Library Board of Queensland Annual Report 2012–13
Contents
Part 1: Introduction
State Library of Queensland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
2012–13 Chairperson’s overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
2012–13 State Librarian’s year in review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Part 2: Corporate
Library Board of Queensland . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
Queensland Library Foundation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Organisational structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Part 3: Outcomes in 2012–13
Strategic and Operational Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Key performance indicators 2012–13. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Improve access to library services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Co-create Queensland’s memory . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Extend learning and creative experiences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Develop our people and capability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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13
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Part 4: Performance summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Part 5: Strategic Plan 2013–17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Part 6: Financial report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Part 7: Appendices
Appendix A: Functions of the Library Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Appendix B: Library Board member biographies . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Appendix C: Library Board Committee and Advisory Groups . . . . . . . . . . . . . . . . . . . .
Appendix D: Public library grants for independent libraries . . . . . . . . . . . . . . . . . . . . .
Appendix E: Rural Libraries Queensland equipment grants . . . . . . . . . . . . . . . . . . . .
Appendix F: Professional memberships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
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Library Board of Queensland Annual Report 2012–13
16 October 2013
The Honourable Ian Walker MP
Minister for Science, Information Technology, Innovation and the Arts
Level 5, Executive Building
100 George Street
Brisbane Qld 4000
Dear Minister
I am pleased to present the Annual Report 2012–13 and financial statements for the
Library Board of Queensland.
I certify that this Annual Report complies with:
 the prescribed requirements of the Financial Accountability Act 2009 and the
Financial and Performance Management Standard 2009, and
 the detailed requirements set out in the Annual report requirements for
Queensland Government agencies.
A checklist outlining the annual reporting requirements can be accessed at
www.slq.qld.gov.au/about-us/corporate/publications/corporate-reporting/annualreport-2012-13
Yours sincerely
Emeritus Professor Roland Sussex OAM
Chairperson
Library Board of Queensland
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Library Board of Queensland Annual Report 2012–13
Part 1: Introduction
State Library of Queensland
Vision
Enriching the lives of all Queenslanders
Mission
Creatively engaging people with information, knowledge and community
Values
Respect diversity
Knowledge, growth and innovation
Integrity and accountability
State Library of Queensland (SLQ) is a vibrant and innovative 21st century library. It’s an
inclusive and welcoming place for all, a trusted source for information, a place for intellectual
freedom and creativity and the primary custodian of Queensland’s memory. As a physical and
virtual space for sharing, learning, collaborating and creating, SLQ meets its legislative priorities
of contributing to the cultural, social and intellectual development of all Queenslanders.
SLQ is governed by the Library Board of Queensland (Library Board). Its main campus at
Brisbane’s South Bank, part of the Cultural Precinct, incorporates The Edge digital culture
centre, the John Oxley Library, kuril dhagun, the Australian Library of Art and the Asia Pacific
Design Library (APDL). The South Bank site is complemented by an office in Cannon Hill and
a Cairns regional office.
Our key services include:
 public library development including
grants administration and
management, collection services and
professional development
 support and advocacy for public library
services for all Queenslanders
 promoting research and understanding
of our unique Queensland history
through the John Oxley Library
 capturing and documenting the story of
Queensland for current and future
generations
 managing the State collection assets,
valued in excess of $103 million,
including acquisition, description,
preservation, access and discovery
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onsite and online visitor and
information services including
information/research services, venue
hire, café and bookshop
creative and culturally engaging
programs for all Queenslanders
including children and families, young
people, Aboriginal peoples and Torres
Strait Islander peoples, and culturally
and linguistically diverse communities
centres of engagement with: children
and young people (The Corner);
Aboriginal peoples and Torres Strait
Islander peoples (kuril dhagun and
Indigenous Knowledge Centres); arts,
science technology and enterprise (The
Edge); and design (APDL).
SLQ supports a network of 339 public libraries and Indigenous Knowledge Centres (IKCs)
and provides statewide electronic access to a wide range of information resources, including
a rapidly growing range of digitised unique Queensland material. SLQ and Queensland public
libraries support Government objectives by providing frontline services, growing the economy
through knowledge and skills development and delivering better knowledge infrastructure.
More recently, SLQ has been exploring innovative ways to support the tourism and mining
sectors as part of the Government’s focus on the four pillar economy.
Queenslanders have demonstrated strong support for their public libraries, with 45% holding
public library membership. An independent study in 2012–13 showed that for every $100
invested, Queensland local public libraries deliver $230 worth of value to their communities.
The State’s population is growing, with Queensland’s cultural heritage and communities
becoming increasingly diverse. SLQ has a century-long established role as a trusted collector
and preserver of memory. Negotiating the risks and opportunities associated with the ongoing
digital revolution is a key strategic challenge.
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Library Board of Queensland Annual Report 2012–13
2012–13 Chairperson’s overview
As the information for this report comes
together, SLQ is celebrating the
Queensland story with Live! Queensland
band culture. This program is an excellent
example of SLQ’s inclusive approach to
Queensland culture. It includes parallel
exhibitions reflecting various aspects of
Queensland’s music history, complemented
by a series of related events and
workshops for people of all ages and skill
levels. Live! activates spaces across the
South Bank building, facilitates learning,
and encourages people to share their own
stories and memories.
Events like this show how SLQ is
responding to the challenges of a
changing information landscape. While
SLQ continues to collect and preserve
information and items relating to
Queensland’s heritage, there is also a
greater push to collecting digital content
and helping Queenslanders to create their
own content. For instance, the Live!
program includes a video booth where
visitors to SLQ can record stories of their
own Queensland music experiences.
SLQ is committed to supporting creation
and innovation, typified by the work which
takes place every day at The Edge. We
provide the tools to help people enter the
new digital and creative economy that is
developing in Queensland and around the
world. We offer a place for people of all
ages to explore science and technology,
or to acquire skills in IT by using software,
creating multimedia projects, or building
robots. Through partnerships with other
organisations, and financial backing
through generous donations and
4
sponsorships, we are working towards
extending these experiences statewide to
people outside South East Queensland.
SLQ is for all Queenslanders, no matter
where they live in the state. The digital
world is generating increasing output for
us to capture, and it is creating
opportunities for SLQ to better connect
with Queenslanders through digitised
information, webcasting our onsite events,
and providing more responsive support to
the statewide network of public libraries
and IKCs. It has also sent the Floodlines
exhibition, a record of the great floods of
2010–11, on a four-year tour across the
network of public libraries.
There is also a renewed focus on
cooperation within the South Bank Cultural
Precinct, with the launch of the Cultural
Precinct Strategy, which will guide actions
within the precinct and encourage more
collaboration with precinct partners. By
strengthening these ties, we hope to
enhance our attraction as a destination for
visitors to South Bank. This strategy also
has the potential to extend our reach by
taking collaborative programs in arts,
culture and learning to Queenslanders in
regional areas.
Emeritus Professor Roland Sussex OAM
Chairperson
Library Board of Queensland
Library Board of Queensland Annual Report 2012–13
2012–13 State Librarian’s year in review
As State Library of Queensland we have a
strong commitment to developing and
maintaining the statewide network of local
public libraries and IKCs.
State Library administers approximately
$22 million each year to directly support
local public libraries and many of its
programs are for the broad support of
Queensland public libraries.
In 2012–13 State Library published a
report outlining the average return on
investment for local public libraries, The
Library Dividend. It showed that for each
$100 invested in local public libraries that,
on average, $230 were returned to the
community in the way of economic activity
and value.
Since the first IKCs opened, State Library
has worked in partnership with local
Indigenous councils to ensure these
centres remain sustainable and continue
to capture unique content while engaging
meaningfully with local communities. This
year we have focused on providing
increased access to the Internet and
different types of mobile technology, and
improving digital literacy outcomes for the
communities of local Indigenous
Councils. Enabling IKC coordinators to
develop their own digital skills has
produced a multiplier effect, with more
training being delivered locally. This year
we have also extended our focus and
increased our efforts to strengthen the
development of public library services for
urban Indigenous peoples, and to develop
the southern-based IKCs.
The Rural Libraries Queensland (RLQ)
service launched a shared membership
card and a Tourist Card. This enables
seamless access to collections and
services via the RLQ website for tourists
and residents of local government
authorities with populations of 15,000 or
fewer.
consistently high ratings by visitors using
TripAdvisor. The Visitor Services team is
active on TripAdvisor and other social
media promoting State Library’s programs
and services, sharing photos and
responding to feedback to improve our
offer to clients.
The Edge CitizenJ project completed its
12-month pilot and successful outcomes
include the establishment of a Community
Newsroom, a program of multimedia
workshops and talks, webcasts, and the
Walkley Media Talks, held in partnership
with the Walkley Media Foundation and
Media Entertainment and Arts Alliance.
We are now exploring ways to reframe
and extend the project.
In partnership with the QUT Business
School, State Library and the Queensland
Library Foundation inducted another six
Queensland Business Leaders into the
Hall of Fame. With the support of sponsors
Crowe Howarth, Origin Energy and
Channel 7, the program has been
extended to include the popular Game
Changers series of interviews, and the
announcement of the inaugural Business
History award.
To develop our people and resources SLQ
continued to implement the State Library
Strategic Workforce Plan 2011–15, to
increase the diversity and flexibility of the
workforce, and with the Queensland
Library Foundation, we launched the Sir
Leo Hielscher Bequest program.
With a committed and capable team, we
look forward to a busy future serving the
whole community of Queensland.
Janette Wright
State Librarian
State Library of Queensland
For the second year running, State Library
is an Excellence Award winner for the
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Library Board of Queensland Annual Report 2012–13
Part 2: Corporate
Library Board of Queensland
The Library Board of Queensland,
established in 1943, is the governing body
of SLQ and draws its powers from the
Libraries Act 1988 (Libraries Act). The
object of the Libraries Act is to contribute to
the cultural, social and intellectual
development of all Queenslanders.
The legislated guiding principles for
achieving this are:
(a) leadership and excellence should be
demonstrated in providing library and
information services
(b) there should be responsiveness to the
needs of communities in regional and outer
metropolitan areas
(c) respect for Aboriginal and Torres Strait
Islander cultures should be affirmed
(d) children and young people should be
supported in their understanding and use of
library and information services
(e) diverse audiences should be developed
(f) capabilities for lifelong learning about
library and information services should be
developed
(g) opportunities should be developed for
international collaboration and for cultural
exports, especially to the Asia-Pacific region
(h) content relevant to Queensland should
be collected, preserved, promoted and
made accessible.
The functions and powers of the Library
Board are listed in Appendix A.
In addition to regular meetings of the
Library Board, members represented SLQ
at conferences, library openings and other
official functions throughout 2012–13.
One committee and two advisory groups
advise and inform the Library Board on
issues that arise within their brief. These
bodies also act as important consultative
mechanisms with the broader community.
The members of the Library Board
committee and advisory groups are listed in
Appendix C.
The Library Board periodically meets
outside Brisbane to stay informed about
local issues and to strengthen its
relationship with local government and the
community.
Under section 7 of the Libraries Act, in
appointing a Library Board member, regard
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must be given to the person’s ability to
contribute to the Library Board’s
performance and the implementation of its
strategic and operational plans.
Under section 9 of the Libraries Act, a
person is not eligible for appointment as a
member if the person is not able to manage
a corporation because of the Corporations
Act 2001, Part 2D.6.
Library Board members and attendance
2012–13:
In 2012–13 there were seven Library Board
meetings, including a regional meeting held
at Upper Coomera Library in June 2013.
Eligible to attend
Emeritus Professor Roland
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Sussex — Chairperson,
Attended
6
(appointed November 2009)
dr dale spender — Deputy
Chairperson
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7
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7
7
7
6
7
4
7
5
7
7
7
5
7
2
7
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(appointed June 2009)
Ms Helen Brodie
(appointed February 2011)
Distinguished Professor
Stuart Cunningham
(appointed February 2008)
Ms Ruth Drinkwater
(appointed February 2011)
Mr Max Lenoy
(appointed February 2008)
Mr Matthew McDonnell
(appointed April 2008)
Ms Lyn McLaughlin
(appointed February 2011)
Ms Jane Power
(appointed February 2011)
Mr Scott Reid
(appointed February 2011)
Dr Grace Sarra
(appointed February 2008)
The State Librarian attends all meetings of
the Library Board unless excused or
precluded by the Library Board as per
section 15 of the Libraries Act.
All Library Board members are appointed
until 31 October 2013. Biographies of
Library Board members are detailed in
Appendix B.
Library Board of Queensland Annual Report 2012–13
Queensland Library Foundation
The Queensland Library Foundation (the Foundation) supports SLQ’s fundraising endeavours,
specifically in the philanthropic and corporate sectors. Established by the Library Board under
the powers as defined by the Libraries Act 1988, the Foundation operates as a Company
Limited by Guarantee and is subject to audit by the Queensland Audit Office (or its contractors).
The Foundation is a not-for-profit company,
Limited by Guarantee, registered under the
Corporations Act 2001. In keeping with the
Act, the Foundation produces its own
annual report and associated audited
financial statements, which are available
online at www.slq.qld.gov.au/aboutus/queensland-library-foundation/annualreport or from the Foundation office.
Since 2002–03, the Foundation’s financial
statements have been consolidated into
those of the parent entity, the Library
Board, based on the Australian accounting
standards, AASB 127, Consolidated and
Separate Financial Statements.
Through the generosity of sponsors and
donors, the Foundation supported and
enabled a range of projects in 2012–13,
including:
 the Read4Life family literacy program,
sponsored by BHP Billiton Mitsui Coal
(p22)
 the CitizenJ program, to develop and
publish citizen journalism, supported by
Mr Tim Fairfax AO. The program also
included the Walkley Talks series (p23)
 the black&write! Indigenous Writing and
Editing Fellowships and onscreen
Trainee Editor Program was again
supported by the Literature Board of the
Australia Council for the Arts (p22)
 Queensland Business Leaders Hall of
Fame, including a series of entrepreneur
talks, in partnership with QUT Business
School. Her Excellency, Ms Penelope
Wensley AO, Governor of Queensland,
announced the 2012 inductees at the
Induction Dinner held in August (p20)
 Dads Read, which aims to educate
fathers on the benefits of reading to their
children, sponsored by Channel 7 (p21).

Shane Webcke, Channel 7 newsreader,
is the program ambassador
a biennial artists’ bookmaking workshop,
and ALA Fellowship sponsored by the
Siganto Foundation. The first ALA
Fellowship was awarded to Peter
Anderson in March 2013.
The very popular Heritage Talks series for
annual donors continued, with donors being
offered in-depth engagement with selected
aspects of SLQ Collections and events. In
2012–13, Heritage Talks showcased the
rare publications of Captain James Cook’s
first voyage on the HMS Endeavour,
acquired via the generosity of State Library
Partners in 2011–12, and the Grass Dukes
exhibition of 19th Century pastoral life on
the Darling Downs.
The Sir Leo Hielscher Bequest Program
was launched in May 2013. This program
will support SLQ’s life-long education,
family literacy, conservation, multimedia,
outreach and Indigenous projects.
The Foundation and SLQ are grateful to all
donors for their support during the past
financial year.
Foundation Council members 2012–13:
Mr Neil Roberts (President)
Mr David Little (Vice President)
Ms Di Baldwin (appointed 12/07/12)
Dr Paul Campbell
Mr Malcolm Grierson
Mr Andrew Griffiths (resigned 28/03/13)
Mr Michael Hawkins (appointed 06/09/12)
Ms Julie Mannion (appointed 12/07/12)
dr dale spender AM (Chairperson of the
Library Board of Queensland’s nominee)
Mr Max Walters AO
Ms Janette Wright
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Library Board of Queensland Annual Report 2012–13
Organisational Structure as at 30 June 2013
Executive Team comprises: SL, DCD, DCS, DEP, DRAPL, EMC, EMPP and EDQLF
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Library Board of Queensland Annual Report 2012–13
Part 3: Outcomes in 2012–13
Strategic and Operational Plans
Vision:
Enriching the lives of all Queenslanders
Mission:
Creatively engaging people with information, knowledge and community
Values:
Respect diversity
Knowledge, growth and innovation
Integrity and accountability
Critical Issues
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Assessing the impact of digital library
developments, including publishing,
digital rights management, digital
preservation and access, and client
expectations.
Growing and securing a long-term
revenue base.
Exploring new opportunities and services
that support small to medium sized
enterprises throughout the state.
Adapting to the changing expectations of
clients/community/users.
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Enabling our services to meet the needs of a
largely decentralised population with many
isolated by distance and disadvantage.
Developing greater appreciation and
understanding of Aboriginal peoples and
Torres Strait Islanders.
Creating increased agility in our workforce
and capability to allow State Library to
respond to emerging opportunities and
future demands.
Promoting a powerful and coherent brand
that builds a strong state, national and
international profile.
SLQ’s Strategic Plan 2012–16 sets out the key objectives and strategies listed below.
The Operational Plan 2012–13 sets out the activities listed on the right-hand side.
1.
Key Objective 1. Improve access to library services
Strategic Plan 2012–16 strategies
 Identify and address barriers to
access, including print and digital
literacy issues; cultural, language
and social barriers; and
geographic and technological
barriers.
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Make searching, discovery and
sharing of our content easy and
intuitive.
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Extend the reach of our services
to Queensland people and
communities through local public
libraries, IKCs, strategic
partnerships, travelling public
programs and social media.
Operational Plan 2012–13 activities
 Investigate and develop consistent standards for program
delivery that maximise accessibility.
 Build on partnerships with the disability sector to promote State
and public library services to those with a disability.
 Explore external funding opportunities that enable the
expansion of programs to disadvantaged groups.
 Investigate and use external platforms (HistoryPin, Wikipedia,
Flickr Commons) that enable easy use and reuse of our content.
 Accelerate the release of data that the public can engage with
and reuse through initiatives.
 Lead and participate in the National and State Libraries of
Australasia (NSLA) project for Community-created Content.
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Deliver and promote the tour of Floodlines: a living memory
throughout the state and online.
Create new resources that expand The Corner toolkit for public
libraries and organisations delivering early childhood services.
Implement an integrated library management system to
connect content and make it easily accessible for Queensland
Country Lending Service councils.
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Library Board of Queensland Annual Report 2012–13
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Advocate for and support the
development and sustainability
of Queensland’s local public
library services and their staff,
including the IKC network.
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1.
Commit to reconciliation with
Aboriginal peoples and Torres
Strait Islanders by engaging with
Aboriginal communities and
Torres Strait Islander
communities and promoting
keeping culture strong.

Create responsive experiences
that connect clients to trusted
sources of information and
knowledge.
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Revise the strategic vision for public libraries, Expanding
Horizons, in collaboration with the Queensland Public Libraries
Association and the Local Government Association of
Queensland and other key partners.
Develop a new grants methodology with an outcomes-based
component by January 2013 for implementation by July 2014.
Establish an automated benchmarking tool for public libraries’
performance management.
Facilitate leadership and professional development
opportunities for public library staff and IKC coordinators.
Implement the State Library Reconciliation Action Plan.
Continue to roll out Internet access and build digital literacy skills
in Indigenous communities under the National Partnership
Agreement on Remote Indigenous Public Internet Access.
Activate the programming strategy with emerging technology
for audience influence.
Implement systems and use client feedback to develop
innovative and engaging information experiences and enquiry
services.
Key Objective 2. Co-create Queensland’s memory
Strategic Plan 2012–16 strategies
 Expand the relevant and
significant Queensland history
collection which embraces our
unique Aboriginal and Torres
Strait Islander heritages.
Operational Plan 2012–13 activities
 Finalise, implement and promote the new Content Strategy to
focus collecting intentions and meet users’ expectations.
 Build statewide capacity and shared responsibility for the care
of Queensland memory by individuals, communities and public
libraries.

Increase our focus on
contemporary collecting with an
emphasis on born-digital content.
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Enable the community,
Aboriginal and Torres Strait
Islander communities, to share in
the development, collecting and
creation of Queensland content
(stories, knowledge and culture).
 Make visible, showcase and
celebrate the diverse knowledge,
stories, culture and creative
outputs from people around the
State, especially of Queensland’s
unique Aboriginal and Torres
Strait Islander cultures.
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Increase digital contribution to the John Oxley Library
collection, particularly via the digital deposit module.
With NSLA libraries and statewide collecting institutions
collaborate on 21st century collecting (Queensland Audit Office
(QAO) recommendations, NSLA projects, refocus of
realignment).
Finalise the distributed collection framework and action plan.
Facilitate and further develop local history content strategies
with the public library and IKC network.
Collaborate with Aboriginal peoples and Torres Strait Islanders
to develop community content and digital stories.
Expose Queensland’s unique collection through onsite and
touring programs.
Work with partners to build the Queensland Business Leaders’
Hall of Fame as a keeping place and learning space for
business endeavour.
Library Board of Queensland Annual Report 2012–13

Protect Queensland’s unique
and original assets through
preservation of our physical and
digital collections.
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1.
Advocate for digital preservation as a state and national issue,
and seek funding for digital projects that enable new business
models for preservation.
Develop a comprehensive framework for digital preservation.
Position State Library’s collection preservation standards,
protocols and procedures to protect the state’s assets for future
generations.
Key Objective 3. Extend learning and creative experiences
Strategic Plan 2012–16 strategies
 Build capacities for lifelong
learning that inspire people’s
passion to read, write and share
ideas.
Operational Plan 2012–13 activities
 Lead the National Year of Reading 2012, national summer
reading club, and Dads Read campaigns.
 Deliver writing related programs — Brisbane Writers Festival,
SLQ Young Writers Award, Miles Franklin Literary Award.
 Program significant events that establish State Library as a
premier host for idea sharing and creation, such as TEDx
Brisbane.
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Contribute to strengthening the
Queensland writing sector.
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Position State Library and public
libraries as key enablers
addressing statewide literacy
issues.
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Realise The Edge as a centre of
creative excellence by inspiring
and supporting the endeavours
of young people across arts,
science, technology and
enterprise.
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Engage the Asia Pacific Design
Library community in the
generation of new ideas and
content centred on design in the
Asia Pacific.
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Contribute to Arts Queensland’s writing strategy for 2012–16.
Champion Indigenous based reading writing and ideas
initiatives (black&write! Indigenous Writing and Editing Program
and Magabala publishing partnership).
Continue to scope an international gathering of Indigenous
writers.
Build on opportunities for collaborative partnerships with A
State of Writing and Queensland Writers Centre.
Deliver on the Libraries for Literacy Framework and support the
improvement of early and adult literacy outcomes across the
state.
Research and assess the impacts of the digital literacy grants,
and develop cross sectorial responses that build on the
successes.
Develop capacity in others to support literacy initiatives such as
IKC coordinators’ programming capacity and professional
development for the early childhood industry.
Design and activate a key National Broadband Network
initiative, the Digital Experience Centre, in partnership with
Department of Public Works.
Stimulate creativity in contemporary digital practice via a
dynamic mix of raw and curated programming.
Expand options for content creation for regional Queensland.
Promote and develop the online spaces Design Online and
Design Minds that support education, collaboration connection
across industry, academia and the public.
Develop and expand the role of the Asia Pacific Design Lounge
as a space for visitors to engage in new and innovative
experiences.
Enhance audience engagement through an integrated program
of world-class, design-related events.
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Library Board of Queensland Annual Report 2012–13
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1.
Further develop kuril dhagun as
a centre of excellence in
engaging with Aboriginal and
Torres Strait Islander peoples.

Redesign and repurpose our
welcoming and inclusive spaces
and services to enable people to
explore, engage, experiment and
create.
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Deliver the kuril dhagun interactive experience.
Support the ongoing delivery of kuril dhagun exhibitions and
public programs including digital delivery.
Redesign the State Library website for increased community
engagement.
Activate spaces at The Edge to allow improved access to tools
of creation, animation and curation.
Implement planned redesign of physical spaces that deliver
onsite service improvements and digital amplification of services.
