vaila
ble
and
acce
ssib
le in
all
publ
ic
libra
ries
Stra
tegi
c�A
im�3
: Ec
onom
ic w
ellb
eing
Dev
elop
par
tner
ship
s w
ith a
dvic
e se
rvic
es, j
ob
cent
res
and
ente
rpri
se
orga
nisa
tions
To m
ake
clos
er
com
mun
ities
We
real
ise
our
full
econ
omic
pot
entia
l w
ith m
ore
and
bett
er e
mpl
oym
ent
oppo
rtun
ities
for
our
peop
le
We
real
ise
our
full
econ
omic
pot
entia
l with
m
ore
and
bett
er e
mpl
oym
ent o
ppor
tuni
ties
for
our
peop
le
We
live
our
lives
saf
e fr
om c
rim
e, d
isor
der
and
dang
er
Our
peo
ple
are
able
to m
aint
ain
thei
r in
depe
nden
ce a
s th
ey g
et o
lder
and
are
abl
e to
ac
cess
app
ropr
iate
sup
port
whe
n th
ey n
eed
it
Mai
nstr
eam
act
iviti
es to
im
prov
e ST
EM s
kills
To e
ncou
rage
peo
ple
to
read
wid
ely
tryi
ng n
ew
genr
es
We
have
tack
led
the
sign
ifica
nt in
equa
litie
s in
Sc
ottis
h so
ciet
y
Test
and
rep
licat
e pr
ovis
ion
of c
o-w
orki
ng s
pace
s fo
r sm
all b
usin
ess
We
live
in a
Sco
tlan
d th
at is
the
mos
t att
ract
ive
plac
e fo
r do
ing
busi
ness
in E
urop
e
19
Stra
tegi
c�A
im��
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biti
on�&
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ortu
nity
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mbi
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rom
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com
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elem
ents
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over
nmen
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iona
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com
es
Stra
tegi
c�A
im�4
: So
cial
wel
lbei
ngC
reat
e st
rong
nat
iona
l, re
gion
al a
nd lo
cal
part
ners
hips
with
all
publ
ic
serv
ices
and
com
mun
ity
plan
ning
par
tner
s
To m
ake
clos
er
com
mun
ities
We
live
long
er,
heal
thie
r liv
es. W
e ha
ve im
prov
ed th
e lif
e ch
ance
s fo
r ch
ildre
n, y
oung
pe
ople
and
fam
ilies
at
ris
k
Com
mitm
ent t
o w
ork
with
na
tiona
l par
tner
s to
del
iver
th
e st
rate
gy
We
live
long
er, h
ealt
hier
live
s
We
have
str
ong,
res
ilien
t and
sup
port
ive
com
mun
ities
whe
re p
eopl
e ta
ke r
espo
nsib
ility
fo
r th
eir
own
actio
ns a
nd h
ow th
ey a
ffect
oth
ers
Our
peo
ple
are
able
to m
aint
ain
thei
r in
depe
nden
ce a
s th
ey g
et o
lder
and
are
abl
e to
ac
cess
app
ropr
iate
sup
port
whe
n th
ey n
eed
it
Shar
e be
st p
ract
ice
on
how
to c
reat
e ef
fect
ive
and
acce
ssib
le p
ublic
ser
vice
or
com
mun
ity h
ubs
Rec
ogni
se a
nd s
uppo
rt
lang
uage
and
div
ersi
tyW
e ha
ve ta
ckle
d th
e si
gnifi
cant
ineq
ualit
ies
in
Scot
tish
soci
ety
Bui
ld o
n cu
