“Mackay Regional Council Libraries: Seek Discover Grow”...Mackay Regional Council Libraries 2013 – 2017 Strategic Plan 5 Key Strategy Action Key Tasks Responsibility Timeframe

2013 – 2017 Strategic Plan

“Mackay Regional Council Libraries: Seek Discover Grow”

Mackay Regional Council Libraries 2013 – 2017 Strategic Plan

1. Strategic Plan 1.1 Our Vision

Mackay Regional Council Libraries: Seek Discover Grow

1.2 Our Mission Our purpose is to create vibrant engaged communities

1.3 Our Outcomes

Our Community Our People Our Systems and Innovation

Our Governance

Vibrant engaged communities

A culture of learning and customer focus

Accessible, sustainable and consistent systems

Accountable, transparent, sustainable financial management and governance

1.4 Key Strategies

Outcome Key Strategies

Vibrant engaged communities

Identify community needs and trends

Create and maintain flexible, welcoming and accessible spaces - physical and online

Investigate, plan, implement and evaluate quality programs and services to build engaged and learning communities

Demonstrate value and return on investment through effective internal and external marketing

Identify, develop and nurture quality partnerships

Collect, share and celebrate our community’s story

A culture of learning and customer focus

Foster a culture of learning and development of our people – staff and volunteers

Ensure effective service-wide focus and supportive team environment

Recruit, retain and develop our people and manage performance effectively

Accessible, sustainable and consistent systems

Explore, implement, maintain and evaluate emerging and existing technologies

Foster a culture of continuous improvement and innovation

Accountable, transparent, sustainable financial management and governance

Ensure effective and accountable financial management

Actively comply with relevant policy, legislation and reporting requirements

Ensure effective asset management for buildings and plant and whole of life management of collections

Plan effectively at a strategic and operational level

Mackay Regional Council Libraries 2013 – 2017 Strategic Plan 2

2. Operational Plan Outcome 1: Vibrant engaged communities Supports Corporate Plan Objective 1: To build safe, strong and self-reliant communities with access to a diverse range of community services and facilities aimed at providing opportunities for participation in community life.

In particular supports the following Corporate Plan strategies: 1.1; 1.2; 1.4; 1.5; 1.7; 1.8; 1.11; 1.12; 1.13; 1.17; and 7.2; 7.14; 2.9

Key Strategy Action Key Tasks Responsibility Timeframe Budget Key stakeholders

1. Identify community needs and trends

1.1 Plan, develop, implement and analyse Community survey/s and feedback

Ensure community engagement guidelines and policies are adhered to MCL 2014

Review annually

Operational

Community Engagement Working Group

Community

Identify information needed ECs/ LIBRARIANS

Identify and develop survey mechanisms, e.g. online, interview, exit surveys etc.

ECs/ LIBRARIANS

Create and implement surveys ECs/ LIBRARIANS

Collate and report information / feedback obtained ECs/ LIBRARIANS

1.2 Plan, develop, initiate and evaluate focus groups and interviews

Identify what we need to know ( e.g. areas of library operations/programs or feedback from specific target groups)

ECs 2014

Review annually

Operational

Community Engagement Working Group

Community

Identify consultation mechanisms relevant to identified groups MCL/ECs

Develop structure for focus groups and interviews MCL/ECs

Conduct consultation/s MCL/ECs



Collate, analyse, evaluate and report feedback ECs

1.3 Identify and collate relevant statistics and population data

Liaise with Council’s planning section to identify library catchments population and projections

MCL 2014

Review annually

Operational

Planning

Economic Development

Community Development

Identify and analyse other relevant statistics available (e.g. economic development, business, tourism, community development statistics)

MCL

Analyse and report on relevant library statistics and information (e.g. usage, membership, trend data etc)

MCL

1.4 Research and investigate emerging social and community trends

Identify and access sources MCL 2014

Review annually

Operational

Planning

Economic Development


SLQ of Qld

Liaise with other Council departments to access relevant information and identify trends impacting on planning

MCL

Analyse demographics and statistics to identify community and social trends

MCL

1.5 Collate and analyse research and data to develop community needs analysis to inform the planning process

Collate and analyse data and research collected

MCL 2014

Review annually

Operational

SLQ of Qld

Prepare Needs Analysis based on research and analysis to inform service delivery and program planning

MCL



2. Create and maintain flexible, welcoming and accessible spaces - physical and online

2.2 Plan and deliver a new library in the Northern Beaches

Conduct community and staff engagement to identify needs (location, size, services and facilities)

MCL /EC-OPS 2013

2014

Operational

and Capital

Strategic Planning

Property Services

Community


Customer Service

External providers of services (architects etc)

Develop functional needs analysis to inform brief MCL /EC-OPS 2013

2014

Participate in the development of Project Plan for delivery of new Library in consultation with key stakeholders (procurement, design, construction, tenders, contracts)

DCS

MCL

EC-OPs

2014

Staff new library according to workforce plan MCL

EC-OPs

2015

Identify budget for stocking of new Library facility MCL

EC-SC

EC-OPs

2014

Plan collection development and stocking strategy for new Library collection

EC-SC

2014

2015

Celebrate and promote new Library MCL 2015

2.3 Review Mobile Library service delivery and investigate the relevance of provision of outreach services

Evaluate existing services

EC-OPs 2014

Operational

Mobile and Branch staff

Community

Identify needs of client group/s EC-OPs 2014



Identify the service gaps and opportunities

EC-OPs 2014

Develop plan EC-OPs 2014

Implement the services EC-OPs 2014

2015

Evaluate and report on services EC-OPs 2016

2.4 Investigate additional Mobile Library

Identify need for additional mobile library through analysis of library statistics, demographics and consultation