Key Objective 4. Develop our people and capability
Strategic Plan 2012–16 strategies
 Foster a flexible, diverse
workforce and a culture of
engagement.
Operational Plan 2012–13 activities
 Implement the State Library Strategic Workforce Plan that
diversifies our workforce and creates greater flexibility including
finalisation of the Aboriginal and Torres Strait Islander Workforce
Strategy and an Ageing Workforce Strategy.
 Implement the Leadership and Culture Change programs which
build on feedback from staff and the Public Sector Capability and
Leadership Framework.
 Develop a Revenue Generation Strategy based on exploration of
revenue generation options and feasibility studies.
 Update the business strategies that inform the implementation
of the Queensland Library Foundation Strategic Plan.

Expand our revenue base
through multiple channels and
sources.
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Harness digital technologies that
enable and position our services
in a networked world.

Review emerging and pressing business needs and address
the priorities.

Ensure best practice in
management of our services,
facilities, assets and resources.
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Collaborate and create stronger
partnerships, especially across
the cultural precinct, and with the
corporate sectors and the Asia
Pacific region.

Conduct regular organisational reviews that address risks and
facilitate improved performance.
Implement improvements, identified through reviews, to internal
budget management processes and procedures.
Implement recommendations from QAO report on collection
development in respect to cross-precinct partnerships.
Finalise the State Library Partnership Strategy and establish
ongoing program and project partners as identified.
Lead the development of programming and convene the
Australian Library and Information Association’s international
Information Online conference in 2013.
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Performance Measures
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12
Client satisfaction with services and
programs
Visits to State Library — onsite
Visits to State Library — online
Usage of the collection — onsite and
online
o Usage of the State collection and
subscription databases
Total borrowing from public libraries
Percentage of Indigenous communities
with a library service
Growth of the State collection
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Digital content made discoverable
Percentage of State Library programs
that showcase Queensland Memory
content or expertise
Participants in public programs — onsite
Participants in online experiences
o Active participants in public programs
— online
Total program reaches
Increase in staff satisfaction
Increase in own source revenue
Library Board of Queensland Annual Report 2012–13
Key performance indicators 2012–13
Onsite visits
Overall onsite visits in 2012–13 were strong
although they demonstrate a slight decrease
from the previous year due to a fall in hire of
State Library venues by State Government
agencies and departments. Excluding activity in
venue hire, public use of the State Library
building increased and exemplifies the all yours
philosophy.
The fall in 2009–10 reflects the revision of
audience development strategies to ensure
long-term sustainability, following rapid
expansion of services and programs on opening
of the new State Library building in 2006–07.
The fall in 2010–11 visitation numbers was due
to the impact of the January 2011 Brisbane
River flood, which resulted in the closure of
State Library for several weeks.
Onsite visits
Participants in public programs
Public programs include events, exhibitions,
programs for children and young people and
involvement in major festivals, such as the
Brisbane Writers Festival and Out of the Box.
The recent positive trend reflects success of
revised audience development strategies
introduced after 2008–09 including increased
programming in outer metropolitan and regional
locations. This is reflective of our statewide
remit and a focus on increasing our regional
reach. Programming had expanded rapidly
following opening of the new State Library
building in 2006–07. Underlying increased
program participation in 2010–11 was negated
by cancellation of several programs caused by
the January 2011 flood.
Participants in public programs
Participation in programs for children and young people
SLQ began offering programs specifically for
children and young people in 2006–07. The
results for 2007–08, 2009–10 and 2011–12
include participation in Out of the Box festival
events at SLQ. The increase in 2012–13
reflects the success of a range of new
program initiatives, including groundbreaking
family literacy programs and programs in
regional areas. The fall in 2010–11 was due to
the impact of the January 2011 Brisbane River
flood, which caused cancellation of several
programs, including closure of The Corner for
several weeks.
Participation in programs for children and young people
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Library Board of Queensland Annual Report 2012–13
Usage of State reference and heritage collections
Use of SLQ collections increased sharply in
2008–09 with the introduction of software
greatly improving resource discovery and
access to online content. Ongoing software
improvements have supported increases in
usage since then, which are also attributable
to the popularity of some new subscription
databases. This chart does not include use of
digitised and born digital content, which was
upward of 1.5 million uses in 2012–13,
including use on State Library’s platforms and
external platforms (such as Flickr, Vimeo and
Youtube).
Usage of State reference and heritage collections
Indigenous communities with a library service
Indigenous communities are defined as prelocal government amalgamation Indigenous
Councils established under Deed of Grant in
Trust legislation in the 1970s and 1980s, plus
the Thursday Island Shire Council. Of these
communities, 23 now have a library service,
including 21 communities with Indigenous
Knowledge Centres (IKCs) and two
communities with Rural Library Queensland
libraries. IKCs opened in two additional
communities in 2011–12, however, in the
same year existing services closed in two
communities due to infrastructure issues in
both cases. IKCs are scheduled to open in two
additional communities in 2013–14.
Indigenous communities with a library service
Total borrowing from Queensland public libraries
This chart shows borrowing of physical materials
only, which has declined 26% since the peak in
2001–02, a trend reflecting a transition to online
provision of materials and increased programming.
Use of online channels and program participation
has increased greatly over the same period.
14
Library Board of Queensland Annual Report 2012–13
Improve access to library services
Access to information is one of the pillars that SLQ was founded on more than a century ago. In
2012–13, there has been a renewed focus on improving access to information for all
Queenslanders, regardless of their language, abilities or location. This ambitious goal can only
be achieved in partnership with local governments to provide public libraries and Indigenous
Knowledge Centres (IKCs) across Queensland, and by harnessing new technology.
Addressing barriers
SLQ adopted its first Multicultural Action
Plan (MAP) in December 2012, outlining its
commitment to Queensland’s multicultural
communities. The MAP is embedded into
SLQ’s strategic and operational plans, and
drives SLQ’s programs and services for
culturally and linguistically diverse (CALD)
communities, with a particular focus on
collections, new technologies and people.
As part of this commitment, SLQ hosted the
second National MyLanguage Conference
in August. This event was a partnership
with the state libraries of NSW, Victoria,
Western Australia, South Australia and
Libraries ACT, with the support of Northern
Territory Library. MyLanguage: Connecting,
Collaborating, Creating focused on
exploring digital futures for multicultural
Australia, especially ways of connecting
communities, collaborating and creating
digital opportunities. At its core was the
desire to develop and implement innovative
technology solutions that help foster and
enrich language and culture.
Together We Grow, a multicultural family
literacy project, was delivered in partnership
with Toowoomba and Mackay public library
services during May and June. Through
weekly sessions, local CALD families were
encouraged to see themselves as their
children’s first teachers, and the program
helped to enhance their literacy skills. The
project extended learning and creative
experiences to Queensland’s communities,
enhanced cultural understanding of local
CALD community needs and created
community connections.
This year, SLQ hosted two events which
promoted library services for people with
disabilities. In August, a DisabiliTea event
raised awareness of the National Disability
Insurance Scheme. In December, SLQ
partnered with UnitingCare Community to
host ALLtogether, celebrating 20 years of
International Day of People with Disability.
With performances, art and craft displays,
drama, computer workshops and
information from disability groups and
organisations, the day encouraged people
to share stories and experiences. This
event raised awareness about services for
people with disabilities, including those
offered by SLQ and public libraries.
Cook Shire Council, Lockyer Valley
Regional Council, Somerset Regional
Council and Winton Shire Council shared
$32,100 in funding under the Wi-Fi in
Libraries Grant round, which offered up to
$10,000 each to install and operate a free
wi-fi service for 12 months. The grants
provided a much needed boost for regional
libraries to offer services and content over
wi-fi, enhance digital services, and develop
new ways for the community to use and
view library services, facilities, resources
and programs. These grants were funded
by SLQ via the Online Public Access in
Libraries (OPAL) program.
Making content accessible
SLQ trained local studies librarians and the
community in Wikimedia and social media to
help them increase online visibility of local
content. This builds on the continuously
expanding Queensland content of SLQ’s
Historypin, Wikipedia and Flickr Commons
presence. Image views on Flickr Commons
surpassed 2 million in January 2013. To
promote SLQ’s presence on Historypin,
ALIA Information Online participants were
treated to a walking tour of Brisbane CBD
with Historypin strategic partnerships
director John Voss.
In December 2012 the Queensland
Government launched the Queensland
Open Data Portal. Seven of SLQ’s datasets
were included, such as the British Convict
transportation registers 1787–1867, Picture
Queensland records and Public Libraries
Directory information. Two SLQ datasets
were in the top 10 most downloaded in
January and February, including the
collection of digitised, out-of-copyright maps
such as early maps of the Pacific region,
Queensland and Brisbane.
SLQ’s catalogue One Search was
upgraded with Primo Central, an index of
15
Library Board of Queensland Annual Report 2012–13
hundreds of millions of records. It includes
articles, conference papers and ebooks
licensed by SLQ from database publishers
and open access repositories, to centralise
searching. This allows a faster, seamless
search of online resources through One
Search, making them easier to find and
more accessible for online visitors from
regional and rural areas.
SLQ is also taking a lead role in a National
and State Libraries Australasia (NSLA)
project developing strategies to encourage
the creation and collection of communitycreated content.
Extending the reach of services
SLQ is extending the reach of its services
and delivery of resources through its strong
partnerships with local governments across
Queensland. By coordinating touring
exhibitions, toolkits and an integrated
collection arrangement, SLQ brought new
activities and methods of engagement to
regional communities in 2012–13 through
public libraries and IKCs.
The Floodlines: a living memory exhibition
is now touring regional Queensland, visiting
more than 60 locations over four years. The
exhibition documents the community
response to the major flood events of
2010–11 and, to a smaller extent, Cyclone
Yasi. An augmented reality component
delivered via the Floodlines app shows
simulations of the rise and fall of the
Brisbane River across the CBD and other
affected towns. After attracting 25,000
visitors in its four months at SLQ, more than
100,000 visitors are expected throughout
the regional tour.
Building on a successful trial in 2012, The
Corner on the Road was installed across
two Sunshine Coast library sites. This
project recreated a small-scale version of
SLQ’s children’s space, The Corner,
delivering some of the themed activities
which have proven successful at the South
Bank site. During this time, the Noosa and
Maroochydore libraries saw a 10% increase
in visitation to the children’s spaces.
Sunshine Coast Libraries has committed to
installing four Corners across its libraries.
Rural Libraries Queensland (RLQ), a
network of 28 regional councils working
with SLQ to provide high-quality public
library services to rural Queensland, was
launched in 2012 to replace the Country
Lending Service. The RLQ online catalogue
was launched in March 2013 to give
16
residents of RLQ communities shared
access to the resources of 67 libraries
across the 28 regional councils. This means
more than 100,000 rural Queensland
residents will have access to more than
300,000 books, audiobooks, ebooks, music
and movies online. Along with this, a new
library tourism initiative was introduced to
allow tourists travelling within regional and
outback Queensland to borrow and return
items at any RLQ service point.
Supporting public libraries and IKCs
The Next Horizon: VISION 2017 for
Queensland public libraries, the strategic
vision for Queensland public libraries for
2013–17, was launched in February. It was
collaboratively developed with the
Queensland Public Libraries Association
(QPLA) and the Local Government
Association of Queensland, and through
extensive consultation with the library sector,
local government and the community.
As part of VISION 2017, SLQ developed a
grant program to encourage public libraries
to support one of the vision’s key themes.
Funds totalling $253,700 helped 13 public
libraries create new spaces for creation,
engagement, collaboration and community
connection. These grants are in addition to
the ongoing Library Collections Grant (see
Appendix D) to local governments, the
methodology of which is being revised for
implementation from July 2014. This grant
supports the development of high-quality,
wide-ranging collections to cater for the
diverse needs of the whole community.
September saw the launch of The Library
Dividend: a guide to the socio-economic
value of Queensland’s public libraries, the
result of a major socio-economic study
commissioned by SLQ. The results
demonstrated that every $100 invested in
public libraries provides $230 value to the
Queensland community. It also shows that
public libraries contribute $614 million to
Queensland’s income and add nearly $300
million to Queensland’s Gross State Product
each year. A new web page, Championing
your library, was developed to help libraries
use this data in a local context. It includes a
library value calculator which enables each
local council to calculate the return on each
dollar invested in their public library.
SLQ also partnered with QPLA to present
Libraries: the Fourth “R”, a professional
development event for public libraries,
including practical workshops on using The
Library Board of Queensland Annual Report 2012–13
Library Dividend to develop a local
advocacy plan.
Significant progress has been made on
streamlining the collection of public library
statistics this year. SLQ contracted Baker
and Taylor to adapt the Bibliostat online
statistical system to load reports of all
Queensland councils since the 2008 local
government amalgamations. Public libraries
can now submit their annual statistical
returns online, track their own performance
and design their own benchmarking reports
using statewide data.
SLQ provided professional development
programs for public library staff in 11
locations across Queensland. Topics
included SLQ’s catalogue One Search,
database access, early literacy resources,
social media, use of iPads, apps and
various digital reading devices, use of the
Aurora library management system,
managing local history collections, and
literacy activities. Parallel community
programs were also offered in areas such
as introduction to iPads and using online
resources. Significant work has been
completed towards developing an online
learning program to be used across
Queensland public libraries in 2013–14.
Our commitment to reconciliation
SLQ’s Reconciliation Action Plan 2012–13,
endorsed by Reconciliation Australia, was
adopted in February 2013. It outlines SLQ’s
commitment to building relationships with
Aboriginal and Torres Strait Islander
communities across Queensland, having
respect for Indigenous cultures, and
providing culturally appropriate services,
programs and policies that meet the needs
of Aboriginal peoples and Torres Strait
Islander peoples.
As part of this commitment, SLQ continued
to roll out Internet access and build digital
literacy skills in 20 Indigenous communities
under the National Partnership Agreement
on Remote Indigenous Public Internet
Access (RIPIA). Activities included:
 rolling out sustainable public Internet
facilities and public training sessions at
each RIPIA site
 providing training to 27 coordinators
from IKC and RIPIA connected
communities at an ICT workshop in
Cairns in May.
Through its Cairns office, SLQ provides
support and programming to IKCs. In
2012–13, SLQ supported school holiday
Culture Love workshops at Poruma, Boigu
and Iama Islands, and in the communities
of Pormpuraaw and Umagico. These
provided a range of literacy, arts,
technology and heritage activities, as well
as an opportunity for employment and
professional development for local arts
workers. SLQ also reviewed Indigenous
library services outside of IKC communities,
and identified opportunities to partner with
libraries to promote these services to the
local communities.
Creating responsive experiences
Online technology is being used to shape
and inform SLQ programming, through
comprehensive audience feedback and
evaluation. Participants are sent post-event
surveys through the booking system,
Eventbrite, to gauge their response, gather
ideas for technical improvements and
crowdsource future content. Blogs, online
forums and social media are also being used
to gather feedback and grow audiences.
In 2012–13 SLQ introduced some new
systems to help improve visitors’ onsite
experiences at SLQ while finding
information and making enquiries. With the
help of external partners Queensland
Museum and Queensland University of
Technology (QUT), SLQ piloted the use of
eye-tracking glasses to gather data on the
visitor experience at the South Bank site.
Volunteers were recruited to navigate the
building for a specific purpose, and their
experience was recorded and analysed for
use in developing ongoing improvements to
service delivery and wayfinding. More than
400 visitor responses to the introduction of
a Friday afternoon Music Hour (piano or
guitar in the level 2 and 3 space), were
gathered using a simple counter system,
with one colour representing a positive
response and the other negative. The result
has been overwhelmingly positive.
In response to increasing demand for online
content, SLQ has increased database
subscriptions. New subscriptions include
IBIS World and the British Newspaper
Archive. Two significant databases were
also purchased outright: The Vogue Archive
of US Vogue magazine from the first issue
in 1892 to the current month, and First
World War: personal experiences
containing digital images of primary source
documents from archives around the world.
17
Library Board of Queensland Annual Report 2012–13
Co-create Queensland’s memory
Collecting and preserving Queensland’s memory — its stories and history — is just as important
now as it was in 1902 when the Public Library of Queensland, later to become SLQ, first opened
to the public. But the challenges and opportunities in this collecting sphere are greater than
ever. As technology becomes more accessible, more people are creating their own content
online. SLQ aims to encourage and capture this community created content to help preserve the
stories we are creating now. Working with communities across Queensland, including Aboriginal
and Torres Strait Islander communities, SLQ is increasing the capacity of individuals and
organisations to contribute to a distributed collection of Queensland memory.
Collecting Queensland history
SLQ adopted its first Content Strategy in
October 2012, designed to focus collecting
activities. This intent is defined in an
overarching vision statement, with
Collection Statements for each of three key
areas: John Oxley Library (JOL), the
Australian Library of Art (ALA) and SLQ’s
Information Collection.
New acquisitions for the 2012–13 year
include:
 the Arthur Hodgson collection,
consisting of works of art, photographs,
medals and manuscripts relating to the
life of early Queensland pastoralist and
politician Sir Arthur Hodgson (1818–
1902), one of the first squatters to settle
on the Darling Downs
 Norman Wilfred Johnston Architectural
Plans (1930s–1980s), a collection of
more than 1,000 original plans for
domestic and commercial buildings,
churches and hospitals, focusing on the
North Queensland towns of Atherton,
Mareeba, Herberton and Ravenshoe
 Maurice George Delpratt
Correspondence, a series of poignant
letters written by a WWI prisoner of war
to his family in South East Queensland.
This collection has been digitised to be
made available via One Search, and will
tie into other digitisation activities around
the centenary of WWI.
State Librarian Janette Wright is part of the
Queensland Advisory Committee for the
Commemoration of the ANZAC Centenary
(2014–2018), the peak government body
coordinating state commemorations. In
December 2012, SLQ completed a timeline
of approximately 400 events in the
Queensland experience of the Great War.
This timeline will be used as a planning
document for a number of Queensland
activities. Themes identified in the research
included anti-conscription and internment,
18
the establishment of ANZAC day (a
Queensland initiative) and resettlement.
The Untold Stories Forum, in March 2013,
examined the importance of finding,
recording and sharing the contemporary
and historical stories of Queensland
communities. Keynote speaker Leah
Purcell shared her experiences as an
author and playwright, documenting the
stories of Indigenous peoples. It also
included a workshop of representatives
across the GLAM (Galleries, Libraries,
Archives and Museums) sector, local
government, education and historical
interest groups. The workshop focused on
building capacity, partnerships and regional
networks to capture, record and ‘make
findable’ the stories of regional Queensland.
This forum was part of SLQ’s commitment
to build statewide capacity and shared
responsibility for the collection and care of
Queensland’s memory.
Contemporary collection
SLQ is leading a national project to inform
NSLA libraries of the implications and
principles of digital collecting, leading to an
implementation framework for born-digital
collecting. Born-digital materials are those
which originate in digital form and which, in
their original form, require a digital device to
be used.
Digital contributions to the JOL collection
are increasing thanks to the Legal Deposit
Wizard, a streamlined digital deposit
system launched in June 2012. Based on
client feedback, the system has since been
updated to allow a faster method of
uploading multiple issues of a serial. The
ease of this system has contributed to a
continued increase in digital deposit in
2012–13. SLQ has been working on ways
to raise awareness of this tool and legal
deposit obligations to further increase the
legal deposit rate of born-digital materials.
SLQ is well positioned in the digital
collecting field, as one of the few state
Library Board of Queensland Annual Report 2012–13
libraries in Australia to have the capacity to
accept elegal deposits.
Website archiving has also increased in the
2012–13 financial year, capturing sites for
the PANDORA archive such as the official
Cathy Freeman site and the site of
Brisbane-based game developer Halfbrick.
Other born-digital collection projects have
included:
 collecting Bundaberg 2013 flood
photographs through Flickr and
Facebook
 completing an online display of Story
Project interviews, consisting of 88 audio
recordings from Sunshine Coast
residents
 acquiring born-digital images relating to
the mining boom in Queensland,
particularly around the Acland area
 commissioning digital stories for the
James C Sourris AM Artist Interview
Series.
Develop, collect, create
To further SLQ’s commitment to enable the
community to share in the creation and
collection of Queensland content, SLQ has
developed the Distributed Collection of
Queensland Memory framework. This
model is based on four pillars of advocacy,
building capacity, providing tools to make
content more discoverable and accessible,
and interpreting and collecting new
knowledge and stories.
Queensland heritage materials are found in
more than 600 organisations such as public
libraries, IKCs, historical societies and
community museums, regional galleries,
schools, universities and community
spaces, and innumerable private
collections, homes and businesses. By
creating a framework for Queensland’s
“distributed collection”, SLQ aims to
connect these disparate collections in a
sustainable, collaborative and ultimately
self-organising network, and help to make
the materials accessible and discoverable.
To inform the further development of the
distributed collection, SLQ undertook a
statewide survey of collecting institutions on
access and digitisation in early 2013, with
responses from 80 organisations. SLQ staff
have also created resources, such as a
digitisation toolkit, and presented on the
distributed collection at various events. This
information will help public libraries, IKCs
and the GLAM sector develop and
implement local history content strategies.
To keep collaborators informed, the new
Queensland Memory enews shares stories
and feature articles about local history and
collections from across the state.
SLQ staff have been in discussions with
potential partners to develop this distributed
collection through collaborative collecting.
For instance, Queensland Museum (QM)
has been identified as a potential partner,
with a shared understanding of the needs
and collections of historical societies,
community museums, heritage libraries and
private collectors across Queensland.
Current shared activities include Wikipedia
training, thematic mapping of collections,
outreach activities and sharing
Queensland’s significant collections online.
SLQ and QM have committed to exploring
how to strengthen this partnership,
particularly in relation to regional activities.
SLQ is collaborating with Aboriginal
peoples and Torres Strait Islander peoples
to develop their own community content
and digital stories. Projects in 2012–13
have included:
 Pitjar Kultjar community digital
repositories project, to archive stories for
local history collections in Hope Vale,
Palm Island and Wujal Wujal.
 Tellin’ Country Digital Art Project, helping
young Indigenous people connect to
country through artistic workshops,
cultural education and intergenerational
teaching. In 2013, workshops were held
in Stradbroke Island, Logan, Woodford,
Woorabinda and Wujal Wujal. Digital art
created through Tellin’ Country will be
exhibited as part of a major exhibition at
SLQ in late 2013
 kuril dhagun Deadly Stories project, in
conjunction with Cook Shire and
Townsville City Councils, captures
stories of local Indigenous heroes and
teaches community members skills to
create their own digital stories.
Celebrate Queensland stories
Queensland stories are constantly being
celebrated through exhibitions, events and
other activities at SLQ and across the state.
Transforming Tindale, an exhibition which
ran from September to December 2012,
brought to light the individual stories of
Aboriginal people who were studied by
Norman Tindale during his 1938
anthropological expedition throughout
Queensland and northern NSW. Almost
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Library Board of Queensland Annual Report 2012–13
7,000 people visited this moving exhibition,
which included portraits, stories and an
interview with exhibition curators Michael
Aird and Vernon Ah Kee. Alongside this
exhibition, SLQ improved access to the
Tindale index, making it discoverable
through One Search to allow easier access
for individuals and their families.
In 2013, the Australian South Sea Islanders
commemorate 150 years since the arrival of
the first South Sea Islanders, who were
transported to Queensland to work as
indentured labourers. SLQ recognised this
milestone through initiatives in 2013 that
aim to improve understanding of Australian
South Sea Islanders and their unique
contribution to Queensland’s history. These
include digitisation of historical resources,
new acquisitions, heritage talks, and the
creation of digital stories and oral histories.
As part of this, SLQ partnered with QM, and
Queensland Art Gallery │Gallery of Modern
Art (QAGOMA) to plan and collaboratively
curate a cross-Cultural Precinct program,
Memories from a Forgotten People, for
August 2013. Stories around related
collections and activities are being regularly
shared though the Australian South Sea
Islander blog. This shared online space,
established in February 2013, is hosted by
SLQ and edited by QM. Contributors
include QAGOMA, guest bloggers and
community representatives.
