Whitehorse Manningham Regional Library Corporation … · Whitehorse Manningham Regional Library...

Whitehorse Manningham Regional Library Corporation

1040 Whitehorse Road, Box Hill, Victoria 3128 Tel. (03) 9896 4333 Fax (03) 9896 4348

www.wml.vic.gov.au

Library Plan 2013 – 2017

Year 3 Action Plan 2015/16

WMRLC Annual Action Plan 2015-2016

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WMRLC LIBRARY PLAN 2013 – 2017: YEAR 3

ANNUAL ACTION PLAN 2015 – 2016 INTRODUCTION The Corporation is required under the Local Government Act (1989) to identify its strategic direction in a four-year Library Plan. The objective of the Annual Action Plan is to detail the actions that will implemented to achieve Corporation objectives and key strategies articulated in the Library Plan and to detail the Strategic Resource Plan (SRP) that describes the resources required for the year to achieve the Library Plan. The Library Plan 2013 - 2017 informs this Annual Action Plan and SRP for Year 3: 2015 – 2016.

VISION, MISSION AND VALUES Our Vision The Library is a vital service that strengthens community knowledge, understanding, engagement and connection. Our Mission To deliver exceptional services, programs and collections that are accessible and responsive to the needs of a diverse community. Our Values The following principles guide the way WMRLC operates:

• Service excellence • Community focus • Equitable access • Innovation • Best practice


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MEASURING OUR SUCCESS IN 2015/16 The Corporation is required, under the Local Government Act (1989) to identify key indicators that will assist the Corporation to monitor the achievement of its objectives. These indicators reflect the broad progress and are not necessarily measures of specific Library actions and strategies.

Indicator

Measure Target (Objective)

Membership New members

Maintain or increase on 14/15

Total Active Members

Members as % of ERP 1

Library Use Number of annual library visits

In line with Victorian state trends (PLVN

Statistical Return)

Number of reference enquiries handled by staff

Maintain or increase on 14/15

Number of annual visits per capita

Above average level for Victorian Public Libraries (PLVN statistical return)

Collections Total number of library collection items including:

Physical items

Electronic items

Total collection number maintained

Total Number of loans including

Physical loans

Electronic loans

Circulation maintained

Percentage of collection under 5 years

70% or above

Number of new items purchased

70,000

Turnover rate of items (physical and digital)

7 or above


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Indicator

Measure Target (Objective)

Online Library Use and access to ICT

Annual visits to website

Visits increased: Benchmark of 1,317,956 (13/14)

Loans of eResources including:

Magazines

Books

Music

Audio books

Loans maintained or increased

Number of fixed PC sessions

Sessions maintained: Benchmark 209,042 (13/14)

Number of wireless sessions Sessions increased: Benchmark 348,496 (13/14)

Programs and Partnerships Participation numbers at library programs and events (internal)

Participation rates maintained

Engagement with the community at events through outreach visits (external)

Increased number and range of community groups and partners.

Community Engagement Engaging with the community through social media Increased following on Facebook: Benchmark 601 (13/14) Positive reviews and feedback received

Number of volunteers Retain current numbers

Number of Volunteer Engagement opportunities Increase the types of programs available for volunteers to assist in.

Staffing

Customer Satisfaction rating 8.4 or above (Regional Library Survey)

Funding

Cost per capita In line with the state average

Facilities

Opening hours per week Maintained

Notes: 1. 2016 Estimated Residential Population (ERP) = 289,100


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WMRLC ACTION PLAN 2015 – 2016

The Action Plan is linked to the objectives and key strategies articulated in the Library Plan 2013 – 2017. All activities identified in this Action Plan are to be carried out within the financial limitations and parameters of the 2015/2016 annual operational budget.

THEME 1: ACCESS FOR ALL Support access by all in our community to ideas, learning, information and stories. Key strategy 1.1: Provide collections and resources that are aligned with the needs of the community.

Action No. Action Department Completion Date(s)

Performance Indicators

1.1.1 Ensure collection Development Strategy is current and the provision of collections and resources is aligned with the needs of the community.

Collections & Information Services

June 2016 General KPIs

1.1.2 Analyse usage data for all collections and resources and refine the collection development strategy accordingly.


December 2015

General KPIs

1.1.3 Review industry, publishing and community reading trends and identify potential impact on WML collections.


December 2015

Review completed

1.1.4 Provide opportunities for targeted CALD focus groups to assist in development of collections and services.


June 2016 Number of participations

1.1.5 Pilot a Bibliotherapy Program in alignment with the Manningham Healthy City Plan and the Whitehorse Municipal Public Health and Wellbeing Plan.

