1. The document outlines workforce development initiatives for Victorian public libraries from 2014-2017. It identifies key skills needed for the future through a skills audit project and strategic framework called Victorian Public Libraries 2030.
2. The skills audit found gaps in areas like digital literacy, social media skills, and ICT support. In response, a training program was developed around themes of partnerships, programming, collections, and digital literacy.
3. A major focus was creating online digital literacy training to build confidence and skills for around 1,000 library staff statewide. The initiatives aimed to prepare the workforce to meet changing community needs as identified in the 2030 strategic framework.
4. Past Projects
Research
•Libraries building communities
•Dollars, sense and public libraries
•Internet and PC usage in public libraries
•Creative communities
•Statewide skills audit
•Collections audit 2006
•Workforce sustainability and leadership 2008
•Library buildings audit 2008
5. Past Projects
• Statewide training
• Statewide marketing
• Digitisation projects
• Disability awareness
• Jolly Jumbuck
• Business information project
• LOTE
• Memory Victoria
• Shared leadership
6. Past Projects
Research
•Libraries building communities
•Dollars, sense and public libraries
•Internet and PC usage in public libraries
•Creative communities
•Statewide skills audit
•Collections audit 2006
•Workforce sustainability and leadership 2008
•Library buildings audit 2008
7. Shared Leadership Projects
• Pop-up libraries
• Creative spaces
• Libraries and CALD communities
• Guidelines for joint use or collocated public libraries
• Volunteen
• A framework for Victorian library partnerships
• Strategic evaluation of programs
• Green credentials for new and refurbished Library
buildings
• Library services to babyboomers
8. 2010 Sleepover
• Presentation - NSW Bookend Scenarios (a
strategic foresight project)
• Identified a lack of strategic long term
thinking for Victorian libraries
• Led to the Libraries 2030 project
10. VPL 2030
• Launched in June 2013
• Guiding document at the 2013 planning
retreat
11. What is strategic foresight?
Veteran foresighter Richard A. Slaughter gives this
definition:
Strategic foresight is the ability to create and sustain
a variety of high quality forward views and to apply
the emerging insights in organizationally useful
ways; for example, to detect adverse conditions,
guide policy, shape strategy; to explore new
markets, products and services.
12. What is strategic foresight?
•Gathering intelligence about
possible futures
•Taking advantage of all possibilities
•Identifying social trends
•Looking for tipping points
13. Background
Objectives:
• Identify global trends that may impact future public
library services
• Explore alternative futures, tipping points & strategic
responses to trends
• Develop & extend the capacity of the sector to think
strategically
• Create an adaptable framework that can meaningfully
guide strategic planning in any location
14. Process
Collaborative 5-stage process involving over 80
Victorian public library managers, staff & stakeholders
1. Interviews
2. Creating future scenarios workshop
3. Transitioning to the future workshop – backcasting
4. Impact on public libraries workshop – analysis
5. Strategic framework workshop
15. Creative scenario Community scenario
Creativity
The desire to
unlock, express,
develop & record
creative interests
Collaboration
The willingness to
partner, cooperate
& share with
others
Brain health
The need for
lifelong mental
engagement,
stimulation & care
Dynamic
learning
The need to
continually learn
new knowledge &
skills to
participate fully in
a rapidly changing
environment
Community
connection
The desire for
stable & trusted
relationships with
people & places of
common interest
Five key social trends and two future scenarios
depicting Victorian lifestyles
16. Five significant social trends (VPL 2030)
• Creativity
• The desire to unlock, express, develop and record creative
interests
• Collaboration
• The willingness to partner, cooperate and share with others
• Brain health
• The need for lifelong mental engagement, stimulation and
care
• Dynamic learning
• The need to continually learn new knowledge and skills to
participate fully in a rapidly changing environment
• Community connection
• The desire for stable and trusted relationships with people
and places of common interest
17. VPL 2030: Creative libraries
• a fundamental shift in society’s aspirations as the desire to
consume declines and a creative culture emerges in its place.
• a decline in individual and organisational competition, and a
rising interest in collaboration, both on a personal and
professional basis.
In this scenario more and more people are seeking to explore,
develop and express their creativity.
18. VPL 2030: Community libraries
• economic, social and technological change, as
industries and social norms are disrupted
• changing social dynamics lead to the desire to
reconnect with the local community.