A research discovery workshop for
Australian South Sea Islanders in November
2012 gave community members access to
unique and rare collection materials. SLQ
also acquired more than 1,000 contemporary
Australian South Sea Islander images
commissioned in 2000 as part of the
travelling exhibition Refined White. More
than 200 of these have been digitised and
made accessible on One Search.
The Queensland Business Leaders Hall of
Fame program continues to expand with
the announcement of six more inductees in
August 2012. They are: Campbell Brothers
Limited, General (Rtd) Eva Burrows AC,
RNA, Cyril Golding, William Knox D’Arcy
and the McDonald Family. Digital stories
and related material about these inductees
are now available online and through iPads
in the Hall of Fame space. A related
symposium took place in June 2013. A new
speaker series, Game Changers: in
conversation with Queensland business
leaders and entrepreneurs, began in March
20
2013 as part of an expanded program of
related events. The program is delivered in
partnership with QUT Business School and
Queensland Library Foundation.
Queensland memory stories are also
showcased through ongoing programs such
as the JOL blog, the annual JOL Open Day,
and the Queensland memory enews. A new
monthly series of heritage talks held in the
JOL Reading Room, A Night in the JOL,
began in March 2013. Past exhibitions such
as Panoramic Queensland continue to tour
Queensland’s regional centres.
Preserving collections
In 2013, Steve Knight of the National
Library of New Zealand undertook an audit
of SLQ’s digital preservation policies and
practices. The subsequent report was
presented to the Library Board in June and
will inform the development of a
comprehensive framework for digitisation
and digital preservation.
SLQ plays an active part in NSLA’s Digital
Preservation working group, which
encourages NSLA libraries to work together
to identify best practice in the preservation
of born-digital and digitised materials.
In August 2012, SLQ hosted the three-day
Australian Institute for the Conservation of
Cultural Material 7th Book, Paper and
Photographic Materials Symposium,
focusing on disasters, contemporary works
and digital matters. SLQ’s conservation
laboratory was the venue for a one-day
workshop, Introduction to Japanese Paper
Conservation, conducted by three paper
conservators from Japan and attended by
conservators from across Australia and
New Zealand.
SLQ’s work in this field continues its
commitment to protecting Queensland’s
assets for future generations. For instance,
the Cameron Henzell collection of 800 early
Queensland real estate maps and plans is
currently being preserved and digitised,
making this resource accessible online and
preserving the original historic maps.
Approximately 17,000 microfilm masters
have been relocated to the National Library
of Australia as part of the National
Newspaper Plan. These microfilm copies of
Queensland newspaper publications will be
held in the cold storage facility for long-term
preservation of this important content.
Library Board of Queensland Annual Report 2012–13
Extend learning and creative experiences
SLQ aims to inspire and facilitate learning, particularly in the area of literacy. Through strong
partnerships with public libraries, IKCs and other organisations across Queensland, and within
its own learning spaces such as The Corner and The Edge, SLQ delivers a host of learning and
creative opportunities for people of all ages.
Lifelong learning
The National Year of Reading in 2012
sparked a host of events, including:
 In Conversation with Garth Nix (New
York Times best-selling author of Young
Adult fantasy fiction), Sharyn Pearce
(QUT Creative Writing and Literary
Studies) and Teagan Chilcott (2012
black&write! Indigenous Writing Fellow)
 A Reading Celebration! for children
under 12 and their families to celebrate
with Children’s Book Week and The
Reading Hour in August 2012.
SLQ’s national online Summer Reading
Club for children ran from December 2012
to January 2013, with 36,075 children
reading an estimated 262,627 books across
Australia. Of 1,136 public library branches
registered, 241 were from Queensland. All
21 IKCs and three Indigenous RLQ libraries
took part. Five major publishing houses
were among the 14 sponsor organisations,
and 12 Australian authors and illustrators
participated in the program.
The Dads Read program entered its third
year of encouraging dads to take an active
part in their children’s literacy development.
More than 100 families attended the third
Dads Read Picnic in September 2012 for a
fun filled morning of singing, dancing and
storytelling with MC Shane Webcke, picture
book author and illustrator Peter Carnavas
and The Corner’s musician in residence,
Tim Jackman. SLQ has been working
towards an expanded event in 2013 with
the help of regional partners. To this end,
BHP Billiton has agreed to co-present a
Dads Read event in the Isaac Regional
Council area.
SLQ has formed a partnership with the
Queensland Literary Awards (QLA),
providing office space for two QLA staff and
hosting the event in July 2013. It has also
sponsored the State Library of
Queensland Poetry Collection — Judith
Wright Calanthe Award.
This is in addition to SLQ’s own Young
Writers Award, which attracted a record
number of submissions from across
Queensland in 2012. Based on participant
feedback in 2011, SLQ held regional
workshops in partnership with Queensland
Writers Centre (QWC) to support an
increase in entries. SLQ will increase the
number of workshops in 2013 to continue to
grow regional participation, and profile
writing and authorship in regional centres.
The winners of the Young Writers Award
and the Young Writer Encouragement
Award were announced during the Brisbane
Writers Festival (BWF), hosted by SLQ in
September 2012.
SLQ has been home to a number of
significant events in 2012–13, often in
partnership with other organisations:
 TEDxSouthBankWomen in December
2012, profiling women attempting to
answer humanity’s toughest questions
with innovative enterprise and enduring
optimism. Speakers included Nikki
Gemmell, Hetty Johnston, Michelle Law,
Anne Summers and Alissa Phillips.
Event partners included Deloitte, The
Courier-Mail, mX, and 612 ABC
 the Online Literature Festival, 27 August
to 9 September 2012, delivered in
partnership with the Department of
Education and Training’s The Learning
Place. Open to all Queensland schools,
with some sessions accessible through
the public library network, the festival
allowed 8,684 participants to engage
with 23 authors/artists in 42 web
conferences. Students attended from
185 schools across Queensland: from
the Torres Strait Islands to Coolangatta,
from Stanthorpe to Mt Isa and from
Hamilton Island to Doomadgee
 the Queensland Poetry Slam continues
to draw large crowds of poets and
spectators. In 2012, heats and
workshops were held across eight
locations: Blackall, Brisbane, Cairns,
Logan, Mackay, North Lakes,
Stanthorpe and Townsville. The state
final was held as part of BWF, and the
winner and runner-up represented
Queensland in the National final in
Sydney, with the Queensland winner
placing second nationally.
21
Library Board of Queensland Annual Report 2012–13
Supporting Queensland writing
SLQ plays a key role in supporting writing
across Queensland, in partnership with
organisations such as QWC, BWF, QLA and
members of the State of Writing network.
The black&write! Indigenous Writing and
Editing Program continued its success in
2012–13. The winners of the $10,000 2013
Indigenous Writing Fellowships were
announced in May. They are Townsville
comedian Tristan Savage with his science
fiction adventure Rift Breaker, and South
Australian lecturer Jared Thomas for his
young adult novel Calypso Summer. Scott
Prince and Dave Hartley were awarded the
special kuril dhagun prize for Deadly D and
Justice Jones–Making the Team. All books
will be published through the project
partnership with Magabala Books. The
2012 black&write! winners, Bakir and Bi by
Jillian Boyd and Tori-Jay Mordey and The
Rise of the Fallen by Teagan Chilcott, were
launched by Arts Minister Ian Walker in
May 2013. Ali Cobby-Eckermann’s verse
novel Ruby Moonlight, developed through
the inaugural black&write! Fellowships, was
named Book of the Year and won the
Kenneth Slessor Prize for Poetry at the
NSW Premier’s Literary Award in May
2013. Sue McPherson’s young adult novel
Grace Beside Me, also developed through
the inaugural program, has been included
on the White Ravens list for 2013, a
selection of newly published books from
around the world considered to be
especially noteworthy, and was shortlisted
for the Young Adult Fiction category of the
2013 Prime Minister’s Literary Awards.
In May 2013, SLQ hosted the inaugural
First Nations Australia Writers Workshop.
The two-day program brought together
emerging and established Aboriginal and
Torres Strait Islander writers from across
Australia to participate in peer-to-peer
workshops, formal presentations and round
table discussions. The workshop provided a
unique opportunity for SLQ to gain a
greater understanding of the challenges
and opportunities for Indigenous writers at a
national level.
Food Tales, a joint initiative with QWC, has
been touring regional communities in 2013
with author talks by chefs, and workshops
on creative writing and digital publishing.
Addressing literacy needs
Building on the launch of SLQ’s Literacy
Framework in early 2012, SLQ has been
22
working with public libraries and other
organisations to support the improvement
of early and adult literacy across
Queensland. A number of pilot programs
have taken place in 2012–13 to extend
these opportunities.
The Scratch pilot program in April 2013
focused on Marsden State High School
students who identified as having critically
low literacy levels. Supporting QUT’s
successful Crossing Boundaries with
Reading program, SLQ’s Scratch workshop
drew on manga and other narrative
traditions to integrate literature and practical
digital storytelling techniques. SLQ also
delivered Scratch facilitator training
workshops at Logan City Libraries, to help
build a sustainable workshop model for the
Logan and Marsden communities.
The Reading Matters seminar at SLQ, copresented with State Library of Victoria in
May, workshopped ideas for engaging
young adults through literacy, reading and
graphic novels. Featuring authors Raina
Teigemeier and Tim Sinclair, the seminar
was followed by a series of workshops in
schools and public libraries.
A significant partnership was forged
between SLQ and BHP Billiton Mitsui Coal
to deliver a program to address the literacy
needs of people in the Isaac region. The
pilot program, Read4Life, focuses on
developing community support and capacity
to advance literacy outcomes and will be
delivered with the support of Isaac Regional
Council and its library service.
The Top Secret Storytelling Clubhouse,
produced by SLQ and delivered in
partnership with BWF, toured for the BWF
regional festival component Write Across
Queensland. It went to Cairns,
Rockhampton and Bundaberg, and was
performed in schools and libraries. The tour
included a professional development
component on the creative potential of
storytelling for library and school staff in
Bundaberg and Cairns. The Cairns session
was also streamed live into IKCs.
When SLQ evaluated the 2010 OPAL
Digital Literacy Grant program, a number of
projects were identified as appropriate
scalable models which could be used in
public libraries. Lessons from these projects
were shared with library professionals at
forums and workshops.
Library Board of Queensland Annual Report 2012–13
The Edge
The Edge continues to be a welcoming
space for creative people to learn, work and
collaborate in the areas of arts, science,
technology and enterprise. To support this,
The Edge reinvigorated its workshops
program in 2013 to better meet the
increasing demand for learning activities.
Fast Track Feb saw at least one workshop
scheduled every day. More than 80% of
these workshops were booked within the
first two hours of bookings opening. From
May 2013, the workshop model has been
expanded into a short course program,
offering introductory, intermediate and
advanced workshops in 15 specialist areas.
It includes both free and paid workshops.
The Edge is a space for experimentation,
with a dynamic mix of responsive and
curated programming, designed to engage
a diverse range of people. For instance, the
annual Zombie Climate Apocalypse
program returned in December 2012.
Residencies in gaming, fringes and sound
also continued to provide opportunities for
emerging practitioners to develop their skills
and professional networks.
The CitizenJ program launched its online
platform in February 2013, providing a
dedicated space for publishing content by
citizen journalists, which is also available to
media outlets for syndication. The program
provides editorial support, training and
publishing opportunities. It is delivered with
support from Tim Fairfax AM, media
partners 4ZZZ and 4EB, training partners
Community Media Training Organisation
and AFTRS Open (Australian Film,
Television and Radio School), and event
partner the Walkley Foundation. The first
CitizenJ Experiment winner, a remote
control aerial camera platform — or Flying
News-Drone — was designed to enable
CitizenJ contributors to capture birds-eyeview footage using an inexpensive and
simple remote controlled aerial vehicle. The
project was developed with participants in
the regular Hack the Evening workshop.
Technology programming is helping people
in regional Queensland create content. As
part of the ongoing community engagement
program, the iStreet Lab, a mobile media
lab, was used for workshops on Russell
and Macleay Islands. It was later
remodelled as a mobile media lab and
relocated to the Logan community until April
2015, under a two-year loan agreement
with Access Community Services Ltd. This
will be part of an ongoing relationship with
The Edge to develop innovative
programming for the region, including using
the Lab to re-engage local Indigenous and
Pacific Island young people.
A second, smaller mobile media lab was
launched in Rockhampton in April 2013, in
partnership with Rockhampton City Council
(via its Regional Library and Creative
Capricorn initiative), Darumbal Community
Youth Services and ABC Open. Weekly
workshops were held with young people in
the community, and local community
members and facilitators were trained in the
Lab’s use. The Lab has since been formally
loaned to Rockhampton Regional Library to
ensure its continued use and engagement
with the Rockhampton community.
The proposed Digital Experience Centre
transitioned into the NBN Digital Hub project.
A subsequent bid for funding was submitted
to the federal Department of Broadband,
Communications and the Digital Economy in
the fourth and final round of Digital Hubs
funding. SLQ’s bid was unsuccessful and
the project was not pursued.
Asia Pacific Design Library
Now in its third year, the Asia Pacific Design
Library (APDL) has continued to engage the
community to generate new ideas in the field
of design. A paper on SLQ’s Design Minds
initiative, co-authored by QUT and Arts
Queensland, was presented to an
international academic audience as part of
the Design Research Society Cumulus
conference in Oslo, Norway.
Through the Design Minds initiative, APDL
has facilitated a number of design
education activities including the launch of
a new toolkit, Gamestar Mechanic,
supported by professional development and
student workshops as part of the Garage
Gamer exhibition program in February.
SLQ partnered with Kelvin Grove State
College to support its Excellence Program in
Art and Design, which is also conducted in
partnership with QUT’s Creative Industries
Faculty. It aims to support students in the
exploration of future challenges requiring
innovative thinking and collaboration across
different subject disciplines.
In June 2013, APDL hosted an Activating
Space workshop where staff, visitors and
local academics explored new possibilities
for rearranging the design collection and reimagining how the space is used. Through a
Technology and Collection Challenge, a
local technologist was engaged to research,
23
Library Board of Queensland Annual Report 2012–13
design and prototype an innovative way to
augment the ideas developed in this
workshop. The solution will aim to enhance
the browsing experience of APDL’s design
collection, to improve content discoverability
and encourage engagement with the design
collection and online content. The challenge
concludes in September 2013.
In 2012–13, community engagement has
included:
 the annual UQ Architecture Lecture
series, featuring local, national and
international architects in partnerships
with the University of Queensland
 the Side Project Lecture Series,
featuring design minds talking about the
passion projects they undertake outside
of their primary design discipline.
kuril dhagun
In 2012–13, kuril dhagun continued to be a
hub for exhibitions and public programs
relating to the stories and experiences of
Aboriginal peoples and Torres Strait
Islanders. These programs have included:
 the State of Emergency exhibition,
marking the 30th anniversary of the
1982 Commonwealth Games, when
Brisbane came alive with political
demonstrations for Aboriginal and
Torres Strait Islander civil liberties. It
reflected on events in Brisbane relating
to the political climate of the time and
the history of land rights. It encouraged
photographic donations from Indigenous
community members
 Black History Month (July 2012) in
partnership with the Brisbane City
Council, including a screening of The
Tall Man followed by a community
discussion, the Mil Binnung exhibition
exploring the cultural identity of the
Ngugi people of Moreton Island
(Moorgumpin), and the ANTaR
(Australians for Native Title and
Reconciliation) Sea of Hands installation
on Maiwar Green
 the Loris Williams inaugural lecture,
given by Dr Jackie Huggins AM FAHA,
in honour of the first Aboriginal person
from Queensland to gain professional
archival qualifications and only the
second Aboriginal person to do so.
Since July 2012, the Indigenous Voices
blog updates followers on events,
exhibitions and activities relating to
Aboriginal and Torres Strait Island people,
stories and culture.
24
The project to develop the kuril dhagun
Interactive Experience was significantly
modified within a context of changing
technology and budget uncertainty. Funds
allocated to the Interactive Experience have
been redirected to reposition kuril dhagun
as a centre for engagement for and with
Aboriginal peoples and Torres Strait
Islander peoples. An example is the Tellin’
Country project which collects stories from
Aboriginal peoples and Torres Strait
Islander peoples to be preserved and
accessed within kuril dhagun.
Explore, engage, experiment and create
SLQ is activating online and onsite spaces
to engage visitors, helping them to explore,
experiment and create. For instance the
new SLQ website, launched in August
2012, includes a Conversation Hub which
allows visitors to explore content across the
seven subject areas covered by SLQ’s suite
of blogs.
A Fab Lab, an open-source rapid fabrication
and additive manufacturing space, is
planned for the basement level of The
Edge. This is based on rising interest in and
community momentum toward interactive
design, rapid prototyping and small-scale
fabrication and manufacturing technologies.
The planning process explored viable
business models, funding sources and
programming framework. A Fab Lab is
equipped with digital fabrication machines
and has a DIY orientation, enabling the
development of products which have
traditionally been limited to mass production.
To work towards this goal, a crowd-funding
campaign attempted to fund a number of
community accessible 3D printers. Although
the campaign ended 20% short of its $9,300
goal, it helped to grow a maker community.
As part of a concerted effort to make SLQ
spaces more welcoming and increase visitor
numbers on the upper levels, planning has
been taking place to redesign spaces and
user experience. For instance, the Welcome
Desk has been redesigned to create a onestop shop where visitors are equipped with
the tools they need for their visit. These lowcost improvements have had a positive
impact on visitor experience at SLQ.
Programs such as Garage Gamer, which
ran from January to April 2013 and focused
on Queensland’s gaming industry, and Live!
Queensland Band Culture, which began in
May 2013, involves simultaneous activation
of SLQ spaces with an array of related
exhibitions, events and experiences.
Library Board of Queensland Annual Report 2012–13
Develop our people and capability
None of SLQ’s achievements, public programs or collections would be possible without the work
of staff and volunteers. Behind the scenes, SLQ strives to have an engaged and flexible
workforce that can deliver the wide-ranging services required by Queenslanders. SLQ’s strong
partnerships help it to deliver many of these services and programs in a more cost-effective
way, maximising the return on investment by taxpayers.
People and culture
SLQ continued to implement the State
Library Strategic Workforce Plan 2011–15,
to increase the diversity and flexibility of the
workforce. Three key strategies stemming
from this plan have been developed in
2012–13 with extensive staff consultation.
The Multicultural Workforce Strategy 2013–
2017 was endorsed in January 2013 to
address a relatively low representation of
people from culturally and linguistically
diverse (CALD) backgrounds within the
SLQ staff cohort. Initiatives include diversity
awareness training for all staff beginning in
May 2013, development of a work
experience program for people from CALD
backgrounds, and the launch of a Work &
Welcome program in June 2013. Work &
Welcome is a partnership with the
Multicultural Development Association to
provide people from CALD backgrounds
with paid work experience at SLQ, funded
by voluntary workplace giving.
SLQ’s Aboriginal and Torres Strait Islander
Workforce Strategy 2012–16 included an
Indigenous Leadership Grant to encourage
development of Aboriginal and Torres Strait
Islander employees. In the first year of this
two-year pilot program (2013–14), the grant
of $2,000 was open to all Indigenous staff
at SLQ to undertake a project, further study,
or other professional development
opportunity. It was awarded to SLQ’s
Indigenous Languages Researcher. This
leadership activity aims to identify items at
two collecting institutions with a view to
create indexes and obtain or negotiate
copies of materials (subject to copyright
and access conditions) to be made
available to SLQ. This will fill gaps in SLQ
collections and respond to community
needs identified at Indigenous Language
Research Workshops.
SLQ’s Encore Program was developed in
2013 to support the needs of the
organisation’s growing mature-aged
workforce. Encore aims to ensure an agefriendly workplace, and support people as
they remain in the workforce longer,
transition to retirement or decide to launch
a new career phase. Two key intended
outcomes are increased employee
engagement and workforce flexibility. The
pilot program took place in June 2013 for
full implementation in late 2013.
Another step in the culture change program
saw 50 SLQ staff from all areas, levels and
classifications help map the current culture
using Human Synergystics’ Circumplex®.
This was mapped against results from
2011, and compared with benchmark
information from across Australia and New
Zealand, to assess the success of the
culture change journey. Results indicate
that SLQ’s culture is becoming more
constructive, indicating positive progress.
The SLQ Leadership program continued to
create learning opportunities for staff
throughout 2012–13, with a New and
Emerging Leaders program and Leading
from Within the Team workshops taking
place across the organisation. Workshops
for executive managers and team leaders
built on the skills developed within the
previous reporting year. New managers
undertook a Leadership Skills Inventory,
incorporating 360 degree feedback, and
one-on-one coaching sessions.
SLQ’s strong volunteer workforce has been
growing, with 227 registered volunteers
working across the organisation as of June
2013. They take in all ages and a wide
range of cultural backgrounds. The majority
of volunteers now work in public-contact
roles, for instance a team of seven
experienced Building Guides regularly
escort booked tour groups around the
building on detailed, one-hour tours of SLQ.
Some of the longer serving volunteers were
recognised in December 2012, with five
volunteers receiving certificates for five
years of service, and three volunteers
awarded for 15 years of service.
Self-generated revenue
Opportunities for revenue generation have
been explored throughout 2012–13 to
identify better cost recovery and increase
entrepreneurial approaches.
25
Library Board of Queensland Annual Report 2012–13
SLQ will also expand its revenue base by
housing the computer server infrastructure
managed by Corporate Administration
Agency (CAA). Racks and equipment were
moved across to SLQ in June 2013, with
the service provided from 1 July 2013. This
facilities management service builds on the
services already provided to Queensland
Studies Authority and HQPlantations.
SLQ has an active venue hire function,
which creates internal revenue. Private
functions such as weddings on SLQ’s
Queensland Terrace have become popular.
Major events hosted in 2012 include:
 Older People Speak Out Media Awards
 Churchill Fellowship cocktails
 Vero Rugby Dinner
 Ethnic Communities Council Queensland
Multicultural Summit
 Australian College of Educators Lecture.
SLQ has been working towards expanding
The Library Shop’s presence by creating an
online shop. Development is underway, with
the launch scheduled for September 2013.
The Library Shop continued its association
with events at SLQ, such as BWF, and has
hosted a series of book launches and author
talks which engage readers and boost sales.
Authors have included Rupert McCall, Jane
Lydon and Susanna de Vries, and many of
these author events have sold out.
The Queensland Library Foundation is a
strong supporter of SLQ, demonstrating this
in 2012–13 with a contribution of more than
$700,000 towards SLQ projects. To this
end, it has implemented a suite of new
programs to encourage contribution from
the wider community. These include:
 the Sir Leo Hielscher Bequest Program,
to encourage potential donors to consider
a donation in their will
 a new partners program, to encourage
donations to digitise Queensland content.
Technology
Ongoing technology upgrades have
improved visitor services and staff
resources at SLQ. Upgrades have included:
 improved interface and payment options
when buying or adding value to a
print/copy card
 rolling out Windows 7 and Office 2010 to
publicly accessible and staff computers
 applying public wi-fi printing, with an
explanatory suite of training videos via
public touch screens
26
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replacing the Master Antenna TV
system in preparation for the shift to
digital TV signals
upgrading to Internet TV, giving all
workstations capacity to view free to air
TV and SLQ livestreamed events
installing specialist equipment to allow
simple audiovisual networking between
selected SLQ venues, which makes it
easy for these venues to become
overflow venues for auditorium events
delivery of Foxtel news services via the
network to the Tim Fairfax Newspaper
Reading Room, for greater flexibility of
content and display.
More than half of all SLQ staff participated in
Digital Futures Conversations in August and
September 2012. The sessions prompted
participants to consider how their lives have
changed for the better due to the digital
revolution, and what new models of working
and information sharing could be explored.
