2015-04-28 Infrastructure & Services Committee Agenda

INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA                                 28 APRIL 2015


2.   Noosa Library Service Strategic Plan 2004-2007

Prior to 2000, Noosa Library Service operated from a single building supported by a mobile
library. It was focussed on processing and lending a large collection of mainly print books with
some audio-visual material. It provided a range of additional programs which were generally
centred around the print collection.

The Noosa Library Service Strategic Plan 2004-2007 was developed to transform the library
service from an out-dated process driven unit to a more contemporary service-focussed unit. It
addressed a range of key building and technological infrastructure gaps as well as improving
services to meet community expectations. It included 76 actions, of which over 85% were
completed.

Major achievements resulting from the implementation of this strategy include:
 The construction of the new Cooroy Library
 Purchase of a new Mobile Library
 Implementation of a new generation library management system “Spydus”
 Opening hours reflective of community expectations
 Increased web-based delivery of services
 The development of the PictureNoosa historical photographic collection
 Diverse programs and services focussed on community needs and interests

The 2004 – 2007 Strategic Plan was also the catalyst for a raft of operational changes seeking
greater efficiency and value for money for example a shift to customer self-service, changes to
purchasing models and increasing revenue.

The main actions which were not completed from 2004 – 2007 Strategic Plan were:
 Reviewing and refurbishing Noosaville Library to maximise use of existing space
 Implementing a patron self-return system
 Investigating options for improved library services to the coastal strip


3.   Strategy Rationale

Through the period of amalgamation with Sunshine Coast Council, the Noosa libraries operated
as part of a large network of 10 branch libraries and 3 mobile libraries. Administration, services,
programmes and collections were developed centrally and rolled out to the service points. There
was no formal strategic plan however the management philosophy was to centralise backroom
processes and maximise customer services and programs under a More Libraries, More Choices
plan.

Following de-amalgamation the primary task has been to re-establish an independent Noosa
Library Service, consisting of two branch libraries, one mobile library, an eLibrary and a range of
programmes and services. The focus has been on foundation operational elements such as
systems and procurement to ensure continuity of service.

It is now timely to develop a new Noosa Libraries Strategic Plan which considers the make-up
and needs of the Noosa community and guides the future development and provision of library
services. This will ensure that development and changes are responsive to needs and priorities
in a planned, rather than ad hoc, manner.




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