Review of Library Infrastructure & Service Delivery · Review of Library Infrastructure & Service...

Review of LibraryInfrastructure & Service Delivery

Final Report

September 2008

City of Knox

Review of Library Infrastructure

Executive Summary

PURPOSE OF THE STUDY

The vital contribution of public libraries to social capital and to the education and economic development of communities is recognised across the developed world. Support for this role has underpinned the commitment of Knox City Council and the Eastern Regional Library Corporation to the provision of high quality public library services. The purpose of this study is to conduct a review of the current library infrastructure in Knox to determine a sustainable library infrastructure model that enables Council to service the needs of its community for the next 50 years.

KEY ISSUES AND TRENDS

Strategic Planning Context Council has outlined a comprehensive community vision and a series of community plans to ensure this vision is realised by 2025. The activities that support these community plans need to be greater aligned with the services and activities that are delivered through the Knox Branch Libraries. ERL, through the Knox Branch Libraries, must position itself to become an active partner with Council’s Municipal Early Years Plan, and with other early childhood educators and providers to ensure Federal funding opportunities can be actioned when available, to give the young families in Knox access to quality programs and relevant resources. If the Council vision of a life long learning culture is to be realised then significant, planned investment in the provision of increased Public Access PCs within the Knox Branch Libraries is required in the immediate term. The various structure plans for activity centres in Knox make reference to library facilities. The Knox Central Urban Design Framework proposes a Civic Precinct including an expanded library in Knox Central. The Stud Park Shopping Centre Structure Plan outlines the relocation of the library fronting a new public square as part of the shopping centre’s redevelopment. The Boronia Structure Plan proposes the creation of a Boronia Park Community Facilities Precinct with a relocated library to the northern end of the Park fronting Boronia Road. The Bayswater Structure Plan outlines the intention of creating opportunities for the collocation of community facilities within the activity centre, which support the health and well being of the community, including a library branch. Products and Services Four branch libraries, a mobile library and a virtual library serve the City of Knox. The Knox library service model shares characteristics of a centralised and decentralised model. From an administration perspective, the model is centralised. Planning, administration, human resource management and collection development occurs centrally through the ERL and the Knox Library houses the reference collection and a larger number of librarians and circulation officers. However, from an infrastructure perspective, the model is decentralised. The relative size of the libraries is characteristic of a decentralised model with all libraries between 280 and 900sqm. There are also several backroom functions occurring at each branch library. The Knox and Rowville Libraries are the best-located libraries relative to the site criteria, reflecting their location within major shopping centres. However, the tenure of the Knox library is uncertain with AMP foreshadowing the library lease will not be renewed in the Knox Central Shopping Centre when it expires in 2017 and the redevelopment of the Rowville Shopping Centre by ING in the next 2 years. The Boronia and Ferntree Gully Libraries are by comparison located outside (but still proximate) to commercial centres with other community facilities and open space. All libraries are located proximate to public transport services. The small geographical area of Knox (114 sq km) means no area is more than 3km from a branch library. The recently refurbished Boronia Library is the most modern library in the network, responding to a number of changing trends such as technology, and meeting new design, layout and functionality approaches. The other library branches are located in either

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ageing Council owned buildings or long-term tenancies in shopping centres. It is identified that all of the libraries record low integration of smart technology including self-check terminals, dispensing machines, self-help desks, quick use computers, wireless technology, TVs, Play Stations, ports for laptops and wireless networks, audio-visuals and CD-ROMS. The refurbished Boronia Library has responded to some of these needs. Although the Knox Library records the highest usage and is the largest branch it has critical space limitations which impact on service delivery. Branch libraries are also under increased space pressure with increased usage and demand. The demand for increased outreach, demand for access to computers and community programming cannot be accommodated within existing infrastructure and all branches record space shortages. Introducing RFID self check technology would reduce the need for large circulation counters and the implementation of Supplier Assisted purchasing and processing of new stock (with delivery of new stock directly to the branches) will release staff from back of house tasks to enable a more strategic and integrated Council / Library service delivery. Business Performance and Benchmarks Business levels at the Knox Branch Libraries have increased by 5.9% from 2004/05 to 2006/07, representing a total increase of over 72,000 loans. All libraries in Knox experienced positive annual growth in terms of loans from 2003/04 to 2006/07. It is clear that the Knox Library dominates this group with over 465,000 issues in 2006/07, followed by Rowville Library (321,000 loans). While the Mobile lending increased over this time its annual total loans are still very low. With survey evidence that customers drive to Mobile stops and very minimal visits, this model of Mobile Library delivery is not providing Knox with an effective service. Consideration needs to be given to the type of vehicle, mobile style delivery options and where this service should be delivered in the future. In comparative terms the whole of ERL compares favourably with other benchmarked regions on a loans per capita basis with 9.02 items per head of population borrowed in 2006 /07 which is the third highest circulation per capita of all benchmarked libraries. Visitation and use of the library continues to grow with both the Knox and Rowville libraries the highest performing of the Branches. With the Mobile Library only serving 24,711 visitors in 2006/07 its relevance and cost to the community would have to be questioned in its current form. In line with most public libraries reference enquiries are declining as the use of the Internet as a search tool increases as evidenced by the data supplied. ERL will need to consider expanding the digital resources and digital media available for its customers to meet this demand. Comparative statistics highlight several issues for planning and service delivery. ERL recorded 0.9 discards for every collection item acquired, which is below the benchmarked average, indicating that they are not replacing their older book stock at an adequate level. Additionally, with only 1.44 items of stock per capita the collection size is well below the recommended stock rate in the recent Strategic Asset Audit of Victorian Public Libraries1 of 2.0 items per capita. This is also reflected in the lower expenditure per capita on collections. At $3.57 expended per capita, ERL is well below the benchmarked average of $4.70 per capita. The collection will be further diminished over time unless there is additional funding provided for collections to replace obsolete stock. Trends and Influencing Factors A survey of the library literature and case studies show that increased community engagement is a critical success factor in library service provision across a range of target groups. The development of innovative partnerships to support outreach and programming in several libraries has made a significant difference in communities. There has been a trend towards libraries becoming more involved in community development and in developing strategies to build more cohesive and inclusive communities. Brisbane

1 Strategic Asset Audit of Victorian Public Libraries, J.L. Management Services Pty. Ltd. State Library of Victoria 2006.

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City Library provides an exemplary model in its focus on strategic partnerships and programming and the strategic positioning of the library to play a broader role for Council in the community to deliver on Council’s outcomes. Brisbane City Library plays a significant role for Council in the community to deliver on Council’s social planning outcomes. The aims are:

• Community cohesion

• Better community relations

• Creative reinvigoration of public suburban infrastructure

• The development of high quality and popular suburban public places, and

• Responsive facilities development program for libraries as community hubs.

Libraries have been recognised by Council as key enablers for community cohesion and a strategy has been built around this understanding. Council saw the library as a place that does not have an agenda, where there is neutrality, no stigma and everyone is welcome. It was seen that libraries also have a much stronger profile than any other community space and would provide the best leverage. The Brisbane City Library has now structured their entire planning process around key outcomes, which include (among others) community connectivity and lifelong learning (which also includes an e-strategy for the community that links into the e-Brisbane overall strategy). Specific strategies are included in the Library Business Plan to facilitate people coming together for a range of reasons (and not just in library or physical spaces). Discussion is also underway as to what services should be integrated or co-located with libraries to gain maximum leverage. The premise is that there is a greater synergy and better outcomes through this coming together of community development providers and that much more can be gained through this strategy than through their single or “silo” model of service delivery. The fundamental premise was a focus on the positive rather than deficits of a community. The strategy is to further position the library as a centre for engagement, community learning, creativity, and information and target areas that have particular community challenges or opportunities. It is also intended to identify community learners, and opportunities for engagement around shared interests and learning (Choir, gardens, dancing, walking, renovating, ageing and lifestyle.) Most people now have high expectations, not just of libraries, but also of services generally. They bring their experiences of other buildings – notably retail and entertainment – into the library with them. The need for visual appeal has led to a ‘retail’ approach in public libraries. Many lessons learned from supermarket design have been successfully applied to libraries. These trends provide opportunity for Knox to provide more attractive and functional library space.

PREFERRED SERVICE DELIVERY MODEL

Strategic Principles The following set of strategic principles and objectives have been developed to guide the delivery of a sustainable Knox library service into the future: • Positioning libraries as valued destinations by the community; • Aligning resources and services with community needs and aspirations; • Ensuring a customer service focus responsive to changing needs and technology; • Locating libraries in highly visible and accessible locations to increase usage; • Delivering programs and services focused on community learning and engagement; • Developing mutually beneficial partnerships with other community service providers; • Maintaining a highly skilled staff focused on common outcomes; • Promoting a culture amongst staff of continuous improvement; • Effective strategic and operational planning; • Cost-effective investment in and maintenance of assets; and • Effective and efficient financial management and administration.

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Challenges for Library Service Delivery The role of libraries and their relationship with users is constantly changing. A dynamic technological environment, along with increasing pressures on financial and staffing resources, population growth and changing demographic and social trends necessitates the development of a sustainable and cost-effective service delivery model for the future to retain the relevance of the library service. In particular, the information (or digital) age is changing the methods of producing and disseminating information with a greater emphasis on electronic service delivery. To retain relevance, libraries will be required to adapt to new technologies and position themselves as important learning organisations where services continually change and improve to meet the information demands of the community. Importantly, public libraries are well placed to exploit information technology and interact with their communities and users in meaningful ways to retain relevance into the future. Benefits of a Centralised Model There are a number of factors that suggest a centralised model focused on the Knox principal activity centre would be the most sustainable in the long-term: • In the retail and commercial centres network, there has been the clear emergence of

a principal activity centre at Knox supported by a network of smaller activity centres; • The Knox LGA records a compact residential settlement pattern with high levels of

private transport and accessibility from all parts of the Council area; • The provision of library floorspace is currently well below that suggested by planning

benchmarks, requiring a cost-effective increase into the future; • There is not the option to expand each of the branch libraries significantly to move

closer to providing necessary library floorspace in Knox; • Council is planning for the long-term development of a Knox Central Civic Precinct to

collocate a range of civic and community facilities, with opportunities for the construction of a state-of-the-art learning centre anchored by a library; and

• There are a number of smaller, innovative, flexible and more cost-effective models

for the delivery of library services tailored to the needs of local communities. Preferred Service Delivery Model The preferred network approach for library services into the future is contingent upon the development of a central hub library in Knox providing a full suite of services supported by strategically located, scaleable, satellite points of presence in local communities in accordance with existing service delivery points and Council’s commercial centres hierarchy. The model would be supported by improved stock rotation and inter-library flexibility. An enhanced online service network would complement the physical library network. In the long-term, the scaleable points of presence would preferably be located around existing service points and where possible within the defined Major Activity Centres: • Knox Central Hub 2,000 sqm • Boronia Branch library 600-1,000sqm • Bayswater Community lounge 100-250sqm • Rowville Branch library 850-1,000sqm • Ferntree Gully Community lounge 100-250sqm The hierarchical approach to service delivery will provide the opportunity for increased ownership of outcomes at the scaleable points of presence. The satellite points of presence would vary in size according to need and partnership opportunities and provide

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a tailored depth of library services to local community catchments. These scaleable points of presence could range from an unmanned dispensing machine at a train station or shopping centre, to a kiosk/bookshop, to a shopfront/lounge to a normal branch. The changing delivery format would represent a more cost-effective model by reducing Council’s need for ongoing and further significant investment in physical library assets outside of the central hub library whilst at the same time maintaining and improving accessibility to an expanding population within a technological environment. The approach would also seek to alleviate any existing and potential capacity pressures by providing a more accessible lending service and identifying partnership opportunities to improve utilisation of other community facilities, services and Council assets. The service points could, where feasible, be undertaken as partnerships with private providers such as a café, bookshop, video shop or other willing partners. Table 1.1 outlines the proposed scaleable points of presence. Preferred Infrastructure Model After assessing a range of options, the preferred infrastructure model • Knox Library:

o Before 2017 – improvements to library layout, furnishings and configuration. o After 2017 – relocation within Central Civic Precinct with 2,000sqm and

partnerships established with other learning providers. • Rowville Library:

o Before 2009-10 – improvements to library layout, furnishings and configuration.

o After 2009-10 – relocation to 850-1,000sqm of library space fronting the public square in redeveloped Rowville Shopping Centre.

• Boronia:

o Proactively participate in the planning for the new Boronia Park Precinct and identify opportunities for the ongoing provision of library services in Boronia.

• Ferntree Gully:

o Proactively investigate the availability of leased premises within the Ferntree Gully Village or Mountain Gate Shopping Centres for a decreased in size community lounge-room model library, an early years facility for children and other community service providers.

• Bayswater Library:

o Proactively investigate the opportunities in Bayswater Central for a community lounge room model library, an early years facility for children and other community service providers.

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Table 1.1: Proposed Hierarchy of Library Services Characteristic Hub Library Satellite Points of Presence Virtual Configuration/ Facility Type

• Hub library (purpose-built)

• Scaleable between: o Branch o Shopfronts/lounge

room o Kiosks/bookshop o Dispensing

machine • Partnerships with private

providers

• Virtual website: o Home o Work o Library

Size/Area • Approximately 2,000sqm

• Scaleable between: o Branch (600-

1,000sqm) o Shopfront/lounge

(100-250sqm) o Kiosks/bookshop

(<100sqm) o Dispensing

machine (<10sqm)

• N/a

Library Services

• Self-check available • Complete lending range,

including local studies • Computers/internet • Adaptable space • Comprehensive schedule

of programs

• Self-check terminals: o Branch (3

terminals) o Shopfront/lounge

(1 terminal) o Kiosks/bookshop (1

terminal) • Flexible / tailored lending

ranges: o Branch libraries

(20,000 stock) o Shopfront/lounge

(10,000 stock) o Kiosks/bookshop

(5,000 stock) o Dispensing

machine (150 stock)

• Computers/internet: o Branch libraries (20

computers) o Shopfront/lounge

(10 computers) o Kiosks/bookshop (5

computers) o Dispensing

machine (1 computer)

• Adaptable space • Limited schedule of programs • Focus on partnerships

• Online ordering • Meeting

room/program/activities bookings

• Reference/catalogue software:

o E Books o E Library o E Reference

• Training/educational software:

o E.g. Your Tutor, BLOGS

Hours • Extended to retail hours

• Extended to retail hours • 24 hours, 7 days

Council Services

• Customer/information services

• Video links with Council

• Customer/information services

• Video links with Council

• Online Council services/website access

Staffing • As per current • Scaleable between: o District facilities (as

per current) o Shopfront/lounge

(3 FTEs) o Kiosks/bookshop (2

FTEs) o Dispensing

machine (0.5 FTEs)

• Increased IT support (0.5 FTE)

Source: AECgroup

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STRATEGIES AND RECOMMENDATIONS

Strategic Vision Theme Community Vision Issues Council has outlined a comprehensive community vision and a series of

community plans to ensure this vision is realised by 2025. The activities that support these community plans need to be greater aligned with the services and activities that are delivered through the Knox Branch Libraries.

Strategy • Ensure Knox City Council’s Community Services Directorate and Branch Library business planning processes incorporates opportunities to integrate services and optimise delivery of activities and programs through the branch libraries.

Timeframe Engage with current planning cycle

Community Need Theme Young People and Families Issues ERL, through the Knox libraries, must position itself to become an

active partner with Council’s Municipal Early Years Plan, and with other early childhood educators and providers to ensure Federal funding opportunities can be actioned when available, to give the young families in Knox access to quality programs and relevant resources. Children’s library activities and story times should also be aligned with Council’s Early Years Plan outcomes and be integrated with other actions from this plan.

Strategy • Incorporate library services early years plan into the Knox branch library plans that aligns services and activities to Council’s early years plan.

Timeframe In line with the 2009-2012 Early Years Planning program

Theme Older People Issues The City of Knox is experiencing a growth in the proportion of residents

over 55 years, in line with the national trends of an Ageing population. Increased services and activities will be required in the future to establish a healthy Ageing culture. With increased ageing and decreasing mobility, it will be important to provide services that are accessible. This will include not only physical access but also the provision of services accessible on public transport routes and in co-location with other services.

Strategy • Investigate opportunities to partner and connect with other services to the aged to enable extension of existing library services to the aged.

Timeframe Short-term (1-3years)

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Theme Community Engagement Issues There has been a trend towards libraries becoming more involved in

community development and in developing strategies to build more cohesive and inclusive communities. Brisbane City Library provides an exemplary model in its focus on strategic partnerships and programming and the strategic positioning of the library to play a broader role for Council in the community to deliver on Council’s outcomes.

Strategy • Investigate opportunities for ERL and Knox Branch Librarians participation in community planning, social planning committees and community development programs to ensure library participation in and connection to community development in Knox City.


Theme Lifelong Learning Issues If the Council vision of a life long learning culture is to be realised then

significant, planned investment in the provision of increased Public Access PCs within the Knox Branch Libraries is required in the immediate term, with investment in staff resources to developing learning partnerships with local schools and their computer labs being made available for adult computer literacy classes with the library playing a co-ordination role should be planned for. This coordination role could also extend to the community learning opportunities already available in Knox and progress the existing digital community organisation database.

Strategy • Develop a community lifelong learning action plan that includes an audit of what is currently happening across the City

• Develop a coordinated approach to lifelong learning across the City


Public Image Theme Public Image Issues To retain relevance, libraries will be required to adapt to new

technologies and position themselves as important learning organisations where services continually change and improve to meet the information demands of the community. Libraries will need to rethink their traditional mainstay, the circulating collection. The concept of reading is changing: the cultural weight is more on visual/factual information in a variety of formats and less on reflective/entertaining book-oriented activity.

Strategy • Develop a promotional strategy that encompasses external and internal signage, marketing of the library and promotion of the virtual library


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Infrastructure Model Theme Knox Library Issues The Knox Library is presently located in leased space in the Knox

Shopping Centre. The lease expires in 2017 and the shopping centre management, AMP, has foreshadowed this lease will not be renewed. There are a number of improvements that could be made to this space. Beyond 2017, Council is planning a Knox Central Civic Precinct, which includes provision for a library that includes office space to accommodate ERL.

Strategy Improve library layout and services prior to 2017 including: • Shelving:

o Reduce maximum shelving heights to 120-180cm o Introduce genre shelving and labels o Increase flexibility of shelving

• Increase provision of technology: o Increase computer terminals including study areas o Provide ports for laptops including study areas o Introduce minimum of 3 x self-check terminals

• Improve shopfront: o Create displays along shopfront window

• Furniture: o Establish a furniture replacement program

Strategy Proactively participate in the planning for the Knox Central Civic Precinct and petition for: • Integrated learning centre concept • 2,000sqm of library space • 700sqm of office space for ERL Headquarters • Shared space with other service providers • Café and outdoor children’s play area • Stage 1 development to be completed by December 2016

Timeframe Short-term (1-3 years) Theme Rowville Library Issues The Rowville Library is presently located in leased premises in the

Rowville Shopping Centre. Structure Plans have been finalised for the shopping centres redevelopment in 2009-10. It is proposed the library will be relocated to a site fronting a new public square. Council has commenced negotiations with the developer.

Strategy Improve library layout and services prior to 2009-10 including: • Stock:

o Reduce stock levels to 20,000 to create more space • Shelving:


• Increase provision of technology: o Increase computer terminals including study areas o Provide ports for laptops including study areas o Introduce minimum 3 x self-check terminals

• Improve shopfront: o Create displays along shopfront window.

• Furniture: o Establish a furniture replacement program.

Strategy Proactively negotiate with shopping centre owner for: • 850sqm of library space Location fronting Gateway Square

Timeframe Short-term (1-3 years)

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Theme Boronia Library Issues The Boronia Library is the most modern in the Knox library service

having undergone a recent refurbishment. The Boronia Park Masterplan outlined a new precinct in Boronia Park which may present potential for a new library at Boronia Park. Alternatively, the library could be relocated to Boronia Central.

Strategy • Monitor usage trends following the recent refurbishment of the library and assess whether there are any structural changes in visitor numbers and library usage from the local catchment.

• Proactively participate in the planning for the new Boronia Park

Precinct and identify opportunities for the ongoing provision of library services in Boronia.

Timeframe Medium-term (3-10 years) Theme Ferntree Gully Library Issues The Ferntree Gully Library is located within the Ferntree Gully

Community Arts Centre. The library’s removed location reduces its usage and accessibility to the community.

Strategy • Undertake a local area needs analysis to determine community needs, which will inform the collocated services to be delivered with the community lounge-room model library.

• Proactively investigate the availability of leased premises within the

Ferntree Gully Village or Mountain Gate Shopping Centres for a community lounge-room model library, collocated with other community service providers identified in the local area needs analysis.

• Actively engage with the future structure plan processes for

Mountain Gate and Ferntree Gully.

Timeframe Medium-term (3-10 years) Theme Bayswater Library Issues There is no library in Bayswater presently. Residents in this area

predominantly utilise the Knox Central, Boronia and Ringwood Libraries.

Strategy • Monitor usage trends at the recently refurbished Boronia Library and assess whether there is increased usage from Bayswater.

• Undertake a local area needs analysis to determine community

needs, which will inform the collocated services to be delivered with the community lounge-room model library.

• Proactively investigate the opportunities in Bayswater Central for a

community lounge-room model library, collocated with other community service providers identified in the local area needs analysis.

• Assess available grant funding options that could be applied for to

assist with the funding required for the development of a new community-learning centre in Bayswater, at both State and Commonwealth Government levels.

Timeframe Medium-term (3-10 years)

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Opening Hours Theme Opening Hours Issues All Knox libraries are open on Saturday, with the Knox and Rowville

Libraries also open on Sundays. Each library is generally open to 8pm on weekdays, with the exception of Monday-Wednesday for the Boronia, Ferntree Gully and Rowville Libraries. The virtual library and its electronic resources are accessible at all times.

Strategy • Undertake a detailed analysis of opening hours and usage patterns to assess where activity and efficiency is lowest.

Timeframe Immediate (0-18 months) Mobile Library Service Theme Mobile Library Issues The current Mobile Library service is underutilised and the vehicle is in

immediate need of replacement. Investigation into flexible mobile service delivery options in light of the ageing population, is happening within the wider library industry.

Strategy • Develop the specification for a hybrid mobile library service delivered through a smaller more flexible vehicle that can deliver integrated Council, community and library services to targeted communities and customers.