Emerging themes included building the
digital capacity of Queenslanders, making
SLQ a leading institution, building
partnerships and digitising resources for
access and preservation. The conversations
form part of the thinking when planning
future digital library activity.
The Developing a Digital Library project
was activated in October 2013. This project
consists of five components: digitisation,
distributed collection, digital preservation,
future focused research and ALICE
(elending and epublishing platform). This
OPAL funded project aims to ensure
increased and long term access to digital
content for all Queenslanders.
Best practice in management
SLQ’s project management tool, STEPs, has
been reviewed and refreshed to better
support staff leading projects. As part of this
project, a whole-of-Library investment
analysis matrix has been developed to
improve strategic decision making and the
alignment of activities with the Strategic
Plan. These activities aim to grow intraorganisational collaboration and improve the
sustainability of SLQ initiatives. Their
delivery will enhance corporate reporting to
continue to meet Government priorities, risk
management and compliance requirements.
They will also improve accountability by
making the return on investment of activities
and projects more transparent.
As part of its commitment to provide
resources for the community, and to
Library Board of Queensland Annual Report 2012–13
increase self-generated revenue, SLQ
reviewed its venue hire arrangements in
2012–13. The community rental criteria have
also been revised, allowing community
groups to clearly demonstrate their link to
SLQ’s strategic agenda to identify potential
opportunities for partnerships between SLQ
and the community.
An online purchasing solution has been
introduced to reduce paperwork while
maintaining accurate records. It provides a
more efficient and timely service, and
improves internal controls and monitoring of
State Procurement Policy compliance,
enabling more accurate commitment
reporting. A Budget Module has been
implemented, which improves tracking of
historical budget data to provide easy
comparisons. With links to SLQ’s payroll
information, this system can also improve
precise forecasting of future staffing costs.
Creating stronger partnerships
The Queensland Government’s Cultural
Precinct Strategy, which addresses crossprecinct partnerships in relation to
collections and events within the Cultural
Precinct, was launched in June 2013. The
strategy incorporates recommendations
from the Queensland Audit Office (QAO).
To further SLQ’s strategic commitment to
developing and strengthening partnerships,
a new program, Engagement and
Partnerships, was created in November
2012. This has allowed a more consistent
and strategic approach to managing
relationships with partner organisations.
Since then, SLQ has been undertaking an
inventory of its existing partnership
arrangements with a view to develop a
partnerships register. This will enable a
coordinated approach to developing a
formal partnership framework and pursuing
new partnership opportunities.
Among other things, SLQ’s strategic
partnerships have delivered:
 a series of digital skills professional
development workshops for teachers

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and education professionals, with Apple
Distinguished Educators
family programming for the Australia
Day festival at South Bank, including a
Torres Strait Island curated play space
and a signature Dads Read event, with
the Department of Premier and Cabinet
programming for South Bank’s annual
Christmas festival, 12 Days of
Christmas, delivered to more than 7,000
children and their families, with South
Bank Corporation
a venue for 27 Brisbane International
Film Festival (BIFF) events and the
October 2012 Cinesparks Festival,
curated by BIFF to bring new
international cinema to school-aged
audiences, with Screen Queensland
revised and standardised data
definitions for the Australian Public
Libraries Statistical Report, with the
Australian Bureau of Statistics
funding of $10,000 through Telstra
Foundation Everyone Connected
supporting the New Mapoon and Seisia
IKCs to create a kids internet hub using
iPads, through a successful application
with the Regional Organisation of
Communities of Cape York Inc.
In February, ALIA Information Online 2013
was held in Brisbane, with several SLQ
management members on the steering
committee. It is the first time the biggest
library conference in the southern
hemisphere has been held outside of
Sydney. The biennial conference brought
together members of ALIA to discuss
innovation in an increasingly digital world,
with the theme Be Different, Do Different.
The event attracted 1,000 people, including
delegates, exhibitors and a host of national
and international speakers. A number of new
sponsors, including Apple and Wikimedia,
reflected the shift in focus to online
technology and collaborative content
creation. This was an excellent showcase for
SLQ, including tours of the South Bank site
and presentations on some of SLQ’s
innovative projects.
27
Library Board of Queensland Annual Report 2012–13
Governance
Public sector ethics
SLQ’s administrative procedures and
management practices are developed and
conducted with regard to the ethics
principles set out in the Public Sector Ethics
Act 1994 and the Code of Conduct.
These principles underpin the strategic
planning processes and development of the
State Library of Queensland Strategic Plan
2013–17 and the accompanying
Operational Plan 2013–14. SLQ has made
overt its commitment to integrity and
accountability by adopting these as specific
organisational values.
The Library Board, the State Librarian and
all staff are bound by the Code of Conduct
for the Queensland Public Service under
the Public Sector Ethics Act 1994. Training
on the Code of Conduct is provided to all
new staff through regular corporate
induction training and all continuing staff
members are required to complete annual
online refresher training. HR Practical
sessions are run for managers and
supervisors throughout the year to ensure
they understand the ethics principles,
especially in relation to all human resource
policies and procedures.
Through SLQ’s Personal Performance
Planning (PPP) process, individual
employees are encouraged to identify ways
they can actively practise and support SLQ
corporate and governance processes.
These may include improving or developing
processes or frameworks to support
compliance with procedures, or promote
efficiency and effectiveness.
Compulsory training in Equal Employment
Opportunity, Code of Conduct and
Workplace Health and Safety has been
rolled out to all staff on an online learning
platform. Online learning allows staff to
complete the training at a time which best
fits their work schedule.
Human resources
As at 30 June 2013, SLQ’s workforce
consisted of 275 full-time equivalent staff.
Its permanent retention rate for the year
averaged 93% and the permanent
separation rate averaged 6.8%.
Workforce planning at SLQ includes
undertaking an analysis of the current
workforce profile and future business
context, and determining the staffing
28
complement and profile required to achieve
strategic directions. SLQ has determined
that it requires a future workforce that is
flexible, diverse, technologically adept and
client oriented. Key strategies include:
 employing a mix of temporary, casual
and contract staff as a critical component
to SLQ’s objectives for a flexible and
agile workforce
 an ongoing commitment to flexible work
initiatives as a critical attraction and
retention strategy. This is demonstrated
by an employment status profile
comprising more than 22% part-time
employees.
An on-boarding program has been
designed to welcome and integrate new
starters into the organisation during their
first three months, to prepare them to
succeed at their job and to become fully
engaged, productive employees.
A PPP is in place to align the work and
development of individual staff to the SLQ
strategic and operational plans. The PPP
is fundamental to good management
practice. Most Valuable Contribution
Awards recognise teams or individuals
who have excelled in client service,
innovation or leadership.
SLQ continues to provide a commitment to
employees’ work–life balance by offering
flexible working arrangements for
employees returning from parental leave,
workers requesting part-time employment
prior to retiring from the workforce, flexible
hours for employees undertaking study and
job-share arrangements in addition to parttime employment options and teleworking.
SLQ has gained re-accreditation as an
approved Breastfeeding Friendly Workplace
with the Australian Breastfeeding
Association and continues to provide an
onsite carer’s facility.
SLQ has a collaborative approach to
employee relations and meets regularly
with members of the Agency Consultative
Committee to discuss a broad range of
topics. In 2012–13 topics included working
hours arrangements, HR policies, corporate
wardrobe, temporary employees and use of
volunteers.
In August 2012, a team of management
and union representatives reviewed a
workplace change process in the area of
Library Board of Queensland Annual Report 2012–13
collection and client services. This review
took place in accordance with transition
principles that covered a broad range of
areas such as opportunities to raise
concerns or issues, training support, access
to accrued time, on-going meaningful
employment, staff security and safety,
access to entitlements, career
opportunities, and employee health and
well-being. The review identified a number
of themes around training needs, career
and flexibility. A survey of affected staff
found most were positive about aspects of
their workplace.
SLQ HR policies and procedures are
reviewed regularly, with an aim to not
duplicate existing Queensland Government
Directives or Guidelines.
In 2012–13, there were no early retirements
or retrenchments. During the period, one
employee received a redundancy package
at the cost of $48,251.42.
Governance, accountability and risk
SLQ takes a structured approach to
assessing and evaluating the effectiveness
and efficiency of its financial and
operational systems and activities.
Every four years senior management
develops an overarching Strategic Audit
Plan, and reviews it annually. This forms
the basis for the yearly Internal Audit Plan,
designed to focus internal audit on the
areas of potential operational and financial
risk to SLQ.
Strategic and Annual Audit Plans are
reviewed and endorsed by the Audit and
Risk Management Committee (ARMC —
see Appendix C). In preparing these audit
plans, consideration is given to:
 significant changes to the organisation,
systems and activities
 new legislative requirements
 risks identified as part of the agency’s
risk management process
 results of assessments of internal
controls
 previously identified issues.
In 2012–13, five internal audit reports were
considered by the ARMC, covering issues
such as travel, budget process, venue hire,
administration of NPA RIPIA grants and
recordkeeping. All audits resulted in low risk
items.
The internal audit function is under the
supervision of the ARMC and is
independent of management and the
external auditors. The internal audit function
is carried out on SLQ’s behalf by the CAA’s
Internal Audit team.
The role of the internal audit function is to:
(a) appraise SLQ’s financial administration
and its effectiveness having regard to the
functions and duties imposed upon the
statutory body under section 61 of the
Financial Accountability Act 2009
(b) provide value-added audit services and
advice to the statutory body, the ARMC and
SLQ’s management on the effectiveness,
efficiency, appropriateness, legality and
probity of SLQ’s operations. In particular,
this responsibility includes advice on
measures taken to establish and maintain a
reliable and effective system of internal
control.
The internal audit function operates under a
charter consistent with relevant audit and
ethical standards and approved by the
ARMC. The internal audit function has due
regard to the Financial and Performance
Management Standard 2009.
All agreed recommendations by the QAO
and Internal Audit are assigned to
management for action within agreed
timeframes. SLQ took action on
recommendations made in the AuditorGeneral’s report of the performance
management system audit, Acquisition and
public access to the Museum, Art Gallery
and Library collections. Actions included
exploring more formal opportunities for
collaboration across the Cultural Precinct
and participating in the development of the
Cultural Precinct Strategy. SLQ provided
updates to QAO on the implementation of
these recommendations in November 2012
and June 2013.
The ARMC also oversees risk
management. A Risk Management Policy
consistent with the statutory requirements
of section 28 of the Financial and
Performance Management Standard 2009
and the International Standard on Risk
Management (ISO 31000:2009) is in place.
Risk is identified at the strategic and
operational levels against the following
categories: collections, service delivery,
reputation, governance, funding, capability
and culture, contracts and agreements,
information and communications
technology services, and business
continuity. The ARMC and the Library
Board receive quarterly reports on the
action being taken to manage identified
29
Library Board of Queensland Annual Report 2012–13
risks. SLQ has also implemented a Risk
Management Strategy for child-related
duties, which aims to protect children from
harm and to promote their well-being
through the creation of child-safe service
environments. As part of this strategy, a risk
register has been established which is
reviewed on an annual basis.
Business continuity management
SLQ has a detailed business continuity
plan, which includes crisis management
arrangements. In response to a flood event
in 2012–13, SLQ’s plans were once again
tested, and provided a thorough response
approach to an impending threat. As a
result, the plan was updated to ensure
future responses build on these learnings.
SLQ is also a member of the Cultural
Centre Disaster Management Group which
has been formed to provide precinct-wide
disaster planning, preparedness and
recovery. SLQ led the finalisation and
adoption of a cooperative memorandum of
understanding for the key cultural collecting
institutions in Greater Brisbane (including
all Cultural Precinct partners) to share
disaster response consumables, equipment
and expertise if a disaster affects
collections or facilities.
Public Sector Renewal Program
SLQ supported the Public Sector Renewal
Program forum to achieve a renewed,
refocused and revitalised public service.
SLQ has embedded similar principles, such
as a customer focus, workforce agility,
accountability and innovation, as part of its
strategic and operational plans. As such,
SLQ works towards these principles in its
day-to-day operations. For instance the
development of the State Library Strategic
Workforce Plan 2011–15 aimed to increase
the flexibility of the workforce, see p25.
All SLQ staff were encouraged to
participate in the Working For Queensland
employee opinion survey in June 2013, the
results of which will be used to develop
strategies to improve capability and
performance of the Queensland Public
Service.
Additionally, SLQ has been undertaking a
long-term cultural change program which
30
supports these same intentions. See further
details in People and culture, p25.
Recordkeeping
SLQ complies with the provisions of the
Public Records Act 2002, Information
Standard 40: Recordkeeping and
Information Standard 31: Retention and
Disposal of Public Records. SLQ has
successfully implemented an electronic
document and record management system
(eDRMS) across the organisation, showing
a 30% increase in the capture of electronic
public records. All SLQ staff have received
training on the eDRMS. The Manager
Information is responsible for the
management and disposal of all records in
a variety of formats in line with the General
Retention and Disposal Schedule. SLQ has
prepared an organisation specific retention
and disposal plan, and is awaiting
Queensland State Archives’ final approval
for this plan.
Disclosure of additional information
SLQ publishes the following information
reporting requirements on the Queensland
Government’s Open Data site
(qld.gov.au/data) in lieu of inclusion in the
Annual Report:
 Consultancies
 Overseas travel.
Key policies informing the strategic plan
 The Cultural Precinct Strategy 2013–15
 The Next Horizon: Vision 2017 for
Queensland public libraries
 As a member of NSLA, SLQ influences
and supports the change agenda outlined
in the Re-imagining Library Services
Strategic Plan, as well as supporting the
ALIA and International Federation of
Library Associations policies
 The Commonwealth Government’s The
People of Australia: Australia’s
Multicultural Policy
 Council of Australian Governments
(COAG) Closing the Gap strategy
 Getting Queensland Back on Track
 Department of Science, Information
Technology, Innovation and the Arts
Strategic Plan 2012–16.
Library Board of Queensland Annual Report 2012–13
Part 4: Performance summary
Performance Statement
To improve accountability for performance, service standards for the 2013–14 State Budget will
only present measures that relate to the efficiency or effectiveness of services delivered.
Measures of input and/or activity which do not demonstrate the effectiveness or efficiency of the
agency’s services have been discontinued. Discontinued measures that remain relevant to the
agency’s services will continue to be publicly available through alternative communication
channels. For details on where to find this information, please refer to the Notes which follow the
table below.
Library Board of Queensland
Service standards
Visitor satisfaction with services and
programs
Percentage increase in the efficiency of
service delivery
Notes
2012–13
Target/est.
2012–13
Actual
2013–14
Target/est.
1
95%
95%
80%
2, 3
New
measure
New
measure
2.5%
Notes:
1.
The methodology used to determine the 2012–13 Actual and 2013–14 Target/est. was
changed from the previously used methodology (including the methodology used to
determine the 2012–13 Target/est.) in order to be compliant with guidelines endorsed by
the Cultural Ministers Council, Towards Comparable Statistics for Cultural Heritage
Organisations (Australian Bureau of Statistics, 2008). The 2013–14 Target/est. was set
on the expectation that the change would lead to a substantial fall in the result; an
expectation not borne out by the 2012–13 Actual.
2.
This is a new measure that will come into effect in the 2013–14 financial year. As a
result, there is no 2012–13 Target Estimate or Estimated Actual figure to be recorded.
3.
The measure provides an indication of the level of improvement in the efficient use of
public funding to provide services to an increasing number of visitors.
31
Library Board of Queensland Annual Report 2012–13
Discontinued Measures
Library Board of Queensland
Notes
2012–13
Target/est.
2012–13
Actual
1, 2
40,000
47,244
Visits to State Library — Onsite
1
1,350,000
1,412,789
Visits to State Library — Online
1, 3
2,500,000
1,774,094
1, 4
2,800,000
3,790,424
1, 5
170,000
202,582
Participants in public programs
1, 6
330,000
440,495
Total borrowing from public libraries
1, 7
40,500,000
39,600,000
1
61%
61%
1, 8
71%
66%
2013–14
Target/est.
Other measures
Growth of the State collection
Usage of the State collection and
subscription databases
Usage of the Queensland public
libraries lending collection
Percentage of grants to regional
Queensland
Percentage of Indigenous communities
with a library service
Discontinued
measure
Discontinued
measure
Discontinued
measure
Discontinued
measure
Discontinued
measure
Discontinued
measure
Discontinued
measure
Discontinued
measure
Discontinued
measure
Notes:
1.
These measures have been discontinued for Service Delivery Statement reporting
purposes as they are not an indication of the efficiency or effectiveness of the service area
(they are a measure of activity). They will be collected and reported in the Annual Report.
2.
The achievement of the 2012–13 Target/estimate is due to the higher than forecast
digitisation and legal deposit of electronic publications.
3.
The variance between the 2012–13 Target/estimate and the 2012–13 Estimated Actual
is due to a change in the counting method at the beginning of the reporting period and a
lag in the expected increase in visitation following a website upgrade. Allowing for the
change in counting method, the 2012–13 result is equivalent to the 2011–12 result.
4.
The achievement of the 2012–13 Target/estimate is due to higher than forecast use of
some subscription databases.
5.
The achievement of the 2012–13 Target/estimate is due to enhanced access to the
public libraries lending collection, enabled by the introduction of a new collection
management system.
6.
The achievement of the 2012–13 Target/estimate is mainly due to an increase in
exhibitions in regional locations.
7.
The scope of this measure is physical collections only. The result reflects the ongoing
migration of public library use to online channels.
8.
The result represents two fewer communities than is represented by the target. At the
request of the Councils the IKCs planned to open in Yarrabah and Warraber Island in
2012–13 are now scheduled to open in 2013–14.
32
Library Board of Queensland Annual Report 2012–13
Part 5: Strategic Plan 2013–17
Key objectives
1.
1. Improve access to library services
Performance Measures
 Client satisfaction with services and
programs (SDS)
 Visits to State Library:
o Onsite
o Online
 Visits to Queensland public libraries
 Total borrowing from public libraries
 Usage of the collection — onsite
and online
 Growth of State Library membership
1.
2. Co-create Queensland’s memory
Performance Measures
 Growth of John Oxley Library
content
 Visits to Queensland Memory blogs
1.
Strategies
 Collaborate with people and organisations to develop,
collect, share and create Queensland content (stories,
knowledge and culture) for current and future generations.
 Ensure the longevity of Queensland content by growing
capacity in research, curation, preservation and discovery.
 Make visible the diverse knowledge, stories, culture and
creative outputs from people around the state, especially of
Queensland’s unique Aboriginal and Torres Strait Islander
cultures.
3. Extend learning and creative experiences
Performance Measures
 Participants in public programs —
onsite and through regional
Queensland
 Participants in public programs —
online
1.
Strategies
 Identify and address barriers to access, including print and
digital literacy issues; cultural, language and social barriers;
and geographic and technological barriers.
 Accelerate the transition to digital modes of delivery to make
content, services and programs accessible to everyone.
 Demonstrate a long term commitment to engaging with
Aboriginal peoples and Torres Strait Islander peoples.
 Partner with Local Government to advocate for and support
the development and sustainability of public libraries,
including the Indigenous Knowledge Centres.
Strategies
 Develop and tailor specific models of engagement, “for, with
and by” diverse communities.
 Inspire people’s passion for and capacity to read, write, learn
and share ideas.
 Extend the reach of our services through onsite, online and
offsite offers.
4. Develop our people and capability
Performance Measures
 Increase in staff satisfaction
 Increase in own source revenue
 Percentage increase in the
efficiency of service delivery (SDS)
Strategies
 Foster a culture of engagement and entrepreneurialism.
 Identify and create new revenue streams.
 Embed a whole of library approach to collaborating with
government, partners, donors and sponsors.
 Ensure best practice management of our services, facilities,
assets and resources.
33
Library Board of Queensland Annual Report 2012–13
Part 6: Financial Report
Financial summary
The Library Board of Queensland’s (the Library Board’s) performance is reported as the Parent
Entity (the Library Board only) and the Economic Entity (the Library Board and the Queensland
Library Foundation (the Foundation), its controlled entity).
The Statement of Comprehensive Income shows a $1.801M surplus for the Economic Entity. Of
this, $2.594M is the Library Board’s operating result, $0.284M is the Foundation’s operating
result and $1.077M is due to the net decrease in the Library Board’s collections due to a
collection revaluation. Factors contributing to the Library Board’s operating result include: the
application of government funding to the purchase of collections (a capital cost), the recognition
in full of grant and donation funding for specific projects which have not yet been completed,
and donations and a State Government subsidy applied to the Foundation.
Financial performance is monitored internally on a monthly basis and reported to the Library
Board at their regular meetings. The Library Board's financial performance is monitored
externally by the Queensland Audit Office and in 2012–13 this was through its appointment of
William Buck Accountants who performed the audit of the financial statements.
The Library Board’s Audit and Risk Management Committee assists the Library Board in
meeting its legislative responsibilities under the Financial Accountability Act 2009, the Financial
and Performance Management Standard 2009 and the Libraries Act 1988.
The 2012–13 Library Board financial statements reveal the organisation to be in a sound
financial position. The Economic Entity Statement of Financial Position as at 30 June 2013
reveals net assets of $115.793M, of which $4.528M relates to the Foundation. This is an
increase of almost 1.6% over the 2011–12 position. The major difference from previous years is
the recognition of $0.844M Digital Collections in Intangibles of which $0.483M was transferred
from the Heritage and Cultural Assets and $0.361M resulted from donations and purchases
during the year.
Chief Finance Officer (CFO) statement
The CFO has acknowledged responsibilities
under the Financial Accountability Act 2009
(FAA) and full undertakings have been given to
both the Audit and Risk Management Committee
and the Library Board of Queensland, including
undertakings that financial internal controls of
SLQ are operating efficiently, effectively and
economically in accordance with section 57 of
the Financial and Performance Management
Standard 2009. The financial statements were
reviewed by the Library Board’s Audit and Risk
Management Committee prior to presentation to
the Library Board.
34
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
Financial Statements
for the financial year ended 30 June 2013
Contents
Statement of Comprehensive Income . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Statement of Financial Position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Statement of Changes in Equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Statement of Cash Flows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Notes To and Forming Part of the Financial Statements . . . . . . . . . . . . . . . . . . . . . . .
Management Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Audit Certificate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
36
37
38
39
40
71
72
General Information
This report covers the Library Board of Queensland and its controlled entity, the Queensland
Library Foundation.
The Library Board of Queensland is a Queensland Government statutory body established
under the Libraries Act 1988.
The agency is controlled by the State of Queensland which is the ultimate parent.
The head office and principal place of business of the agency is:
Stanley Place
South Brisbane Qld 4101
A description of the nature of the agency's operations and its principal activities is included in
the notes to the financial statements.
For information in relation to the agency's financial report please call Val Johnston, Executive
Manager, Finance, Facilities and Administration on (07) 3840 7872, email
val.johnston@slq.qld.gov.au or visit the agency's internet site www.slq.qld.gov.au.
Amounts shown in these financial statements may not add to the correct sub-totals or totals due
to rounding.
35
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
STATEMENTS OF COMPREHENSIVE INCOME
For the year ended 30 June 2013
Notes
Economic Entity
2013
2012
$'000
$'000
Parent Entity
2013
2012
$'000
$'000
Income from Continuing Operations
Revenue
User charges
Grants and other contributions
Other revenue
2
3
4
2,022
56,567
992
2,041
55,159
1,607
2,022
56,753
808
2,041
55,313
1,389
59,581
58,807
59,583
58,743
24,531
12,321
18,508
681
662
24,583
13,618
17,904
716
1,364
24,531
12,321
18,803
681
653
24,583
13,524
18,214
716
1,353
56,703
58,185
56,989
58,390
2,878
622
2,594
353
(1,077)
12,764
(1,077)
12,764
Total items that will not be reclassified
subsequently to Operating Result
(1,077)
12,764
(1,077)
12,764
Total Other Comprehensive Income
(1,077)
12,764
(1,077)
12,764
1,801
13,386
1,517
13,117
Total Income from Continuing Operations
Expenses from Continuing Operations
5
Employee expenses
6
Supplies and services
7
Grants and subsidies
8
Depreciation and amortisation
9
Other expenses
Total Expenses from Continuing Operations
Total Expenses from Discontinued Operations
Operating Result from Continuing
Operations
Other Comprehensive Income
Items that will not be reclassified
subsequently to Operating Result:
Increase (decrease) in asset
revaluation surplus
Total Comprehensive Income
20
The accompanying notes form part of these statements.