EC-OPs 2014 Operational

and Capital

Sponsorship as available

Fleet

Procurement

Finance Develop specifications for new vehicle based on needs analysis EC-OPs

ML Coord

2014

Identify costs and benefits of additional mobile library EC-OPs

Investigate opportunities for sponsorship for additional mobile library

EC-OPs 2013

Develop a proposal for management consideration EC-OPs 2014

Develop and implement Project Plan for provision of additional Mobile Library if approved (tender, procurement, contracts)

EC-OPs 2014



2.5 Plan refurbish and review operations of all branch Libraries

2.6 Ensure spaces are relevant, comfortable, welcoming, safe and well presented and maintained

Identify needs within each individual library EC-OPs 2013 Capital ?

and

Operational

Property Services

External providers and suppliers as required

Community

Relevant Library staff

Liaise with property services concerning proposal, design and budget

EC-OPs 2013

Refurbish Sarina EC-OPs 2013

Refurbish Mirani EC-OPs 2014

Refurbish Walkerston EC-OPs 2015

Celebrate and promote refurbishments EC-Ops

Branch Coords

As per completion date

Evaluate success of refurbishment and outcomes EC-OPs As per completion date

Review and optimize Mackay City Library layout and furnishings EC-Ops

MCL Branch Coordinator

2014 Operational Floor staff

Community

Review and optimize Gordon White Library layout and furnishings EC-Ops

GWL Branch Coordinator

2014 Operational Floor staff

Community

Develop and implement a vibrant and professional display and exhibition program in partnership with identified stakeholders

EC-PROGs Review annually

Operational Internal and external Partners

Ensure all libraries, spaces and ECs Review quarterly



collections are well presented and arranged

Branch Coords

Ensure user-friendly and attractive signage and way-finding in all libraries

EC-Ops

Branch Coords

Review quarterly

Evaluate existing spaces to ensure relevance to community needs/uses EC-PROGs

EC-OPs

2014

Review annually

Operational FOH staff

Property Services

Corporate Communications

External suppliers as required

External service providers as required

Encourage and promote positive community participation by ensuring equitable access, education and support

EC-PROGs

ISL/DLL/CSL/YAL/

YPSL/HCC

2014

Review annually

Identify, implement, monitor and review appropriate independent social media tools in the digital environment

EC-PROGs

ISL/ DLL /CSL/YAL/

YPSL/HCC

2013

Review annually

Identify, develop, implement, monitor and review opportunities for collaborative and creative community spaces within our libraries

EC-PROGs

CSL/ DLL

2014

Review annually

Investigate, develop, maintain and promote local Indigenous art and culture to enhance physical library and digital environment spaces

EC-PROGs

EC-OPS

CSL

2017



Identify areas of need or change and liaise with Property or external suppliers as required

EC-OPs

Branch Coords

Review quarterly

Liaise with internal and external service providers to ensure timely maintenance of properties and surrounds to identified standards

EC-OPs

As required

Review annually

Operational Property

Plant & Procurement

External providers

Foster staff and community pride and ownership of our spaces

MCL

EC-OPs

Ongoing

Operational Staff

Community

Develop a 10 year furniture replacement and maintenance program

EC-OPs

2013 Operational

Property Services

External suppliers

Plant & Procurement

Implement moveable shelving at all branches

EC-OPs

2014

2015

2016

2017

External suppliers

Plant & Procurement

2.7 Evaluate Book Shop Look and implement as required

Evaluate pilot program for Book Shop Look at Sarina, through public and staff feedback

EC-SC 2013 Operational Staff

Community Plan roll-out of Book Shop Look in all other appropriate libraries, as per evaluation

EC-SC 2014

Implement roll-out of Book Shop EC-SC 2015



Look

Review and report on outcomes of implementation of Book Shop Look EC-SC 2016

2.8 Ensure facilities and spaces are accessible

Review opening hours for all service points in accordance with community needs and resources available

EC-OPs

2014 Operational Community

Adjust and monitor opening hours in accordance with review

EC-OPs

2015 Community


Consult with Equity and Access Advisory Committee to ensure access requirements have been met

EC-OPs

2014 Access and Equity Committee

Property

Ensure access guidelines are adhered to in any new development or refurbishment

EC-OPs

As required

Review annually

Operational Access and Equity Committee

2.9 Facilitate and foster collaborative online spaces

Research and identify potential community needs for collaborative online spaces

EC-PROGs

DLL / ISL

2014 Operational SLQ of Qld

IT

Benchmark libraries Train and familiarise staff with online

system applications and potential value for customer

EC-PROGs

ISL

2015

Implement and promote collaborative online spaces EC-PROGs

DLL / ISL

2015

Monitor, review and report on use and outcomes of collaborative online spaces

EC-PROGs

DLL / ISL

2016

Review annually



3. Investigate, plan, implement and evaluate programs and services to build engaged and learning communities

Investigate, plan, implement and evaluate programs and services to build engaged and

3.1 Ensure programs and services contribute to strategic outcomes and are aligned with service delivery across Council

Use community analysis and research to identify service and program gaps and develop new programs and services in response to the changing needs of the community

EC-PROGs

2014

Review annually

Operational

Best Practice

Libraries


Media

Investigate relevant best practice in other libraries and implement opportunities for continuous service improvement

EC-PROGs

2014

Review annually

Liaise with relevant Council officers and external bodies providing congruent programs, events and activities and develop relationship for stronger integrated planning and service delivery

EC-PROGs

2014

Review annually

Identify strategic outcomes of programs and services

EC-PROGs

2014

Review annually

Investigate, develop, monitor, and review programs and activities to encourage lifelong learning including access to the digital environment and opportunities for social and cultural expression

EC-PROGs

CSL/DLL /YAL/YPSL/ISL

2014

Review annually

Investigate, develop, monitor and review plan to target Council employees to improve workplace literacy

EC-PROGs

DLL

2014

Review annually



learning communities

(cont’d)


Implement innovative outreach services to communities across the Mackay Region and in partnership with community and/or Council organizations

EC-PROGs

DLL /CSL

2013

Review annually

Develop and monitor effective evaluation mechanisms for programs, events and engagement activities

EC-PROGs

2013

Review annually

3.2 Plan, implement and evaluate programs and services for children and families

Develop, maintain and promote relevant, outcomes based programs for children and families.

