State Library of Queensland Operational Plan 2018-2019

Download the SLQ Operational Plan 2018-2019  (PDF 182.4 KB)

1. Enable access

1.1 Increase access and interpretation of our content and services

a. Implement the Content Strategy.
b. Advance our priority digitisation projects.
c. Increase and improve access to content for people where they are.
d. Continue to release open data for transparency and creative reuse.

1.2 Partner with local government to enable a thriving network of public libraries and Indigenous Knowledge Centres

a. Deliver professional development for public library and Indigenous Knowledge Centre staff.
b. Implement the new vision for public libraries.
c. Implement new Service Level Agreements with local government for the revised Public Library Grant methodology.

1.3 Future proof our digital library

a. Showcase our collections and services through contemporary online platforms.
b. Actively investigate state-of-the-art and emerging discovery platforms to enhance communities’ ability to discover, access and locate content.
c. Strengthen the ICT environment and our cybersecurity profile.

Performance indicators

Increased use of content: 10%  | Increased SLQ membership: 15% | Visits to public libraries: 22,344,000

2. Engage community

2.1 Build the state collection of Queensland’s documentary culture and heritage

a. Grow the documentary record of Queensland’s heritage, including born digital, and ensure its long-term preservation.
b. Engage with representative groups across the community to ensure our collections capture the voices and stories of Aboriginal and Torres Strait Islander peoples, people from culturally and linguistically diverse (CALD) backgrounds, the lesbian, gay, bisexual, transgender, intersex, and queer/questioning (LGBTIQ+) community, the disability sector, and regional communities.
c. Support the development of connected collections throughout Queensland’s Gallery, Library, Archives and Museum (GLAM) sector.

2.2 Engage with the community through our diverse and inclusive public programs

a. Engage and develop audiences through the delivery of exhibitions and events that encourage curiosity, debate and discussion.
b. Support the development of the reading and writing sector through key programs such as the black&write! Indigenous writing and editing program, and the Queensland Literary Awards.
c. Collaborate and co-create with the community and partners through the John Oxley Library, the Australian Library of Art, kuril dhagun, The Edge, and the Asia Pacific Design Library.
d. Engage with and deliver programs for the CALD community and people with a disability.

2.3 Inspire the community to use and interact with our content

a. Lead a broad community of interest to deliver Q ANZAC 100.
b. Implement the Digital Strategy.
c. Partner with the education sector to increase engagement with our collections and services.

Performance indicators

Increase in John Oxley Library collections: 5% | Customer satisfaction: 95% | Onsite and online visits: 4.1 million | Increase in efficiency (onsite and online visitation/budget): 2%

3. Build capability

3.1 Enable digitally inclusive, literate communities that are skilled for the 21st century

a. Design, deliver and promote on-site, off-site and regional access to learning opportunities.
b. Lead the development and implementation of statewide family literacy activities such as First 5 Forever.
c. Implement digital literacy programs to empower "all Queenslanders, no matter who or where they are, to participate in our digitally-enabled culture, society and economy." (p12 Digital1st The Queensland Government digital strategy for 2017–2021)

3.2 Advance the growth of business innovation and skills

a. Support new business, social enterprise and creative industries, including the Business Studio and the Fabrication Lab.
b. Deliver the Government Research and Information Library (GRAIL) service for government agencies and implement new services.

3.3 Position our organisation for the future

a. Implement the Towards 2020 Strategic Workforce Plan.
b. Focus Queensland Library Foundation efforts on increasing endowments, President’s 100 Circle donors and funding support for priority projects.
c. Actively seek in-kind support and alternate funding options.

Performance indicators

Participation in public programs: 360,000 | Increase in self-generated revenue: 2% | Staff engagement: 72%

Output report

The primary source of funding for activities is the Queensland Government grant, which supports free access to collections and free access to the majority of SLQ services and programs. The balance of funding is derived from other revenue including Queensland Library Foundation donations, other government funding, interest on bank accounts, user charges and sponsorship revenue.

SLQ does not separate activities to be funded from commercial operations. Commercial revenue is used to supplement Parliamentary appropriations for a range of activities. Queensland Library Foundation will continue to raise funds to support specific collection purchases, fellowships, exhibitions, projects and online resources.

There are no outputs not in the Board’s commercial interests to supply. No major investments or borrowings are intended during 2018–2019.

Risk management

The Audit and Risk Management Committee (a subcommittee of the Library Board of Queensland) oversees risk management at SLQ, including the review of the Risk Management Policy and quarterly reports on actions taken to manage identified risks. SLQ has also implemented a Risk Management Strategy for child-related duties, to protect children from harm through child-safe service environments.

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