Operational Plan 2012-13

Download the Operational Plan 2012-13  (PDF 751.8 KB)

1. Improve access to library services

Performance measures

Performance measuresTargets
Client satisfaction with services  and programs95%
Visits to State Library – onsite1,350,000
Visits to State Library – online2,500,000

Usage of the collection (onsite and online)

- Usage of the State collection  and subscription databases



Growth of State Library membership12%
Active State Library members  (in the last 24 months)70%
Percentage of grants to regional Queensland61%
Total borrowing from public libraries40,500,000
Percentage of Indigenous communities with a library service77%
Usage of the Queensland public libraries lending collection (items shipped)170,000

Usage of the Queensland public libraries lending collection (loans by public libraries)


Strategies/Activities for 2012-13

1.  Identify and address barriers to access, including print and digital literacy issues; language, social and cultural barriers; and geographic and technological barriers.
  • Investigate and develop consistent standards for program delivery that maximise accessibility.
  • Build on partnerships with the disability sector to promote State and public library services to those with a disability.
  • Explore external funding opportunities that enable the expansion of programs to disadvantaged groups.
2.  Make searching, discovery and sharing of our content easy and intuitive.
  • Investigate and use external platforms (HistoryPin, Wikipedia, Flickr Commons) that enable easy use and reuse of our content.
  • Accelerate the release of data that the public can engage with and reuse through initiatives.
  • Lead and participate in the National and State Libraries of Australasia (NSLA) project for Community-created Content.
3.  Extend the reach of our services to Queensland people and communities through local public libraries, IKCs, strategic partnerships, travelling public programs and social media.
  • Deliver and promote the tour of Floodlines: a living memory throughout the state and online.
  • Create new resources that expand The Corner  toolkit for public libraries and organisations delivering early childhood services.
  • Implement an integrated library management system to connect content and make it easily accessible for Queensland Country Lending Service councils.
4.  Advocate for and support the development and sustainability of Queensland’s local public library services and their staff, including the IKC network.
  • Revise the strategic vision for public libraries, Expanding Horizons, in collaboration with the Queensland Public Libraries Association and the Local Government Association of Queensland and other key partners.
  • Develop a new grants methodology with an outcomes-based component by January 2013 for implementation by July 2014.
  • Establish an automated benchmarking tool for public libraries’ performance management.
  • Facilitate leadership and professional development opportunities for public library staff and IKC coordinators.
5.  Commit to reconciliation with Aboriginal peoples and Torres Strait Islanders by engaging with Aboriginal communities and Torres Strait Islander communities and promoting keeping culture strong.
  • Implement the State Library Reconciiation Action Plan.
  • Continue to roll out Internet access and build digital literacy skills in Indigenous communities under the National Partnership Agreement on Remote Indigenous Public Internet Access.
6.  Create responsive experiences that connect clients to trusted sources of information and knowledge.
  • Activate the planning strategy with emerging technology for audience influence.
  • Implement systems and use client feedback to develop innovative and engaging information experiences and enquiry services.

2. Co-create Queensland's memory

Performance Measures

Performance measuresTargets

Growth of the State collection

— Growth of the John  Oxley Library



Digital content made discoverable10,000
Percentage of  State Library programs that showcase Queensland Memory content or expertise70%