In this scenario there is a need to continually acquire
new knowledge and skills
19. VPL 2030: Recommendations
• Storytelling
• Revenue and fundraising
• Products services and programs
• Facilities and resources
• Staff
20. Storytelling
To generate internal & external belief & buy-in to a
shared vision for the future role of Victorian public
libraries
• Developing a PLVN communication plan
• All staff have a role in telling the stories
21. Revenue and Fundraising
To develop a portfolio of revenue & funding streams
that ensure the future prosperity of Victorian public
libraries
• Workshop held on sponsorship and partnerships
• PLVN working on this project
22. Products Services and Programs
To offer a suite of products, services & programs that
meets the community’s changing expectations & needs
of a public library into the future
Read
• Development of a Reading and literacy for all strategic
framework and early years literacy program and adult
literacy program
Memory
• Capacity building in digital collecting, preservation and
local history
• Travelling exhibition and training
23. Facilities and Resources
To incorporate a mix of flexible spaces
that facilitate & support the range of
public library products & services into
the future
24. Staff
To develop a flexible & inclusive
culture that attracts & retains people
with the right skills & attitude to deliver
public library products & services into
the future
25. The Lead and Learn Workgroup – 2014-2017
• Roll out of Our Future, Our Skills recommendations
• Develop training and programs that respond to the
skill gaps identified in the report
26. 1. 2008: Workforce Sustainability and Leadership report
States that libraries need clear and practical strategies for long-
term sustainability of the workforce
2. 2012: Victorian Public Libraries 2030 strategic framework
Presents future scenarios for public libraries
3. 2014: Victorian Public Libraries: Our Future, Our Skills research
report
Reports on a skills audit of the Victorian public library workforce
4. 2015: Workforce Development Action Plan
Identifies a suite of targeted training and development initiatives
focused on high priority skill gaps
Background
27. The 2030 future
Creative scenario Community scenario
Creativity
The desire to
unlock, express,
develop & record
creative interests
Collaboration
The willingness to
partner, cooperate
& share with
others
Brain health
The need for
lifelong mental
engagement,
stimulation & care
Dynamic
learning
The need to
continually learn
new knowledge &
skills to
participate fully in
a rapidly changing
environment
Community
connection
The desire for
stable & trusted
relationships with
people & places of
common interest
But how can we better prepare library staff to adapt and innovate
to meet changing community needs?
Focus of Victorian Public Libraries in 2030
28. The skills audit project – Victorian Public Libraries, Our Future, Our Skills
• A framework of core
competencies for the public library
workforce
• A skills audit to map current and
future skills
• A report which analyses findings
and recommends strategies to
prepare for the future
29. The skills audit
The skills audit in the Our Future, Our Skills project
collected over 1300 responses from Victorian public
library staff and enabled analysis of:
The skillsets that library
managers (n=78) believed
were going to be important
The perceived levels of
confidence expressed by
individuals
The comparison between these two gave us a gap
analysis for future skills development.
VS
30. Skills framework
Cognitive skills Foundation skills
• Most important now and in 5 years’ time:
Literacy, Cultural literacy, Digital literacy, Local awareness
Technical skills Professional skills
• Most important now:
Information seeking, The role of information and libraries in society,
Information services, Lending services, Promoting library collections,
services and programs
• Most important in 5 years’ time:
Community development, Programming for diverse audiences,
Technologies
Behavioural skills Behavioural skills
• Most important now and in 5 years’ time:
Customer engagement, Ethics and values, Empathy, Teamwork,
Self-management, Flexibility
31. Skill gaps
Skillset Managers - Very important % Individuals - Very confident %
Foundation skills
Local awareness 79.5% 17.9%
Political literacy 47.4% 20.2%
Economic literacy 55.1% 10.9%
Health literacy 56.4% 15.9%
Environmental literacy 46.2% 13.4%
Digital literacy 93.6% 18.9%
Cultural literacy 87.2% 45.6%
Professional skills
Community needs analysis 92.3% 16.6%
Community engagement 87.2% 18.9%
Community relationships 87.2% 17.5%
Cultural programming 59.0% 11.1%
Creative making 39.7% 4.9%
Behavioural skills
Customer engagement 93.6% 68.0%
Building partnerships and alliances 82.1% 9.6%
Political and business acumen 73.1% 12.8%
32. Three key skills
1. Digital literacy
2. Social media and mobile applications
3. ICT support
Core competencies
• Critically evaluate dynamic content
• Use diverse format types and delivery modes
• Produce original content in multiple media formats
• Share information in participatory environments
• Embrace new technologies
• Respect privacy, information ethics, cybersafety and intellectual
property issues.
