State Library of Queensland Operational Plan 2013-14

This Operational Plan of the Library Board of Queensland covers the period 1 July 2013 to 30 June 2014. It outlines the key objectives, activities, success measures and targets formulated in response to the Critical Success Factors as established in the SLQ Strategic Plan 2013-2017.


1. Improve access to Library services

Performance Measures

Performance measures Targets
Client satisfaction with services and programs (SDS) 80%
Visits to State Library:
– Onsite
– Online
Usage of the collection
-onsite and online
Visits to Queensland public libraries 20000000
Growth of State Library membership +12%
Total borrowing from public libraries 40500000

Strategies/Activities 2014-15

Strategies Activities
1.Identify and address barriers to access, including print and digital literacy issues; cultural, language and social barriers; and geographic and technological barriers.

a) Host the annual Queensland Literacy Symposium developing sector wide practices, initiatives and professional capacity.
b) Implement the annual Multicultural Action Plan in collaboration with Queensland’s culturally and linguistically diverse (CALD) communities.
c) Champion the coordination of whole of government research and information services for the State Government.
d) Research and pilot the lending of our Information collection.
e) Develop and implement the Destination SLQ strategy, including building relationships with Tourism Queensland, Brisbane Marketing and progressing the Visitor Information Centre project.

2. Accelerate the transition to increasingly digital modes of delivery to increase public value and make content, services and programs accessible to everyone. a) Progress the Digital Library for increased digitisation of heritage content.
b) Continue the activation of Rural Libraries Queensland through increased digital content, training and the Tourism Card.
c) Develop an open data strategy, proactively release SLQ data sets, and engage with the community around the Queensland Government’s open data initiative.
d) Implement Stage 2 of Design Minds (online delivery of design education tools and programs for all Queensland teachers) and Design Online (online platform for community-authored design content).
3. Demonstrate a long term commitment to engaging with Aboriginal peoples and Torres Strait Islander peoples. a) Deliver on the Reconciliation Action Plan to build relationships, respect, opportunities and accountability.
b) Continue to partner with Local Government and other stakeholders to make library services available to remote Indigenous communities.
c) Develop kuril dhagun as a centre for excellence and innovation in community connection, advocacy and the creating, sharing and preserving of Indigenous cultural heritage, knowledge, ideas and experiences.
4. Partner with local government to advocate for and support the development and sustainability of public libraries, including the Indigenous Knowledge Centres. a) Initiate a 3 year plan for The Next Horizon: VISION 2017 priority action areas: leadership, partnerships, collections and library workforce. 
b) Finalise the 2013–14 Public Library Grants methodology review.
c) Consult and undertake a major research project on technology and libraries which supports public library advocacy.

2. Co-create Queensland's memory

Performance Measures

Performance Measures Targets
Growth of John Oxley Library content 18000
Visits to Queensland Memory blogs 100000

Strategies/Activities for 2013-14

Strategies Activities
1. Collaborate with people and organisations to develop, collect, share and create Queensland content (stories, knowledge and culture) for current and future generations. a)  Increase our born digital collecting by implementing the National and State Libraries of Australasia’s born digital framework.
b) Explore collaborative options with external stakeholders to share Queensland’s documentary heritage.
c) Lead a broad community of interest in creating a wide range of collection activities to commemorate the 100th anniversary of WW1.
d) Develop the Heritage Tourism Plan with a dynamic network of Queensland organisations to support the distributed collection initiative.
2. Ensure the longevity of Queensland content by growing capacity in research, curation, preservation and discovery. a)  Conduct a study to inform strategic physical and digital storage plans.
b) Undertake research to identify a future proofed digital preservation solution.
c) Implement a Queensland Business Leaders Hall of Fame fellowship to encourage research and engagement into our business history.
3. Make visible the diverse knowledge, stories, culture and creative outputs from people around the state. a)  Review the cultural protocols and clearance procedures for collections relevant to Aboriginal and Torres Strait Islander peoples.
b) Promote access to and enhance online discoverability of original materials.

3. Extend learning and creative experiences

Performance Measures

Performance measures Targets
Participants in public programs – onsite and through regional Queensland 350000
Participants in public programs  – online 50000

Strategies/Activities for 2013-14

Strategies Activities
1. Develop and tailor specific models of participation and engagement, ‘for, with and by’ diverse communities.
a)  Champion the Australian South Sea Islanders 150th commemorations in partnership with the cultural precinct.
b) Deliver the major Live! Queensland Band Culture program of events and exhibitions (including Deadly Brothers).
c) Deliver the major Dreaming program of events and exhibitions (including The Dreaming and Tellin’ Country).
d) Support learning and engaging with our content and the creation of new content through a Wikipedian in residence.
2. Inspire people’s passion for and capacity to read, write, learn and share ideas.

a)  Deliver the black & write! Indigenous writing and editing program at the national level.
b) Continue to strengthen the Queensland writing sector, including advocacy, programming and partnerships.
c) Provide a rich and stimulating mix of literacy-based programming to develop children’s and families’ lifelong love of reading.

3. Extend the reach of our services through onsite, online and offsite offers. a)  Develop and disseminate models that enable SLQ and its partners to deliver programming regionally (exhibitions/ events/ activities/ learning).
b) Assist in developing people’s skills to access information and content through learning programs and projects.

4. Develop our people and capability

Performance measures

Performance measures Targets

Staff engagement
Increase in additional revenue 10%
Percentage increase in the efficiency of service delivery (SDS) 2.5%

Strategies/Activities for 2014-15

Strategies Activities
1. Foster a culture of engagement and entrepreneurialism. a)  Progress research and business services for business leaders, small businesses and entrepreneurs.
b)  Implement recommendations from the State of the Service and SLQ Staff surveys.
2. Identify and create new revenue streams. a) Implement the Queensland Library Foundation Business Plan, including Next Gen donors.
b) Activate revitalised business models across identified revenue-generating areas.

3. Maximise opportunities with partners, donors and sponsors.
a)  Embed a whole of library approach to cross sector collaboration with partners, donors and sponsors.
b) Leverage linkages with our key partners in local government, community councils and public libraries across Queensland.
4. Ensure innovative management of our services, facilities, assets and resources. a)  Implement the Alma cloud based library system to manage our electronic, digital and print resources.
b) Develop a long term Master Plan for SLQ facilities in line with the Cultural Precinct Master Plan.
c) Implement the Engagement and Partnerships Reframe to align program and service activities with community interest and strategic priorities.

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: $56.0 million
  • Other revenue: $7.6 million including Queensland Library Foundation donations, Commonwealth Government funding, interest, 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. The Queensland Library Foundation will continue to seek donations, bequests, 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 signifcant investment in its Heritage and Reference Collections (approximately $0.929 million for 2014–15), including digital collections. State Library also plans to invest in asset replacement of approximately $0.764 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 31 March 2014, the annual effective rate on the QTC account was 3.25%, with 3.8% paid on a term deposit.
The Queensland Library Foundation also invests its corpus in term deposits with major banks, currently earning 3.8%, or in a QTC at call account, earning as at 31 March 2014 an annual effective interest rate of 3.27%.  The 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 Nil

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: collections, service delivery, reputation, governance, funding, capability and culture, contracts and agreements, Information and Communications Technology Services and business continuity.

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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