• Develop a change management plan to transfer existing Mobile

Library Service delivery to the proposed new model once this has been determined

Timeframe Immediate (0-18 months)

Access to Public Transport Theme Public Transport Issues The existing Knox library branches are located close to public transport

services and major road arterials. Council is reviewing its cycle path plan across the Knox LGA.

Strategy • Review public transport services from areas within the LGA more than 1km from their closest library.

• Review access from railway stations and bus stops to libraries to

ensure appropriate street lighting and personal safety. • Proactively engage with transport planning staff within Council to

discuss future cycle path planning, provision of bike lockers and integration with the location of libraries and community facilities.


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Partnerships & Integration Theme Partnerships Issues There are opportunities for the Knox libraries to link in more effectively

with other groups, agencies and government departments. Further internal partnering in the provision of services and programs should also be developed, and opportunities to provide selected Council services from branch libraries should also be further investigated.

Strategy • Investigate potential partner tenants for a new community centre in Bayswater. Potential partners could be related to community health and services for children.

• Identify partnership opportunities for the proposed Knox Central

Library with service providers such as Neighbourhood House and University of the Third Age.

• Identify partnership opportunities with local schools and education

providers to increase usage of libraries amongst younger children.


Theme Integration Issues Integration of activities, actions and services needs to be undertaken at

the business planning stage and these opportunities to co-locate services and activities and integrate these with library services should be identified and forwarded through the existing Council planning processes. This will mean that a strategic planning resource will need to be provided for in the organisational structure of the ERL for Knox and also mean that the Branch Librarians of Knox need to be more fully integrated into the Council community services Units. Future infrastructure also needs to collocate community and Council services to ensure cost effective and efficient delivery of integrated services to the Knox community.

Strategy • Identify opportunities to co-locate services and activities • Ensure that business planning within the ERL and at Knox branch

level is aligned with Council directions

Timeframe Short to Medium term (1-5yrs) IT & Electronic Services Theme Virtual Library Issues Public libraries are well placed to provide access to information

technology and interact with their communities and users in meaningful ways to retain relevance into the future.

Strategy • Libraries must employ the power of information technology by emphasising new roles in their public services. Libraries must continue to offer the latest features of telecommunications, which integrate sound, text, data and images.

• Partnerships with other organizations have to be developed in the

rapidly expanding information universe. • Libraries must strive to promote the concept of end user

empowerment that is to link people with information without an intermediary.

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• Libraries must broaden the range of electronic services. • Investigation into the provision of downloadable media, extended

virtual reference services and the marketing of the virtual library to be undertaken.

Timeframe Short to medium term (1-5 years)

COUNCIL RESPONSE TO THE REVIEW At its Ordinary Meeting of 23 September 2008 Council adopted the Review’s strategies and recommendations with some modifications on the basis of community feedback from an extensive engagement process. The major modifications were: • that the Ferntree Gully Library would remain in its present location and a business

case for its expansion, refurbishment and computer equipment be prepared. Funding would also be sought from the State Government;

• that the provision of a library service to Mountain Gate Shopping Centre be considered; and

• that a Bayswater Library Reserve Fund be established. The detail of Council’s response and a summary of the feedback from the community engagement process can be found in Appendix B to this Review.

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Table of Contents EXECUTIVE SUMMARY......................................................................................... I TABLE OF CONTENTS....................................................................................... XIV INTRODUCTION ..................................................................................................1 1.1 PROJECT BACKGROUND..................................................................................... 1 1.2 PURPOSE OF THE REPORT................................................................................... 1 STRATEGIC CONTEXT..........................................................................................2 1.3 STRATEGIC PLANNING ...................................................................................... 2

1.3.1 KNOX VISION 2025............................................................................... 2 1.3.2 COMMUNITY AND COUNCIL PLAN 2006-2010 (2007 UPDATE) ............................. 2

1.4 SOCIAL PLANNING .......................................................................................... 3 1.4.1 KNOX COMMUNITY WELLBEING STRATEGY 2003-2006 ...................................... 3 1.4.2 MUNICIPAL EARLY YEARS PLAN – OFF TO A FLYING START 2005-2008.................... 3 1.4.3 YOUTH PLAN 2005 – 2009, YOUNG PEOPLE THE FUTURE OF OUR TOMORROW ............ 4 1.4.4 HEALTHY AGEING PLAN 2002-2006............................................................ 4

1.5 CULTURAL PLANNING ....................................................................................... 5 1.5.1 KNOX ARTS PLAN 2003-08 ..................................................................... 5

1.6 LIBRARY PLANNING ......................................................................................... 5 1.6.1 ERLC LIBRARY PLAN 2006-2010 .............................................................. 5 1.6.2 BEST VALUE REVIEW – LIBRARY SERVICES 2003-2008 ..................................... 6 1.6.3 LIBRARY REVIEW – OCTOBER 2005............................................................. 6 1.6.4 REGIONAL LIBRARIES COMMUNITY SURVEY 2007.............................................. 6

1.7 STRUCTURE PLANNING FOR ACTIVITY CENTRES .......................................................... 7 1.8 IMPLICATIONS FOR PLANNING & SERVICE DELIVERY..................................................... 7 PRODUCT & SERVICE REVIEW.............................................................................9 1.9 LOCATIONS .................................................................................................. 9 1.10 CATCHMENTS .............................................................................................. 13 1.11 OPENING HOURS .......................................................................................... 15 1.12 BRANCH LIBRARIES ....................................................................................... 16

1.12.1 SITES ............................................................................................. 16 1.12.2 FACILITIES ....................................................................................... 17 1.12.3 SPACE ............................................................................................ 20

1.13 MOBILE LIBRARY .......................................................................................... 21 1.14 VIRTUAL LIBRARY ......................................................................................... 22 1.15 IMPLICATIONS FOR PLANNING & SERVICE DELIVERY................................................... 22 BUSINESS PERFORMANCE & BENCHMARKS.......................................................24 1.16 BUSINESS PERFORMANCE................................................................................. 24

1.16.1 VISITOR NUMBERS............................................................................... 24 1.16.2 LOANS BY BRANCH............................................................................... 24 1.16.3 NEW MEMBERS................................................................................... 26 1.16.4 ENQUIRIES BY BRANCH.......................................................................... 27 1.16.5 INTERNET USAGE BY BRANCH .................................................................. 28 1.16.6 SUMMARY......................................................................................... 29

1.17 BRANCH COSTING......................................................................................... 30 1.18 COMPARATIVE PERFORMANCE ............................................................................ 31

1.18.1 COMPARATIVE LIBRARIES ....................................................................... 31 1.18.2 THE EASTERN REGIONAL LIBRARY CORPORATION ............................................ 32 1.18.3 POPULATION...................................................................................... 33 1.18.4 LIBRARY MATERIALS PER CAPITA ............................................................... 33 1.18.5 RATIO OF DISCARDS TO ACQUISITIONS ....................................................... 34 1.18.6 DISCARDS AS PERCENTAGE OF TOTAL STOCK................................................. 34 1.18.7 CIRCULATION PER CAPITA....................................................................... 35 1.18.8 TURNOVER OF STOCK............................................................................ 35 1.18.9 CIRCULATION PER STAFF MEMBER ............................................................. 36 1.18.10 TOTAL QUALIFIED STAFF / TOTAL FTE ................................................... 36 1.18.11 POPULATION PER QUALIFIED STAFF ....................................................... 37

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1.18.12 POPULATION PER TOTAL FTE .............................................................. 37 1.18.13 REGISTERED BORROWERS ................................................................. 38 1.18.14 BORROWERS AS PERCENTAGE OF RESIDENT POPULATION............................... 38 1.18.15 EXPENDITURE ON LIBRARY MATERIALS PER CAPITA...................................... 39 1.18.16 EXPENDITURE ON SALARIES PER CAPITA.................................................. 39

1.19 IMPLICATIONS FOR PLANNING & SERVICE DELIVERY................................................... 40 TRENDS & INFLUENCING FACTORS...................................................................41 1.20 DEMOGRAPHIC TRENDS................................................................................... 41

1.20.1 POPULATION GROWTH........................................................................... 41 1.20.2 DEMOGRAPHIC TRENDS ......................................................................... 46

1.21 DEVELOPMENT TRENDS ................................................................................... 48 1.21.1 COMMERCIAL CENTRES.......................................................................... 48 1.21.2 RESIDENTIAL DEVELOPMENT.................................................................... 50

1.22 TRANSPORT AND ACCESS TRENDS....................................................................... 51 1.23 SOCIETAL AND CULTURAL TRENDS ...................................................................... 51

1.23.1 COMMUNITY ENGAGEMENT ...................................................................... 51 1.23.2 LIFELONG LEARNING............................................................................. 52 1.23.3 BUILDING COMMUNITIES........................................................................ 53

1.24 LIBRARY INDUSTRY TRENDS.............................................................................. 54 1.24.1 VALUE AND PUBLIC IMAGE OF LIBRARIES...................................................... 54 1.24.2 COMMUNITY NEED ............................................................................... 54 1.24.3 COMPETING SERVICE PROVIDERS .............................................................. 55 1.24.4 LIBRARY PLANNING & DESIGN.................................................................. 56 1.24.5 INNOVATIVE LIBRARY MODELS ................................................................. 57 1.24.6 LIBRARY PARTNERSHIPS AND INTEGRATION ................................................... 58

1.25 ENVIRONMENTAL AND SUSTAINABILITY TRENDS........................................................ 59 1.26 INFORMATION AGE AND TECHNOLOGICAL TRENDS ..................................................... 59 SERVICE DELIVERY MODEL OPTIONS................................................................62 1.27 STRATEGIC PRINCIPLES................................................................................... 62 1.28 STRATEGIC PLANNING CONTEXT ......................................................................... 62 1.29 SERVICE DELIVERY MODEL OPTIONS.................................................................... 63

1.29.1 POSSIBLE NETWORK MODELS .................................................................. 63 1.29.2 COST-BENEFIT ASSESSMENT OF INNOVATIVE SERVICE POINTS............................. 63 1.29.3 PREFERRED NETWORK MODEL .................................................................. 65

1.30 SERVICE DELIVERY POINT OPTIONS..................................................................... 65 1.30.1 CENTRAL LIBRARY: KNOX....................................................................... 65 1.30.2 POINT OF PRESENCE: ROWVILLE ............................................................... 66 1.30.3 POINT OF PRESENCE: BORONIA ................................................................ 67 1.30.4 POINT OF PRESENCE: FERNTREE GULLY ....................................................... 68 1.30.5 POINT OF PRESENCE: BAYSWATER ............................................................. 68 1.30.6 MOBILE LIBRARY SERVICE ...................................................................... 69 1.30.7 VIRTUAL LIBRARY ................................................................................ 69

STRATEGIES & RECOMMENDATIONS.................................................................70 1.31 STRATEGIC VISION ....................................................................................... 70 1.32 COMMUNITY NEED ........................................................................................ 70 1.33 PUBLIC IMAGE ............................................................................................. 71 1.34 INFRASTRUCTURE MODEL................................................................................. 71 1.35 OPENING HOURS .......................................................................................... 73 1.36 MOBILE LIBRARY SERVICE................................................................................ 73 1.37 ACCESS TO PUBLIC TRANSPORT ......................................................................... 74 1.38 PARTNERSHIPS & INTEGRATION.......................................................................... 74 1.39 IT & ELECTRONIC SERVICES............................................................................. 75 REFERENCES ..................................................................................................... 77 APPENDIX A: DEMOGRAPHIC TABLES ...............................................................78 APPENDIX B: COUNCIL RESPONSE TO THE REVIEW OF LIBRARY

INFRASTRUCTURE AND SERVICE DELIVERY..............................................92 APPENDIX C: TRENDS AND RELEVANT MODELS ................................................95

Final Report Job No. 73258 xv


APPENDIX D: TRENDS IN PROCUREMENT .......................................................118

Final Report Job No. 73258 xvi


Introduction

1.1 Project Background

The Knox City Council’s (‘Council’) library service is provided by the Eastern Regional Libraries Corporation (‘ERL’). The ERL also provides library services to the City of Maroondah and the Shire of Yarra Ranges. In the City of Knox there are four branch libraries, sited at Wantirna South, Boronia, Rowville and Ferntree Gully, and a Mobile Library. There is also the ERL website which offers access to online library services. One of the City of Knox’s visions is to ensure that by 2025 the City will be recognised for being culturally rich, with active communities. It has been identified that a key initiative to help realise this vision is the provision of public libraries that are well-designed learning centres and community hubs that offer a wide range of opportunities and activities to reduce social exclusion within the community.

1.2 Purpose of the Report

The purpose of this study is to conduct a review of the current library infrastructure in Knox to determine a sustainable library infrastructure model that enables Council to service the needs of its community for the next 50 years. This future library infrastructure model will set access standards (physical and geographical) for each of the suite of services delivered by Knox’s libraries and after determining these, and taking into account contemporary library planning tools, establish the size and broad location for Knox’s library infrastructure into the future. The specific objectives of the project are: • Develop a branch infrastructure model for Knox’s library service that enables Council

to deliver best practice and contemporary library service services for the immediate and longer term;

• Develop a model that is sustainable and is in accordance with triple bottom line

principles; • Develop a model that allows all people to feel a sense of belonging to their

community and facilitates social belonging; • Develop a model that maximises access to and linkages between public transport and

cycle paths and library branches; • Develop a model that has the capacity to optimise opportunities for partnerships, the

sharing of resources and the co – location of services; • Develop a model that considers Knox’s ageing population and changes the image of

libraries, particularly to young people who are under represented in patronage levels; • Develop a model that maximises opportunities for innovative IT or service solutions; • Identify opening hours regimes and approaches in line with the different

infrastructure options being recommended; and • Develop a model that supports the prosperity of businesses in Knox.

Final Report Job No. 73258

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Strategic Context The following section provides a detailed summary of the findings of a number of key literature and strategic planning material relevant to the study. A brief overview of the key findings of each piece of literature is provided below, including implications for the City of Knox Library Infrastructure Review.

1.3 Strategic Planning

1.3.1 Knox Vision 2025

Knox Vision 2025 describes the community’s hopes and aspirations for the future to be achieved by 2025. Seven key strategic themes were identified through extensive community consultation as being pivotal to achieving a sustainable community. These themes are: • Healthy, connected communities: a safe place to live; • Culturally rich and active communities: community wide and local events, festivals

and activities; • Dynamic services and facilities: leading edge partnerships; • Accessible transport choices: excellent public transport options; • Sustainable natural environment: sustainable living; • Balanced quality urban development: enhanced garden ambience; and • A prosperous modern economy: a global economy. The Vision addresses a number of community needs within its strategies. This includes the need to provide local libraries that are well-designed learning centres and information hubs that offer a wide range of opportunities and activities to reduce social exclusion and isolation within the community.

1.3.2 Community and Council Plan 2006-2010 (2007 Update)

The Community and Council Plan 2006-2010 was updated in early 2007 and sets the overall strategic direction for Council over the next fours years towards achievement of Vision 2025. The Community and Council Plan, developed in accordance with the consultation process described under the Local Government Act 1989 (Section 223) presents a four-year plan detailing the strategic objectives, strategic direction, and outcome indicators of Council. A Strategic Resource Plan is also included. Council has adopted seven (7) strategic objectives drawn from Council’s Mission and from the key themes of Vision 2025. Council’s strategic objectives are: healthy, connected communities, culturally rich and active communities, dynamic services and facilities, accessible transport choices, sustainable natural environment, balanced quality urban development and a prosperous modern economy. Those strategic directions that are of most relevance to the library service are reproduced below: Culturally Rich and Active Communities Council’s Strategic Objective under this theme is:

“To improve opportunities for community members to participate in a vibrant community life.”

A number of key strategies were identified for Council to achieve the objective, they are: • Improve Council’s library facilities and services to meet contemporary community

needs; • Encourage Life-long Learning; • Develop community hubs that incorporate the arts, natural environment, heritage,

community services, business and open space; and • Improve accessibility to community facilities for people of all abilities.


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1.4 Social Planning

1.4.1 Knox Community Wellbeing Strategy 2003-2006

Knox City Council adopted the Community Wellbeing Strategy in 2003 to support and further develop health and wellbeing of the city, using a strategic framework, community health and wellbeing profile and an action plan. Under the Health Act 1958 (Sections 29A and 29 B), Knox City Council is required to develop a Municipal Health Plan for the City. The Knox Community Health and Wellbeing Strategy (2003-2006) is based on a ten year vision for the Knox community where the aim is for the community to: • Enjoy life; • Take on change and challenge; • Cope with injury, illness, pain disappointment and sadness; • Have confidence in themselves; and • Participate in social and economic life. The Knox Community Health and Wellbeing Strategy will be a mechanism to assist Council achieve its overarching objectives of creating “caring and safer communities” and “vibrant and connected communities.”

1.4.2 Municipal Early Years Plan – Off To a Flying Start 2005-2008

“Off to a Flying Start”, Council’s Municipal Early Years Plan, developed in 2005, provides a strategic three-year framework for the provision of services and facilities for families with children aged from birth to twelve years throughout the municipality. The Plan identifies important early years priorities and proposed actions, and is incorporated into Council’s Annual and Family and Children’s Services Department Business Plans. The Plan aligns with Council’s Vision 2025 under four key result areas of: caring and safe communities, vibrant and connected communities, people and organisational excellence and sound stewardship. Similarly, the Community and Council Plan 2006-2010 under key results area of “Caring and Safe Communities” aligns with the Early Years Plan. Knox’s vision for the Early Years is: “Knox Children: nurtured by their families, neighbourhoods and service providers towards optimal health, wellbeing and development.” “Knox families, neighbourhoods and organisations: deeply committed to and knowledgeable about promoting children's health, wellbeing and developmental opportunities.” The objectives and strategies of the Plan that are pertinent to the review include: • Provide information about the importance of the early years and of nurturing for

children’s current and future heath, development and wellbeing; • Acknowledge issues affecting families, children and neighbourhoods; • Promote service partnerships and enhancements to assist families, children and

neighbourhoods; and • Facilitate collaborative community activities and development. The following table outlines Council’s current role in providing library services for families and children:


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Table 2.1: Services for Families – Early Years Plan 2005-2008 Service / Action Service / Facility Provision Community Strengthening

Libraries Four libraries in Knox and one mobile library;

Children’s programs in the libraries include:

• Pre-school Story Time

• Children’s Holiday Program

• After School Activities

• Homework Program for CALD children

• Literacy Program for Parents

Families are supported to enhance their children’s literacy skills.

Source: Municipal Early Years Plan – Off To a Flying Start 2005-2008

1.4.3 Youth Plan 2005 – 2009, Young People the Future of Our Tomorrow

The Knox Youth Plan is a working guide to further the strategies identified in other planning documents for the Knox City Council and applies to young people, their families, and key internal and external stakeholders involved in service planning and delivery to young people. Young people are defined as:

‘those aged between 10-25 years who live, work, study, recreate or are significantly attached to the City of Knox’2.

The Youth Plan has five key vision statements, a set of four articulated aims and nine defined principles, and supports the objectives of the Knox Vision 2025 found within the key result area of Caring and Safe Communities. The strategies relating to young people identified in Council’s Community and Council Plan 2004-2008 are also incorporated in the Youth Action Plan. This current plan builds on the previous Council Youth Plan 2001-2003 and is organised around four key result areas: • Valuing and involving all young people: provision of information and access to

services, youth participation and consultation, positive profile of young people. • Strengthening and connecting our young people: health and wellbeing including

family issues/support, mental health, drugs and alcohol, and accommodation. • Young people learning and working: school retention, vocational education, school

transition, and employment and training. • Young people and places and spaces: promoting youth participation in the arts and

cultural activities, recreation and leisure opportunities including structures and unstructured activities, access to and use of public and open space, community safety and transport.3

The key result area four, Young people and places and spaces has the following Goal:

‘To increase our young people’s access to both the built and natural environments. To promote opportunities for young people to safely participate in leisure and recreational activities and to address identified barriers which impede young people’s participation’4.

1.4.4 Healthy Ageing Plan 2002-2006

Council endorsed its Healthy Ageing Plan in April 2002, which was developed in consultation with the community via surveys, focus groups, interviews and forums. The Healthy Ageing Plan provides fourteen visionary statements for a healthy ageing community and provides background information and specific targets and actions to address them over a five-year period. The Plan complements a number of high-level strategic planning documents across a number of different areas in Council. Older residents are defined as people aged over 55 years but may refer to people aged 45 years and over in some cases. 2 Knox Youth Plan 2005-2009 pp 5 3 ibid pp 14 4 ibid pp 86


4


Council’s vision for older residents is to: “enhance the wellbeing of our existing older residents and to establish a healthy ageing culture for the next generation of older residents.” The strategies relating to older people that have been identified in Council’s Corporate Plan 2001-04 are also incorporated in the Healthy Ageing Plan.

1.5 Cultural Planning

1.5.1 Knox Arts Plan 2003-08

The Knox Arts Plan 2003-08 articulates Council’s vision for the arts in the context of the Corporate Plan and aims to increase community recognition of the value of the arts in Knox. Knox’s vision for the arts is:

“A culturally enriched community that values, attends and participates in the arts.” The Plan is set out in four documents covering a summary of the key findings, research and analysis, an overview of the implementation plan for each key area of development and a detailed implementation plan for each of the five years. The Arts Plan identifies six strategic direction, eight principles that drive Council’s support for the arts, and identifies the key attributes and key challenges for the arts in Knox. One of the key recommendations of the plan is to:

“Develop a master plan for the development of infrastructure integrating the visual arts program and service development, and includes the Civic Centre, Ferntree Gully Community Arts Centre and the redevelopment of libraries”

1.6 Library Planning

1.6.1 ERLC Library Plan 2006-2010

The Eastern Regional Library Corporation (ERL) adopted a four-year Library Plan in line with principles from the ERL Best Value Review and in accordance with the Local Government Act. Community members were consulted regarding their requirements and aspirations for library services in the three municipalities as part of the Review. The ERL Plan 2006-2010 articulates the vision, mission and values of ERL by focusing on five key strategic areas. These include: • Good Governance: accountable and responsible management of the community’s

library services; • Community: strong communities provided with opportunities for connection and

interaction; • Library resources and systems: resources and systems that meet the diverse

interests and needs of our communities; • Accessibility and inclusion: universal accessibility for all; and • Service excellence: a positive experience for all visitors. Each key area has a strategic objective and an action plan with measures and targets. Implementation of strategies within the five Key Areas will be achieved within the context of the ERL Strategic Resource Plan, the Best Value Continuous Improvement Plan, service plans including the Information and Communications Technology Plan and the Marketing Plan, and policies including Collection Development and Information Services.


