Reading Revolution - Library Plan 2008 - 2013

/LEUDU\ 3ODQ WR

QHZ JHQHUDWLRQ OLEUDULHV

5 9 2/87 ,21

5HDGLQ*

2

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Our Vision

Our Mission

A strong vibrant connected community enriched by reading and emboldened by learning through access to the world of information and knowledge.

We are an exemplary library delivering high quality services, programs, spaces and experiences that create opportunities for our community to read, learn and connect with each other through ready access to information and the expertise and knowledge of our staff.

Goals For Our Community The Geelong Regional Library Corporation will over the next five years strive to enrich and embolden the community we serve – delivering library services, programs, spaces and experiences that create opportunities for our community to read, learn and connect with each other through ready access to information and inspiration and the expertise and knowledge of our staff.

Our goals focus on people, and our role in helping the community to read, learn and grow.

Goal One Stronger inclusive communities

Goal Three Access to ideas and a love of reading

We aim to provide a place and a space that is welcoming, engaging and accessible by all in our community who want to read, learn and access information. We embrace and celebrate all cultures, we acknowledge and appreciate diversity in heritage, ideas and abilities, and by facilitating connectedness contribute to personal, community and regional growth. We exist in and for our community, welcoming in and reaching out to all who wish to use the library.

We aim to be a window on the world of information and ideas. We are a centre of excellence for the written word, literature and literary culture. We engender a love of reading in all people from an early age, we inspire the search for knowledge and we foster a spirit of discovery and enlightenment.

Goal Two Learning and literacy for all We aim to be a centre for learning and literacy development.

We work in partnership with others to ensure that every member of our community is encouraged to and has an opportunity to learn to read – for pleasure, for work and for life. We use information resources and technologies to enable people to access, interact with and create information and acquire knowledge.

Geelong Regional Library Corporation, Library Plan 2008 - 2013

The Chair and Chief Executive Officer’s message Welcome to Reading Revolution: new generation libraries, the Geelong Regional Library Corporation’s Library Plan 2008-2013. Adopted by the Library Board on Wednesday 14 May 2008, this ambitious document will guide the library’s strategic direction for the next five years. Comprising a new vision and mission, goals for our community, nine key strategy areas, and 125 actions, the Library Plan details key commitments, improvements and innovations to library services to be delivered across the region.

Cr Rod Macdonald Chair

Patti Manolis Chief Executive Officer

The Library Plan is informed by a comprehensive strategic planning process that included the following: • Library user and potential user surveys • Focus groups • Community meetings • Interviews & meetings with local government representatives, community organisations, service groups, youth groups, schools and other agencies • Library Board & Staff strategic planning workshops • Study tour to leading Australian libraries • Extensive research into public library trends nationally and internationally • Benchmarking with other public library services across the State and Australia

Our focus is on people and the library’s role in assisting the community to read, learn and grow. Areas of priority include addressing library building infrastructure, increasing the volume & range of our print and electronic library collections, strengthening existing partnerships and developing new ones, introducing different service models including home library services, delivering a wide range of community programs and events with a focus on literacy and reader development, harnessing new technologies for improved service delivery, continued workforce development and long term financial sustainability.

Extensive research demonstrates that public libraries make a vital contribution to social, cultural, economic and educational development of communities. The library’s role in facilitating the free flow and exchange of ideas and information is fundamental to democracy. Our commitment to providing free, accessible and universal access to library services ensures that we welcome all members of the community encouraging involvement from the broadest spectrum of users. Our strong principles articulated in “The Way We Work” section combined with our commitment, energy and bold strategy will ensure that Geelong Regional Library Corporation’s positive impact on our region continues to grow.

Contents Our community, our library

Pg 4

Strategy 5 Community programs

Pg 17

Our world is changing

Pg 6

Strategy 6 Spreading the word

Pg 18

Libraries are changing

Pg 9

Strategy 7 Working Smarter

Pg 19

The way we work

Pg 11

Strategy 8 Confident and committed

Pg 20

Strategies for success

Pg 12

Strategy 9 For the future

Pg 21

Strategy 1 Access for all

Pg 13

Key performance indicators

Pg 22

Strategy 2 Places for people

Pg 14

Consultation

Pg 23

Strategy 3 Working together

Pg 15

References

Pg 23

Strategy 4 Dynamic collection

Pg 16

3

4

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Our Community, Our Library A quarter of a million people live in the region served by the Geelong Regional Library Corporation. With its size and diversity the region hosts a unique population among Victorian library services, ranging from urban and neighbourhood areas in Geelong to small rural farming communities such as Bannockburn and Meredith and the coastal towns and tourist centres of Torquay, Barwon Heads and Queenscliff. Residents in Victoria’s second largest city and its smallest regional council area, sea changers and tree changers, farmers and holidaymakers all call the Geelong Regional Library ‘my local library’.

A region looking to the future Population forecasts suggest that the number of people living in the Geelong region could double by 2050 to almost half a million. This growth, in a region already the largest in Victoria outside metropolitan Melbourne, will be driven by migration for economic and lifestyle purposes.