Outreach June 2016 Review and evaluate demonstrated community benefit

Key strategy 1.2: Utilise new technologies and electronic formats to maximise access to collections and information resources



1.2.1 Review existing library technologies provided at branches against current community trends and expectations.

Collections & Information Services, Branch Services, ICT

Ongoing Recommendations identified


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1.2.2 Investigate opportunities for the community to participate in creative peer to peer learning programs within the libraries.

New Technologies Librarian

December 2015

Opportunities identified

1.2.3 Investigate and recommend alternative Events Bookings

software.

Promotions, Collections & Information Services, ICT

December 2015

Recommendations made

1.2.4 Investigate Online Gaming e-lending services. New Technologies Librarian; Youth Services

June 2015 Online Gaming services identified.

1.2.5 Identify and introduce new library digital literacy

programs to ensure alignment with current community

needs.

New Technologies Librarian, Collections and Information Services

December 2015

New programs identified and introduced.

Key strategy 1.3: Plan for flexible library spaces that attract and meet evolving community needs. Action No. Action Department Completion

Date(s) Performance Indicators

1.3.1 Work with member Councils to improve and enhance library building facilities.

Chief Executive Officer, Corporate Services, Branch Services

Ongoing General KPIs

1.3.2 Participate on the Manningham Council’s Bulleen Community Hub reference group.

CEO Ongoing Participation in meetings

1.3.3 Implement Furniture and Fittings Strategy 2014-2024 in line with the 2015-17 Purchasing Strategy.

Branch Services Ongoing Implementation

1.3.4 Review Box Hill Library floor plan to maximise use of space and improve service delivery.

Branch Services, ICT, Collections and Information Services

June 2016 Implementation


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Key strategy 1.4: Identify and develop strategies to reduce barriers to access.



1.4.1 Pierre Gorman Award – investigate potential project nomination and potential partner and develop an application.

Outreach, CEO August 2015

Potential partner identified and application developed

1.4.2 Collaborate with vendors to simplify access to online resources and services.

Collections & Information Services, ICT


1.4.3 Ensure policies and practices support user friendly access to services.

All departments Ongoing Customer feedback

1.4.4 Ensure a stable environment to enable high level of reliability to support access to online services

ICT Ongoing System availability of 99%

1.4.5 Review and investigate accessible technologies in alignment with the outcomes identified through the community mapping process.

Outreach, New Technologies, ICT

June 2016 Recommendations made

Key strategy 1.5: Expand service delivery beyond the library walls out into the community and the online environment



1.5.1 Implement initiatives and recommendations developed by the Outreach Project Officer.

Outreach, All Departments

June 2016 Recommendations implemented

1.5.2 Investigate mobile version of Spydus for use on tablets and use to promote library service at external events.

Collections and Information Services, ICT

December 2015

Recommendations made

1.5.3 Monitor developments and opportunities to extend access to Wi-Fi internet.

ICT, Branch Services

Ongoing Opportunities identified

1.5.4 Review and evaluate participation in community events and festivals to maximise positive library outcomes.

Marketing & Comm. Development, Collections & Info Services, Branch Services, Youth Services

Ongoing Review and evaluate demonstrated benefit to library and community.


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THEME 2: Service Excellence Commitment to delivering a high quality library service that is valued by our community Key strategy 2.1: Ensure a strong customer focused culture is integrated into all of aspects the organisation and its practices.



2.1.1 Ensure policies and practices support improvement to customer service outcomes.

All departments Ongoing General KPIs

2.1.2 Review IT Helpdesk system and identify options for a system upgrade

ICT June 2016 Recommendation made

Key strategy 2.2: Ensure staff skills are aligned with the achievement of service delivery goals.



2.2.1 Support staff skills development though a targeted staff development program.

Corporate Services June 2016 Number of staff development hours

2.2.2 Continue to develop staff digital literacy skills and capacity to support public programs.

Corporate Services Collection and Information Services


2.2.3 Implement the People and Skills Strategy. Corporate Services, all departments

Ongoing Actions implemented

2.2.4 Implement a training program to equip staff with skills to broker community partnerships.

Outreach, Corporate Services

June 2016 Number of staff development hours


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Key strategy 2.3: Measure and evaluate service outcomes to determine successful achievement of strategic goals.