5


1.6.2 Best Value Review – Library Services 2003-2008

During 2004/05, ERL library patrons were invited to fill in a short questionnaire after visiting a library. The form asked about the purpose of the visit, the quality of service they received during the visit and what they would like to hear more about. A total of 260 Surveys were collected during the 2004/05 period. The ERL Best Value Review incorporated a plan of Continuous Improvement for 2003-2008. In addition to on-going improvements ERL implemented the following initiatives from the Continuous Improvement Plan during 2004/2005: • Several new initiatives were introduced to loans policies that have improved

customer service; • The Food for Fines Amnesty encouraged lapsed users to return to the library,

provided the opportunity for overdue library materials to be returned, provided food for local relief organizations, and provided some excellent publicity for the library service within the community;

• A Roster Review was conducted that resulted in greater efficiencies in ERL rostering

practices; and • ERL continued to offer community groups the opportunity to have their databases

hosted on the ERL website.

1.6.3 Library Review – October 2005

This report documents the key findings of a structural and service delivery review within Knox City Council. Released in October 2005, the review was undertaken by Library Consultancy Services Pty Ltd and sought to identify the key issues affecting the direction and performance of the City’s libraries, including the Mobile Library Service. Key recommendations arising out of the review include: • That Council commences discussions with the City of Maroondah and the Shire of

Yarra Ranges with regard to a corporate and organisational restructure of ERL; • That Council establishes a business planning process with the aim of evaluating

current library performance and development of a long-term service development and resource plan;

• That Council phases out the Knox Mobile Library Service; • Redirects resources to elderly services; • Development of a Library Elderly Services Plan; and • Plans for the medium-term redevelopment of Knox Library.

1.6.4 Regional Libraries Community Survey 2007

The Regional Libraries Community Survey was conducted in November 2007 by Nexus Research, targeting residents within the boundaries of the nine library organisations that comprise the Regional Libraries Syndicate of 2007. The survey has been conducted since 1997 and aimed to gauge resident’s usage, perceptions and satisfaction with their Public Library services. A total of 2,715 respondents (users and non-users) were recorded. Key findings from the survey included: • Over half the sample had visited a public library within the last 12 months (51%),

with females comprising the majority of usage;


6


• The majority of survey respondents placed a high level of importance on the provision of a comprehensive public library service;

• The most important aspects were staff courtesy and knowledge, range and quality of

books for adults and ease of locating a book or information; • In terms of satisfaction, female users and users over 55 years of age were the most

satisfied; and • Highest levels of satisfaction were recorded for staff courtesy, helpfulness and

knowledge, lending services, parking and the presentation of the library buildings.

1.7 Structure Planning for Activity Centres

Council and the private sector have completed a range of structure plans for its major activity centres with references to and implications for library services. The Knox Central Urban Design Framework aims to create a mixed-use activity centre to establish Knox as the commercial, community, entertainment, leisure and employment focal point and as the heart of the municipality. The Knox Central Urban Design Framework sets clear design objectives for each precinct within the study area. The Framework aims to establish a physical heart to the Knox Central activity centre servicing all of the municipality through a Civic Precinct. The Civic Precinct will provide integrated civic facilities with related entertainment, leisure, recreation and commercial services. The Bayswater Structure Plan outlines the intention of creating opportunities for the collocation of community facilities within the activity centre which support the health and well being of the community, including a library branch, educational facility, child care service and/or community hall. The library is identified as a priority local service requirement. The Boronia Structure Plan proposes the creation of a Boronia Park Community Facilities Precinct. This area would be highly visible, accessible and understood by the community as a precinct. Urban design improvement to the northern edge of Boronia Park will provide a highly amenable outlook for facilities with an address and access via the park. Active facilities and services will be encouraged at ground floor level, with less active uses on upper levels. The Structure Plan indicates the potential relocation of the Boronia Library would provide a new building with frontage to both the park and Boronia Road. The Stud Park Shopping Centre Structure Plan provides a broad framework for the future development (land use and built form) of the centre. The key features of the Stud Park Structure Plan are: A new main street and town square connecting the Community Centre and Stud Rd; an expansion of the shopping centre in the future; reconfigured car parking, including underground parking; and a relocated and improved public transport interchange. The Structure Plan indicates the library will be relocated to Gateway Square at the eastern end of Main Street featuring cafés, retail, services, businesses and community facilities. The Structure Plan indicates the important principles for this space are to ensure the eastern gateway open space is sufficient in size for its purpose, active uses are located on the lower levels of buildings fronting the open space and open space provides suitable integration with the land to the east.

1.8 Implications for Planning & Service Delivery

Council has outlined a comprehensive community vision and a series of community plans to ensure this vision is realised by 2025. The activities that support these community plans need to be greater aligned with the services and activities that are delivered through the Knox Branch Libraries. ERL, through the Knox libraries, must position itself to become an active partner with Council’s Municipal Early Years Plan, and with other early childhood educators and providers to ensure Federal funding opportunities can be actioned when available, to give the young families in Knox access to quality programs and relevant resources. Children’s


7


library activities and story times should also be aligned with Council’s Early Years Plan outcomes and be integrated with other actions from this plan. If the Council vision of a life long learning culture is to be realised then significant, planned investment in the provision of increased Public Access PCs within the Knox Branch Libraries is required in the immediate term, with investment in staff resources to developing learning partnerships with local schools and their computer labs being made available for adult computer literacy classes with the library playing a co-ordination role should be planned for. This coordination role could also extend to the community learning opportunities already available in Knox and progress the existing digital community organisation database. Integration of activities, actions and services needs to be undertaken at the business planning stage and these opportunities to co-locate services and activities and integrate these with library services should be identified and forwarded through the existing Council planning processes. This will mean that a strategic planning resource will need to be provided for in the organisational structure of the ERL for Knox and also mean that the Branch Librarians of Knox need to be more fully integrated with the Council’s Community Services Directorate. Future infrastructure also needs to collocate community and Council services to ensure cost effective and efficient delivery of integrated services to the Knox community. The various structure plans for activity centres in Knox make reference to library facilities. The Knox Central Urban Design Framework proposes a Civic Precinct including an expanded library in Knox Central. The Stud Park Shopping Centre Structure Plan outlines the relocation of the library fronting a new public square as part of the shopping centre’s redevelopment. The Boronia Structure Plan proposes the creation of a Boronia Park Community Facilities Precinct with a relocated library to the northern end of the Park fronting Boronia Road. The Bayswater Structure Plan outlines the intention of creating opportunities for the collocation of community facilities within the activity centre which support the health and well being of the community, including a library branch.


8


Product & Service Review

1.9 Locations

The library service in the City of Knox forms part of the Eastern Regional Libraries Corporation (ERL), a cooperative venture of three outer eastern metropolitan Councils: • Knox; • Maroondah; and • Yarra Ranges. ERL is the largest library system in Victoria with 13 branch libraries and 3 mobile libraries (see Figure 3.1 for the location of the 13 static branch libraries). The closest of these branches to Knox is the Ringwood Library to the north and Belgrave Library to the east.

Figure 3.1: Eastern Regional Libraries

Source: AECgroup The library service in the City of Knox comprises: • Branch Libraries (see Figure 3.2):

o Knox L e S Wantirna So The library houses the main rn Reg braries reference collection.

oronia Libr ated in Park Crescent, Boronia

Ferntree Gu rary loca Ferntree Commun tre at 1010 Burwoo ly.

Rowville Lib cated in the Stud Park Shop entre o Road, Rowville.

ibrary locat d in the Knox hopping Centre at 425 Burwood Highway,uth. Easte ional Li

o B

ary loc .

o lly Lib ted in the Gully ity Cend Highway, Ferntree Gul

o rary lo ping C n Stud


9

R

FiJ

eview of Library Infrastructure

nal Report ob No. 73258

10

• (see for

Visits variou ncluding small ng centres and retirement villages.

• :

ite, ding access to a ty and

he Knox Local Government Area is 113.8sq km in size. This relatively small geographical area means the libraries within Knox are located in relatively close proximity. In fact, the greatest distance to a library from any suburb is 3.0km in Lysterfield (see Table 3.1).

Table 3.1: Distance between Libraries and Suburb Centres

Mobile Library Figure 3.2 routes):

o s areas of Knox i er shoppi

Virtual Library

o Housed on the ERL webs provi range of communilibrary information services and electronic resources.

T

Suburb Knox Library Rowville Library Ferntree Gully Library Boronia Library

Bayswater 3.5km 8.5 km 5.5 km 2.5 km

Boronia 4.5 km 8.0 km 3.5 km 0.5 km

Ferntree Gully 4.0 km 6.0 km 1.0 km 2.5 km

Knoxfield 2.5 km 3.5 km 3.5 km 4.5 km

Lysterfield 7.0 km 4.5 km 3.0 km 6.0 km

Rowville 6.0 km 1.0 km 5.0 km 7.0 km

Scoresby 3.0 km 3.0 km 5.5 km 6.0 km

The Basin 6.5 km 9.5 km 4.0 km 2.5 km

Upper Ferntree Gully 7.0 km 7.0 km 1.0 km 4.5 km

Wantirna 1.0 km 7.0 km 6.0 km 4.5 km

Wantirna South 1.5km 5.5 km 6.5 km 5.5 km

Notes: The distance is as the crow flies between the library and the residential centre of the suburb. Source: Whereis.com, AECgroup


nal Report ob No. 73258 11

Figure 3.2: Location of Knox Branch Libraries and Mobile Library Route

Source: Knox City Council

R

FiJ


1.10 Catchments

Each public library generally services a catchment. When defining a catchment area for a library, the following factors are considered: • Library usage trends across suburb areas; • Size, role and services of each library; • Relative location to other Eastern Regional Libraries; • Location of each library relative to community/retail centres; • Transport and access corridors and general traffic flows; and • Geographic, physical and natural barriers. The availability of library usage data across each postcode in Knox provides a strong indication of the geographic area of each library catchment (see Figure 3.3). Table 3.2 details the suburbs and matching postcodes. The Knox Library is the most frequented library by residents with a 3152, 3153, 3179 and 3180 postcode. Residents with a 3154 and 3155 postcode most commonly visit the library at Boronia. The Ferntree Gully Library attracts the most users from the 3156 postcode while the vast majority of library uses with a 3178 postcode frequent Rowville Library. It should also noted 6.2% of residents in the Knox LGA are members of a Maroondah library and 1.6% of a Yarra Ranges library.

Table 3.2: Suburbs and Postcodes

Suburb Postcode

Bayswater 3153

Boronia 3155

Ferntree Gully 3156

Knoxfield 3180

Lysterfield 3156

Lysterfield Balance 3156

Rowville 3178

Scoresby 3179

The Basin 3154

Upper Ferntree Gully 3156

Wantirna 3152

Wantirna South 3152 Source: AECgroup

Final Report Job No. 73258 13


Figure 3.3: Library Loans by Postcode

Source: AECgroup Based on the analysis above, four library catchment areas are defined within the Knox LGA. The catchments have been defined using areas within the LGA boundary only. There is acknowledgement there is cross utilisation of library services within the Eastern Regional Library service, particularly for the Knox City Library. Each of the catchment areas account for at least 70% of its loans activity at each library branch. The four library catchments are described as follows: • Knox: Knoxfield, Scoresby, Wantirna and Wantirna South; • Boronia: Bayswater, Boronia and The Basin. • Ferntree Gully: Ferntree Gully, Lysterfield and Upper Ferntree Gully; and • Rowville: Rowville and Lysterfield Balance. It should be noted that while a higher proportion of Bayswater residents use the Knox City Library, the patronage of the Boronia Library from this same suburb is more significant to the loans base of the Boronia Library. It is for this reason Bayswater has been defined in this catchment. The surrounding libraries in the ERL network of Belgrave, Croydon and Ringwood also serve Knox residents with a total of 3,269 residents who are members of these libraries. Bayswater residents represent the major group of these members for both Ringwood and Croydon.



Figure 3.4 illustrates the location of library branches within Knox and their respective catchments, as defined for the purposes of this study.

Figure 3.4: Knox Library Catchments

Source: AECgroup

pening Hours 1.11 O

at h the Knox and Rowville Libraries also open on Sundays.

can be accessed 24 hours a day, 7 days a week.

The opening hours for the branch libraries are outlined below. It is noted that no branch library opens before 10:00am on a weekday or weekend. All libraries are open on

urday, witS • Knox Library: Mon-Fri 10.00am-8.00pm, Sat 10.00am-5.00pm, Sun 1.00pm–

4.00pm. • Boronia Library: Mon-Wed 10.00am-8.00pm, Thurs & Fri 10.00am-5.30pm, Sat

10.00am-1.00pm. • Ferntree Gully Library: Mon-Wed 10.00am-8.00pm, Thurs & Fri 10.00am-5.30pm,

Sat 10.00am-1.00pm. • Rowville Library: Mon-Wed 10.00am-5.30pm, Thurs & Fri 10.00am-8.00pm, Sat

10.00am-1.00pm, Sun 1.00pm-4.00pm. The ERL Virtual Library



The Knox Mobile Library operates with a regular weekly timetable. The library records 23.25 contactable hours per week.

1.12 B

1.12.1 S

usaLibrwith •

nd an Op Shop are located opposite in an extension to the shopping centre. Parking is sufficient outside of peak retailing

•

ll periods. The primary locational advantage of the library is its pleasant aspect southeast over a creek and

•

community. However, the key locational advantage is the library’s collocation with

•

clock tower. However, the northern entrance is not the main entrance to the shopping centre and there is a lack of pedestrian traffic through the centre to the library. Parking is in significant supply and there is ready access to public transport. There is no capacity for the expansion of the library within its current tenancy. The shopping centre is being redeveloped and planning is underway for a new library siting.

ranch Libraries

ites

There are a number of desirable site characteristics for public libraries to maximise their ge and integration within the community (see Table 3.2). The Knox and Rowville aries are the best-located libraries relative to the site criteria, reflecting their location in major shopping centres. The site characteristics of each library are described as:

Knox Library: Located within the AMP Knox Shopping Centre. The library has been a tenant of the shopping centre for more than 30 years. The library is located on the ground floor fronting a major pedestrian walkway linking shops with parking, providing the library with high exposure from pedestrian traffic flows. However, patronage of the library is lower when the shopping centre is closed and the library still operating. The Commonwealth Bank a

periods. There is ready access to public transport. There is no capacity for future expansion within the existing tenancy or in other locations within the shopping centre. The shopping centre manager, AMP, has foreshadowed the library’s lease will not be renewed when it expires in 2017.

Boronia Library: Located 300 metres southwest of Boronia Central on a site owned by Council. The library’s removed location from the commercial centre without street frontage, compounded by a lack of external signage, reduces its exposure and visibility to the community. An adjacent basketball stadium is highly utilised and provides additional pedestrian exposure. Parking for the library is shared with the basketball stadium and is heavily utilised in peak basketba

green space. The library is also located within walking distance of bus and train services at Boronia. Expansion potential of the library building into adjacent green space may be limited due to geotechnical issues. There is limited ability to increase the amount of parking for the library and basketball facility.

Ferntree Gully Library: Located within the Ferntree Gully Community Arts Centre approximately 200 metres from a Safeway supermarket and 1km from the Mountain Gate Shopping Centre. Council owns the site and building. The library is in a removed location from nearby commercial activity without street frontage to the Burwood Highway, compounded by a lack of signage, reducing its exposure and visibility to the

other community facilities and its pleasant aspect and surroundings including a large decked outdoor area. Parking is shared at the rear of the building. There is some potential for future expansion of the library building into the decked outdoor area and surrounding green space. The library is in walking distance to bus and train services.

Rowville Library: Located within the Stud Park Shopping Centre. The library’s tenancy is located at the northern entrance to the shopping centre under the clock tower with high exposure to surrounding parking areas and signage on the



Table 3.2: Site Characteristics of Existing Libraries

Site Characteristic Knox Boronia Ferntree Gully Rowville

Main street or shopping area location High visibility from the street and shopping area Street frontage for the ground floor of the library High level of personal and property safety Close to and/or accessible from educational facilities Walking distance from public transport Full accessibility for people with limited mobility Potential for outdoor area Priority pedestrian access Access to convenient and safe car parking Access to community buses, mobile libraries and deliveries Potential for future expansion

Source: AECgroup The tenure of the existing libraries is described in Table 3.3. Council leases tenancies for the Knox and Rowville Libraries from AMP and ING, respectively. These lease fees comprise outgoings only with no commercial rent. Council owns the site and buildings for the Boronia Library and Ferntree Gully Community Centre. The site valuation in 2006 of the Boronia Library and Ferntree Gully Community Centre was $106,800 and $771,000.

Table 3.3: Tenure of Existing Libraries

Facility Tenure 2006 Site Valuation 2006-07 Rental Lease Expiry

Knox Library Leased from AMP $93,426 2017

Boronia Library Council Owned $106,800

Ferntree Gully Community Centre Council Owned $771,000

Rowville Library Leased from ING $23,770 2064Source: Knox City Council

1.12.2 Facilities

The building characteristics of each library are described in Table 3.4. ERL are responsible for the collections/stock and staffing of each of the libraries, while Knox City Council is responsible for the buildings, furniture, equipment, repairs and maintenance, insurance and lease payments. The Boronia and Ferntree Gully Libraries were constructed in the 1980s and have replacement costs of $1.44 and $1.66 million, respectively. The insurance valuations of the buildings in 2006 were $1.75 million and $2.02 million, respectively. These two libraries recorded routine and cyclical maintenance of $24,000 and $50,000 in 2006-07. The Boronia Library has recorded the most recent internal refurbishment, reopening in March 2008. Relatively small amounts of repair have taken place at the leased Knox and Rowville Libraries, with recent repair requirements at Rowville reallocated to Boronia given the impending move from the Rowville Library tenancy.



Table 3.4: Building Summary of Existing Libraries

Knox Library Boronia Library Ferntree Gully Community Centre

Rowville Library

Year Constructed 1986 1980 1989

Internal Area (sqm) 891 600 807 (286 library) 651

External Area (sqm) 146

Construction Material Brick Brick

Insurance Valuation (2006) $1,750,000 $2,021,000

Replacement Cost (2006) $1,436,000 $1,658,000

Maintenance (2006-07)

Routine $10,043 $16,735 $23,503 $3,584

Cyclical $0 $7,415 $26,233 $0Source: Knox City Council There are also a number of desirable facility characteristics for public libraries to maximise their usage and integration within the community. Overall, the recently refurbished Boronia Library is the most modern library in the network, responding to a number of changing trends such as technology and meeting new design, layout and functionality approaches. The other library branches are located in either ageing Council owned buildings or long-term tenancies in shopping centres. Each of the libraries delivers a range of programs and services. All libraries have some flexibility in areas to deliver these programs. The Rowville and Boronia Libraries have activity rooms available for hire while Ferntree Gully has an outdoor deck shared with other community centre tenants. The Knox Library activity area is the smallest space and does not by itself adequately meet the needs of user groups, particularly larger groups. Each of the activity rooms do not have external access to allow third party user groups to use the rooms outside of library operating hours. It is identified that all of the libraries record low integration of smart technology including self-check terminals, dispensing machines, self-help desks, quick use computers, wireless technology, TVs, Play Stations, ports for laptops and wireless networks, audio-visuals and CD-ROMS. The refurbished Boronia Library has responded to some of these needs. The facility characteristics of each library are described as: • Knox Library: The library records a limited range of programs and services delivered

from a small, elongated activity room while to cater for larger groups, the library has introduced a flexible open plan activity area with moveable shelving and displays. The library contains a feature space for popular collections and audiovisual items. The library’s back rooms include stock processing and storage areas, and loading bay for the library courier service. The library has created a range of lounge and study areas. The following issues are identified with the current facility:

o Minimal natural light; o Low ceilings; o High shelving; o Height of reference collection shelving; o Low number of computers; o Closed entrance; o Large front desk; o Separate entry and exit; o No window/shopfront display; o No activation of window frontage; o Internal access only to activity room; and o Poor signage to toilets.

• Boronia Library: The library has recently been refurbished and reopened in March

2008. The library’s refurbishment has created a modern library with new furniture, fittings, colour schemes and technology, making the most of available natural light



through a sky roof. The library responds to current library planning approaches and makes favourable use of available space and development options. A number of separate lounge and children’s areas have been created. The refurbishment also removed the walled entrance to the library. Following the refurbishment, the main issue for the library is increasing the number of computer terminals. The refurbishment has included plasma TV screens with controlled access to TV programming. A loading bay is used for the mobile library service.

• Ferntree Gully Library: The library is located within the Ferntree Gully Community

Arts Centre. The library meets the majority of the facility criteria with the only issues relating to the low number of computers, large circulation and reference desks, and the high shelving in the non-fiction area. The library has shared access to an outdoor deck to conduct activities. The building’s high ceilings and windows to the outdoor areas provide strong natural light.

• Rowville Library: The library operates a number of programs and services from its

activity room. The front and side sections of the library face windows, providing an opportunity for display but also restricting wall space for shelving and furniture. These windows and a small outdoor area provide the library with positive natural light but also create bleaching of some books and their jackets. The library also has access to an uncovered, outdoor, courtyard at the front side of the building (though this is not part of the lease) and a small outdoor, covered area toward the back centre of the library. The following issues are identified with the current facility:

o Lack of walled area for collection and furniture o Large staff and processing area; o High shelving; o No window/shopfront display; o Internal access only to activity room; o Closed entrance; o Large circulation desk; o Low number of computers; o Separate entry and exit; o Tired furniture in need of renewal; and o Lack of flexibility of collection areas.

Summarising the above analysis, the following ratings summary of each facility across key criteria is provided in Table 3.5. In summary, the two tenanted libraries in the Knox and Rowville Shopping Centres record the lowest facility ratings and highest number of issues to be addressed in terms of functionality and appearance.



