NATIONAL LIBRARY OF IRELAND STRATEGIC PLAN

NATIONAL LIBRARY OF IRELAND

STRATEGIC PLAN2008-2010


STRATEGIC PLAN 2008-2010

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Chairman’s Foreword

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The establishment of the National Library ofIreland in 1877 predated the foundation of theState. The origins of the Library go back evenfurther to the foundation of the Dublin Society,later the Royal Dublin Society (RDS), in 1731.The core collection available in 1877 to the newNational Library of Ireland came from the librarybuilt up by the RDS from its foundation and theJoly collection donated to the RDS in 1863.

Following the establishment by statute ofthe National Library of Ireland an appropriatelibrary building was planned and developed.However, while the façade of the intendedstructure was constructed prior to 1921, theplanned internal infrastructure was nevercompleted. This has not been apparent tovisitors to the Library as the main public areaswere fully constructed. Behind the façade,however, the integrity of the original plan wasgreatly compromised. In particular, therepository for the collection as originallyenvisaged never came into existence.

This deficiency was not rectified. Indeed,while the staff at the Library enthusiastically andsignificantly expanded the Library’s collectionover the years, the Library itself was often underfunded and infrastructurally neglected. Whileworks were carried out during the first fifty yearsafter independence, the problems created bythe failure to adhere to the original plan werenot resolved either functionally or aesthetically.

This neglect was increasingly visible even inthe public areas by the final quarter of the lastcentury. In the storage areas not open to thepublic the problem was even more critical.

Finally, in the 1990’s a plan for theregeneration of the physical structures of theNational Library was prepared. Additional spacewas made available to the Library on andadjacent to Kildare Street. The public areas ofthe main Library building were restored and anew high quality custom built exhibition areawas constructed.

Unfortunately, after the successfulimplementation of phases 1-4 of the plan, theprocess came to a halt. The planning permissionrequired to enable the next phase of the plan toproceed, i.e. the construction of a secure andsufficient storage facility, lapsed just days beforethe Board was established. Furthermore, otherdevelopments in the immediate vicinity of theLibrary meant that a new planning permissionwould have to be obtained before the projectcould be advanced.

Since the Board was established, the Ministerfor Arts, Sports and Tourism, his Department andthe Office of Public Works have all committedconsiderable time, support and energy toresolving this issue and proceeding with phase 5of the plan. The Board is reassured that a newplanning permission for the works involved inphase 5 was obtained last year.

However, it is clear that unless theconstruction of the facility proceeds as a matterof urgency, the Board’s ability to discharge itscore functions of safeguarding, preserving andmaintaining the library’s collection and makingit available to the public will be in grave doubt.The existing storage facilities are inadequate andfall far short of providing an appropriate homefor the collection.

Accordingly, this document has to be seenas setting out the Library’s strategy on theassumption that phase 5 will proceed with thegreatest possible urgency. If the Board has toconclude that, for whatever reason, the rate ofprogress on implementing phase 5 isincompatible with the Board’s duty tosafeguard, preserve and maintain the collectionthen the Board will be compelled to implementan alternative strategy to discharge that duty.

As regards the contents of this strategydocument, the Board entirely shares the visionset out in chapter 1 as do the Director and thestaff at the Library. As the Director points out inhis foreword, the strategy is the result of externalconsultations and a collaborative processbetween staff and management at all levels.

Ultimately, however, the contribution theLibrary makes to the culture, knowledge andunderstanding of Ireland and the services itprovides to the public can only be as good asthe resources available to it and also, in thatcontext, the commitment at Board, Managementand all staff levels to ensuring that value isobtained in respect of those resources.

Ensuring adequate resourcing for theLibrary and guaranteeing value for thatresourcing are at the heart of this strategy.

Equally, the Library is committed to availingfully of the exciting challenge posed by theopportunity to obtain electronic as well asprinted material. It is vital that the wealth ofelectronic material now being produced is notlost to future generations.

For the first time in its history the Libraryhas been given the ability to play a critical rolein its own development and this strategy isintended to and will provide the way forwardfor it to do so.

