1. When surviving is not enough: Positioning your library to thrive in a commercial context. Australian Government Solicitor Library and Knowledge Services

2. 2 Who are we? —We are the leading provider of legal and related services to Australian Government departments and agencies holding 27% of the market. —We operate on a fully commercial and competitive basis. —We are one of Australia’s largest national law firms with an office in every capital city. —Our government mandate is to support the Attorney General in his role as the First Law Officer of the Commonwealth.

3. 3 Who are we? —We act primarily for departments and agencies in which the Australian Government has an interest. —At their request we act for state and territory governments. —We compete in a competitive market for government work with private legal firms. —We cannot compete with private legal firms for non government work.

4. 4 Some interesting statistics —744 staff nationally (693 fte) —$118 million total revenue income (2008-09) —Employ more female lawyers than males —68.5% of staff are females —$2.82 million dividend payments to Dept of Finance and AGD (2008 -09)

5. 5 How are we different from other legal firms? —Our lawyers fee earning requirements per day are lower - 5.5 hours/day. —Our market and hence our scope of work is more specialised. —Comments about AGS from our lawyers who have worked elsewhere include: –more democratic –less elitist –potential for work to be more challenging –more flexible and family friendly –more time for research and study

6. 6 The Library image four years ago —Loved by the lawyers —Non fee earners so considered a ‘support overhead’ —Paid too much —Not productive —No leadership or drive —Can be replaced by junior lawyers —No need for a library collection/space as everything is available online

7. 7 What the Library didn’t have was: —A national leader —Clear national lines of reporting and responsibility —A dedicated national budget —A promotional and marketing strategy —Position descriptions for each position —Parity across the offices for salaries —A means of collecting and reporting on its business intelligence —Key national business operational tools, policies and guidelines —Recognition and utilisation nationally of major staff skills and attributes

8. Creating a new image

9. 9 Making a difference: Interpreting your workplace strategic sign posts Finding out —AGS’s real culture —Who really controlled the power base —What our clients really wanted and what they really thought of our service —How much the library service really cost —How much the library has saved —Who do we strategically partner with to promote our cause —How do we effectively market and promote the library

10. 10 Developing key national strategic tools and staff —Establishing key national staff positions —Developing a comprehensive, intuitive and accessible legal research page legal research page —Capturing and reporting our business intelligence —Sharing national portfolio responsibilities based on capability and capacity —Doing more with less

11. 11 Developing key national strategic tools —A five year Business Plan which includes: –a national collection development plan –cataloguing procedures and policies manual –communication and promotion strategies –Library team page which includes all relevant operational and policy documents –training and induction program –current awareness program

12. 12 Measuring our dividends —Client satisfaction – formal and informal bouquets —High staff morale and satisfaction (staff survey results) —Low staff turnover —We do more with less —The Library is highlighted as a national business model to be replicated by other teams within AGS

13. 13 Measuring our dividends —Our requests for special funding to do innovative projects are approved with minimum fuss. —Our annual budget submissions are approved. —We are supported by the Executive to develop and examine new projects that aim at delivering better client services. —We partner with more key functions in the organisation on major projects.

14. 14 Lessons we have learnt —Identify and understand your clients and what they really want. —Identify the skills expertise and attributes of all your national staff - value difference - respect and encourage discussion on awkward and difficult issues. —Ensure all practices are inclusive, respectful, transparent, fair and consistent across all offices. —Ensure all staff have input into their position descriptions and review them annually.

15. 15 Lessons we have learnt —Collect business intelligence nationally for strategic analysis and reporting. —Distribute national portfolios across offices based on capacity and capabilities. —Develop key national strategic tools inclusively. —Reward staff constantly in little and big ways. —Ensure staff performance occurs regularly both formally and informally and is a 360 degree model, non intimidatory and sensitive.

16. 16 The Challenges Ahead —We are getting a new CEO —The results of the Blunn /Kreiger review —Changing our business model from litigation to mediation and arbitration —Performing well in our new portfolio —Loss of corporate knowledge —Succession planning —Continuing to increase our revenue base —Always being ahead of the game