Beyond co location to convergence:  Designing and managing new model public library spaces and services
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Beyond co location to convergence: Designing and managing new model public library spaces and services

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Presented at the IFLA pre-conference in Turin, Italy, August 2009, by Carina Clement, Albury LibraryMuseum and Sue Boaden, Australia Street Company. The presentation provides a defintiion of cultural ...

Presented at the IFLA pre-conference in Turin, Italy, August 2009, by Carina Clement, Albury LibraryMuseum and Sue Boaden, Australia Street Company. The presentation provides a defintiion of cultural convergence, examines the benefits and costs using 4 case studies - Puke Ariki in New Zealand, Albury Library Musuem and Kogarak Cultural centre in to illustrate

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Beyond co location to convergence:  Designing and managing new model public library spaces and services Beyond co location to convergence: Designing and managing new model public library spaces and services Presentation Transcript

  • Beyond co-location to convergence Designing and managing new model public library spaces and services Sue Boaden, Australia Street Company Carina Clement, Albury City Council
  •  
  • Introduction
    • Speakers
    • Presentation format
    • Overview
    • Defining Convergence
    • Impacts – costs/ benefits
    • Illustrated case studies
    • Summary
  • Overview
    • Public libraries = an evolutionary model
    • From books to cultural development and learning support
    • Technology driven change
    • Focus on customers
    • Local community place
  • Overview
    • Public libraries = a sustainable model
    • From separate silos to shared interests
    • Integrated cultural facility planning and design
    • Technology impact on actual & virtual services
    • Responding to diverse global communities
    • Leveraging local cultural identity through
    • programming
    • Being nimble and agile
    • Committing to partnerships
    • From administration to strategic planning
    • and management
  • Definition of Convergence
    • The realization of a seamless and flexible integration of cultural spaces, organisation structures, services and programs including in public libraries, museums, archives and art galleries, where professional disciplines are respected and enhanced in order to increase community access and participation to foster education and lifelong learning as well as a sense of identity and community cohesion.
  • Benefits and Costs
    • Potential cost impacts
    • Resistance slows innovation
    • Change for change sake
    • One size fits all
    • Resistance in one sector could lead to irrelevance for that sector
    • Staff redundancies
    • Increased staff turnover
    • Difficulties in recruitment of skilled staff
    • Increased skills development and training
    • Volunteer resistance
    • Reduction in quality standards and best practice
    • Customer/ visitor confusion
    • Unrealised economies of scale
  • Benefits and Costs
    • Potential benefit impacts
    • Potential for innovative and
    • connected programs
    • Imaginative facility design
    • Work satisfaction
    • Focus on community needs
    • Fosters local cultural identity
    • and celebration
    • Breaks down cathedrals of culture
  • Benefits and Costs
    • Potential benefit impacts
    • Audience growth based on
    • program diversity
    • Multiplier as traditional audiences
    • siphoned between services
    • Strengthens strategic planning skills
    • Integrated marketing strategies
    • Technology driven programming
    • engages audiences
    • Improved staff career paths
    • New training courses relevant to
    • 21 st century needs
  • Case Studies
    • Albury LibraryMuseum
    • Puke Ariki
    • Winchester Discovery Centres
    • Kogarah Library and Cultural Centre
  • Albury LibraryMuseum
    • Opened in 2007
    • Population served 50,000
    • Functions as a public library, research and technology centre, social history museum and community meeting place
    • Integrated spaces and service delivery
    • Potential for audience development
    • realised with large increase in usage
  • Albury LibraryMuseum
  •  
