Towards 2020: State Library of Queensland Operational Plan 2016-17

Download the SLQ Operational Plan 2015-16  (PDF 263.6 KB)

This Operational Plan of the Library Board of Queensland covers the period 1 July 2016 to 30 June 2017. 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 2016-20.

Critical Success Factor 1: Enable Access

Key objectives Activities

Provide life skills and early childhood literacy programs

  • Lead the development and implementation of statewide family literacy activities such as First Five Forever and enhance the regional reach of existing activities such as The Corner..
  • Develop and support public libraries to implement programs and activities to increase Queensland’s digital literacy skills, including coding and robotics, and Tech Savvy Seniors Queensland.
  • 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,
  • Implement the Content Strategy to reflect a growing emphasis on digital content, content engagement and seamless access to our content.
  • Advance our priority digitisation projects.
  • Improve access to digital content for public libraries, especially those in rural and regional Queensland.

Strengthen Queensland library infrastructure and discovery platforms

  • 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.
  • Work with local government to increase membership and awareness of services provided by Queensland’s public libraries.
Success Measures 2016-17 targets
Increase membership throughout Queensland 15% increase
Use of digital content 10% increase

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

  • Grow the Business Studio to support new business social enterprise and creative industries and develop a scalable model.
  • Grow our Government Research and Information Service (GRAIL) 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 the community and partners through the John Oxley Library, the Australian Library of Art, kuril dhagun, The Edge, and the 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, supporting local networks, and enabling new research.
  • Launch the 2017 Signature Program and deliver the final component of the 2016 program Belonging.
  • Review expenditure on collections available through the Rural Libraries Queensland network and Indigenous Knowledge Centres and work to increase community awareness of resources.
  • Progress the online engagement strategy.
Success Measures 2016-17 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 or facilitate the delivery of professional development activities for public library and Indigenous Knowledge Centre staff to enable progress towards The Next Horizon: VISION 2017.
  • Finalise the Advance Queensland public libraries consultation process to prepare for the review of The Next Horizon: VISION 2017.
  • Commence the triennial review of the Public Library Grant methodology, including the evaluation of outcomes delivered in past grants rounds.
  • Review the support provided to local governments operating Indigenous Knowledge Centres to enhance effectiveness of investment and improve community outcomes.
  • Design, deliver and promote on-site, off-site and regional access to learning opportunities (e.g incoming school visits, The Edge, The Corner, Summer Holiday programs and design thinking workshops for teachers).

Generate new revenue sources

  • Focus Queensland Library Foundation efforts on increasing endowments, membership of the Presidents 100 circle and funding support for priority projects.
  • Actively seek in-kind support and alternate funding options.

Position our workforce for the future

  • Implement the Hunter Review recommendations including a review of the Libraries Act 1988.
  • Commence implementation of the Towards 2020 Strategic Workforce Plan.
Success Measures 2016-17 Targets
22,575,000 22,575,000
Increase in self-generated revenue 10% increase
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:
    $62.859 million
  • Other revenue:
    $6.203 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 $1 million for 2016–17), including digital collections. State Library also plans to invest in asset replacement of approximately $0.856 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 30 March 2016, the annual effective rate on the QTC account was 2.96%, with 3.08% 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 30 March 2016 an annual effective interest rate of 2.96%, with 3.08% paid on a term deposit. 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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