P–32
Digital Literacy skills gap
33. RE Ross Trust grant
Funding for the Learn component of the Lead
and Learn program includes $150,000 from the
RE Ross Trust.
These funds are dedicated to:
• address priority gaps identified in Victorian Public Libraries:
Our Future, Our Skills
• develop a plan of programs for improving access to training
for public library staff in regional Victoria
• develop and deliver an online Digital Literacy training
module for public library staff
• deliver professional development seminars.
34. Key themes
Lead and Learn workgroup identified four
themes around which training activities should
be planned for 2014-17:
• Partnerships
• Library programming to strengthen the community
• Collection development
• Digital literacy
35. Skills that should underpin all training
We should be mindful to develop these
concepts that underpin all training:
• Creative thinking
• Problem solving
• Change management
• Learning to learn
Professional Development seminar
• Renew, Rethink, Revitalise Mini-conference
• Took place in March 2015
36. Theme 1: Partnerships
Face-to-face Training
• Targeting Bands 5 and above
• 250 staff
• Metro and regional locations
• June to December 2015
Professional Development seminar
• Creating Partnerships for Creative Communities
(Took place in November 2014)
37. Theme 2: Library Programming to Strengthen the Community
Face-to-face Training
• Initial planning 2014/15
• Develop in 2015/16
• Deliver 2015/16 and 2016/17
• Targeting Bands 4 to 7
• Face-to-face delivery
• Metro and regional locations
38. Theme 3: Collection development
Conference/summit
• Seminar March 2016 (1-2 days)
• Targeting management and specialist staff
• Strategic thinking about collection development:
o the principles of collection development
o freedom of information
o copyright laws
o understanding suppliers
• A central location such as SLV
39. Theme 4: Digital Literacy
Critical issues
• Building the confidence of staff
• Developing staff capacity to learn.
Online Training
• Modules delivered online
• Targeting Bands 3 to 6
• Approx. 1000 staff
• Development 2014/15
• Delivery 2015/16 and 2016/17
• Tailored content aimed at the Victorian public library
environment
40. P–40
Priorities for our training
• Monitored
• Principles + practice
• Champions
• Confidence building
• Learning to learn
Next steps
• Working Party
• Design
• Development
• Testing
• Roll out
Digital Literacy online training
41. P–41
Contact us for more details:
Robyn Ellard – rellard@slv.vic.gov.au
Jayne Cleave – jcleave@slv.vic.gov.au
Karyn Siegmann – ksiegmann@bayside.vic.gov.au
Editor's Notes
The workforce development action plan:
Is part of the Statewide Public Library Development Projects. These projects are at the heart of the State Library/public library collaboration to improve library services to all Victorians.
The plan has been a developed by the Lead and Learn workgroup of public library and SLV staff.
It will guide the decision-making of the workgroup for the next 2.5 years
It draws on a huge amount of research and strategic work undertaken through the Statewide Public Library Development Projects by SPLDP over the past seven years.
Background
What is Strategic Foresight?
What are scenarios
What are tipping points
Context for libraries
Informing all future planning
Creativity
The desire to unlock, express, develop & record creative interests
Collaboration
The willingness to partner, cooperate & share with others
Brain health
The need for lifelong mental engagement, stimulation & care
Dynamic learning
The need to continually learn new knowledge & skills to participate fully in a rapidly changing environment
Community connection
The desire for stable & trusted relationships with people & places of common interest
In the Creative scenario there is a fundamental shift in society’s aspirations as the desire to consume declines and a creative culture emerges in its place. In this scenario more and more people are seeking to explore, develop and express their creativity. We also see a decline in individual and organisational competition, and a rising interest in collaboration, both on a personal and professional basis.
In the Community scenario we see the combined effect of economic, social and technological change, as industries and social norms are disrupted and traditional gatekeepers lose their relevance. Rapidly changing social dynamics lead to sustained high unemployment, feelings of social displacement, and the desire to reconnect with the local community. In this scenario there is a need to continually acquire new knowledge and skills as people feel the impact of the transformation from a local, physical economy to a global virtual one.