2.3.1 Undertake collection and evaluation of survey data, activity statistics and customer feedback.


2.3.2 Review statistics collected in line with statewide requirements.

Corporate Services Ongoing Changes implemented

2.3.3 Participate in industry and government statistical data collection, in line with legislative requirements.

Corporate Services Ongoing Reports as required

2.3.4 Investigate options for alternative data collection methods that focus on qualitative measures rather than quantitative.

Collections and Information Services, Corporate Services

June 2016 Options recommended

Key strategy 2.4: Identify and respond to service gaps.

Action No. Action Department Completion


2.4.1 Investigate opportunities to build and extend Adult Literacy programs.

Marketing and Community Development, Collections and Information Services

June 2016 Opportunities identified

2.4.2 Review customer service feedback data to identify service gaps,

Branch Services, Corporate Services


2.4.3 Investigate survey options to acquire information relating to community expectations.

Branch Services, Corporate Services, Collections and Information Services

June 2016 Recommendations made

2.4.4 Enhance and increase CALD programs in line with the CALD services strategy.

CALD, Collections and information Services, Marketing and Community Development

June 2016 CALD initiatives implemented


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Key strategy 2.5: Adopt industry best practice to ensure delivery of an effective library service that provides the best value for

investment.



2.5.1 Further examine RFID capacity to improve services and processes.

Branch Services, Collections and Information Services


2.5.2 Review and implement recommendations for workflow efficiencies in Administration, HR and Rostering as a result of the implementation of eRostering system.

Branch Services, Corporate Services, Finance, Branch Services

June 2016 Efficiencies identified and implemented

2.5.3 Implement annual review program of organisational policies and procedures to identify service improvements and operational efficiencies.

All departments June 2016 Policies and procedures reviewed

2.5.4 Implement ICT Strategy to support the achievement of library service goals.

ICT June 2016 Strategy implemented


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THEME 3: AWARENESS Build a high level of awareness of Whitehorse Manningham Library services in the local community Key strategy 3.1: Evolve the library’s marketing and promotional strategy to a multilayered proactive model.



3.1.1 Implement actions identified in the WMRLC marketing plan.


3.1.2 Commence visual re-branding project. Corporate Services, Promotions

January 2016

Launch of new branding

Key strategy 3.2: Target non-users and hard to reach sectors of the community.



3.2.1 Implement actions identified in the Outreach Strategy to target non-user and hard to reach cohorts.

Promotions, Collections & Information Services, Branch Services, Youth Services


3.2.2 Develop and implement a Membership recruitment and marketing campaign/strategy targeting identified groups.

Marketing and Community Development


3.2.3 Develop and implement a CALD service strategy.

Collections and Information Services, CALD / Branch Manager, Branch Services

June 2016 Strategy completed


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Key strategy 3.3: Develop and deliver programs that promote awareness of library services and provide opportunities to connect people with resources and collections.



3.3.1 Deliver a targeted calendar of adult, youth and children’s programs.

Branch Services, Marketing and Community Development, Collections and Information Services, Youth Services


3.3.2 Develop an appropriate Outcome Measurement Framework to identify and evaluate appropriate program delivery.

Branch Services, Promotions, Collections and Information Services, Youth Services


3.3.3 Develop and plan a program of activities for 2016 to celebrate the 20 Year Anniversary of the Library Corporation.

Marketing and Community Development, Branch Services

Ongoing Activity attendance


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THEME 4: Collaboration Build community capacity through collaboration and partnerships. Key strategy 4.1: Identify potential partners for collaborative service delivery and funding opportunities.



4.1.1 Develop a sponsorship process map and investigate opportunities.

Corporate Services, CEO

December 2016

Process map complete

4.1.2 Submit grant applications in partnership with community groups identified in the grant mapping process.

Branch Services, Collections & Information Services

June 2016 Grant applications submitted

4.1.3 Explore further opportunities for other agencies to deliver programs within library spaces.

Branch Services, Marketing and Community Development, Collections & Information Services, New Technologies

Ongoing Programs initiated

Key strategy 4.2: Work with community partners to deliver services and programs that strengthen community capacity outcomes.



4.2.1 Further develop joint programing to maximise the capacity of the library to engage with and strengthen the community.

Branch Services, Promotions, Collections & Information Services

June 2016 Number of partnerships/collaborations

4.2.2 Complete certification process with The Alannah and Madeline and Telstra Foundations Esmart Libraries Cybersafety initiative.