Table 3.5: Ratings of Facility Characteristics of Existing Libraries

Facility Characteristic Knox Boronia Ferntree Gully Rowville

Size and range of services Image and identity Flexible and multifunctional buildings Order, orientation and functionality Accessibility and mobility Smart technology Marketing Ecological sustainability Lighting Acoustics Occupational health and safety Personal and property security Shelving Furniture and fittings Asset management

Note: Excellent, Good, Average, Poor Source: AECgroup

1.12.3 Space

A key element of the review of existing facilities is whether the space provided in the existing facilities is appropriate, relative to community demand and need. In a qualitative context, this assessment includes discussion with library managers regarding the adequacy of space, relative to usage trends and programs and services. In a quantitative context, the assessment includes assessment of the existing floor areas compared with the guidelines established for NSW public libraries in People Places. Based on discussions with library managers and independent inspection, there are space shortages identified at the Knox Library for collections, reading and study and the delivery of programs and services (see Table 3.6). There are also shortages identified for reading and study areas at the Ferntree Gully and Rowville Libraries, with surplus staff areas provided at the Rowville Library. There are opportunities to reconfigure the layout of the Knox and Rowville Libraries to reduce pressure on collection and activity spaces.

Table 3.6: Qualitative Assessment of Existing Library Space

Spatial Area Knox Boronia Ferntree Gully Rowville

Collection area Reading and study areas Resource areas Staff areas Amenities and storage areas Programs and service areas

Note: Surplus space, Sufficient space, Shortage of space. Source: AECgroup In terms of the quantitative assessment, the People Places guidelines set out two methods to estimate the appropriate size of a library. The service-based benchmark is used to demonstrate the required size based on collection size and type and range of services and core functions that a library should incorporate. Six types of library space



are defined in the service-based benchmark: Collection area; Reading and study areas; Resource areas (catalogues, photocopiers etc); Staff areas; Amenities and storage areas; and Additional service areas (storytelling, local and family history, meeting rooms). By comparison, the population-based benchmark assumes users primarily use their closest library and is based on the size of the population likely to have access to a library. The research prepared for People Places indicated that the view of increasing use of technology for research and information translating to smaller public libraries had not yet surfaced. In some cases, public libraries have been required to provide additional space for technology such as computer training rooms, large areas for public access catalogues, dedicated computerised work stations for staff and additional storage areas for audio-visuals and CD-ROMS. Appropriate, functional and adequate space to accommodate new information technologies is now a major requirement of public libraries. New technologies such as self-check loans, self-help desks, quick use computers, wireless technology, ports for laptops and wireless networks together with specialist librarians to assist online users are all impact on library design and layout. The space benchmarks calculated using the People Places guidelines are compared with the existing floor areas of the libraries to identify over/under supply and possible service gaps (see Table 3.7). Key inputs and assumptions to the calculations are: • Population as per 2006 estimate of the library catchment’s population; • 1.3 items per capita as per existing scenario; • 1.5 items per capita as per target scenario; • 30% of total collection items on loan at any one time; • Number of audio visual items equals 10% of the printed items; and • Minimum of 10 computer terminals per library. Each of the Knox libraries records a shortage of library space relative to the People Places service- and population-based benchmarks. The shortage is greatest for the Knox Library when compared with the population-based benchmark, followed by the Ferntree Gully Library. The service-based benchmarks are below the population-based benchmarks due mainly to the lower items per capita assumption for Knox.

Table 3.7: Existing Floor Area Compared with Planning Benchmarks (sqm)

1.3 items/capita 1.5 items/capita Finding

Library Existing Service Population Service Population

Knox 891 1,200 2,840 1,340 2,840 Shortage

Boronia 600 900 1,560 1,010 1,560 Shortage

Ferntree Gully 286 840 1,620 950 1,620 Shortage

Rowville 651 880 1,530 1,000 1,530 ShortageSource: People Places, AECgroup

1.13 Mobile Library

Mobile Library was introduced in 1985 at a time when the City of Knox had only two branch libraries at Knox and Ferntree Gully and there was limited access to public transport for residents in the growth areas to the south of the municipality. The prime mover was replaced in 1993 and is overdue for replacement and the trailer is now over twenty years old with significant access, image and structural issues. The service is significantly underutilized with only 24,711 visits for the 2006/07 year. Given the following developments in the past twenty years:

• Knox has provided two more branch libraries, at Rowville and Boronia;

• All libraries are now located proximate to public transport services; and

• The small geographical area of Knox (114 sq km) means that no area is more than 3.0km from a branch library;

there would appear to be a decreasing need for a mobile library lending service delivered in a large semitrailer in the Knox environs.



A significant review of the Knox Mobile Library service was included as part of the 2005 Knox City Council Library Review undertaken by Library Consultancy Services Pty Ltd. This review identified a hybrid service delivery model for a Mobile Library service that identified target audiences and tailored services delivered in a smaller vehicle. The targeted audience identified in this review was the elderly5. Ensuring that flexibility is built into the smaller vehicle any number of audiences could be catered for with integrated programs developed to meet the strategic direction of Council under the Healthy Ageing Plan, Early Years Plan and Community learning.

1.14 Virtual Library

ERL provides a 24x7 Virtual library through its website. Access to the following services are provided from the website for all ERL library members:

• Weblinks • Encyclopaedias • Newspapers and magazines • Virtual reference library • Ask a librarian • Local history • Library catalogue

News and events as well as a community information database are also provided. In 2007 there were 256,888 unique visitors to the website with 406,074 actual visits from ERL members that includes those from the other participating Shires of Maroondah and Yarra Ranges. The proportion of households in Knox LGA with a broadband connection totalled 50.1% in 2006, which would suggest that the virtual services provided by ERL could increase and serve a large proportion of the community. While there are some issues regarding access to fast broadband access for some residents and ERL in terms of infrastructure and cost imposition, there is still a significant audience for digital services.

1.15 Implications for Planning & Service Delivery

Four branch libraries, a mobile library and a virtual library serve the City of Knox. The Knox library service model shares characteristics of a centralised and decentralised model. From an administration perspective, the model is centralised. Planning, administration, human resource management and collection development occurs centrally through the ERL and the Knox Library houses the reference collection and a larger number of librarians and circulation officers. However, from an infrastructure perspective, the model is decentralised. The relative size of the libraries is characteristic of a decentralised model with all libraries between 280 and 900sqm. There are also several backroom functions occurring at each branch library. The Knox and Rowville Libraries are the best-located libraries relative to the site criteria, reflecting their location within major shopping centres. However, the tenure of these libraries is uncertain with AMP foreshadowing the library lease will not be renewed in the Knox Central Shopping Centre when it expires in 2017 and the redevelopment of the Rowville Shopping Centre by ING in the next 2 years. The Boronia and Ferntree Gully Libraries are by comparison located outside (but still proximate) to commercial centres with other community facilities and open space. All libraries are located proximate to public transport services. The small geographical area of Knox (114 sq km) means no area is more than 3km from a branch library. The recently refurbished Boronia Library is the most modern library in the network, responding to a number of changing trends such as technology and meeting new design, layout and functionality approaches. The other library branches are located in either ageing Council owned buildings or long-term tenancies in shopping centres. It is identified that all of the libraries record low integration of smart technology including self- 5 Knox City Council: Library Review, Library Consultancy Services Pty Ltd. 2005.p25



check terminals, dispensing machines, self-help desks, quick use computers, wireless technology, TVs, Play Stations, ports for laptops and wireless networks, audio-visuals and CD-ROMS. The refurbished Boronia Library has responded to some of these needs. Although the Knox Library records the highest usage and is the largest branch it has critical space limitations which impact on service delivery. Branch libraries are also under increased space pressure with increased usage and demand. The demand for increased outreach, demand for access to computers and community programming cannot be accommodated within existing infrastructure and all branches record space shortages. Introducing RFID self check technology would reduce the need for large circulation counters and the implementation of Supplier Assisted purchasing and processing of new stock (with delivery of new stock directly to the branches) will release staff from back of house tasks to enable a more strategic and integrated Council / Library service delivery. Given the developments in the provision of library services over the past twenty years in Knox there needs to be an investigation into the possible flexible hybrid mobile service in a smaller vehicle tailored for different audiences undertaken. Once service delivery options have been determined a change management plan needs to be developed to transfer the existing Mobile Library Service delivery to the proposed new model. As there is greater take-up of broadband connectivity in Knox there is a need to extend the digital services offered by the ERL virtual library. Investigation into the provision of downloadable media, extended virtual reference services and the marketing of the virtual library will need to be undertaken to continue to grow this area of library services.



Business Performance & Benchmarks

1.16 Business Performance

This section provides an analysis of the key business performance indicators for the City of Knox Branch Libraries. The information presented will include a summary of key statistics to provide an indication of the level of utilisation of library services by the community, and the performance of Knox Branch Libraries over a three (3) year period from 2004-05 to 2006-07. The business performance information presented will include the following indicators: • Loans information; • Visitor information; • New Member information; • Internet information; and • Level of enquiries. The selection of the business performance indicators was intended to provide the City of Knox with a tool to review the library’s performance over time as well as allowing benchmarking and comparison between the different branches. It also provides valuable information about the quality of service being offered at different branches. It should be noted that the supply of library materials and demand/interest indicators are key to understanding the overall outcomes of the business performance of the libraries.

1.16.1 Visitor Numbers

The table below shows the total number of visits made to the Knox Branch Libraries from 2004/05 and 2006/07. Between 2004/05 and 2006/07, the number of visits to the Knox Branch Libraries has increased by over 100,000 visits, an average annual increase of 3.9%. The Rowville Library experienced the greatest increase in the number of visits over the period, increasing at an average annual rate of 4.4% or over 32,000 visitors. The Knox Library also recorded an increase in performance in terms of visits, with visitation increasing at an average annual rate of 2.5% over the period (or over 25,000 visits in total). The Ferntree Gully Library also experienced growth in visitation in annual terms from 2004/05 to 2006/07 (up 6.7% or 23,000 visitors).

Table 4.1: Visitors by Branch

Visitors Branch 2004/05 2005/06 2006/07

Average Annual Growth Rate

2004/05

Overall Growth Rate

Knox 336,554 346,604 362,214 2.5% 7.6% Rowville 234,514 240,980 266,682 4.4% 13.7% Boronia 124,076 121,667 141,205 4.4% 13.8% Ferntree Gully 110,263 117,801 133,818 6.7% 21.4% Knox Mobile 21,776 23,167 24,711 4.3% 13.5% Total 827,183 850,219 928,630 3.9% 12.3% Annual % Change 2.78% 9.22%

Source: ERLC

1.16.2 Loans by Branch

Business levels at the Knox Branch Libraries have increased from 1,228,139 loans in 2004/05 to 1,300,224 in 2006/07, representing a total increase of 5.9% or over 72,000 loans. All libraries in Knox experienced positive annual growth in terms of loans from 2003/04 to 2006/07. It is clear that the Knox Library dominates this group with over 465,000 issues in 2006/07, followed by Rowville Library (321,000 loans). In particular, the Rowville Library recorded a strong increase in performance in terms of loans between 2004/05 to 2006/07, with issues increasing at an average annual rate of 4.15% over the period (or over 36,000 loans in total). Similarly, the Knox Library (largest library in the Knox Library network) also experienced growth in issues in annual terms (up 1.0% or



13,500 loans). The Knox Library accounted for 36.4% of all loaned items from Knox City Council Libraries between 2004/05 and 2006/07, more than the Rowville Library (24.0%), Boronia Library (19.7%), Ferntree Gully (16.3%) and the Mobile Library (3.7%).

Table 4.2: Loans by Branch

Loans Branch 2004/05 2005/06 2006/07


(2004/05 – 2006/07)

Overall Growth

Rate

Knox 452,043 461,034 465,629 0.99% 3.0% Rowville 284,255 305,428 321,114 4.15% 13.0% Boronia 246,583 248,259 250,139 0.48% 1.4% Ferntree Gully 201,711 201,784 214,139 2.01% 6.2% Knox Mobile 43,547 46,328 49,203 4.15% 13.0% Total 1,228,139 1,262,833 1,300,224 1.92% 5.9%Annual % Change 2.82% 2.96%

Source: ERLC

Figure 4.1: Loans by Branch

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

450,000

500,000

Knox Rowville Boronia Ferntree Gully Knox Mobile

2004/05

2005/06

2006/07

Source: ERLC



Figure 4.2: Visitors by Branch

0

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

Knox Rowville Boronia Ferntree Gully Knox Mobile

2004/05

2005/06

2006/07

Source: ERLC

1.16.3 New Members

Overall, the total number of new members of all Knox Branch libraries has increased between 2004/05 and 2006/07, with new membership increasing at an annual rate of 4.6% over the period, or an increase of 26 borrowers annually. The Knox Library dominates this group, recording over 280 new borrowers over the period, followed by Rowville Library (161 new members) and Boronia Library (78 new borrowers).

Table 4.3: New Members by Branch

New Members Branch 2004/05 2005/06 2006/07


2004/05

Overall Growth Rate

Knox 270 270 283 1.6% 4.8% Rowville 163 139 161 -0.4% -1.2% Boronia 63 77 78 7.4% 23.8% Ferntree Gully 61 54 63 1.1% 3.3% Knox Mobile 14 7 12 -5.0% -14.3% Total 571 547 597 1.5% 4.6% Annual % Change -4.20% 9.14%

Source: ERLC



Figure 4.3: New Members by Branch

0ox

50

100

150

200

30

R e Gully Knox Mobile

250

0

Kn owville Boronia Ferntre

2004/05

2005/06

2006/07

e: ERLC

1.16.4 E

07 there were 68,615 enquiries at Knox Branch Libraries. This was a decrease of 2.6% on the previous year (or a fall of 1,852 enquiries). The figure below illustrates the annual trend in the number of enquiries at all branches from 2004/05 to 2006/05. The data shows that there has been a decline in enquiries in annual terms across branches from 2004/05 to 2006/07 with the exception of Rowville Library and the Mobile Library.

Table 4.4: Enquiries by Branch

Sourc

nquiries by Branch

In 2006/

Enquiries Branch 2004/05 2005/06 2006/07


2004/05

Overall Growth Rate

Knox 30,567 31,517 27,974 -2.9% -8.5% Rowville 16,832 14,917 17,442 1.2% 3.6% Boronia 11,204 11,156 10,380 -2.5% -7.4% Ferntree Gully 10,052 9,946 9,437 -2.1% -6.1% Knox Mobile 2,576 2,931 3,382 9.5% 31.3% Total 71,231 70,467 68,615 -1.2% -3.7% Annual % Change -1.07% -2.63%

Source: ERLC



Figure 4.4: Enquiries by Branch

0

5,000

10,000

15,000

20,000

25,000

30,000

35,000

Knox Rowville Ferntree Gully Boronia Knox Mobile

2004/05

2005/06

2006/07

Source: ERLC

1.16.5 Internet Usage by Branch

In 2006/07 there were a total of 34,052 virtual visits from Knox Branch library members. This was an increase of approximately 1.42% on the previous financial year. The table below illustrates the number of virtual visits from Knox branch library members from 2004/05 to 2006/07. This figure demonstrates positive average annual growth in virtual visits for 2006/07 across branches in comparison to previous years. In particular, the Rowville Library recorded a strong increase in performance in terms Internet usage between 2004/05 to 2006/07 with usage increasing at an average annual rate of 3.9% over the period (or over 1,000 virtual hits in total). The annual virtual visits have been steadily increasing since 2004/05, with a total growth rate of 7.8%.

Table 4.5: Internet by Branch

Internet Usage Branch 2004/05 2005/06 2006/07


2004/05

Overall Growth Rate

Knox 12,971 13,162 13,694 1.8% 5.6% Rowville 8,245 9,019 9,255 3.9% 12.2% Boronia 5,632 6,108 6,298 3.8% 11.8% Ferntree Gully 4,744 5,286 4,805 0.4% 1.3% Total 31,592 33,575 34,052 2.5% 7.8% Annual % Change 6.28% 1.42%

* Note: no Internet facilities at the Knox Mobile Library Source: ERLC



Figure 4.5: Internet by Branch

16 00,0

0

2,000

4,000

Knox Rowville Boronia Ferntree Gully

6,000

8,000

10,000

12,000

14,000

2004/05

2005/06

2006/07

1.16.6 S

the Knox Library dominates this group with over

n

nual increase in visits to Knox Branch Libraries over this period with Rowville Library recording the greatest increase in the number of visits over the period, increasing at an average annual rate of 4.4% or over 32,000 visitors. The Knox Library also recorded an increase in performance in terms of visits, with total visitation increasing by 7.6% over the period (or over 25,000 visits in total). Analysis of new membership levels indicates that there were a total of 597 new borrowers to the Knox Branch Libraries in 2006/07. This represents an average annual increase of 4.6% since 2004/05. The Knox Library dominates this group, recording over 280 new borrowers over the period, followed by Rowville Library (161 new members) and Boronia Library (78 new borrowers). In line with most public libraries reference enquiries are declining as the use of the Internet as a search tool increases. In 2006/07 there were a total of 68,615 enquiries at Knox Branch Libraries. This was a decrease of 2.6% compared to the previous year. Use of digital and Internet resources is an area of growth. In 2006/07 there were a total of 34,052 virtual visits. This represented a total increase of 7.8% since 2004/05. The average annual Internet visits have been steadily increasing since 2004/05 across all branch libraries in Knox, particularly at Rowville Library.

Source: ERLC

ummary

Business levels at the Knox Branch Libraries have increased from 1,228,139 loans in 2004/05 to 1,300,224 in 2006/07, representing a total increase of 5.9% or over 72,000 loans. All libraries in Knox experienced positive annual growth in terms of loans from 003/04 to 2006/07. It is clear that 2

465,000 issues in 2006/07, followed by Rowville Library (321,000 loans). Mobile lending increased by over 5,000 loans, which was a rise of 4.2% in annual terms. Loans at Boronia have remained relatively stable over the past 3 years with total lending

creasing by 1.4% over the period. Ferntree Gully Library lent 214,139 items iin2006/07 financial year, an increase of 12,428 loans or 6.2 % since 2004/05. Visitation and use of the library continues to grow. In the 2006/07 financial year, the number of visits to the Knox Branch Libraries has increased by over 100,000 visits, an average annual increase of 3.9%. There has been a conti



1.17 Branch Costing

The figure below illustrates the ratio of operating costs to loans made for each of the five library branches, including a share of the total library administration costs, which were allocated according to the proportion of total salary costs incurred by each branch. It should be noted this is a ratio, which is not the same as the actual cost of making each loan. Some costs will be incurred in other areas not concerned with loans i.e. referencing and IT access however, the ratio does give a guide to the relative costs of each branch and provides an indication of which branches may require detailed assessment to determine the causes of these ratios. The data uses the 2006-07, 2007-08 and 2008-09 budgeted costs but because loans data is only available for 2006-07 it has been assumed that each branch makes the same number of loans in each year.

Figure 1.1: Budgeted Operating Costs per Loan Made 2006-07 - 2008-09

$-

$0.50

$1.00

$1.50

$2.00

$2.50

$3.00

$3.50

$4.00

$4.50

$5.00

Rowville Ferntree Gully Boronia Knox Knox Mobile

2006-07 2007-08 2008-09 Average 2006-07 Average 2007-08 Average 2008-09

Source: AECgroup In each of the three years studied, the Knox Mobile branch has the highest costs per loan made. In 2006-07, costs per loan were $3.94, $1.51 (67%) higher than at Rowville the lowest cost branch. All of the permanent branches have similar operating costs per loan made, in 2006-07 the difference between Rowville and the highest cost fixed branch (Knox) was $0.30 per loan or 12%. An increase in costs is budgeted for each of the fixed branch between 2006-07 and 2007-08 with a further increase in the following year for all branches except Knox. However, despite a planned reduction in costs associated with the mobile branch in 2008-09 it still has much higher costs per loan made than any of the other branches. The data indicates that whilst there are variations between the operating costs of the branches with permanent locations, these are relatively small and are likely to reflect the characteristics of the different locations. The much higher operating costs associated with loans made by the mobile library reflect the significant additional costs associated with this service delivery mechanism.



1.18 Comparative Performance

The data used to prepare this section is available from the Annual Survey of Public Library Services in Victoria and New South Wales Public Library Statistics (PLS). These public library statistics contains summaries of reports submitted by public libraries to the State Library in their respective States. It provides a detailed measure of the performance, structure and activity of public libraries operating within their State. The following key performance measures are examined: • Population; • Membership; • Staff; • Expenditure; and • Library stock. These performance indicators were chosen because of their potential applications to library services planning and because of their usefulness as general indicators of library service on a state-wide basis. For each performance indicator, the benchmarks provide comparisons of the Eastern Regional Library Corporation and tracking of library performance measures for the 2006/07 period (this is the most recently available data available in Victoria and NSW). In order to provide a broader basis to the benchmarking analysis, a selection of library statistics within and outside Victoria is presented: • Victoria – Yarra Plenty, Upper Murray, Whitehorse Manningham and Casey Cardinia; • New South Wales– Riverina and City of Sydney. It is recognised that some Councils have higher or lower levels of population, and this is accounted for in benchmarks that provide per capita comparisons. Please note that caution should be used when comparing data between the different States, as there are varying geographic location and social factors. Consequently, these conditions create differing demands and needs which affect the type and scope of public library services provided. It should also be noted that there are diversity in the level of Government funding for each state and service delivery methods used to provide public library services.

1.18.1 Comparative Libraries

The Eastern Regional Library Corporation has been benchmarked against the following comparative library services with a brief summary of results as follows: • Yarra Plenty Regional Library service (Vic): provides library services to the

municipalities of Banyule, Nillumbik and Whittlesea. The library service consists of eight branch libraries, a mobile library and a home library service. The Library service recorded the second highest population level of the benchmarked areas and reported the second highest level of total qualified and FTE staffing levels, but this is not sustained when examined on a per capita basis. When benchmarked, it recorded the highest level of registered members per head of population in 2006/07, and reported the second highest loans per capita and loans per staff member. The service also reported the highest level of stock turnover across benchmarked libraries. Yarra Plenty recorded the lowest library stock per head of population and the highest discards as a % of total stock.

• Whitehorse Manningham Regional Library Service (Vic): provides services to

the City of Whitehorse and the City of Manningham, through eight branch libraries and a mobile library service. The Library service recorded the highest circulation per capita and highest loans per staff member. The Library service also recorded the second highest level of stock turnover and the third highest number of resident borrowers expressed as a % of total population. However, the service has a below



average library stock per capita and associated lower expenditure on library materials when examined on a per capita basis.