Gerry DanaherChairman

January 2008

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Director’s Foreword

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This document sets out a vision for the NationalLibrary of Ireland up to the year 2020; it alsocharts the Library’s strategic development forthe years 2008-2010. This three year Strategywill be the first of a series which will ultimatelytransform the National Library into a world-classinstitution providing access to knowledge andinformation regardless of format. The Librarywill operate at the forefront of the library andinformation world offering leadership andcollaboration as necessary.

The National Library has unique and world-class collections of material from and aboutIreland: it is equally fortunate to have acommitted and expert staff who pridethemselves on delivering an excellent service tousers. These two features provide a solid basisfrom which the Library can develop its collections,service delivery and staff in the years to come.

The National Library has the potential tocontribute enormously to Ireland’s cultural lifethrough the provision of access to knowledgeand information and through support forresearch. Increasingly libraries are collecting andproviding access to electronic material and aredigitising large elements of their collections, thusfacilitating the preservation of original materialand speedy access to the digitised material. ThisStrategy begins to plan for an expansion of theNational Library’s activities in this area.

One of the Library’s greatest assets is its sitelocated in Dublin city centre. The availability ofspace on that site ensures that all of the Library’sactivities can be provided there, including thestorage of collections and the provision of arange of public services as the Chairman pointsout in his foreword. While improvements havetaken place in the Library’s physical infrastructurein recent years, important elements of theagreed Building Development Programmeremain to be completed.

An opportunity now exists to address theremaining deficits in the Library’s infrastructureparticularly in relation to storage. Planningpermission has been obtained for a dedicatedstorage building on the Library’s site and it is mysincere hope that work on this building cancommence in the near future thus enabling theLibrary to fulfil its statutory remit in relation tocaring for its collections and developing itsservices. Failure to address the storage situationwill have major consequences for the Libraryincluding severely inhibiting the futuredevelopment of its services.

The Library’s core role is to ensure that itscollections reflect national cultural andintellectual output and to ensure that itscollections and services are accessible to thewidest possible audience. These roles willcontinue to be supported and enhanced overthe course of this plan.

This Strategy has been drawn up followingan extensive consultation process both internallyand externally. The views of a wide range ofstakeholders were obtained and have helpedshape the plan.

The Strategy sets out six strategic aims andtwenty-five strategic objectives that will enablethe aims to be achieved. These objectivesinclude the continuation of existing activitiesand the development of new activities.

Implementation of the Strategy will be byway of a three year operational plan, which inturn will be supported by internal business plansfor each Library department. Its implementationwill be monitored and evaluated annually. At theend of the three year cycle covered by theStrategy the Library will have begun the processof transforming itself into a world-class institution.It will have developed as an organisation,improved its services and equipped itself withthe resources needed to meet the challengesposed by the digital era. Subsequent strategieswill continue that work, leading to theattainment of the Library’s long-term vision.

Aongus Ó hAonghusaDirector

January 2008

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1. Background

The National Library of Ireland, founded in 1877, is a unique institution. It has a world-renownedhistorical collection of over 8 million items of Irish material. The Genealogical Office, which is a branchof the Library, is Ireland’s heraldic authority.

Following its foundation, the Library operated under the general superintendence of its Councilof Trustees which included 8 nominees of the Royal Dublin Society and 4 Government appointees.In May 2005, the provisions of the National Cultural Institutions Act, 1997 establishing the Board ofthe National Library were commenced. The Library then became a new corporate entity, managedby a Board appointed by the Minister for Arts, Sport and Tourism. Whilst operating under its foundinglegislation and within the broad area of public policy the Library is now independent in its form andfunction from the civil service and is autonomous in the discharge of its responsibilities. The Libraryreports to the Oireachtas through the Department of Arts, Sport and Tourism.

The principal functions of the Board of the Library as set out in section 12(1) of the 1997 Actare as follows:

• to conserve, restore, maintain and enlarge the material in the Library’s collections for thebenefit of the public;

• to establish and maintain a record of library material (including material relating to the Irishlanguage) in relation to Ireland; and

• to contribute to the provision of access by members of the public to material relating toother countries.

