Reviewing Options for the Future of Library Services
Perth and Kinross Council · 17 June 2026
Back to Perth and Kinross Council — 17 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Our vision is a Perth and Kinross where everyone can live life well, free from poverty and inequality ___________________________________________________________________ Committee or Board: Perth and Kinross Council Date of Meeting: 17 June 2026 Report Title: Reviewing Options for the Future of Library Services Report Number: 26/174 Report Author: Steven MacDonald, Economic Development Manager (Skills, Business, Place and Investment) Organisation Lead: Serge Merone, Strategic Lead, Economy, Development and Planning ___________________________________________________________________ 1. Purpose 1.1 The purpose of this report is to set out options and recommendations for the future sustainable delivery of library services as requested by the Council on 26 February 2025. 1.2 The report sets out: • The context underpinning current library service provision and existing funding arrangements. • The key strategic, statutory, financial, and operational considerations. • A range of delivery options, together with an appraisal of each, to reflect the significant financial challenges facing Culture Perth and Kinross. • The identification of a recommended option for Members consideration. 1.3 Sections 1. Purpose 2. Recommendations 3. Background/Context 4. Main Issues 5. Proposals 6. Conclusion 7. Impact Value Assessment 8. Appendices
Page 2
2. Recommendations It is recommended that the Council: 2.1 Consider and comment on the contents of the report. 2.2 Approve Option 2 ‘Community Services Hub Model’, as the preferred option, providing a clear strategic direction for the future of library services, with continued investment in this statutory provision through a recurring amount of approximately £375,000 from 1 April 2027, in addition to annual pay awards and inflationary uplifts. 2.3 Agree that the financial implications of this proposal are factored into the budget assumptions for 2027/28 and included in the final revenue budget that will be considered by Council in February 2027. 3. Background/Context 3.1 Library services are a statutory function of the Council, delivered on its behalf by Culture Perth and Kinross. The Scottish Library and Information Council (SLIC) defines an “adequate” library service through four interlinked core components: • Reading and Literacy: Promoting literacy, enjoyment of reading and learning. • Information and Digital Access: Helping people access information and improve digital skills. • Health and Wellbeing: Providing access to health-related information, supportive programmes, connections to services, and space for personal wellbeing. • Culture and Creativity: Supporting community cultural engagement, creativity, heritage celebration and local identity. 3.2 Libraries play a vital role in delivering Perth & Kinross Council’s priorities - including Tackling Poverty, Community Engagement, Economic Development, People and Culture by: • Supporting learning, attainment and lifelong skills, enabling 30,000 – 40,000 annual school class visits and helping children, young people and adults to achieve their potential. • Enhancing health and wellbeing, providing welcoming, accessible community spaces and services that support prevention, early intervention and social connection.
Page 3
• Driving inclusion, tackling poverty and digital exclusion through free access to technology, information and support, ensuring all residents can participate fully in community life and the local economy. 3.3 The agreed annual Service Level Agreement award to Culture Perth and Kinross are £3,250,116. Library frontline service costs are £1,239,663, with a further £230,939 relating to buildings costs met directly by the Council (See Appendix 1). There are also additional costs relating to support services, digital services and central services. In February 2025, the Council approved additional non-recurring funding of £500,000 per annum for Culture Perth and Kinross for 2025/26 and 2026/27. This was to provide short-term financial stability to Culture Perth and Kinross and maintain library provision while new collaborative approaches for the delivery of library services with communities were developed – to be reported back to the Council. In March 2026, a further £200,000 of non-recurring funding for 2026/27 was provided to address an emerging budget shortfall in 2026/27. The total award to Culture Perth and Kinross for 2026/27 is £3,950,116, which, all things being equal, will reduce by the £700,000 identified above. This will create a budget shortfall for 2027/28 which will have to be addressed by Culture Perth and Kinross and considered by the Council as part of the budget review process. 