Hurstville Library & Information Services

Strategic Plan 2006 – 20102005/062006/072007/082008/092009/10

Hurstville Library

Ideas, imagination

& community

St George’s Dragon Reads!

Stakeholders

• Residents, workers, visitors (actual & remote)• Users & potential users• Councillors, executive & senior staff, Council staff• Library staff & volunteers• Community groups• Educational institutions• Businesses• State Library• State & federal politicians• Suppliers• Regional & consortia partners• Professional associations• Funding bodies & sponsors• Current & potential competitors

Key Assumptions

Ongoing need to reinvent ourselves as our role changes

Increasing community diversity & expectations of our service

Literacy will remain critical

Catalysts for Change: Stakeholders

Increasing & changing diversity of community needs & expectations

Demographic change (increasing CALD, youth peak 2009, greying population)

Expectations of more convenient, personalised service, 24/7 access, multilingual access for all language groups

Enabling & providing ‘virtual’ social connections, community living space & cultural venue

Need to strategically position the Library in political context (local, state, federal)

Catalysts for Change: Stakeholders continued

Regional role & pressure for regional cooperation, strong partnerships &/or amalgamation

Council’s strategic direction, MasterPlan, policies & financial resources

Increasing need for political support in a time of change

Catalysts for Change: Staff

Impact on staff skill sets now & into future from changing expectations, role & technologies

Skill mix changes – library qualifications vs comparable qualifications vs experience

Changing mix of employees vs contractors Greying of workforce, loss of corporate knowledge Increasing focus on succession planning &

professional development Ongoing change management, business process

review

Catalysts for Change: Resources

Continuing rapid technological changes – impact on role, services, & staff, plus upgraded capacity requirements

Resources & funding – local, state, federal, macro economic environment, global trends

Expectation of more with less, pressure to value the service in $ terms

Increased emphasis on non-Council funding, partnerships & consortia

Increasing costs to maintain & renew infrastructure

Catalysts for Change: Resources continued

Cost shifting to local government in context of no-growth budgets

Pressures for sustainability – social, environmental, economic & cultural

Strategic Focus Themes

1. The Library as a destination – engagement

2. Vision & innovation

3. Dynamic, responsive & relevant services

4. Long-term sustainability – resources, politics & risk

Strategic Focus Themes1. The Library as a destination – engagement

Promote & increase the Library’s community of users, including virtual users

Provide flexible & appropriate facilities Enhance & promote the Library’s program of

activities, cultural events & exhibitions Marketing

Strategic Focus Themes2. Vision & innovation

Innovation – best practice & beyond Technological leadership

Strategic Focus Themes3. Dynamic, responsive & relevant services

Understanding our community Enhanced online services Improving customer service Improving collections

Strategic Focus Themes4. Long-term sustainability – resources, politics & risk

Staff excellence - the Library is an employer of choice

Maximise opportunities for revenue-raising & value-adding to services

Investigate strategic alliances for financial support & enhanced service delivery

Manage risk

Strategies & Outcomes, Actions & Targets

The Library as a Destination Engagement

Strategy &

Outcomes

Actions Success Measures

Promote & increase the Library’s community of usersIncreased profile as a relevant & valued community resource amongst a range of user groupsStrong & effective partnershipsIncreased utilisation of rooms & spacesEffective community engagement strategies in placeFrontline staff with skills to facilitate inclusive policies & practices

Investigate new ways to engage with community

Investigate increased community group access & use

Review policies to emphasise inclusiveness

Build business & community partnerships

Increased usage Customer

retention rate All policies

reflect inclusivity

The Library as a Destination Engagement

Strategy &

Outcomes

Actions Success Measures

Enhance & promote the library’s program of activities, cultural events & exhibitionsPlace of community education, lifelong learning & enjoyment for all Strong & effective partnerships

Contribute to annual cultural program across Council

Build events program eg one-off speakers (Law Week etc), author visits

Liaise with stakeholders to develop community identity & local heritage collections & resources

Cooperatively develop relevant programs with key identified target groups (children, CALD, youth, older clients etc)

Satisfaction / climate surveys

Participation rates

The Library as a Destination Engagement

Strategy & Outcomes

Actions Success Measures

MarketingUsers & non-users knowledgeable & supportive

Develop logo & tagline

Develop & implement marketing strategy

Satisfaction / climate surveys

Perceived value for money

The Library as a Destination Engagement

Strategy & Outcomes

Actions Success Measures

Providing flexible & appropriate facilitiesUser-friendly, accessible, convenient facilities which meet relevant standardsPopular community focal point, promoting community connections