Section 12(2) of the Act sets the specific powers of the Board while section 13 makes provisionsrelating to the performance of heraldic functions.

In 2007 the Library had a budget of some €13m and a staffing complement of 120 approx.The bulk of the Library’s funding is provided by way of grant-in-aid from the Department of Arts,Sport and Tourism and includes a significant capital allocation.

The National Library makes a significant contribution to the literary, cultural and scholarly lifeof Ireland. It acquires material through legal deposit (under copyright legislation), purchase anddonation. Its collections are available to those undertaking research and all those with a generalcuriosity or a need to satisfy their specific quest for knowledge about Ireland and its life. The Libraryprovides access to its collections through two reading rooms in Kildare Street, Dublin and a thirdin the National Photographic Archive in Temple Bar, Dublin and through its website.

The National Library is one of a number of legal deposit libraries in Ireland. Under existinglegislation the Library is entitled to receive one copy of all books, pamphlets, newspapers andperiodicals first published in the State. The National Cultural Institutions Act 1997, as amended bythe Copyright and Related Rights Act, 2000 provided for the extension of legal deposit to materialin non-printed formats. This legislation has yet to be commenced.

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2. Mission

Consistent with its statutory basis, the mission of the National Library is:

To collect, preserve, promote and make accessible the documentary and intellectual record of the lifeof Ireland and to contribute to the provision of access to the larger universe of recorded knowledge.

3. Customers and Stakeholders

Traditionally, the National Library has catered for the needs of the scholarly and academic community,including researchers and students, and intends to consolidate and improve that role. The Libraryalso engages and works with other libraries and archives, including university libraries and the publiclibrary sector. Through legal deposit and the operation of the International Standard Serial Number(ISSN) system, the Library also has a relationship with publishers and booksellers.

The provision of advice on family history research is a key Library service, while the Library’srole as the State’s heraldic authority is unique among national libraries. The Genealogy AdvisoryService provides a basic introduction in family history research to personal callers while theGenealogical Office researches, confirms and grants coats of arms.

The Library is placing increased emphasis on opening its collections for viewing by the generalpublic by way of exhibitions, educational activities, etc. The Library operates outreach programmesand facilitates the display of material from its collections in other institutions in Ireland and abroad.

4. Vision for the year 2020

The National Library has identified a far-reaching vision for itself:

By 2020 the National Library of Ireland will be a dynamic and world-class institution providing accessto information. It will deliver the widest possible range of innovative, quality services of relevance toits users. It will be outward looking and will play a vibrant and central role in Irish life and will be aleader and a co-ordinator of recorded cultural and intellectual life. It will make a tangible difference.

The Library will continue to be the guardian, co-ordinator and recorder of comprehensive collections ofIrish material, whether in print, manuscript, electronic or other formats. It will document the history ofthe changing Ireland. Moreover, the National Library, will ensure that the documentary and intellectualheritage of Ireland is made fully available and accessible to its users whether on-site or via remoteaccess. It will employ modern technology to the fullest.

To achieve this vision the Library’s premises will have been transformed by the completion of itsBuilding Development Programme. The Library will reflect and record the changing needs of theIrish people. More specifically, the Library’s space will include the core collections, regardless offormat, kept in conditions that ensure their long-term preservation with appropriate access being

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granted. The Library will continue to mount world class exhibitions based primarily around itscollections utilising information technology to the fullest and will continue to develop a range ofeducational and outreach programmes.

The Library will contribute to economic and social development and will attract visitors fromaround the world. Above all the Library will support research and scholarship.

Modern information technology will be utilised to the fullest in the delivery of services and inthe fulfilment of the Library’s objectives.

In pursuit of its vision the Library will employ staff of outstanding quality who are committedto achieving the Library’s objectives particularly in relation to the continued provision of a highquality service to all of the Library’s users.

Put simply, the National Library will be seen as the foremost repository of Ireland’sdocumentary heritage.

5. Operating Environment

Access to information is increasingly seen as a key element of democratic society. Libraries havebeen identified as being of critical importance in terms of meeting the information needs of today’ssociety. The collection and retention of documentary material for future generations is also seen asa key function of libraries.

