National Library of Scotland strategy 2011-2014
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Introduction
Over the past decade, the National Library of Scotland (NLS) has moved to a more central role in Scottish life. Our profile has risen both within Scotland and beyond, aided by major developments such as the acquisition of the John Murray Archive in 2006 and the opening of the Visitor Centre at George IV Bridge in 2009. We intend to ensure that the influence and relevance of NLS continue to grow.
This strategy covers the four years to the end of 2014, a period which is expected to see considerable reductions in public spending. This document signals the priorities which will determine how we use the resources that we have. While we will continue to make the case vigorously for public funding for NLS and to demonstrate the importance of the Library to Scotland, we must realistically expect that we will have to manage with less government funding, for both capital and revenue. We will increase our efforts to gain funding from other sources.
Over the same period, the digital revolution will continue, as the production and use of knowledge shifts from print and paper to electronic formats and media. This shift has profound effects on the role of libraries, not least national libraries. Among the challenges and opportunities presented to NLS during the life of this strategy are:
- Collecting electronic publications through legal deposit;
- Ensuring that digital collections are preserved for the long term;
- Increasing the resources that customers can use online where and when it suits them - in the home, school or business workplace;
- Making collections visible, findable and joined-up;
- Striking the best balance between investing in digital and in physical services.
Professor Michael Anderson
Chairman
Martyn Wade
National Librarian and Chief Executive
Our purpose and our values
As preparation for this strategy, we carried out a study to review the role of NLS and other national libraries 20 years into the future. (See 'Future of national libraries' report (PDF): 93 pages; 417 KB.) While the context that we work within may change rapidly, the main purpose of the Library does not change radically from year to year - we collect information, knowledge and creative outputs; we preserve these collections for future use; and we make them accessible to people in order to stimulate research and creativity. There is therefore considerable continuity with recent NLS strategy; this publication does not signal a major change in our purpose which we describe as:
The National Library of Scotland exists to advance universal access to knowledge about Scotland and in Scotland.
Values
The Library will achieve this through adopting and demonstrating the following values:
- Service
- Learning
- Innovation
- Commitment
- Excellence
Key themes
We describe our key strategic functions in terms of 'content' and 'connectivity':
Content - what we provide access to
'Content' means items we collect and own, as we have always done;
but increasingly we will also facilitate access to material that we
don't own - for example digitised images and licensed electronic
subscriptions.
Connectivity - how we provide access
'Connectivity' means how our users find and use content. Access
will be through a range of channels - on-site in reading rooms,
educational events and exhibitions, and remotely online.
These key functions are underpinned by two key enablers: 'organisational effectiveness' and 'collaboration':
Organisational effectiveness
In order to meet the substantive challenges represented by content
and connectivity, we must have access to the finance, skills and
infrastructure that we need. We must provide effective leadership
and improve key business processes.
Collaboration
We cannot meet our key challenges - whether developing content,
connecting with users or improving organisational effectiveness -
on our own. Collaboration is therefore a key theme running through
all our work and we will always look for opportunities to work with
others.
Setting priorities
We will focus on activities which best deliver our priorities set out in this strategy, taking into account what others do, so that the unique role of the Library is maximised without duplication of effort. Given the ambition of our change agenda in a climate of restricted funding, we cannot do everything we want to do; we must therefore make clear decisions about where we invest our resources, and which activities we must reduce or cease. We will also look beyond the short term, so that the services and infrastructure which NLS needs in the future are carefully planned.
Impacts and audiences
In addition to adopting a clear sense of our purpose, our values and our priorities, this strategy commits us to demonstrating the wider impact of the Library; the difference that we make. NLS has a key role in supporting education, research, business and innovation, and in enhancing the reputation of Scotland as a country with a rich heritage and a vibrant future. These impacts contribute directly to Scottish Government policy priorities. We will gather evidence on the difference we make in helping to generate new knowledge and creativity.
In order to understand the impact we make, we must maintain at all times a clear view of our various audiences, what they need from us and how we can best meet these needs. Key audiences (and potential audiences) include researchers of all kinds, cultural tourists, businesses, creative industries, libraries and the general public. In each case, our customers may be in Scotland, the rest of the UK or international.
Content
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What outcomes do we want? |
Our priorities will be to: |
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We preserve all our collections for the long term |
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We collect Scottish publications as completely as we can |
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We collect non-Scottish material that we know our customers in Scotland will want |
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We will also seek to secure resources to: |
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How we will measure success:
- The condition of our collections
- How far we succeed in collecting Scottish material, and other resources that our customers need
- How much we collect, in accordance with our collection strategy
Connectivity
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What outcomes do we want? |
Our priorities will be to: |
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People can find and use the content they need |
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Our customers have expanded remote access to content they need |
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Customers have on-site access to our collections |
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The Library, our collections and how they can be used have a high profile |
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We will also seek to secure resources to: |
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How we will measure success:
- How quickly we catalogue new items and reduce un-catalogued collections
- The usage of our collections
- How many people use our services, online and in person
- Our reputation and public awareness.
Organisational effectiveness
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What outcomes do we want? |
Our priorities will be to: |
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The Library is well managed, equipped to achieve its key goals at a time of restricted public funding |
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We improve internal processes, efficiency and productivity, and cut costs. |
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We acquire the resources we need |
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Our accountability and governance are improved |
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How we will measure success:
- Delivery of strategic goals monitored through a strategic scorecard
- Amount of money raised and generated
- Access to the skills and infrastructure that we need
- Efficient processes, energy and waste management
- Improved legislative framework.
Collaboration
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What outcomes do we want? |
Our priorities will be to: |
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All Scottish library and archive collections are made more accessible to researchers |
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Scottish library and information services collaborate effectively |
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Our work is well co-ordinated with major library, educational and cultural institutions |
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We communicate with and involve our customers and potential customers, understanding their changing needs and demands |
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Our services are improved, and costs reduced, by collaborating with other partners |
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We will also seek to secure resources to: |
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How we will measure success:
- Satisfied customers and partners
- Delivery of shared services
- Delivery of collaborative services with other cultural bodies and libraries
- Enhanced public and professional reputation
- International visibility.