3.4 National evidence highlights the strong return on investment that libraries deliver. Research by the British Library identifies a Benefit Cost Ratio (BCR) of £6.95 for every £1 invested, demonstrating clear value to the public purse. 3.5 Locally, Culture Perth and Kinross commissioned a socio-economic impact assessment, which reinforced this position. The study found that for every £1 invested in community libraries, there is a return of £9.76, underlining the significant economic, social and cultural value that libraries contribute across Perth and Kinross. The benefit cost ratio or BCR is a relative measure of socio-economic performance that compares the total net additional benefits generated by CPK assets to the total net additional costs incurred by these assets. This includes economic impact generated by on-site staffing, visitor economy impacts, the welfare value generated through cultural, learning or social activities and commercial income. 3.6 Perth and Kinross has a strong history of library innovation. It is home to the oldest public lending library in Scotland, Innerpeffray Library, which was established in 1680, and Perth and Kinross Libraries operated the first Mobile Library service in the 1920’s. The AK Bell Library was the first in Scotland to offer a full, free to access computer service which was later established across Scotland as the People’s Network. 3.7 Libraries are much more than places to borrow books—they are essential community assets that support lifelong learning, provide visitor information, celebrate local heritage and contribute to the social, cultural and economic wellbeing of Perth and Kinross. They strengthen communities by: • Promoting literacy and digital inclusion, helping residents develop vital skills for life and work.
Page 4
• Providing free access to digital services, including the internet, computers and research resources. • Supporting access to public services, assisting people to engage with online systems and information. • Offering safe, welcoming and warm spaces, open and accessible to everyone. • Reducing social isolation, particularly for older people, including delivering services to those who are housebound. • Fostering community connection, bringing together people from different backgrounds and generations. • Enriching cultural life, through events, activities and celebration of local heritage. They preserve local history, archives and cultural records, creating a sense of identity and pride in local heritage, as well as supporting Perth and Kinross tourism ambitions. • Contributing to economic development, supporting employability, enterprise and flexible working through access to space and resources. 3.8 They also positively impact on our local economy by acting as information centres for tourists, showcasing the unique history, heritage and attractions in our city, towns and villages. 3.9 To illustrate the wider role that libraries can play and thanks to private investment, Culture Perth and Kinross has been able to recruit and employ a Sustainability Officer for a period of 5 years. The focus of this role is to develop and deliver a high-quality and sustainable programme of public events and engagement initiatives that support the positive promotion of climate change and sustainable living. Projects supported and delivered to date include: • Lend and Mend classes are ongoing and are supported by a team of volunteers. Members of the Lend and Mend community are learning new skills and improving their sewing in an easy-going, social environment. 439 people accessed the volunteer led sessions at the Lend and Mend Hub in 2025/26 and there are currently 214 members. Events include Mend in Public Day with Social Flock, a local charity which provides clothing to vulnerable families. At the event more than 20 items of donated clothing were repaired by participants to ensure their reuse. • A further engagement project has been the Perth Prison Library, partnering with NHS Tayside's Prison Psychological Therapies Service to support client rehabilitation in HMP Perth.
