Library Strategic Plan 2006 2010

Hurstville Library & Information Services Strategic Plan 2006 – 20102005/062006/072007/082008/092009/10: 

Hurstville Library & Information Services Strategic Plan 2006 – 2010 2005/06 2006/07 2007/08 2008/09 2009/10

Slide2: 

Hurstville Library Ideas, imagination & community St George’s Dragon Reads!

Stakeholders: 

Stakeholders Residents, workers, visitors (actual & remote) Users & potential users Councillors, executive & senior staff, Council staff Library staff & volunteers Community groups Educational institutions Businesses State Library State & federal politicians Suppliers Regional & consortia partners Professional associations Funding bodies & sponsors Current & potential competitors

Key Assumptions: 

Key Assumptions Ongoing need to reinvent ourselves as our role changes Increasing community diversity & expectations of our service Literacy will remain critical

Catalysts for Change: Stakeholders: 

Catalysts for Change: Stakeholders Increasing & changing diversity of community needs & expectations Demographic change (increasing CALD, youth peak 2009, greying population) Expectations of more convenient, personalised service, 24/7 access, multilingual access for all language groups Enabling & providing ‘virtual’ social connections, community living space & cultural venue Need to strategically position the Library in political context (local, state, federal)

Catalysts for Change: Stakeholders continued: 

Catalysts for Change: Stakeholders continued Regional role & pressure for regional cooperation, strong partnerships &/or amalgamation Council’s strategic direction, MasterPlan, policies & financial resources Increasing need for political support in a time of change

Catalysts for Change: Staff : 

Catalysts for Change: Staff Impact on staff skill sets now & into future from changing expectations, role & technologies Skill mix changes – library qualifications vs comparable qualifications vs experience Changing mix of employees vs contractors Greying of workforce, loss of corporate knowledge Increasing focus on succession planning & professional development Ongoing change management, business process review

Catalysts for Change: Resources: 

Catalysts for Change: Resources Continuing rapid technological changes – impact on role, services, & staff, plus upgraded capacity requirements Resources & funding – local, state, federal, macro economic environment, global trends Expectation of more with less, pressure to value the service in $ terms Increased emphasis on non-Council funding, partnerships & consortia Increasing costs to maintain & renew infrastructure

Catalysts for Change: Resources continued: 

Catalysts for Change: Resources continued Cost shifting to local government in context of no-growth budgets Pressures for sustainability – social, environmental, economic & cultural

Strategic Focus Themes: 

Strategic Focus Themes The Library as a destination – engagement Vision & innovation Dynamic, responsive & relevant services Long-term sustainability – resources, politics & risk

Strategic Focus Themes1. The Library as a destination – engagement: 

Strategic Focus Themes 1. The Library as a destination – engagement Promote & increase the Library’s community of users, including virtual users Provide flexible & appropriate facilities Enhance & promote the Library’s program of activities, cultural events & exhibitions Marketing

Strategic Focus Themes2. Vision & innovation: 

Strategic Focus Themes 2. Vision & innovation Innovation – best practice & beyond Technological leadership

Strategic Focus Themes3. Dynamic, responsive & relevant services: 

Strategic Focus Themes 3. Dynamic, responsive & relevant services Understanding our community Enhanced online services Improving customer service Improving collections

Strategic Focus Themes4. Long-term sustainability – resources, politics & risk: 

Strategic Focus Themes 4. Long-term sustainability – resources, politics & risk Staff excellence - the Library is an employer of choice Maximise opportunities for revenue-raising & value-adding to services Investigate strategic alliances for financial support & enhanced service delivery Manage risk

Strategies & Outcomes, Actions & Targets: 

Strategies & Outcomes, Actions & Targets

The Library as a Destination Engagement: 

The Library as a Destination Engagement

The Library as a Destination Engagement: 

The Library as a Destination Engagement

The Library as a Destination Engagement: 

The Library as a Destination Engagement

The Library as a Destination Engagement: 

The Library as a Destination Engagement

LeadershipVision & Innovation: 

Leadership Vision & Innovation

LeadershipVision & Innovation: 

Leadership Vision & Innovation

Dynamic, Responsive & Relevant Services: 

Dynamic, Responsive & Relevant Services

Dynamic, Responsive & Relevant Services: 

Dynamic, Responsive & Relevant Services

Dynamic, Responsive & Relevant Services: 

Dynamic, Responsive & Relevant Services

Dynamic, Responsive & Relevant Services: 

Dynamic, Responsive & Relevant Services

Long-Term Sustainability: 

Long-Term Sustainability

Long-Term Sustainability: 

Long-Term Sustainability

Long-Term Sustainability: 

Long-Term Sustainability

Long-Term Sustainability: 

Long-Term Sustainability

Moving from…: 

Moving from…

Slide31: 

Moving to…