• Riverina Regional Library Service (NSW): provides library services to 9 LGAs,

those being the Shires of Coolamon, Cootamundra, Greater Hume, Gundagai, Junee, Lockhart, Temora, Tumut and the City of Wagga Wagga. The service consists of 13 stationary library branches and one mobile library / telecentre that serves 24 communities. Riverina recorded the lowest FTE staffing level and associated low salary expenditure per capita. It has the third lowest ratio of borrowers as a percentage of their population, the lowest staffing level when examined on a per capita basis and as a result the lowest loans per staff member. In line with a lower level of stock turnover, Riverina also recorded the lowest loans per head of population. The library service recorded lower levels of stock and subsequently lower expenditure on library materials on a per capita basis.

• City of Sydney Library Service (NSW): consists of 11 Library service points and a

Home Library Service available to selected customers. Despite recording the highest library stock on a per capita basis, Sydney recorded the second lowest turnover of stock and subsequently lower levels of circulation per capita. The library service also reported the lowest ratio of borrowers as a percentage of its population. Additionally, the library service also recorded the lowest ratio of discards to acquisitions. Sydney reported the second highest level of library stock and subsequently the highest expenditure on library materials when examined on a per capita basis. Sydney has relatively low staffing levels compared to many of the benchmarked libraries but reported the highest expenditure on salaries per capita.

• Upper Murray Regional Library Service (Vic): the service consists of 12 branch

libraries and two mobile libraries servicing eight council areas. In line with lower population levels, the library service recorded lower levels of FTE and qualified staffing compared to the benchmarked libraries and subsequently reported the highest level of population served per FTE and qualified staff member. When benchmarked, Upper Murray recorded relatively low expenditure on salaries per head of population, holds the smallest number of library materials and subsequently recorded the lowest per capita expenditure library material.

• Casey Cardinia Library Service (Vic): provides public library services to the City

of Casey and Cardinia Shire through eight service points. When benchmarked, the library service recorded the second lowest library stock per capita despite recording the third highest population level. Its results show the Library service sitting in the middle for most of the benchmarked indicators

1.18.2 The Eastern Regional Library Corporation

The Eastern Regional Library Corporation is a co-operative venture of three outer eastern metropolitan Councils - Knox, Maroondah and Yarra Ranges. It is the largest library system in Victoria and consists of 13 branch and three mobile libraries. ERL recorded the largest population of the benchmarked libraries and due to its many service points, the service has the highest number of FTE qualified staff and highest number of FTE staff. This has resulted in an average level of expenditure on salaries per capita compared to many of the benchmarked libraries. However, when examined on a per capita basis, ERL recorded lower levels of population served per qualified staff member but above average levels of population served per FTE staff member. ERL has the highest number of registered borrowers, representing the fourth highest on a per capita basis. The Library service holds the largest library stock, but reported an average level of stock turnover compared to many of the benchmarked libraries. In line with Upper Murray, ERL recorded an above average ratio of circulation per staff member and high levels of loans per head of population. Despite holding the highest level of library stock, the service recorded a below average expenditure on library materials.



1.18.3 Population

The population of ERL as at 2006/07 was over 390,000, the highest of all benchmarked libraries. The lowest population level was recorded in Riverina (104,055).

Figure 4.6: Population

0

50,000

100,000

150,000

200,000

450,000

250,000

300,000

350,000

Benchmarked Average = 232,047

400,000

Eastern(Knox)

Yarra Plenty(Vic)

CaseyCardinia (Vic)

WhitehorseManningham

(Vic)

Sydney(NSW)

UpperMurray (Vic)

RiverinaRegional

Population Benchmarked Average

Source: Annual Survey of Public Library Services in Victoria 06/07, NSW Public Library Statistics 06/07

1.18.4 Library Materials per Capita

With the exception of Sydney (3.00) and Riverina (2.29), all benchmarked libraries recorded below average levels of library materials per head of population (1.67). However, ERL recorded the third highest level of library stock per capita (1.44), while Yarra Plenty reported 0.96 library materials per capita for this period, the lowest of all benchmarked libraries.

Figure 4.7: Library Materials Per Capita

0Eastern Sydney Riverina Whitehorse Upper Casey Yarra Plenty

1

4

Cardinia(Vic)

(Vic)

2Benchmarked Average = 1.67

3

Library Material per capita Benchmarked Average

(Knox) (NSW) Regional Manningham(Vic)

Murray (Vic)




1.18.5 R

he number of items acquired and discarded r the 2006/07 period. As can be seen below, Whitehorse Manningham (2.35) and

o of discards to acquisitions, significantly above ded 0.9 discards for every collection item

acquired, which is below the benchmarked average, indicating that they are not replacing their older book stock at an adequate level.

Figure 4.8: Ratio of Discards to Acquisitions

atio of Discards to Acquisitions

The graph below provides a comparison of tfoRiverina (2.31) recorded the highest ratithe benchmarked average of 1.42. ERL recor

0.0Eastern Whitehorse Riverina

0.5

1.0

1.5

2.0

2.5

(Knox) Manningham RegionalUpper

Murray (Vic)Yarra Plenty

(Vic)Casey

CardiniaSydney(NSW)

Benchmarked Average = 1.42

(Vic) (Vic)

Ratio of Discards to Acquisitions Benchmarked Average

1.18.6 D

terms of discards per total stock, ERL is discarding 10.2% of their total stock for the west of all benchmarked libraries. As can be seen,

arra Plenty recorded the highest discards as a percentage of their total stock (39.30%) owed by Whitehorse Manningham (24.4%) while Sydney recorded the lowest discard

levels as a proportion of total stock (2.5%).

Figure 4.9: Discards as % of Total Stock


iscards as Percentage of Total Stock

In2006/07 period, which is second loYfoll

Benchmarked average = 17.38%

0

5

10

15

20

25

30

35

40

Discards as % of Total Stock Benchmarked Average

Eastern(Knox)

Yarra Plenty(Vic)


RiverinaRegional

CaseyCardinia (Vic)

Upper Murray(Vic)

Sydney (NSW)

(Vic) Source: Annual Survey of Public Library Services in Victoria 06/07, NSW Public Library Statistics 06/07



irculation per Capita 1.18.7 C

tems followed by Yarra lenty (11.94). However, Riverina recorded the lowest circulation per head of population

at 4.93.

Figure 4.10: Circulation per capita

brary Statistics 06/07

1.18.8 Turnover of Stock

This indicator reports the level of stock turnover across benchmarked libraries for the 2006/07 period. As at June 2007, ERL recorded 6.47 issues per item of lending stock, in line with the benchmarked average (6.49) and above Upper Murray (4.82), Sydney (2.86) and Riverina (2.40). Yarra Plenty recorded the highest level of stock turnover (12.67), followed by Whitehorse Manningham (9.36). Sydney recorded the second lowest turnover of stock (2.86) despite housing the second biggest collection items compared to other benchmarked libraries.

For the 2006/07 period, 9.02 items per head of population were borrowed in ERL which is the third highest circulation per capita of all benchmarked libraries. Whitehorse

anningham recorded the highest circulation per capita at 12.61 iMP

Source: Annual Survey of Public Library Services in Victoria 06/07, NSW Public Li

Benchmarked average = 8.74

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Eastern(Knox)


(Vic)

Yarra Plenty(Vic)

CaseyCardinia

(Vic)

Sydney(NSW)

UpperMurray (Vic)

RiverinaRegional

Circulation per capita Benchmarked Average



Figure 4.11: Turnover of Stock


Benchmarked Average = 6.49

0

1

2

3

4

5

6

7

8

9

10

11

12

13

14

Eastern(Knox)

Yarra Plenty(Vic)


(Vic)

CaseyCardinia

(Vic)

UpperMurray (Vic)

Sydney(NSW)

RiverinaRegional

Turnover of stock Benchmarked Average

1.18.9 Circulation per Staff Member

Whitehorse Manningham and Yarra Plenty recorded the highest circulation per staff member, with approximately 42,000 items lent to residents per staff member. Loans per staff member for the ERL was recorded to be approximately 36,000 for 2006/07 period, which is higher than Casey Cardinia, Sydney and Riverina and above the benchmarked average of 32,700. Riverina recorded the lowest circulation per staff member with approximately 15,500 items lent per staff member.

Figure 4.12: Circulation per Staff Member

Benchmarked average = 32,727

5,000

15,000

35,000

000

Eastern(Knox)


(Vic)

Yarra Plenty(Vic)

UpperMurray (Vic)

CaseyCardinia

(Vic)

Sydney(NSW)

RiverinaRegional

0

10,000

20,000

25,000

30,000

40,000

45,Circulation per staff member Benchmarked Average


1.18.10 Total Qualified Staff / Total FTE

Due to its many service points, the number of Full Time Equivalent (FTE) staff employed at ERL was highest of all benchmarked libraries (99.6). Yarra Plenty recorded the second highest FTE at 87.5 followed by Whitehorse Manningham (77.7). In line with population levels, ERL recorded the highest qualified ‘professional’ staff for the 2006/07 period followed by Yarra Plenty and Whitehorse Manningham. This data needs to be interpreted in relation to circulation and population levels as well as number of service points and service levels.



Figure 4.13: Total Qualified Staff / Total FTE staff

0Eastern Yarra Plenty Whitehorse Casey Sydney Riverina Upper

10

20

30

40

50

60

70

80

90

100

(K gional Murray (Vic)nox) (Vic) Manningham(Vic)

Cardinia(Vic)

(NSW) Re

Total FTE staff Total FTE Librarians (Professional)

e: Annual Survey of Public Library Services in Victoria 06/07, NSW Public Library Statistics 06/07

1.18.11

pulation served per qualified staff member with an followed by Casey Cardinia

Sourc

Population per Qualified Staff

The Eastern Regional Libraries recorded a population of approximately 10,000 per qualified staff member, in line with Riverina, Sydney, and Whitehorse Manningham.

pper Murray reported the highest poUaverage population of 26,000 per qualified staff member,(11,500 per qualified staff member).

Figure 4.14: Population per qualified staff member

0

5,000

10,000

15,000

20,000

25,000

30,000

Eastern(Knox)

UpperMurray (Vic)

CaseyCardinia

(Vic)

Yarra Plenty(Vic)

RiverinaRegional

Sydney(NSW)


(Vic)

Benchmarked Average =12,482

Population per qualified staff member Benchmarked Average


1.18.12 Population per Total FTE

This indicator shows the population served per staff member across benchmarked libraries for the 2006/07 period. As can be seen, ERL reported the second highest levels of population to staff ratio compared to other benchmarked libraries. Upper Murray served the highest number of population per staff member, recording 5,900 per staff member. Riverina serves a relatively lower number of population per staff member due to higher staffing numbers (3,100).



Figure 4.15: Population per Total FTE


0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

Eastern(Knox)

UpperMurray (Vic)

CaseyCardinia

Yarra Plenty(Vic)


Sydney(NSW)

RiverinaRegional

(Vic) (Vic)

Population per staff member Benchmarked Average

ource: ces in Victoria 06/07, NSW Public Library Statistics 06/07

1.18.13

rra Plenty (145,521). Upper Murray, Sydney and Riverina recorded the lowest levels of registered borrowers, all

r the 2006/07 period.

S Annual Survey of Public Library Servi

Registered Borrowers

The Eastern Regional Libraries had a total of 161,990 registered members for 2006/07, the highest of all benchmarked libraries, followed by Ya

reporting under 40,000 members fo

Figure 4.16: Registered Borrowers


80,000

100,000

0Eastern Yarra Plenty Whitehorse Casey Riverina Sydney

20,000

40,000

60,000

160,000

180,000

(Knox) (Vic) Manningham(Vic)

Cardinia(Vic)

Regional (NSW)Upper

Murray (Vic)

120,000

140,000

Total members Benchmarked Average


1.18.14 Borrowers as Percentage of Resident Population

This indicator shows the number of people who borrowed books and other items during the year, expressed as a percentage of the resident population. It is important to note that many people use public libraries and do not necessarily become registered members. For Eastern Regional Libraries, the number of resident borrowers was 41.1% of total population, during 2006/07, higher than the benchmarked average (36.7%) and higher than Riverina (34.3%), Upper Murray (24.5%) and Sydney (20.5%).



Yarra Plenty (47.5%) and Whitehorse Manningham (47.4%) recorded the highest registered members per head of population for the 2006/07 period while Sydney recorded the lowest at 20.5% members per capita.

Figure 4.17: Borrowers as % of resident population

Benchmarked Average=36.7%

5%

10%

20%

25%

30%

35%

40%

45%

50%

15%

0%Eastern(Knox)

Yarra Plenty(Vic)


(Vic)

CaseyCardinia (Vic)

RiverinaRegional

Upper Murray(Vic)

Sydney(NSW)

Members as % of populationBenchmarked Average

Public Library Statistics 06/07

1.18.15 ita

Eastern Regional Libraries recorded $3.57 per capita expenditure on library materials in k of $4.7. Sydney

recorded the highest cost at $10.7 per capita while Upper Murray reported the lowest per apita

Source: Annual Survey of Public Library Services in Victoria 06/07, NSW

Expenditure on Library Materials per Cap

2006/07, the third lowest of all libraries and below the benchmar

c expenditure on library materials at $2.8.

Figure 4.18: Expenditure on library materials per capita

Benchmarked Average = $4.7

$0

$2

$4

$6

$8

$10

$12

Eastern(Knox)

Sydney(NSW)

Yarra Plenty(Vic)

CaseyCardinia

(Vic)


(Vic)

RiverinaRegional

UpperMurray (Vic)

Expenditure on library materials per capita Benchmarked Average


1.18.16 Expenditure on Salaries per Capita

Eastern Regional Libraries recorded $15.5 per capita expenditure on salaries, in line with the benchmarked average. Sydney reported the highest expenditure on salaries per

8.8). Meanwhile, Riverina reported the lowest expenditure on salaries per capita, recording $7.0 in

capita, recording $27.4 in 2006/07, followed by Yarra Plenty ($1

2006/07, followed by Upper Murray ($8.6).



Figure 4.19: Expenditure on salaries per capita

Benchmarked Average = $15.66

$5

$10

$15

$20

$0Eastern(Knox)

Sydney(NSW)

Yarra Plenty(Vic)


CaseyCardinia

UpperMurray (Vic)

RiverinaRegional

$25

$30

(Vic) (Vic)

Expenditure on salaries per capita Benchmarked Average

urce: Annual Survey of Public Library Services in Victoria 06/07, NSW Public Library Statistics 06/07

1.19 Ie Knox Branch Libraries have increased by 5.9% from 2004/05 to

006/07, representing a total increase of over 72,000 loans. All libraries in Knox

sent time. Consideration needs to be given to the type of vehicle, mobile style delivery options and where this service should be located in the future. In comparative terms the whole of ERL compares favourably with other benchmarked regions on a loans per capita basis with 9.02 items per head of population borrowed in 2006 /07 which is the third highest circulation per capita of all benchmarked libraries. Visitation and use of the library continues to grow with both the Knox and Rowville libraries the highest performing of the Branches. With the Mobile Library only serving 24,711 visitors in 2006/07 its usefulness to the community would have to be questioned in its current form. In line with most public libraries reference enquiries are declining as the use of the Internet as a search tool increases as evidenced by the data supplied. ERL will need to consider expanding the digital resources and digital media available for its customers to meet this demand. Comparative statistics highlight several issues for planning and service delivery. ERL recorded 0.9 discards for every collection item acquired, which is below the benchmarked average, indicating that they are not replacing their older book stock at an adequate level. Additionally, with only 1.44 items of stock per capita the collection size is well below the recommended stock rate in the recent Strategic Asset Audit of Victorian Public Libraries6 of 2.0 items per capita. This is also reflected in the lower expenditure per capita on collections. At $3.57 expended per capita, ERL is well below the benchmarked average of $4.70 per capita. The collection will be further diminished over time unless there is additional funding provided for collections to replace obsolete stock.

So

mplications for Planning & Service Delivery

Business levels at th2experienced positive annual growth in terms of loans from 2003/04 to 2006/07. It is clear that the Knox Library dominates this group with over 465,000 issues in 2006/07, followed by Rowville Library (321,000 loans). While the Mobile lending increased over this time its annual total loans are still very low. With survey evidence that customers drive to Mobile stops and very minimal visits this model of Mobile Library delivery is not providing Knox with an effective service. Significantly higher costs per issue in this type of service delivery need to be assessed to establish if this is the most service delivery is required at the pre

6 Strategic Asset Audit of Victorian Public Libraries, J.L. Management Services Pty. Ltd. State Library of Victoria 2006.



Trends & Influencing Factors

1.20 Demographic Trends

1.20.1 Population Growth

According to the ABS estimated resident population series, there were an estimated 153,151 persons residing in the Knox LGA in 2007, representing growth of 0.5% from 2006 (see Figure 5.1). This was slightly lower than the growth of 0.7% recorded during 2006. The LGA’s population has recorded continuous growth during recent years, increasing by an average of 0.5% per year since 2002. This is well below the average growth rate of 1.4% recorded in the Melbourne Metropolitan Area and Victoria over the same period.

Figure 5.1: Estimated Resident Population Trends, Knox LGA

01996 1997 1998 1999 2000

0.00%

25,000

50,

75,

100,

000

0

000

2001 2002 2003 2004 2005 2006 2007

0.25%

0.75%

1.25%

1.75%

2.00%

175,000

200,Number of Persons (Lef

125,

15 ,000 1.50%

000

000 1.00%

000 0.50%

t Axis) Annual % Growth (Right Axis)

Source: ABS 3218.0 Regional Population Growth The Census population statistics for each catchment is presented in Table 5.1. The following summarises the population trends for each catchment: • Boronia Catchment: There were 35,293 usual residents on the night of the 2006

Census, an increase of 598 residents from 2001. The catchment recorded a relatively steady population increase since 2001 of 0.3%.

• Ferntree Gully Catchment: This catchment recorded a population of 32,607 usual

residents on the night of the 2006 Census making it the smallest catchment by population size. The catchment has recorded average growth of 0.4% per annum since 2001 due largely to the population growth in Lysterfield.

• Knox Catchment: There were 44,342 usual residents on the night of the 2006

Census. The catchment is the largest by population size with the population remaining relatively unchanged between 2001 and 2006.

• Rowville Catchment: The catchment is the fastest growing, recording average

population growth of 2.5% per annum since 2001, increasing the population by almost 4,000 during that time.



Table 5.1: Census Population Trends by Catchment, Knox LGA

Usual Residents Growth (2001-2006)

Catchment 2001 2006 Change (Persons) Ave Growth (%)

Bayswater 10,288 10,738 450 0.9%

Boronia 20,255 20,446 191 0.2%

The Basin 4,152 4,109 -43 -0.2%

Boronia Catchment 34,695 35,293 598 0.3%

Ferntree Gully 24,900 24,723 -177 -0.1%

Lysterfield 4,581 5,421 840 3.4%

Upper Ferntree Gully 2,453 2,463 10 0.1%

Ferntree Gully Catchment 31,934 32,607 673 0.4%

Knoxfield 6,598 6,519 -79 -0.2%

Scoresby 5,837 5,896 59 0.2%

Wantirna 14,304 13,978 -326 -0.5%

Wantirna South 17,487 17,949 462 0.5%

Knox Catchment 44,226 44,342 116 0.1%

Lysterfield Balance 152 88 -64 -10.4%

Rowville 30,401 34,412 4,011 2.5%

Rowville Catchment 30,553 34,500 3,947 2.5%

Knox LGA 141,408 146,742 5,334 0.7%Source: 2001 and 2006 ABS Censuses, AECgroup There are two sets of population projections that have been prepared for the Knox LGA. In 2007, id Consulting prepared population forecasts for the LGA and its suburbs. These projections were based on detailed analysis of residential dwelling trends, migration and release/infill development areas. In 2004, the Department of Sustainability released updated population, age and household projections for all SLAs in Victoria. The figure below provides a summary of the id Consulting (2007) and Department of Sustainability (2004) population projections for Knox following on from the ABS’s historical estimated resident population series. Both projection scenarios start from a similar point to the ABS estimated resident population in 2006. The id Consulting projections anticipate higher population growth with the population projected to increase by almost 18,000 persons at an average growth rate of 0.4% to 2031 (see Figure 5.3). By comparison, the Department of Sustainability projections indicate lower growth of 10,000 persons, or 0.2% per annum. A review of the current planning scheme indicates the Knox LGA has the capacity to meet the growth outlined in the Department of Sustainability’s projections.



Figure 5.3: Population Projections, Knox LGA

130,000

135,000

140,000

145,000

150,000

155,000

160,000

165,000

170,000

175,000

180,000

1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2011 2016 2021 2026 2031

ABS (ERP) Victorian Department of Sustainability (2004) id Consulting (2001)

Source: ABS 3218.0 Regional Population Growth, id consulting (2007), Department of Sustainability (2004) The Department of Sustainability’s projections are the most recent and align most closely to long-term growth trends in Knox. The suburban population projections are less clear. The most recent suburban projections were formulated by id Consulting in 2007 and project a growth pattern across the City which does not closely reflect current and future residential development activity and opportunities. According to planned residential development activity, the Knox catchment will record an additional 3,600 dwellings, or potentially 7,500-10,000 additional persons over the next 25 years. Bayswater will record an additional 1,000-1,600 new dwellings over the next 25 years, resulting in growth of 2,000-5,000 persons. Lysterfield will record major Greenfield residential subdivision, while Rowville will record 800-1,200 additional dwellings from the Austral Bricks quarry site, yielding 2,000-4,000 persons. Based on these developments, total population growth in Knox could be more than 20,000 persons through to 2031 and beyond. Alternatively, assuming the Department of Sustainability’s population projections for the entire LGA are distributed across as per the suburban populations prepared by id Consulting, the growth outcomes in Table 5.5 result for each library catchment, described as: • Knox: Projected to account for the majority of population growth by 2031, growing

by an average annual rate of 0.4% or 4,900 persons to 49,242. • Boronia: Projected to record average annual growth of 0.3% over the next 25 years,

increasing by 3,025 persons to 38,318 in 2031. • Ferntree Gully: Projected to record average annual growth of 0.3% over the next

25 years, increasing by 2,133 residents to 34,740 in 2031. • Rowville: Projected to record a marginal decline in the number of residents of 339

persons to 34,161 in 2031.