Page 5
• The CPK Youth Collective Fashion Show (‘A Century of Youth – 100 Years of Youth Fashion’) was a Scottish Student Led Event of the Year Winner (Scottish Events Awards). The aim of the project was to co- produce a youth-led fashion show exploring 100 years of youth fashion, using clothing, upcycling, film, and performance to reflect social change, identity, and self-expression, and with a strong emphasis on the circular economy in this time of climate crisis. • The Seed Library is a partnership with Perthshire Organic Gardeners. Members receive 5 packets of seeds per year and access to a newsletter and many events, such as fermenting vegetables, seed swaps and Tomato Day. In 2025, 125 people attended Seed Library events and there are 113 active borrowers. 3.10 2026 is the UK National Year of Reading, placing libraries at the centre of national wellbeing and educational initiatives. 3.11 Culture Perth and Kinross have set several priorities for 2026/27. • Delivery of 2 new Mobile Library Vehicles to replace ageing infrastructure. This has been made possible due to a generous legacy donation. • Seek to secure funding to deliver improved digital and information literacy services within all libraries. • Youth Collective work, focussing on libraries with funding from the Young Start programme. • Participation in the NHS Pilot programme at Breadalbane Library: “Opposite Ends of the Tay”. This programme will develop a growing collaboration between NHS Tayside and public libraries to strengthen information literacy and support preventative, person-centred healthcare. There is potential to roll this out across Perth and Kinross. • Continued reader development programming including participation in Book Bug, Book Week Scotland and Summer Reading Challenge. Current Service Provision 3.12 The Library Service currently comprises: • 12 physical libraries • 2 mobile libraries • Digital lending services (eBooks, eAudiobooks, eNewspapers and eMagazines) 3.13 A full breakdown of library service running costs, total annual visits, cost per visit, total active borrowers, cost per borrower, staff numbers and opening hours per library is attached as Appendix 1.
Page 6
3.14 Library performance remains strong: • Customer satisfaction exceeds 95%. • There has been an average year on year increase in footfall over the last 4 years, including a 20% increase from 389,670 in 2022/23 to 470,094 in 2025/26. • Approximately 12% of residents are active users. • Local Government Benchmarking Framework indicates that, in 2024/25, cost per library visit in Perth and Kinross was lower than Scotland, and the benchmarking family group. 3.15 Libraries previously identified as at risk of closure have seen an average 7.5% increase in footfall during the first half of 2025/26. 4. Main Issues 4.1 Despite strong performance against agreed Key Performance Indicators, the service is facing increasing structural challenges. Rising staffing and operating costs, reduced Council funding and changing patterns in how people access and use library services mean that the current delivery model is no longer financially sustainable. 4.2 As a statutory service, opportunities to secure external funding to support core provision are limited, with most funding streams restricted to time-limited projects rather than ongoing delivery. Consequently, it is necessary to consider alternative models for the future delivery of services to ensure they remain sustainable, relevant and aligned with Council priorities. 4.3 There are 54 (33.73 FTE) staff employed in the direct delivery of library services within Culture Perth and Kinross and a further 10 staff (3FTE) who support broader functions across the organisation such as marketing, finance, operations and HR. 4.4 Since April 2016, the Library Service has delivered significant efficiencies, with staffing levels reduced by 45% (from 60.8 FTE to 33.73 FTE). Over the same period, funding has declined by more than 38% in real terms, driving substantial changes in service delivery to maintain provision. 4.5 For comparison, Stirling, with a smaller population, employs 46 FTE, while comparable authorities such as Falkirk and Dundee operate with 48 FTE and 68 FTE respectively. 4.6 Recurring spend on materials in libraries, including book funds, events and reader development activities such as summer reading challenge, is also low in comparison to other areas. In 2024/25, Perth and Kinross spent £0.92 per 1,000 population. This compares to Stirling (£2.41), Falkirk (£1.33), Highland £1.39) and Dundee (£2.14). This demonstrates that Perth and Kinross Libraries operate as one of the most efficient services in Scotland.
