Towards 2020: State Library of Queensland Operational Plan 2015-16

Download the SLQ Operational Plan 2015-16  (PDF 1.5 MB)

This Operational Plan of the Library Board of Queensland covers the period 1 July 2015 to 30 June 2016. 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 2015-2019.

Critical success factor 1: Enable Access

Key objectives Activities
 Provide life skills and early childhood literacy programs
  • Lead statewide family literacy programs, including First5Forever and Dads Read.
  • Increase awareness of digital literacy, the role librarians play in improving digital literacy, and continue the delivery of digital and design skills programs.
  • Work with partner agencies to support increased skills in engaging with and delivering to people from Culturally and Linguistically Diverse (CALD) backgrounds and people with a disability.
Increase free access to digital content
  • Continue to release open data for transparency and for creative reuse, including the WW1 Hack competition.
  • Refresh our Content Strategy to reflect a growing emphasis on digital content and seamless access to our content.
  • Advance our priority digitisation projects.
  • Create consortia arrangements that expand access for small councils and Rural Libraries Queensland to digital content.
  • Review expenditure on collections, taking into account trends and community needs, to increase relevance and utilisation of collections to borrowers.
Strengthen Queensland library infrastructure and discovery platforms
  • Develop a Digital Strategy that focuses on a ‘cloud first’ approach.
  • Increase the efficiency of our back end systems including ALMA and Rosetta through optimisation of processes and analysis of feedback.
  • Actively investigate state of the art/emerging discovery platforms to enhance communities’ ability to discover/access and locate content.
  • Review existing practices, processes and standards both at SLQ and between public libraries to increase efficiencies and maximise resources.
Performance Measures 2015-16 targets
Increase membership throughout Queensland 18%
Use of digital content 14.8M

Critical success factor 2: Engage community

Key objectives Activities
Grow the State’s historical collection of Queensland culture and heritage
  • Support the development of connected collections throughout Queensland’s Gallery, Library Archives and Museum (GLAM) sector.
  • Engage with representative groups across the community to ensure our collections capture the voices and stories of Aboriginal people and Torres Strait Islander people, the CALD community, the disability sector, and regional communities.
  • Acquire and preserve born digital content.
Engage with communities of interest through dedicated centres of engagement
  • Pilot a new Enterprise Centre to support business, social enterprise and creative industries.
  • Grow our Government Research and Information (GRAIL) service for other government agencies and investigate new services for businesses.
  • 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.
  • Continue to collaborate and co-create with community and partners through the John Oxley Library, Australian Library of Art, kuril dhagun, The Edge, and Asia Pacific Design Library.
Facilitate the community’s use of and interaction with content
  • Lead a broad community of interest to deliver Q ANZAC 100, including major exhibitions and programs, an interactive timeline, supporting local networks, and enabling new research.
  • Launch a Signature Program in 2016 focused on Identity: The Queensland Conversation.
  • Develop an online engagement strategy.
Performance measures 2015-16 Targets
Customer satisfaction 95% (SDS - Effectiveness)
Increase in efficiency 2.5% (SDS – Onsite visits + Online visits / Budget)

Critical success factor 3: Build capability

Key objectives Activities
Build capacity within our communities of interest
  • Deliver The Next Horizon: VISION 2017 Leadership program and Learning Strategy to support public library staff throughout Queensland.
  • Advocate for statewide connectivity and conduct major statewide research into the public value of libraries as creative spaces.
  • Support the sustainability of Indigenous Knowledge Centres throughout Queensland.
  • Design and deliver learning programs (e.g for Queensland’s heritage sector and design thinking in schools).
Generate new revenue sources
  • Focus Queensland Library Foundation efforts on building the corpus through the Endowment, Presidents 100 Circle and annual giving programs.
  • Implement recommendations from the Venue Development report and Library Shop review.
  • Actively seek in kind support and alternate funding options.
Position our workforce for the future
  • Develop a culture of engagement and entrepreneurialism.
  • Review and update our Strategic Workforce Plan 2011–15.
Performance measures 2015-16 Targets
Visits to public libraries 21.5M
Increase in self-generated venue 8%
Staff engagement


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: $61.8 million
  • Other revenue: $6.7 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 Information Collections (approximately $1.156 million for 2015–16), including digital collections. State Library also plans to invest in asset replacementof approximately $0.654 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 2015, the annual effective rate on the QTC account was 3.28%, with 3.6% paid on a term deposit.

The Queensland Library Foundation also invests its corpus in term deposits with major banks, or in a QTC at call account, earning as at 31 March 2015 an annual effective interest rate of 3.29%. 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


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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