The region’s population is currently concentrated in Geelong and its suburban areas, which are extending northwards to Werribee and Melbourne around Port Phillip Bay, inland from Geelong, southwest along the Princes Highway and down the Bellarine Peninsula. The region boasts historic coastal settlements and new growth areas. There are relatively wealthy and prosperous neighbourhoods, as well as five postcodes rated as highly disadvantaged due to high unemployment, low levels of educational qualifications and low average incomes (Vinson, 2007).

The spread of economic activity across the region is also diverse. Geelong is a self-contained regional city, a retail centre and home to state and commonwealth government service delivery agencies. The port and north shore of Geelong host areas of heavy industry. Broad acre farming and agricultural activities occur in the region’s rural reaches, with tourism significant along the coast toward the Great Ocean Road.

The demographics of the region vary in age and profile, from traditional family and household structures to areas with

high commuting populations and young families, and those with high proportions of retirees and an ageing population.

The region’s historically low level of ethnic diversity is changing as immigrants and refugees settle in the area.

The G21 Geelong Regional Plan identifies and addresses the challenges the region will face in the areas of environment, settlement, land use, community strength and the economy as it looks toward 2050. Lifelong learning and community strengthening are essential pillars in the region’s future, as are access to and use of information and communications technology (ICT) and embracing arts, culture and the region’s indigenous and non-indigenous heritage.

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Geelong Regional Library Corporation The Geelong Regional Library provides library and information services to all residents and visitors in the Geelong region. One of 45 library services in the state of Victoria the Corporation was formed in 1997 under the provisions of Section 196 of the Local Government Act, 1989.

The library is governed by a Board of seven members made up of representatives of the four member councils – the Borough of Queenscliffe; the City of Greater Geelong; Golden Plains Shire and Surf Coast Shire. The Board is responsible for policy, strategic and corporate planning and ensuring that library services and directions are aligned with the objectives and operations of the member councils and the needs of their local communities. The Corporation has an annual budget of approximately $5.6 million, with 69% of funding from contributions by member councils under the Regional Library Agreement, and the remainder from State Government grants and project funding.

The Geelong Regional Library delivers services to the community through its physical and virtual network. It has thirteen static branches, including the central City Library located in Geelong’s cultural precinct. There are suburban branches in Belmont, Chilwell, Corio, Geelong West, Highton and Newcomb, and branches in the towns of Drysdale, Ocean Grove, Queenscliff, Barwon Heads, Grovedale and Torquay. Three mobile library services operate in Greater Geelong, Golden Plains and the Surf Coast with weekly or fortnightly stops of 30 minutes to four hours at nearly 40

The Geelong Regional Library is well used and well loved by its many and loyal library users.

• 94,885 registered members (37% of the regional population vs Victorian average of 47%) • 1.2 million visits per year to static, mobile, virtual and joint-use libraries • 13 visits per member per year • 350,000 collection items • 1.3 million loans per year of print material and 0.7 million loans of non-print material such as talking books, CDs, newspapers and magazines • 21 loans per member per year (vs Victorian average of 19).

locations across the region. The library also provides services online through its website which hosts the library catalogue, information on resources and programs, links and member services in English and other languages.

A survey of library users in 2007 which generated more than 3,000 responses found that two-thirds of library users have been library members for more than five years and more than 70% use their library at least once a fortnight. While loans of non-print materials, access to library facilities and information and reference services are popular, and 27% of users report coming to the library to use the computers and the Internet, the primary reason for library use is still borrowing books – a factor in library use for 92% of users.

Overall, user satisfaction levels were very high (4.5 out of 5) with particular note of the value of libraries as a safe community place and a hub for information and learning, and the professionalism and courtesy of library staff.

The survey also highlighted library users’ concerns at the state of facilities at some libraries, in particular the presentation and access to the Geelong city library and branches at Geelong West, Torquay and Drysdale. Extended opening hours to accommodate changing lifestyles, work commitments and social trends were a significant issue across the entire region, as was demand for access to computers. The size, rotation and variety of local library collections was also a matter of note for users of all library branches but especially those using small and mobile libraries.

It is generally acknowledged that despite its size and coverage the Geelong Regional Library is currently resourced at a level considerably lower than that in other Victorian library services. The library’s average budget per registered member and number of librarians per population are around 30% below the Victorian average, as are the average cost per hour of operation and average cost per loan.

5

6

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Our World Is Changing Rapid social, economic and technological change is shaping the way we live, work and play. This change is driving the re-development of public libraries. By responding intelligently and flexibly to change, libraries are well placed to support and connect their communities and the individuals in them through access to better information, knowledge and skills.

Changing population… changing library needs The proportion of older people in the community over the age of 65 is rapidly increasing. People in this age group are already strong users of libraries and active borrowers of books. In addition, recent research documents the desire of older people to continue to be involved in the broader world and lifelong learning. Baby boomers and the generations that follow will not be content with collections of large print and talking books, though these will still be important.

New approaches will be required to ensure that older adults are engaged in the design of library programs and given opportunities for involvement in the social, learning and creative life of the community. Location, accessibility of library services, library design and availability of relevant collections will become more significant issues for libraries in servicing this age group, with consideration given to more effective provision of services for people who are housebound or living in residential facilities.