Lots of different responsibilities including the Shared Leadership program, but one big responsibility is responding to the recommendations in the Skills Audit report.
Briefly looking at the background of this project:
In 2008, the Workforce Sustainability and Leadership report made it clear that Victorian public libraries needed to approach their future strategically and with a long term vision.
The conclusions led us to publish the Victorian Public Libraries 2030 strategic framework in 2012, putting into print the public library sector’s strategic direction and priorities, illustrated by possible future scenarios.
In order to realise this vision, we developed a competency framework and conducted a skills audit of the Victorian public library workforce, producing a dense research report in 2014, Victorian Public Libraries: Our Future, Our Skills.
It is based on this research that the Lead and Learn workgroup are basing their decisions for future workforce development strategies.
The Workforce Development Action Plan defines a staff development program that is aligned with the public library sector’s strategic direction and priorities and is based upon the evidence and skills gaps identified in the skills audit.
As stated by Karyn, the Victorian Public Libraries 2030 strategic framework identified two scenarios of the future libraries, the Creative Library and the Community Library, which depict how community attitudes, behaviours, wants and needs might be different in 2030 and how public libraries will respond.
There are five social trends of particular significance:
Creativity
Collaboration
Brain health, or the need for lifelong mental engagement, very important with an aging population
Dynamic learning
Community connection
Understanding how best to meet the changing needs to our communities, led to research into the skills of the Victorian public library workforce.
The skill audit project
Developed a competency framework for the public library workforce, including the skills identified in the two Victorian Public Library 2030 scenarios as crucial for the future to the skills framework.
It then conducted an audit of the workforce to identify the extent which the library workforce might be ready and prepared for the alternative Creative and Community futures outlined in the report.
The Skills audit
Over 1,300 individuals completed the individual survey, 45% of all employees
There were 78 responses to the managerial survey
The comparison of the skillsets that managers believed were going to be important with the perceived level of confidence expressed by individuals in those same skills created what we call a “skills gap” and became a skill needing to be addressed to help future-proof the workforce.
The skills framework
The skills were grouped into three key areas and broken down to specific key skills
In the Foundation skills, the same areas were seen as both important now and in five years time: literacy, digital literacy, local awareness
For Professional skills, individuals saw the most important skills changing to emphasise local community programming and technologies
The Behaviourial skills that are seen as important now and in the future, are customer engagement, teamwork and self-management, among others.
Skills gaps
You can see here the specific skills that had the largest ‘skills gaps’ identified
To pull out a couple:
82% of managers believed Building Partnerships and Alliances to be very important in the future, while less than 10% of staff feel very confident.
Another key area and one that we’ll be looking at more closely today, is Digital Literacy. Here you can see that 93.6% of managers deem it very important and less than 18.9% of staff feel very confident.
In the audit, Digital Literacy was made up of three skills:
Number one was actually called Digital Literacy and refers to the ability to use information and media skills in a digital world.
The second skills is the ability to integrate social media and mobile applications into library operations
And third, the ability to troubleshoot ICT problems in the library
To break it down even further, the key competencies of Digital Literacy are:
Critically evaluate dynamic content
Use diverse format types and delivery modes
Produce original content in multiple media formats
Share information in participatory environments
Embrace new technologies
Respect privacy, information ethics, cybersafety and intellectual property issues.
Back to the Workforce Development Action Plan:
The Workforce Development program has been awarded a grant by the RE Ross Trust.
These funds are dedicated to addressing the skills gaps identified in the Skills Audit
There is also funds to improve access to training for public library staff in regional Victoria, to develop and deliver Digital Literacy training and for the delivery of professional development seminars.
To develop the Action plan, workgroup members (all senior library staff) attended a facilitated workshop that used the workgroup’s experiences and priorities for the sector, along with the skills audit results, to identify four primary areas for action. The plan also identifies target audiences, essential content, modes of delivery and timing.
The training activities for the remainder of the 2014 to 2017 triennium will focus on:
Partnerships
Community engagement and development
Collection development
Digital literacy
VPL 2030 notes that:
Creative thinking and problem solving are likely to become essential skills in a less predictable world: public library staff will need to be able to seek out and promote new ideas and to test novel approaches to resolving operational issues. A commitment to lifelong learning will be an imperative, with staff prepared to take responsibility for their ongoing learning and professional development through avenues of both informal and formal learning.