  • $3million $1.3million - Library 700,000 – Museum Annual budget 51 hrs – over 7days 42hrs – Museum over 7days 60hrs – Library over 6days Opening hours 16 per year 4 per year Exhibitions 247,000 160,000 – Library 9,000 - Museum Visitors 3000 sqm 1500 sqm –(combined previous Library & Museum) Floor space 2007 – 08 Albury LibraryMuseum 2006 -07 Pre LibraryMuseum Key statistics
  •  
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  • AlburyCity Cultural Services Cultural Services Group Leader Entertainment Centre Team Leader Collections & Assets Team Leader Cultural Programs Team Leader Information & research Building Services Collection development & management Learning & Outreach Exhibitions planning Customer service Cultural Development Performing Arts Centre Convention & events management
  •  
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  •  
  • Hampshire Discovery Centres, United Kingdom
    • An ambitious rebranding & revitalisation of Library services and buildings, that has at its heart concepts of access, inclusion and participation.
    • Aim is to bring a range of cultural, community and heritage functions together under one brand and management structure.
  • Hampshire Discovery Centres, United Kingdom
    • Gosport Discovery Centre opened in 2005, with 3 venues in close proximity under one management structure.
      • Public Library, Museum, conference centre, café, learning centre, technology areas,
      • Touring exhibition gallery space, Local studies & Geology Gallery.
      • 50% increase in usage, with a significant
      • rise in 15 – 24 year old using the facility.
  •  
  •  
  • Gosport Discovery Centre
  • Hampshire Discovery Centres, United Kingdom
    • Winchester Discovery Centre opened in 2007 comprising:
      • Library, reference & technology centre
      • Learning suite, conference & meeting rooms
      • Touring exhibition & community gallery space
      • Café, retail area and express checkout
  •  
  •  
  •  
  •  
  • Puke Ariki, New Zealand
    • Acknowledged as a leader in cultural convergence.
    • Branded as a knowledge centre
    • Puke Ariki opened in 2003, incorporating a public library, museum, touring exhibition space, heritage research centre, Tourist information, shop, café and wine bar.
  •  
  •  
  • Puke Ariki, New Zealand
    • Serves a regional population of 100,000, also marketed as a tourist destination.
    • Led an economic regeneration of the New Plymouth waterfront.
    • Puke Ariki welcomes approx 2,000 visitors per day, with 900,000 visitors in first year of operation .
  •  
  •  
  •  
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  • Puke Ariki staff structure Manager Puke Ariki Manager Service Delivery Manager Heritage Services Manager Business Development Manager Exhibitions
  • Kogarah Library and Cultural Centre
    • Opened in 2007
    • Replaced traditional Library
    • Population served is 55,861
    • Integrated service delivery
    • Emphasis on culture and community
    • Remarkable increase in usage
  • Old Kogarah Library
  •  
  • Cultural Centre Interior
  • Exhibition space
  •  
  • Cultural Centre Facts 27.8 26.7 20.7 Staff numbers EFT 54 pw 51 pw 51 pw Opening hours $2,230,854 $2,740,310 $1,074,106 Annual budget 1700 sq m 1700 sq m 672 sq m Floor space 2009 -10 2007-08 2004-05
  • Cultural Centre Current Structure Manager Library & Cultural Services Collection Management / IT Team Leader Central & Branch Services Team Leader Community & Cultural Services Team Leader
  • Cultural Centre New Structure Manager Library & Cultural Services Central & Branch Services Team Leader Collection, Community & Cultural Services Team Leader
  •  
  • Cultural Centre Key Statistics 634 515 Nil Programs 17,119 10,172 4,404 Attendance 403,039 401,434 295,223 Loans 404,759 388,445 206,808 Visits 08-09 07-08 04-05
  • Summing Up Convergence = Controversy
    • Dilutes specialist skills and disciplines
    • Challenges traditional operations
    • Increases costs
    • OR
    • Encourages and stimulates discovery
    • Responds to local community interests and needs
    • Presents economies of scale
    • Drives innovation
    • Leverages competitive advantage
    • Promotes staff development & career enhancement
  • Convergence Tool Kit
    • Extensive community consultation
    • Commitment to planning and goal setting
    • Respect for local community needs
    • Investment in facility design
    • Visionary leadership
    • Appropriate management structure
    • Change management support
    • Staff development and training
  • Libraries as Space and Place
    • Convergence Model =
    • Community Cultural Hub
  •