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Strategic Plan 2011 - 2015 Hobsons Bay Libraries: Connecting People with Ideas Person A  Manager Person B Marketing & Communications
Introduction Hobsons Bay is evolving as a culturally diverse and technologically advanced community. The Libraries are operating in a climate of rapid change. The Libraries will deliver: services and programs for changing community needs lifelong learning and information access for all.
Presenters Person A Manager Person B Marketing & Communications Telephone: +61 03 9932 1330Email: library@hobsonsbay.vic.gov.au 
Why a new Strategic Plan? Libraries Perspective Lack of programs and services targeted directly at teens and CALD Problems with website Web 2.0 (marketing, services) No regular community consultation
Why a new Strategic Plan? Libraries Perspective IT infrastructure Lack of volunteers Budget overspend Staffing (Specialised, inflexible, ageing workforce)
Why a new Strategic Plan? Council Perspective Image of Libraries,  and by extension Council, in Community: Sections of community not catered for – perception not valued Unprofessional website, outdated marketing Lack of community consultation – perception do not value community opinions
Why a new Strategic Plan? Council Perspective Budget overspend and future Council funding Current staffing issues will also affect Council’s: Employment strategies Budget allocations Council's mission to build a vibrant and sustainable community
Vision The Hobsons Bay Libraries anticipate and respond to the information needs of our diverse community. We provide a friendly, efficient service which ensures a high level of customer satisfaction. We embrace technological advances and integrate these into our programs and services.
Mission Hobsons Bay Libraries will be the dynamic heart of our community, providing access to information resources, lifelong learning and recreational programs for all. We will provide services and resources to meet the information needs of the community. We will work together with Council to achieve a vibrant and sustainable community.
Goals 2011-2015 Enhance the lifelong learning and information literacy programs in our Libraries Develop the Libraries as welcoming, safe and accessible spaces with resources and activities for all in the community Establish and strengthen relationships with Community and Business Develop a current and dynamic collection across the Libraries which meets the needs and interests of the community. Provide modern infrastructure to support the collection
Goals 2011-2015 Further develop our communications strategies in order to promote our programs and services throughout the community Continue to develop skills and knowledge and support each other in enhancing service delivery Be proactive with fiscal responsibility and control while maintaining excellence in service and resources
Goal 1: Enhance the lifelong learning and information literacy programs in our Libraries Strategies Provide lifelong learning and information literacy programs in our libraries for all ages Continue to ensure programs are relevant to the library users Expand the library user base to capture more non-users in relevant programs Promote the library programs to the community
Goal 1: Enhance the lifelong learning and information literacy programs in our libraries Outcomes The organisation develops  an awareness of the history and culture of our community Increase in literacy, technological and lifelong learning skills Increase in community groups’ involvement in the library Number of users increased Increased revenue
Goal 2: Develop the Libraries as welcoming, safe and accessible spaces with resources and activities for all in the community Strategies Provide a safe and accessible environment Continue to develop programs and services that target under-represented groups in library user statistics Ensure services are economically sustainable
Goal 2: Develop the Libraries as welcoming, safe and accessible spaces with resources and activities for all in the community Outcomes Staff working safely; OH&S incidents decreased Numbers of unattended children decreased Cost of the Home Library Service decreased and efficiency of service increased
Goal 3: Establish and strengthen relationships with Community and Business Strategies Identify and meet user and non user information needs Increase volunteering opportunities
Goal 3: Establish and strengthen relationships with Community and Business Outcomes Services and Resources that reflect needs of users Increase use of collection and number of users Increase types of activities offered by the Library Offer services outside of expertise of Library staff
Goal 4: Develop a current and dynamic collection across the libraries, which meets the needs and interests of the community. Provide modern infrastructure to support the collection Strategies Move towards a fiction-rich print collection, and more non-fiction available online Upgrade online catalogue & catalogue infrastructure Increase interlibrary loans Ongoing IT upgrade