EC-PROGs

YPSL

2013

Review annually

Operational Childrens’ Service Providers

SLQ

The Corner

Literacy agencies (eg Smith Family)

Develop, maintain and promote calendar of special events and programs for children and families.

EC-PROGs

YPSL

2013

Review annually

Analyse qualitative and quantitative program attendance data to establish benchmarks and foster a culture of continuous improvement and responsiveness to customer needs

EC-PROGs

YPSL

2013

Review annually

Strengthen partnerships with relevant Council departments, external agencies and the community in promoting early literacy and the library through programs, events, and information sharing

EC-PROGs

YPSL

2013

Review annually

Actively promote library services, EC-PROGs 2013




(cont’d)

Investigate, plan, implement and evaluate programs and services to build engaged and learning

programs and collections for young people to the wider community through personal contact, presence at community events, media and social media and the digital environment

YPSL Review annually

Deliver a program to support literacy skills through reading for children and parents/carers within library spaces and through outreach services

EC-PROGs

YPSL/ DLL

2013

Review annually

3.3 Plan, implement and evaluate programs and services for young adults (12 – 25)

Develop, maintain and promote outcomes based program and service plan for young adults

(12 – 25 years)

EC-PROGs

YAL

2013

Review annually

Operational Community Development

Youth Service Providers

SLQ


Develop and implement partnership programs and collaborate with Youth Service Groups and educational institutions

EC-PROGs

YAL

2013

Review annually

Develop, maintain and promote calendar of special events and programs for Young Adults

EC-PROGs

YAL

2013

Review annually

Analyse qualitative and quantitative program attendance data to establish benchmarks and foster a culture of continuous improvement and responsiveness to customer needs

EC-PROGs

YAL

2013

Review annually

Strengthen partnerships with relevant Council departments, external agencies and the community

EC-PROGs 2013



communities

(cont’d)


in promoting literacy and the library through programs, events, and information sharing

YAL Review annually

Actively promote library services, programs and collections for Young Adults to the wider community through personal contact, presence at community events, media and social media and the digital environment

EC-PROGs

YAL

2013

Review annually

3.4 Plan, implement and evaluate digital literacy programs

Develop, implement, promote, monitor and review outcomes based plan for digital literacy programs, based on community needs analysis

EC-PROGs

DLL

2013

Review annually

Operational Benchmark libraries

SLQ Foster strategic partnerships which allow the community to experiment and learn with new technologies

EC-PROGs

HCC/ DLL

2014

Review annually

3.5 Plan, implement and evaluate lifelong, lifestyle learning programs and other value-added services

Engage with the community to ensure library services are meeting needs and supporting lifelong learning

EC-PROGs

DLL

2014 Operational Learning providers

Benchmark libraries

Encourage and support existing book clubs and writing groups in the community through professional reader's advisory services

EC-PROGs

DLL

2014

Review annually

Plan lifelong, lifestyle learning programs and other value-added services

EC-PROGs

DLL

2013

Review annually




(cont’d)

Evaluate and report on outcomes of lifelong, lifestyle learning programs and other value-added services

EC-PROGs

DLL

2013

Review annually

3.6 Plan, implement and evaluate programs and services for seniors, people with a disability and Culturally and Linguistically Diverse (CALD) community

Develop outcomes based plan for seniors, people with a disability and CALD community

EC-PROGs

CSL

2013

Review annually


Seniors, people with a disability and CALD Service Providers

SLQ

Implement Plan for seniors, people with a disability and CALD community

EC-PROGs

CSL

2013

Review annually

Monitor and Review and report on plan for seniors, people with a disability and CALD community

EC-PROGs

CSL

2013

Review annually

Provide support for people with a disability to enable improved interaction with the digital environment

EC-PROGs

CSL

2014

Review annually

Investigate, implement, monitor and review assistive technology equipment and services for people with a disability

EC-PROGs

CSL

2013

Review annually

Increase access to library services and resources for people unable to access traditional library services due to isolation, age or disability

EC-PROGs

CSL

2013

Review annually

Support residents from CALD backgrounds by delivering family literacy programs in house and via outreach

EC-PROGs

CSL/ DLL

2013

Review annually

Ensure access to community languages collections in partnership with SLQ and suppliers

EC-PROGs

CSL

2013

Review annually



Partner with relevant council staff and the community in promoting and celebrating cultural diversity through events activities and information

EC-PROGs

CSL

2013

Review annually

3.7 Plan, implement and evaluate programs and services for Indigenous groups

Develop outcomes based plan for Indigenous groups

EC-PROGs

CSL / CSA

2013

Review annually


Indigenous Service Providers

SLQ Develop, implement, monitor and report on outcomes based plan for Indigenous and ASSI groups to capture and record their stories