The Action Plan states that these four skills that should underpin all training delivered by SPLDP:
Creative thinking - the ability to apply creative and innovative thinking
Problem solving - the ability to use creative strategies to resolve a problem
Change management - a systematic approach to transitioning individuals, teams, and organisations to a desired future state (identified under the skill category ‘Management and administration’).
Learning to learn - the need to continually learn new knowledge and skills to participate fully in a rapidly changing environment. This includes self-motivation and having the confidence to succeed, develop specific strategies to help themselves, and developing positive learning habits.
The public libraries team recently delivered a professional development seminar showcasing how 18 Victorian public libraries are using these skills to address the changing needs of their communities, and really revitalising their services. The “Mini-conference” attracted 240 people and was very well received.
The skills that come under the Partnerships heading were:
Building partnerships and alliances
Political and business acumen
The activity will primarily be face-to-face training targeting Victorian public library staff employed at Band 5 and above (branch manager level). A brief has been drafted for a consultant to deliver 1-day training workshops that will take place 3 metro and 4 regional Victorian locations, and train a minimum of 250 staff.
The training will cover:
Positioning your organisation to be a partner of choice
The partnership process, including gaining partner commitment
Assessing a potential partner’s business strategy and needs
Understanding risk and mitigation in the partnering process including governance
Presentation of case studies with a local government focus
The public libraries team has already delivered a partnerships focussed professional development seminar last November.
The skills that come under the Community Programming heading were:
Cultural programming
Literacies and learning
Community development
Project management
The training, which will be developed in the second half of 2015 and delivered from early 2016 through to the end of the triennium, will target Victorian public library staff employed between Band 4 and 7. It will also be delivered face-to-face in metro and regional locations.
The training will cover:
Scope and plan a project, including stakeholder analysis
Identify and understand community and cultural needs, desirable/expected community outcomes
Map similar programs already being delivered by other organisations
Develop a solution and response to these needs
Assess resource requirements
Promote, deliver and evaluate the program
Finally, the fourth area, Collection Development, is a core competency of the Skills framework, and is made up of a range of skills required to ‘develop and manage the library collection to meet customer needs’.
A regular conference or summit was suggested as a way to keep this core skill on the public library agenda. It will target management level staff including branch managers and collection managers, as well as those with a responsibility advising on collection purchasing for a select customer group e.g. Adult reader advisory librarians. It’s purpose is be to stimulate strategic thinking about collection development and cover issues such as the principles of collection development, freedom of information, copyright laws, understanding suppliers.
The conference will involve public library and SLV staff and be run in a central location.
The final skills gap identified for urgent action was Digital Literacy.
The critical issues facing public libraries in this area, is building their staff’s confidence in handling digital and technological enquiries, and developing their capacity to learn independently. This ability to “learn-to-learn” came up repeatedly and is key to successfully improving the digital literacy skills of staff.
The Action Plan has directed us to begin planning of an online training program, made up of a series of modules that address the principles and the practice behind digital technologies. It will target staff employed between Bands 3 and 6 and train between 1,000 and 1,500 people.
The priorities for our training that were identified by the workgroup were that the training be monitored, so not self-paced. That it combined learning practical skills as well as the principles behind them. That it created champions among the VPL workforce, to ensure a culture of learning and encouragement. And finally that it focused on confidence building and learning-to-learn, the result being that those who went through had increased resilience and belief in their ability to tackle digital or technology problems in their professional and personal lives. It was also desirable that the training would be available into the future after the monitored training had taken place, for people to go back to in the future, or for new staff to explore.
We researched a huge list of available products, and the closest pre-existing product we could find was Lynda.com. There were a few things that steered us away from Lynda, including the prohibitive licencing costs, but also the fact that while they have a huge number of courses that teach skills, they are almost entirely practical, with little attention to principles, they don’t have a huge range at the true beginner level, the structure wouldn’t allow us to have champions and after our licence ran out we would lose access to the training.
The next steps for Digital Literacy training are the creation of a Working Party, which has been happening over the past few weeks. We have finalised that list and have 8 representatives from across Victorian public libraries coming together next week for the first time to help inform the shape and content of the training. We have representatives from this SIG, from the LibMark and Collections SIG, people who are expert in digital literacy and some who are real beginners. The WP will work with the project team at SLV to design and develop the training over the next three months and assist us with testing phase, before we run a pilot and finally (hopefully) roll out the first term in October this year.