Goal 4: Develop a current and dynamic collection across the libraries, which meets the needs and interests of the community. Provide modern infrastructure to support the collection Outcomes Collection reflects community needs and wants Customers have access to a larger collection of resources at reasonable cost Greater customer satisfaction Increased efficiency
Goal 5: Further develop our communications strategies in order to promote our programs and services throughout the community Strategies Promotion of library programs and services to the general community Promotion of library programs and services to CALD community members  Promotional strategy to reach potential new and/or non library users  Consultation with community on library programs, services and planning
Goal 5: Further develop our communications strategies in order to promote our programs and services throughout the community Outcomes Increase of community access to news of Library events and services  Increased sense of community ownership of the Library
Goal 6: Continue to develop our skills and knowledge and support each other in enhancing service delivery Strategies Develop flexible staffing solutions Encourage a knowledge sharing staff environment across all library locations Regular training on library service delivery to keep staff current Staff development strategies should be negotiated with staff members
Goal 6: Continue to develop our skills and knowledge and support each other in enhancing service delivery Outcomes Library ensured of staffing sustainability Staff work-life balance needs supported Corporate knowledge documented and retained Staff have input in their professional development Staff have an holistic understanding of the library service operations, values and objectives
Goal 7: Be proactive with fiscal responsibility and control while maintaining excellence in service and resources Strategies Ensure all resources and services are relevant Identify opportunities to increase funding Collaborative arrangements Online alternatives for resources and services
Goal 7: Be proactive with fiscal responsibility and control while maintaining excellence in service and resources Outcomes Eliminate little used resources and services Adopt a new budget method Library will be more proactive and in control of funds
The new strategic plan The new strategic plan is designed to keep the Libraries relevant in an atmosphere of rapid social and technological change. Implementing the plan will bring the Libraries closer to the community and will ensure that the Libraries remain a focal point of community life.
Over the next five years… the strategic plan will Further Hobsons Bay Libraries' aim of connecting people with ideas Help the Council to build a vibrant and sustainable community
Any questions? Contact us: Person A Manager Person B Marketing & Communications Telephone: +61 03 9932 1330Email: library@hobsonsbay.vic.gov.au 

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Assignment Powerpoint presentation

  • 1. Strategic Plan 2011 - 2015 Hobsons Bay Libraries: Connecting People with Ideas Person A Manager Person B Marketing & Communications
  • 2. Introduction Hobsons Bay is evolving as a culturally diverse and technologically advanced community. The Libraries are operating in a climate of rapid change. The Libraries will deliver: services and programs for changing community needs lifelong learning and information access for all.
  • 3. Presenters Person A Manager Person B Marketing & Communications Telephone: +61 03 9932 1330Email: library@hobsonsbay.vic.gov.au 
  • 4. Why a new Strategic Plan? Libraries Perspective Lack of programs and services targeted directly at teens and CALD Problems with website Web 2.0 (marketing, services) No regular community consultation
  • 5. Why a new Strategic Plan? Libraries Perspective IT infrastructure Lack of volunteers Budget overspend Staffing (Specialised, inflexible, ageing workforce)
  • 6. Why a new Strategic Plan? Council Perspective Image of Libraries, and by extension Council, in Community: Sections of community not catered for – perception not valued Unprofessional website, outdated marketing Lack of community consultation – perception do not value community opinions
  • 7. Why a new Strategic Plan? Council Perspective Budget overspend and future Council funding Current staffing issues will also affect Council’s: Employment strategies Budget allocations Council's mission to build a vibrant and sustainable community
  • 8. Vision The Hobsons Bay Libraries anticipate and respond to the information needs of our diverse community. We provide a friendly, efficient service which ensures a high level of customer satisfaction. We embrace technological advances and integrate these into our programs and services.
  • 9. Mission Hobsons Bay Libraries will be the dynamic heart of our community, providing access to information resources, lifelong learning and recreational programs for all. We will provide services and resources to meet the information needs of the community. We will work together with Council to achieve a vibrant and sustainable community.