rren
t pra
ctic
e to
bec
ome
cham
pion
s of
co
mm
unity
eng
agem
ent
and
empo
wer
men
t
Con
tinuo
us d
evel
opm
ent
of s
hare
d ev
iden
ce b
ank
and
advo
cacy
sta
tem
ents
ill
ustr
atin
g so
cial
impa
ct
We
have
impr
oved
the
life
chan
ces
for
child
ren,
yo
ung
peop
le a
nd fa
mili
es a
t ris
k
Our
peo
ple
are
able
to m
aint
ain
thei
r in
depe
nden
ce a
s th
ey g
et o
lder
and
are
abl
e to
ac
cess
app
ropr
iate
sup
port
whe
n th
ey n
eed
it
Dev
elop
gui
delin
es o
n th
e ap
prop
riat
e us
e of
vo
lunt
eers
To im
prov
e he
alth
and
w
ellb
eing
To c
ontr
ibut
e to
the
over
all
heal
th a
nd w
ellb
eing
of t
he
indi
vidu
al
We
have
tack
led
the
sign
ifica
nt in
equa
litie
s in
Sc
ottis
h so
ciet
y
We
have
impr
oved
the
life
chan
ces
for
child
ren,
yo
ung
peop
le a
nd fa
mili
es a
t ris
k
Our
peo
ple
are
able
to m
aint
ain
thei
r in
depe
nden
ce a
s th
ey g
et o
lder
and
are
abl
e to
ac
cess
app
ropr
iate
sup
port
whe
n th
ey n
eed
it
20SCOT
TISH R
EADIN
G STR
ATEG
Y RE
PORT
& RE
COMM
ENDA
TIONS
Stra
tegi
c�A
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biti
on�&
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com
es�a
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iona
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es
Stra
tegi
c�A
im�5
: C
ultu
re a
nd c
reat
ivity
Dev
elop
and
str
engt
hen
natio
nal,
regi
onal
and
loca
l pa
rtne
rshi
ps w
ith a
rts
and
cult
ure
orga
nisa
tions
To b
ring
rea
ding
al
ive
We
take
pri
de in
a
stro
ng, f
air
and
incl
usiv
e na
tiona
l id
entit
y
Rec
ogni
se a
nd s
uppo
rt
lang
uage
and
div
ersi
tyW
e liv
e ou
r liv
es s
afe
from
cri
me,
dis
orde
r an
d da
nger
We
take
pri
de in
a s
tron
g, fa
ir a
nd in
clus
ive
natio
nal i
dent
ity
Pilo
t a c
olla
bora
tive
vent
ure
to p
rovi
de a
cces
s to
e-b
ooks
from
Sco
ttis
h pu
blis
hers
We
are
bett
er e
duca
ted,
mor
e sk
illed
and
mor
e su
cces
sful
, ren
owne
d fo
r ou
r re
sear
ch a
nd
inno
vatio
n
Supp
ort l
ibra
rian
s to
be
com
e ef
fect
ive
voic
es fo
r fr
eedo
m o
f inf
orm
atio
n an
d ex
pres
sion
We
are
bett
er e
duca
ted,
mor
e sk
illed
and
mor
e su
cces
sful
, ren
owne
d fo
r ou
r re
sear
ch a
nd
inno
vatio
n
We
have
tack
led
the
sign
ifica
nt in
equa
litie
s in
Sc
ottis
h so
ciet
y
We
have
str
ong,
res
ilien
t and
sup
port
ive
com
mun
ities
whe
re p
eopl
e ta
ke r
espo
nsib
ility
fo
r th
eir
own
actio
ns a
nd h
ow th
ey a
ffect
oth
ers
Stra
tegi
c�A
im�6
: Ex
celle
nt p
ublic
se
rvic
es
Con
tinue
to d
evel
op
met
hods
for
repo
rtin
g on
th
e im
pact
and
out
com
es
of li
brar
y ac
tiviti
es th
roug
h “H
ow G
ood
Is O
ur P
ublic
Li
brar
y Se
rvic
e?”