At the other end of the age scale, young people who were ‘born digital’ have distinct information and communication needs. These ‘digital natives’ access information, learn and communicate in ways that older generations do not. As opposed to reading books and magazines, digital natives prefer to draw on and create information via the Internet, communicating using blogs, social networking sites, SMS and web chat and participating in virtual worlds. To attract

these young people libraries will need to be inviting, offer the latest in technology and new media and be accessible around the clock.

Globalisation has seen greater movement of people, goods, capital and ideas around the world as physical and trade barriers are reduced and technology makes it easier for people to communicate. We are moving towards a borderless world. While this world has opened access to information and knowledge it has also led to the ‘graying of local

Geelong Regional Library Corporation, Library Plan 2008 - 2013

color’ and blurring of the unique characteristics that define and shape localities (Montgomery, 2006). Not surprisingly therefore, globalisation has been accompanied by a quest for local identity and culture. Libraries are tapping into this need for local distinctiveness through local history Wikipedia and events that celebrate cultural and linguistic diversity and create greater awareness of the rich array of people living in our communities.

Accompanying this is exponential growth in demand for access to computers and high speed broadband Internet in libraries. In response, library services are increasingly using wireless technology to allow users to connect freely to the Internet using their own personal IT equipment, their library card and PIN, thereby freeing up library PCs for other users.

Other population and social trends are shaping library use and causing libraries to ensure they have effective mechanisms for understanding and responding to community needs.

• Evolution in family and household make-up – with • • •

increases in the number of single parent families and people living alone and potentially socially isolated.

Overseas migration overtaking natural increase as the principal driver of Australia’s population growth soon after 2010.

Rapidly changing labour markets with increasing casualisation of the workforce, greater participation rates for women, and people working until later in life.

Changing work-life balance and patterns of leisure time – with people making choices between longer and shorter working hours, accompanied by growing gaps between those who are ‘time-rich, income-poor’ and those who are ‘income-rich, time-poor’.

New technology is also influencing the way libraries operate.

Radio Frequency Identification (RFID) facilitates easy selfcheckout of materials by patrons and is freeing library staff for more valuable customer assistance. RFID also potentially provides cost-effective solutions to operational issues facing most libraries.

Transformation through technology

Lifelong learning

New technologies provide faster access to greater amounts of information and connectivity, in different formats and through a variety of devices. This includes the ability to download music, movies and stream video and television.

Search engines and online data bases make it easier for people to find and access the information they need. People with disabilities have more opportunities to access and share information, and there are greater opportunities for individuals to create information through online communities, blogs, podcasts and e-postcards.

Throughout our lives we will need to constantly acquire and update the competencies and knowledge required to actively participate in all spheres of social and economic life.

Learning will not be confined to a period of formal education at the beginning of our lives, but will be ongoing, unending.

Emergence of a ‘knowledge’ or ‘innovation’ economy driven by the application of ideas is altering our lifestyles and creating demand for new skills. Continuous workplace change means that some skills can quickly become obsolete.

Individuals must continue to learn to maintain their employability, and will increasingly be expected to take greater responsibility for their personal development and seek learning opportunities.

Emerging technology is shaping users’ expectations and experiences of libraries. Increasingly, patrons expect ‘on demand’ access to information and services, including virtual library services, access to databases, booking of facilities and an enhanced range of self-serve online services. Some look to libraries to support their use of Web 2.0 tools to create online presences and strong virtual communities.

Public libraries provide for informal learning, as well as supporting formal learning in partnership for learning providers. At their best they can be a focal point for the community, improving individual self-confidence and stimulating learning at all levels.

7

8

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Access to information

Better buildings

Technology and the media have created an explosion in the amount of information available through various sources and devices. While this supports us in our daily home and work lives, and is critical to participation in the life of our community, there are serious challenges in how we navigate, access and make sense of this information. Limited access to information and lack of information retrieval and exchange skills concentrate disadvantage in some population groups and communities. Growth in un-mediated information has an impact right across the community as people struggle to identify what information is credible and trusted and what is not.

The design of libraries and the quality of the environment in which they operate is more and more being recognised as a factor that impacts significantly on their capacity to deliver a 21st first century library service and draw in the diverse communities they serve. New library buildings and thoughtful refurbishments and conversions of existing libraries can provide a draw card for users – old and new.

Alan Bundy (2004) suggests attractive well located new libraries invariably attract far greater use.

Librarians are trusted and expert guides to this world of information.

They play a key role in helping people develop their own skills in navigating and accessing information.

Supporting community Governments at all levels have recognised the need to develop and nurture more inclusive, integrated and resilient communities. Libraries are increasingly seen as providing the spaces local communities need to meet and exchange ideas and as a strong force for social inclusion. Libraries are being seen as ’third places’ (in contrast to the first and second places of home and work), where people can get together informally with others, socialise and exchange ideas. “Third places are central to local democracy and community vitality,” states urban sociologist Ray Oldenburg.

Libraries are increasingly working in partnership with other community-based organisations to deliver new services and increase public access to information and learning. Services are now more likely to be delivered beyond the walls of the library, such as storytelling at preschools, childcare centres and in local communities.

Design is about the functionality of the building, as well as how it looks. Attention is now on: distinctive spaces for user groups; retailing approaches to ambience; interior design; comfortable furniture; appropriate lighting and signage; pervasive ICT and eating and drinking facilities.

