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Beyond co-location local studies
Beyond co-location to convergence and beyond discusses AlburyCity's cultural services over time. It summarizes: 1) How cultural services have converged from separate library, museum, and gallery teams into integrated programs and facilities under one cultural services group since 2006. 2) Key statistics showing increases in floor space, visitors, loans, and exhibitions from the separate facilities to the integrated Albury LibraryMuseum over time. 3) Ongoing projects including the Murray Art Museum Albury, Retro Lane Café, Lavington Library, and reviews of collections, facilities, and team structures that continue advancing convergence of cultural services.
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Beyond co-location local studies
- 1. Beyond co-location to convergenceand beyond Carina Clement, AlburyCity Council
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- 3. Albury City Albury, NSW •City of 50,000, with a regional population of 120,000, including City of Wodonga (37,000) • Located on the Murray River, on the main rail line and highway between Sydney and Melbourne. • Service Centre for the region, surrounded by key tourist attractions – wineries, snow fields, heritage towns.
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- 13. AlburyCity Cultural Services 2006– 2009 Cultural Services Group Leader Entertainment Centre Team Leader Performing Arts Centre Convention & events management Collections & Assets Team Leader Libraries, Museum, Gallery Information & research Building Services Collection development & management Cultural Programs Team Leader Libraries, Museum, Gallery Cultural Development Learning & Outreach Exhibitions planning Customer service Cultural Development
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- 15. Living room ofthe city
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- 28. Write around theMurray Festival
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- 31. Murder in theMuseum
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- 33. Albury’s cultural convergence– how has it been going Program & audience development • Themed programs throughout all our cultural facilities eg YouthAlbury, Children’s Week, School holiday programs • Encourages cross-art form development • Enormous audience development / cross promotion opportunities • Lifelong Education role common to all – development of education packages and bulletins • Integrated marketing approach • Learning & Outreach team a convergence success
- 34. Friday Night Gigsat the LibraryMuseum
- 35. How are wefaring - quantitatively Key statistics 2006 -07 Pre LibraryMuseum 2007 – 08 Albury LibraryMuseu m 2012- 13 Albury LibraryMuseum 2018/19 Albury LibraryMuseum & Retro Lane café Floor space 1500 sqm – (combined previous Library & Museum) 3000 sqm 3000 sqm 3330sqm Visitors 160,000 – Library 9,000 - Museum 247,000 253,000 251,000 Loans 180,000 268,000 251,000 234,000 Exhibitio ns 6 per year 16 per year 22 per year 24 per year Opening hours 42hrs Museum over 7 days 60hrs – Library over 6 days 51 hrs – over 7days 51 hrs - over 7 days 51 hrs – over 7 days
- 36. Murray Art MuseumAlbury
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- 41. Lavington Library &integrated Customer Service Centre
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- 45. Crossing Place review& refresh 2018 – 2022
- 46. Offsite Collection Storereview
- 47. AlburyCity Community &Place 2019 Community & Place Service Leader Communities Cultural Development & planning Public Art Community Services MAMA Director Murray Art Museum Albury Team Libraries & Museum Team Leader Libraries collections and information services Learning & Outreach Museum & Social History Customer service Youth Services Children’s Services
- 48. Review of currentteam structure
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Editor's Notes
- #16 The architects have developed a significant building in a central cultural square in Albury. The internal spaces are as striking as the external design and they have kept well to their brief of designing a welcoming space without boundaries that lives up to its marketing as the “living room of the city”.
- #32 Whilst there was general support young people had some reservations including perceptions that links to the LibraryMuseum may impact on identity as youth space and a feeling by some that the Library did not have a youth feel and that there could be potential conflict between librarymuseum uses and young people. This project was an opportunity to address this perception issues front-on and develop the new space as a youth library space. The LibraryMuseum whilst being a very well visited facility has a lower number of youth visitors 13 – 24 years (15% of all visitors) and library members (16%) compared to catchment population figures (19%) for this age group. The young adult collection encompassing novels, magazines, graphic novels and DVD’s is one of the poorest performing collections held at the LibraryMuseum with only 13% of items on loan at any one time. Closing of the previous youth space was an initial opportunity to attract more young people to the Lm with changes in structure meaning the Youth team was part of my wider portfolio and the youth activities occurring in the LM space. Architectural brief developed with the active involvement of young people in the decision making process to assist in creating a sense of ownership.