Our
pub
lic s
ervi
ces
are
high
qua
lity,
co
ntin
ually
im
prov
ing,
effi
cien
t an
d re
spon
sive
to
loca
l peo
ple’
s ne
eds
Com
mitm
ent t
o R
eade
r D
evel
opm
ent N
etw
ork,
Yo
ung
Peo
ple’
s St
rate
gic
Gro
up a
nd E
arly
Yea
rs
Stra
tegi
c G
roup
Com
mitm
ent o
f all
auth
oriti
es to
the
ongo
ing
enha
ncem
ent o
f the
agr
eed
base
line
We
are
bett
er e
duca
ted,
mor
e sk
illed
and
mor
e su
cces
sful
, ren
owne
d fo
r ou
r re
sear
ch a
nd
inno
vatio
n
21
Dev
elop
and
impl
emen
t a
lear
ning
and
dev
elop
men
t pr
ogra
mm
e fo
r al
l lib
rary
st
aff
Expl
ore
alte
rnat
ive
appr
oach
es to
gen
erat
ing
finan
cial
inve
stm
ent
We
live
in a
Sco
tlan
d th
at is
the
mos
t att
ract
ive
plac
e fo
r do
ing
busi
ness
in E
urop
e
Enga
ge p
roac
tivel
y w
ith
mod
els
for
effic
ient
pr
ocur
emen
t of g
oods
and
se
rvic
es a
t Nat
iona
l Lev
el
100%
of a
utho
ritie
s of
feri
ng
agre
ed b
asel
ine
activ
ities
an
d ev
ents
We
valu
e an
d en
joy
our
built
and
nat
ural
en
viro
nmen
t and
pro
tect
it a
nd e
nhan
ce it
for
futu
re g
ener
atio
ns
We
redu
ce th
e lo
cal a
nd g
loba
l env
iron
men
tal
impa
ct o
f our
con
sum
ptio
n an
d pr
oduc
tion
We
live
in w
ell-
desi
gned
, sus
tain
able
pla
ces
whe
re w
e ar
e ab
le to
acc
ess
the
amen
ities
and
se
rvic
es w
e ne
ed
22SCOT
TISH R
EADIN
G STR
ATEG
Y RE
PORT
& RE
COMM
ENDA
TIONS
The
follo
win
g dr
aft f
ram
ewor
k fo
r th
e de
liver
y of
the
stra
tegy
was
com
pile
d by
taki
ng a
num
ber
of th
ings
into
acc
ount
. Its
bas
is w
as th
e m
appi
ng o
f the
SR
S w
ith A
mbi
tion
& O
ppor
tuni
ty a
nd S
cott
ish
Gov
ernm
ent N
atio
nal O
utco
mes
(App
endi
x 1)
. Ont
o th
at fr
amew
ork,
par
ticip
ant’s
vie
ws
and
sugg
estio
ns fo
r ad
ditio
ns to
the
SRS
wer
e ta
ken
into
co
nsid
erat
ion.
In o
rder
to fi
nd c
once
pts
to s
uppo
rt n
ew a
ims
and
obje
ctiv
es th
at w
ere
mis
sing
in th
e or
igin
al s
trat
egy
and
to a
lign
the
refr
eshe
d st
rate
gy w
ith th
e cu
rren
t nat
iona
l st
rate
gy, t
he n
atio
nal s
trat
egie
s, r
eadi
ng s
trat
egie
s an
d qu
ality
out
com
es fr
om o
ther
cou
ntri
es w
ere
exam
ined
. M
easu
rabl
e ou
tcom
es m
atch
ing
each
obj
ectiv
e ha
ve b
een
wri
tten
, with
an
exam
ple
of h
ow th
e su
cces
s of
eac
h ou
tcom
e co
uld
be m
easu
red.
Fin
ally
the
mea
sure
s of
suc
cess
wer
e m
atch
ed to
the
qual
ity in
dica
tors
of H
ow G
ood
is O
ur
Pub
lic L
ibra
ry S
ervi
ce?
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tish
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lic�L
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ding
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ateg
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How
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d is
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Pub
lic L
ibra
ry
Serv
ice?
