Public Libraries Victoria Network is a collaborative and advocacy organisation comprised of Victorian Local Government Public Library Services.

Statewide Projects

• 1995• Collaboration with State

Library through the Public Libraries Unit

Past Projects

• Statewide training

• Statewide marketing

• Digitisation projects

• Disability awareness

• Jolly Jumbuck

• Business information project

• LOTE

• Memory Victoria

• Shared leadership

Past Projects

Research

– Libraries building communities

– Dollars, sense and public libraries

– Internet and PC usage in public libraries

– Creative communities

– Statewide skills audit

– Collections audit 2006

– Workforce sustainability and leadership 2008

– Library buildings audit 2008

Shared Leadership Projects

• Pop-up libraries

• Creative spaces

• Libraries and CALD communities

• Guidelines for joint use or collocated public libraries

• Volunteen

• A framework for Victorian library partnerships

• Strategic evaluation of programs

• Green credentials for new and refurbished Library buildings

• Library services to babyboomers

2010 Sleepover

• Presentation - NSW Bookend Scenarios (a strategic foresight project)

• Identified a lack of strategic long term thinking for Victorian libraries

• Led to the Libraries 2030 project

Victorian Public Libraries 2030

• www.plvn.net.au

VPL 2030

• Launched in June 2013

• Guiding document at the 2013 planning retreat

What is strategic foresight?

Veteran foresighter Richard A. Slaughter gives this definition:

Strategic foresight is the ability to create and sustain a variety of high quality forward views and to apply the emerging insights in organizationally useful ways; for example, to detect adverse conditions, guide policy, shape strategy; to explore new markets, products and services.

What is strategic foresight?

• Gathering intelligence about possible futures

• Taking advantage of all possibilities

• Identifying social trends• Looking for tipping points

Background

Objectives:

• Identify global trends that may impact future public library services

• Explore alternative futures, tipping points & strategic responses to trends

• Develop & extend the capacity of the sector to think strategically

• Create an adaptable framework that can meaningfully guide strategic planning in any location

Process

Collaborative 5-stage process involving over 80 Victorian public library managers, staff & stakeholders

1. Interviews

2. Creating future scenarios workshop

3. Transitioning to the future workshop – backcasting

4. Impact on public libraries workshop – analysis

5. Strategic framework workshop

‘

Five key social trends and two future scenarios

depicting Victorian lifestyles

Creative scenario Community scenario

CreativityThe desire to unlock, express, develop & record creative interests

CollaborationThe willingness to partner, cooperate & share with others

Brain healthThe need for lifelong mental engagement, stimulation & care

Dynamic learningThe need to continually learn new knowledge & skills to participate fully in a rapidly changing environment

Community connectionThe desire for stable & trusted relationships with people & places of common interest

Five significant social trends (VPL 2030)

• Creativity

– The desire to unlock, express, develop and record creative interests

• Collaboration

– The willingness to partner, cooperate and share with others

• Brain health

– The need for lifelong mental engagement, stimulation and care

• Dynamic learning

– The need to continually learn new knowledge and skills to participate fully in a rapidly changing environment

• Community connection

– The desire for stable and trusted relationships with people and places of common interest

VPL 2030: Creative libraries

• a fundamental shift in society’s aspirations as the desire to consume declines and a creative culture emerges in its place.

• a decline in individual and organisational competition, and a rising interest in collaboration, both on a personal and professional basis.

In this scenario more and more people are seeking to explore, develop and express their creativity.

VPL 2030: Community libraries

• economic, social and technological change, as industries and social norms are disrupted

• changing social dynamics lead to the desire to reconnect with the local community.

In this scenario there is a need to continually acquire new knowledge and skills

VPL 2030: Recommendations

• Storytelling• Revenue and fundraising• Products services and programs• Facilities and resources• Staff

Storytelling

To generate internal & external belief & buy-in to a shared vision for the future role of Victorian public libraries

• Developing a PLVN communication plan

• All staff have a role in telling the stories

Revenue and Fundraising

To develop a portfolio of revenue & funding streams that ensure the future prosperity of Victorian public libraries

• Workshop held on sponsorship and partnerships

• PLVN working on this project

Products Services and Programs

To offer a suite of products, services & programs that meets the community’s changing expectations & needs of a public library into the future

Read

• Development of a Reading and literacy for all strategic framework and early years literacy program and adult literacy program

Memory

• Capacity building in digital collecting, preservation and local history

• Travelling exhibition and training

Facilities and Resources

To incorporate a mix of flexible spaces that facilitate & support the range of public library products & services into the future

Staff

To develop a flexible & inclusive culture that attracts & retains people with the right skills & attitude to deliver public library products & services into the future

Lead and Learn

Lead and Learn

• Statewide skills audit assessment identified skills needed now and in the future

Four themes

– Partnerships

– Library programming to strengthen the community

– Digital literacy

– Collection development

• Leadership Development Program

• Forums