EC-PROGs

CSL/HCC/ DLL

2015

Review annually

Implement Plan for Indigenous groups

EC-PROGs

CSL / CSA

2013

Review annually

Monitor and Review and report on plan for Indigenous groups

EC-PROGs

CSL / CSA

2013

Review annually

3.8 Plan, implement and evaluate programs and services centred around Heritage Collection resources

Investigate, plan, implement and evaluate programs to encourage community participation in the development of the Heritage Collection and documentation of regional heritage

EC-PROGs/EC- SCS

HCC

2013

Review annually

Operational Heritage and history groups

SLQ

Investigate, plan and implement (Heritage) themed workshops and user education programs to encourage community participation, learning, skill building and knowledge

EC-PROGs

HCC

2014

Review annually

Engage in collaborative partnerships to showcase and share regional heritage

EC-PROGs

HCC

2013

Review annually



Investigate, schedule and deliver programs and services based on current Cultural Heritage trends, methodologies and technologies

EC-PROGs

HCC

2013

Review annually

3.9 Plan, implement and evaluate Corporate Library service

Identify needs of Corporate Library clients

EC-SC

ISL

2014 Operational

Internal clients

Identify most effective delivery mechanisms to meet the needs of Corporate Library clients

EC-SC

ISL

2014

Develop a Corporate Library Service Plan

EC-SC

ISL

2014

Seek Council support for Corporate Library Service Plan

EC-SC

ISL

2014

Implement Corporate Library Service Plan

EC-SC

ISL

2015

Monitor and Review and report on Corporate Library Service Plan

EC-SC

ISL

Review quarterly

3.10 Plan and implement effective reference, information and reader services program

Evaluate and investigate ways for staff to improve their knowledge to support readers advisory program and information services

EC-OPs

ISL

2014

Review annually

Operational

Community

Implement staff training ISL 2014

Review annually



Raise customer awareness of current available resources, e.g. displays, posters, brochures, staff knowledge and online resources

EC-OPs

ISL

2014

Review annually

Review statistics on resources used and implement improvements EC-OPs

ISL

2014

Review annually

3.11 Ensure consistency and quality of front line customer and information service

Identify inconsistencies and gaps in quality and ways to address these (e.g. staffing, communication, staff training, knowledge of policies and procedures, staff experience of different libraries)

EC-OPs 2014

Operational Learning & Development/ HR

Community

Identify opportunities for improvement from customer feedback and staff suggestions

EC-OPs

2014

Review quarterly

Ensure formal staff training for casual staff is included in the Learning Plan EC-OPs

ISL

2013

Review annually

Develop a service-wide working group to ensure consistency and quality of front line customer and information service

EC-OPs

2013

Monitor and review service quality and consistency (e.g. Mystery shopper)

EC-OPs Review quarterly Operational



4. Demonstrate value and return on investment through effective internal and external marketing

4.1 Develop an integrated marketing plan and implementation strategy

Identify resources and mechanisms to develop marketing plan

EC-PROGs 2013


External media agencies

Library staff

Develop and implement marketing plan

EC-PROGs

MCL

2013

Monitor and review marketing plan EC-PROGs 2013

Review annually

Develop strategies to effectively market and communicate library services across the region in partnership with local networks and wider public library networks

EC-PROGs

MCL

2013

Review annually

4.2 Advocate library value to community and local and state funding bodies

Identify how we add value and promote key messages to community MCL 2014 Operational SLQ

ALIA

Council

QPLA

LGAQ

Identify specific stakeholders and most effective mediums for advocacy (e.g. Council, decision makers, SLQ, State / Federal Government)

MCL 2014

Review annually

Implement advocacy strategies MCL 2014

Review annually

Operational

Review outcomes of advocacy MCL 2015

Review annually



Combine projects with other Council Departments (e.g. YPS and Community Development Officer and Council Open Days)

MCL 2013

Review annually

5. Collect, share and celebrate our community’s story

Collect, share and celebrate our community’s story (cont’d)

5.1 Collect, describe and maintain regional heritage

Identify gaps in the library's heritage collection

HC 2013

Review annually

Operational Community

Seek to fill gaps through active collection of regional heritage

HC 2013

Review annually

Ensure items in the heritage collection are described effectively to facilitate access and availability

EC-SC

HC

2013

Review annually

Investigate, implement and evaluate oral history / digital stories project

EC-SC

HC

2013

Review annually

5.2 Preserve, interpret and maintain regional heritage

Preserve, conserve and maintain items in accordance with established heritage guidelines

HC 2013

Review annually

Operational John Oxley Library

Investigate, implement and evaluate further opportunities for digitisation

EC-SC

HC

2013

Review annually

5.3 Showcase and share regional heritage

Identify opportunities to showcase regional heritage

HC 2013

Review annually

Partners as identified

Corporate



Communications Heritage and history groups

Identify alternate methods of showcasing regional heritage (e.g. online)

EC-SC

HC

2013

Review annually


Heritage and history groups


Outcome 2: A culture of learning and customer focus Supports Corporate Plan Objective 7: To pursue excellence as an organization which embraces exceptional customer service, values its staff and promotes ethical standards of practice supported by clear policies and strategies responsive to the needs of the community.