36
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
STATEMENTS OF FINANCIAL POSITION
As at 30 June 2013
Economic Entity
2013
2012
$'000
$'000
Notes
Current Assets
Cash and cash equivalents
Receivables
Inventories
Parent Entity
2013
2012
$'000
$'000
10
11
12
13,671
985
265
13,505
1,125
275
9,082
1,052
265
9,022
1,364
275
13
729
751
729
751
15,650
15,656
11,128
11,412
1,000
102,814
315
103,138
1,000
102,814
315
103,138
Total Non-Current Assets
103,814
103,453
103,814
103,453
Total Assets
119,464
119,109
114,942
114,865
1,425
1,704
12
2,903
1,668
65
1,431
1,704
12
2,903
1,668
65
3,141
4,636
3,147
4,636
530
481
530
481
530
481
530
481
3,671
5,117
3,677
5,117
115,793
113,992
111,265
109,748
1,465
59,156
55,172
1,465
56,278
56,249
1,465
54,628
55,172
1,465
52,034
56,249
115,793
113,992
111,265
109,748
Other
Total Current Assets
Non-Current Assets
Intangible assets
Property, plant and equipment
Current Liabilities
Payables
Accrued employee benefits
Other
14
15
17
18
19
Total Current Liabilities
Non-Current liabilities
Accrued employee benefits
18
Total Non-Current Liabilities
Total Liabilities
Net Assets
Equity
Contributed equity
Accumulated surplus
Asset revaluation surplus
Total Equity
1(x)
20
The accompanying notes form part of these statements.
37
Accumulated Surplus
Balance 1 July 2011
Operating Result from Continuing Operations
Economic
Entity
2012
$'000
Parent
Entity
2012
$'000
55,656
622
51,681
353
43,485
-
-
-
56,278
52,034
Total Other Comprehensive Income
Increase/(Decrease) in Asset Revaluation Surplus
Balance 30 June 2012
Accumulated Surplus
Balance 1 July 2012
Operating Result from Continuing Operations
Total Other Comprehensive Income
Increase/(Decrease) in Asset Revaluation Surplus
Balance 30 June 2013
The accompanying notes form part of these statements.
Asset Revaluation
Surplus
(Note 20)
Economic
Parent
Entity
Entity
2012
2012
$'000
$'000
Contributed equity
TOTAL
Economic
Entity
2012
$'000
Parent
Entity
2012
$'000
Economic
Entity
2012
$'000
Parent
Entity
2012
$'000
43,485
-
1,465
-
1,465
-
100,606
622
96,631
353
12,764
12,764
-
-
12,764
12,764
56,249
56,249
1,465
1,465
113,992
109,748
Asset Revaluation
Surplus
(Note 20)
Economic
Parent
Entity
Entity
2013
2013
$'000
$'000
Economic
Entity
2013
$'000
Parent
Entity
2013
$'000
56,278
2,878
52,034
2,594
56,249
-
-
-
59,156
54,628
Contributed equity
TOTAL
Economic
Entity
2013
$'000
Parent
Entity
2013
$'000
Economic
Entity
2013
$'000
Parent
Entity
2013
$'000
56,249
-
1,465
-
1,465
-
113,992
2,878
109,748
2,594
(1,077)
(1,077)
-
-
(1,077)
(1,077)
55,172
55,172
1,465
1,465
115,793
111,265
Library Board of Queensland Annual Report 2012–13
38
Library Board of Queensland
STATEMENTS OF CHANGES IN EQUITY
For the year ended 30 June 2013
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
STATEMENTS OF CASH FLOWS
For the year ended 30 June 2013
Economic Entity
2013
2012
$'000
$'000
Notes
Cash flows from operating activities
Inflows:
User charges
Grants and other contributions
GST collected from customers
GST input tax credits from ATO
Interest receipts
Other
Outflows:
Employee expenses
Supplies and services
Grants and subsidies
GST paid to suppliers
GST remitted to ATO
Other
Net cash from operating activities
2,175
55,569
245
3,204
1,051
-
1,958
54,673
264
3,219
1,086
464
2,159
55,956
235
3,204
853
-
1,958
54,820
242
3,219
882
464
(24,505)
(13,565)
(18,508)
(3,220)
(247)
(662)
(24,546)
(12,018)
(17,904)
(3,191)
(328)
(1,328)
(24,505)
(13,560)
(18,803)
(3,220)
(236)
(653)
(24,546)
(11,917)
(18,214)
(3,191)
(307)
(1,317)
1,537
2,349
1,430
2,093
1
(1)
1
(1)
(436)
(335)
(447)
(153)
(574)
(456)
(486)
-
(436)
(335)
(447)
(153)
(574)
(456)
(486)
-
(1,370)
(1,517)
(1,370)
(1,517)
166
832
60
576
13,505
12,673
9,022
8,446
13,671
13,505
9,082
9,022
21
Cash flows from investing activities
Inflows:
Sales of property, plant and
equipment
Outflows:
Payments for Heritage and Cultural Collections
Payments for Library Collection
Payments for property, plant and equipment
Payments for intangibles
Net cash used in investing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at beginning of
financial year
Cash and cash equivalents at end of
financial year
Parent Entity
2013
2012
$'000
$'000
10
The accompanying notes form part of these statements.
39
Library Board of Queensland Annual Report 2012–13
Notes to and forming part of the financial statements 2012–13
Objectives and Principal Activities of the
Library Board of Queensland
Note 1: Summary of Significant Accounting
Policies
Note 2: User Charges
Note 3: Grants and Other Contributions
Note 4: Other Revenues
Note 5: Employee Expenses
Note 6: Supplies and Services
Note 7: Grants and Subsidies
Note 8: Depreciation and Amortisation
Note 9: Other Expenses
Note 10: Cash and Cash Equivalents
Note 11: Receivables
Note 12: Inventories
Note 13: Other Current Assets
Note 14: Intangible Assets
Note 15: Property, Plant and Equipment
Note 16: Future Minimum Lease
Receivables
Note 17: Payables
Note 18: Accrued Employee Benefits
Note 19: Other Current Liabilities
Note 20: Asset Revaluation Surplus by
Class
Note 21: Reconciliation of Operating
Surplus to Net Cash from
Operating Activities
Note 22: Non-Cash Financing and Investing
Activities
Note 23: Commitments for Expenditure
Note 24: Contingencies
Note 25: Controlled Entities
Note 26: Events Occurring after Balance
Date
Note 27: Financial Instruments
40
Objectives and Principal Activities of the
Library Board of Queensland
To contribute to the cultural, social and
intellectual development of all
Queenslanders.
The Library Board of Queensland (Library
Board) oversees the activities of State
Library of Queensland (State Library) which
is an innovative 21st century library,
embracing emerging technologies and
collaborative approaches to empower
people to discover, use, share and transform
collections and the world of online
information. State Library partners with local
governments to provide library services with
over 340 public libraries and Indigenous
Knowledge Centres across Queensland and
has a strong focus on providing library
services to all parts of Queensland.
The Library Board is predominantly funded
for the outputs it delivers by Parliamentary
appropriation. In 2012–13 it also received
revenue from sources including:
 The Library Shop
 venue hire
 building rentals
 interest on invested funds
 ticket sales
 network and internet services
 donations
 preservation and reproduction services.
Library Board of Queensland Annual Report 2012–13
Notes to and forming part of the financial statements 2012–13
1. Summary of Significant Accounting Policies
(a) Statement of Compliance
The Library Board has prepared these
financial statements in compliance with
section 43 of the Financial and Performance
Management Standard 2009.
These financial statements are general
purpose financial statements, and have
been prepared on an accrual basis in
accordance with Australian Accounting
Standards and Interpretations. In addition,
the financial statements comply with
Queensland Treasury and Trade's Minimum
Reporting Requirements for the year ending
30 June 2013, and other authoritative
pronouncements.
With respect to compliance with Australian
Accounting Standards and Interpretations,
the Library Board has applied those
requirements applicable to not-for-profit
entities, as the Library Board is a not-forprofit statutory body. Except where stated,
the historical cost convention is used.
(b) The Reporting Entity
In the financial statements, the term Parent
Entity refers to the Library Board, and
includes the value of all revenues,
expenses, assets, liabilities and equity of the
Library Board. The term Economic Entity
refers to the Library Board together with the
Queensland Library Foundation (the
Foundation) as a controlled entity (Refer
note 25). In order to provide enhanced
disclosure, the Library Board has adopted
the principles outlined in Australian
Accounting Standard AASB 127
Consolidated and Separate Financial
Statements. This approach is considered
appropriate as it reflects the relationship
between the Library Board’s core business
activities and those of the Foundation.
they can be deployed for the achievement of
the Library Board's objectives.
(d) Grants and Contributions
Grants, contributions, donations and gifts
that are non-reciprocal in nature are
recognised as revenue in the year in which
the Library Board obtains control over them.
Where grants are received that are
reciprocal in nature, revenue is recognised
over the term of the funding arrangements.
Contributed assets are recognised at fair
value. Contributions of services are
recognised when a fair value can be
determined reliably and the services would
be purchased if not donated.
(e) Cash and Cash Equivalents
For the purposes of the Statements of
Financial Position and the Statements of
Cash Flows, cash assets include all cash and
cheques receipted but not banked at 30 June
as well as deposits at call with financial
institutions. It also includes investments with
short periods to maturity that are readily
convertible to cash on hand at the Library
Board's or issuer's option and that are subject
to a low risk of changes in value.
(f) Receivables
Trade debtors are recognised at the
amounts due at the time of sale or service
delivery i.e. the agreed purchase/contract
price. Settlement of these amounts is
required within 30 days from invoice date.
The collectability of receivables is assessed
periodically with provision being made for
impairment.
(g) Inventories
Inventories held for sale are valued at the
lower of cost and net realisable value.
In the process of consolidating into a single
economic entity, all transactions between
the Library Board and the Foundation have
been eliminated in full.
Cost is assigned on a weighted average
basis and includes expenditure incurred in
acquiring the inventories and bringing them to
their existing condition, except for training
costs which are expensed as incurred.
(c) User Charges
User charges controlled by the Library Board
are recognised as revenue when invoices for
the related services are issued or when
services have been provided. User charges
are controlled by the Library Board where
Net realisable value is determined on the
basis of the Library Board's normal selling
pattern. For library materials, net realisable
value is determined on the basis of normal
usage of these materials.
41
Library Board of Queensland Annual Report 2012–13
1. Summary of Significant Accounting Policies (continued)
(g) Inventories (continued)
Actual cost is used for the initial recording
of all non-current physical and intangible
asset acquisitions. Cost is determined as
the value given as consideration plus costs
incidental to the acquisition, including all
other costs incurred in getting the assets
ready for use. However, any training costs
are expensed as incurred.
Where assets are received free of charge
from another Queensland Government entity
(whether as a result of a machinery-ofGovernment or other involuntary transfer),
the acquisition cost is recognised as the
gross carrying amount in the books of the
transferor immediately prior to the transfer
together with any accumulated depreciation.
Assets acquired at no cost or for nominal
consideration, other than from an
involuntary transfer from another
Queensland Government entity, are
recognised at their fair value at date of
acquisition in accordance with AASB116
Property, Plant and Equipment.
(i) Property, Plant and Equipment
Items of property, plant and equipment, with
the exception of the collections, with a cost
or other value in excess of $5,000 are
recognised for financial reporting purposes
in the year of acquisition. As per the NonCurrent Asset Accounting Policies for the
Queensland Public Sector, an asset
recognition threshold of $1,000,000 is
applied in total to the reference collection
(Information Collection) and a threshold of
$5,000 applies in total to the heritage and
cultural collections (John Oxley Library and
Australian Library of Art). All additions to
the collections regardless of individual
value, are capitalised upon purchase.
Items with a lesser value are expensed in
the year of acquisition.
(j) Collections
Capital expenditure on the State Library
Information Collection is recorded as an
addition to the collection. Purchases of
common use collections are expensed on
purchase. In accordance with the NonCurrent Asset Accounting Policies for the
Queensland Public Sector, current year
State Library Information Collection
purchases are recorded at cost with the
42
remaining reference collection items
revalued as per Note 1(l).
Depreciation is not applied to the reference
collection in accordance with Queensland
Treasury and Trade's Non-Current Asset
Accounting Policies for the Queensland
Public Sector.
(k) Heritage and Cultural Assets
(Valuables)
Capital expenditure on heritage and cultural
assets is recorded as an addition to
Valuables. Due to the nature of these items,
they are not depreciated in accordance with
Non-Current Asset Accounting Policies for
the Queensland Public Sector. Digital
collections held within the Heritage
Collection are to be treated as intangible
assets from 2012–13. See Note 1(af) for
further detail of this voluntary change in
accounting policy.
(l) Revaluation of Non-Current Physical
and Intangible Assets
Heritage and cultural assets, and
information collections are measured at fair
value in accordance with AASB 116
Property, Plant and Equipment and NonCurrent Asset Accounting Policies for the
Queensland Public Sector.
Where intangible assets have an active
market, they are measured at fair value,
otherwise they are measured at cost.
Heritage and cultural assets measured at
fair value are comprehensively revalued at
least once every five years with interim
valuations, using appropriate indices, being
otherwise performed on an annual basis
where there has been a material variation in
the index. Advice was sought from the
Australian Valuation Office as to any index
that should be applied since the
comprehensive independent revaluation in
2012. The advice received was that no
change in value was to be applied in the
2012–13 financial year.
Fair value for the reference collection is
determined using average replacement cost
based on the average cost of purchases
over the last five years. This cost is applied
to all titles in the collection at year end in
line with Non-Current Asset Accounting
Policies for the Queensland Public Sector.
Library Board of Queensland Annual Report 2012–13
1. Summary of Significant Accounting Policies (continued)
(l) Revaluation of Non-Current Physical
and Intangible Assets (continued)
Any revaluation increment arising on the
revaluation of an asset is credited to the
asset revaluation surplus of the appropriate
class, except to the extent it reverses a
revaluation decrement for the class
previously recognised as an expense. A
decrease in the carrying amount on
revaluation is charged as an expense, to the
extent it exceeds the balance, if any, in the
revaluation surplus relating to that class.
Any expenditure that increases the originally
assessed capacity or service potential of an
asset is capitalised and the new depreciable
amount is depreciated over the remaining
useful life of the asset to the entity.
For each class of depreciable assets, the
following depreciation rates were used:
Class
Rate
Plant and equipment
Computers (>$5,000)
20%–36%
All other non-current assets are measured
at cost in accordance with Non-Current
Asset Accounting Policies for the
Queensland Public Sector.
Servers and switches
20%
Audio equipment
20%
Air conditioning
11%
(m) Intangibles
Intangible software assets with a cost or
other value greater than $100,000 are
recognised in the financial statements,
items with a lesser value are expensed.
Each intangible asset is expensed over its
estimated useful life to the Library Board,
less any residual value.
Furniture (grand piano)
Leasehold
improvements
2%
The Library Board has reviewed and
changed its accounting policy for heritage
and cultural assets and has recognised
collections stored in electronic format (eg
digitised physical collections, oral histories,
digital stories and digital photographs) as
intangible assets with indefinite useful lives,
subject to annual review.
(n) Amortisation and Depreciation of
Intangibles and Property, Plant and
Equipment
Intangible software assets of the Library
Board have finite useful lives and are
amortised on a straight line basis. Costs
associated with the development of digital
collections have been capitalised and are
deemed under AASB 138 to have an
indefinite life.
Property, plant and equipment is
depreciated using the straight line method
so as to allocate the net cost or revalued
amount of each asset, less its estimated
residual value, progressively over the
estimated useful life to the entity.
Office equipment
10%
10%–20%
Intangibles
Software purchased
14.28%–23.49%
(These rates may vary when assets are
reviewed towards the end of their useful
lives.)
(o) Impairment of Non-Current Assets
All non-current physical and intangible
assets are assessed for indicators of
impairment on an annual basis. If an
indicator of possible impairment exists, the
agency determines the asset's recoverable
amount. Any amount by which the asset's
carrying amount exceeds the recoverable
amount is recorded as an impairment loss.
The asset's recoverable amount is
determined as the higher of the asset's fair
value less costs to sell and depreciated
replacement cost.
An impairment loss is recognised
immediately in the Statements of
Comprehensive Income, unless the asset is
carried at a revalued amount. When the
asset is measured at a revalued amount,
the impairment loss is offset against the
asset revaluation surplus of the relevant
class to the extent available.
Where assets have separately identifiable
components that are subject to regular
replacement, these components are
assigned useful lives distinct from the asset
to which they relate and are depreciated
accordingly.
43
Library Board of Queensland Annual Report 2012–13
1. Summary of Significant Accounting Policies (continued)
(o) Impairment of Non-Current Assets
(continued)
Where an impairment loss subsequently
reverses, the carrying amount of the asset
is increased to the revised estimate of its
recoverable amount, but so that the
increased carrying amount does not exceed
the carrying amount that would have been
determined had no impairment loss been
recognised for the asset in prior years. A
reversal of an impairment loss is
recognised as income, unless the asset is
carried at a revalued amount, in which case
the reversal of the impairment loss is
treated as a revaluation increase.
(p) Leases
A distinction is made in the financial
statements between finance leases that
effectively transfer from the lessor to the
lessee substantially all the risks and
benefits incidental to ownership, and
cancellable operating leases under which
the lessor effectively retains substantially all
risks and benefits. The existing lease of the
South Bank site is cancellable and has
been classified as an operating lease.
The Library Board does not have any
finance leases.
Operating lease payments are
representative of the pattern of benefits
derived from the leased assets and are
expensed in the periods in which they are
incurred.
(q) Payables
Trade creditors are recognised upon receipt
of the goods or services ordered and are
measured at the nominal amount i.e.
agreed purchase/contract price, gross of
applicable trade and other discounts.
Amounts owing are unsecured and are
generally settled on 30 day terms.
(r) Financial Instruments
Recognition
Financial assets and financial liabilities are
recognised in the Statement of Financial
Position when the Library Board becomes
party to the contractual provisions of the
financial instrument.
Classification
Financial instruments are classified and
measured as follows:
 Cash and cash equivalents — held at
fair value through profit and loss
44


Receivables — held at amortised cost
Payables — held at amortised cost.
The Library Board does not enter into
transactions for speculative purposes, nor
for hedging. Apart from cash and cash
equivalents, the Library Board holds no
financial assets classified at fair value
through profit and loss.
All other disclosures relating to the
measurement and financial risk
management of financial instruments held by
the Library Board are included in Note 27.
(s) Employee Benefits
Employer superannuation contributions and
long service leave levies are regarded as
employee benefits.
Payroll tax and workers' compensation
insurance are a consequence of employing
employees, but are not counted in an
employee's total remuneration package.
They are not employee benefits and are
recognised separately as employee-related
expenses.
Wages, Salaries, Recreation Leave and
Sick leave
Wages, salaries and recreation leave due
but unpaid at reporting date are recognised
in the Statement of Financial Position at the
current salary rates.
For unpaid entitlements expected to be paid
within 12 months, the liabilities are
recognised at their undiscounted values.
Entitlements not expected to be paid within
12 months are classified as non-current
liabilities and recognised at their present
value, calculated using yields on Fixed Rate
Commonwealth Government bonds of
similar maturity, after projecting the
remuneration rates expected to apply at the
time of likely settlement.
As sick leave is non-vesting, an expense is
recognised for this leave as it is taken.
Long Service Leave
Under the Queensland Government's long
service leave scheme, a levy is made on
the Library Board to cover the cost of
employees' long service leave. The levies
are expensed in the period in which they
are payable. Amounts paid to employees
for long service leave are claimed from the
scheme quarterly in arrears.
Library Board of Queensland Annual Report 2012–13
1. Summary of Significant Accounting Policies (continued)
(s) Employee Benefits (continued)
No provision for long service leave is
recognised in the Library Board's financial
statements, the liability being held on a
whole-of-Government basis and reported in
those financial statements pursuant to AASB
1049 Whole of Government and General
Government Sector Financial Reporting.
Superannuation
Employer superannuation contributions are
paid to QSuper, the superannuation plan for
Queensland Government employees, at
rates determined by the Treasurer on the
advice of the State Actuary. Contributions
are expensed in the period in which they
are paid or payable. The Library Board's
obligation is limited to its contribution to
QSuper.
The QSuper scheme has defined benefit
and defined contribution categories. The
liability for defined benefits is held on a
whole-of-government basis and reported in
those financial statements pursuant to AASB
1049 Whole of Government and General
Government Sector Financial Reporting.
(t) Key Executive Management
Personnel
Key executive management personnel and
remuneration disclosures are made in
accordance with section 5 of the Financial
Reporting Requirements for Queensland
Government Agencies issued by
Queensland Treasury and Trade. Refer to
note 5 for the disclosures on key executive
management personnel and remuneration.
(u) Provisions
Provisions are recorded when the Library
Board has a present obligation, either legal
or constructive, as a result of a past event.
They are recognised at the amount
expected at reporting date for which the
obligation will be settled in a future period.
Where the settlement of the obligation is
expected after 12 or more months, the
obligation is discounted to the present value
using an appropriate discount rate.
Board pays premiums to WorkCover
Queensland in respect of its obligations for
employee compensation.
(w) Services Received Free of Charge or
For Nominal Value
Contributions of services are recognised
only if the services would have been
purchased if they had not been donated and
their fair value can be measured reliably.
Where this is the case, an equal amount is
recognised as a revenue and an expense.
(x) Contributed Equity
Non-reciprocal transfers of assets and
liabilities between wholly-owned
Queensland public sector entities as a
result of machinery-of-Government
changes are adjusted to Contributed Equity
in accordance with Interpretation 1038
Contributions by Owners Made to Wholly
Owned Public Sector Entities.
Appropriations for equity adjustments are
similarly designated.
The balance of Contributed Equity of
$1.465m represents the transfer (and later
adjustments) of the former Provision for
Long Service Leave to Queensland
Treasury and Trade upon establishment of
the centralised Long Service Levy Scheme
in 2000.
(y) Taxation
The Library Board is a State body as defined
under the Income Tax Assessment Act 1936
and is exempt from Commonwealth taxation
with the exception of Fringe Benefits Tax
(FBT) and Goods and Services Tax (GST).
FBT and GST are the only Commonwealth
taxes accounted for by the Library Board.
The Library Board is a Deductible Gift
Recipient for taxation purposes.
(z) Issuance of Financial Statements
The financial statements are authorised for
issue by the Chairperson of the Library
Board, the State Librarian and the Director
Corporate Services of State Library of
Queensland at the date of signing the
Management Certificate.
(v) Insurance
The Library Board carries insurance cover
in the areas of Property (including items on
loan), General Liability (incorporating
Directors & Officers liability), Professional
Indemnity, Personal Accident, and
Collections. Insurance coverage is with the
Queensland Government Insurance Fund
with premiums being paid on a risk
assessment basis. In addition, the Library
45
Library Board of Queensland Annual Report 2012–13
1.
Summary of Significant Accounting Policies (continued)
(aa) Accounting Estimates and
Judgements
The preparation of financial statements
necessarily requires the determination and
use of certain critical accounting estimates,
assumptions, and management judgements
that have potential to cause a material
adjustment to the carrying amounts of
assets and liabilities within the next
financial year. Such estimates, judgements
and underlying assumptions are reviewed
on an ongoing basis. Revisions to
accounting estimates are recognised in the
period in which the estimate is revised and
in future periods as relevant.