The National Library of Ireland is, under statute, the primary repository of Ireland’sdocumentary heritage, past, present and future. This statutory remit gives the Library a powerfulmandate to support its activities.

The National Library has a role to play in terms of supporting Irish public policy. While thisrole has not to date been clearly defined the Library believes that it can make a meaningfulcontribution towards meeting national policy objectives. The Library already makes a significantcontribution in the area of education and believes that it can also contribute in areas includingcultural tourism, social inclusion, lifelong-learning, multi-culturalism, etc.

While the Library’s statutory remit in relation to legal deposit is confined to the state of Ireland,its’ broader statutory role enables it to collect material relating to all of Ireland. The Library thusactively acquires material published in Northern Ireland and aims to hold comprehensive collectionsof such material. The scope for cooperation and collaboration with libraries and archives in NorthernIreland is considerable and can lead to meaningful improvements in services.

Perhaps the most significant external development facing the National Library in the area ofinformation provision is the impact of digitisation and related technological advances. Theseadvances have revolutionised access to information and have brought new challenges to librariesthroughout the world. These technological developments also provide libraries with enormousopportunities to create digital versions of their collections and to cooperate together in thecreation of digital libraries where vast amounts of digital material can be combined for the benefitof scholarship and research.

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6. The challenge of moving towards 2020

The achievement of the Library’s long-term vision will be delivered in incremental phases througha series of strategic plans.

The first of these plans, covering the period 2008-2010, will focus on the completion of thetransition of the Library from a civil service institution to an independent body operating under aboard. Particular emphasis will also be placed on policy formulation, implementation of appropriatecontrols, improved service delivery, the commencement of a major digitisation programme andthe development of a purpose built storage facility.

The Library will face many challenges in achieving its vision. These include:

• the need to ensure that Ireland’s national documentary output, which has expanded beyondthe print and manuscript forms to include electronic, spoken and visual formats, iscomprehensively acquired, recorded, preserved and made accessible to the widest numberof people;

• the need to exploit the potential of Information and Communications Technology (ICT);

• the need to meet public expectations in relation to quality service delivery and accessibility;

• the need to be inclusive and the need to fully reflect the increasingly multicultural nature ofIrish society;

• the need to be highly creative and innovative bearing in mind the staffing restrictions thatit is assumed will continue to apply;

• the need to identify and engage in collaborative projects.

Those challenges and others are specifically addressed through the identification of 6 strategicaims:

• developing and safeguarding collections;

• quality service delivery;

• achieving outreach, collaboration and synergy;

• improving the physical infrastructure;

• developing staff;

• developing the organisation.

To deliver these six aims some twenty five strategic objectives have been identified in the firstthree years which will contribute as a first step to the eventual attainment of the vision of the year2020.

This, the first Strategic Plan under the Board, will be reviewed in 2010.

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7. Critical success factors

A strategic plan has to be grounded in reality to achieve its aims and objectives. The following criticalsuccess factors will determine how successful the National Library is in meeting its objectives:

Continuing Government support,

• to ensure sufficient financial resources to fulfil its core mission and to meet the expectationsand needs of its customers;

• to ensure that adequate staffing resources are made available to enable the Library toperform its statutory functions;

• to address the chronic storage situation facing the Library.

Establishment of wide public support,

• to ensure sufficient awareness of the Library’s role and services so as to continue to attractusers, donations of material, etc.

Sufficient space and suitable buildings,

• to safeguard the Library’s collections for present and future generations and to facilitateimproved and expanded public services.

Strong organizational and management structures,

• to ensure alignment of resources with strategic aims and to provide vision and leadership.

Efficient and effective processes,

• to carry out its functions and meet the needs of its customers.

Supportive human resources management culture,

• to develop, include, encourage and recognize the key role of the Library’s staff in achievingservice excellence.

Understanding of the public’s need in a new environment,

• to ensure relevance of future service provision.

8. Strategic Plan consultation process

The process of drafting the Library’s Strategic Plan involved a very extensive process of consultationand discussion both within and outside the organization over many months, facilitated by aconsultant appointed to assist with the preparation of the Plan. A newspaper advertisement eliciteda healthy response from the public and interested organisations.