In particular supports the following Corporate Plan strategies: 7.1; 7.3; 7.4; 7.5; 7.8; 7.9;

Key Strategy Actions Key Tasks Responsibility Timeframe Budget Key

stakeholders

6. Foster a culture of learning and development of our people – staff and volunteers

6.1 Ensure relevant competencies and skills

Update and revise skills audit and evaluate usefulness of current skills audit

MCL 2014

2016

Operational Learning & Development

SLQ

ALIA

Identify competencies required into the future to meet strategic outcomes

MCL 2014

2016

Identify gaps in competencies and learning and core / specialised competencies required (learning needs analysis)

MCL 2014

2017

6.2 Develop, implement and evaluate a Learning Plan

Develop a learning plan based on learning needs analysis

MCL 2014

Operational Learning & Development

SLQ

Training providers

Implement and monitor learning plan MCL 2014

Review annually

6.3 Identify and provide appropriate learning and knowledge sharing opportunities (informal & external)

Identify and provide equitable opportunities (e.g. conferences, forums, webinars)

MCL Review annually

Operational

SLQ

ALIA

QPLA Identify and deliver appropriate sharing methods (e.g.

MCL Review



stakeholders

Foster a culture of learning and development of our people – staff and volunteers

(cont’d)

email, staff meetings, webinars, videos) annually

6.4 Develop and analyse flexible, digital training delivery methods for staff and volunteers

Identify and evaluate delivery methods available and relevance to identified target groups

MCL

EC-SC

2014 Operational

Grant funding?

Learning & Development

IT

SLQ

Implement flexible delivery mechanisms to meet needs of target groups

MCL

EC-SC

2014

Review annually

Evaluate outcomes of use of alternate delivery mechanisms

MCL

EC-SC

Review annually

6.5 Support and encourage staff in further education and learning.

Ensure that staff are provided with equal opportunity to participate in relevant professional development

MCL Review annually

Operational

Learning & Development / HR

Encourage staff to identify suitable external training opportunities

MCL

Ensure staff are aware of self-education scheme through MRC Human Resources

MCL

7. Ensure effective service-wide focus and supportive team environment

7.1 Foster a culture of excellent customer service

Identify and promote core elements of excellent customer service with all staff and volunteers

EC-OPs 2013

Review annually

Operational

Monitor performance and identify opportunities to improve customer service

EC-OPs Review annually



stakeholders

Ensure effective service-wide focus and supportive team environment (cont’d)

Ensure customer service training included in the Learning Plan

EC-OPs Review annually

7.2 Ensure staff are focused on common goals across the service

Conduct regular review of strategic, operational and work plans and align to Library strategic outcomes

MCL Review annually

Operational

Maximise opportunities for increased staff awareness / exposure to other areas of operation (e.g. Investigate rostering staff at different branches)

EC-OPs 2014

Review annually

7.3 Review current staff communication strategies and investigate new/alternative strategies

Promote a culture that encourages staff feedback MCL Review

annually Operational

Library staff

FOML

Review effectiveness of existing communication methods in consultation with all staff and volunteers

MCL 2014

Operational

Identify and implement opportunities for improved communication

MCL 2014

Operational

Monitor and review effectiveness of staff communication and outcomes of improvements implemented

MCL Review annually

Operational

7.4 Provide a structure that enables strategy

Implement 2013 structure MCL 2013 Operational HR

Monitor and review structure MCL 2015

2017

Adjust structure as required to enable strategy and MCL Review Operational



stakeholders

Ensure effective service-wide focus and supportive team environment (cont’d)

maximize organizational effectiveness annually

7.5 Ensure clarity of roles and authorities

Update position descriptions MCL 2013

Review annually

l

Operational

HR

Ensure all staff are aware of their work role

MCL

Ensure clarity of levels of authority MCL

7.6 Facilitate effective change management

Identify key changes and impact on staff MCL 2013

Review annually

Operational

HR

Consult with staff about implementation of changes and develop mechanism to ensure transparency of information through effective communication

MCL

Monitor information flow and feedback

MCL

7.7 Investigate and implement an appropriate Volunteer strategy

Develop an integrated Volunteer Strategy in accordance with Corporate Volunteer policy and relevant service areas

MCL 2015 Operational

Volunteers

FOML

HR

Implement and monitor the Volunteer Strategy MCL 2015

Review annually

Volunteers

FOML

Partner/collaborate with FOML MCL Review annually

FOML

7.8 Foster an inclusive and supportive working environment

Extend and enhance rewards and recognition programMCL / DCS 2014

Review annually

Operational

HR

Identify, implement and monitor formal and informal MCL



stakeholders

team building activities and opportunities

Celebrate milestones MCL

Refer staff to corporate resources for assistance as required (eg HR Employee Assistance Program)

MCL

Maintain effective branch and full staff meetings MCL

Develop and implement staff satisfaction surveys

MCL

8. Recruit, retain and develop our people and manage performance effectively

8.1 Develop and implement a Workforce Plan

Identify forward staffing needs (numbers, levels, mix of permanent, PPT, casual etc) taking into account impacts of new facilities and impact of technologies such as RFID

MCL

EC-OPs

2014

2017

Operational HR

Finance

Develop and implement Workforce PlanMCL 2014

2017

Monitor and adjust Workforce Plan as required MCL Review

annually Operational HR

Finance

8.2 Recruit customer focused and innovative people in accordance with competencies required of positions

Identify competencies and attributes required for people to be recruited

MCL Review as required

Operational HR

Ensure position description is an accurate reflection of position available

MCL

Recruit in accordance with Council’s HR procedures MCL

Promote Library service as a career path MCL



stakeholders

Recruit, retain and develop our people and manage performance effectively (cont’d)

8.3 Retain customer focused and innovative staff

Identify what staff and volunteers feel is important (such as flexible work arrangements )

MCL Review annually

Operational HR

Attraction & Retention Committee

Initiate relevant changes identified, where possible

MCL

8.4 Implement effective succession planning

Identify roles and staff to participate in succession planning process

MCL Review annually

Operational HR

Implement relevant training and development to address gaps

MCL

8.5 Actively promote and implement opportunities to support staff development

Identify opportunities for development in consultation with staff

MCL Review annually

Operational HR

Implement and monitor strategies as identified (such as rostering, work shadowing for casual staff, exchange opportunities)