R

FiJ



Figure 5.4: Modified Population Projections by Catchment, Knox LGA

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

2006 2011 2016 2021 2026 2031

180,000

Boronia Ferntree GullyRowville Knox

Source: ABS 3218.0 Regional Population Growth, id consulting (2007), Department of Sustainability (2004), AECgroup

Figure 5.5: Modified Projected Population Growth by Catchment, Knox LGA

-1,000

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

11,000

Rowville Ferntree Gully Boronia Knox Knox LGA

Source: ABS 3218.0 Regional Population Growth, id consulting (2007), Department of Sustainability (2004), AECgroup

10,000



Table 5.2: Modified Population Projections by Catchment, Knox LGA

Projected Population Growth (2006-2021)

Catchment 2006 2011 2016 2021 2026 2031 Persons Average (%)

Bayswater 10,738 11,010 11,127 11,333 11,606 11,970 1,232 0.4%

Boronia 20,446 21,153 21,281 21,538 21,838 22,165 1,719 0.3%

The Basin 4,109 4,093 4,092 4,110 4,153 4,183 74 0.1%

Boronia Catchment 35,293 36,256 36,500 36,981 37,597 38,318 3,025 0.3%

Ferntree Gully 24,723 25,177 25,361 25,636 26,103 26,602 1,879 0.3%

Lysterfield 5,421 5,561 5,562 5,561 5,586 5,562 141 0.1%

Upper Ferntree Gully 2,463 2,445 2,457 2,489 2,543 2,576 113 0.2%

Ferntree Gully Catchment 32,607 33,183 33,380 33,687 34,232 34,740 2,133 0.3%

Knoxfield 6,519 6,933 7,129 7,185 7,229 7,264 745 0.4%

Scoresby 5,896 6,712 6,989 7,075 7,007 6,978 1,082 0.7%

Wantirna 13,978 13,636 13,724 13,753 13,835 13,915 -63 0.0%

Wantirna South 17,949 17,925 18,214 18,820 19,800 21,085 3,136 0.6%

Knox Catchment 44,342 45,207 46,056 46,833 47,872 49,242 4,900 0.4%

Lysterfield Balance 88 90 90 90 91 90 2 0.1%

Rowville 34,412 34,116 34,059 33,958 33,970 34,071 -341 0.0%

Rowville Catchment 34,500 34,206 34,149 34,049 34,061 34,161 -339 0.0%

Knox LGA 146,742 148,852 150,085 151,549 153,762 156,461 9,719 0.3%Source: ABS 3218.0 Regional Population Growth, id consulting (2007), Department of Sustainability (2004) AECgroup

R

FiJ

Review of Library Services: Service Delivery Model

1.20.2 Demographic Trends

The demographic profiling in this report provides both an overview of 2006 Census demographic characteristics and trends over the last three Census periods (1996-2006). A summary of the key demographic characteristics is provided below with a detailed table presented in Appendix A. There have been some key trends emerge in Knox’s demographics: • Age: The average age of the population has increased from 32.4 years to 36.2 years

between 1996 and 2006, consistent with national trends of an ageing population, brought about by a number of social trends, including lower fertility rates and improving life expectancy. The proportion of persons aged over 55 years has increased from 14.3% to 21.7% over this period, whereas the proportion of children aged less than 14 years has declined from 24.6% to 20.4% (see Figure 5.6).

Figure 5.6: Age Demographics, Knox LGA

0-14 years 15-24 years 25-34 years 35-44 years

45-54 years 55-64 years 65+ years

0.00%

0.00%

1996 2001 2006 2011 2016 2021 2026 2031

1

20.00%

3

4

50.0

6

7

80.00%

9

10

0.00%

0.00%

0.00%

0.00%

0.00%

0.00%

0%

e: ABS Census, AECgroup Sourc

Ethnicity: The proportion of people born overseas living in the Knox LGA has

Language: The proportion of residents speaking a language other than English has

Households: There has been a decline in the proportion of couple families with

Employment: The unemployment rate in the Knox LGA has declined from 6.6% in

yment has increased slightly from 25.3% to 28.6% over the last 10 years.

• $1,329 over the 5-year period and is above the Melbourne Metropolitan average of

• increased steadily from 24.6% in 1996 to 25.2% in 2006 which is lower than the Melbourne Metropolitan average of 31.0%. The UK remains the most common country of origin (5.9%).

• increased by from 15.2% in 1996 to 18.3% in 2006. The main languages to increase in prominence have been Greek and Chinese languages.

• children from 45.6% in 2001 to 42.2% in 2006. Lone person households have increased since 2001, reflecting a declining average household size, though still above metropolitan averages.

• 1991 to 4.2% in 2006, which is below the Melbourne Metropolitan average of 5.3%. The participation rate has remained the same (67.9%) however it is above the Melbourne metropolitan average of (61.1%). Full time employment has decreased by 2.2% whereas part-time emplo

Finances: The average weekly income in Knox LGA has increased from $1,185 to



$1,294 in 2006. Average monthly home repayments have significantly increased by over 50% between 1996 and 2006 to $1,398.

ars. The increase has been recorded within both tertiary and VET levels.

•

•

hicles. In 2006, 4.5% of households did not own a vehicle, less than the Melbourne average of 9.7%, which reflects the higher reliance on

Thecatc •

The catchment records the highest proportion of households fully owning a home and has the highest proportion of persons with a Bachelor

•

• Ferntree Gully Catchment: The catchment has an age distribution relatively similar

to regional and state averages. The area has the lowest proportion of residents born overseas and the highest proportion that speak English only. Furthermore, the catchment has a relatively high proportion of households purchasing a home. The average weekly household income is below the Knox LGA average however, the unemployment rate is slightly above the Knox LGA average. The area recorded a high proportion of residents with a Certificate qualification, reflecting the higher proportion of blue-collar workers.

• Rowville Catchment: The residents in the area are the youngest of all the

catchments due to a greater proportion in the lower age brackets, especially in the 0-14 years group. The area is culturally diverse with a relatively higher proportion of residents born in Egypt, Sri Lanka, Malaysia and India. Families with children account for over half of the households in the area, significantly higher than other catchments, with a high percentage of households currently purchasing a home. Overall, the catchment is a higher social-economic area, recording the highest weekly household income and lowest unemployment rate as well as having the largest proportion of persons with non-school qualification.

• Qualifications: Post-school qualification levels have increased from 34.4% to 45.3%

of persons having a non-school qualification over during the last 10 ye

Internet Usage: The proportion of households in Knox LGA with a Broadband Internet connection totalled to 50.1% in 2006 which is above the Melbourne Metropolitan average of 44.7%. Of the proportion of people in the Knox LGA, 28.5% do not have an internet connection.

• Occupation: There have been an increasing proportion of professionals (16.7%) and

community and personal service workers (7.8%) living in Knox LGA over the 10 year period. However, there has been a decrease in Technicians & trades workers and Machinery operators & drivers.

Vehicles: Almost one third of all households in the Knox LGA own one motor vehicle, with 43.4% owning 2 ve

private transport in the Knox LGA.

re are distinct demographic and socio-economic trends in each of the library hment areas. The following summaries are provided from the 2006 Census:

Knox Catchment: The area is a relatively older area of the Knox LGA, due to the lower proportion of young children, though still records a high proportion of couple families with children.

degree of higher reflecting a higher proportion of professionals in the workforce.

Boronia Catchment: The area has the oldest average age in the Knox LGA, reflected by the highest proportion of residents 65 years and over. The catchment recorded the highest proportion of couple family without children, one parent family and lone person households. Overall, the catchment is a relatively lower socio-economic area, recording the lowest average income and the highest unemployment rate. The area also has the highest proportion of renters, with the lowest average weekly rent repayment.



1.21 Development Trends

1.21.1 Commercial Centres

The State Government has developed the Melbourne 2030 strategy to manage growth and change across metropolitan Melbourne and the surrounding region. The main aim of the strategy is to ensure the sustainable growth of the city and a more efficient use of land within a now defined growth belt. Melbourne 2030 seeks to increase the concentration of activities in metropolitan Melbourne within a network of activity centres, both existing and planned (see Figure 5.7). This network will comprise a range of centres that differ in size and function and are connected by public transport. Activity centres relevant to the Knox LGA include: • Principal Activity Centres (Wantirna South/Knox Central): These are larger centres with mix of activities that are well served by public transport. The size and/or location of Principal Activity Centres mean they have an especially important role to play as a focus for community activity, services and investment. Melbourne 2030 identifies them as a location for priority government investment and support. Principal Activity Centres have, or should have: a mix of activities that generate high numbers of trips, including business, retail, services and entertainment being generally well served by multiple public transport routes (many being on the rail network), and on the Principal Public Transport Network or capable of being linked to that network; a very large catchment covering several suburbs, and attracting activities that meet metropolitan needs; and the potential to grow and support intensive housing developments without conflicting with surrounding land uses. The size and/or location of Principal Activity Centres mean they have an especially important role to play as a focus for community activity, services and investment. • Major Activity Centres (Bayswater, Boronia, Mountain Gate and

Rowville/Stud Park): These are similar to Principal Activity Centres but serve smaller catchment areas. They provide additional scope to accommodate ongoing investment and change in retail, office, service and residential markets. • Neighbourhood Activity Centres (Wantirna Mall, Wellington Village,

Studfield, Scoresby Village, Rowville Lakes, Knox Gardens and Knoxfield): These centres have a limited mix of uses meeting local needs and are dominated by small business and shops. They offer some local convenience services and at least some public transport. Their key features are: generally, a limited mix of uses meeting local convenience needs; generally less than 10,000 square metres of retail floor space; accessible to a viable user population by walking/cycling; accessibility by local bus services, and public transport links to one or more Principal or Major Activity Centres; their role as important community focal points, ideally close to schools, libraries, child care, health services, police stations and other facilities that benefit from good public transport.



Figure 5.7: Melbourne 2030 Activity Centres

Source: Melbourne 2030 The Knox City shopping centre is the largest shopping centres in the LGA with a floor area of almost 120,000sqm (see Table 5.3). Shopping centres with major retail anchors are also located at Bayswater, Boronia, Ferntree Gully and Rowville. Increasingly, libraries have accommodated within shopping centres to benefit from the high pedestrian exposure and retail/commercial activity.



Table 5.3: Major Shopping Centres in Knox LGA

Centre Location Floor Area (sqm) Anchor Tenants

Bayswater Village Shopping Centre Bayswater N/a Safeway, The Warehouse, Aldi

Boronia Junction Shopping Centre Boronia 7,126 Safeway

Boronia Mall Shopping Centre Boronia 14,596 Kmart, Go-Lo, Coles

Ferntree Gully Plaza Ferntree Gully 4,846 Maxi Foods

Knox City Shopping Centre Wantirna 118,330 Myer, Target, Kmart, Coles, Toys “R” Us, Lincraft, Rebel Sport, Harvey Norman, Terry White

Chemists

Mountain Gate Ferntree Gully 23,765 Safeway, Coles

Rowville Lakes Shopping Centre Rowville N/a IGA Supermarket

Stud Park Shopping Centre Rowville 26,733 Kmart, Safeway, Coles, The Warehouse

Upper Ferntree Gully Village Upper Ferntree Gully

N/a Maxifoods

Wantirna Mall Wantirna N/a IGA Supermarket, Video Ezy

Wellington Village Shopping Centre Rowville N/a IGA SupermarketSource: Property Council of Australia Shopping Centre Database (2007), AECgroup Knox City Council has developed plans to guide development in the major commercial centres in the LGA. This process has included the development of the Stud Park Structure Plan, Bayswater Activity Centre Structure Plan, Boronia Structure Plan and the Knox Central Urban Design Framework. The structure planning for each commercial centre addresses key issues comprising land use, commercial role of the centre, residential development, design principles, transport & access and community facilities/space. In addition to its commercial centres, the Knox LGA records significant industrial presence and employment across various light and general industrial precincts. The area is home to a number of national companies in the fields of research, transport and storage, wholesale trade and manufacturing.

1.21.2 Residential Development

Knox is defined within the eastern region of Metropolitan Melbourne in the Melbourne 2030 Strategy. An Eastern Region Housing Statement Implementation Plan has been developed to guide future housing needs. These strategies outline planning for the future residential growth in the region and have been integrated into the development of the Knox Housing Statement. Based on population and household projections, the Knox Housing Statement indicates the planning scheme could support the development of an additional 11,500 dwellings in the period up to 2031. Planning for future residential development includes the following distribution of new household growth: • Shift from Greenfield development, currently 42% to 6% by 2030 as broad hectare

land diminishes; • Activity centres, strategic redevelopment sites and along the principal public

transport networks accommodating around 50% of new development by 2030 in contrast to the current 20%; and

• Residential neighbourhoods reducing with the level of housing provision from 38% to

28% by 2030. Major residential developments planned for the Knox LGA include: • Knox Central: The structure plan for the centre outlines the development of an

additional 3,600 new dwellings over the next 25 years including 2,000 apartments, flats & units and 1,600 townhouses/villas;



• Bayswater: The Bayswater Structure Plan outlines the development of an additional 1,000-1,600 new dwellings over the next 25 years including apartments and townhouse units;

• Lysterfield: Residential subdivisions on vacant land parcels, representing the major

Greenfield land release opportunity in the Knox LGA; and • Rowville: Infill development of the 56 hectare Austral Bricks quarry site with high-

density housing, yielding a potential 800-1,200 dwellings.

1.22 Transport and Access Trends

The movement of residents within the Knox LGA is largely based on private vehicle use due to the exiting transport network favouring the use of cars. The Belgrave Line is the only suburban rail line currently servicing the Knox LGA with the line running from the City, through Canterbury, Box Hill and Ringwood and terminating at Belgrave. The main stations in the Knox LGA are Bayswater, Boronia, Ferntree Gully and Upper Ferntree Gully. Major road arterials, depicted in the catchment map, include: • Boronia Road running east west through the middle of the LGA including Boronia and

Wantirna; • Burwood Highway running east west through Upper Ferntree Gully and Ferntree

Gully; • Dorset Road, perpendicular to Burwood and Mountain Highway through Boronia and

Bayswater; • Ferntree Gully Road running north east- north west through Knoxfield and Scoresby; • Mountain Highway running along the northern border of the LGA through Wantirna

and Bayswater; and • Stud Road, perpendicular to Wellington road, running through Rowville. The Knox LGA has an extensive bus network including 12 regular bus routes, 3 Telebus services in Rowville, Nightrider services from the CBD and community buses. There are an estimated 650 bus stops in the LGA with bus interchanges located at Knox City Shopping Centre, Boronia Shopping Centre, Upper Ferntree Gully station, Belgrave station, Bayswater Station, Rowville and Scoresby.

1.23 Societal and Cultural Trends

The delivery of library services has to continually change to respond to the changing requirements of the community. There are several societal and cultural trends emerging that are impacting on libraries.

1.23.1 Community Engagement

There has been a trend towards libraries becoming more involved in community development and in developing strategies to build more cohesive and inclusive communities. The development of innovative partnerships to support outreach and programming in several libraries has made a significant difference in communities. Brisbane City Library provides an exemplary model in its focus on strategic partnerships and programming and the strategic positioning of the library to play a broader role for Council in the community to deliver on Council’s outcomes. Brisbane City Library plays a significant role for Council in the community to deliver on Council’s social planning outcomes. The aims are:








Libraries have been recognised by Council as key enablers for community cohesion and a strategy has been built around this understanding. Council saw the library as a place that does not have an agenda, where there is neutrality, no stigma and everyone is welcome. It was seen that libraries also have a much stronger profile than any other community space and would provide the best leverage. The Brisbane City Library has now structured their entire planning process around key outcomes, which include (among others) community connectivity and lifelong learning (which also includes an e-strategy for the community that links into the e-Brisbane overall strategy). Specific strategies are included in the Library Business Plan to facilitate people coming together for a range of reasons (and not just in library or physical spaces). Discussion is also underway as to what services should be integrated or co-located with libraries to gain maximum leverage. The premise is that there is a greater synergy and better outcomes through this coming together of community development providers and that much more can be gained through this strategy than through their single or “silo” model of service delivery. The fundamental premise was a focus on the positive rather than deficits of a community. The strategy is to further position the library as a centre for engagement, community learning, creativity, and information and target areas that have particular community challenges or opportunities. It is also intended to identify community learners, and opportunities for engagement around shared interests and learning (Choir, gardens, dancing, walking, renovating, ageing and lifestyle.) This same concept is expressed in Auckland City Libraries as the “Community Anchor” which is a key strategic planning outcome, driving forward planning around community engagement, cohesion, outreach and programming. The keywords for this role are: People, Place, and Participation. The Community Anchor supports people feeling they belong to and are in touch with their local community. It is a meeting place and focal point for community participation, relaxation, fun and engagement. Certainly, library trends and models being developed point to the need for the public library to become more flexible as a centre for community engagement and development, which can include the development of citizenship, strategies to break down isolation, engaging youth, focus on special needs in the community and bringing people together to celebrate and foster stronger identity and social cohesion. Libraries are moving from passive information keepers to playing a more active role in the community, increasingly focused on connecting with community needs across the spectrum of information, education, leisure and social interaction. Services are increasingly being delivered beyond the walls of the library, such as storytelling on site at preschools, childcare centres and local communities and engagement in community and cultural activities. In summary, research internationally has shown that libraries that are providing a wide range of learning and community engagement programs are attracting high levels of usage. Solutions to social and other problems must necessarily involve ‘policy coalitions’ that seek to integrate a range of institutional forces—public, private, NGO, community— at a variety of policy levels: local, regional, metropolitan, state and federal. Knox City Council is positioned to take a lead role in pulling these different levels within the community together to provide joint programs that work towards identified solutions and must ensure that their libraries are a key community anchor in future community planning.

1.23.2 Lifelong Learning

A Learning Community is one that creates formal and non-formal lifelong learning opportunities for individuals and groups to acquire the knowledge, skills, attitudes and values that will enable sustainable economic development and build social inclusion and



cohesion.”7 Lifelong learning includes acquiring and updating all kinds of abilities, interests, knowledge and qualifications, from the pre-school years to post-retirement. Learning starts in infancy, long before formal education begins and continues throughout life. James Heckman, who was the Nobel Laureate in Economic Sciences 2000 provides a compelling argument for investing in early childhood development and literacy: He writes: “The real question is how to use the available funds wisely. The best evidence supports the policy prescription: Invest in the Very Young”.8 Heckman advocates early exposure to storytelling and the need for programs for the very young and argues for a re-allocation of budgets recognizing that this investment can reduce other social costs throughout the human life cycle. The public library also plays a key role in developing literacy for persons from culturally and linguistically diverse backgrounds. The neutrality of the public library space and opportunity to access English as a Second Language material and community languages are invaluable. These opportunities can be life changing for many people.

1.23.3 Building Communities

Public libraries help build communities and provide the connections that develop cohesion and inclusion, and break down isolation and the barriers for the disenfranchised or marginalized groups in our communities. They are safe, neutral and non-judgmental, and remain free and democratic spaces welcoming all i.e. they are Third Place.9 Many libraries are now seeing the impact of investing in diverse programs that facilitate connections within the community in increased visitation and use, as well as higher profiles within their communities. Community and capacity building is based on harnessing the strengths and assets within communities and building on these strengths to develop healthy, co-operative and sustainable communities. It also includes the development of competencies to strengthen communities and individual capabilities. The Libraries Building Communities (LBC) project in Victoria was the first comprehensive study of the contributions that public libraries make to their communities. Specifically, the study identifies and documents how public libraries build their communities, what the potential barriers to this process might be, and how they can be overcome.10 The research is underpinned by an understanding that social capital is the glue that holds the community together.11 Libraries act as community hubs providing opportunities for connection, inclusion, and community engagement: the building blocks of a strong and resilient society. Libraries also provide a wide range of programs attracting people from all walks of life. Research by Eva Cox found that public libraries play an important role in promoting social inclusion and giving isolated people greater connection to their community.12 Certainly, libraries contribute to the well being of their communities by facilitating connections and linking people from all backgrounds with opportunities to engage in community and creative activity.

7 Learning-based Community Development: Lessons learned for British Columbia. Ron Faris Ph. D. and Wayne Peterson July 12, 2000 (http://members.shaw.ca/rfaris/docs/lbcd.PDF). 8 James Heckman,” Invest in the Very Young”. The Ounce of Prevention Fund and the Irving B. Harris Graduate School of Public Policy Studies. University of Chicago. 2006. 9 Coined by Ray Oldenburg for places at the heart of a community. Oldenburg, Ray. The great good place. N.Y; Marlowe, 1999. 10 LBC Report 1: Setting the scene p.7. 11 LBC Report 1: Setting the scene p.10. 12 A Safe Place To Go, Eva Cox. 2000.



1.24 Library Industry Trends

1.24.1 Value and Public Image of Libraries

The concept of the public library as the “third place”13 has gained increased prominence with the development of new and innovative library spaces facilitating interaction, comfort and a sense of community ownership. There are many examples of dynamic, new and refurbished libraries in Australia and New Zealand. The libraries that are attracting attention are those that have moved away from a single minded repository focus to flexible places and spaces that attract people to enjoy the library in new ways, whether it be to access library and other agency services, enjoy sight and sound, browse collections, study or research, attend a program or just relax and catch up with friends over a coffee. As can be seen from the experience of the Ideas Stores in the United Kingdom, the way a library is conceived, designed, located, branded and presented can have significant impacts on communities. Successful libraries are now in the business of providing positive enriching experiences. Design of spaces is increasingly focused on the multiplicity of functions that have emerged for public libraries and is informed by preferences for how people like to engage with each other and with collections. New media and technology has had a huge impact on how spaces are articulated and how messages are provided in libraries. Retail merchandising is increasingly used to present product attractively. Multipurpose facilities are becoming more evident with public libraries increasingly providing an extended range of services including council and other agency services. Certainly, experience has shown that the provision of dynamic, accessible and vibrant library spaces that are designed around the needs and behaviours of users and potential users are attracting significantly increased levels of utilisation. With the increased emphasis on community engagement, libraries are emerging as community living rooms, and several libraries have explored this concept psychologically in the use of colour, furniture, lighting and a welcoming ambience to provide social and learning spaces. “Increasingly the libraries of the new millennium are no longer simply repositories for books but serve as a civic gathering place and stimulus for neighbourhood and community revival. Public libraries are being designed as part of larger public spaces making the library space more open to opportunities for sociability.”14

1.24.2 Community Need

Public libraries have witnessed an increasing demand for broader collections to meet the needs of various groups, including collections for persons with a visual or other disability, materials in languages other than English, and resources to support the development of literacy in communities. Changing demography and expectations and changes in media have certainly impacted collection development. Recent research in Victoria (The Strategic Assets Audit) confirms the expectation that demand for collection items diminishes as items age and obsolescence progressively increases.15 There will be a need to ensure that the collections budget keeps pace with acquisitions needs, particularly in the light of increasing population and book prices. Analysis of turnover of stock shows that there is an opportunity to review the product mix in Knox libraries in relation to needs at the local level, particularly non-fiction content. Opportunities to maximise online content should also be further pursued, particularly in the reference area.