Qua
lity
Indi
cato
rs
EN
RIC
HIN
G�E
VE
RY
�IN
DIV
IDU
AL
Com
plyi
ng w
ith n
atio
nal
stra
tegy
aim
1
To b
e in
nova
tive
advo
cate
s fo
r lit
erac
y an
d se
lf-m
otiv
ated
le
arni
ng b
y in
spir
ing
read
ers
and
prom
otin
g re
adin
g an
d w
ritin
g
Hos
t lite
ratu
re e
vent
s, p
erfo
rman
ces
and
pr
omot
ions
that
rea
ch o
ut to
all
inte
rest
s,
ages
, abi
litie
s an
d co
mm
uniti
es in
thei
r ar
ea
Col
labo
rate
with
gov
ernm
ent i
nitia
tives
an
d o
rgan
isat
ions
that
wor
k to
dev
elop
lit
erac
y, n
umer
acy,
hea
lth
and
wel
lbei
ng
Pro
vide
acc
ess
to a
bro
ad s
elec
tion
of
liter
atur
e in
form
ats
suita
ble
for
diffe
rent
re
adin
g pr
efer
ence
s, a
bilit
ies
and
lear
ning
st
yles
Enco
urag
e re
ader
s to
sha
re th
eir
read
ing
expe
rien
ces
in a
var
iety
of w
ays
Each
indi
vidu
al l
ivin
g in
Sco
tlan
d w
ill h
ave
the
oppo
rtun
ity to
att
end
spec
ially
pla
nned
eve
nts
and
acce
ss a
ge a
ppro
pria
te r
esou
rces
Stro
ng c
olla
bora
tion
with
par
tner
s w
ill m
ean
that
in
divi
dual
s w
ill h
ave
the
confi
denc
e to
rea
d, im
prov
e th
eir
liter
acy
and
incr
ease
thei
r se
lf es
teem
Har
der
to r
each
indi
vidu
als
and
com
mun
ities
will
fe
el in
clud
ed in
the
libra
ry s
ervi
ce a
nd s
ocie
ty a
s a
who
le
Anyo
ne u
sing
a S
cott
ish
libra
ry c
an e
xten
d th
eir
choi
ce o
f aut
hor,
sub
ject
or
genr
e to
thei
r pr
efer
red
read
ing
form
at
Anyo
ne u
sing
a S
cott
ish
libra
ry c
an e
xpre
ss th
eir
read
ing
expe
rien
ces
virt
ually
or
in p
erso
n in
a g
roup
or
indi
vidu
ally
Com
plyi
ng w
ith Q
ualit
y In
dica
tor
2
- R
eade
rs E
xper
ienc
e
Tota
l aud
ienc
e nu
mbe
rs fo
r ev
ents
in
Scot
tish
libra
ries
incr
ease
by
X%
Boo
kbug
ses
sion
s in
crea
se X
% a
cros
s Sc
otla
nd
X li
brar
ies
offe
r R
ead,
Wri
te, C
ount
or
activ
ities
CIP
FA d
ata
show
s in
crea
se o
f X%
har
d to
rea
ch in
divi
dual
s us
e lib
rary
ser
vice
s ac
ross
Sco
tlan
d
PLR
sta
ts in
dica
te a
n in
crea
sed
rang
e of
lit
erat
ure
borr
owed
in S
cott
ish
libra
ries
X% o
f Sco
ttis
h lib
rari
es o
rgan
ise
read
ing
grou
ps a
nd d
ispl
ay r
eade
r’s
book
rev
iew
s
7 A
ppen
dix
2: D
raft
fram
ewor
k fo
r de
liver
y
23
Com
plyi
ng w
ith n
atio
nal
stra
tegy
aim
2
To e
nabl
e al
l rea
ders
to fr
eely
ac
cess
and
rea
d lit
erat
ure
in
digi
tal f
orm
at
Pro
vide
acc
ess
to a
ran
ge o
f e-b
ooks
and
ot
her
e-lit
erat
ure
Gui
de r
eade
rs to
use
e-b
ooks
, e-r
eade
rs
and
rele
vant
app
s
Anyo
ne u
sing
a S
cott
ish
libra
ry c
an e
xten
d th
eir
choi
ce o
f aut
hor,
sub
ject
or
genr
e an
d re
ad it
in
thei
r pr
efer
red
read
ing
form
at
Mor
e in
divi
dual
s re
ad e