Estimates and assumptions that have a
potential significant effect are outlined in the
following financial statement notes:
Valuation of Property, Plant and Equipment
— note 15
Contingencies — note 24
The Australian Government passed its
Clean Energy Act in November 2011 with a
start date of 1 July 2012.
The flexible market-based price phase of
the carbon pricing mechanism is scheduled
to commence on 1 July 2015.
Section 4.3.4 of Queensland Treasury and
Trade's report on 'Carbon Price Impacts for
Queensland' dated August 2011 indicates
that, for non-residential construction
activities, costs may increase by between
0.7 per cent and 0.8 per cent over the
period 2012–13 to 2015–16.
On this basis and other information
available, the introduction of the carbon
pricing mechanism is not expected to have
a significant impact on the Library Board's
critical accounting estimates, assumptions
and management judgements.
(ab) Rounding and Comparatives
Amounts included in the financial
statements are in Australian dollars and
have been rounded to the nearest $1,000
or, where that amount is $500 or less, to
zero, unless disclosure of the full amount is
specifically required.
Comparative information has been restated
where necessary to be consistent with
disclosures in the current reporting period.
46
(ac) Corporate Administration Agency
The Corporate Administration Agency (CAA)
was established on 1 July 1997, as a unit of
Arts Queensland. The Arts Legislation
Amendment Act 1997 transferred the assets
and liabilities of the Queensland Cultural
Centre Trust (QCCT) that was abolished in
December 1997 to the State and the CAA
became the manager of the Cultural Centre
precinct. The Library Board had a signed,
cancellable lease agreement with the QCCT
and the lease has been assumed by the
State of Queensland (Section 85(2) of the
Act). While the State does not charge rent
on the premises occupied by State Library,
State Library does make a contribution to the
continued maintenance of the building
occupied. The provision of the building and
items of fitout, including plant and
equipment, forms part of this agreement.
The CAA also provides corporate services
under the "Shared Services Provider" model.
These fees and terms of the services are
agreed through a Service Level Agreement,
negotiated annually and include:
 Financial systems and processing
 Internal Audit Services
 Management accounting
 Human resources recruitment, payroll
and consultancy.
(ad) Board Remuneration
Library Board fees, including both sitting
fees and special assignment fees totalled
$20,553 (2012: $22,313). Other fees such
as fringe benefits tax, payroll tax, travel,
catering and printing totalled $36,451
(2012: $52,127). The total cost of Library
Board operations was therefore $57,004
(2012: $74,440).
Fees paid to members of the Library Board
are in accordance with the guidelines
provided for the Remuneration of Part-time
Chairs and Members of Government
Boards, Committees and Statutory
Authorities. These amounts exclude
expenses associated with the hosting and
transport to meetings.
State Library executives employed by the
Library Board are paid at rates set by
Government for Senior Executives and
Senior Officers. These executives are
engaged as employees under the Libraries
Act 1988 on renewable contracts as tenured
senior officers under the Libraries Act.
Library Board of Queensland Annual Report 2012–13
1.
Summary of Significant Accounting Policies (continued)
(ad) Board Remuneration (continued)
Name
Appointment/Expiration Date
2013
2012*
5 November 2009
$2,059
$5,896
4 June 2009
$2,602
$2,299
Helen Brodie
8 February 2011
$1,570
$656
Stuart Cunningham
8 February 2008
$1,641
$2,111
Ruth Drinkwater
8 February 2011
$3,161
$3,280
Max Lenoy
8 February 2008
$1,078
$1,501
24 April 2008
$2,366
$2,087
Lyn McLaughlin
8 February 2011
$2,179
$0
Jane Power
8 February 2011
$2,609
$1,503
Scott Reid
8 February 2011
$515
$1,854
Grace Sarra
8 February 2008
$773
$1,126
$20,553
$22,313
Roland Sussex (Chairperson)
dale spender (Deputy Chairperson)
Matthew McDonnell
Total
*The 2012 figures have been restated as amounts were previously disclosed as cash whereas the above amounts are
now shown on an accruals basis.
(ae) New and Revised Accounting
Standards
The Library Board did not voluntarily
change any of its accounting policies during
2012–13, however, Note 1(af) details a
change in the treatment of digital collections
in the 2012–13 financial year. Australian
Accounting Standard changes applicable
for the first time for 2012–13 have had
minimal effect on the Library Board's
financial statements, as explained below.
AASB 2011-9 Amendments to Australian
Accounting Standards — Presentation of
Items of Other Comprehensive Income
[AASB 1, 5, 7, 101, 112, 120, 121, 132, 133,
134, 1039 & 1049] became effective from
reporting periods beginning on or after 1 July
2012. The only impact for the Library Board
is that, in the Statement of Comprehensive
Income, items within the 'Other
Comprehensive Income' section are now
presented in different subsections, according
to whether or not they are subsequently
classifiable to the operating result. Whether
subsequent reclassification is possible
depends on the requirements or criteria in
the accounting standard/interpretation that
relates to the item concerned.
The Library Board is not permitted to early
adopt a new or amended accounting
standard ahead of the specified
commencement date unless approval is
obtained from Queensland Treasury and
Trade. The Library Board has not sought
approval from Queensland Treasury and
Trade and therefore applies standards and
interpretations in accordance with their
respective commencement dates.
At the date of authorisation of the financial
report, the expected impacts of new or
amended Australian accounting standards
with future commencement dates are as set
out below.
AASB 13 Fair Value Measurement applies
from reporting periods beginning on or after
1 January 2013. AASB 13 sets out a new
definition of “fair value”, as well as new
principles to be applied when determining
the fair value of assets and liabilities. The
new requirements will apply to all of the
Library Board's assets and liabilities
(excluding leases) that are measured
and/or disclosed at fair value or another
measurement based on fair value. The
potential impacts of AASB 13 relate to the
fair value measurement methodologies
used, and financial statement disclosures
made in respect of, such assets and
liabilities.
47
Library Board of Queensland Annual Report 2012–13
1.
Summary of Significant Accounting Policies (continued)
(ae) New and Revised Accounting
Standards (continued)
The Library Board has commenced
reviewing its fair value methodologies
(including instructions to valuers, data used
and assumptions made) for all items of
property, plant and equipment measured at
fair value to determine whether those
methodologies comply with AASB 13. To the
extent that the methodologies don't comply,
changes will be necessary. While the Library
Board is yet to complete this review, no
significant changes are anticipated, based
on the fair value methodologies presently
used. Therefore, at this stage, no
consequential material impacts are expected
for the Library Board's property, plant and
equipment as from 2013–14.
AASB 13 will require an increased amount
of information to be disclosed in relation to
fair value measurements for both assets
and liabilities. To the extent that any fair
value measurement for an asset or liability
uses data that is not "observable" outside
State Library, the amount of information to
be disclosed will be relatively greater.
A revised version of AASB 119 Employee
Benefits applies from reporting periods
beginning on or after 1 January 2013. The
revised AASB 119 is generally to be applied
retrospectively. Given the Library Board's
circumstances, the only implications for the
agency are that the revised standard
clarifies the concept of “termination
benefits”, and the recognition criteria for
liabilities for termination benefits will be
different. If termination benefits meet the
timeframe criterion for “short-term
employee benefits”, they will be measured
according to the AASB 119 requirements
for “short-term employee benefits”.
Otherwise, termination benefits will need to
be measured according to the AASB 119
requirements for 'other long-term employee
benefits'. Under the revised standard, the
recognition and measurement of employer
obligations for “other long-term employee
benefits” will need to be accounted for
according to most of the requirements for
defined benefit plans.
The revised AASB 119 includes changed
criteria for accounting for employee benefits
as “short-term employee benefits”. However,
as the Library Board is a member of the
Queensland Government central scheme for
long service leave, this change in criteria has
no impact on the Library Board's financial
48
statements as the employer liability is held
by the central scheme. The revised AASB
119 also includes changed requirements for
the measurement of employer
liabilities/assets arising from defined benefit
plans, and the measurement and
presentation of changes in such
liabilities/assets. The Library Board makes
employer superannuation contributions only
to the QSuper defined benefit plan, and the
corresponding QSuper employer benefit
obligation is held by the State. Therefore,
those changes to AASB 119 will have no
impact on the Library Board.
AASB 1053 Application of Tiers of
Australian Accounting Standards applies as
from reporting periods beginning on or after
1 July 2013. AASB 1053 establishes a
differential reporting framework for those
entities that prepare general purpose
financial statements, consisting of two tiers
of reporting requirements — Australian
Accounting Standards (commonly referred
to as “Tier 1”), and Australian Accounting
Standards — Reduced Disclosure
Requirements (commonly referred to as
“Tier 2”). Tier 1 requirements comprise the
full range of AASB recognition,
measurement, presentation and disclosure
requirements that are currently applicable
to reporting entities in Australia. The only
difference between the Tier 1 and Tier 2
requirements is that Tier 2 requires fewer
disclosures than Tier 1.
The Library Board will meet the Tier 1
requirements as Queensland Treasury and
Trade has advised that its policy decision is
to require adoption of Tier 1 reporting by all
Queensland Government departments and
statutory bodies that are consolidated into
the whole-of-Government financial
statements. Therefore, the release of AASB
1053 and associated amending standards
will have no impact on the Library Board.
Library Board of Queensland Annual Report 2012–13
1.
Summary of Significant Accounting Policies (continued)
(ae) New and Revised Accounting
Standards (continued)
The following new and revised standards
apply as from reporting periods beginning
on or after 1 January 2014:
 AASB 10 Consolidated Financial
Statements
 AASB 11 Joint Arrangements
 AASB 12 Disclosure of Interests in Other
Entities
 AASB 127 (revised) Separate Financial
Statements
 AASB 128 (revised) Investments in
Associates and Joint Ventures
 AASB 2011 -7 Amendments to Australian
Accounting Standards arising from the
Consolidation and Joint Arrangements
Standards [AASB 1, 2, 3, 5, 7, 9, 200911, 101, 107, 112, 118, 121, 124, 132,
133, 136, 138, 139, 1023 & 1038 and
Interpretations 5, 9, 16 & 17].
treatment specified in either AASB 11 or the
revised AASB 128, depending on the
nature of the joint arrangement.
The AASB is planning to amend AASB 10.
Such amendments are expected to clarify
how the IASB’s principles about control of
entities should be applied by not-for-profit
entities in an Australian context. Hence, the
Library Board is not yet in a position to
reliably determine the future implications of
these new and revised standards for the
Library Board's financial statements.
In addition, based on what is currently
published in the Queensland Government’s
Service Delivery Statements, the Library
Board will need to include in these financial
statements the original budgeted
information for major classes of
administered income and expenses, and
major classes of administered assets and
liabilities. This budgeted information will
need to be presented consistently with the
corresponding (actuals) administered
information, and will be accompanied by
explanations of major variances between
the actual amounts and the corresponding
budgeted financial information.
AASB 10 redefines and clarifies the
concept of control of another entity, and is
the basis for determining which entities
should be consolidated into an entity’s
financial statements. Therefore, once the
AASB finalises its not-for-profit
amendments to AASB 10, the Library Board
will need to reassess the nature of its
relationships with other entities.
AASB 1055 Budgetary Reporting applies
from reporting periods beginning on or after
1 July 2014. From that date, based on what
is currently published in the Queensland
Government's Budgetary Service Delivery
Statements, this means the Library Board
will need to include in these financial
statements the original budgeted
statements for the Statement of
Comprehensive Income, Statement of
Financial Position, Statement of Changes in
Equity, and Statement of Cash Flows.
These budgeted statements will need to be
presented consistently with the
corresponding (actuals) financial
statements, and will be accompanied by
explanations of major variances between
the actual amounts and the corresponding
budgeted financial statement.
AASB 11 deals with the concept of joint
control and sets out new principles for
determining the type of joint arrangement
that exists, which in turn dictates the
accounting treatment. The new categories
of joint arrangements under AASB 11 are
more aligned to the actual rights and
obligations of the parties to the
arrangement. Subject to any not-for-profit
amendments to be made to AASB 11, the
Library Board will need to assess the nature
of any arrangements with other entities to
determine whether a joint arrangement
exists in terms of AASB 11. If a joint
arrangement does exist, the Library Board
will need to follow the relevant accounting
49
Library Board of Queensland Annual Report 2012–13
1.
Summary of Significant Accounting Policies (continued)
(ae) New and Revised Accounting
Standards (continued)
AASB 9 Financial Instruments (December
2010) and AASB 2010-7 Amendments to
Australian Accounting Standards arising
from AASB 9 (December 2010) [AASB 1, 3,
4, 5, 7, 101, 102, 108, 112, 118, 120, 121,
127, 128, 131, 132, 136, 137, 139, 1023 &
1038 and Interpretations 2, 5, 10, 12, 19 &
127] become effective from reporting periods
beginning on or after 1 January 2015. The
main impacts of these standards on the
Library Board are that they will change the
requirements for the classification,
measurement and disclosures associated
with the agency's financial assets. Under the
new requirements, financial assets will be
more simply classified according to whether
they are measured at amortised cost or fair
value. Pursuant to AASB 9, financial assets
can only be measured at amortised cost if
two conditions are met. One of these
conditions is that the asset must be held
within a business model whose objective is
to hold assets in order to collect contractual
cash flows. The other condition is that the
contractual terms of the asset give rise on
specified dates to cash flows that are solely
payments of principal and interest on the
principal amount outstanding.
The Library Board has commenced
reviewing the measurement of its financial
assets against the new AASB 9 classification
and measurement requirements. However,
as the classification of financial assets at the
date of initial application of AASB 9 will
depend on the facts and circumstances
existing at that date, the Library Board's
conclusions will not be confirmed until closer
to that time. At this stage, and assuming no
change in the types of transactions the
Library Board enters into, it is not expected
that any of the Library Board's financial
assets will meet the criteria in AASB 9 to be
measured at amortised cost. Therefore, as
from the 2015–16 financial statements, all of
the Library Board's financial assets are
expected to be required to be measured at
fair value, and classified accordingly (instead
of the measurement classifications presently
used in Notes 1(r) and 28). The same
classification will be used for net
gains/losses recognised in the Statement of
Comprehensive Income in respect of those
financial assets. In the case of the
department's current receivables, as they
are short-term in nature, the carrying amount
50
is expected to be a reasonable
approximation of fair value.
The Library Board will not need to restate
comparative figures for financial instruments
on adopting AASB 9 as from 2015–16.
However, changed disclosure requirements
will apply from that time. A number of one-off
disclosures will be required in the 2015–16
financial statements to explain the impact of
adopting AASB 9. Assuming no change in
the types of financial instruments that the
Library Board enters into, the most
significant ongoing disclosure impacts are
expected to relate to investments in equity
instruments measured at fair value through
other comprehensive income (e.g. the “held
to maturity” investment described in Note
1(r)) and derecognition of these.
(ae) New and Revised Accounting
Standards
All other Australian accounting standards
and interpretations with future
commencement dates are either not
applicable to the Library Board's activities,
or have no material impact on the Library
Board.
(af) Voluntary Change to Accounting
Policy
The Library Board has reviewed and
changed its accounting policy relating to
heritage and cultural assets. A new policy
entitled “Valuation of Digital Collections
Policy” recognises that heritage collections in
a digital format (e.g. digitised heritage
collections, ebooks, oral histories, digital
stories and digital photographs) should be
reclassified as Intangible with indefinite
useful lives, subject to annual review. Digital
heritage collection items were recognised as
property, plant and equipment (PPE) assets
for the first time when valued as part of the
heritage and cultural valuation completed by
the Australian Valuation Office in 2012. Only
digital items purchased or commissioned
were included at a total value of $0.483M.
As heritage collections they will be retained
indefinitely; will be subject to stringent
curatorial preservation techniques; will
provide lasting economic benefits to the
people of Queensland and will therefore not
be amortised.
Library Board of Queensland Annual Report 2012–13
1.
Summary of Significant Accounting Policies (continued)
(af) Voluntary Change to Accounting
Policy (continued)
From 2012–13, all digital heritage collection
items (where a cost can be reliably
determined) acquired or developed internally
will be capitalised as Intangible assets in
accordance with AASB 138 and recognised
at fair value based on cost. The recognition
of digital collections as Intangible assets
better represents the nature of the items
which were previously recognised under
PPE. An amount of $0.483M will be
transferred from PPE and recognised as
Intangible assets along with the current year
additions, under Note 14. Digital collection
items expensed on purchase prior to 1 July
2012 cannot be recognised as Intangible
assets under AASB 138.
For in-house developed items, direct costs
associated with developing, creating and
making accessible the items constitutes the
cost of the items. Donated items (including
legal deposit) are only included if a cost can
be reliably determined. The adjustments to
the 2013 balance sheet include: a reduction
in PPE of $0.483M offset by an increase in
Intangibles of $0.483M with further increases
to Intangibles resulting from new digital items
(where a cost can be reliably determined)
added to the catalogue in 2012–13.
A voluntary change in accounting policy is
recognised retrospectively where it is
considered material in accordance with
AASB 1031. As this policy change will not
influence the economic decision of users
nor affect the discharge of accountability by
the Board this adjustment was not
considered to be material and therefore has
not be recognised retrospectively.
51
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Economic Entity
2013
2012
$'000
$'000
2.
User Charges
Reproduction services
Bookshop and merchandising
Venue hire
Building rentals
Network services
Preservation services
Internet services
Ticket sales
Other
68
723
482
220
141
79
108
78
123
61
766
534
197
101
110
94
44
134
68
723
482
220
141
79
108
78
123
61
766
534
197
101
110
94
44
134
2,022
2,041
2,022
2,041
Grants and other contributions
Recurrent grants
Commonwealth grants
Queensland Library Foundation projects
Endowments
Donations and industry contributions
Goods received below fair value
54,411
469
250
462
975
53,812
367
250
464
266
54,411
469
782
130
961
53,812
367
933
27
174
Total
56,567
55,159
56,753
55,313
Other revenue
Interest
Insurance Benefit — 2011 Flood
Miscellaneous
992
-
1,143
420
44
808
-
925
420
44
Total
992
1,607
808
1,389
Total
3.
4.
52
Parent Entity
2013
2012
$'000
$'000
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Note
5.
Economic Entity
2013
2012
$'000
$'000
Parent Entity
2013
2012
$'000
$'000
Employee Expenses
Employee Benefits
Wages and salaries
Employer superannuation
contributions
Long service leave levy
Annual leave expenses
Employee Related Expenses
Payroll Tax
Other
Total
18,053
18,073
18,053
18,073
1(s)
1(s)
2,365
425
1,736
2,280
420
1,715
2,365
425
1,736
2,280
420
1,715
1(s)
1,081
871
1,071
1,024
1,081
871
1,071
1,024
24,531
24,583
24,531
24,583
The number of employees including both full-time employees and part-time employees
measured on a full-time equivalent basis is:
Number of Employees:
275
267
275
267
53
Key Executive Management Personnel and Remuneration
The following details for key executive management personnel include those positions that had authority and responsibility for planning, directing and
controlling the activities of the agency during 2012–13. Further information on these positions can be found in the body of the Annual Report under the
section relating to Executive Management.
Position
Responsibilities
Current Incumbents
Contract classification and appointment
authority
State Librarian
The State Librarian is responsible for the proper and sound management of State
Library, under the authority of the Library Board of Queensland.
CEO 6.2, appointed by the Governor in Council on the
recommendation of the Library Board (Board Employee)
Director, Corporate
Services
The Director, Corporate Services is responsible for providing a range of
organisational services that underpin and support State Library's activities.
SES 2, appointed by State Librarian under the Libraries
Act (Board employee)
Director, Content
Development
The Director, Content Development is responsible for providing clients of State Library
with physical and virtual access to the state’s diverse collections and services.
SES 2, appointed by State Librarian under the Libraries
Act (Board employee)
Director, Regional Access
and Public Libraries
The Director, Regional Access and Public Libraries is responsible for providing
support for Local Government and communities to deliver library services in over
340 library and Indigenous Knowledge Centre (IKC) service points in Queensland.
SES 2, appointed by State Librarian under the Libraries
Act (Board employee)
Director, Engagement and
Partnerships
The Director Engagement and Partnerships is responsible for driving SLQ’s emphasis
on innovative, cohesive and collaborative programs and service delivery, bringing
together visitor and information services, and engagement with specific audiences.
SES 2, appointed by State Librarian under the Libraries
Act (Board employee)
Executive Manager,
Communications
The Executive Manager Communications develops and delivers a long term
marketing vision for the organisation, leading and directing State Library’s
marketing, communications and web services staff in support of the Strategic Plan
and Operational Plan.
SO1, permanent public service appointment under the
Public Service Act
Executive Manager,
People and Planning
The Executive Manager, People and Planning supports the State Librarian and
Executive Group in shaping and setting State Library’s strategic agendas by driving
an integrated approach to strategic, operational and business planning across State
Library.
SO2, permanent public service appointment under the
Public Service Act
Executive Director,
Queensland Library
Foundation
The Director, Queensland Library Foundation is responsible for developing and
delivering the fundraising and sponsorship arrangements to support the many
activities and programs of State Library.
AO8, permanent public service appointment under the
Public Service Act
Library Board of Queensland Annual Report 2012–13
54
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Key Executive Management Personnel and Remuneration (continued)
Remuneration
Remuneration policy for the agency’s key executive management personnel is set by the Queensland Public Service Commission as provided for under the
Public Service Act 2008. The remuneration and other terms of employment for the key executive management personnel are specified in employment
contracts. The contracts provide for other benefits including motor vehicles.
For the 2012–13 year, remuneration of key executive management personnel increased by 2.2% in accordance with government policy.
Remuneration packages for key executive management personnel comprise the following components:




Total fixed remuneration is calculated on a ‘total cost’ basis and includes the base and non-monetary benefits, long term employee benefits and post
employment benefits.
55
Library Board of Queensland Annual Report 2012–13
Short term employee benefits which include:
o Base — consisting of base salary, allowances and leave entitlements paid and provided for the entire year or for that part of the year during which the
employee occupied the specified position. Amounts disclosed equal the amount expensed in the Statement of Comprehensive Income.
o Non-monetary benefits — consisting of provision of vehicle together with fringe benefits tax applicable to the benefit.
Long term employee benefits include long service leave accrued.
Post employment benefits include superannuation contributions.
Redundancy payments are not provided for within individual contracts of employment. Contracts of employment provide only for notice periods or payment
in lieu of notice on termination, regardless of the reason for termination.
Key Executive Management Personnel and Remuneration (continued)
1 July 2012 – 30 June 2013
Position
Date
appointed
to ET
Date resigned
or ceased if
applicable
Short Term Employee
Benefits
Base
State Librarian
27/02/2012
Director, Corporate Services
15/07/2002
Acting/Director, Corporate Services
4/01/2013
Director, Content Development
6/04/2010
Acting/Director, Content Development
8/04/2013
Director, Regional Access and Public
Libraries
Director, Engagement and
Partnerships
12/07/2013
5/04/2013
13/04/2010
5/11/2012
Executive Manager, Communications
31/01/2011
Executive Manager, People and
Planning
3/08/2011
3/01/2013#
Acting Executive Manager, The Edge
9/09/2011
12/04/2013*
Executive Director, Queensland
Library Foundation
1/02/2010
Total Remuneration
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
NonMonetary
Benefits
$'000
$'000
$'000
$'000
$'000
$'000
245
0
5
25
0
275
170
18
3
17
0
208
65
0
1
7
0
73
175
16
3
15
5
214
33
0
0
4
0
37
150
15
3
17
0
185
114
8
2
11
0
135
116
0
2
15
0
133
64
0
1
8
0
73
2
11
17
123
93
107
0
2
10
0
119
1,332
57
24
140
22
1,575
*The Acting Executive Manager, The Edge ceased to be a member of the Executive Management Team during 2012–13
#The Executive Manager, People and Planning has been acting as Director, Corporate Services since 4 January 2013
Library Board of Queensland Annual Report 2012–13
56
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Key Executive Management Personnel and Remuneration (continued)
1 July 2011 – 30 June 2012
Position
Date
appointed
to ET
Date resigned
or ceased if
applicable
Short Term Employee
Benefits
Base
NonMonetary
Benefits
$'000
$'000
Long Term
Employee
Benefits
Post
Employment
Benefits
Termination
Benefits
Total
Remuneration
$'000
$'000
$'000
$'000
27/02/2012
75
8
Previous State Librarian
16/10/2001
14/10/2012
227
7
72
6
76
388
Acting CEO
21/06/2011
27/02/2012
138
0
3
13
9
163
Director, Corporate Services
15/07/2002
12/07/2013
154
19
3
17
0
193
6/04/2010
5/04/2013
167
18
3
19
0
207
154
16
2
17
0
189
118
0
2
14
0
134
Director, Client Services and
Collections
Director, Public and Indigenous
Library Services
13/04/2010
Executive Manager, Communications
31/01/2011
Executive Manager, People and
Planning
3/08/2011
121
0
3
14
0
138
Executive Manager, The Edge
8/11/2010
24/10/2011
41
0
1
5
0
47
Acting Executive Manager, The Edge
Executive Director, Queensland
Library Foundation
9/09/2011
12/04/2013
105
0
3
12
0
120
107
0
2
10
0
119
1407
68
96
136
85
1792
Total Remuneration
1/02/2010
The Executive Director, Queensland Library Foundation became a member of the Executive Management team during 2011–12.