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Strategic Plan2008-2010

STRATEGIC AIMS ANDOBJECTIVES

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Introduction

The National Library actively collects relevantmaterial including books, manuscripts,newspapers, periodicals, photographs, othervisual items, etc. It collects material throughlegal deposit in the case of material published inIreland and acquisition and donation in the caseof other material. Section 65 of the NationalCultural Institutions Act, 1997 provides for theextension of legal deposit to cover a range ofmaterial in non-traditional formats includingmaterial created electronically although therelevant provisions of the 1997 Act have not yetbeen commenced.

The Library actively conserves material.However, the Library’s collections are stored inconditions which fall far short of the recognisedstandards in other national or major libraries.

The Library will continue to seek to ensure thatthe nation’s documentary heritage is capturedcomprehensively. Library material will continueto be collected through legal deposit, purchaseand donation. The Library will work with theDepartment of Arts, Sport and Tourism toenable the commencement andimplementation, with appropriate resources, ofthe sections of the National Cultural InstitutionsAct, 1997 providing for the extension ofmandatory legal deposit of material in non-traditional (i.e. non-print) format. Particularattention will be given to the Library’s role incollecting material created in electronic formats.Appropriate preservation and conservationsstrategies, including a disaster plan, will bedeveloped to ensure the long-term safeguardingof the collections.

STRATEGIC AIM 1

DEVELOPING AND SAFEGUARDINGCOLLECTIONSTo strengthen further the Library’s collectionscovering all appropriate formats and safeguardmaterial in its care

Strategic Objectives

1.1 Formalise collection development policycovering all appropriate formats.

1.2 Plan for a phased extension of the legaldeposit provisions of the National CulturalInstitutions Act 1997.

1.3 Develop and implement a comprehensivepreservation policy, including a disasterplan, for all parts of the collection coveringall appropriate formats.

Key Indicators of Progress (Q= Quarter)

• Collection development policy agreed. Q. 2, 2008

• Review of collection development policy completed. Q. 4, 2010

• Report on implications of extension of legal depositsubmitted to Department of Arts, Sport and Tourism(DAST). Q. 1, 2008

• Mechanism, including phasing and additionalresources as necessary, for extension of legal depositagreed with DAST. Q. 4, 2008

• Preservation policy agreed Q. 1, 2009and implementation commenced. Q. 4, 2009

• Comprehensive disaster plan in place andoperational. Q. 3, 2008

• Risk assessment of Library buildings completed, Q. 1, 2008and risk management strategy in place. Q. 3, 2008

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Introduction

The National Library provides access to itscollections in three reading rooms. Increasinglyit provides access to services via its website. Inaddition to traditional library services a highquality genealogy advisory service is provided topersonal callers at the National Library’s KildareStreet premises. The Genealogical Office, whichis a branch of the Library, is the Irish State’sheraldic authority: it prepares grants of armsand provides certain related services to clients.

In recent years the Library has beenengaged in a programme to expand its services.This includes addressing the backlog ofuncatalogued collections of books, manuscriptsand other material and introducing new andexpanded services.

The Library is committed to enhancing serviceprovision and awareness for the benefit of itscustomers and potential customers, regardlessof their geographical location, and to wideningaccess and social inclusion. In doing so, it willunderstand the needs, be responsive and sustainhigher visibility to its customers and potentialcustomers and commits itself to a continuousreview and quality assessment. The potentialpresented by Information and CommunicationsTechnology (ICT) will be utilised to the greatestextent possible in support of service delivery. Allexisting non-digital processes, includingmicrofilm, will be reviewed in this context.Particular emphasis will be placed on thedigitisation of materials as appropriate. Furtherprogress will be made in the elimination ofarrears of uncatalogued material while access tocatalogues will be improved.

STRATEGIC AIM 2

QUALITY SERVICE DELIVERYTo provide a quality service to its users and potentialusers with particular emphasis on accessibility andavailability

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2.1 Review, on an ongoing basis, all publicservices, in consultation with Readers/Customers, with a view to facilitatingaccessibility and availability and providinga quality service.