From custodians to navigators Public libraries need to maintain their well-used traditional services while adding online services to meet new demands.

They must respond to the demand for customisation, interactivity, and customer support with new products.

Identifying and implementing new technology will be the job of everybody in the library. Libraries will also need to build on their community development role to support their local council in its community engagement and development goals.

Consequently, libraries will need to ensure their staff have the requisite skills – especially in the areas of partnership and ICT – to perform these roles. The increased diversity of library users will require similar diversity in library staff.

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Libraries Are Changing In addition to being shaped by social trends, local community needs and alignment with member councils’ strategic plans, the strategic directions of the Geelong Regional Library are influenced by the broader political and cultural environment in which it operates.

State Government priorities

Library policy

The Victorian State Government outlined its vision for making Victoria a stronger, more caring and innovative state in Growing Victoria Together, which sets out goals for the future based on the priorities that Victorians identified as important. To make this vision a reality the Government identified several strategic issues of relevance to public libraries: • Valuing and investing in lifelong education • Building cohesive communities and reducing inequalities • Promoting rights and respecting diversity.

International, national and state level library vision statements, manifestos and guidelines provide support and guidance for development of library services at the regional and local level. These provide a contextual framework for development of the Geelong Regional Library’s Strategic Plan.

A Fairer Victoria, the Victorian Government’s 2007 plan for social policy action, contains five main policy objectives aimed at reducing disadvantage in the state: • Access to universal services • Reducing barriers to opportunity • Support for disadvantaged groups • Support for disadvantaged places • Making it easier to work with government.

The document emphasizes the importance of investments in local community facilities like libraries as a way of providing a seed for the development of community networks and growth of human capital as people get involved in developing their skills and getting more involved in community projects.

9

10

Geelong Regional Library Corporation, Library Plan 2008 - 2013

UNESCO Public Library Manifesto The Manifesto gives expression to UNESCO’s belief in the public library as a living force for education, culture and information, and as an essential agent for the fostering of peace and spiritual welfare through the minds of men and women. It encourages national and local governments to support and actively engage in the development of public libraries. The Manifesto emphasises that public library services should be: • provided on the basis of equality of access for all, regardless of age, race, sex, religion, nationality, language or social status • physically accessible to all members of the community • relevant to local needs and conditions • responsive to the needs of those who cannot, for whatever reason, use the regular services and materials of the library, for example linguistic minorities, people with disabilities or people in hospital or prison.

The Manifesto highlights the need for professional and continuing education of library staff.

Australian Library and Information Association (ALIA) ALIA is the professional organisation for the Australian library and information services sector. It seeks to empower the profession in the development, promotion and delivery of quality library and information services through leadership, advocacy and mutual support. ALIA policies and guidelines cover: values and ethics; provision of library services to specific groups in the community, including indigenous people and people with disabilities; copyright and intellectual property; online content regulation; and preservation of information products.

The ALIA Statement on free access to information emphasises the responsibilities of library and information services in supporting and sustaining the free flow of information and ideas. The Statement covers issues in relation to: citizen’s access to information; catering for interest in contemporary issues; confidentiality, privacy and restricting access to information.

Ministerial Advisory Council (MAC) on Public Libraries The Council, which is made up of key stakeholders involved in the delivery of public library services in Victoria, provides advice to the Minister for Local Government on issues relating to the operation of public libraries. It acts as a

forum for promoting the delivery of effective library services by local government and shaping the future role of public libraries within local communities.

The Council’s Vision Document, released in late 2007 as a context for the development of public library policy, emphasises the role of libraries in supporting the COAG agenda for improved outcomes in early childhood and student literacy and numeracy, and the interconnectedness of all libraries and the benefits to be gained from resource and information sharing between libraries.

The long term plan of the Ministerial Advisory Council is for:

• Creation of a borderless library • Provision and delivery of library services via a high speed communication network • Positioning of libraries as the preferred, lifelong, authoritative and trusted information broker for the community • Development of libraries’ role in building innovative and inclusive communities • Sharing of resources and information across the library system as a way of improving business processes, reducing duplication and improving the capacity of libraries to grow, innovate and lead in service delivery.

Framework for Collaborative Action – Library Board of Victoria and the Victorian Public Library Network The Framework for Collaborative Action defines the way in which the Library Board of Victoria, through the State Library of Victoria, works with the public library network to deliver improved library services to Victoria’s communities.

The focus is on working to support: improved library access and collections; collaboration and sharing across library services; better skilled staff; and increased community and government understanding of and engagement with libraries.

The Statewide Public Library Development Projects, which are funded annually by the Library Board of Victoria, are the main focus of the Framework’s activities. These projects complement strategic planning for libraries and support efficient management of shared resources. Current projects are focused on collections and access to collections, workforce issues, and the community-building role of public libraries.

Geelong Regional Library Corporation, Library Plan 2008 - 2013

The Way We Work The way in which the Board and staff of the Geelong Regional Library Corporation will work together, with the community, and in delivering exemplary library services will be guided by the following service principles.