13 Coined by Ray Oldenburg for places at the heart of a community. Oldenburg, Ray. The great good place. N.Y; Marlowe, 1999. 14 Better Public Libraries, London: Commission for the Architecture and the Built Environment (CABE) and Resources (MLA), 2003.

15 Strategic Asset Audit of Victorian Public Libraries. J.L Management Services, 2006. p.6; 57-58. Liddle notes the experiences of the United Kingdom’s public libraries where the key message was that if collections are allowed to deteriorate, there will be a corresponding and significant deterioration in the use of public libraries.



The increased use of online databases has changed the way that reference services are provided in public libraries. All staff requires high-level information navigation skill with both text and online content. It can be assumed that many of the library’s younger customers within the next five years will have had a high level of exposure to digital content, and there is increasing use of the Internet over all age groups. There has been an international trend in declining non-fiction, and particularly junior non-fiction usage, which has been attributed to use of online content, particularly for younger people. State Library of NSW research indicates there will be an increased demand for public library facilities, collections, technologies and programs with the ageing of the population.16 Evans and Kelly also note that older people read more and are more frequent visitors to public libraries with people over 65 visiting libraries five times more a year than younger people.17 There will be an increasing proportion of the population that will experience deteriorating vision and hearing, reduced mobility, and an increasing incidence of disability, which will increase the number of clients with special needs and the need for accessible service delivery. Carers in the community will also increase, as well as grandparents as carers. Consideration will also need to be given to how the needs of older persons can be met into the future, including the projected increase in housebound borrowers. Alternative models for service delivery should be considered. Lending Services have been refined over many years. The biggest opportunity lies in the opportunity to migrate lending service to patron self-help through the use of self-checkout facilities. Pathways Library in Pine Rivers Shire, Queensland, is also using self-service dispensers to provide access to holds and selected collections after hours. Self-help facilities also provides the opportunity for process improvements such as the provision of customer reserves and holds on open access and the design of more customer friendly spaces, reducing the need for large circulation desks. Libraries such as Brisbane City and the new Ellenbrook Library in Western Australia have provided customer pods at strategic locations rather than large centralised desks.

1.24.3 Competing Service Providers

ERL has a primary role to provide print and electronic resources that meet the information, recreation and education needs of the community at an appropriate level of quality and quantity. The changing relationship between users and libraries is creating competition for information sources. In particular, the information (or digital) age is changing the methods of producing and disseminating information with a greater emphasis on electronic service delivery. It is certain that the Internet is offering people the ability to communicate via computers and to make available vast quantities of information that dwarf local library resources as we know them now. In the State Library of Victoria research 46% of library users stated “to find information I need” was a common reason for visiting libraries. This reason for visiting libraries is declining over time due to the access and take-up of the Internet and electronic information sources from home, school and workplace. Specifically, the popularity of websites such as Google and Wikipedia are reducing the need to get information from libraries. A trend emerging in society is that people are becoming busier and ‘time poor’. People are working longer and finding it harder to balance family and social responsibilities. This has led to people looking to save time by utilising services that are more convenient and require less of their own time. This trend has the potential to impact on library services as people choose to use the Internet for informative purposes instead of visiting libraries. It is also manifested in the preference for library services to be located within commercial centres with good access to private and public transport services. The provision of online content for these customers is essential to continue to remain relevant and to maintain that connectivity with this audience. From an education perspective, the State Library of Victoria reported 34% of library users from ERL answered “study related pursuits” as a common reason for visiting libraries. Other organisations providing education services include coaching colleges,

16 Active, Engaged, Valued, Older People and NSW Public Libraries. State Library of NSW. 2006 p.8 17 Evans HDR and Kelly, J Analytical Report for the National Strategy for an Ageing Australia. Melb; 1999.



tutors, early learning centres and training centres. Partnerships between libraries and private education organisations have been an emerging trend in this area.

1.24.4 Library Planning & Design

Library trends and recent service models that have been developed point to the need for the public library to become more flexible as a centre for community engagement and development. Libraries are moving from passive information keepers to playing a more active role in the community, increasingly focused on connecting with community needs across the spectrum of information, education, leisure and social interaction. People are spending longer in libraries; in Australia on-site use is outstripping growth in loans. People want a pleasant environment; so spaces are needed where they will feel comfortable. Many people want to converse with each other informally: noise levels are generally higher. Some people want a room of their own where they can discuss, plan or argue: group study rooms and seminar rooms are now very common in public libraries. Other people just want a quiet area where they can concentrate: this may require a quiet study room, or a ‘homework’ room, or simply good layout and acoustics. Users range from children in strollers to elderly people using walking frames or powered chairs. Australia’s population is ageing and accessibility standards are becoming more and more stringent. Australians come from many ethnic backgrounds and everyone should be able to feel at home in the library. Community art and public art can be a welcoming feature and can be integral to the design. Some people have special language requirements: this may mean multilingual signage or space for language learning. There are also several innovative models for the delivery of library services emerging. Technology is being used to harness customer power and streamline procedures such as PC/print management systems. New technology facilitating easy self-check of materials by patrons has also been introduced in many libraries now, with some libraries reaching 97% of transactions by self-check, thus freeing library staff for more valuable customer assistance. A key theme emerging is the increased focus on the development of lifelong learning and the building of learning communities. With the exponential pace of change and growth in information, there is a need to facilitate competencies in information gathering and navigation. Changes in the workplace mean that skills often rapidly become obsolete and individuals need to continue to learn in order to maintain their employability. Libraries are well positioned to play a key role in lifelong learning, particularly in partnership with learning providers. Models such as the Hume Global Learning Village in the City of Hume, Victoria, the Pathways Library in Pine Rivers, Queensland and the Brisbane City Library Learning Lounges provide excellent examples of the development of learning partnerships. (Hume City has to date identified over 300 learning partners in its vision for a learning community.) The importance of early childhood learning is also driving an emphasis on early childhood literacy in many libraries. Most people now have high expectations, not just of libraries, but also of services generally. They bring their experiences of other buildings – notably retail and entertainment – into the library with them. The need for visual appeal has led to a ‘retail’ approach in public libraries. Many lessons learned from supermarket design have been successfully applied to libraries. Space – library sites as well as the internal spaces – is a critical issue in a number of ways. The characteristics and availability of suitable sites (or in the case of many cities their lack of availability) has a major influence on design. Scarcity of land in metropolitan areas has also encouraged local authorities to locate more than one facility on the same site. In the past it was common to see community facilities scattered around the local government area. Realising the potential of available sites and making the most of the floor areas, which can be afforded, are certainly common themes in current public library planning in Victoria. More and more libraries are being located in shopping and commercial centres, often as a result of a deal between the local authority and a developer. Many shopping centre owners are aware of the large numbers of people who come into libraries, and therefore



into their shopping centres, each day. Shopping centre space may be expensive and there is usually pressure to keep the size of the shopfront libraries to a minimum. These libraries can be very effective branch libraries, giving a taste of what is available at a larger central library, or catering for a particular target group within the community. Land values are also encouraging local authorities to try to realise as fully as possible the potential of sites which they own when they have to replace or upgrade community infrastructure. In Knox and Victoria, large civic renewal projects are currently being considered. These projects will involve the regeneration of entire city blocks with public libraries as major ‘anchor tenants’. The catalyst for at least one of these projects was the need to replace or extend an outgrown library building.

1.24.5 Innovative Library Models

There are a number of innovative service delivery models for libraries described below: User Pays Home Delivery Service: Bayside Library Service (Victoria) and Manly Library Service (NSW). Bayside Library offers a user pays home delivery system. Items are requested via the library’s website and the home delivery option is selected. Requests are checked daily by staff and a council courier delivers the items for a cost of $6.00 to the customer or an annual fee of $80.00. Manly Library received a grant from the State Library of NSW to carry out a survey to determine the feasibility of offering a user pays home delivery service to residents. The project targeted non-users and a home delivery pilot program was implemented. Information Gas Station: Finland A technology-based project of interest is the 'Information Gas Station' (iGS) in Helsinki, Finland. Created with money from a Bill and Melinda Gates Foundation Access to Learning Award, the iGS is a mobile information service point where users can access help from a library staff member. The iGS is onsite but also accessible via mobile phone text messaging, by landline phones, by e-mail, and by fax. While iGS has no books and most of the answers to users' questions are found via the web, staff also use the print resources of the Helsinki Public Library (HPL) whenever necessary. Maija Berndtson, director of HPL, who is forward thinking when it comes to managing tomorrow's library,' says iGS is a creative example of the concept of a ‘hybrid library’. The Community Lounge Room: Brisbane City Council The concept of the Community Lounge Room is based on the premise that libraries can add significant value through the provision of opportunities for interaction in smaller spaces providing a point of presence and just-time service delivery. The key elements are: popular library and magazine collections targeted to specific groups, themed collections similar to bookshop format, lounge areas and meeting spaces, compact exhibition space and access to technology and proximity to café spaces. The concept of the lounge room is strongly underpinned by the belief that opportunities for interaction promote social cohesion and that partnering will provide the best opportunity to provide residents with a range of access opportunities. The model is not a silo concept of library service delivery only, but could be done in partnership with a private provider (e.g. video, newsagent, Internet Café, Café, Bookshop, or Community Centre). The concept is an integrated facility that maximises community inter-action. Most importantly, this model provides a movement away from the repository model of service delivery to a community based facility that serve a wider range of purposes than just the narrow library service delivery. The library space is designed to promote social interaction. Text material is primarily recreational with an orientation to health, well being, parenting and learning with a “just in time” approach to broader collections. To promote inter-generational connections, there could be a strong focus on early childhood and parenting and learning through play facilities, and the provision of children’s spaces, collections and programs. Opportunities to engage older members of the community in storytelling and assisted learning for



literacy could also be investigated with a view to promoting inter-generational support. Programming with other agencies and access to materials in other locations rather than a traditional repository would be the key to a successful community lounge room. The Tailored Library: City of Sydney The City of Sydney Council has recently adopted a model whereby users and non-users were surveyed to identify their needs. It was determined that whilst there were core needs for resources, that there were communities of interest with needs for specifically tailored collections. Branch library collections have now been re-configured to meet these needs and the library will be working closely with community centres. Adelaide City has also adopted a similar model with themed collections in small spaces and new décor in place to support these themes. Adelaide City have also badged facilities as Library and Community Centres. The Dispensing Unit: Pine Rivers, Queensland The Pathways Library in the Pine Rivers Shire has implemented the first fully functional Library dispensing unit in Australia. The unit provides access to over 150 popular items including DVDs as well as providing after hours access to reservations awaiting collection. The dispensing unit is ideal for high traffic locations such as railway stations and shopping centres, with labour costs limited to refilling the dispenser.

1.24.6 Library Partnerships and Integration

Sustainability in all levels of government will increasingly become a focus of attention. The recent focus on lifelong learning and community engagement in the Library involved a range of collaborative activity with members of the community and beyond. Programs should be continued and built upon, working in partnership with key partners, internal and external. There are also a range of educational, cultural and community groups that the Library can work with to promote mutual outcomes. Several libraries, such as Baulkham Hills Shire Library, are also partnering effectively internally, providing selected Council customer services at branch libraries. Similarly, libraries such as Woollahra City Library are working strongly with the Community Services section of the Council to meet mutual community outcomes. To provide flexibility and improved user access, many public libraries are nowadays examining more closely the possibilities for partnerships and collocation opportunities. There are generally two different approaches: Co-located Libraries To provide flexibility and improved user access, many public libraries are collocating with other service providers such as: • Council services; • Community health; • Schools; • Training providers; • Arts centres; • Youth centres; • Child care; • Sport and recreation facilities; and • Cafes, exhibitors and retailers. Very often buildings may be shared but with separate areas for each service. A single large building can be easier to construct, to keep secure and to maintain than several smaller buildings. Sharing car parks, foyers and other common spaces can also make economic sense. Other examples may share the site only or be located on adjacent sites, providing central access for users to a range of services.



Collocated facilities may be more convenient for the community. They may also enable a wide variety of people visiting other facilities to be drawn into contact with the library on a regular basis. Collocation may mean symbiotic relationships. There may be a diversity of services on offer, with the community as the common core. For any of these options it is important to ensure that the quality of service provided is not diminished or threatened and that there are benefits/improvements for the provider and user. A nearby example of a collocated library is the West Footscray Library. The facility collocated a library with a neighbourhood house offering Early Years facility services in the same building. Joint-Use Libraries By comparison, joint-use libraries are defined as libraries where two or more distinct library service providers serve their client group in the same building, the governance of which is cooperatively arranged between the separate authorities. For example, a joint use library may be developed between a local government authority and the Department of Education and Training for a library serving both high school students and the broader community. Pooled funding would be provided by both agencies to cover the capital and recurrent costs of the services. Case study analysis indicates partnerships with schools work best when the library is exposed to passers by with direct access to the community.

1.25 Environmental and Sustainability Trends

Incorporating sustainable building principles has been an increasing focus and requirement of public sector facilities, including libraries. The movement towards green buildings, which reduce environmental impacts and have a focus on sustainability, has been driven by regulators looking to protect the environment. The future planning of library facilities should consider environmental issues and attempt to minimise power usage, water usage and emissions. Waste management is another environmental issue to consider with programs to promote recycling of old computers and other library items. There is both a requirement and an expectation public buildings will respond to environmental issues through sustainable building principles. Council will need to closely consider environmentally sound design principles for new libraries and environmentally responsible operations from each of its buildings.

1.26 Information Age and Technological Trends

Appropriate, functional and adequate space to accommodate new information technologies is now a major requirement of public libraries. New technologies such as self-check loans, self-help desks, quick use computers, wireless technology, Wifi and bluetooth access, ports for laptops and wireless networks together with specialist librarians to assist online users are all impacting on library design and layout. In the 20th Century there was a radical transformation in the role of information in society as well as in the technology used in its production and dissemination. New electronic forms of communication have multiplied, reducing the primacy of the print medium, but not yet displacing it. Instead, each new form of communication has supplemented printing and publishing. The proliferation of communication technology in the 21st Century has also brought with it a situation in which the content of these various forms of communication are merging as forms of digitalised information that combines print, voice, video, and graphics for educational and recreational purposes. Navigating and packaging information has become vital in an age of information overload as well as preserving resources of value so they are available to future generations. Demand for instantaneous services has influenced the development of electronic services and resources, such as electronic requests, and ebooks. Websites such as Google Books provide users with access to digital books that can be downloaded. And there is a trend to downloading resources such as audio books, and DVDs directly onto the PC at home.



There is now a significant new approach to the production, storage, distribution, and use of various types of information. Previous information "systems," such as the book, were based on the process that the message that entered a system was the message that was received. This is no longer the case: the newer communication technologies on the Internet are interactive, that is the capability of modifying messages and creating new messages exists within the system. At a general level, society recognises that people need to gain access to information. To make the best use of it there needs to be an effective system for organising information on a community basis so it can be retrieved effectively. The public library has responded to this need in varying ways for many decades through years of economic restraint. The key question now is will libraries be able to adapt new technologies to information demands during a period of reduced government funding? Although the public library generally is viewed today as a print-based institution, libraries have shown a strong ability to integrate formats such as films, videos, slides, records, and audio into their services. There is no doubt that libraries can incorporate new electronic formats into collections, in fact, these formats reduce rather than create barriers to public access. The managerial and professional expertise therefore exists to deal successfully with new electronic information resources on a community-wide basis. New technology allows libraries to apply interactive, collaborative and multimedia web based technologies to build library-based applications. Instant messaging chat, local history wikis and library blogs are all examples of this. The Yarra Plenty Library Service has led the way in Australia in this area, and in particular in training staff in Web2.0 technology. ERL has also introduced training for staff in new technologies with 56 staff having undergone training. It is certain that the Internet is offering people the ability to communicate via computers and to make available vast quantities of information that dwarf local library resources as we know them now. It is important to note that people are not going to stop reading--in fact, digitalised print is a basic staple of the Internet where information is created, shared, modified, "flamed", praised, and so on, every day. What will continue is the erosion of the book's dominance and centrality. It is becoming more important to identify and evaluate electronic forms of information in order to provide meaningful, balanced collections for public consumption. This process is essentially one that libraries/librarians have been engaged in for decades. To be successful public libraries will need to try to develop new services, to provide new resources, and to alter the public perception that libraries are mostly old-fashioned print warehouses that pre-date the modern era. There are five crucial things libraries will need to do to respond to technological trends: • Libraries must employ the power of information technology by emphasising new roles

in their public services. Libraries must continue to offer the latest features of telecommunications, which integrate sound, text, data and images. Using software programs, either newspaper stories or magazine articles can be downloaded to disk or printed on paper at workstations on demand, thereby shifting the library’s focus to immediate service demands away from the time-honoured collection of on-site materials. The growth in portable electronic equipment such as laptops, PDAs, phones, cameras, recording devices and MP3 players are also an area that libraries can incorporate into their design and service provision.

• Partnerships with other organizations have to be developed in the rapidly expanding

information universe. Libraries must at the very least get their catalogues on local electronic freenets and they should try to play a leadership role in developing local community networks. Libraries and librarians need to participate in network initiatives by allowing access to library catalogues around the world and by developing WWW servers with navigational aids that allow people to find or discover information resources. Librarians have many opportunities to draw on their experience and proficiency in this process. They can select information resources, design user interfaces, or help promote the organization of community information on these networks.



• Libraries must strive to promote the concept of end user empowerment that is to link

people with information without an intermediary. Ideally, the idea is to provide an alternative to visiting the library by permitting users to locate and control their own information at their own convenience from home or office on a time basis outside of normal opening hours. The creation of virtual reference libraries with encyclopaedias, dictionaries, atlases, indexes and abstracts that people can access from outside the library is the next step in the evolution of reference services.

• Libraries must dramatically broaden the range of electronic services. It is just not a

matter of collecting electronic files. The day is over when library staff can feel comfortable offering an array of print or electronic resources housed in a central library or community branches. The traditional meaning of circulation as it pertains to libraries is changing and this concept has to be rethought. The twentieth-first century electronic library we have heard about should provide access to a vast range of resources and service providers anywhere in the world. This is a key area where libraries can play a vital role in providing an environment where research, study, and learning can flourish.

• An image problem needs to be addressed for libraries. Libraries need to reposition

themselves as important learning organizations where services continually change and improve. Too often, people consider the local public library as a recreational resource and the educational or informational role is secondary or overlooked altogether. Libraries will need to rethink their traditional mainstay, the circulating collection. The concept of reading is changing: the cultural weight is more on visual/factual information in a variety of formats and less on reflective/entertaining book-oriented activity.



Service Delivery Model Options

1.27 Strategic Principles

Designing an infrastructure delivery model for the Knox library service for the next 50 years requires consideration of a range of issues and factors: • Community need and demographics; • Location of libraries outside Council area; • Staffing and stock implications; • Opening hours and access; • Public transport access; • Library industry trends and innovative models; • Partnership opportunities and integration; • Electronic services and technology; • Environmental sustainability; and • Financial sustainability (capital and operating). The following set of strategic principles and objectives have been developed to guide the delivery of a sustainable Knox library service into the future: • Positioning libraries as valued destinations by the community; • Aligning resources and services with community needs and aspirations; • Ensuring a customer service focus responsive to changing needs and technology; • Locating libraries in highly visible and accessible locations to increase usage; • Delivering programs and services focused on community learning and engagement; • Developing mutually beneficial partnerships with other community service providers; • Maintaining a highly skilled staff focused on common outcomes; • Promoting a culture amongst staff of continuous improvement; • Effective strategic and operational planning; • Cost-effective investment in and maintenance of assets; and • Effective and efficient financial management and administration.

1.28 Strategic Planning Context

The vital contribution of public libraries to social capital and to the education and economic development of communities is recognised across the developed world. Support for this role has underpinned the commitment of Knox City Council and the Eastern Regional Library Corporation to the provision of high quality public library services. The role of libraries and their relationship with users is constantly changing. A dynamic technological environment, along with increasing pressures on financial and staffing resources, significant population growth and changing demographic and social trends necessitates the development of a sustainable and cost-effective service delivery model for the future to retain the relevance of the library service. In particular, the information (or digital) age is changing the methods of producing and disseminating information with a greater emphasis on electronic service delivery. To retain relevance, libraries will be required to adapt to new technologies and position themselves as important learning organisations where services continually change and improve to meet the information demands of the community. Importantly, public libraries are well placed to exploit information technology and interact with their communities and users in meaningful ways to retain relevance into the future. It is clear that into the future there will need to be consideration for more creative and innovative solutions for the delivery of library services. Specifically, a model is required that embraces technology and adapts to the information demands of the community, provides flexibility to accommodate to future industry trends and influencing factors, maximises partnerships and enhances access at strategic locations, whilst at the same time meets asset requirements in a smarter fashion by minimising the need for further major expenditure in infrastructure and contains labour costs.



1.29 Service Delivery Model Options

1.29.1 Possible Network Models

Four branch libraries, a mobile library and a virtual library serve the City of Knox. These services form part of the larger ERL network of 13 library branches and 3 mobile libraries. Knox’s static libraries and mobile library service serve a population of almost 154,000 people, with this population projected to increase by 10,000-18,000 persons over the next 25 years. The area is compact and linked by major road arterials and public bus and train services. Two libraries are located within major commercial centres, with two branches collocated with other community infrastructure on the fringe of centres. No area of the Knox LGA is more than 4.5km from a library branch in the LGA. There is a small proportion of cross-usage with other ERL branches, mainly to the north. The Knox library service model shares characteristics of a centralised and decentralised model. From an administration perspective, the model is centralised. Planning, administration, human resource management and collection development occurs centrally through the ERL and the Knox City Library houses the reference collection and a larger number of librarians and circulation officers. However, from an infrastructure perspective, the model is decentralised. The relative size of the libraries is characteristic of a decentralised model with all libraries between 400 and 700sqm. There are also several backroom functions occurring at each branch library. There are two infrastructure network models that could be pursued into the future: • Retain existing decentralised infrastructure model; or • Transition to a more centralised infrastructure model. Retaining the existing decentralised approach would ensure the community retained access to some higher order library services conveniently in their local area. However, the main disadvantage would be the ability to expand each of the library branches (including finding appropriate sites) to address current library space shortages. There are a number of factors that suggest a centralised model focused on the Knox principal activity centre would be the most sustainable in the long-term: • In the retail and commercial centres network, there has been the clear emergence of

a principal activity centre at Knox supported by a network of smaller activity centres; • The Knox LGA records a compact residential settlement pattern with high levels of

transport and accessibility from all parts of the Council area; • The provision of library floorspace is currently well below that suggested by planning

benchmarks, requiring a cost-effective increase into the future; • There is not the option to expand each of the branch libraries significantly to move

closer to providing necessary library floorspace in Knox; • Council is planning for the long-term development of a Knox Central Civic Precinct to

collocate a range of civic and community facilities, with opportunities for the construction of a state-of-the-art learning centre anchored by a library; and

• There are a number of smaller, innovative, flexible and more cost-effective models

for the delivery of library services tailored to the needs of local communities.

