Library Plan 2013 2017 - wml.vic.gov.au€¦ · Library Plan. The Library Plan 2013 - 2017 informs...

Library Plan 2013 – 2017 Year 4 Action Plan 2016/17

WMRLC Annual Action Plan 2016-17

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WMRLC LIBRARY PLAN 2013 – 2017: YEAR 4

ANNUAL ACTION PLAN 2016 – 2017 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 be 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 for Year 4: 2016 – 2017.

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 2016/17 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 15/16

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 15/16

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

Online Library Use and access to ICT

Annual visits to website

Visits increased: Benchmark of 1,307,049 (14/15)

Loans of eResources including:

Magazines

Loans maintained or increased


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Indicator

Measure Target (Objective)

Books

Music

Audio books

Number of fixed PC sessions

Sessions maintained: Benchmark 279,470 (14/15)

Number of wireless sessions Sessions increased: Benchmark 428,977 (14/15)

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 692 (14/15) 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 2016 – 2017

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 will be subject to the financial limitations and parameters of the 2016/2017 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

Ongoing General KPI’s

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



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


Ongoing Review completed

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

Collections & Information Services, CALD

June 2017 Number of participants

1.1.5 Benchmark the collections and services in line with the Victorian Reading and Literacy for All Strategic Framework 2015-18.

All departments June 2017 Recommendations made

1.1.6 Implement recommendations of the Technical Services Supplier Performance Review.


June 2017 Implementation

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 Introduce a Pilot Youth Coding Club and investigate

opportunities to use volunteers and tertiary students to

support the program.

New Technologies; Youth Services, ICT

June 2017 Coding Club implemented, volunteers recruited.

1.2.3 Identify and introduce new library digital literacy

programs to ensure alignment with current community

needs.

New Technologies, Collections & Information Services

December 2016

New programs identified and introduced.

1.2.4 Explore opportunities to expand digital literacy classes to

internal staff and other organisations.

New Technologies Librarian, Collections & Information Services

December 2016

Opportunities identified

1.2.5 Investigate portable charging options for patrons’

electronic devices.

New Technologies, ICT, Branch Services

June 2017 Recommendations made

1.2.6 Investigate the use of electronic gaming to encourage

early literacy.

Youth Services, New Technologies, ICT


1.2.7 With the introduction of the Spydus 10 upgrade,

investigate mobile Spydus options.


June 2017 Investigation complete

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.

CEO, Corporate Services, Branch Services


1.3.2 Participate on the Manningham Council’s Bulleen Community Hub feasibility project control group.

CEO Ongoing Participation in meetings

1.3.3 Implement Furniture and Fittings Strategy 2014-2024 in line with the 2016-17 Purchasing Strategy.

Branch Services Ongoing Implementation

1.3.4 In collaboration with the City of Whitehorse, contribute to the concept design for the redevelopment of Blackburn Library.

CEO, Branch Services, Corporate Services

Ongoing Milestones achieved


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



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

Collections & Information Services, ICT


1.4.2 Ensure policies and practices support user-friendly access to services.

All departments Ongoing Customer feedback

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

ICT Ongoing System availability of 99%

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

Outreach, New Technologies, ICT

Ongoing Recommendations made

1.4.5 Deliver programs to support the National Year of Digital Inclusion, including Victorian Tech Savvy Seniors for CALD seniors.


December 2016

Programs delivered

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



1.5.1 Apply the outcome methodology to participation at Festivals to maximise positive library outcomes.

Marketing & Communications, Collections & Information Services, Branch Services, Youth Services, Partnerships & Programs

Ongoing Applied to each Festival attendance

1.5.2 Implement key actions from the Marketing Plan to extend and enhance the Corporation’s profile in hard to reach sectors of the community.

Marketing & Communications, Outreach, Partnerships & Programs


1.5.3 Investigate Bring Your Own Device loan capabilities New Technologies, Collections &



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Information Services, Branch Services, ICT

1.5.4 Implement and review the success of adult storytelling sessions at a range of pilot sites.

Outreach, Partnerships & Programs

June 2017 Review and evaluate demonstrated community benefit

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 KPI’s

2.1.2 Roll out the new ICT Help Desk System and review associated processes and procedures.

ICT June 2017 Implementation complete

2.1.3 Review customer complaint policies and processes in line with the Customer Service Charter.

Branch Services, Corporate Services

June 2017 Review complete

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 2017 Number of staff development hours

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

Corporate Services Collections & Information Services


2.2.3 Implement the People and Skills Strategy. Corporate Services, Branch Services

Ongoing Actions implemented


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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 Introduce alternative data collection methods that highlight qualitative measures.

Collections & Information Services, Corporate Services

June 2017 New measures implemented

Key strategy 2.4: Identify and respond to service gaps.

