When surviving is not enough: Positioning your library to thrive in a commercial context. Australian Government Solicitor Library and Knowledge Services
Dec 28, 2015
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
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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