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

When surviving is not enough: Positioning your library to thrive in a commercial context.

Australian Government Solicitor Library and Knowledge Services

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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.

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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.

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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)

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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

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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

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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

Creating a new image

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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

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Developing key national strategic tools and staff

— Establishing key national staff positions

— Developing a comprehensive, intuitive and accessible legal research page

— Capturing and reporting our business intelligence

— Sharing national portfolio responsibilities based on capability and capacity

— Doing more with less

Microsoft Word Document

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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

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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

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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.

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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.

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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.

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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