Intellectual freedom

Collaboration

We encourage and facilitate the free exchange of ideas and information as vital action for a democratic society. We support the right of all community members to read, learn and grow.

Employees and Board members work in partnership with each other and with others to ensure high quality services and to make a strong contribution to the development of social capital in our community.

Equity and access

Workforce support and development

We promote and deliver free, accessible and universal access to information, ideas and works of the imagination. We encourage involvement from the broadest spectrum of users.

We maintain a workplace culture that motivates staff to provide expert services and to strive for excellence.

Integrity and Service excellence Community focus and engagement Community needs, aspirations, expressed views and diversity are the key drivers for the way we shape and deliver library services.

Innovation We encourage change for the better and new ways of thinking in how we undertake our work.

“I think it blends people together from all cultures, ages, shapes and sizes.”

(Geelong Regional Library User Survey Respondent, Drysdale Library, 2007)

We are open and honest in the way we conduct business.

We are accountable for the effective and efficient management of library resources and strive to deliver the very best service possible to the people of the Geelong region.

Alignment with member Councils We plan and deliver services and outcomes that are aligned with Member Councils’ community wellbeing objectives.

11

12

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategies for Success Over the next five years the Board and staff of the Geelong Regional Library Corporation will strategically direct our resources and energies to delivering library services, collections and facilities which will enable us to achieve our goals.

Strategy 1. Access for all

Develop service models that maximize opportunities for people to access library services and programs.

2. Places for people

Present library services in welcoming, purposeful and safe physical and virtual environments.

3. Working together

Nurture partnerships with community, government and business organisations to achieve mutual benefits.

4. Dynamic collection

Maintain an extensive and diverse print and digital collection that is responsive to users’ reading and resource needs.

5. Community programs

Deliver library programs, events and activities that are responsive to local community needs.

6. Spreading the word

Raise community awareness of library services through targeted promotion and marketing.

7. Working smarter

Use technology effectively to enhance service delivery and streamline operations.

8. Confident and committed

Equip staff with the knowledge and skills to provide excellent customer service and opportunities for a satisfying and fulfilling career.

9. For the future

Ensure long-term governance, financial sustainability and service levels.

“I LOVE my library because through it I have access to a treasure trove of riches - many different and interesting books.�

(Geelong Regional Library User Survey Respondent, Torquay Library, 2007).

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Actions The Geelong Regional Library Corporation will take action to achieve its targeted strategies. Many short-term actions will be implemented in the next one to three years, with others coming to fruition over the medium-term of three to five years.

Strategy 1. Access for all

1. Access for all

Develop service models that maximize opportunities for people to access library services and programs.

Medium-term

Short-term

• • • • • • • • •

• • • • • • •

Review Mobile Library Services to determine optimum scheduling, location, services and equipment.

Introduce Home Library Service for members of the community unable to access library services due to isolation, age, disability or frailty.

Increase access to library services through expanded opening hours, including evenings and weekends at key library locations across the region.

Investigate opportunities to provide multiple means of service delivery to rural communities.

Investigate opportunities to provide greater access to library services in Lara.

Utilise Libraries Building Communities’ Connecting with the Community research in conjunction with local consultation findings to better understand the library needs of ‘hard to reach’ communities.

Improve website accessibility and effectiveness to increase capacity for service delivery and promotion.

Develop a Customer Service Charter.

Produce a Disability Discrimination Act (DDA) Action Plan.

Implement recommendations of Mobile Library Services Review.

Develop access points at mobile library stops to enable pick up and return of collection items outside mobile library operating hours.

Introduce whole day Mobile Library Services for Bannockburn and Smythesdale.

In conjunction with City of Greater Geelong participate in library planning for the Western Heights Secondary College Vines Road Precinct redevelopment.

Develop the virtual library as a key destination for a range of library services.

Encourage community use of libraries as meeting places.

Implement DDA Action Plan.

13

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 2. Places for people

2.

Places for people

Present library services in welcoming, purposeful and safe physical & virtual environments.

Short-term

• • • •

• •

•

Medium-term

14

• • • • •

Actively participate in the Geelong Cultural Precinct Development major project.

In partnership with the City of Greater Geelong actively participate in the development of the Geelong Library & Heritage Centre business case and detailed design phase of the Cultural Precinct major project.

Complete revision of the existing Branch Library Development Plan.

Work in partnership with member councils to address ageing library building infrastructure, initiating refurbishments and the development of new libraries according to identified priorities and funding opportunities.

In partnership with the City of Greater Geelong take an active role in the design and development of the new Waurn Ponds Library & Community Hub Conduct an Occupational Health and Safety Audit of all library branches, mobile libraries and staff work places and produce action plan to address findings.

Secure funding for the development of a new Geelong City Library & Heritage Centre to provide Central Library services, regional network support and headquarters.

Implement recommendations of the Branch Library Development Plan Review and Strategy.

Redevelop library interiors to ensure spaces are welcoming, cater for all life stages, a variety of library uses and diverse learning and information needs.

Increase capacity to provide casual reading and study spaces in library branches.

Provide refurbished youth spaces in libraries, designed in consultation with young people.