Performance payments
No performance payments are available or made to the Executive Management of this organisation.
57
Library Board of Queensland Annual Report 2012–13
Current State Librarian
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Economic Entity
2013
2012
$'000
$'000
6.
7.
8.
Supplies and services
Advertising and graphic design
Bookshop and merchandising
Communications
Consultants and contractors
Corporate service charges
Electronic subscriptions
Employment agency staff
Exhibits and materials
Freight and postage
Furniture and equipment
Goods provided below fair value
Information technology
Library collections — new and existing
Materials and equipment
Motor vehicle costs
Printing, stationery and office supplies
Property services
Repairs and maintenance
Subscriptions and memberships
Sundries
Travel
Parent Entity
2013
2012
$'000
$'000
157
464
437
1,281
1,260
1,110
12
50
350
427
226
645
1,134
470
95
326
2,504
139
158
562
514
122
502
485
2,017
1,236
1,194
118
125
462
506
266
763
1,051
413
119
352
2,300
227
149
696
515
157
464
437
1,281
1,260
1,110
12
50
350
427
212
645
1,134
470
95
326
2,504
139
158
576
514
122
502
485
2,017
1,221
1,194
118
125
462
506
174
763
1,051
413
119
352
2,300
227
149
709
515
Total
12,321
13,618
12,321
13,524
Grants and subsidies
Resources for Independent Libraries
Queensland Library Foundation subsidy
CLS equipment
Grants and subsidies paid to public libraries
17,880
42
586
17,462
42
400
17,880
295
42
586
17,462
310
42
400
Total
18,508
17,904
18,803
18,214
Depreciation and amortisation
Depreciation and amortisation were incurred in respect of
58
Plant and equipment
Computer software
522
159
538
178
522
159
538
178
Total
681
716
681
716
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Economic Entity
2013
2012
$'000
$'000
9.
Parent Entity
2013
2012
$'000
$'000
Other expenses
External audit fees
44
44
38
38
Internal audit fees
47
46
47
46
Insurance premiums — QGIF
67
61
67
61
452
417
452
417
Operating lease rentals
Bad and doubtful debts
-
2
-
2
21
19
21
19
Loss on disposal of assets
-
36
-
36
National Disaster Recovery and Relief Funding
-
682
-
682
Other
31
57
28
52
Total
662
1,364
653
1,353
Board fees and expenses
Total external audit fees for the economic entity relating to the 2012–13 financial year are
estimated to be $43,500 (2012: $44,320). These fees, paid to the Queensland Audit
Office, relate to the audit of the financial statements only.
10.
Cash and cash equivalents
Imprest accounts
10
11
10
11
488
474
471
179
Cash deposit accounts
13,173
13,020
8,601
8,832
Total
13,671
13,505
9,082
9,022
Cash at bank and on hand
Funds are held in a Queensland Treasury Corporation 'at call' account as well as shortterm term deposits with financial institutions (CBA and NAB).
11.
Receivables
Trade debtors
Less: Provision for impairment
178
331
194
331
(8)
(8)
(8)
(8)
170
323
186
323
GST receivable
656
640
656
640
GST payable
(26)
(28)
(26)
(27)
630
612
630
613
125
66
125
66
60
119
60
105
-
5
51
-
252
5
985
1,125
1,052
1,364
Long service leave reimbursements
Interest
Queensland Library Foundation Receivables
Other
Total
59
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Economic Entity
2013
2012
$'000
$'000
11.
Parent Entity
2013
2012
$'000
$'000
Receivables (continued)
Movements in the allowance for impairment loss
12.
13.
14.
Balance at beginning of the year
Amounts written off during the year
8
-
24
(13)
8
-
24
(13)
Amounts recovered during the year
Increase/decrease in allowance recognised in
profit or loss
-
(11)
-
(11)
-
8
-
8
Balance at the end of the year
8
8
8
8
Inventories
Inventories held for resale — bookshop
Inventories — preservation materials
128
137
137
138
128
137
137
138
Total
265
275
265
275
Other Current Assets
Prepayments other
729
751
729
751
Total
729
751
729
751
Intangibles
Heritage digital collection
844
-
844
-
1,386
(1,230)
1,386
(1,071)
1,386
(1,230)
1,386
(1,071)
1,000
315
1,000
315
Computer software
At cost
Less: Accumulated amortisation
Total
Intangibles reconciliation
Economic Entity
2013
2012
$'000
$'000
Carrying amount at 1 July
315
493
(159)
(178)
Acquisitions/ internally developed items
Transfers (from property, plant and
equipment)
153
-
483
-
Donations
208
-
1,000
315
Computer software
Amortisation
Heritage digital collections
Carrying amount at 30 June
60
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Economic Entity
2013
2012
$'000
$'000
15(a).
Parent Entity
2013
2012
$'000
$'000
Property, plant and equipment
Heritage and Cultural Assets (Valuables):
At cost
At valuation
436
-
436
-
58,328
58,264
58,328
58,264
58,764
58,264
58,764
58,264
335
456
335
456
42,345
42,972
42,345
42,972
42,680
43,428
42,680
43,428
3,963
(2,593)
3,567
(2,121)
3,963
(2,593)
3,567
(2,121)
1,370
1,446
1,370
1,446
102,814
103,138
102,814
103,138
Library Collections
At cost
At valuation
Plant and equipment:
At cost
Less: Accumulated depreciation
Total
15(b) The insured value of the expensed common use library collection is $8.845m (2012$9.494m).
61
15(c)
Property, plant and equipment
Economic Entity Property, plant and equipment reconciliation
Heritage &
Heritage &
Cultural
Cultural
Assets
Assets
Library
Collections
Library
Collections
Plant &
Equip
Plant &
Equip
2013
$'000
2012
$'000
2013
$'000
2012
$'000
2013
$'000
2012
$'000
Total
2013
$'000
Total
2012
$'000
58,264
40,205
43,428
47,693
1,446
1,532
103,138
89,430
436
574
335
456
447
487
1,218
1,517
(477)
-
(6)
-
-
-
(483)
-
541
-
-
-
-
-
541
-
Net Disposals
-
-
-
-
(1)
(35)
(1)
(35)
Revaluation increment/(decrement)
-
17,485
(1,077)
(4,721)
-
-
(1,077)
12,764
Depreciation/Amortisation
-
-
-
-
(522)
(538)
(522)
(538)
58,764
58,264
42,680
43,428
1,370
1,446
102,814
103,138
Carrying amount at 1 July
Acquisitions
Transfers between collections and
intangibles
Donated assets
Carrying amount at 30 June
State Library has reviewed and changed its accounting policy for heritage and cultural assets and reclassified collections stored in electronic format
(i.e. digitised collections, oral history collections and digital photographs) as intangibles with indefinite useful lives, subject to annual review. As per the
independent valuation conducted in 2011–12 by the Australian Valuation Office, $0.483M has been transferred from property, plant and equipment to
intangibles.
Library Board of Queensland Annual Report 2012–13
62
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Economic Entity
2013
2012
$'000
$'000
16.
Future minimum Lease Receivables
Future minimum rent receivables under operating leases at reporting date are inclusive
of anticipated GST and are receivable as follows:
Not later than one year
55
108
55
108
Later than one year and not later than five years
55
55
Total
17.
18.
19.
Parent Entity
2013
2012
$'000
$'000
55
163
55
163
Payables
Trade creditors
Accrued expenses
255
1,170
736
2,167
255
1,176
736
2,167
Total
1,425
2,903
1,431
2,903
Accrued employee benefits
Current
Recreation leave
Parental Leave
Long service leave levy payable
1,586
(1)
119
1,553
2
113
1,586
(1)
119
1,553
2
113
Total
1,704
1,668
1,704
1,668
Non-current
Recreation leave
530
481
530
481
Total
530
481
530
481
Venue hire deposits
12
65
12
65
Total
12
65
12
65
Other current liabilities
63
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
20.
Library
Collections
2013
$'000
Heritage
&
Cultural
Assets
2013
$'000
Total
2013
$'000
5,055
(1,077)
51,194
-
56,249
(1,077)
3,978
51,194
55,172
Library
Collections
2012
$'000
Heritage
&
Cultural
Assets
2012
$'000
Total
2012
$'000
9,776
(4,721)
33,709
17,485
43,485
12,764
5,055
51,194
56,249
Asset revaluation surplus by class
Balance 1 July 2012
Revaluation increment/(decrement)
Balance 30 June 2013-
Balance 1 July 2011
Revaluation increment/(decrement)
Balance 30 June 2012-
Economic Entity
2013
2012
$'000
$'000
21.
Reconciliation of Operating Result from Continuing Operations to net cash from
operating activities
Operating Result from Continuing Operations
2,878
622
2,594
353
Depreciation and amortisation expense
Donation of Intangibles
Donation of Valuables
Loss on disposal of assets
681
(208)
(541)
-
716
36
681
(208)
(541)
-
716
36
(16)
28
(16)
28
(59)
59
159
10
22
(1,478)
85
(53)
(2)
19
(57)
(78)
(78)
155
1,008
18
24
(64)
(59)
45
343
10
22
(1,472)
85
(53)
(1)
19
(43)
(85)
(78)
155
1,015
18
24
(65)
1,537
2,349
1,430
2,093
Changes in assets and liabilities
(Increase)/decrease in GST input tax credits
receivable
(Increase)/decrease in LSL reimbursement
receivable
(Increase)/decrease in Interest receivable
(Increase)/decrease in other receivables
(Increase)/decrease in inventories
Decrease in prepayments
Increase/(decrease) in accounts payable
Increase in accrued employee benefits
Increase/(decrease) in unearned revenue
(Decrease) in GST payable
Net cash from operating activities
64
Parent Entity
2013
2012
$'000
$'000
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
Economic Entity
2013
2012
$'000
$'000
Parent Entity
2013
2012
$'000
$'000
22.
Non-cash financing and investing activities
Assets and liabilities donated to/transferred by State Library and recognised as
revenues and expenses (where applicable for the current year) are set out in Notes 3
and 7 respectively.
23.
Commitments for Expenditure
(a) Non-cancellable operating lease commitments
Commitments under operating leases at reporting date are inclusive of anticipated
GST and are payable as follows:
Not later than one year
488
474
488
474
Later than one year and not later than
five years
684
1,172
684
1,172
1,172
1,646
1,172
1,646
Operating leases are entered into as a means of acquiring access to office
accommodation necessary for effective operations. Lease payments are generally
fixed, but with escalation clauses on which contingent rentals are determined.
No renewal or purchase options exist in relation to operating leases and no operating
leases contain restrictions on financing or other leasing activities.
(b)
Expenditure Commitments
Payable
Not later than one year
Later than one year and not later than
five years
806
1,395
504
979
529
435
380
265
1,335
1,830
884
1,244
24.
Contingencies
There are financial claims against the Library Board that are subject to negotiation with
the Queensland Government Insurance Fund. The Library Board expects that any
liability will not be material.
25.
Controlled entity
The following entity is controlled by the Library Board of Queensland:
Name of Controlled Entity
Audit Arrangements
Queensland Library Foundation
Auditor-General of Queensland
The assets, liabilities, revenues and expenses of the Foundation have been
consolidated in these financial statements.
26.
Events Occurring after Balance Date
There were no significant events occurring after balance date.
65
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
27. Financial Instruments — Economic Entity
(a) Categorisation of Financial Instruments
The Library Board has the following categories of financial assets and financial
liabilities:
Category
Note
Economic Entity
2013
2012
$'000
$'000
Parent Entity
2013 2012
$'000 $'000
Financial Assets
Cash and cash equivalents
10
13,671
13,505
9,082
9,022
Receivables
11
985
1,125
1,052
1,364
14,656
14,630
1,425
2,903
1,431
2,903
1,425
2,903
1,431
2,903
Total
10,134 10,386
Financial Liabilities
Financial liabilities measured at amortised cost:
17
Payables
Total
(b) Financial Risk Management
The Library Board's activities expose it to a variety of financial risks — interest rate risk, credit
risk, liquidity risk and market risk.
Financial risk management is implemented pursuant to Government and Library Board policy.
These policies focus on the unpredictability of financial markets and seek to minimise potential
adverse effects on the financial performance of the Library Board.
All financial risk is managed by Executive Management under policies approved by the Library
Board. The Library Board provides written principles for overall risk management, as well as
policies covering specific areas.
The Library Board measures risk exposure using a variety of methods as follows:
Risk Exposure
Credit Risk
Measurement method
Ageing analysis
Liquidity Risk
Government revenue is received in advance. Other revenues and
expenses closely monitored.
Market Risk
Interest rate sensitivity analysis
(c) Credit Risk Exposure
Credit risk exposure refers to the situation where the Library Board may incur a financial loss as
a result of another party to a financial instrument failing to discharge their obligation.
The maximum exposure to credit risk at balance date in relation to each class of recognised
financial assets is the gross carrying amount of those assets inclusive of any provisions for
impairment.
66
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
27. Financial Instruments — Economic Entity (continued)
(c) Credit Risk Exposure (continued)
The following table represents the Economic Entity's maximum exposure to credit risk based on
contractual amounts net of any allowances:
Economic Entity
Parent Entity
Maximum Exposure to Credit Risk
2013
2012
2013
2012
Category
Note
$'000
$'000
$'000
$'000
Cash and cash equivalents
10
13,671
13,505
9,082
9,022
Receivables
11
985
1,125
1,052
1,364
14,656
14,630
10,134
10,386
Total
No collateral is held as security and no credit enhancements relate to financial assets held by
the Library Board.
The Library Board manages liquidity risk through the use of management reports. Government
grant funding is received in advance which provides sufficient liquidity for the quarter. Monthly
budget reports provide management with assurance that sufficient funds are available to meet
all outlays. This strategy aims to reduce the exposure to credit default by ensuring that the
Library Board invests in secure assets and monitors all funds owed on a timely basis. Exposure
to liquidity risk is monitored on an ongoing basis.
No financial assets and financial liabilities have been offset and presented net in the Statement
of Financial Position.
The method for calculating any provisional impairment for risk is based on past experience,
current and expected changes in economic conditions and changes in client credit ratings. The
main factors affecting the current calculation for provisions are disclosed below as loss events.
These economic and geographic changes form part of the Library Board's documented risk
analysis assessment in conjunction with historic experience and associated industry data.
No financial assets have had their terms renegotiated so as to prevent them from being past
due or impaired, and are stated at the carrying amounts as indicated.
Aging of past due but not impaired as well as impaired financial assets of the Economic and
Parent Entity are disclosed in the following tables:
2013 Financial Assets Past Due But Not Impaired
Overdue
Less than
30 Days
$'000
30–60
Days
$'000
61–90
Days
$'000
More
than 90
Days
$'000
Total
$'000
Receivables
76
17
13
8
114
Total
76
17
13
8
114
Financial Assets
67
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
27. Financial Instruments — Economic Entity (continued)
(c) Credit Risk Exposure (continued)
2012 Financial Assets Past Due But Not Impaired
Overdue
Less than
30 Days
$'000
30–60
Days
$'000
61–90
Days
$'000
More
than 90
Days
$'000
Total
$'000
Receivables
50
2
1
3
56
Total
50
2
1
3
56
Financial Assets
2013 Individually Impaired Financial
Assets
Overdue
Less than
30 Days
$'000
30–60
Days
$'000
61–90
Days
$'000
More
than 90
Days
$'000
Total
$'000
Receivables
-
-
-
8
8
Allowance for Impairment
-
-
-
(8)
(8)
Carrying Amount
-
-
-
-
-
Financial Assets
2012 Individually Impaired Financial
Assets
Overdue
Less than
30 Days
$'000
30–60
Days
$'000
61–90
Days
$'000
More
than 90
Days
$'000
Total
$'000
Receivables
-
-
-
8
8
Allowance for Impairment
-
-
-
(8)
(8)
Carrying Amount
-
-
-
-
-
Financial Assets
68
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
27. Financial Instruments — Economic Entity (continued)
(d) Liquidity Risk
Liquidity risk refers to the situation where the Library Board may encounter difficulty in meeting
obligations associated with financial liabilities that are settled by delivering cash or another
financial asset.
The Library Board is only exposed to liquidity risk in respect of its payables.
The Library Board manages liquidity risk through the use of management reports. Government
grant funding is received in advance which provides sufficient liquidity for the quarter. Monthly
budget reports provide management with assurance that sufficient funds are available to meet
employee and supplier obligations as they fall due. This is achieved by ensuring that minimum
levels of cash are held within the various bank accounts so as to match the expected duration of
the various employee and supplier liabilities.
The following table sets out the liquidity risk of financial liabilities held by the Library Board. It
represents the contractual maturity of financial liabilities, calculated based on undiscounted
cash flows relating to the liabilities at reporting date. The undiscounted cash flows in these
tables differ from the amounts included in the Statement of Financial Position that are based on
discounted cash flows.
The Library Board receives quarterly grant payments from the State Government in advance
which has the effect of minimising the liquidity risk.
Economic and Parent Entity
2013 Payable in
Total
<1year
1–5 years
>5 years
Note
$'000
$'000
$'000
$'000
17
1,425
-
-
1,425
1,425
-
-
1,425
Financial Liabilities
Payables
Total
2012 Payable in
Financial Liabilities
Payables
Total
Total
<1year
1–5 years
>5 years
Note
$'000
$'000
$'000
$'000
17
2,903
-
-
2,903
2,903
-
-
2,903
(e) Market Risk
The Library Board does not trade in foreign currency and is not materially exposed to
commodity price changes. The Library Board is only exposed to interest rate risk through cash
deposits in interest bearing accounts. The Library Board does not undertake any hedging in
relation to interest risk.
69
Library Board of Queensland Annual Report 2012–13
Library Board of Queensland
NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS 2012–13
27. Financial Instruments — Economic Entity (continued)
(f) Interest Rate Sensitivity Analysis
The following interest rate sensitivity analysis is based on a report similar to that which would be
provided to management, depicting the outcome to profit and loss if interest rates would change
by +/- % from the year-end rates applicable to the Library Board's financial assets and liabilities.
Economic Entity
Financial Instruments
Cash
Carrying
Amount
$'000
13,671
Overall effect on profit and equity
2013 Interest rate risk
-1%
+1%
Profit Equity
Profit
Equity
(137)
-
137
-
(137)
-
137
-
Parent Entity
Financial Instruments
Cash
Carrying
Amount
$'000
9,082
Overall effect on profit and equity
2013 Interest rate risk
-1%
+1%
Profit Equity
Profit
Equity
(91)
-
91
-
(91)
-
91
-
The Library Board's sensitivity to interest has remained stable in the current period.
Economic Entity
Financial Instruments
Cash
Carrying
Amount
$'000
13,505
Overall effect on profit and equity
2012 Interest rate risk
-1%
+1%
Profit
Equity
Profit
Equity
(135)
-
135
-
(135)
-
135
-
Parent Entity
Financial Instruments
Cash
Overall effect on profit and equity
Carrying
Amount
$'000
9,022
2012 Interest rate risk
-1%
+1%
Profit
Equity
Profit
Equity
(90)
-
90
-
(90)
-
90
-
(g) Fair Value
The Library Board does not recognise any financial assets or financial liabilities at fair value.
The fair value of trade receivables and payables is assumed to approximate the value of the
original transaction, less any allowance for impairment.
70
Library Board of Queensland Annual Report 2012–13
Certificate of The Library Board Of Queensland
These general purpose financial statements have been prepared pursuant to section 62(1) of
the Financial Accountability Act 2009 (the Act), relevant sections of the Financial and
Performance Management Standard 2009 and other prescribed requirements. In accordance
with section 62(1)(b) of the Act we certify that in our opinion:
(a) the prescribed requirements for the establishment and keeping the accounts have been
complied with in all material respects; and
(b) the statements have been drawn up to present a true and fair view, in accordance with
prescribed accounting standards, of the transactions of the Library Board and the consolidated
entity for the financial year ended 30 June 2013, and of the financial position of the entity at the
end of that year.
Professor Roland Sussex
Chairperson
Library Board of Queensland
Janette Wright
State Librarian
State Library of Queensland
Date: 26 August 2013
Date: 26 August 2013
Katherine Winlaw
A/Director, Corporate Services
State Library of Queensland
Date: 26 August 2013
71
Library Board of Queensland Annual Report 2012–13
INDEPENDENT AUDIT REPORT
To the Board of the Library Board of Queensland,
Report on the Financial Report
I have audited the accompanying financial report of Library Board of Queensland, which
comprises the statements of financial position as at 30 June 2013, the statements of
comprehensive income, statements of changes in equity and statements of cash flows for the
year then ended, notes comprising a summary of significant accounting policies and other
explanatory information, and certificates given by the Chairperson, State Librarian, and Acting
Director, Corporate Services of the entity and the consolidated entity comprising the Board and
the entities it controlled at the year’s end or from time to time during the financial year.
The Board’s Responsibility for the Financial Report
The Board is responsible for the preparation of the financial report that gives a true and fair view
in accordance with prescribed accounting requirements identified in the Financial Accountability
Act 2009 and the Financial and Performance Management Standard 2009, including
compliance with Australian Accounting Standards. The Board’s responsibility also includes such
internal control as the Board determines is necessary to enable the preparation of the financial
report that gives a true and fair view and is free from material misstatement, whether due to
fraud or error.
Auditor’s Responsibility
My responsibility is to express an opinion on the financial report based on the audit. The audit
was conducted in accordance with the Auditor-General of Queensland Auditing Standards,
which incorporate the Australian Auditing Standards. Those standards require compliance with
relevant ethical requirements relating to audit engagements and that the audit is planned and
performed to obtain reasonable assurance about whether the financial report is free from
material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and
disclosures in the financial report. The procedures selected depend on the auditor’s judgement,
including the assessment of the risks of material misstatement of the financial report, whether
due to fraud or error. In making those risk assessments, the auditor considers internal control
relevant to the entity’s preparation of the financial report that gives a true and fair view in order
to design audit procedures that are appropriate in the circumstances, but not for the purpose of
expressing an opinion on the effectiveness of the entity’s internal control, other than in
expressing an opinion on compliance with prescribed requirements. An audit also includes
evaluating the appropriateness of accounting policies used and the reasonableness of
accounting estimates made by the Board, as well as evaluating the overall presentation of the
financial report including any mandatory financial reporting requirements approved by the
Treasurer for application in Queensland.
I believe that the audit evidence obtained is sufficient and appropriate to provide a basis for my
audit opinion.
Independence
The Auditor-General Act 2009 promotes the independence of the Auditor-General and all
authorised auditors. The Auditor-General is the auditor of all Queensland public sector entities
and can be removed only by Parliament.
