YPRL Strategic Library Plan 2008-2012

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Yarra PlentyRegional LibraryStrategic Plan2008 – 2012

Creating informed,connected,inclusivecommunities

Yarra Plenty Regional Library enjoys areputation as an innovative,progressive and effective libraryservice; providing library services tothe municipalities of Banyule, Nillumbikand Whittlesea through 8 branches

and 2 mobiles.The role of the public library is evolvingas people’s information seekingbehaviour changes and use of onlinemedia grows. The public library isincreasingly being recognised as anessential community hub; a placewhere all are welcome and there issomething for everyone. The publiclibrary builds community connections,facilitates learning opportunities andprovides access to informational,educational and recreationalresources.

To maintain its position as a leading

Australian public library service andensure that it remains relevant in arapidly changing environment thelibrary will pursue the followingobjectives over the next 4 years.



1. Libraries building communitycapacity

Building community capacity meanslibraries partnering with other agenciesto deliver wider agendas (ie Council,State and Federal) and developing co-operative arrangements which willimprove and expand services to the

community.

Services need to be focussed andbalanced according to social justiceprecepts and libraries can bridge thedigital divide and offer equitableaccess to new technologies.

In order to have strong communities,there is a need to develop capacity.The library has a role in developinginformed citizenry, of becoming amarketplace of ideas.

The library needs to identifyopportunities to strengthencommunities and recognise leverage in

integrated activities.

In 4 years time:

• The library’s role in improvingreading and literacy is valued,measurable and recognised.

• Community outcomes are beingachieved in libraries as part of thebroader agenda of the three levels

of government.• Community learning opportunities

are enhanced through librariespartnering with other learningorganisations.

• Important issues of the day arehighlighted, debated and discussedat the library.

Actions:

Deliver on actions identified in the Strategic Framework documents.

Develop the library collection to enable learning, encourage reading and improve literacy.

Focus on programs and services that enhance reading and pre reading skills.

Partner with member councils and community organisations to collaboratively deliver programs and services.

Develop programs to encourage debate and raise community awareness and knowledge - to create a marketplace of ideas.



2. Libraries as community hubs

The public library is increasingly beingrecognised as an essential communityhub; a place where all are welcomeand there is something for everyone.The public library builds communityconnections, facilitates learningopportunities and provides access to

informational, educational andrecreational resources.

With the increased focus on localplaces and local activity centres, thelibrary service needs to have qualityfacilities and effective means ofengagement with the capacity to pulltogether the energy that is in thecommunity.

In 4 years time:

• The library is full of multi formatcontent – informational andrecreational – that is popular,current, relevant and in goodcondition.

• The library fosters community

connections through cultural andlearning events and programs.

• The library is visible and connectedto the community and is marketedand promoted professionally andeffectively.

• Quality spaces have differentzones for activities, quiet spacesand reading. There are learningspaces, art work is incorporated inthe building, IT is integrated andthe presentation of libraries isimpeccable.

• Libraries are the hubs of

communities and arecontemporary, sited in the rightplace, accessible and appropriateto their communities.

Actions:

Develop a forward plan with member councils for new libraries that respond to community needs and demands.

Develop a wide range of programs and events celebrating the diverse range of cultures in our communities.

Continually monitor and assess library buildings to ensure that they are well maintained, attractive and welcoming,and that spaces are fully optimised.

Continue to develop marketing and communication initiatives to ensure that people know what collections,programs, services and facilities are available at their library.



3. Libraries Online

Libraries are changing from beingservice providers to facilitating thecreation of content. Relevant areas forpublic libraries are local history, localwriting and local literature. Libraries areaware of the need to acquire and makeaccessible content “born digital” to

ensure that they are providing theinformation that people require and toremain relevant in an increasinglyonline world.

New social networking technologiesenhance the ability to find, share andcombine information more easily.

In 4 years time:

• There is significant local contentcreated in local history, literatureand the arts.

• Social networking enables peopleto form new networks and interactonline creating new communities of

interest.• The network is stable, redundant

and secure. There are enough pcs,peripherals and equipment forpeople to access and createcontent.

• The Library Management System isat the leading edge and onlinecontent is easy to access andauthoritative.

Actions:

Build content that documents life in Melbourne’s north through participation in the Wikinorthia project.

Develop and promote online collections.

Engage with borrowers, promote programs and services, and encourage

participation using social networking technologies.

Ensure the Network meets the needs of the library service.

Implement SirsiDynix’s Enterprise Portal Solution, Rooms and the digital media archive module, Hyperion.



4. Skilled and confident librarystaff

In order to realise our exciting andpositive vision for the future of ourlibraries we need to recruit, retain anddevelop a diverse, appropriately skilledworkforce.

Library staff need to be familiar andcomfortable with the new ways ofengaging and helping users findinformation, gather knowledge andcreate content.

We need to invest in skillsdevelopment to enable staff to deliveron our agenda, and staff need to theopportunity to acquire skills that willenable them to further their career in asector that is constantly changing.

In 4 years time:

• There is a culture of learning andstaff are skilled and confident intheir roles.

• There is a safe and healthyworkplace.

• There is an organisational cultureof innovation and flexibility.

• Systems, processes and policiesthat facilitate effective managementof all staff are in place.

Actions:

Ensure that staff development programs are relevant, interesting and encourage staff to learn new things.

Promote a safe and healthy workplace.

Promote an environment of innovative thinking, adaptability, flexibility and risk taking.

Implement systems, processes and policies that facilitate the effective management of all staff.



5. Seamless integratedtechnology

We value a culture of innovation andpride ourselves on providing resources,programs, services and up to datetechnology that are continuallyevolving to meet the needs of ourcommunity.

We strive for continuous improvement.We continually look for new ways ofdoing things and streamlining ourprocesses. We value personalisedservices both in branches on online.We ensure that we are getting value formoney.

In 4 years time:

• YPRL is considered a best practicepublic library.

• Technology is fully integrated andthe network provides seamless,reliable and fast service.

• There is a culture of continuousimprovement.

• RFID is fully utilised and isproviding significant benefit.

Actions:

Redevelop the website and intranet.

Monitor and evaluate network performance to ensure it is providing the necessary bandwidth.

Ensure RFID is being exploited to

provide maximum benefit including the introduction of automated returns.

Identify and prioritise key areas for review.

Identify process and system changes required to improve reliability and performance and implement.



6. Sustainable and responsiblefinance and governance

The Library Service is governed by aBoard comprising 2 councillors fromeach of the 3 municipalities. The AuditCommittee is a sub committee of theBoard and advises it on financial and

risk management issues.Sustainability ratios measuringunderlying result; liquidity;indebtedness; and investment gap areregularly monitored.

The library is proactive in ensuring thatall legislative requirements are met andthat all processes and proceduresmeet best practice through regularinternal audits.

In 4 years time:

• The organisation is sustainable andappropriately funded, includingrealistic asset replacement.

• Strategic and operational plans arerobust, meaningful and futureoriented.

• Income from other sources ismaximised.

• All relevant legislation and policiesare complied with, to Best Practicestandards.

Actions:

Ensure sustainable asset replacement including collections.

Meet budget targets.

Continually monitor spending to ensure best value is obtained from funding.

Monitor the Risk Management Plan so that it is a living document that accurately reflects the risks to the organisation and manage those risks.

Continue with the Internal Audit process, addressing areas of highest risk to the library service.

Use relevant benchmarking and best practice tools to improve performance.

YPRL Strategic Library Plan 2008-2012

Documents

Transcript of YPRL Strategic Library Plan 2008-2012