  • 10. Goals 2011-2015 Enhance the lifelong learning and information literacy programs in our Libraries Develop the Libraries as welcoming, safe and accessible spaces with resources and activities for all in the community Establish and strengthen relationships with Community and Business Develop a current and dynamic collection across the Libraries which meets the needs and interests of the community. Provide modern infrastructure to support the collection
  • 11. Goals 2011-2015 Further develop our communications strategies in order to promote our programs and services throughout the community Continue to develop skills and knowledge and support each other in enhancing service delivery Be proactive with fiscal responsibility and control while maintaining excellence in service and resources
  • 12. Goal 1: Enhance the lifelong learning and information literacy programs in our Libraries Strategies Provide lifelong learning and information literacy programs in our libraries for all ages Continue to ensure programs are relevant to the library users Expand the library user base to capture more non-users in relevant programs Promote the library programs to the community
  • 13. Goal 1: Enhance the lifelong learning and information literacy programs in our libraries Outcomes The organisation develops an awareness of the history and culture of our community Increase in literacy, technological and lifelong learning skills Increase in community groups’ involvement in the library Number of users increased Increased revenue
  • 14. Goal 2: Develop the Libraries as welcoming, safe and accessible spaces with resources and activities for all in the community Strategies Provide a safe and accessible environment Continue to develop programs and services that target under-represented groups in library user statistics Ensure services are economically sustainable
  • 15. Goal 2: Develop the Libraries as welcoming, safe and accessible spaces with resources and activities for all in the community Outcomes Staff working safely; OH&S incidents decreased Numbers of unattended children decreased Cost of the Home Library Service decreased and efficiency of service increased
  • 16. Goal 3: Establish and strengthen relationships with Community and Business Strategies Identify and meet user and non user information needs Increase volunteering opportunities
  • 17. Goal 3: Establish and strengthen relationships with Community and Business Outcomes Services and Resources that reflect needs of users Increase use of collection and number of users Increase types of activities offered by the Library Offer services outside of expertise of Library staff
  • 18. Goal 4: Develop a current and dynamic collection across the libraries, which meets the needs and interests of the community. Provide modern infrastructure to support the collection Strategies Move towards a fiction-rich print collection, and more non-fiction available online Upgrade online catalogue & catalogue infrastructure Increase interlibrary loans Ongoing IT upgrade
  • 19. Goal 4: Develop a current and dynamic collection across the libraries, which meets the needs and interests of the community. Provide modern infrastructure to support the collection Outcomes Collection reflects community needs and wants Customers have access to a larger collection of resources at reasonable cost Greater customer satisfaction Increased efficiency
  • 20. Goal 5: Further develop our communications strategies in order to promote our programs and services throughout the community Strategies Promotion of library programs and services to the general community Promotion of library programs and services to CALD community members Promotional strategy to reach potential new and/or non library users Consultation with community on library programs, services and planning
  • 21. Goal 5: Further develop our communications strategies in order to promote our programs and services throughout the community Outcomes Increase of community access to news of Library events and services Increased sense of community ownership of the Library
  • 22. Goal 6: Continue to develop our skills and knowledge and support each other in enhancing service delivery Strategies Develop flexible staffing solutions Encourage a knowledge sharing staff environment across all library locations Regular training on library service delivery to keep staff current Staff development strategies should be negotiated with staff members
  • 23. Goal 6: Continue to develop our skills and knowledge and support each other in enhancing service delivery Outcomes Library ensured of staffing sustainability Staff work-life balance needs supported Corporate knowledge documented and retained Staff have input in their professional development Staff have an holistic understanding of the library service operations, values and objectives
  • 24. Goal 7: Be proactive with fiscal responsibility and control while maintaining excellence in service and resources Strategies Ensure all resources and services are relevant Identify opportunities to increase funding Collaborative arrangements Online alternatives for resources and services
  • 25. Goal 7: Be proactive with fiscal responsibility and control while maintaining excellence in service and resources Outcomes Eliminate little used resources and services Adopt a new budget method Library will be more proactive and in control of funds
  • 26. The new strategic plan The new strategic plan is designed to keep the Libraries relevant in an atmosphere of rapid social and technological change. Implementing the plan will bring the Libraries closer to the community and will ensure that the Libraries remain a focal point of community life.
  • 27. Over the next five years… the strategic plan will Further Hobsons Bay Libraries' aim of connecting people with ideas Help the Council to build a vibrant and sustainable community
  • 28. Any questions? Contact us: Person A Manager Person B Marketing & Communications Telephone: +61 03 9932 1330Email: library@hobsonsbay.vic.gov.au