Hurstville Library & Information Services Strategic Plan 2006 – 2010 2005/06 2006/07 2007/08 2008/09 2009/10 : 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 Themes 1. 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 Themes 2. Vision & innovation: Strategic Focus Themes 2. Vision & innovation
Innovation – best practice & beyond
Technological leadership
Strategic Focus Themes 3. 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 Themes 4. 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
Leadership Vision & Innovation: Leadership Vision & Innovation
Leadership Vision & 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…