Page 7
4.7 Further significant savings cannot be achieved without: • Material changes to service delivery, or • Reductions to current provision 4.8 As previously mentioned, the Council approved additional non-recurring funding of £500,000 per annum for Culture Perth and Kinross for 2025/26 and 2026/27. A further £200,000 was provided in March 2026 for 2026/27. This was for the whole of Culture Perth and Kinross activity. 4.9 Since then, work has focused on: • Establishing community-based working groups. • Developing shared action plans for community libraries. • Increasing community participation in the development and delivery of library services. • Identifying more efficient ways of delivering services. 4.10 As part of our work with communities, we established 5 community action planning groups in Alyth, Auchterarder, Birnam, Comrie and Scone Libraries. With the support of an external facilitator, library staff and communities discussed issues raised through the campaigns to retain library provision. 4.11 Each of the groups co-created an action plan which reflected shared priorities for the local community and library service and identified actions which would provide a greater level of ongoing engagement. In some areas the communities have formed ‘Friends Of’ groups which will undertake additional activity beyond the action plan, and in other areas there are representatives from the local Community Council, Development Trust, and other community organisations. Minutes of meetings and plans are shared with all library users, and participation is open to everyone who wants to get involved. 4.12 Examples of activity include: • The Friends of Auchterarder group discussed having an area in the library that would allow older residents to meet weekly to share conversation and company, whilst promoting the services and resources available at the library. This was an instant success and has helped reduce loneliness and the isolation of individuals participating. Through “Warm Space” funding, they are also able to supply tea, coffee, soup and biscuits, extending the impact of the sessions. • In Scone, the community worked with staff to deliver a fundraising open day/coffee morning with stalls and activities. This raised £708.90 and the community and staff will plan together how the money will be spent to make improvements to the library. The community have also been involved in reshaping the layout of the library to allow for a “Lend & Mend” and Craft Hub. Classes started in May 2026 with 2 volunteers recruited to lead sessions.
Page 8
• Birnam Library held a book launch by the local author Fiona Valpy. This was a sell out and all proceeds were donated to the library to help buy new lighting. The local Men’s Shed also built a book return box for use out of hours. • Comrie Library are successfully using the existing library building for other meetings out of hours. They also held a successful "Love Your Library Day" promotion day on 25 April 2026. • Alyth Library held a coffee morning in a local hall and raised £1,148. The group and staff will decide how this is spent. New signage was also designed and installed in discussion with the group. 4.13 Although engagement highlighted opportunities for local communities to add value to the core library services, feedback indicated that there was limited willingness within communities to take on responsibility for delivering the core service itself. 5. Proposals 5.1 This section sets out a clear description of each option for the future delivery of Library Services. Full details of each option, including savings, staffing reductions, costs, risks and benefits as well as appraisal methodology and the appraisal itself are included in Appendix 2. A summary is provided below. Option 1 – Do Nothing (Maintain Current Provision) 5.2 This option retains the current model and level of library service provision, including all existing library buildings, opening hours and staffing arrangements. It assumes continued delivery through Culture Perth and Kinross at existing service levels. 5.3 This option would require recurring additional funding of approximately £375,000 beyond 2026/27 in addition to inflationary and pay award increases and does not address longer-term affordability or estate pressures. Option 2 - Community Services Hub Model 5.4 This option proposes continued investment in library services by repositioning libraries as multipurpose Community Services Hubs, dovetailing with existing and planned place-based approaches and service delivery. Libraries will remain a core statutory service while expanding their role to integrate wellbeing, learning, culture, tourism and community activity, ensuring that existing provision is maintained, whilst making improved use of buildings and shared services. 5.5 The model includes: • Differentiated approaches for city, town and rural libraries. • Rebalancing of resources across the library service network.
Page 9
• Strong partnership delivery with health, third sector, cultural and tourism partners. • Opportunities for external funding and income generation. • The approach focuses on medium-term sustainability without library closures. 5.6 This option would require recurring additional funding of approximately £375,000 beyond 2026/27 in addition to inflationary and pay award increases, whilst also looking at improved collaboration and review of the use of our estate with key partners. Option 3 – Integrate Public and School Library Provision 5.7 This option involves relocating public library provision into schools, reducing the number of standalone library buildings. The option applies primarily to Alyth, Comrie, Pitlochry, Blairgowrie, Scone and Auchterarder. 5.8 While staffing would still be required, the model assumes potential future estate efficiencies. However, it would require capital investment to adapt buildings for potential shared use, offers limited short-term savings, and is only viable in a small number of locations. Option 4 – Transfer Library Services back to under the direct control of the Council 5.9 Under this option, all library services would transfer from Culture Perth and Kinross to direct delivery by Perth and Kinross Council. 5.10 This would result in the loss of non-domestic rates relief (£400,000 per annum - £221,000 for 4 Campus Libraries alone) i.e. additional property costs, and the need to absorb service management and specialist capacity within Perth and Kinross Council structures. This would also result in Culture Perth and Kinross focusing its remit on the operation of the Museum and Art Gallery. Option 5 – Reduce Opening Hours 5.11 This option reduces library opening hours at selected libraries by the equivalent of one day per week, without closing any buildings. 5.12 The option maintains geographic coverage but reduces access, particularly for school and community users, and involves one-off redundancy and pension costs. 5.13 This option could provide recurring savings of £195,295. Option 6 – Reduce Opening Hours and Consolidate Perth City Library Services 5.14 This option builds on Option 5 by additionally closing the North Inch Public Library service, retaining only a reduced school service on the site.