Participate in master planning and development activities of member councils including: Anglesea McMillan Street Community Hub Development; Surf Coast Civic Precinct; Queenscliff ‘Old High School’ site; Leopold Community Hub; Armstrong Creek Development; Bannockburn Community and Cultural Hub; Smythesdale Community Hub.

“The library is an important place for me. It helps me with a feeling of ‘being connected’ to a community and it provides me with a place to go.”

(Geelong Regional Library User Survey Respondent, Chilwell Library, 2007)

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 3. Working together

3.

Working together

Nurture partnerships with community, government and business organisations to achieve mutual benefits.

•

Short-term

• • • • • • • •

Medium-term

• • • • • • • •

• •

Consult with Wathaurong Aboriginal Community Leaders to increase engagement, accessibility of services to the Indigenous community, and to ensure collections and services address expressed needs.

Pursue opportunities to form strategic partnerships with key community learning organisations including Neighbourhood Houses, ACE sector and formal education sector.

Continue to work with Do Care Inc. to expand reach of library volunteer based delivery service.

Participate in Cultural Precinct integrated programming planning activities to collaboratively deliver projects with Cultural Precinct partners.

Work with Friends of Libraries Australia to support the establishment of Friends of the Geelong Regional Library Corporation group/s where there is identified or expressed interest.

Seek opportunities to establish partnerships with Arts and Culture based community groups and organisations, including Geelong Writer’s Group.

Participate in G21 Lifelong Learning Pillar and Education and Training Leaders Group to expand awareness of partnership opportunities and explore collaborative lifelong learning program opportunities.

Strengthen partnerships with Deakin University and Gordon Institute Libraries.

Investigate new partnerships with business organisations.

Strengthen partnerships with member council Aged and Disability Services Departments to explore collaboration opportunities to extend library services.

Work with Disability Services and Advocacy groups to improve access to library services and facilities.

Develop a Youth Services Charter and Strategy.

In partnership with key community organisations and groups investigate opportunities to extend the provision and reach of library services through co-location and/or collaborative activity.

Explore opportunities to support Community Renewal programs through library services and literacy based activities.

In partnership with Diversitat develop appropriate library programs specifically tailored for new and emerging communities.

Participate in State Library of Victoria Research and Development Projects.

In partnership with State Library of Victoria and the Victorian Public Library Network participate in 2008/09-2010/11 triennium statewide projects including Building Knowledge for Library Advocacy, Developing Leadership and Digitisation of Newspaper resources.

Pursue mutually beneficial collaborative projects through Viclink: Victorian Public Library Network.

Work collaboratively with producers of content for the visually and hearing impaired and in particular Vision Australia to ensure effective information sharing and accessible services.

“The children like the fact that they can only ‘borrow’ books and not keep them, and that other children get to read them too. It helps them to understand that they belong to a larger society.”

(Geelong Regional Library User Survey respondent, Surf Coast Mobile Library, 2007)

15

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 4. Dynamic collection

4.

Dynamic collection

Maintain an extensive and diverse print and digital collection that is responsive to users’ reading and resource needs.

Short-term

•

Medium-term

16

• • • • • • •

• • • • • •

Develop a three year Collection Revitalisation Strategy utilising research and recommendation of Statewide Collections Blueprint and Audit Project.

Review and update the Collection Development Policy.

Increase access to statewide collections through implementation of the LibraryLink Federated Search Portal.

Increase volume and range of children’s print, audio-visual and digital collections.

Expand range of print and digital collection materials for young people including information resources, graphic novels, audio-visual collections.

Implement effective stock rotation program to ensure sharing of regional collections across all branches and mobile libraries.

Investigate feasibility of introducing eBook and eReader services.

Investigate and where appropriate implement opportunities to increase timely delivery of collection materials to library users including strategic procurement, collaborative purchasing and shelf ready services.

Implement Reader Development programs to increase awareness, access and use of library collections Secure sustainable ongoing funding to achieve Collections Blueprint and Audit Standards of 2 collection items per capita, 8 year replenishment cycle and increasingly demand driven “just in time” collections.

Increase number and subject range of electronic databases.

Increase access to Languages Other than English collection materials in relevant community languages.

Introduce Learning English Collection for new arrivals with Non-English speaking backgrounds.

Develop comprehensive collection of digital collection resources including downloadable audiobooks.

“I can’t afford to buy books, yet I have the world in writing and I will never get to read enough in one lifetime.”

(Geelong Regional Library User Survey Respondent, Belmont Library, 2007)

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 5. Community programs

5.

Community programs

Deliver library programs, events and activities that are responsive to local community needs.

Short-term

• • • • • • • • •

Medium-term

• • • • • • •

Introduce early years literacy based programs including Outreach services to areas of high need as identified in the Australian Early Development Index (AEDI).

Extend Preschool Storytimes to all library branches.

Develop After School / Homework Help Programs for young people at Corio and Newcomb Libraries.

Continue active involvement in Let’s Read project.

Establish young people’s Library Group to enable more effective engagement with and delivery of services to young people.

Pilot the establishment of library supported book clubs in two locations.

Increase the number and variety of events for all but especially for children, young people and new arrivals in our community.

Work with State Library of Victoria and member Council Maternal and Child Health Services to implement Statewide Early Years Literacy Project.

Produce annual Calendar of Events.

