The evidence suggests that heads of service are impressed by the work being carried out within their authorities by their Branching Out representatives and, as a result of the first two years of the initiative, they are aware that many changes have undoubtedly taken place in Branching Out authorities. One referred to a 'huge cultural change', and another suggested that reader development had now been 'mainstreamed' in the authority. Specific examples of such changes include:
- the creation of reading groups and development of reading groups policy
- Branching Out as a regular agenda item at library management group meetings
- a group of 'literature champions' created to support the Branching Outer
- the development of regional networks
However, the interviews also confirmed that heads of service do not necessarily expect massive changes to take place each day. In addition, they recognise the potential danger of such an ambitious initiative to cause people to panic, to look beyond their own authority without first taking stock of the work required at a local level. For a project to be sustained, it first needs to be established 'at home', to be embedded into the culture of each authority.
When asked what they would like to emerge from the third year of Branching Out, the local need was clearly stated by heads of service. As one suggested:
'We haven't always got to keep thinking of new ideas - don't you think it's time we started making the things we've got work better, rather than inventing all the time?'
A second authority was now 'trying to build Branching Out into the core of what we're doing, rather than just an add on', and they aimed to 'use the third year to win the hearts and minds of all staff.'