Page 10
5.15 Whilst generating additional savings, this option disproportionately affects an area of higher social need and reduces access to library services in Perth. 5.16 This option could provide recurring savings of £218,559. Option 7 – Retain Five Hub Libraries and Close All Remaining Libraries 5.17 This option concentrates provision into 5 hub libraries and closes all other community libraries, including Scone, Auchterarder, Comrie, Birnam, Pitlochry, Alyth and North Inch. 5.18 Although it generates greater revenue savings and reduces the Council estate, it significantly reduces access to library services and was previously rejected by Council following strong community opposition. 5.19 This option could provide recurring savings of £317,200, however, does potentially transfer the NDR costs on vacant buildings to the Council. Option 8 – Retain Five Hub Libraries on Reduced Opening Hours and Close All Remaining Libraries 5.20 This option combines closure of all non-hub libraries with reduced opening hours at the remaining five hub libraries. 5.21 While it achieves the highest level of revenue savings, it also presents the greatest risk to statutory adequacy, equality of access, and exposure to legal and reputational challenge. 5.22 This option could provide recurring savings of £466,901, but again may lead to the Council incurring NDR costs on vacant buildings. Option appraisal 5.23 The options have been assessed against the following weighted criteria: • Statutory compliance (25%) • Financial sustainability (25%) • Community impact and equality of access (20%) • Deliverability and risk (15%) • Strategic alignment and long-term value (15%)
Page 11
Options Weighted Score (out of 5) Option 1 Do Nothing 3.40 Option 2 Community Services Hub Model 4.35 Option 3 Integrate Public and School Library Provision 2.85 Option 4 Transfer Library Services to Direct Perth and Kinross Council Control 2.45 Option 5 Reduce Opening Hours 3.00 Option 6 Reduce Opening Hours and Consolidate Perth City Library Services 2.55 Option 7 Retain 5 Hub Libraries and Close All Remaining Libraries 2.35 Option 8 Retain 5 Libraries on Reduced Opening Hours 2.10 5.24 The weighted option appraisal indicates that Option 2 achieves the strongest overall balance across statutory compliance, financial sustainability, community impact and long-term strategic value. It is therefore recommended as the preferred option. 5.25 While requiring continued investment, this option: • Maintains an adequate statutory service, avoiding the legal and reputational risks associated with service reduction, while adapting to changing community needs. • Supports prevention and place-based delivery by sustaining access across Perth city, towns and rural communities. • Aligns strongly with Council priorities on prevention, wellbeing, inclusive growth and community resilience. • Promotes health and wellbeing, including the provision of warm, welcoming spaces, preventative support, digital inclusion and clear signposting to services. • Supports culture, creativity and heritage, strengthening local identity and participation. • Contributes to tourism and place promotion by showcasing the distinct offer of Perth and Kinross. • Enables learning, skills development and employability, supporting people at all stages of life. • Encourages community involvement and civic participation, creating inclusive opportunities for connection and local engagement.