Collections & Information Services, Branch Services, New Technologies

December 2015

Certification achieved


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4.2.3 Participate in the Bulleen Live Well project by identifying and delivering community engagement initatives in collaboration with other community organisations

Branch Services, Collections & Information Services, Outreach

Ongoing Participation

4.2.4 Review recruitment and recognition of Volunteers processes.

Corporate Services, Branch Services, Outreach, Marketing and Community Development

June 2016 Review complete

4.2.5 Investigate opportunities to grow relationships with tertiary institutions and new work placement programs, including internships.

Corporate Services, Collections and Information Services, Branch Services

June 2016 Investigation complete and recommendations made

Key strategy 4.3: Investigate service and skills sharing opportunities with our member Councils.



4.3.1 Identify further strategic procurement opportunities Chief Executive Officer, Finance

Opportunities identified

4.3.2 Extend and strengthen networks and links with member Councils.

All departments Ongoing Network participations


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THEME 5: A Strong Future Secure WMRLC’s ongoing position as a financially sustainable and relevant service Key strategy 5.1: On behalf of our member Councils, advocate on public library service delivery and funding issues.



5.1.1 Ensure Library Board and Councils are fully briefed on State Government proposed changes to Victorian Public Library agreement.

Chief Executive Officer

Ongoing Reports and required

5.1.2 Compile and analyse activity data to inform library advocacy and planning.

Corporate Services Ongoing Reports as required

Key strategy 5.2: Take a leadership role in ensuring the ongoing relevance of the public library.



5.2.1 Maintain ongoing relationships with community leaders and promote the value of public library services.


5.2.2 Participate in professional bodies, networks and user groups to share knowledge, information and experience to advocate the role of public libraries.

All departments Ongoing Number of participations

5.2.3 Build workforce capacity by encouraging and supporting staff participation in public library leadership programs and opportunities.

Corporate Services Ongoing Number of participations

5.2.4 Provide an annual program of work experience and industry placement opportunities for secondary and higher education students that promotes public library career choices.

Corporate Services June 2016 Number of placements

5.2.5 Participate as a member of the PLVN/SLV Lead and Learn working group to support leadership and workforce development in Victorian public libraries

CEO 2017 Meetings attended


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Key strategy 5.3: Encourage and foster an organisational culture of innovation in the development and enhancement of library services.



5.3.1 Maintain a high level of awareness of emerging library trends and technology changes.


5.3.2 Continue to develop and trial an innovations framework. Corporate Services Ongoing Framework developed and trialed

5.3.3 Raise the profile of WML by encouraging staff to present at professional forums.

All departments Ongoing Representations made

Key strategy 5.4: Maintain WMRLC’s position as a financially sustainable library service through the application of the principles of

good governance and responsible management. Action No. Action Department Completion


5.4.1 Meet all statutory and financial compliance requirements.

Chief Executive Officer, Finance

June 2016 Compliance achieved

5.4.2 Meet budget targets. Chief Executive Officer, Finance

June 2016 Targets met

5.4.3 Continue with the internal audit process and implement recommendations.

Chief Executive Officer, Finance

June 2016 Actions implemented

5.4.4 Identify potential sponsorship and alternative funding opportunities

CEO, Finance, Corporate Services

Ongoing Sources identified.

5.4.5 Implement Risk Management Strategy CEO, Finance Manager, Corporate Services Manager

June 2016 Implementation achieved

5.4.6 Implement asset management solution ICT, Finance June 2016 Implementation achieved

5.4.7 Develop an asset renewal strategy Information Technology, Finance, Information Services

June 2016 Strategy developed


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5.4.8 Review and implement a new Business Continuity Plan CEO, MCS Ongoing Plan completed and implemented

5.4.9 Implement recommendations of IT governance and

service management review.

Information

Technology

Ongoing Recommendations implemented

5.4.10 Implement first stage of document registry project – audit of current practices, requirements and development of recommendations

Finance, Corporate Services, ICT

June 2016 Implementation achieved

5.4.11 Review Corporate Policies to ensure legislative compliance and in line with best practice principles.

All Departments Ongoing Policies reviewed.

5.4.12 Review Regional Library Agreement. CEO, Corporate Services

June 2016 Review complete and adopted by

Library Board.

Key strategy 5.5: Continue the commitment to reducing WMRLC’s environmental footprint by adopting sustainable practices that reduce waste, energy and water use.



5.5.1 Review Sustainability Action Plan and implement actions

Corporate Services June 2016 Review completed Outcomes of Action Plan

5.5.2 Collaborate with member Council’s to support their environmental sustainable goals.

Corporate Services, Branch Services


5.5.3 Review procurement strategies to ensure the inclusion of sustainability in preferred supplier selection criteria

Finance Ongoing Review completed

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