2. Public Libraries Victoria Network is a collaborative and advocacy organisation comprised of Victorian Local Government Public Library Services.

3. Statewide Projects 1995 Collaboration with State Library through the Public Libraries Unit

4. Past Projects Statewide training Statewide marketing Digitisation projects Disability awareness Jolly Jumbuck Business information project LOTE Memory Victoria Shared leadership

5. 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

6. 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

7. 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

8. Victorian Public Libraries 2030 www.plvn.net.au

9. VPL 2030 Launched in June 2013 Guiding document at the 2013 planning retreat

10. 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.

11. What is strategic foresight? Gathering intelligence about possible futures Taking advantage of all possibilities Identifying social trends Looking for tipping points

12. 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

13. 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

14. ‘ Five key social trends and two future scenarios depicting Victorian lifestyles Creative scenarioCommunity 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

15. 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

16. 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.

17. 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

18. VPL 2030: Recommendations Storytelling Revenue and fundraising Products services and programs Facilities and resources Staff

19. 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

20. 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

21. 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

22. Facilities and Resources To incorporate a mix of flexible spaces that facilitate & support the range of public library products & services into the future

23. 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

24. Lead and Learn Statewide skills audit assessment identified skills needed now and in the future Four themes – Partnerships – Library programming to strengthen the community – Digital literacy – Collection development Leadership Development Program Forums