Page 12
• Responds directly to community feedback, which favours improvement of services rather than reduction. 5.26 This option proposes a sustainable and forward-looking model for library services underpinned by continued investment, providing the strongest platform for long-term transformation. Libraries would increasingly operate as integrated Community Service Hubs, working alongside wellbeing, cultural, tourism and community services and wider placed based activity and service delivery by Council services and partners. Delivery will remain through Culture Perth and Kinross, supported by a strengthened commissioning and oversight role from the Council. Delivery would be tailored to reflect the differing needs, roles and scale of Perth city, towns and rural communities, with expanded partnership working across the Health and Social Care Partnership, NHS, third sector, cultural organisations and tourism partners. This will support place-based approaches to service delivery, with a stronger, targeted focus on areas of greatest need. 5.27 This option would require a commitment to ongoing funding beyond the current period (from 1 April 2027), including a recurring investment of approximately £375,000, in addition to annual pay awards and inflationary uplifts. As stated above, this will not address the financial challenges facing Culture Perth and Kinross going forward, and the Council may have to consider further options in setting the final 2027/28 revenue budget. 5.28 Analysis of frontline service costs (Appendix 1) highlights significant variation in cost per visit and cost per borrower across the library network. While the overall service delivers good value at scale, with an average cost per visit of approximately £3.93 across more than 470,000 annual visits, individual sites range from lower-cost, high-demand libraries to smaller or rural facilities with higher unit costs. 5.29 This variation reflects the differing roles that libraries play across Perth and Kinross, including city and town centre provision, rural access, and mobile services. It reinforces the need for a more differentiated and place-based approach, rather than a uniform model of service delivery. Option 2 directly responds to this by recognising that libraries serve distinct functions within their communities and should be resourced and configured accordingly. 5.30 Under the Community Services Hub Model, these insights will inform a more effective alignment of resources, activity and partnership delivery across the network. Provision will be strengthened in higher-demand locations, while access in smaller or more rural communities will be maintained through more flexible and collaborative approaches. This ensures that investment is targeted to areas of greatest need and impact, while retaining a comprehensive service. 5.31 Whilst this option represents a continued funding commitment, it should be considered in the context of the medium to long-term financial position. The current model is not sustainable without ongoing support, and a ‘do nothing’ approach would require a similar level of funding without delivering service
Page 13
transformation or improved efficiency. Option 2 provides a structured pathway to stabilise the service and transition towards a more sustainable, place-based model. Over time, this approach is expected to moderate cost pressures through improved productivity, partnership delivery and opportunities for external funding, while also supporting greater integration with the Council’s estate strategy and creating the conditions for future optimisation. 5.32 This approach focuses on improving the overall value and impact of the service, rather than solely reducing costs. By aligning resources more closely with demand and need, Option 2 strengthens the effectiveness of existing investment, supports increased participation, and maximises social, economic and community outcomes across Perth and Kinross. 5.33 Option 2 also improves the overall resilience of Culture Perth and Kinross by moving the service away from a fixed delivery model towards a more flexible, partnership-based and demand-led approach. Compared to the current model, which remains financially and operationally constrained, this approach enhances the organisation’s ability to respond to future pressures, improves the efficiency of resource use, and diversifies delivery and funding mechanisms. While it does not eliminate the requirement for continued investment, it provides a clear and credible pathway to stabilising the organisation and supporting its long-term sustainability. 5.34 The Council has already established a clear precedent for a place-based, hub-led approach to service delivery through the Pitlochry Locality Asset Review, approved by the Finance and Resources Committee on 12 June 2024 (Report No. 24/186). This report endorsed a community campus model, centred on the co-location of library, leisure, and council services within a consolidated facility, alongside the rationalisation and repurposing of underutilised assets. The approach was developed through extensive community engagement and aligns with the Council’s Corporate Asset Management Framework, demonstrating how integrated service delivery can improve accessibility, reduce estate costs, and support wider outcomes including housing, community wellbeing and economic sustainability. Pitlochry therefore provides a live Council’s example of place-based asset consolidation and service integration, directly supporting the proposed Community Services Hub Model and offering a practical pathway for implementation across the wider library network. It demonstrates how libraries can form part of a multi-service community anchor. 5.35 There is also growing body of evidence across Scotland and the UK demonstrating the effectiveness of libraries operating as integrated Community Service Hubs. In Scotland, examples include the co-location of library services within Health and Social Care Partnership facilities in Glasgow (Parkhead Hub), and the use of libraries as access points for NHS ‘Near Me’ digital consultations across multiple local authorities. Wider UK examples, such as the integrated library hub model in Kirklees and community hubs in Medway and Norfolk, demonstrate how libraries can successfully combine access to council services, wellbeing support, learning, and community activity within a single, accessible location.
