2018 Operational Plan-newstyle

2018
OPERATIONAL PLAN

UON LIBRARY SERVICES

Strategic Initiative 1 2018 Actions

client experience ■ Develop a robust client research programme that will
define the clients, their service expectations and support
The client experience is arguably the most important of the strategic needs (including students from diverse socioeconomic,
initiatives and drives service delivery. A positive and rewarding cultural and disability backgrounds.)
experience has been proven to contribute to successful graduate
outcomes and active engagement, which will inform and shape our ■ Create and make accessible a suite of learning resources,
services in both the academic and community environment. We have a in a range of formats, to meet the teaching and
diverse range of clients and provide an equally broad range of services to learning needs of UON’s diverse student community
support and enhance the experience by supporting students to
successfully achieve graduate attributes through quality learning & study ■ Operate and support a 24/7 physical and virtual
environments. presence to provide access to services, resources and
Our objective is to deliver a quality client experience. Delivering this level facilities. Specifically, examine ways to provide 24/7
of client experience requires real clarity of purpose obtained through: access to print collections.

• Defining who the client is and what their support needs are ■ Support the implementation of the eReserve online
• Understanding the client’s service expectations across the course readings module to enhance staff & student
experience.
range of services
• Delivering on the expectations 2
• Setting quality benchmarks and measuring outcomes

against the benchmark.

Lead Strategies 2016 – 2020

1. Ensure the client experience underpins all facets of library
services, technology and virtual learning environments.

2. Ensure the impact of library services and resources on the quality
outcomes of research, teaching and learning is communicated to
key stakeholders

3. Ensure the Library utilises technology and systems that are fit for
purpose, support teaching, learning & research and respond to
UON directions

4. Ensure the Library provide equitable access to services for all
students

11/8/2017 Library Services

Strategic Initiative 2 2018 Actions

researcher engagement ■ Develop a robust client research programme that will
define the clients, their service expectations and
In response to changing internal and external drivers, including support needs (including students from diverse
the University’s Research Advantage Program, we will re-focus socioeconomic, cultural and disability backgrounds.)
research support to optimise the provision of identified services
for the University research community through proactive ■ Create and make accessible a suite of learning
engagement with researchers at all stages of the research resources, in a range of formats, to meet the
lifecycle. teaching and learning needs of UON’s diverse
student community
We will also respond to strategic sector and institutional
initiatives in an agile way and build capability to introduce and ■ Operate and support a 24/7 physical and virtual
foster innovation. presence to provide access to services, resources and
facilities. Specifically, examine ways to provide 24/7
Lead Strategies 2016 - 2020 access to print collections.

1. Design and implement research support strategies that ■ Support the implementation of the eReserve online
support the University’s strategic research priorities course readings module to enhance staff & student
experience.
2. Ensure that the Library delivers quality services to
support the research lifecycle 3

3. Support changes in the research publishing
environment, with a specific focus on open access

11/8/2017 Library Services

Strategic Initiative 3 2018 Actions

information & digital ■ Investigate the potential for collaboration with, and
literacy support from the University community for the
development of an Information & Digital Literacy
UON Library has always played a lead role in equipping our students Framework.
with the core capabilities required to support lifelong learning and to
be an active participant in work and the community. Digital literacy ■ Develop links to graduate outcomes to ensure students
aims to support our students to make effective use of technology to attain appropriate research skills.
participate in the digital world, however, it is more about critical
thinking than technical competence and builds capability in relation 4
to communication, collaboration, online social literacy and content
creation.

Equipping our staff and students with these skills will significantly
enhance graduate employability and contribute to building our
reputation for quality and excellence in discovery of information and
a sustainable future.

Lead Strategies 2016 - 2020

1. Design and implement research support strategies that
support the University’s strategic research priorities

2. Ensure that the Library delivers quality services to support
the research lifecycle

3. Support changes in the research publishing environment,
with a specific focus on open access

11/8/2017 Library Services

Strategic Initiative 4 2018 Actions

scholarly resources & ■ Continue and conclude the implementation of the eReserve Plus
digitisation digital course readings platform

In the context of increasing digital disruption and the ■ Review print and legacy collections to assess usability and
University’s Digital 2020 Strategy, we will adapt our prioritise staged digitisation projects aligned with UON research
approach to acquiring and managing scholarly priorities and community initiatives R&SR
resources, ensuring sustainable access to relevant and
contemporary information for learning, teaching and ■ Undertake a review of microform collections to determine digital
research. equivalency, acquire digital alternatives and relegate obsolete
formats R&SR
Lead Strategies 2016 - 2020
■ Improve reporting on eResource usage, optimising the use of
1. Embrace innovation and technology to support JUSP data and EZproxy logs to demonstrate ROI and better
virtual learning environments inform purchasing and renewal decisions R&SR