2.2 Continue to develop and promote theservices of the Genealogical Office/Officeof Chief Herald.

2.3 Revise and implement the Library’sCustomer Charter.

2.4 Continue to work to catalogue materials ina timely manner and to monitor andaddress backlogs of uncataloguedmaterials in line with available resources toensure maximum availability of collectionsto readers.

2.5 Undertake a programme to improveaccessibility to the Library’s catalogues andlistings, by creating one online catalogueand converting any remaining paper basedcatalogues and finding aids to onlineformats.

2.6 Re-design the Library’s website to ensurethe provision of access to the widest rangeof information, online resources andservices.

2.7 Prepare and implement a digital policy(including plans for the development of adigital repository) and an ICT Policy, whichtake account of the needs of the Library,its customers, potential customers, otherinstitutions, and the role of existing non-digital processes.


• Improved services in place.

• Customer feedback assessed and acted upon.

• Customer satisfaction levels.

• New grant of arms application forms and guidancenotes published. Q. 1, 2008

• Amalgamated GO manuscripts listing completed. Q. 1, 2008

• Volume of digital material available online.

• Revised Customer Charter published. Q. 1, 2008

• Charter reviewed. Q. 4, 2010

• Service standards achieved.

• Backlog management programme agreed andimplementation commenced.Q. 1, 2008

• Volume of previously unavailable collections nowavailable in line with programme targets.

• Extent of increase in online catalogues

• Significant progress on phasing out manualcatalogues. Q. 4, 2010

• Website up to date.

• Hits on website.

• Number of digital projects implemented.

• Volume and accessibility of digital material.

• Hits on website.

• Improved internal IT infrastructure.

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Introduction

The National Library works in cooperation withinstitutions and organisations in Ireland andabroad. Cooperation includes the lending ofitems for exhibition purposes, sharing ofresources and services, joint projects, etc. Thepurposes of such cooperation are to promote agreater awareness of the Library and to improveaccess to collections and services. Examples ofsuch initiatives include educational programmesdeveloped with partners in the context ofexhibitions. The Library has developed worldclass exhibitions based primarily on material inits collections and utilising informationtechnology to the fullest. Other initiatives havebeen taken to open the Library to newcategories of users.

The Library will continue to create awareness ofand provide access to its collections for thebenefit of the public through outreach,including ongoing exhibitions and educationalinitiatives both on its own premises, elsewherein Ireland and abroad. It will collaborate, inIreland and abroad, with other relevant bodiesand organisations to ensure that mutual synergycan be harnessed to achieve the higheststandards in guardianship, to provide access toIreland’s cultural collections and to developcultural tourism.

STRATEGIC AIM 3

ACHIEVING OUTREACH,COLLABORATION AND SYNERGYTo pursue outreach, collaborative endeavour andsynergy

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3.1 Develop and implement an outreach andeducation policy which fosters wideningaccess, in both social and geographicterms, and which promotes lifelonglearning.

3.2 Develop and implement an exhibitionpolicy.

3.3 Foster and identify areas for synergy andcollaboration with other libraries, archives,cultural institutions and agenciesregionally, nationally and internationally.

3.4 Develop and implement a marketing plan,including the marketing of the Library’spublic facilities.


• Outreach and Education policy in place. Q. 4, 2008

• Number of participants in outreach/educationprogrammes.

• Contribution of NLI to Government policy on socialinclusion and lifelong learning.

• Outreach and Education policy reviewed. Q. 4, 2010

• Interim exhibition policy in place andimplementation commenced in accordance withagreed timeframes. Q. 1, 2008

• Visitor Numbers.

• Long term exhibition policy agreed.Q. 4, 2008

• Exhibition policy reviewed.Q. 4, 2010

• Number and quality of collaborative projects andpartnerships.

• Level of exploitation of and access to NLI majorcollections.

• Level of collaboration and cooperation with otheragencies in all areas of NLI activity.

• Marketing plan agreed.Q. 3, 2008

• PR plan agreed. Q. 3, 2008

• Successful implementation of marketing and PRplans.

• Level of awareness and usage of Library’s publicfacilities.