Strategies/Activities for 2012-13

StrategiesActivities for 2012/13
1.  Expand on the relevant and significant Queensland history collection which embraces our unique Aboriginal and Torres Strait Islander heritages.
  • Finalise, implement and promote the new Content Strategy to focus collecting intentions and meet users’ expectations.
  • Build state-wide capacity and shared responsibility for the care of Queensland memory by individuals, communities and public libraries.
2.  Increase our focus on contemporary collecting with an emphasis on born-digital content.
  • Increase digital contribution to the John Oxley Library collection, particularly via the digital deposit module.
  • With NSLA libraries and state-wide collecting institutions collaborate on 21st century collecting (Queensland Audit Office (QAO) recommendations, NSLA projects, refocus of realignment)
3.  Enable the community, including Aboriginal communities and Torres Strait Islander communities, to share in the development, collecting and creation of Queensland content (stories, knowledge and culture).
  • Finalise the distributed collection framework and action plan.
  • Facilitate and further develop local history content strategies with the public library and IKC network.
  • Collaborate with Aboriginal peoples and Torres Strait Islanders to develop community content and digital stories.
4.  Make visible, showcase and celebrate the diverse knowledge, stories, culture and creative outputs from people around the state, especially of Queensland’s unique Aboriginal and Torres Strait Islander cultures.
  • Expose Queensland's unique collection through onsite and touring programs.
  • Work with partners to build the Queensland Business Leaders’ Hall of Fame as a keeping place and learning space for business endeavour.
5.  Protect Queensland’s unique and original assets through preservation of our physical and digital collections.
  • Advocate for digital preservation as a state and national issue, and seek funding for digital projects that enable new business models for preservation.
  • Develop a comprehensive framework for digital preservation.
  • Position State Library’s collection preservation standards, protocols and procedures to protect the state’s assets for future generations.

3. Extend learning and creative experiences

Performance measures

Performance measuresTargets
Participants in public programs (onsite)330,000

Participants in online experiences

— Active participants in public programs (online)



Total program reaches30
Participants in SLQ programs explicitly designed to improve  literacy capabilities80,000

Strategies/Activities for 2012-13

1.  Build capacities for lifelong learning that inspire people’s passion to read, write and share ideas.
  • Lead the National Year of Reading 2012, national summer reading club, and Dads Read campaigns.
  • Deliver writing related programs - Brisbane Writers Festival, SLQ Writers Award, Miles Franklin Literary Award.
  • Program significant events that establish State Library as a premier host for idea sharing and creation, such as TEDx Brisbane.
2.  Contribute to strengthening the Queensland writing sector
  • Contribute to Arts Queensland's writing strategy for 2012–16.
  • Champion Indigenous based reading, writing and ideas initiatives (black&write! Indigenous Writing and Editing Program and Magabala publishing partnership).
  • Continue to scope and international gathering of Indigenous writers.
  • Build on opportunities for collaborative partnerships with A State of Writing and Queensland Writers Centre.
3.  Position State Library and public libraries as key enablers addressing state-wide literacy issues.
  • Deliver on the Libraries for Literacy Framework and support the improvement of early and adult literacy outcomes across the state.
  • Research and assess the impacts of the digital literacy grants, and develop cross sectorial responses that build on the successes.
  • Develop capacity in others to support literacy initiatives such as IKC coordinators’ programming capacity and professional development for the early childhood industry.
4.  Realise The Edge as a centre of creative excellence by inspiring and supporting the endeavours of young people across arts, science, technology and enterprise.
  • Design and activate a key National Broadband Network initiative, the Digital Experience Centre, in partnership with Department of Public Works.
  • Stimulate creativity in contemporary digital practice via a dynamic mix of raw and curated programming.
  • Expand options for content creation for regional Queensland.
5.  Engage the Asia Pacific Design Library community in the generation of new ideas and content centred on design in the Asia-Pacific.
  • Promote and develop the online spaces Design Online and Design Minds that support education, collaboration connection across industry, academia and the public.
  • Develop and expand the role of the Asia Pacific Design Lounge as a space for visitors to engage in new and innovative experiences.
  • Enhance audience engagement through an integrated program of world-class, design-related events.
6.  Further develop kuril dhagun IKC as a centre of Aboriginal and Torres Strait Islander excellence
  • Deliver the kuril dhagun interactive experience.
  • Support the ongoing delivery of kuril dhagun exhibitions and public programs including digital delivery.
7.  Redesign and repurpose our welcoming and inclusive spaces and services to enable people to explore, engage, experiment and create.
  • Redesign the State Library website for increased community engagement.
  • Activate spaces at The Edge to allow improved access to tools of creation, animation and curation.
  • Implement planned redesign of physical spaces that deliver onsite service improvements and digital amplification of services