MCL

8.6 Foster excellent performance through effective management and development of our people

Comply with Council’s Performance Management Strategy and guidelines

MCL Review annually

Operational HR

ALIA

LGAQ

Undertake formal and informal feedback sessions with staff and volunteers to enhance performance and development

MCL

Ensure identified development / training needs are incorporated in the Learning Plan MCL

Facilitate formal and informal mentoring and coaching MCL


Outcome 3: Accessible, sustainable and consistent systems Supports Corporate Plan Objective 1 and 7:

In particular supports the following Corporate Plan strategies: 1.4; 1.7; 7.6; 7.7; 7.9; 7.14

Key Strategy Action Key Tasks Responsibility Timeframe Budget Key

stakeholders

9. Explore, implement, evaluate and maintain emerging and existing technologies

9.1 Keep abreast of and respond to emerging technologies

Subscribe to relevant mailing lists, newsletters, journals and blogs

All staff Review as required

Operational

Identify and attend relevant conferences and forums

Participate in and observe online forums

Analyse relevance of identified emerging technology to our organisation

9.2 Investigate and implement technology. which improves services and outcomes for customers and staff

Investigate and implement optimal Mobile Library connectivity

EC-SC

EC-OPS

ML Coord

2013 Operational IS

AIT

Investigate and resolve Walkerston library connection problems

EC-SC

EC-OPS

WL Coord

2013 Operational IS

Implement RFID technology across all branches EC-SC

2013

2014

2015

Operational

IS

AIT

FE Technologies

Investigate and implement new technologies to collect relevant data on programs and services EC-SC

EC-OPS

ISL

2014

Review annually

Operational

Grant funding

IS



stakeholders

Explore, implement, maintain and evaluate emerging and existing technologies

(cont’d)

Explore, implement, maintain and

Investigate the use of iPads and other mobile devices being utilised in comparable library services

EC-SC

ISL

2014 Operational

Grant funding

IS

Best practice libraries

Ensure Mackay Regional Council Libraries are considered as a digital hub in the City Heart as part of the National Broadband Network (NBN)

MCL 2014 Operational

Grant funding

IT

Government

Undertake review of public computing access, including a stocktake of equipment, Wi-Fi, data and power requirements

EC-SC

ISL

2014 Operational

IS

9.3 Maintain and monitor existing Library Management System, technology and communications

Ensure effective operation and maintenance of LMS, RFID, and associated technologies

EC-SC Review annually

Operational

IS

AIT

9.4 Undertake review of Managed Service Library Management System

Identify needs/benefits and develop core specifications for implementing a Managed service for LMS

EC-SC

2014 Operational

IS

AIT

Prepare and present business case to Council

EC-SC

2014 Operational

IS


9.5 Ensure diversity of electronic and online resources

Identify electronic and online resources available

EC-SC

CSC

2014

Review annually

Operational Best practice libraries

Suppliers

IS

AIT Analyse the practicality and relevance of resources in accordance with community needs

EC-SC

CSC

Review annually



stakeholders

evaluate emerging and existing technologies

(cont’d)

Ensure technology is compatible with electronic and online resources

EC-SC

Review annually

9.6 Investigate and plan for refurbishment and implementation of RFID at Mirani, Mobile Library, Walkerston and the proposed Northern Beaches (2015)

Plan, implement, monitor and review RFID plan for Mirani, Mobile Library, Walkerston and the proposed Northern Beaches

EC-SC

EC-OPs

2013

2014

2015

Operational

Operational

Grant funds?

Branch staff

Property Services

Suppliers

Develop a Comms/IT plan for the proposed Northern Beaches Library EC-SC

EC-OPs

2014

2015

Operational IS

10. Foster a culture of continuous improvement and innovation

10.1 Strengthen existing relationship with Council’s IT department

Develop and implement a formalized communication plan with IS EC-SC 2013

Operational

IS

Library staff

Monitor and review communication plan

EC-SC 2014

Review bi-annually

10.2 Investigate the feasibility of flexible delivery of training for staff and customers such as online tutorials

Analyse needs for flexible delivery of training for staff and customers

EC-PROGs

EC-SC

DLL /ISL/CSL

2015 Operational


HR Investigate options for flexible delivery of training for staff and customers EC-PROGs

EC-SC

DLL /ISL/CSL

2015



stakeholders

Foster a culture of continuous improvement and innovation

(cont’d)

Implement a strategy for flexible delivery of training for staff and customers EC-PROGs

EC-SC

LOL/ISL/CSL

2016 Operational

Grant funding

Staff and volunteers

Community

Review and evaluate feedback from staff and customers

EC-PROGs

DLL/ISL/CSL

2017

Review annually

Staff

10.3 Evaluate and report on use of existing online and text based resources and services

Collect, collate and analyse usage data for electronic and print resources EC-SC

ISL

2013

Review monthly

Operational

IS

AIT

Implement, monitor and review collectionHQ EC-SC 2013

2014

2015

SLQ Book Grant

IS

10.4 Analyse, evaluate and streamline workflows, policies, procedures

Identify workflow policies and procedures to be reviewed

ECs 2013

Review annually

Operational

Business Improvement Group

Service Review Committee

Evaluate effectiveness of procedures and policies in streamlining workflows and processes

ECs

Implement and monitor recommended improvements ECs

10.5 Develop skill-sharing opportunities for new and emerging technologies through both formal and informal professional development