-boo
ks a
nd e
-zin
es
Com
plyi
ng w
ith Q
ualit
y In
dica
tor
3
- Le
arni
ng C
ultu
re
The
num
ber
of e
-boo
ks b
orro
wed
has
in
crea
sed
by X
%
Com
plyi
ng w
ith n
atio
nal
stra
tegy
aim
3
To e
nric
h in
divi
dual
s’ li
tera
cy
so th
at th
ey c
an a
chie
ve th
eir
econ
omic
pot
entia
l
Hos
t cou
rses
or
tuiti
on to
impr
ove
wri
ting
and
com
preh
ensi
on fo
r bu
sine
ss u
ses
Pro
vide
acc
ess
to li
tera
ture
rel
evan
t to
smal
l bus
ines
ses
and
STEM
sub
ject
s
Incr
ease
und
erst
andi
ng a
bout
bus
ines
s, S
cien
ce,
Tech
nolo
gy, E
ngin
eeri
ng a
nd M
aths
Com
plyi
ng w
ith Q
ualit
y In
dica
tor
3 -
Lea
rnin
g C
ultu
re
All S
cott
ish
libra
ries
dev
elop
par
tner
ship
s w
ith lo
cal F
E co
llege
s, u
nive
rsiti
es a
nd
educ
atio
n pr
ovid
ers
EN
RIC
HIN
G�S
OC
IET
Y
Com
plyi
ng w
ith n
atio
nal
stra
tegy
aim
4
To p
rovi
de a
cces
s to
lite
ratu
re,
even
ts a
nd r
esou
rces
that
en
rich
the
heal
th a
nd s
ocia
l w
ellb
eing
of p
eopl
e an
d co
mm
uniti
es in
Sco
tlan
d
Ensu
re th
at i
ndiv
idua
ls w
ho a
re u
nabl
e to
vis
it a
stat
ic li
brar
y ha
ve a
cces
s to
a
libra
ry o
utre
ach
serv
ice
Trea
t vou
ntee
rs th
at h
elp
with
rea
ding
pr
omot
ion
and
liter
ary
even
ts in
ac
cord
ance
with
nat
iona
l str
ateg
y gu
idel
ines
Hav
e bi
blio
ther
apy
reso
urce
s an
d lit
erat
ure
for
all a
ges
to r
ead
that
hel
ps
indi
vidu
als
deve
lop
life
ski
lls a
nd
emot
iona
l res
ilien
ce
Har
der
to r
each
indi
vidu
als
and
com
mun
ities
will
fe
el in
clud
ed in
the
libra
ry s
ervi
ce a
nd s
ocie
ty a
s a
who
le
The
indi
vidu
als
who
vol
unte
er w
ill g
ain
high
er s
elf-
este
em a
nd c
ompe
tenc
ies
Indi
vidu
als
will
gai
n kn
owle
dge
of th
eir
own
cond
ition
s an
d ho
w th
ey c
an b
e m
anag
ed
Par
ents
and
car
ers
will
gai
n kn
owle
dge
and
confi
denc
e in
car
ing
for
thei
r ch
ildre
n
Mor
e ch
ildre
n w
ill u
nder
stan
d an
d be
abl
e to
ex
pres
s th
eir
own
emot
ions
Com
plyi
ng w
ith Q
ualit
y In
dica
tors
: 2 -
R
eade
rs e
xper
ienc
e; 3
- L
earn
ing
Cul
ture
; 4
- In
divi
dual
and
com
mun
ity e
ngag
emen
t
Volu
ntee
rs v
olun
teer
ove
r a
long
er ti
me
peri
od –
X%
incr
ease
of v
olun
teer
hou
rs
show
n in
CIP
FA r
epor
t
X m
ore
bibl
ioth
erap
y an
d p
aren
ting
book
s ar
e bo
rrow
ed
24SCOT
TISH R
EADIN
G STR
ATEG
Y RE
PORT
& RE
COMM
ENDA
TIONS
Scot
tish
�Pub
lic�L
ibra
ry��
Rea
ding
�Str
ateg
y�ai
ms
Link
ed to
nat
iona
l str
ateg
y ai
ms
To�r
each
�the�
obje
ctiv
e�th
at��
ever
y�Sc
otti
sh�p
ublic
�libr
ary�
will
:M
easu
rabl
e�ou
tcom
esEx
ampl
e�m
easu
res�
of�s
ucce
ss�(p
er�y
ear)
Link
ed to
How
Goo
d is
Our
Pub
lic L
ibra
ry
Serv
ice?