4. Develop our people and capability

Performance Measures

Performance measuresTargets
Increase of staff satisfaction10%
Increase in own source revenue10%
Improvement against  aspirational culture25%
Statutory compliance100%
Achievement of budget targets100%

Strategies/Activities for 2012-13

1. Foster a flexible, diverse workforce and nurture a culture of engagement.
  • Implement the State Library Strategic Workforce Plan that diversifies our workforce and creates greater flexibility including finalisation of the Aboriginal and Torres Strait Islander Workforce Strategy and an Ageing Workforce Strategy.
  • Implement the Leadership and Culture Change programs which build on feedback from staff and the Public Sector Capability and Leadership Framework.
2.  Expand our revenue base through multiple channels and sources.
  • Develop a Revenue Generation Strategy based on exploration of revenue generation options and feasibility studies.
  • Update the business strategies that inform the implementation of the Queensland Library Foundation Strategic Plan.
3.  Harness digital technologies that enable and position our services in a networked world.
  • Review emerging and pressing business needs and address the priorities.
4.  Ensure best practice in management of our services, facilities, assets and resources.
  • Conduct regular organisational reviews that address risks and facilitate improved performance.
  • Implement improvements identified through reviews, to internal budget management processes and procedures.
5.  Collaborate and create stronger partnerships, especially across the cultural precinct and with corporate sectors.
  • Implement recommendations from QAO report on collection development in respect to cross-precinct partnerships.
  • Finalise the State Library Partnership Strategy and establish ongoing program and project partners as identified.
  • Lead the development of programming and convene the Australian Library and Information Association’s international Information Online conference in 2013.

Output Report

Outputs intended to be funded by amounts appropriated by Parliament or other grants

The majority of activities, as listed under the goals, are intended to be funded by amounts appropriated by Parliament. Funding sources are:

  • Parliamentary appropriated: $54.141 million
  • Other revenue: $4.480 million, Queensland Library Foundation donations, Commonwealth Government funding, user charges and sponsorship revenue.

Outputs intended to be funded from commercial and fund-raising activities

State Library does not separate activities to be funded from commercial operations. Revenue from commercial operations is used to supplement Parliamentary appropriations for State Library’s range of activities. Nil Risk management policies and procedures The Queensland Library Foundation will continue to seek donations and sponsorship to fund specific collection purchases, fellowships, exhibitions, projects, online resources and enhancements to State Library facilities.

Major investments and borrowings intended to be undertaken

State Library will continue to make a significant investment in its Heritage and Reference Collections (approximately $1.0 million for 2012–13). State Library also plans to invest in asset replacement of approximately $0.95 million. Administered grant funds provided in advance from Government are invested either in short-term deposits with a major bank or in a Queensland Treasury Corporation (QTC) at call account earning a variable rate of interest. As at 29 February 2012 the annual effective rate on the QTC account was 4.97%.

The Queensland Library Foundation also invests its corpus in a QTC at call account, earning an annual effective interest rate of 4.96%. As at 29 February 2012, State Library has no borrowings, nor does it plan to borrow in the immediate future.

Outputs not in the Board’s commercial interests to supply


Risk management policies and procedures

The Library Board of Queensland has established an Audit and Risk Management Committee to oversee risk management. A Risk Management Policy consistent with the statutory requirements of section 28 of the Financial and Performance Management Standard 2009 and the International Standard on Risk Management (ISO 31000:2009) is in place.

Risk is identified at the strategic and operational levels against the following categories: strategy and planning; brand; financial; legal; human resources; collections; Information, Communication and Technology and other assets; and disasters.

The Audit and Risk Management Committee and the Library Board of Queensland receive quarterly reports on the action being taken to manage identified risks. State Library has also implemented a Risk Management Strategy for Child-related duties, which aims to protect children from harm and to promote their well-being through the creation of child-safe service environments.   As part of this strategy, a risk register has been established which is reviewed on an annual basis.

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