2. Develop and provide access to high quality, ■ Investigate further eTextbook offerings through VitalSource,
evidence-based collections that support the Kortext and OpenStax, acquire as appropriate and integrate with
University’s teaching, learning & research activities course readings; align with NUW alliance OER and divisional
initiatives (e.g. Pearson)
3. Build capability for high quality digitisation of
cultural and heritage materials through supporting ■ Trial explorative / inferential search engines such as Yewno as
work integrated learning in the digital humanities complementary to Encore Duet discovery layer to facilitate
interconnected searching and improve usage of subscription
11/8/2017 Library Services resources

■ Expand the GLAMx facility to include storage, preparation and
conservation space for large artefacts, unearthed artefacts,
textiles and art works, using the L107 space and

■ In conjunction with IT Services and the vendor, explore cloud
hosting services for Sierra, Encore and BONUS+.

5

Strategic Initiative 5 2018 Actions

library promotions & ■ Further develop the Library Services Support function
communication and identify opportunities to improve the Library’s
operational process and practice in partnership with
Library Promotions supports and underpins Library activity by relevant University business units.
communicating key messages about services and resources to client
groups. It intersects with all areas of the library and requires strategic ■ Investigate sources of relevant measurement data and
and targeted content creation, active connections with internal and establish expertise in extracting, collating and analysing
external client groups and high levels of staff engagement. business data

Effective communication and promotional strategies guide the ■ Develop the 2018 – 2020 Library Workforce Plan in
development and enhancement of our services and facilities, help us to collaboration with senior staff and University HR. Would
understand and engage with our staff, students and community, and this be better expressed as a focus on a workforce
contribute to our long-term success. development plan considering the unknown re ODP –
almost impossible to develop a multiple year Workforce
In this context, and in the context of a rapidly changing communication plan?
environment, we will develop strategies to equip staff to recognise and
support the Library’s strategic messages and brand in all aspects of their ■ Finalise & implement the Library's Communications
work Framework, setting standards, guidelines and
procedures for all internal staff communications.
Lead Strategies 2016 - 2020
■ Actively contribute to and implement the University’s
1. Embrace innovation and technology to support virtual learning Organisational Design program outcomes
environments
6
2. Develop and provide access to high quality, evidence-based
collections that support the University’s teaching, learning &
research activities

3. Build capability for high quality digitisation of cultural and
heritage materials through supporting work integrated learning
in the digital humanities

11/8/2017 Library Services

Strategic Initiative 6 2018 Actions

library capital investment ■ Carry Over??
1. Investigate potential for a physical learning space/lab for
Ongoing investment in the Library’s physical spaces and facilities is essential
to ensure that our staff and students have access to world class study and Library staff to experiment/discover and develop skills
learning environments. that contribute to innovation and creativity L&E
2. Identify trends and potential opportunities including
We will continue to work with Infrastructure and Facilities Services and other collaboration with industry in academic library space
units to develop short and long term strategies to invest in our buildings and management to enhance the client experience e.g.:
facilities, which support the University’s contemporary research and learning maker spaces, outdoor reading rooms, etc... L&E/UX
programs, including the use of enabling technologies.
New 2018??
The development of master plans for the Callaghan, City and Ourimbah
Libraries will inform the IFS Estate Strategy which is committed to deliver
buildings and facilities which are innovative, sustainable and fit for purpose

Lead Strategies 2016 - 2020

1. Re-conceptualise virtual and physical spaces to support learning and
research in a sustainable way

11/8/2017 Library Services 7

Functional 2018 Actions

Functional-level operations are the foundation that support the Library’s ■ Further develop the Library Services Support function
operational and strategic objectives. They relate to core business operations and identify opportunities to improve the Library’s
and aim to ensure that the systems, processes and resources required to operational process and practice in partnership with
support Library services are available and accessible. relevant University business units.

In response to an ever-changing environment we will work in partnership ■ Investigate sources of relevant measurement data and
with the University’s key business units to ensure we comply with University establish expertise in extracting, collating and analysing
policy and practice and apply best practice to support sustainable and business data
efficient operations.
■ Develop the 2018 – 2020 Library Workforce Plan in
Lead Strategies 2016 - 2020 collaboration with senior staff and University HR. Would
this be better expressed as a focus on a workforce
1. Ensure our planning aligns with New Futures, supports operating development plan considering the unknown re ODP –
efficiency and evidences sound financial management almost impossible to develop a multiple year Workforce
plan?
2. Foster a safe and supportive workplace culture
■ Finalise & implement the Library's Communications
3. Recruit and retain engaged and high performing staff through Framework, setting standards, guidelines and
development, support and recognition procedures for all internal staff communications.

4. Implement quality approaches that support high performance, continual ■ Actively contribute to and implement the University’s
improvement and evidence based assessment Organisational Design program outcomes

5. Utilise business excellence models to inform the development of 8
efficient operations

11/8/2017 Library Services