beyond co location to convergence: designing and managing new model public library spaces and...
DESCRIPTION
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 illustrateTRANSCRIPT
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
21st 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
Key statistics
2006 -07 Pre LibraryMuseum
2007 – 08
Albury LibraryMuseum
Floor space 1500 sqm –(combined previous Library & Museum)
3000 sqm
Visitors 160,000 – Library9,000 - Museum
247,000
Exhibitions 4 per year 16 per year
Opening hours
42hrs – Museum over 7days60hrs – Library over 6days
51 hrs – over 7days
Annual budget
$1.3million - Library700,000 – Museum
$3million
AlburyCity Cultural Services Cultural Services
Group Leader
Entertainment CentreTeam Leader
Collections & Assets Team Leader
Cultural Programs Team Leader
Information & researchBuilding Services
Collection development &management
Learning & OutreachExhibitions planning
Customer serviceCultural Development
Performing Arts Centre
Convention & eventsmanagement
•
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.
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 2004-05 2007-08 2009 -10
Floor space 672 sq m 1700 sq m 1700 sq m
Annual budget
$1,074,106 $2,740,310 $2,230,854
Opening hours
51 pw 51 pw 54 pw
Staff numbers EFT
20.7 26.7 27.8
Manager Library &
Cultural Services
Collection Management / IT
Team Leader
Central & BranchServices
Team Leader
Community & Cultural Services
Team Leader
Cultural Centre Current Structure
Cultural Centre New Structure
ManagerLibrary &
Cultural Services
Central & Branch Services
Team Leader
Collection, Community& Cultural Services
Team Leader
Cultural Centre Key Statistics
04-05 07-08 08-09
Visits 206,808
388,445 404,759
Loans 295,223
401,434 403,039
Attendance 4,404 10,172 17,119
Programs Nil 515 634
Summing Up Convergence = Controversy
Dilutes specialist skills and disciplines Challenges traditional operations Increases costs
OR
Encourages and stimulates discoveryResponds to local community interests and needsPresents economies of scaleDrives innovationLeverages competitive advantagePromotes staff development & career enhancement
Convergence Tool Kit
Extensive community consultationCommitment to planning and goal settingRespect for local community needs Investment in facility designVisionary leadershipAppropriate management structureChange management supportStaff development and training
Libraries as Space and Place
Convergence Model =
Community Cultural Hub