Investigate feasibility & options for upgrade of Central & Branch & flexible service delivery options

Improve safety & security for library patrons & staff

Contribute to CBD MasterPlan Civic Precinct development

Satisfaction / climate surveys

Compliance with relevant standards

Compliance with People Places guidelines

Utilisation rates

LeadershipVision & Innovation

Strategy & Outcomes

Actions Success Measures

Innovation – best practice & beyondFlexible options for service delivery established to meet identified market needNew trends, technologies, services form part of planning cycle

Establish issues-based ‘Think Tank’ meetings to plan new business strategies to meet identified customer needs

Develop culture of proactive networking & literature scanning

Develop culture of information sharing

Best practice services & service delivery

LeadershipVision & Innovation

Strategy & Outcomes

Actions Success Measures

Technological leadershipTechnology as enabler for service delivery & process efficienciesLeader in relevant, innovative library technology services

Develop and implement Technology Strategic Plan

Satisfaction / climate surveysUtilisation rates

Dynamic, Responsive & Relevant ServicesStrategy & Outcomes

Actions Success Measures

Understanding our communityOngoing, effective community consultations where the outcomes are integrated across the organisationAppropriate analysis of community need

Research & consult with community, users & non-users to identify needs & expectations

Develop targeted community engagement strategy for input into decisions about collections, resources & services

Focus group evaluations

Internal support Partner support Needs analyses

reflect local / regional / global trends

Dynamic, Responsive & Relevant ServicesStrategy & Outcomes

Actions Success Measures

Improving customer serviceOutstanding customer service, high level of customer satisfactionAcknowledged Best Practice across diverse range of relevant & equitable services, facilities & resources

Build organisational culture that supports a customer focus & responsiveness to change

Investigate opening hours & options for increased out-of-hours servicing

Satisfaction / climate surveys

Utilisation rates Awards & peer

acknowledgement

Dynamic, Responsive & Relevant ServicesStrategy & Outcomes

Actions Success Measures

Improving collectionsMeeting informational & recreational resource demandsProvider of up-to-date, accurate & timely community informationFocal point for local history, cultural & heritage resources

Review Collection Development Policy after consideration of community & customer research

Improve targeting of collections & services through community input

Enhance the community language collection & services

Promote & increase access to resources, especially new resources

Satisfaction / climate surveys

Focus groupsUtilisation rates

Dynamic, Responsive & Relevant ServicesStrategy & Outcomes

Actions Success Measures

Enhanced online accessTechnologically advancedImproved remote access & connection to global resources

Develop & implement Technology Strategic Plan

Implement new library management system

Enhance portal & remote access

Empower patrons, eg computer self-booking system

Satisfaction / climate surveys

Utilisation rates Service reliability

Long-Term SustainabilityStrategy & Outcomes

Actions Success Measures

Library is an employer of choiceSufficient professional, trained staff with technical expertiseHR values high quality customer service

Support staff to achieve excellence

Maximise staff potential through culture of continuous improvement, learning & development

Empower Library Management Team & all staff

Develop staff succession plan

Cultural satisfaction survey (staff)

Long-Term SustainabilityStrategy &

Outcomes

Actions Success Measures

Maximise opportunities for revenue-raising & value-adding to servicesIncreasing financial independence / contribution to the organisationAppropriate mix of outsourcing & in-house provision of services (for cost-effectiveness)Operationally efficient

Investigate revenue-raising opportunities such as contracting services

Investigate forming businesses within the library structure

Identify needs of different target groups

Identify holistic costs of fees & charges, services

% funding external to organisation

Lower costs / increased resources

Outsourcing / insourcing decisions support strategic direction

Meet or exceed internal standards

Long-Term SustainabilityStrategy & Outcomes

Actions Success Measures

Investigate strategic alliances for financial support & enhanced service deliveryPolitical support at local, state & federal levelsFinancial support enabling provision of equitable access to services & programs

Identify areas of need & key partners, enhancing provision of relevant services at appropriate locations Encourage partnerships – stay open to opportunityIdentify needs of different target groups

Secure funding base Political recognition

of value Champions within

the community

Long-Term Sustainability

Strategy & Outcomes

Actions Success Measures

Manage riskSafe service – physical & emotional wellbeing of staff & patronsIntellectual risk managed

Comply with & proactively lead in OH&S & risk management requirements by regular audit & review

Promote safety to all: safe for employees and public

Hazards identified & control measures in place

Meet or exceed internal standards

Moving from…

Moving to…