Page 14
These models have been shown to increase footfall, improve access to services, and support prevention and early intervention agendas. They provide a strong evidence base for the proposed Community Services Hub Model. Appendix 3 provides further information on Benchmarking Case studies. 5.36 As highlighted in the Benchmarking Case Studies, implementation of Option 2 introduces a number of key risks; however, these can be managed and mitigated through the measures set out in the table below: Risks Mitigations Ongoing funding requirement Medium-term financial planning and efficiency programme Reliance on partnerships Formal agreements and diversified funding sources Delivery complexity Phased implementation and strengthened governance Benefits realised over time Clear milestones and performance monitoring framework 5.37 Subject to approval of Option 2, a phased implementation programme will be undertaken to transition to a Community Services Hub model, ensuring continuity of statutory provision throughout. The approach will be structured around four stages: • Mobilisation and Design: Establish programme governance, confirm the service model, develop the financial framework, and align the estate strategy to support hub delivery. • Detailed Design and Pilot Preparation: Identify pilot locations, formalise partnership arrangements, redesign service delivery, and update governance and performance frameworks. • Pilot Implementation: Launch one or two pilot hubs, introducing co- located services and enhanced programming, supported by workforce transition and performance monitoring. • Evaluation and Rollout Planning: Evaluate pilot performance, refine the model, and agree a phased rollout plan across the wider library network. 5.38 The Pitlochry Locality Asset Project and Benchmarking case Studies (Appendix 3) will inform this approach which will enable the Council to move at pace while managing risk, providing a clear pathway from approval to tested delivery and scalable implementation. 5.39 Governance will be provided through a Programme Board, with regular reporting to senior officers and elected members. The board will be supported by an Officer Working Group and will liaise with the Strategic Alliance Group set-up between the Council and the three ALEOs (Culture Perth and Kinross, Live Active Leisure and Perth Theatre and Concert Hall) to identify possible synergies and common solutions.
Page 15
6. Conclusion 6.1 The current model for library service delivery is no longer financially sustainable without continued investment, and further efficiencies cannot be achieved without materially impacting provision. As a statutory service with clear social, economic and wellbeing benefits, any reduction in access would carry significant legal, reputational and community risks. 6.2 The appraisal of options demonstrates that Option 2 – the Community Services Hub Model – offers the most balanced and sustainable approach, maintaining statutory compliance while enabling transformation and alignment with Council priorities. It provides a credible pathway to modernise delivery, maximise partnership working and respond to evolving community needs. 6.3 Subject to continued investment, this option would protect core provision while enabling libraries to play an enhanced role in prevention, wellbeing, inclusion and place-based service delivery. It therefore represents the strongest platform for transformation ensuring the long-term resilience, relevance and impact of library services across Perth and Kinross. 6.4 Members are therefore asked to consider whether the long-term benefits of service stability, transformation and resilience justify the continued level of investment required. 7. Impact Value Assessment https://www.pkc.gov.uk/article/24316/Impact-and-Value-Assessments. 8. Appendices 8.1 Appendix 1 Library Service Running Costs and other information 8.2 Appendix 2 Options Appraisal 8.3 Appendix 3 Benchmarking Case Studies