Implement programs focused on increasing reading and information literacy for all ages.

In partnership with relevant organisations and agencies develop a program of information/learning programs for young people eg Vicroads Learner Driver Programs, Life skills.

Participate in major events and local community festivals across the region including Poppykettle Festival, Readers and Writers festivals and events, Children’s Week Activities, Library Week, Arts & Cultural activities.

Extend Book Club program throughout the region according to demand.

Introduce Lapsit/Reading to your baby sessions in libraries and as Outreach activity to other community venues across the region.

Establish storytime training program and kits for use by community groups and agencies with particular focus on rural communities.

Introduce culturally appropriate library introduction and information literacy programs for emerging communities.

“A library is one of the most important services a community can have – it is vital for learning, entertainment and information.”

(Geelong Regional Library User Survey Respondent, Geelong Library, 2007)

17

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 6. Spreading the word

6.

Spreading the word

Short-term

Raise community awareness of library services through targeted promotion and marketing.

Medium-term

18

• • • • • •

• • • • • •

Undertake regular analysis of library membership, usage, demographic information, social and learning trends.

Ensure understanding of the library needs of the community though ongoing research and opportunities for community engagement.

Continue targeted community consultation with key priority groups including young people, CALD communities and people with disabilities.

Develop comprehensive marketing plan including targeted program development, branding, improvement of promotional methods and materials.

Review and improve format and content of the Library Connections Newsletter.

Redevelop library website as major marketing and promotional tool.

Market services extensively to increase membership and encourage greater library use.

Develop comprehensive Communication Strategy.

Promote libraries as key community and cultural spaces.

Maximise opportunities to promote library services through collaboration with Members Councils, Cultural, Learning and Social Support organisations and agencies.

Increase public speaking engagement opportunities in order to further promote library services across a broad spectrum of community interests and groups, such as Service Clubs and Community Services Networks.

Undertake the Libraries Building Communities Survey Tool on a biennial basis.

“When my children see the bus they shout ‘New books!’ ” (Geelong Regional Library User Survey Respondent, Golden Plains Mobile Library, 2007)

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 7. Working smarter

7.

Working smarter

Medium-term

Short-term

Use technology effectively to enhance service delivery and streamline operations.

• • • • •

Increase the provision of information technology equipment for community access.

Develop comprehensive Information Technology Infrastructure Strategy and Action Plan.

Implement Radio Frequency Identification (RFID) at Ocean Grove, Belmont and Corio Libraries.

Increase IT strategic and technical capacity of the Corporation.

Implement a staff Intranet to improve communication and access to key organisational information.

•

Install new adaptive/assistive equipment and services for people with a disability to ensure ease of access to library services.

Implement wireless hotspots in Geelong, Belmont, Corio, Torquay libraries and as part of refurbishments or development of new facilities.

Implement online reference services.

Develop the library website to improve access and functionality including use of Web 2.0 technologies.

Facilitate infrastructure for local communities to create content and provide a platform of tools and knowledge to engage and harness the knowledge of our communities.

Implement a Standard Operating Environment for all staff and public access information technology.

Facilitate the development of greater IT skill levels of library staff and community members.

Implement electronic Records Management System.

Introduce networked print services and print management systems in all libraries.

Implement recommendations of Information Technology Infrastructure Strategy and Action Plan.

• • • • • • • • •

“The ability to access databases and search from home via the computer is most beneficial as I am an invalid and housebound.”

(Geelong Regional Library User Survey Respondent, Golden Plains Mobile Library, 2007)

19

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 8. Confident and committed

8.

Confident and committed

Short-term

Equip staff with the knowledge and skills to provide excellent customer service and opportunities for a satisfying and fulfilling career.

Medium-term

20

• • • • •

Review and align staff structure with GRLC Strategic Directions.

Conduct organisation wide training needs analysis.

Implement a second phase of Library 2.0 staff training.

Provide regular opportunities for staff sharing of knowledge, expertise and experience.

Maintain a healthy and safe workplace for all staff.

• • •

Implement recommendations of Staffing Structure Review.

Utilising Training Needs Analysis, develop a comprehensive Staff Training Plan.

Develop Selection, Recruitment and Staff Development Policy and Procedures to ensure appropriately qualified and skilled staff to deliver library services.

Develop a program of support for staff to undertake Librarianship Studies including implementation of the GRLC Chairperson’s Scholarship Program.

Provide training for staff to increase effective engagement with groups identified by Libraries Building Communities research as being ‘Hard to Reach’.

Encourage a variety of development activities including staff rotation, staff exchange opportunities with other public libraries, accredited training opportunities, participation in Victorian Public Library Network projects and committees.

Identify and implement mechanisms to ensure staff are well informed and engaged in discussions regarding emerging public library trends.

• • •

•

“The 15 years since I left the band have been the best of my life.

I should have been a museum curator or a librarian because I like that better than being a rock star …”

(Bill Wyman of The Rolling Stones, interview.

The Big Issue No. 297, 12-25 February 2008)

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Strategy 9. For the future

9.

For the future

Medium-term

Short-term

Ensure long-term governance, financial sustainability and service levels.

• • •

Implement agreed recommended changes arising from the review of the Regional Library Agreement.

