2018 Operational Plan-newstyle

2018 

OPERATIONAL PLAN 

UON LIBRARY SERVICES

Strategic Initiative 1 

client experience 

The client experience is arguably the most important of the strategic 

initiatives and drives service delivery. A positive and rewarding 

experience has been proven to contribute to successful graduate 

outcomes and active engagement, which will inform and shape our 

services in both the academic and community environment. We have a 

diverse range of clients and provide an equally broad range of services to 

support and enhance the experience by supporting students to 

successfully achieve graduate attributes through quality learning & study 

environments. 

Our objective is to deliver a quality client experience. Delivering this level 

of client experience requires real clarity of purpose obtained through: 

2018 Actions 

■ 

■ 

Develop a robust client research programme that will 

define the clients, their service expectations and support 

needs (including students from diverse socioeconomic, 

cultural and disability backgrounds.) 

Create and make accessible a suite of learning resources, 

in a range of formats, to meet the teaching and 

learning needs of UON’s diverse student community 

• Defining who the client is and what their support needs are 

• Understanding the client’s service expectations across the 

range of services 

• Delivering on the expectations 

• 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 

■ 

■ 

Operate and support a 24/7 physical and virtual 

presence to provide access to services, resources and 

facilities. Specifically, examine ways to provide 24/7 

access to print collections. 

Support the implementation of the eReserve online 

course readings module to enhance staff & student 

experience. 

11/8/2017 Library Services 2


researcher engagement 


In response to changing internal and external drivers, including 

the University’s Research Advantage Program, we will re-focus 

research support to optimise the provision of identified services 

for the University research community through proactive 

engagement with researchers at all stages of the research 

lifecycle. 

We will also respond to strategic sector and institutional 

initiatives in an agile way and build capability to introduce and 

foster innovation. 

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 

■ 

■ 

■ 

■ 

Develop a robust client research programme that will 

define the clients, their service expectations and 

support needs (including students from diverse 

socioeconomic, cultural and disability backgrounds.) 

Create and make accessible a suite of learning 

resources, in a range of formats, to meet the 

teaching and learning needs of UON’s diverse 

student community 

Operate and support a 24/7 physical and virtual 

presence to provide access to services, resources and 

facilities. Specifically, examine ways to provide 24/7 

access to print collections. 

Support the implementation of the eReserve online 

course readings module to enhance staff & student 

experience. 



information & digital 

literacy 


UON Library has always played a lead role in equipping our students 

with the core capabilities required to support lifelong learning and to 

be an active participant in work and the community. Digital literacy 

aims to support our students to make effective use of technology to 

participate in the digital world, however, it is more about critical 

thinking than technical competence and builds capability in relation 

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. 


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 

■ 

■ 

Investigate the potential for collaboration with, and 

support from the University community for the 

development of an Information & Digital Literacy 

Framework. 

Develop links to graduate outcomes to ensure students 

attain appropriate research skills. 



scholarly resources & 

digitisation 

In the context of increasing digital disruption and the 

University’s Digital 2020 Strategy, we will adapt our 

approach to acquiring and managing scholarly 

resources, ensuring sustainable access to relevant and 

contemporary information for learning, teaching and 

research. 


1. Embrace innovation and technology to support 

virtual learning environments 

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 


■ 

■ 

■ 

■ 

■ 

■ 

■ 

■ 

Continue and conclude the implementation of the eReserve Plus 

digital course readings platform 

Review print and legacy collections to assess usability and 

prioritise staged digitisation projects aligned with UON research 

priorities and community initiatives R&SR 

Undertake a review of microform collections to determine digital 

equivalency, acquire digital alternatives and relegate obsolete 

formats R&SR 

Improve reporting on eResource usage, optimising the use of 

JUSP data and EZproxy logs to demonstrate ROI and better 

inform purchasing and renewal decisions R&SR 

Investigate further eTextbook offerings through VitalSource, 

Kortext and OpenStax, acquire as appropriate and integrate with 

course readings; align with NUW alliance OER and divisional 

initiatives (e.g. Pearson) 

Trial explorative / inferential search engines such as Yewno as 

complementary to Encore Duet discovery layer to facilitate 

interconnected searching and improve usage of subscription 

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+. 



library promotions & 

communication 


Library Promotions supports and underpins Library activity by 

communicating key messages about services and resources to client 

groups. It intersects with all areas of the library and requires strategic 

and targeted content creation, active connections with internal and 

external client groups and high levels of staff engagement. 