Ensure time is rostered for Research & Development MCL Review quarterly

Operational

IS

External training providers Provide time and opportunities for staff to skill-share

at regular full staff meetings MCL

Encourage staff to share skills and knowledge through ECs



stakeholders

individual or small group sessions ISL

Outcome 4: Accountable, transparent, sustainable financial management and governance Supports Corporate Plan Objective 5 and 7:

In particular supports the following Corporate Plan strategies: 1.7; 5.2; 5.6; 5.8; 7.11; 7.15; 7.17; 7.18; 7.19; 7.20; 7.21


stakeholders

11. Ensure effective and accountable financial management

11.1 Provide input into long term financial plan and prepare, manage, monitor and report on library budgets to meet MCC framework and expectations

Identify budget needs MCL Annually Operational Library staff

Prepare and submit budgets for approval MCL Annually DCS

SPLT

Finance

Ensure appropriate mechanisms in place for the effective management of Library Budgets (capital and operational)

MCL Annually

Maintain, manage and report on budgets MCL Quarterly

Annually

Ensure effective cash management EC-OPs Review annually

Provide input into long term financial plan MCL Annually

11.2 Manage, monitor and report on Book vote and Library Grants

Ensure appropriate mechanisms in place for the effective management of book vote and grant funding

EC-SC

Review annually

Operational Finance

SLQ



stakeholders

Maintain, manage and report on Book Vote and Library Grants

EC-SC Quarterly

Annually

MRC Grant Officer

Report and acquit grant funding in accordance with SLQ requirement s

EC-SC Annually or as per Grant reporting requirement

11.3 Maximise revenue

Review fees and charges MCL Annually

Identify and pursue relevant grants available MCL

ECs

Review as required

Optimise innovative revenue and alternate funding opportunities where appropriate

MCL

ECs

Review as required

Identify and pursue relevant sponsorship opportunities

MCL ECs Review as required

12. Actively comply with relevant policy, legislation and reporting requirements.

12.1 Report as required to Library staff, Council other agencies

Ensure Council reporting is timely and accurate and meets identified specifications

MCL

EC-OPs

Review as required

Operational WHS

SLQ

Finance

Ensure reporting to SLQ and other agencies timely and accurate and meets identified specifications

MCL Annually

Evaluate and report on Library Service performance to inform service planning and budget needs

MCL Quarterly

12.2 Ensure compliance Identify legislative / policy requirements and inform staff


Operational Legal



stakeholders

Actively comply with relevant policy, legislation and reporting requirements. (cont’d)

with relevant legislation and Council policy Embed requirements in Library policies or procedure manuals

MCL

ECs

Inform staff of relevant changes and developments MLS

12.3 Manage risk effectively Develop a high level of risk management awareness

LLT Review monthly

Operational Enterprise risk management

WHS Ensure staff are aware of enterprise risk management requirements and are actively complying with requirements

LLT

Identify, report and manage risk in accordance with identified MCC Enterprise risk management processes

LLT

13. Ensure effective asset management for buildings and plant and whole of life management of collections

13.1 Develop and implement effective whole of life Collection Asset Management

Review and refine procurement process

MCL

EC-SC

Annually Operational External suppliers

Local Buys

Ensure best practice selection and ordering processes

MCL

EC-SC

Review annually

Operational External suppliers

Best practice

Local Buys

Review and update Collection Development Statement and Collection Plan

EC-SC Annually Operational Best practice

Investigate and implement new collection management and reporting tools

EC-SC 2014

Review annually

Operational Best practice

External suppliers



stakeholders

Ensure effective asset management for buildings and plant and whole of life management of collections

(cont’d)

13.2 Ensure buildings, plant and facilities and equipment are maintained to identified levels

Identify maintenance specifications for plant and facilities and equipment, and relevant maintenance strategies 9internal and external)

EC-OPs 2013

Review annually

Operational Property Services

External suppliers

Partner with relevant MRC staff to ensure buildings and grounds and plant are maintained to identified specifications

EC-OPs

Liaise with relevant suppliers and contractors to maintain other assets according to identified specifications

EC-OPs

Liaise with relevant suppliers and contractors to maintain other assets according to identified specifications

EC-OPs

14. Plan effectively at a strategic and operational level

14.1 Develop, monitor and review Strategic Plan, Operational Plan, and Service Area Action Plans and Project Plans

Ensure planning accords with Council’s Corporate Plan outcomes and strategies

MCL

2014

2017

Develop Strategic PlanMCL 2013

2017

Develop Operational Plan MCL Annually

Develop Annual Work Plans at Unit level MCL Annually

Monitor and review all plans MCL Annually

Quarterly

Monthly for Unit Plans



stakeholders

Ensure Project Plans are developed for identified projects



Appendix 1 - Legend

Abbreviation Title

MLS Manager Community Lifestyle

DCS Director, Community and Client Services

EC-Ops Executive Coordinator, Library Operations

EC-PROGs Executive Coordinator, Library Programs

EC-SC Executive Coordinator, Library Systems & Collections

LLT Library Leadership Team

SPLT Strategy Leadership and Performance Team

ISL Information Services Librarian

YPSL Young People's Services Librarian/s

YAL Young Adult Librarian

DLL Digital Literacy Librarian

CSL Community Services Librarian

HCC Heritage Services Coordinator/s

CSA Library Assistant - Cultural Services


Appendix 2: Review of 2009 - 2013 Strategic Plan

What we did well over the past 5 years What we would have liked to have done better

