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Operating Environment

We are setting out this Strategic Plan during a period of financial and other challenges, and a time when there are opportunities for the Library to work collaboratively and ambitiously for the benefit of the people of Wales.

The challenges will not recede overnight and the case for change for us and all partners delivering public services remains.

All of us continue to feel the pressure of the cost of living and the shadow of the Covid pandemic persists in many ways. In the Library, we believe we have much to offer to support educational attainment, literacy standards, and in supporting mental health, well-being, and social cohesion. We also know the positive benefits for people of all ages — from creativity and opportunities to fire the imagination through learning and discovery.

We are in a transitional period as technology moves forward — impacting more and more aspects of our lives. At the same time, we all rely on familiar ways of interacting at a human, local, and community level. Interestingly, books and the printed word have, for now, retained their appeal but the increasing prevalence of screen and digital looks inevitable.

It is also an era of increasing complexity and proliferation of technologies and information. Algorithms and artificial intelligence, content, curation and reach are daily topics of discussion for creators, developers, policy-makers, businesses and agencies in all sectors. One clear challenge is the need to address the spread of misinformation, disinformation and the diminishing status of information sources once widely considered to be trusted and authoritative.

Young people in particular have been turning to browsing content without barriers, creating new content, sharing and adapting freely and creatively, and taking their raw material from any and every source of this high-tide of data. The Library is committed to supporting education, skills, creativity and understanding; all of which are vital in dealing with this plurality of media and deluge of data. We will work with each generation and community that needs support with navigating the information age and benefiting from its many occupational and creative opportunities.

This is the reason we place such emphasis on promoting access as widely as possible to the National Collections — and to our expertise, to developing digital engagement and engaging more widely with young people and with communities in all parts of Wales. This is why we are passionate about sharing our content and for that act of sharing to be a dialogue with the people of Wales which improves the well-being of this and future generations.


The Library in 2030

  • By 2030 we are determined to be a familiar, relevant and accessible organisation for all the people and communities across Wales. Our services and the National Collections in our care will be accessible and will place the needs of users at the heart of our work.
  • The Library will be at the forefront of technological transformations and will accelerate and improve our services, placing huge emphasis on user experience, while giving due attention to cyber-resilience and security. Technology will move ahead but we will continue to champion the written and printed word and all forms of documentary, archival and audio-visual record created by the people of Wales and about Wales and the nation.
  • Trust and integrity will be important in people’s minds in their relationship with the Library and we will work with researchers and educators to develop critical thinking and navigating the information age.
  • We will be welcoming to children and families and will improve representation of the diversity of Wales’s communities, people and culture by giving greater prominence to the voices and lived experiences that have been under-represented. Our programmes will change significantly to align with fundamental changes to the schools’ curriculum and in the fields of research and skills.
  • We will continue to take pride in our distinctive Welsh identity which supports everyone that wishes to experience and enjoy Wales’s rich culture while respecting and valuing the cultures and identities of the diverse communities of Wales. Our work will extend beyond Wales, through partnerships and with communities of interest, raising Wales’s profile globally.
  • We will continue to take pride in being a national institution that operates primarily through the medium of Welsh, supporting its workers to learn and use Welsh in their daily activities, and to use this strength to support Wales’s cultural identity.
  • Finally, we will serve the people — supporting individuals and embracing groups and communities across the whole country — to use and benefit from the vast sources and resources we hold in trust for the nation.

Purpose Statement

The Library was established by a Royal Charter of 19th March 1907. Supplemental Charters followed in 1911 and 1978. The 2006 Supplemental Charter now sets out the Library’s core functions mission and its constitution and governance. Under legislation passed in 1911 and a further Act of 2003, the National Library of Wales is a Legal Deposit Library in the UK.

In developing this new strategic plan, we wanted to communicate a clear sense of purpose for the Library, its future direction, its values in working collaboratively, and its determination to make a positive difference more widely.

This led to creating a new Purpose Statement for the National Library of Wales:

“Our purpose is to work together with the people of Wales to preserve, grow and share the nation’s memory and culture. Using our collections and expertise we will connect with communities, increase knowledge and develop skills and learning.”


Evidence Base and ‘Policy’ Drivers

This section summarises some of the main drivers for the Strategic Plan. These include developments in Wales and the wider world as well as the Library’s own evidence-base and contributions by the Library staff and trustees towards creating the strategy.

The Welsh Government brought in innovative legislation in the Well-being of Future Generations Act and ten years on, it continues to herald a much-admired and joined-up approach to sustainable development for the benefit of everyone. The Welsh Government’s Programme for Government is an important guide for all partners working in Wales — and its Remit Letter for the Library is central to our planning.

The Priorities for Culture are central to our mission. This includes the democratisation of culture, developing and safeguarding the National Collections, workforce skills, diversity and the Welsh language, digital infrastructure and engagement. We recognise where we and sector partners can improve and take greater responsibility for delivering against other Welsh Government priorities including the Anti-Racist Wales Action Plan and Cymraeg 2050.

The Tailored Review and other assessments of the Library and of other partners have informed the Strategic Plan in placing emphasis on engagement and broadening the appeal of the Library. There is a key focus on creating commercial income and raising funds through donations and maximising the potential for grant income. Similarly, the role of external partnerships in a range of areas is emphasised in the Tailored Review as is the need for adaptation in the light of changing demands.

Data and research are fundamental to informing developments — the quantitative and qualitative data gives direction to services for readers and researchers, and our figures demonstrate how we are increasing the participative opportunities and our external engagement activities.

This is central to in-person programmes as well as digital services. The evidence shows that there has been a terrific increase in digital engagement, and we are focusing on the user experience and the needs and behaviours of users across the different means of interacting with the collections and the Library. Audience research shows very high levels of satisfaction among users who know and come back to the Library time and again and the focus for us is to expand our audiences to ensure all sections of our communities can engage with, access and enjoy our services.

Participation by staff, trustees, and trade union representatives (using the Social Partnership model) has brought out important messages for the institution in preparing the Strategic Plan. These include the importance of succession planning, investing in staff development and well-being, flexibility and diversity, maintaining our position as an employer committed to the Welsh language and continuing to be an institution that operates mainly through the medium of Welsh.

The Library is fortunate that these essential stakeholders have a very high level of commitment to the institution’s future.