Effective communication and promotional strategies guide the 

development and enhancement of our services and facilities, help us to 

understand and engage with our staff, students and community, and 

contribute to our long-term success. 

In this context, and in the context of a rapidly changing communication 

environment, we will develop strategies to equip staff to recognise and 

support the Library’s strategic messages and brand in all aspects of their 

work 


1. Embrace innovation and technology to support virtual learning 

environments 

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 

■ 

■ 

■ 

■ 

■ 

Further develop the Library Services Support function 

and identify opportunities to improve the Library’s 

operational process and practice in partnership with 

relevant University business units. 

Investigate sources of relevant measurement data and 

establish expertise in extracting, collating and analysing 

business data 

Develop the 2018 – 2020 Library Workforce Plan in 

collaboration with senior staff and University HR. Would 

this be better expressed as a focus on a workforce 

development plan considering the unknown re ODP – 

almost impossible to develop a multiple year Workforce 

plan? 

Finalise & implement the Library's Communications 

Framework, setting standards, guidelines and 

procedures for all internal staff communications. 

Actively contribute to and implement the University’s 

Organisational Design program outcomes 



library capital investment 


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 

learning environments. 

■ 

Carry Over?? 

We will continue to work with Infrastructure and Facilities Services and other 

units to develop short and long term strategies to invest in our buildings and 

facilities, which support the University’s contemporary research and learning 

programs, including the use of enabling technologies. 

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 

1. Investigate potential for a physical learning space/lab for 

Library staff to experiment/discover and develop skills 

that contribute to innovation and creativity L&E 

2. Identify trends and potential opportunities including 

collaboration with industry in academic library space 

management to enhance the client experience e.g.: 

maker spaces, outdoor reading rooms, etc... L&E/UX 


1. Re-conceptualise virtual and physical spaces to support learning and 

research in a sustainable way 

New 2018?? 


Functional 


Functional-level operations are the foundation that support the Library’s 

operational and strategic objectives. They relate to core business operations 

and aim to ensure that the systems, processes and resources required to 

support Library services are available and accessible. 

In response to an ever-changing environment we will work in partnership 

with the University’s key business units to ensure we comply with University 

policy and practice and apply best practice to support sustainable and 

efficient operations. 


1. Ensure our planning aligns with New Futures, supports operating 

efficiency and evidences sound financial management 

2. Foster a safe and supportive workplace culture 

3. Recruit and retain engaged and high performing staff through 

development, support and recognition 

4. Implement quality approaches that support high performance, continual 

improvement and evidence based assessment 

5. Utilise business excellence models to inform the development of 

efficient operations 

■ 

■ 

■ 

■ 

■ 

Further develop the Library Services Support function 

and identify opportunities to improve the Library’s 

operational process and practice in partnership with 

relevant University business units. 

Investigate sources of relevant measurement data and 

establish expertise in extracting, collating and analysing 

business data 

Develop the 2018 – 2020 Library Workforce Plan in 

collaboration with senior staff and University HR. Would 

this be better expressed as a focus on a workforce 

development plan considering the unknown re ODP – 

almost impossible to develop a multiple year Workforce 

plan? 

Finalise & implement the Library's Communications 

Framework, setting standards, guidelines and 

procedures for all internal staff communications. 

Actively contribute to and implement the University’s 

Organisational Design program outcomes

2018 Operational Plan-newstyle

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