The Auditor-General may conduct an audit in any way considered appropriate and is not subject
to direction by any person about the way in which audit powers are to be exercised. The AuditorGeneral has for the purposes of conducting an audit, access to all documents and property and
can report to Parliament matters which in the Auditor-General’s opinion are significant.
72
Library Board of Queensland Annual Report 2012–13
Opinion
In accordance with s.40 of the Auditor-General Act 2009 –
(a) I have received all the information and explanations which I have required; and
(b) in my opinion –
(i) the prescribed requirements in respect of the establishment and keeping of accounts
have been complied with in all material respects; and
(ii) the financial report presents a true and fair view, in accordance with the prescribed
accounting standards, of the transactions of Library Board of Queensland and the
consolidated entity for the financial year 1 July 2012 to 30 June 2013 and of the financial
position as at the end of that year.
Other Matters – Electronic Presentation of the Audited Financial Report
Those viewing an electronic presentation of these financial statements should note that audit
does not provide assurance on the integrity of the information presented electronically and does
not provide an opinion on any information which may be hyperlinked to or from the financial
statements. If users of the financial statements are concerned with the inherent risk arising from
electronic presentation of information, they are advised to refer to the printed copy of the
audited financial statements to confirm the accuracy of this electronically presented information.
M J KEANE CA
(as Delegate of the Auditor-General of Queensland )
Queensland Audit Office
Brisbane
73
Library Board of Queensland Annual Report 2012–13
Part 7: Appendices
Appendix A: Functions of the Library Board
The functions of the Library Board, as set
out in Section 20(1) of the Libraries Act
1988, are:
(a) to promote the advancement and
effective operation and coordination of
public libraries of all descriptions throughout
the State
(b) to encourage and facilitate the use of
public libraries of all descriptions throughout
the State
(c) to promote mutual cooperation among
persons and bodies in Queensland
responsible for libraries of all descriptions
and between such persons and bodies in
Queensland and outside Queensland to
enhance library and archival collections
generally and to encourage their proper use
(d) to control, maintain and manage State
Library, to enhance, arrange and preserve
the library, archival and other resources
held by it and to exercise administrative
control over access to the resources
(e) to control, manage and maintain all
lands, premises and other property vested
in or placed under the control of the board
(f) to supervise in their duties all persons –
(i) performing work for the board under a
work performance arrangement
(ii) appointed or employed under this Act
(g) to collect, arrange, preserve and provide
access to a comprehensive collection of
library, archival and other resources relating
to Queensland or produced by Queensland
authors
Paragraph (h) is intentionally omitted
(i) to provide advice, advisory services and
other assistance concerning matters
connected with libraries to local
governments or other public authorities
(j) to perform the functions given to the
board under another Act
(k) to perform functions that are incidental,
complementary or helpful to, or likely to
enhance the effective and efficient
performance of, the functions mentioned in
paragraphs (a) to (j)
(l) to perform functions of the type to which
paragraph (k) applies and which are given
to the board in writing by the Minister.
74
The general powers of the Library Board
are set out in section 22 of the Libraries Act
as follows:
(1) For performing its functions, the board
has all the powers of an individual and may,
for example —
(a) enter into arrangements,
agreements, contracts and deeds; and
(b) acquire, hold, deal with and dispose
of property; and
(c) engage consultants; and
(d) appoint agents and attorneys; and
(e) charge, and fix terms, for goods,
services, facilities and information
supplied by it; and
(f) do anything else necessary or
desirable to be done in performing its
functions.
(2) Without limiting subsection (1), the
board has the powers given to it under this
or another Act.
(3) The board may exercise its powers
inside and outside Queensland, including
outside Australia.
(4) In this section — power includes legal
capacity.
Library Board of Queensland Annual Report 2012–13
Appendix B: Library Board member biographies
Chairperson
Professor Emeritus Roland Sussex OAM
Roland (Roly) Sussex is a Professor Emeritus
of the University of Queensland’s School of
Languages and Comparative Cultural Studies,
as well as Research Fellow at the Centre for
Educational Innovation and Technology.
Professor Sussex received a Medal of the
Order of Australia (OAM) in 2012 for his
services to the development and understanding
of languages in Australia. His academic work
involves research and teaching on languages,
the social and cultural context of languages,
and the development of technology in language
learning and communication.
Professor Sussex is a weekly contributor to
language talkback radio with the ABC, and he
writes a Saturday column on language in The
Courier-Mail. He is an Australia Day
Ambassador and a visiting professor at Xinjiang
Normal University in China.
Deputy Chairperson
dr dale spender AM
dale spender has been an author, feminist,
educator and public speaker most of her life.
She started her career as a high school
teacher, lectured at James Cook University and
received her PhD at the University of London
where she also taught teachers to teach.
dr spender has been an adjunct professor at
University of Queensland and James Cook
University, and is currently associated with
Bond University, utilising her long time interests
in women and language and eliteracy. A former
chair of the Copyright Agency Limited, she has
served on numerous boards in the public and
private sectors as well as working as a
consultant with AOL, Microsoft, Apple, Fujitsu
and the Commonwealth Bank.
dale has written and edited more than 30 books,
and currently writes and comments on women
and language — and the move to new literacies.
Members
Ms Helen Brodie
Helen Brodie is the former Commercial
Manager, Queensland, for Australia Post and
was part of the team that led its transformation
into the country’s largest retail network. Her
strengths include commercial acumen, retailing,
customer focus, service industry experience
and team building for improved performance.
Ms Brodie is a board member of Southbank
Institute of Technology and chairs its
Remuneration and Nominations Committee.
She is a Fellow of the Australian Institute of
Company Directors and Chair of the Starlight
Children’s Foundation Advisory Board
(Queensland). Ms Brodie served on the Board
of the Australian Institute of Management
(AIM) (Queensland and Northern Territory),
formerly chaired its Audit and Risk Committee,
and chaired the AIM Management Excellence
Awards from 2006–09.
Distinguished Professor Stuart
Cunningham
Stuart Cunningham is Distinguished Professor
of Media and Communications, Queensland
University of Technology, and Director of the
Australian Research Council Centre of
Excellence for Creative Industries and
Innovation. He is one of Australia’s most
prominent scholars focused on digital
transformations of the media, cultural and
communications sectors.
His recent and current appointments include
President of the Council of Humanities, Arts
and Social Sciences (CHASS), 2006–08;
Chair, Humanities and Creative Arts panel,
Australian Research Council College of
Experts, 2007 and member of panel, 2005–07;
National Cultural Policy Reference Group
2011–12; and NSW Creative Industries Task
Force 2012–13.
Professor Cunningham was awarded a
Centenary Medal (Australian Honours list)
2003 in recognition of his contribution to the
humanities in Australia.
Ms Ruth Drinkwater
Ruth Drinkwater is an experienced investment
and commercialisation manager, with
particular expertise in the areas of
entrepreneurial culture and innovation,
creative industries, investment (venture
capital, angel capital, social and ethical),
business strategy, intellectual property, and
commercial revenue generation from
knowledge-based products.
Ms Drinkwater is currently a Director of the
Australian Association of Angel Investors,
Director of QUT Creative Enterprise Australia,
and Director Renewable Energy Solutions
Australia Ltd. She is a former Director of
Women in Technology BioTech.
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Library Board of Queensland Annual Report 2012–13
Ms Drinkwater holds a Bachelor of Science
from James Cook University and an MBA from
the University of Queensland, is a Graduate
member of the Australian Institute of Company
Directors and a Fellow of the Australian
Institute of Management.
Mr Max Lenoy
Mr Max Lenoy is a Warungnu and Jirribal
(maternal) and Kuku Yalanji and Walangama
(paternal) bama man from North Queensland.
He teaches Indigenous Education and
Educational Technologies in the BEd program
at the School of Education, James Cook
University (JCU). Mr Lenoy holds an Education
Masters from Harvard University Graduate
School of Education, and a Bachelor of
Education from JCU.
Mr Lenoy was a member of the Queensland
Aboriginal and Torres Strait Islander Advisory
Council (2008–10) and the Queensland
Indigenous Arts Marketing Export Agency. He
is an Editorial Board Member of the Journal of
Indigenous Issues and an Editorial Committee
Member, Journal of Indigenous Policy. He was
a Director of North Queensland Employment.
He has a proven track record in Indigenous
education and online learning. He is currently
designing a culturally responsive Indigenous
pedagogical framework that will be used in an
Indigenous outdoor learning centre at JCU.
Mr Matthew McDonnell
Matthew McDonnell holds a Bachelor of
Economics from Macquarie University, is an
Associate Member of the Institute of Chartered
Accountants in Australia, a Fellow of the
Financial Services Institute of Australasia and a
registered company auditor.
Mr McDonnell is a chartered accountant and
has 19 years experience in the accounting
profession. He is currently a Partner at KPMG
providing audit, accounting and advisory
services to clients in the private and
government sectors. In this role, he has also
been responsible for the deployment of key
project management initiatives including IT
software and various regulatory requirements.
Mr McDonnell also chairs the Audit and Risk
Management Committee at SLQ.
Ms Lyn McLaughlin
Lyn McLaughlin is a primary school teacher,
who served as Mayor of Burdekin Shire from
2004 to 2012. She had previously been elected
as a Councillor in 1994 and 1997.
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Ms McLaughlin chairs SLQ’s Public Libraries
Advisory Group, is Chair of the Queensland
Local Government Grants Commission,
Deputy Chair of Regional Development
Australia (Townsville and North West
Queensland), and a member of the boards of
the Queensland Reconstruction Authority, the
Townsville Hospital and Health Service, and
the North Queensland Sports Foundation. In
her role as Mayor, she chaired and was a
member of numerous regional and district
committees. Ms McLaughlin has also served
as president, secretary and treasurer of
numerous community, recreational and
sporting organisations.
Ms Jane Power
Jane Power is a Business and Marketing
Consultant. Jane provides a variety of
strategic consulting services such as strategic
planning, marketing strategy development,
change management and facilitation. Her
business focus is on assisting business
performance and achieving profitable growth
through a customer centric lens.
Ms Power has worked in financial services for
15 years with previous experience in retail
marketing, prior to moving to financial
services. She holds a Bachelor of Business
and an MBA. She is experienced in sales,
marketing, customer management and
product development. She has previously held
senior positions in Top 20 ASX financial
services organisation’s including NAB/MLC,
CBA and Suncorp.
Mr Scott Reid
Scott Reid is Regional Manager for Cisco
Systems, responsible for its operations in
Queensland, the Northern Territory and Papua
New Guinea.
With more than 22 years experience in the
ICT industry in Queensland, Mr Reid has held
management roles with national and
international companies such as Dell
Computer Systems and Volante. He
previously owned and operated a large local
ICT firm, Silicon Data.
Mr Reid is dedicated to ensuring the ICT
industry’s participation in social responsibility
initiatives. He is a member of the Australian
Information Industry Association and head of
its Infrastructure Sub-Committee, a member of
the Infrastructure Advisory Committee to the
Lord Mayor and a committee member of the
Smart Connected Transportation Centre of
Excellence.
Library Board of Queensland Annual Report 2012–13
Dr Grace Sarra
Grace Sarra is a Senior Lecturer and a
researcher within the YuMi Deadly Centre at
the Queensland University of Technology
(QUT). Born and raised in Townsville, Dr Sarra
is of Aboriginal and Torres Strait Islander
heritage. She has taught in schools and
universities for more than 20 years, and
completed her Doctor of Creative Industries at
QUT. Her interest in Indigenous education
focuses on school change and leadership,
social justice and inclusive education.
Dr Sarra is the Chair of SLQ’s Indigenous
Advisory Group, a member of the Indigenous
Advisory Committee for the Australian Council
for Educational Research (ACER), a member of
the Aboriginal and Torres Strait Islander
Advisory group for the Australian Curriculum,
Assessment and Reporting Authority (ACARA)
and a member of the equity committee at QUT.
State Librarian
Ms Janette Wright
Janette Wright is an experienced CEO and
library manager. Her experience spans state,
public and university libraries across Australia.
She is a professional Associate of the
Australian Library and Information Association
(ALIA) and has been an active member of and
contributor to national and state-based
conferences and committees since 1980.
Ms Wright has managed companies supplying
systems and services to libraries including
aggregated online scholarly content as
Director, RMIT Publishing. RMIT Publishing is
the largest Australian publisher of online
scholarly content.
Ms Wright has also held the role of Managing
Director at RoweCom Australia, a journal
subscription agency connecting a global
network of academic publishers with client
libraries.
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Library Board of Queensland Annual Report 2012–13
Appendix C: Library Board committee and
advisory groups
Audit and Risk Management Committee
The Audit and Risk Management Committee (ARMC) Charter has been approved by the Library
Board of Queensland. The purpose of the Charter is to outline the role, responsibilities,
composition and operating guidelines of the ARMC. The Committee has observed the terms of
this Charter and has due regard to Queensland Treasury’s Audit Committee Guidelines. The
Committee meets four times per year, and members are remunerated for their role on this
Committee in accordance with the guidelines for the Remuneration of part-time chairs and
members of government boards committees and statutory authorities. For more information on
the role and achievements of the ARMC, see page 29, Governance, accountability and risk.
Members
Mr Matthew McDonnell (Chairperson) — Member, Library Board of Queensland
Distinguished Professor Stuart Cunningham — Member, Library Board of Queensland (until
November 2012)
Helen Brodie — Member, Library Board of Queensland
Ms Ruth Drinkwater — Member, Library Board of Queensland
Mr Max Lenoy — Member, Library Board of Queensland (from March 2013)
Mr Scott Reid — Member, Library Board of Queensland
Secretariat
Mr Bruce MacGregor (Executive Officer to the Committee) — Director Corporate Services,
SLQ (until December 2012)
Ms Katherine Winlaw (Executive Officer to the Committee) — Acting Director Corporate
Services, SLQ (from January 2013)
Ms Val Johnston (Assistant Executive Officer to the Committee) — Executive Manager
Finance Facilities and Administration, SLQ
Indigenous Advisory Group
The objectives of the Indigenous Advisory Group (IAG) are to provide:
 advice to the Library Board on policy, projects and strategic matters concerning library and
information service provision for Aboriginal people and Torres Strait Islanders
 a forum for discussing Aboriginal and Torres Strait Islander issues impacting on library and
information services in Queensland
 a formal mechanism for ongoing liaison between the Library Board and Aboriginal and
Torres Strait Islander peoples.
IAG members are not paid for sitting on the group; however, they will be reimbursed for
reasonable expenses associated with meeting attendance (including parking expenses) on
presentation of documentary evidence of the expense.
Members
Dr Grace Sarra (Chairperson) — Member, Library Board of Queensland, Senior Lecturer and
Researcher YuMi Deadly Centre, QUT
Mr Max Lenoy — Member, Library Board of Queensland, Lecturer in the School of Education at
James Cook University
Ms Janette Wright — State Librarian, SLQ
Ms Nancy Bamaga — Principal Black Drum Production
Ms Geraldine Carter — Community representative
Ms Kerry Charlton — Consultant, educator and facilitator
Ms Rose Elu — Indigenous Service Delivery Advisor, Relationships Australia
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Library Board of Queensland Annual Report 2012–13
Ms Bridget Garay — Principal, Journey Forward
Ms Yvette Holt — Adult educator and academic
Mr Matthew James — Community representative
Ms Tracey Pickwick — Senior Indigenous Relations Officer, Arrow Energy
Ms Angela Ruska — Community representative
Ms Joann Schmider — Consultant, Community ACETS Pty Ltd
Ms Michelle Tyhuis — Multimedia officer, Carbon Media
Observers
Mr Tom Mosby — Executive Manager Indigenous Research and Projects, Client Services and
Collections, SLQ (Until July 2012)
Ms Nadine McDonald-Dowd — Executive Manager kuril dhagun, SLQ (from August 2012)
Ms Terena Hopkins — Regional Director (Cairns), SLQ (until November 2012)
Mr Robert Barty — Executive Manager Public and Indigenous Library Development, SLQ (from
December 2012)
Secretariat
Mr Colin Crosbie — Manager Social Inclusion, Regional Partnerships, SLQ
Public Libraries Advisory Group
The objectives of the Public Libraries Advisory Group (PLAG) are to:
 provide advice to the Library Board on policy and strategy matters concerning public libraries
 represent the views of public librarians, local government and relevant stakeholders to the
Library Board through formal community engagement processes.
PLAG members are not paid for sitting on the group; however, they will be reimbursed for
reasonable expenses associated with meeting attendance (including parking expenses) on
presentation of documentary evidence of the expense.
Members
Ms Lyn McLaughlin (Chairperson) — Member, Library Board of Queensland
Ms Janette Wright — State Librarian, SLQ
Mr Stephan Bohnen — Principal Advisor Intergovernmental Relations, Local Government
Association of Queensland (since February 2013)
Ms Jane Cowell — Director Regional Access and Public Libraries, SLQ
Ms Susan Coker — Executive Manager Library Services, Townsville City Council
Ms Sharan Harvey — Manager Library Services, Brisbane City Council
Ms Cheryl Haughton — President, Queensland Public Libraries Association
Ms Cathryn McKenzie — Principal Advisor Social Policy, Local Government Association of
Queensland (until November 2012)
Mr Michael Parker — former Chief Executive Officer, Barcoo Shire Council
Ms Carolyn Tillman — Councillor, Western Downs Regional Council (from October 2012)
Secretariat
Ms Laurelle Johnstone — Senior Local Government Strategy Officer, Regional Access and
Public Libraries, SLQ
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Library Board of Queensland Annual Report 2012–13
Appendix D: Public library grants for
independent libraries
Council
2012–13 Grant
(ex. GST) $
Banana Shire Council
73,878
Brisbane City Council
3,802,750
Bundaberg Regional Council
435,441
Burdekin Shire Council
91,017
Cairns Regional Council
763,465
Cassowary Coast Regional Council
152,694
Central Highlands Regional Council
143,835
Fraser Coast Regional Council
466,949
Gladstone Regional Council
259,491
Gold Coast City Council
Gympie Regional Council
Hinchinbrook Shire Council
1,938,497
226,365
61,977
Ipswich City Council
665,423
Isaac Regional Council
115,690
Lockyer Valley Regional Council
153,820
Logan City Council
Mackay Regional Council
Moreton Bay Regional Council
1,108,822
517,654
1,589,645
Mount Isa City Council
121,595
Redland City Council
592,225
Rockhampton Regional Council
523,382
Scenic Rim Regional Council
163,249
Somerset Regional Council
99,330
South Burnett Regional Council
158,432
Southern Downs Regional Council
162,760
Sunshine Coast Regional Council
1,398,429
Tablelands Regional Council
253,469
Toowoomba Regional Council
709,256
Townsville City Council
789,332
Western Downs Regional Council
154,993
Whitsunday Regional Council
150,641
Total
Note: Rounding may cause some variation to the total.
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17,844,504
Library Board of Queensland Annual Report 2012–13
Appendix E: Rural Libraries Queensland
equipment grants
Council
2012–13 Grant
(ex. GST) $
Balonne Shire Council
3,350
Barcaldine Regional Council
3,350
Barcoo Shire Council
2,010
Blackall-Tambo Regional Council
1,340
Boulia Shire Council
670
Bulloo Shire Council
670
Burke Shire Council
670
Carpentaria Shire Council
1,340
Charters Towers Regional Council
670
Cloncurry Shire Council
670
Cook Shire Council
Croydon Shire Council
Diamantina Shire Council
2,010
670
1,340
Etheridge Shire Council
670
Flinders Shire Council
670
Goondiwindi Regional Council
2,010
Longreach Regional Council
2,010
Maranoa Regional Council
4,690
McKinlay Shire Council
670
Mornington Shire Council
670
Murweh Shire Council
2,010
North Burnett Regional Council
4,020
Paroo Shire Council
2,010
Quilpie Shire Council
670
Richmond Shire Council
670
Torres Shire Council
670
Weipa Town Council
670
Winton Shire Council
670
Total
41,540
Note: Rounding may cause some variation to the total.
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Library Board of Queensland Annual Report 2012–13
Appendix F: Professional memberships
State Library maintains a network of professional memberships and contributes regularly to
library sector groups and associations in Queensland and Australia.
The following professional corporate memberships were maintained in 2012–13:
 Adult Learning Australia
 American Library Association
 Association for Information Management
 Australian Human Resources Institute
 Australian Institute of Management
 Australian Library and Information Association
 Australasian Registrars Committee
 Business Continuity Forum
 Brisbane Marketing
 Business South Bank
 International Federation of Library Associations and Institutions
 International Group of Ex Libris Users
 International Institute for Conservation of Historic Art Works
 IT Service Management Forum
 Museum and Gallery Services Queensland
 National and State Libraries Australasia
 Oral History Association
 Public Libraries Australia
 Queensland Public Libraries Association
 Queensland University Libraries Office of Cooperation
 Regional Galleries Association of Queensland
 Society of Australian Genealogists
 VALA — Libraries, Technology and the Future Inc
 Youth Arts Queensland
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Library Board of Queensland Annual Report 2012–13
Glossary
Term
Meaning
Further information
ALA
Australian Library of Art
Collections include James Hardie Library of
Australian Fine Arts, History and Art of the Book, and
Artists’ books
ALIA
Australian Library and Information
Association
ANTaR
Australians for Native Title and
Reconciliation
A grassroots movement of Australians in support of
justice, rights and respect for Australia’s First Peoples
APDL
Asia Pacific Design Library
A place to explore design resources, engage in
design dialogue and participate in design programs
ARMC
Audit and Risk Management
Committee
BIFF
Brisbane International Film Festival
CAA
Corporate Administration Agency
CALD
culturally and linguistically diverse
eDRMS
Electronic document and record
management system
GLAM
Galleries, libraries, archives and
museums
ICT
Information and Communications
Technology
Includes any communication device or application,
though often used to refer to digital communications
IKC
Indigenous Knowledge Centre
A communal hub operated in partnership with
Aboriginal and Torres Strait Island Councils that
combines traditional library services and Internet
access with lifelong learning opportunities, and
provides a keeping place for recording, accessing
and celebrating the unique Indigenous cultures of
Queensland
JOL
John Oxley Library
SLQ’s repository of Queensland memory
MAP
Multicultural Action Plan
NPA RIPIA
National Partnership Agreement
on Remote Indigenous Public
Internet Access
An agreement to improve public access Internet
facilities and related computer training in remote
Indigenous communities
NSLA
National and State Libraries
Australasia
Australia and New Zealand’s national and state
libraries working together
OPAL
Online Public Access in Libraries
A grants program for public libraries, funded by the
Queensland Government and managed by SLQ
PANDORA
Preserving and Accessing
Networked Documentary
Resources of Australia
Australia's Web Archive led by the National Library of
Australia and built in collaboration with nine libraries
and cultural collecting organisations
PPP
Personal Performance Planning
Annual planning process for individual staff members
QAGOMA
Queensland Art Gallery | Gallery
of Modern Art
QAO
Queensland Audit Office
QLA
Queensland Literary Awards
QM
Queensland Museum
QPLA
Queensland Public Libraries
Association
QUT
Queensland University of
Technology
QWC
Queensland Writers Centre
RLQ
Rural Libraries Queensland
SLQ
State Library of Queensland
A shared service agency providing services for SLQ
A partnership between local governments and SLQ to
provide high quality public library services to rural
Queensland
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Library Board of Queensland Annual Report 2012–13
ISSN 0480-7308
The Annual Report documents State Library of Queensland’s activities, initiatives and achievements during 2012–13
and shows how it met its objectives for the year and addressed Government policy priorities.
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Library Board of Queensland Annual Report for the year ended 30 June 2013
© Library Board of Queensland 2013
This report is licensed under a Creative Commons Attribution (CC BY) 3.0 Australia licence. You are free to copy,
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Content from this annual report should be attributed as: The Library Board of Queensland Annual Report 2012–13.
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