State Library of Queensland Operational Plan 2014-15
This Operational Plan of the Library Board of Queensland covers the period 1 July 2014 to 30 June 2015. 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 2014-2018.
1. Improve access to Library services
|Client satisfaction with services and programs (SDS)||85%|
Visits to State Library:|
Usage of the collection|
-onsite and online
|Visits to Queensland public libraries||21500000|
|Growth of State Library membership||15%|
|1.Identify and address barriers to access, including print and digital literacy issues; cultural, language and social barriers; and geographic and technological barriers.||
a)Increase ease of access, including an identity management solution to provide simpler access to content and services.|
b) Increase the diversity and equity of services, including through the development of the Cultural Diversity Engagement Framework and Disability Action Plan and implementation of the Languages Other Than English (LOTE) review and Literacy Framework review.
|2. Accelerate the transition to increasingly digital modes of delivery to increase public value and make content, services and programs accessible to everyone.||
a) Increase the use of collections by making them accessible through a range of platforms, including Internet Archive, Flickr Commons, YouTube, Vimeo, Historypin.|
b) Facilitate the discovery of the collection via interactive and immersive experiences, including the Q ANZAC 100 interactive timeline.
|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 co-create, support and collaborate with community and partners to build connections; to extend provision of, and access to library services; and enable 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) Work with cross sector partners to implement The Next Horizon: VISION 2017.|
b) Build regional capacity, including through implementing the recommendations from the Training Needs Analysis and the Public Libraries Grant Methodology Review.
2. Co-create Queensland's memory
|Growth of John Oxley Library content||66,200|
|Growth of Queensland content on external platforms||15%|
Strategies/Activities for 2014-15
|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 community engagement and collaborative approaches to collecting Queensland content.|
b) Lead the State Government’s legacy project Q ANZAC 100: Memories for a New Generation developing deeply local responses that are digitally connected.
|2. Ensure the longevity of Queensland content by growing capacity in research, curation, preservation and discovery.||
a) Implement the recommendations of the Digital Library Digitisation and Digital Preservation projects, including staff capacity and capability.|
b) Ensure the collection of contemporary Queensland content through proactive ‘born digital’ activities and promoting legal deposit.
|3. Make visible the diverse knowledge, stories, culture and creative outputs from people around the state.||
a) Update SLQ’s Indigenous languages strategy and implementation plan.|
b) Develop the Queensland Business Leaders Hall of Fame research program through the inaugural fellowship.
c) Work with tourism partners to make Queensland stories, culture and creative outputs more visible to tourists/visitors seeking authentic Queensland experiences
3. Extend learning and creative experiences
|Participants in public programs – onsite and through regional Queensland||375000|
|Participants in public programs – online||60000|
Strategies/Activities for 2014-15
|1. Develop and tailor specific models of participation and engagement, ‘for, with and by’ diverse communities.|
a) Deliver a range of programs for the community, including Hot Modernism, CUSP: Designing into the Next Decade, open data programs and WWI-related exhibitions and events
b) Develop and deliver a range of programs and initiatives for communities of interest and communities of practice via SLQ’s specialist program areas.
c) Engage with regional communities building capacity for individuals and organisations to contribute their collections and stories.
|2. Inspire people’s passion for and capacity to read, write, learn and share ideas.|
a) Facilitate the extended capacity of Queensland writing sector via advocacy, programming and partnerships, including the black&write! Indigenous writing and editing program and hosting the Brisbane Writers Festival.
b) 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
|Increase in additional revenue||10%|
|Percentage increase in the efficiency of service delivery (SDS)||2.5%|
Strategies/Activities for 2014-15
|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.
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 significant 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.
Download the SLQ Operational Plan 2014-15 (PDF 309.0 KB)
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