Action No. Action Department Completion


2.4.1 Build and extend Adult Literacy and Reader Development Programs.

Marketing & Communications, Collections & Information Services

June 2017 Opportunities created

2.4.2 Investigate survey options to acquire information relating to community expectations and satisfaction.

Branch Services, Corporate Services, Collections & Information Services

December 2016

Recommendations made

2.4.3 Investigate methods for collating, recording, analysing and storing customer feedback.



2.4.4 Use customer service feedback data to identify service gaps.




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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 Develop a strategy for end of life RFID equipment. Collections and Information Services, ICT

Ongoing Strategy developed

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

All departments June 2017 Policies and procedures reviewed

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

ICT June 2016 Strategy implemented

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 Complete the roll out of visual re-branding. Corporate Services, Marketing & Communications

June 2017 All visual collateral changed

3.1.3 Implement the membership recruitment and retention

strategy.

Marketing & Communications



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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 Implement the CALD services strategy.

Collections & Information Services, CALD, Branch Services


3.2.3 Implement Phase 2 of the Community Mapping process. Outreach June 2017 General KPI’s

3.2.4 Investigate methods to streamline joining procedures for groups who may be off-site.

Collections and Information Services, Marketing and Communications

June 2017 General KPI’s

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

June 2017 General KPIs

3.3.2 Implement the Outcome Measurement Framework to identify and evaluate appropriate program delivery.

Branch Services, Partnerships & Programs, Collections and Information Services, Youth Services

Ongoing General KPIs

3.3.3 Implement the program of activities for 2016 to celebrate the 20 Year Anniversary of the Library Corporation.

Marketing and Community

Ongoing Activity attendance


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Development, Branch Services

3.3.6 Expand the Lego Club throughout the library service. Youth Services, Branch Services

June 2017 Attendance participation

3.3.7 Investigate the feasibility of introducing an iTots Program.

Youth Services, Branch Services, Collections and information services

June 2017 Business case developed

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 Continue to investigate sponsorship opportunities in line with the Corporation’s Sponsorship Framework.

Corporate Services, Marketing & Communications, CEO

December 2017

Number of partnerships initiated

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

Branch Services, Collections & Information Services

June 2017 Grant applications submitted

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

Branch Services, Marketing & Communications, Collections & Information Services, New Technologies

Ongoing Programs initiated

4.1.4 Develop a Library Services and Resources Asset Map to assist in partnership negotiations.

Outreach June 2017 Asset Map complete

4.1.5 Continue to implement training programs to assist staff with skills to broker community partnerships.

Outreach, Corporate Services

June 2017 Number of staff development hours


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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, Partnerships & Programs

Ongoing Number of partnerships/collaborations

4.2.2 Participate in the Bulleen Live Well project by identifying and delivering community engagement initiatives in collaboration with other community organisations.

Branch Services, Collections & Information Services, Outreach

Ongoing Participation

4.2.3 Review volunteer recruitment and retention processes and develop a Volunteer Framework.

Corporate Services, Branch Services, Outreach

June 2017 Framework complete

4.2.4 Continue to expand opportunities to grow relationships with tertiary institutions and new work placement programs, including internships and ICT.

Corporate Services, Collections & Information Services, Branch Services

June 2017 Participation

4.2.5 Develop a Partnership Framework to evaluate and establish potential opportunities.

Collections & Information Services, Partnerships & Programs

December 2016

Framework developed

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



4.3.1 Identify further strategic procurement opportunities CEO, Finance Ongoing 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 financial 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.

CEO

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.

All departments Ongoing General KPIs

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 Ongoing Number of placements


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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 Ongoing Meetings attended

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.

All departments Ongoing General KPIs

5.3.2 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.

CEO, Finance

June 2017 Compliance achieved

5.4.2 Meet budget targets. CEO, Finance

June 2017 Targets met

5.4.3 Continue with the internal audit process and implement recommendations.

CEO, Finance

June 2017 Actions implemented

5.4.4 Identify potential sponsorship and alternative funding opportunities.

CEO, Finance, Corporate Services, Marketing & Communications

Ongoing Sources identified.

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

June 2017 Implementation

5.4.6 Maintain the Asset Register.

ICT, Finance Ongoing Implementation

5.4.7 Implement the asset renewal strategy.

ICT, Finance, Collections & Information Services

Ongoing Implementation

5.4.8 Implement the new Business Continuity Plan. CEO, Corporate

Services

Ongoing Plan implemented


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5.4.9 Implement the records management project as per the review.

Finance, Corporate Services, ICT

June 2017 Implementation achieved

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

All Departments Ongoing Policies reviewed.

5.4.11 Investigate further efficiencies and benefits of the EmpLive system.


June 2017 Options identified and implemented

5.4.12 Review, streamline and standardise OHS procedures and documentation in line with the records management project.

Corporate Services June 2017 Review complete

5.4.13 Review options for electronic HR systems, in-line with the introduction of the electronic rostering and timesheet system.

Corporate Services, Finance

June 2017 Review complete

5.4.13 Develop the new four year Library Plan. CEO, Corporate Services

February 2017

Plan complete

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 Implement Sustainability Action Plan Corporate Services June 2017 Implementation achieved

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

Corporate Services, Branch Services

Ongoing General KPIs

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

Finance Ongoing Review completed

Library Plan 2013 2017 - wml.vic.gov.au€¦ · Library Plan. The Library Plan 2013 - 2017 informs...

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