- #33 Whilst there was general support young people had some reservations including perceptions that links to the LibraryMuseum may impact on identity as youth space and a feeling by some that the Library did not have a youth feel and that there could be potential conflict between librarymuseum uses and young people. This project was an opportunity to address this perception issues front-on and develop the new space as a youth library space. The LibraryMuseum whilst being a very well visited facility has a lower number of youth visitors 13 – 24 years (15% of all visitors) and library members (16%) compared to catchment population figures (19%) for this age group. The young adult collection encompassing novels, magazines, graphic novels and DVD’s is one of the poorest performing collections held at the LibraryMuseum with only 13% of items on loan at any one time. Closing of the previous youth space was an initial opportunity to attract more young people to the Lm with changes in structure meaning the Youth team was part of my wider portfolio and the youth activities occurring in the LM space. Architectural brief developed with the active involvement of young people in the decision making process to assist in creating a sense of ownership.
- #35 Whilst there was general support young people had some reservations including perceptions that links to the LibraryMuseum may impact on identity as youth space and a feeling by some that the Library did not have a youth feel and that there could be potential conflict between librarymuseum uses and young people. This project was an opportunity to address this perception issues front-on and develop the new space as a youth library space. The LibraryMuseum whilst being a very well visited facility has a lower number of youth visitors 13 – 24 years (15% of all visitors) and library members (16%) compared to catchment population figures (19%) for this age group. The young adult collection encompassing novels, magazines, graphic novels and DVD’s is one of the poorest performing collections held at the LibraryMuseum with only 13% of items on loan at any one time. Closing of the previous youth space was an initial opportunity to attract more young people to the Lm with changes in structure meaning the Youth team was part of my wider portfolio and the youth activities occurring in the LM space. Architectural brief developed with the active involvement of young people in the decision making process to assist in creating a sense of ownership.
- #37 In 2014 the Council managed Youth Cafe ceased operation due to the Albury Art Gallery redevelopment. The cafe provided a safe, central venue for young people to visit, access information and undertake recreational and cultural activities. After an investigation and assessment process a Council decision was made to co-locate the Cafe with the LibraryMuseum as an integrated youth library space and cafe.
- #38 Café which is an additional inducement for young people to access the youth space. The Café business is an important element in attracting young people to the space. The Café offers reasonably priced, fresh, simple food with a 15% discount for people under 25 years.
- #40 More formal workshop space for structured activity programs for young people including arts and performance activities, HSC study sessions, homework help and school holiday programs. When not used for youth activities this space can be booked for other LibraryMuseum programs or community use.
- #41 Opening day saw 1500 people including young people, families and general community members attend and participate in the celebrations. This was an excellent opportunity for young people and all stakeholders to celebrate the opening of ‘their’ space, but also allowed the showcasing of the range of services and programs in the space, including the cafe. Involvement of young people in opening day was core with the official opening being MC’d by a young person and the evening celebration being planned by the Retro Youth Management Committee. Evening celebration incorporated café opening, live bands, showcasing of technology including Virtual Reality and collections in the space, art and soccer games in the adjoining green space of QEII square. Project challenges – 6 month delay in construction, With construction delays the fit-out period was limited, including the technology testing period. This led to some technology connectivity issues on opening with not all hardware and software available for opening day. This took approximately 2 – 3months to be remedied.
- #45 Core Library zone – incorporating Fiction, NF lending collection, magazines, Kidspace and Young Adult area.
- #46 Core Library zone – incorporating Fiction, NF lending collection, magazines, Kidspace and Young Adult area.
- #47 Core Library zone – incorporating Fiction, NF lending collection, magazines, Kidspace and Young Adult area.
- #49 Core Library zone – incorporating Fiction, NF lending collection, magazines, Kidspace and Young Adult area.