• Review plans.Q. 4, 2010

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Introduction

The National Library occupies a number ofbuildings in and around Kildare Street, in centralDublin. The National Photographic Archive islocated in Temple Bar close to Dublin city centre.Elements of the Library’s collections are stored ina number of locations in Dublin and outside. Themain Library building dates from the Victorianera. A Building Development Programme for theLibrary was approved by the Government in1999. The programme provides for thedevelopment of an interlinked complex ofbuildings that would greatly improve efficiencyand enhance service delivery. A number ofphases of the programme have been carried outand the Library’s physical infrastructure hasimproved significantly in recent years. However,the Library storage facilities are totallyinadequate to meet its needs: in terms ofcapacity, environmental control and location.

Working closely with the Office of Public Works,the Library will strive to complete the agreedBuilding Development Programme, thusproviding a suitable environment to protect thematerial in its care and to facilitate an expansionin the amount of public space, thereby enablinga further enhancement in service delivery. Thephysical infrastructure of the buildings, in termsof fitness for purpose, safety, accessibility,capacity and capability will be assured. Prioritywill be given to addressing the Library’s criticalstorage situation in order to guarantee thesafety and long-term preservation of theLibrary’s collections on behalf of current andfuture generations.

STRATEGIC AIM 4

IMPROVING THE PHYSICALINFRASTRUCTURETo enhance the Library’s physical infrastructure inorder to safeguard collections, facilitate serviceprovision and provide an appropriate workingenvironment

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4.1 Ensure the commencement of work on theproposed purpose built storage facility onthe Kildare Street site.

4.2 Create a master plan for its buildings tocater for the growth and repositioning ofits service and collections over the nexttwenty years.

4.3 Provide a safe and accessible workingenvironment for staff and visitors.


• Design team selected by OPW. Q. 1, 2008

• Building work commenced. 2009

• NLI prepared operationally and strategically tocapitalise on project start date and to ensureongoing project efficiency and effectiveness.

• Progress on building achieved in accordance withagreed time-frames.

• Master plan agreed with all relevant parties. Q. 4, 2008

• Plans for implementation of master plan agreed.Q. 4, 2009

• Revised Safety Statement in place.Q. 1, 2008

• NLI in compliance with Health, Safety and Welfare atWork Act 2005 and other relevant legislation.

• NLI in compliance with Disability Act 2005.

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Introduction

The setting up of the Board of the NationalLibrary in May 2005 marked the establishmentof the Library as an independent State body.Prior to that, the Library was a unit within a civilservice department relying on the delivery ofsupport to its staff from the central department.The establishment of the Board of the NationalLibrary required the putting in place of neworganisational supports across a range of areasincluding human resource management andtraining and development. Additional staff wereprovided to perform the essential dutiesassociated with these functions and to supportthe new Library structure. This has also giventhe Library the opportunity to start developingand designing its own human resource policiesand procedures to enable staff to fulfill themission and aims of the National Library.

The Library recognises that its staff are its keyresource. As part of its ongoing development asan independent State body, the Library iscommitted to putting in place a comprehensiveframework of supports for staff which willcontribute to the development of an effective,adaptable and capable organisation with a highlevel of involvement and participation by staff atall levels and a climate which fosters personaland career development. A high premium willbe placed on equipping staff through trainingand development to reach their full potentialand thereby contribute fully to the achievementof service excellence. The Library will aim toachieve best practice in its support for staff byseeking to secure a recognised standard ofexcellence in its human resource managementpractices.

STRATEGIC AIM 5

DEVELOPING STAFFTo provide optimal support to the staff in pursuit ofexcellence

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5.1 Develop and implement a comprehensivehuman resources strategy which willinclude recruitment, mobility, continuity,performance management, retention,succession planning, promotion and equalopportunity.

5.2 Carry out a Training Needs Analysis with aview to preparing and implementing atraining and development plan to supportstaff in the performance of their jobs bothnow and in the face of changing demandsand to promote personal and careerdevelopment.

5.3 Promote an open and positiveorganisational culture through thefacilitation of communication,empowerment, encouragement toparticipate and by fostering a climate ofmutual respect.