Conduct comprehensive Risk Management Audit and Response including Risk Management Strategy.

Undertake advocacy activities including joint advocacy to ensure that appropriate levels of State Government funding for library services are directed to the Geelong Region and to the public library sector.

• •

Participate in Municipal Association of Victoria Public Library Funding Campaigns Undertake advocacy activities including joint advocacy to ensure that appropriate levels of State Government funding for library services continue to be directed to the Geelong Region and to the public library sector.

Secure Victorian median level per capita funding via municipal contribution from member councils.

Seek all possible opportunities for external funding including partnership program submissions.

Develop Board Effectiveness Assessment Tool.

Implement Statewide Library Effectiveness Quality Assurance Tool – ‘Being the Best We Can’.

• • • •

“My son and I love the library.

It is part of our everyday life.”

(Geelong Regional Library User Survey Respondent, Geelong West Library, 2007)

21

22

Geelong Regional Library Corporation, Library Plan 2008 - 2013

Key Performance Indicators The success of the Geelong Regional Library Corporation in implementing this Strategic Plan, supporting the vision and adopting the actions described will be measured through the following aspirational, operational and accountability indicators.

We will report back regularly to the community on our progress through an annual report.

Indicator

Measure

Target (Standard)

Membership

Library members as % of population

47% by end 2013

Collection

Number of collection items per capita

Two (Collection Blueprint Standard)

Library use

• Number of annual library visits (virtual) per capita • Number of annual library visits (physical, mobile, joint use) per capita

Equal to or above average level for Victorian public library services

Access to ICT

Number of public access PCs per capita

Meets electronic library standard

Program participation

Number of participants in library programs and activities (physical and online)

Measured by program participation counts

User satisfaction

Library user satisfaction

Overall satisfaction rating of 4.5 or higher in library user surveys

Community strengthening

% of library users that believe the library: • Is a hub for community activities and connections • Encourages reading • Helps to develop literacy skills

User ratings of 4.2 or higher in library user surveys

Social inclusion

• Library members by postcode • Library participation and usage statistics

Increased membership in targeted areas Increased participation of ‘hard to reach’ groups in library programs

Partnerships

Scope and level of engagement of community organisations and groups in library service planning and delivery

Measured through stakeholder surveys

Funding

Library funding per capita

Equal to or above the median level for Victorian public library services

Floor area per capita

39m2 per 1,000 population (People and Places Library Building Standards)

Facilities

Geelong Regional Library Corporation, Library Plan 2008 - 2013

CONSULTATION In March 2007 the Board of the Geelong Regional Library Corporation resolved to undertake a comprehensive strategic planning process. This began with a Public Library Study Tour including leading libraries in New South Wales and Queensland.

The Board was involved in two strategic planning workshops which set the framework for the activities that followed.

The Library Plan has been developed following extensive consultation with a range of community stakeholders and library users. These include:

• • • • • • •

Geelong Regional Library Corporation Board and staff Member Councils Strategic Planning Reference Group Local government representatives, community organisations, service groups, business groups, youth groups, schools and other agencies Public community forums A survey of more than 3,000 library users Surveys and focus groups with people who do not currently use library services.

Extensive research has also been undertaken to provide information about the external environment and key drivers for public library development internationally, in Victoria and in the Geelong region. Benchmarking on a statewide, national and international basis has provided valuable comparative data.

REFERENCES A Fairer Victoria: building on our commitment, Department of Planning and Community Development, 2007 http://www.dpcd.vic.gov.au/Web14/dvc/rwpgslib.nsf/GraphicFiles/A+Fairer+Victoria+new+2007/$file/070406_ a_ fairer_ victoria_ a2_ web.pdf Annual Survey Public Library Services in Victoria 2005-06, Department for Victorian Communities, 2007. http://www.localgovernment.vic.gov.au/web20/dvclgv.nsf/allDocs/RWPC74AAD6AEB604BE3CA2571700031DBB4?OpenDocu ment Bundy, A., Places of Connection: New public and academic library buildings in Australia and New Zealand, Paper for Library Buildings Conference, Bournemouth UK, 5-6 February 2004.

Growing Victoria Together: A Vision for Victoria to 2010 and Beyond, Department of Premier and Cabinet, 2005. http://www.dpc.vic.gov.au/CA256D800027B102/Lookup/GVTIIBooklet/$file/growing_ vic_ together%20final%20report.pdf Libraries Building Communities: The Vital Contribution of Victoria’s Public Libraries, State Library of Victoria, 2005.

Montgomery, J., Community strengthening through urban sociability, Research Paper funded by the Department for Victorian Communities, 2006.

Oldenburg, R., The great good place, New York: Marlowe and Company, 1989.

The G21 Geelong Regional Plan, G21 Geelong Regional Alliance, 2007. http://www.g21geelongregionplan.net/v2/ Vinson, T., Dropping off the Edge, Jesuit Social Services, 2007.

23

MUNICIPAL PARTNERS

87 ,21

Z JHQHUDWLRQ OLEUDULHV

Library Administration 194 High Street, Belmont 3216 Ph: 5241 6151 Fax: 5243 3549 info@geelonglibraries.vic.gov.au www.geelonglibraries.vic.gov.au