Change is incremental. It is fast, but incremental. Only the most foolish of government

departments looks at only one channel of delivery. The successful ones realise that there

are different channels for different needs, and that whatever channel is used, people

value the personal touch. In Australia, the bank model is held up as all that is wrong

with ESD. Banks have bullied customers into particular channels and closed branches,

particularly in rural areas, despite community outrage. They charge hefty fees for all 

services, including telephone and Internet banking. Banks are one of the least popular

institutions in Australia today. Other organisations have cleverly moved customers to

more efficient means of delivery without alienating them. Libraries in particular have been

good at this by offering renewals and reservations through websites and telemessaging,

e mail reference services and self service loans. Customers appreciate the 24 hours a 

day, 7 days a week service. They appreciate the personal touch that continues to exist. 

Increasingly, libraries are seen as community hubs, places where people can meet,

relax, be entertained, browse, and conduct business. Council customer service centres

are relocating into libraries for efficiency reasons and to provide a one stop shop for

council services. This raises issues of staff skills, and changes the mindset of library staff,

who are often very particular about their roles and responsibilities. Such a co location in

two Brisbane City Council library branches has given staff from both the customer service

centres and libraries an appreciation of the different (but not so different) skills

required. Staff from both sectors have indicated a desire to learn more about each

other's business, and thus to be able to provide better services to their customers. These

co locations have been considered very positive at the staff level, senior management

level, and politically.

One of the biggest changes needed is for libraries to see themselves as promoters of the

city's agenda. No longer can libraries simply exist as a  good thing.  They need to be seen

to be an integral part of local government providing access to government information,

and as a means for people to access that information and conduct transactions. 

Partnership

In all the literature and the case studies in this report, the key element in electronic 

service delivery is effective partnership. If services are to be linked up seamlessly for the

benefit of the customer, the protagonists must link effectively, if not effortlessly to make

sure that happens. In Windsor, Ontario for example, this has occurred with the Windsor

Public Library linking with the City's Wide Area Network headed by the university. 

In Somerset, UK, the Foursite Consortium provides e library services across local 

government boundaries. 

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