Strategic Plan 2012-16

Download the Strategic Plan 2012-16 (PDF 1.2 MB)

Background

Queensland is a vibrant state with a population of 4.5 million, experiencing considerable growth in the South East and regional centres, largely due to mining. Over the next 20 years the state’s population is projected to grow to 5.6 million people and is set to become increasingly diverse. New migrants are adding to the rich cultural and language heritage of Queensland’s two unique indigenous cultures.

State Library of Queensland, situated in South Bank’s cultural precinct, plays a lead role in serving all Queenslanders, through state-wide library services and partnerships with over 340 public libraries, including 22 Indigenous Knowledge Centres (IKCs). Together with the extensive network of libraries throughout Queensland, State Library is an important contributor to the socio-economic and cultural development of the state. State Library will contribute to the government’s objective to ‘revitalise frontline services for families’ through its focus on improving access to library services and extending learning and creative experiences throughout regional Queensland.

After a ten year period of signifcant growth and transformation, State Library is now a bold and adventurous 21st century library driven by a commitment to access for all. State Library belongs to the people of Queensland and is founded on the values of a public library. It is an inclusive and welcoming place for all, a trusted source for information, and a place for intellectual freedom, a cornerstone of democracy.

Whilst the founding values have not changed, much has changed as a result of rapid technological advances and the emergence of a knowledge economy. State Library maintains its long established role as a trusted collector and preserver of memory, and is developing new ways to share that knowledge and catalyse new community content. This is particularly relevant as State Library works with Aboriginal peoples and Torres Strait Islanders to preserve and promote their own unique cultures.

Libraries were once places that stored books and where people came to fnd information. State Library is now a ‘knowledge bank’ and vital community resource, as much a physical as well as a virtual place for sharing, learning, collaborating, and creation. As a community hub for democracy in action, here everyone is encouraged to have a voice. By promoting public discourse, Queenslanders can engage in solving complex problems, infuencing decisions that impact on them, and actively contribute to designing the State’s future.

The implementation of high speed broadband services will have a profound effect on Queensland communities. Benefts and outcomes in regional and rural areas will depend on as many people as possible seizing the opportunity to participate in the digital world. State Library is highly committed to supporting reconciliation and social inclusion, and is well placed to address the issue of digital inclusion by supporting the development of digital literacy skills for those who are disadvantaged, isolated or socially excluded.

Queenslanders have demonstrated strong interest and support for their libraries: 68% are actively involved with using libraries and their services and 45% are members of a library. With more than 1.2 million visits to South Bank facilities in the last year, extensive regional outreach activities throughout the State and a rapidly growing cohort of online users, State Library is a place for everyone to connect with ideas and engage with their community.

State Library will continue to innovate and transition the development and delivery of services from ‘for community’ to ‘with community’. Over the next four years, State Library will build on its successes and deliver outstanding opportunities to the people of Queensland.

Our Vision

Enriching the lives of Queenslanders

Our Mission

Creatively engaging people with information, knowledge and community

Our Values

  • Respect for people and knowledge
  • Commitment to lifelong learning
  • Integrity and efficiency of service

1. Improve access to library services

Performance measures

  • Client satisfaction with services and programs
  • Visits to State Library- onsite
  • Visits to State Library - online
  • Usage of collection - onsite and online
  • Usage of the State collection and subscription databases
  • Total borrowing from public libraries
  • Percentage of Indigenous communities with a library service

Strategies

  1. Identify and address barriers to access, including print and digital literacy issues; cultural, language and social barriers; and geographic and technological barriers
  2. Make searching, discovery and sharing of our content easy and intuitive
  3. Extend the reach of our services to Queensland people and communities through local public libraries, Indigenous Knowledge Centres, strategic partnerships, travelling public programs and social media
  4. Advocate for and support the development and sustainability of Queensland’s local public library services and their staff, including the IKC network
  5. Commit to reconciliation with Aboriginal peoples and Torres Strait Islanders by engaging with Aboriginal communities and Torres Strait Islander communities and promoting keeping culture strong
  6. Create responsive experiences that connect clients to trusted sources of information and knowledge


2. Co-create Queensland's memory

Performance measures

  • Growth of the State collection
  • Digital content made discoverable
  • Percentage of State Library  programs that showcase Queensland Memory content or expertise