ual
ity In
dica
tors
Com
plyi
ng w
ith n
atio
nal
stra
tegy
aim
5
To fo
ster
cre
ativ
ity a
nd
unde
rsta
ndin
g of
art
s, c
ultu
re
and
lang
uage
s fo
und
in S
cotl
and
Bri
ng r
eadi
ng a
live
by fa
cilit
atin
g ar
ts,
cultu
re a
nd c
reat
ive
even
ts,
grou
ps a
nd
wor
ksho
ps th
at fo
ster
rea
ding
and
wri
ting
in
Eng
lish
and
othe
r co
mm
unity
lang
uage
s
Supp
ort t
heir
loca
l wri
ters
and
pub
lishe
rs
by p
rom
otin
g an
d pr
ovid
ing
acce
ss to
thei
r w
ork
An in
crea
se o
f aut
hor
visi
ts, l
ive
even
ts (p
lays
, po
etry
rea
ding
s, fi
lms,
or
spec
ial s
ubje
ct
conv
entio
ns) a
cros
s S
cott
ish
libra
ries
The
audi
ence
for
arts
, cul
ture
and
cre
ativ
ity in
Sc
otla
nd w
ill in
crea
se a
s m
ore
indi
vidu
als
gai
n kn
owle
dge
and
unde
rsta
ndin
g
Com
plyi
ng w
ith Q
ualit
y In
dica
tors
: 2
- R
eade
rs E
xper
ienc
e; 3
- L
earn
ing
Cul
ture
; 4 -
Indi
vidu
al a
nd c
omm
unity
, en
gage
men
t
Live
eve
nts
attr
act X
% g
reat
er a
udie
nces
X% m
ore
liter
atur
e in
com
mun
ity
lang
uage
s or
by
loca
l aut
hors
are
bo
rrow
ed
Com
plyi
ng w
ith n
atio
nal
stra
tegy
aim
6
To d
evel
op a
hig
h qu
ality
, co
ntin
ually
impr
ovin
g, e
ffici
ent
libra
ry s
ervi
ce w
hich
is
resp
onsi
ve to
loca
l peo
ple’
s lit
erac
y an
d le
arni
ng n
eeds
Ensu
re th
at s
taff
are
giv
en th
e tr
aini
ng
they
nee
d to
impl
emen
t the
Sco
ttis
h R
eadi
ng S
trat
egy
Con
trib
ute
to a
nd ta
ke in
form
atio
n,
advi
ce, b
est p
ract
ice
and
tool
kits
from
a
Scot
tish
Rea
ding
Str
ateg
y sh
ared
onl
ine
reso
urce
Annu
ally
mea
sure
the
succ
ess
and
impa
ct
of th
e ai
ms
and
obje
ctiv
es o
f the
Sco
ttis
h R
eadi
ng S
trat
egy
Libr
ary
staf
f are
trai
ned
to g
uide
rea
ders
of a
ll ag
es
and
abili
ties
to
• Se
lect
alte
rnat
ive
auth
ors,
sub
ject
or
genr
e•
Find
the
liter
atur
e th
ey w
ant
• U
se d
igita
l for
mat
s fo
r re
adin
g an
d w
ritin
g
A sp
ecifi
c on
line
reso
urce
for
the
impl
emen
tatio
n of
th
e Sc
ottis
h R
eadi
ng S
trat
egy
is e
stab
lishe
d w
here
lib
rari
es w
ill
• Fe
edba
ck a
nd s
hare
exa
mpl
es o
f goo
d pr
actic
e,
soci
al im
pact
and
suc
cess
ful e
vent
s•
Link
to u
sefu
l ser
vice
s an
d re
sour
ces
(eg
Rea
ding
Ag
ency
Rea
ding
Out
com
es F
ram
ewor
k To
olki
t)•
Rea
d re
cord
s of
the
proc
eedi
ngs
of th
e Sc
ottis
h R
eadi
ng S
trat
egy
man
agem
ent t
eam
• C
omm
unic
ate
with
the
Scot
tish
Rea
ding
Str
ateg
y
man
agem
ent t
eam
Ther
e is
a h
igh
qual
ity, c
onsi
sten
t ser
vice
in e
very
lib
rary
in S
cotl
and
Com
plyi
ng w
ith Q
ualit
y In
dica
tors
: 1 -
St
aff k
now
ledg
e, in
tera
ctio
n an
d us
er
supp
ort;
2 -
Rea
ders
Exp
erie
nce;
3 -
Le
arni
ng C
ultu
re; 5
- V
isio
n St
rate
gy a
nd
cont
inuo
us im
prov
emen
t
Cus
tom
ers
repo
rt th
ey h
ave
• B
road
ened
thei
r re
adin
g ta
stes
• C
an in
depe
nden
tly a
cces
s th
e m
ater
ial
that
they
wan
t to
read
•
Con
fiden
tly u
se d
igita
l rea
ding
form
ats
A flo
uris
hing
onl
ine
shar
ing
reso
urce
is
wel
l use
d by
the
staf
f of S
cott
ish
libra
ries
Scot
tish
libra
ries
per
form
at l
evel
s 5
-6 o
f H
GIO
PLS
25
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02/19