Collection analysis

Partnerships

RFID implementation

Amalgamation / embraced change

Team and morale building / staff retention

Revamped library spaces

Raised profile of library through marketing and promotion

Introduction of e-resources

Agreement to build NB library

Training of casuals

Provision of multi-media for content creation

Better program delivery space at all branches

Evaluation and review

Communication to all staff

Planning at the strategic level and focus on common outcomes

Additional smaller mobile library

Get Agreement for joint use library

More active innovative Friends

FOML Friends of Mackay Libraries

IS Information Services

AIT Aurora Information Technology

ALIA Australian Library & Information Association

SLQ SLQ of Queensland

QPLA Queensland Public Libraries Association

LGAQ Local Government Association of Queensland


Increased community involvement

Increased use of heritage collections

Delivery of classes and programs with a more strategic focus

State-wide recognition of services

Successful justification of Mobile Library

Mobile Library refurbishment

Innovative use of technology

Response to customer feedback and demand

Maintained high levels of customer service with diminished resources

More productive partnership with IT and other Council departments

Use of social media (and independent control)

Better balance print and digital collections

Increased technology training for staff and community

Increased partnerships in the community

More equity in delivery of programs across region

Better maintenance / appearance of stock

More community engagement outside the walls of the library

Increased training for heritage collections

Cataloguing heritage donations

Improved signposting at City Library

More consistent service delivery across branches

Appendix 3: SWOT

Strengths Weaknesses

Staff knowledge , experience and diversity

Great facilities

Collection (appearance, analysis, responsive)

Not Just a Library

Focus on continuous improvement

Pro-active programs

Increased Council awareness

Customer focus

Limited $$$$ (budget constraints impact on physical resources and spaces and staff training and availability – demand / expectations exceed resources)

Corporate constraints (social media, website, promotion, IT etc)

Getting the right balance in communication

Lack of resources to undertake effective benchmarking

Gaining evidence of positive feedback re delivery of services

Limited opportunities for networking /training in-house

Difficulties getting to the unconverted (time poor, shift workers etc)


Industry recognition

Value –added services (e.g. JP etc)

Community support and expectation

Strategic planning underway

Good customer feedback / support

Councillors’ support

Staff appreciation of Friends of Mackay Libraries

Limited perceptions of the library in the community

Distance and isolation from decision makers

Limited number of staff in terms of service delivery

Under-resourced as per SLQ Librarian staffing guidelines per capita

Too many procedures

Opportunities Threats

Create our own content- learn and teach skills

Harness technology for training staff and community

Investigate mechanisms for instant / quick surveys and feedback

Delivering in more ways and more places

Increased diverse population

New structure

Greater demand, expectations for innovation

Great return on investment – awareness of value translating into funding

Partnerships (coal, local business, State Gov’t, NBN, Council)

Engagement with community for change

New management

NBN

Employ benchmarking to justify more autonomy in online

New management

Lack of appropriate succession planning

Decreased funding and support (external and internal)

Lack of focus

Increased community expectation

Reduction in volunteers

Lack of acceptance of new structure

Restrictions imposed by other Council departments

Rapidly changing social trends and lifestyle

Difficulty in meeting diverse community needs

Balancing print and electronic delivery – e-lending, publishing

industry impacts

Ease of access of services from home impacting on reduce library visits

Staff unpreparedness to handle new technology trends and community


presence

Allow staff to use/employ online training – e.g. videos on procedures followed by Q&A

Partnership with Friends of Mackay Libraries

Ease of access of services from home impacting on reduce library visits

expectations of staff knowledge/expertise

Community expectation of staff accountability in provision of assistance with personal information and devices


Appendix 4: Trends impacting on planning

Mobile technology

Increased older population

Low level literacy

Social media

Increase in electronic resources

Systems changes and pace of change

Skills shortages

Legislative changes

‘Just in time’ information access

Expectations of different cultures

Ageing staff in libraries

Social divide and two-speed economy

Transient population


Appendix 5: Our vision of success in 2017

Growth in use of library services and participation in programs

A second Mobile Library

Relevant services to meet needs of our Culturally and Linguistically Diverse (CALD) community

High level awareness and use of all formats

Lifestyle learning programs for everyone

Learning centres in each library branch (digital hubs, e.g. The Edge)

RFID rolled out successfully

Welcoming accessible libraries and meeting and engagement spaces and places to grow social capital

75% of population are members

Library social media going off

New library structure embedded and working well

Effective strategic planning

Integrated library service focused on common outcomes

NBN Regional Hub at MCL

New Library at Northern Beaches and planning in place for Ooralea

Relevant learning program across the region well attended (BB and storytime at all branches)

New City Library (technology hub/ specific spaces

Community Hub / Meeting spaces / auditorium

iPads and tablets used in everyday activities

Huge mobile YPS team

Preservation and conservation skills gained and implemented and shared with the community

Staff satisfied and confident in their jobs and staff growth opportunities

Staff work and home life balance

Community and staff acceptance of changes in small libraries

Open to new ideas and staff personal growth

All local newspapers are digitised and searchable

Collection balance 50/50

e-resources predominant (No DRM and full access to ebooks)

Collaborative spaces both online and in the library

More computers

More space for young adults

Attract more diverse members of the Friends of Mackay Libraries

Libraries are hubs of the communities

Staff easily able to adapt to changes,

Grow and learn with the community

Strong customer service focus

Keeping abreast of and embracing technology

More education and training for staff

New, exciting and engaged Young People’s activities

Share knowledge, learning and experience within the community

Develop community opportunities

Corporate Library in place (physical / online and resourced with a skilled staff member

Extension of library into the community – local as well as broader concepts, ideas and events


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Documents

“Mackay Regional Council Libraries: Seek Discover Grow”...Mackay Regional Council Libraries 2013 – 2017 Strategic Plan 5 Key Strategy Action Key Tasks Responsibility Timeframe