Strategies

  1. Increase our focus on contemporary collecting  with an emphasis on born-digital content
  2. Enable the community to share in the development, collecting and creation of Queensland content (stories, knowledge and culture)
  3. Expand the relevant and signifcant Queensland history collection which includes our unique Aboriginal and Torres Strait Islander heritages
  4. Make visible, showcase and celebrate the diverse knowledge, stories, culture and creative outputs from people around the state, especially of Queensland’s unique Aboriginal and Torres Strait Islander cultures
  5. Protect Queensland’s unique  and original documentary heritage through preservation of our physical and digital collections

3. Extend learning and creative experiences

Performance measures

  • Participants in public programs - onsite
  • Participants in online experiences - Active participants in public programs - online
  • Total program reaches

Strategies

  1. Build capacities for lifelong learning that inspire people’s passion to read, write and share ideas
  2. Contribute to strengthening the Queensland writing sector
  3. Position State Library and  public libraries as key enablers addressing state-wide literacy issues
  4. Realise The Edge as a centre of creative  excellence by inspiring and supporting the endeavours of young people across arts, science, technology and enterprise
  5. Engage the Asia Pacifc  Design Library community in the generation of new ideas and content centred on design in the Asia Pacific
  6. Further develop kuril dhagun as a centre of excellence in engaging with Aboriginal and Torres Strait Islander peoples
  7. Redesign and repurpose our welcoming and inclusive spaces and services to enable people to explore, engage, experiment and create

4. Develop our people and capability

Performance measures

  • Increase in staff satisfaction
  • Increase in own source revenue

Strategies

  1. Foster a flexible, diverse workforce and a culture of engagement
  2. Expand our revenue base through multiple channels and sources
  3. Harness digital technologies that enable and position our services in a networked world.
  4. Ensure best practice in management of our services, facilities, assets and resources
  5. Collaborate and create  stronger partnerships, especially across the cultural precinct, and with the corporate sectors and the Asia Pacifc region

Key policies that inform our Strategic Plan

  • The Queensland Arts and Cultural Sector Plan 2010-2013
  • Expanding Horizons: Positioning Queensland Public Libraries for the Future
  • As a member of National and State Libraries  Australasia (NSLA), State Library infuences and supports the change agenda outlined in the  Re-imagining Library Services Strategic Plan, as well as supporting the Australian Library Information Association and the International Federation of Library Associations policies
  • The Commonwealth Government’s The People of Australia: Australia’s Multicultural Policy.
  • Council of Australian Governments (COAG) Closing the Gap Strategy

Critical issues

  • Assessing the impact of digital library developments,  including publishing, digital rights management, digital preservation and access, and client expectations.
  • Growing and securing a long-term revenue base.
  • Exploring new opportunities and services that support small to medium sized enterprises throughout the state.
  • Adapting to the changing expectations of clients/community/users
  • Enabling our services to meet the needs of a largely  dispersed population with many isolated by distance and disadvantage.
  • Developing greater appreciation and understanding of Aboriginal peoples and Torres Strait Islanders
  • Creating increased agility in our workforce and  capability to allow State Library to respond to emerging opportunities and future demands
  • Promoting a powerful and coherent brand that builds a strong state, national and international profile.

Corporate Governance Framework

State Library’s governing body, the Library Board of Queensland (Board), draws its powers from the Libraries Act 1988, the object of which is to contribute to the cultural, social and intellectual development of all Queenslanders. The guiding principles for achieving this objective are set out in section 1B of the Libraries Act 1988.

State Library’s corporate governance framework facilitates effective and efficient delivery of its responsibilities. Built on a comprehensive approach to planning, management and reporting to the Board, as well as the Queensland Government, it ensures accountability at all levels of the organisation.

This Strategic Plan is for the period 1 July 2012 to 30  June 2016.

Further detail on the activities and performance measures for the first year of this Strategic Plan is available in State  Library’s Operational Plan 2012–13
Key reporting elements include:
Annual Reports http://www.slq.qld.gov.au/about-us/corporate/publications/corporate-reporting
Service Delivery Statements www.budget.qld.gov.au/budget-papers/bp5.shtml

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