5.4 Commence the process of securing arecognised standard of excellence inhuman resource management.


• HR Strategy published. Q. 2, 2008

• Review of recruitment and promotion policiescompleted, Q. 1, 2008 and policies agreed and implemented. Q. 4, 2008

• Other HR policies agreed and implemented.2009/2010

• Effective HR policies relevant to business and staffneeds.

• Achievement of 3% for employment of staff withdisabilities.

• Three year training and development policy andplan, 2008-2010, in place.Q. 1, 2008

• Training programmes meeting NLI business and staffdevelopment needs across all business areas andgrades.

• Annual level of expenditure on training as % ofpayroll budget.

• Review training and development policy and plan.Q. 4, 2010

• Number of meetings of various committees held,including Partnership Committee, and range ofissues addressed.

• INTRANET in place and up to date.

• Level of staff awareness of positive workingenvironment policies.

• Partnership process review completed.Q. 4, 2009

• Preparatory work commenced for purposes ofaiming to secure recognised standard within agreedtimeframe.Q. 1, 2010

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Introduction

The establishment of the Library as anindependent State body required the putting inplace of new structures, systems and policies,particularly in the areas of corporate governanceand financial management, appropriate to thenew structure. Progress has been made in thisarea with appropriate systems and policies beingdeveloped and put in place.

The Library will continue to develop its internalorganisation. It will continue to pursue aprogramme of modernisation, within the overallframework of the centrally agreed programmeof modernisation for the public service, in itsnew role as an independent State body with theexplicit intention of enhancing the efficiencyand effectiveness of public service delivery.Central to this modernisation will be therequirement for clarity, accountability andtransparency in all of the work of the Library.

STRATEGIC AIM 6

DEVELOPING THE ORGANISATIONTo put in place appropriate organisationalstructures, systems, and policies that will underpinactivity, delivery and the highest quality of service

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6.1 Review the Library’s organisational andmanagement structures and its workpractices to maximise effectiveness andefficiency in light of service andstrategic/business needs.

6.2 Review and integrate performancemanagement and development systems(PMDS) with strategic and businessplanning.

6.3 Review and update the Library’s financialprocesses and corporate governanceprocedures to ensure that an appropriatebudgetary and control framework is inplace which meets all compliancerequirements.

6.4 Develop new funding opportunities andactivate income generation.


• Business objectives met supported by appropriateand efficient organisational and managementstructures.

• Efficient and effective policies, procedures and workpractices in place.

• PMDS aligned to business objectives.

• PMDS upward feedback and integration elementspiloted in2008and implemented on an ongoing basis thereafter.

• Staff training needs, identified through PMDSprocess, met.

• Financial control procedures in place andimplemented,Q. 1, 2008 and reviewed thereafter annually.

• Annual internal audit work programme agreed andimplemented 2008-2010overseen by Board Audit Committee.

• Risk management process in place,Q. 2, 2008

• Governance and Ethics procedures implemented andreviewed annually.

• Annual Accounts submitted by,31st December each year

• Potential for income generation identified.

• Amount of income generated.

23

24


Board Members

GERARD DANAHER SC (Chairman), PATRICK F CLYNE,

BOB COLLINS, IDA DELAMER,BREDA KELLY,GERARD LONG

MÁIRE MAC CONGHAIL, SUSAN MCGRATH,

NIALL MAC MONAGLE,BRENDAN O DONOGHUE,

JIM O’SHEA, NOREEN WHELAN.

AONGUS Ó hAONGHUSADirector

Management AdvisoryCommittee

AdministrationCOLETTE BYRNE

ManuscriptsGERARD LYNE

Office of Chief HeraldFERGUS MAC GIOLLA EASPAIG

Outreach & PreservationCATHERINE FAHY

Printed & Visual CollectionsCOLETTE O’ FLAHERTY

Services & Systems BRIAN MC KENNA

Board Secretary

Corporate Development

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Genealogical Office

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NATIONAL LIBRARY OF IRELANDSTRATEGIC PLAN2008-2010

ISSN: 2009-0730

NATIONAL LIBRARY OF IRELAND STRATEGIC PLAN

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