State Library of Queensland Operational Plan 2017-18

Download the SLQ Operational Plan 2017-2018  (PDF 290.1 KB)

1. Enable access

1.1 Increase access and interpretation of our content and services

a. Implement the Content Strategy to reflect a growing emphasis on digital content, content engagement and seamless access.
b. Improve access to digital content for regional Queenslanders.
c. Continue to release open data for transparency and creative reuse.
d. Advance our priority digitisation projects.

1.2 Partner with local government to enable a thriving network of public libraries and Indigenous Knowledge Centres

a. Deliver professional development for public library and Indigenous Knowledge Centre staff.
b. Review The Next Horizon: VISION 2017 and develop the new vision for public libraries.
c. Complete the triennial review of the Public Library Grant methodology.

1.3 Future proof our digital library

a. Showcase our collections and services through contemporary online platforms.
b. Actively investigate state-of-the-art and emerging discovery platforms to enhance communities’ ability to discover, access and locate content.
c. Strengthen the ICT environment and our cybersecurity profile.

Performance indicators and 2017–2018 targets

Increased use of content: 10%  | Increased SLQ membership: 15% | Visits to public libraries: 23,703,750

2. Engage community

2.1 Build the state collection of Queensland’s documentary culture and heritage

a. Grow the documentary record of Queensland’s heritage, including born digital, and ensure its long-term preservation.
b. Engage with representative groups across the community to ensure our collections capture the voices and stories of Aboriginal and Torres Strait Islander peoples, people from culturally and linguistically diverse (CALD) backgrounds, the lesbian, gay, bisexual, transgender, intersex, and queer (LGBTIQ+) community, the disability sector, and regional communities.
c. Support the development of connected collections throughout Queensland’s Gallery, Library, Archives and Museum (GLAM) sector.

2.2 Engage with the community through our diverse and inclusive public programs

a. Develop audiences through the delivery of exhibitions and events that encourage curiosity, debate and discussion.
b. 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.
c. 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.
d. Engage with and deliver programs for the CALD community and people with a disability.

2.3 Inspire the community to use and interact with our content

a. Lead a broad community of interest to deliver Q ANZAC 100, including major exhibitions and programs, supporting local networks and enabling new research.
b. Progress the Digital Strategy.
c. Partner with the education sector to profile our collections and services.

Performance indicators and 2017–2018 targets

Increase in John Oxley Library collections: 5% | Customer satisfaction: 95% | Increase in efficiency (onsite and online visitation/budget): 2.5%

3. Build capability

3.1 Enable digitally inclusive, literate communities that are skilled for the 21st century

a. Design, deliver and promote on-site, off-site and regional access to learning opportunities.
b. Lead the development and implementation of statewide family literacy activities such as First 5 Forever and enhance the regional reach of existing activities such as The Corner.
c. Implement programs to increase Queenslander’s digital literacy skills, including STEAM (Science, Technology, Engineering, Art and Mathematics), and Tech Savvy Seniors Queensland.

3.2 Advance the growth of business innovation and skills

a. Support new business, social enterprise and creative industries, including the Business Studio and the Fabrication Lab.
b. Deliver the Government Research and Information Library (GRAIL) service for government agencies and investigate new services.

3.3 Position our organisation for the future

a. Implement the Towards 2020 Strategic Workforce Plan.
b. Focus Queensland Library Foundation efforts on increasing endowments, membership of the President’s 100 circle and funding support for priority projects.
c. Actively seek in-kind support and alternate funding options.

Performance indicators and 2017–2018 targets

Participation in public programs: 360,000 | Increase in self-generated revenue: 2% | Staff engagement: 67%

Output report

The primary source of funding for activities is the Queensland Government grant, which supports free access to collections and free access to the majority of SLQ services and programs. The balance of funding is
derived from other revenue including Queensland Library Foundation donations, Australian Government funding, interest, user charges and sponsorship revenue.

SLQ does not separate activities to be funded from commercial operations. Commercial revenue is used to supplement Parliamentary appropriations for a range of activities. Queensland Library Foundation will continue
to raise funds to support specific collection purchases, fellowships, exhibitions, projects, online resources and enhancements to SLQ facilities.

There are no outputs not in the Board’s commercial interests to supply. No major investments or borrowings are intended during 2017–2018.

Risk management

The Audit and Risk Management Committee (a subcommittee of the Library Board of Queensland) oversees risk management at SLQ, including the review of the Risk Management Policy and quarterly reports on actions taken to manage identified risks. SLQ has also implemented a Risk Management Strategy for child-related duties, to protect children from harm through child-safe service environments.

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