1.29.2 Cost-Benefit Assessment of Innovative Service Points

A whole-of-life financial assessment of the different models for the scaleable points of presence such as shopfronts/lounges, kiosks/bookshops and dispensing machines demonstrates the cost-savings of moving toward smaller, accessible, flexible and responsive service delivery model with a focus on technology and electronic services (see Table 6.1). The 50-year net investment in a 500sqm branch library equates to $10.5 million versus a considerably lower $5.9 million and $3.6 million for a leased



shopfront/lounge room or kiosk/bookshop library in a commercial centre and $0.8 million for a dispensing machine. The cost-benefit assessment includes the following costs/benefits in the calculations for each of the service delivery configurations: • Capital costs:

o Land o Buildings o Self-check terminals o Dispensing machines o Computers o Fit out o Stock o Shelving o Professional fees o Contingencies

• Operational costs:

o Commercial rent o Labour and staffing o Repairs and maintenance o Stock rotation and storage

• Operational revenue:

o Commercial rent from sub-lease.

Table 6.1: Cost Comparison of Different Service Delivery Points (NPV over 50 years) Service Delivery Model Shopfront/

LoungeKiosk/

Bookshop Dispensing

Machine Branch Library

Size (sqm) 250sqm 100sqm N/a 500sqm Base Capital Costs Land (if applicable) $400,000 Building (if applicable) $1,100,000 Self-check $6,000 $6,000 $0 $18,000 Dispensing machine $0 $15,000 $15,000 $0 Computers $15,000 $7,500 $1,500 $30,000 Fitout $50,000 $20,000 $0 $100,000 Stock $300,000 $150,000 $0 $600,000 Shelving $3,300 $1,700 $0 $6,700 Contingency $18,700 $10,000 $800 $112,700 GST $39,300 $21,000 $1,700 $86,700 Total $432,300 $231,200 $19,000 $2,454,100 NPV (50 Years) $432,300 $231,200 $19,000 $2,454,100 Base Operational Costs Commercial Rent $87,500 $45,000 $0 $0 Labour $210,000 $140,000 $35,000 $350,000 Repairs & Maintenance $18,700 $10,000 $800 $112,735 Stock Rotation & Storage $30,000 $20,000 $10,500 $15,000 Total $346,200 $215,000 $46,300 $477,735 NPV (50 Years) $5,830,000 $3,620,000 $780,000 $8,050,000 Operational Revenue Commercial Rent (sub-lease) $20,000 $15,000 $0 NPV (50 Years) $340,000 $250,000 $0 $0 Net Cost NPV (50 Years) $5,930,000 $3,600,000 $800,000 $10,500,000

Note: All values in 2007 dollars Source: AECgroup


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1.29.3 Preferred Network Model

Considering the above and given the compact settlement pattern of residents in Knox, the preferred network approach for library services into the future is a central hub library in Knox providing a full suite of services supported by strategically located, scaleable, satellite points of presence in local communities in accordance with existing service delivery points and Council’s commercial centres hierarchy. The model would be supported by improved stock rotation and inter-library flexibility. An enhanced online service network would complement the physical library network. In the long-term, the scaleable points of presence would preferably be located around existing service points and where possible within the defined Major Activity Centres: • Knox Central Hub 2,000sqm • Boronia Branch library 600-1,000sqm • Bayswater Community lounge 100-250sqm • Rowville Branch library 600-1,000sqm • Ferntree Gully Community lounge 100-250sqm The hierarchical approach to service delivery will provide the opportunity for increased ownership of outcomes at the scaleable points of presence. The satellite points of presence would vary in size according to need and partnership opportunities and provide a tailored depth of library services to local community catchments. These scaleable points of presence could range from an unmanned dispensing machine at a train station or shopping centre, to a kiosk/bookshop, to a shopfront/lounge to a normal branch. The changing delivery format would represent a more cost-effective model by reducing Council’s need for ongoing and further significant investment in physical library assets outside of the central hub library whilst at the same time maintaining and improving accessibility to an expanding population within a technological environment. The approach would also seek to alleviate any existing and potential capacity pressures by providing a more accessible lending service and identifying partnership opportunities to improve utilisation of other community facilities, services and Council assets. The service points could, where feasible, be undertaken as partnerships with private providers such as a café, bookshop, video shop or other willing partners. The key locational criteria for scaleable points of presence would be as per the site assessment criteria outlined earlier in this study, including cost-effective investment (entry costs), adaptability of space and flexibility for future exit, population mass and demographic trends, collocation with retail and commercial services, high visibility and pedestrian/vehicular exposure, street frontage with ground floor access, close to and/or accessible from educational facilities, access to public transport infrastructure and networks and access to convenient and safe car parking.

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Table 6.3: Proposed Hierarchy of Library Services Characteristic Hub Library Satellite Points of Presence Virtual Configuration/ Facility Type

• Hub library (purpose-built) • Scaleable between: o Branch o Shopfronts/lounge room o Kiosks/bookshop o Dispensing machine

• Partnerships with private providers

• Virtual website: o Home o Work o Library

Size/Area • Approximately 2,000sqm

• Scaleable between: o Branch (600-1,000sqm) o Shopfront/lounge (100-250sqm) o Kiosks/bookshop (<100sqm) o Dispensing machine (<10sqm)

• N/a

Library Services • Self-check available • Complete lending range, including local

studies • Computers/internet • Adaptable space • Comprehensive schedule of programs

• Self-check terminals: o Branch (3 terminals) o Shopfront/lounge (1 terminal) o Kiosks/bookshop (1 terminal)

• Flexible / tailored lending ranges: o Branch libraries (20,000 stock) o Shopfront/lounge (10,000 stock) o Kiosks/bookshop (5,000 stock) o Dispensing machine (150 stock)

• Computers/internet: o Branch libraries (20 computers) o Shopfront/lounge (10 computers) o Kiosks/bookshop (5 computers) o Dispensing machine (1 computer)

• Adaptable space • Limited schedule of programs • Focus on partnerships

• Online ordering • Meeting room/program/activities bookings • Reference/catalogue software:

o E Books o E Library o E Reference

• Training/educational software: o E.g. Your Tutor, BLOGS

Hours • Extended to retail hours

• Extended to retail hours • 24 hours, 7 days

Council Services • Customer/information services • Video links with Council

• Customer/information services • Video links with Council

• Online Council services/website access

Staffing • As per current • Scaleable between: o District facilities (as per current) o Shopfront/lounge (3 FTEs) o Kiosks/bookshop (2 FTEs) o Dispensing machine (0.5 FTEs)

• Increased IT support (0.5 FTE)

Source: AECgroup


1.30 Service Delivery Point Options

1.30.1 Central Library: Knox

The lease at the existing Knox Library expires in 2017 at which time the shopping centre manager AMP has indicated it will not be renewing the lease. This creates a planning need for the interim period through to 2017 and then long-term beyond 2017. Short-Term (Before 2017) A number of strategies can be pursued to improve the delivery of library services from the existing location before the lease expires in 2017, including: • Shelving:

o Reduce maximum shelving heights to 120-180cm o Introduce genre shelving and labels o Increase flexibility of shelving.

• Improve natural light and brightness: o Reduce shelving heights o Insert natural lights in all bulbs o Reduce height of reference collection shelving.

• Increase provision of technology: o Increase computer terminals including study areas o Provide ports for laptops including study areas o Introduce self-check terminal.

• Improve shopfront: o Remove wall along front desk o Create a single entry and exit o Create displays along shopfront

• Signage: Provide signage for toilets. Long-Term (Beyond 2017) To maintain the long-term provision of library services in the Knox Principal Activity Centre, Council is considering building a new library as part of the Knox Central Civic Precinct. The preferred model supports the establishment of a central library in Knox within the Central Civic Precinct. The preliminary master plan makes provision for a total of 3,500sqm of library space and 700sqm of office space to accommodate the Eastern Regional Library Corporation at commercial rates. The Master Plan has identified opportunities for the collocation of community facilities including Neighbourhood House, University of the Third Age and Youth Information Centre with the intention of developing an integrated Learning Centre. This review supports this approach and suggests a floorspace of 2,000sqm be dedicated to the library with the remainder shared and integrated with these providers. As per the plan, the construction of a new central hub library provides the opportunity to develop a state-of-the-art facility that incorporates all elements of modern and innovative libraries, including a high emphasis on IT facilities and resources. This review supports the potential for the development of a café adjoining the library overlooking public space and play areas for children. This concept has been developed successfully at many other new libraries, particularly as part of a larger precinct. The feasibility assessment has outlined a staged program of development activities, a preliminary financial assessment to confirm funding needs along with other planning recommendations. The relocation costs of the library from existing leased premises have been estimated at $50,000. The construction of the new library has been estimated at $17.8 million, with potential grant funding of $2.0 million reducing the funding gap to $15.8 million. According to the draft feasibility assessment, construction of the library will commence in January 2016 and finish in June 2017. Given the timing of the lease expiry, there is a need to bring this timeline forward to ensure smooth, timely and efficient transition between the existing premises and the new premises.

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1.30.2 Point of Presence: Rowville

Redevelopment of the Stud Park Shopping Centre and library is planned for 2009-10 and will result in the displacement of the existing library, creating a planning need for the interim period through to 2009-10 and then long-term beyond 2009-10. Short-Term (Before 2009-10) A number of strategies can be pursued to improve the delivery of library services from the existing location before the lease expires in 2016, including: • Stock:

o Reduce stock levels to create more space • Shelving:

o Reduce maximum shelving heights to 120-180cm o Introduce genre shelving and labels o Increase flexibility of shelving.

• Increase provision of technology: o Increase computer terminals including study areas o Provide ports for laptops including study areas o Introduce self-check terminal.



Long-Term (Beyond 2009-10) Planning for the long-term future of the Rowville Library is also advanced. The owners of the Stud Park Shopping Centre, in consultation with Council and the community, have developed the Stud Park Shopping Centre Structure Plan to provide a broad framework for the future development (land use and built form) of the centre. The Stud Park Shopping Centre is identified in Melbourne 2030 as a Major Activity Centre that will provide a vibrant focus for the community through the integration of a range of retail, commercial and community services, and through the opportunities it provides for local employment and social interaction. The key features of the Stud Park Structure Plan are: • A new main street and town square connecting the Community Centre and Stud Rd; • An expansion of the shopping centre in the future; • Reconfigured car parking, including underground parking; and • A relocated and improved public transport interchange. The Structure Plan indicates the library will be relocated to Gateway Square at the eastern end of Main Street featuring cafés, retail, services, businesses and community facilities. Details of the eastern gateway open space will need to be further refined, as part of the preparation of the development plan, in conjunction with the preparation of the Stage 2 structure plan, prepared by Council for the balance of the Activity Centre. The Structure Plan indicates the important principles for this space are to ensure the eastern gateway open space is sufficient in size for its purpose, active uses are located on the lower levels of buildings fronting the open space and open space provides suitable integration with the land to the east. This review considers the proposed location to be favourable for a new library given it will retain high exposure to pedestrians, be collocated next to activity inspires such as cafes and retailers and front public green space. Current discussions with the shopping centre owner indicate a commitment to provide the same amount of space as per the existing library tenancy (650sqm). Council has entered discussions with the owner for a larger space to be considered. This review suggests a

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space allocation of up to 850-1,000sqm would be sufficient for future service provision in this area considering opportunities for improved layout and functionality, transition to technology and electronic service delivery and the future development of the central hub library in Knox.

1.30.3 Point of Presence: Boronia

Council recently completed an extensive refurbishment of the Boronia Library. The library’s refurbishment has created a modern library with new furniture, fittings, colour schemes and technology, making the most of available natural light through a sky roof. The library responds to current library planning approaches and makes favourable use of available space and development options. A number of separate lounge and children’s areas have been created. The refurbishment also removed the walled entrance to the library. Following the refurbishment, the main issue for the library is increasing the number of computer terminals. The refurbishment has included plasma TV screens. There are three main options for the long-term library service in this area: • Remain in current location in Boronia Park; or • Relocate elsewhere within Boronia Park; or • Relocate to Boronia Central. The arguments supporting the library remaining in its current location are the investment by Council in the recent refurbishment of the library and its collocation with the highly used Boronia Basketball Stadium, a major community node, its sufficient parking and aspect toward a creek and green space, and its relative proximity to public transport services (bus and train). It is unclear at this stage what impact the recent refurbishment to the library will have on usage levels. If this option were maintained long-term, there would need to be consideration for improved partnerships and synergies with the basketball stadium and improved signage to the library to increase usage. In terms of the second option, the Boronia Structure Plan proposes the creation of a Boronia Park Community Facilities Precinct. This area would be highly visible, accessible and understood by the community as a precinct. Urban design improvement to the northern edge of Boronia Park will provide a highly amenable outlook for facilities with an address and access via the park. Active facilities and services will be encouraged at ground floor level, with less active uses on upper levels. The Structure Plan indicates the potential relocation of the Boronia Library would provide a new building with frontage to both the park and Boronia Road, thereby increasing the presence of the community facilities precinct (to be known as the 'Community Hub'). The library facility at ground floor level may be complemented by upper level meeting rooms and facilities to accommodate life long learning in Boronia. More frequent and direct pedestrian links north-south across Boronia Road will improve connectivity between the Boronia Park Community Facilities Precinct and adjoining commercial areas to the north. The main disadvantage of the Boronia Park location is the lack of pedestrian and vehicular exposure that would come from a commercial centre location, although the Structure Plan for Boronia Park locates the library fronting Boronia Road. As reported, more and more libraries are locating within shopping and commercial centres to increase the awareness and usage of their service. The relocation of the library to the nearby Boronia Central commercial centre closer to the railway station would provide increased exposure for the library and potentially higher usage. Any such relocation to leased premises in a shopfront/community lounge style offering could be funded through the lease of the existing premises to the Boronia Basketball Club. This review considers the Boronia Park Precinct as a suitable location for the future library service in this area. The Boronia Structure Plan indicates investigation will commence into alternative locations within Boronia Park for a library. The library should play a proactive role in this planning process to ensure a highly visible and functional ground floor location, fronting Boronia Road if possible and providing a link from the commercial area to community facilities in Boronia Park. During this period, ongoing feedback mechanisms should be put in place with the community and usage trends monitored.

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1.30.4 Point of Presence: Ferntree Gully

Ferntree Gully’s library branch is in many ways in a similar position to Boronia. Both libraries are located on the fringe of commercial centres in Council-owned buildings collocated with other community services and facilities. The Ferntree Gully Library is collocated within the Community Arts Centre, sharing internal and external space with other community service providers. There are four main options for the long-term library service in this area: • Remain in existing location; or • Relocate to the Ferntree Gully Village Shopping Centre; or • Relocate to a commercial centre such as Mountain Gate; or • Close the library with no service delivery point in Ferntree Gully. The arguments supporting the library remaining in its current location are its co-location with other community facilities and services in the Arts Centre and potential for future expansion into the outdoor deck area. If this option were pursued long-term, there would need to be consideration for vastly improved signage from Burwood Highway and improved signage external to the community centre itself. The main disadvantage of the current location is the lack of pedestrian and vehicular exposure that would come from a commercial centre location. As reported, more and more libraries are locating within shopping and commercial centres to increase the awareness and usage of their service. The relocation of the library to a nearby commercial centre would provide increased exposure for the library and potentially higher usage. Any such relocation to leased premises in a shopfront/community lounge style offering could be funded through the lease of the existing premises. This review recommends that Council begin proactively seeking leased premises within both the Ferntree Gully Village Shopping Centre and the Mountain Gate Shopping Centre for the long-term provision of a community lounge room model for library services. While a Mountain Gate location would bring the library closer to the future Knox Central Library, it would easily increase pedestrian and vehicular exposure, thereby increasing usage. The move would also reduce the currently high levels of maintenance expended on the existing facility each year. The move would allow for a more responsive and accessible library service for the community, including the families and children target market.

1.30.5 Point of Presence: Bayswater

There is no static library service in the Bayswater area presently with minimum library services currently supplied by the Mobile Library. Library usage statistics indicate more than half of all residents currently use the Knox Library, with Boronia recording the majority of remaining usage. There is also a small proportion of usage of the Ringwood Library in the Maroondah LGA. Bayswater is identified as a Major Activity Centre in Knox’s commercial centres hierarchy and therefore warrants consideration for a scaleable and flexible library service delivery point. The Bayswater Structure Plan outlines the intention of creating opportunities for the collocation of community facilities within the activity centre which support the health and well being of the community, including a library branch, educational facility, child care service and/or community hall. The library is identified as a priority local service requirement. There is support for the development of a community centre with a library as an anchor tenant. Ideally, this centre would be located within the activity centre core, with a potential site identified opposite the new shopping centre being developed. There is some potential to co-locate this community centre on the fringe of the centre adjacent to or adjoining the arts centre and senior citizens buildings. This review recommends, as part of collaborative planning with other Council service areas and potential partners, the investigation of opportunities to develop a community centre with a small community lounge room library model in the Bayswater activity centre. It is considered there are opportunities to identify community service partners

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such as those suggested above and community health given the high number of single parents with children in the local area.

1.30.6 Mobile Library Service

The Knox Mobile Library was introduced in 1985 to extend library services from the then two branch libraries at Knox and Ferntree Gully. At that time the City had limited public transport options to the newly developing areas in the south of the municipality and the Mobile was a needed service.18 In the twenty-two years since, the City has provided two more Branch Libraries, public transport has increased, and car ownership within the City has increased. The physical condition of the Mobile Library is very poor with the trailer now over 20 years old and the prime mover overdue for replacement. In the 2005 Knox City Council Library Review there were serious shortcomings identified with the Mobile Library that place the users in jeopardy and these include access steps that were unsteady and do not meet disability access standards, no wheelchair or hoist access, rust issue within the panelling, guards and storage panels as well as a deteriorated Ageing trailer which presents a very poor image of libraries and Council to the community. All libraries are located proximate to public transport services. The small geographical area of Knox (114 sq km) means no area is more than 4.5km from a branch library. The services offered on the Mobile are severely limited with no technology and limited collection and this is reflected in the low usage. This service is currently ineffective, reflects poorly on Council, and with the Mobile trailer now reaching the end of its usefulness and the prime mover overdue for replacement a decision needs to be made immediately regarding its future. Given Council’s commitment to both the Municipal Early Years Plan and the Healthy Ageing Plan there is an opportunity to redesign the mobile service to provide a hybrid model of services, that includes Council, community and library services, in a significantly smaller, more flexible vehicle that delivers the outcomes for Council on the strategies outlined in these plans. Option 1: Develop an immediate exit strategy to close the existing Mobile Library Service with increased investment in technology and redevelopment of the existing Branch Libraries. Option 2: Develop a staged exit strategy to for the existing Mobile Library Service and design a replacement service with a smaller more flexible vehicle that can deliver integrated Council, community and library services to targeted communities and customers.

1.30.7 Virtual Library

The ERL Virtual Library delivers 24x7 digital services and access to the library catalogue. As there is greater take-up of broadband connectivity in Knox there is a case to be made for the extension the digital services offered by the ERL virtual library. Extended digital reference opportunities to provide an alternative method of reference delivery to hardcopy reference collections, especially given the physical space constraints of the current Knox branch libraries. Investigation into the provision of downloadable content is another area of digital services that could be offered through the ERL website. Web 2.0 technology also provides ERL with digital opportunities to interact with the community. The marketing of the virtual library will need to be undertaken in conjunction with the increase in digital services to continue to grow this area of the library.

18 Knox City Council: Library Review, Library Consultancy Services Pty Ltd. 2005 p17

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Strategies & Recommendations

1.31 Strategic Vision

Theme Community Vision Issues Council has outlined a comprehensive community vision and a series of

community plans to ensure this vision is realised by 2025. The activities that support these community plans need to be greater aligned with the services and activities that are delivered through the Knox Branch Libraries.

Strategy • Ensure Knox City Council Community Services Directorate and Branch Library business planning processes incorporates opportunities to integrate services and optimise delivery of activities and programs through the branch libraries.

Timeframe Engage with current planning cycle

1.32 Community Need

Theme Young People and Families Issues ERL, through the Knox libraries, must position itself to become an

active partner with Council’s Municipal Early Years Plan, and with other early childhood educators and providers to ensure Federal funding opportunities can be actioned when available, to give the young families in Knox access to quality programs and relevant resources. Children’s library activities and story times should also be aligned with Council’s Early Years Plan outcomes and be integrated with other actions from this plan.

Strategy • Incorporate library services early years plan into the Knox branch library plans that aligns services and activities to Council’s early years plan.

Timeframe In line with the 2009-2012 Early Years Planning program Theme Older People Issues The City of Knox is experiencing a growth in the proportion of residents

over 55 years, in line with the national trends of an Ageing population. Increased services and activities will be required in the future to establish a healthy Ageing culture. With increased ageing and decreasing mobility, it will be important to provide services that are accessible. This will include not only physical access but also the provision of services accessible on public transport routes and in co-location with other services.

Strategy • Investigate opportunities to partner and connect with other services to the aged to enable extension of existing library services to the aged.

Timeframe Short-term (1-3years) Theme Community Engagement Issues There has been a trend towards libraries becoming more involved in

community development and in developing strategies to build more cohesive and inclusive communities. Brisbane City Library provides an exemplary model in its focus on strategic partnerships and programming and the strategic positioning of the library to play a broader role for Council in the community to deliver on Council’s outcomes.

Strategy • Investigate opportunities for ERL and Knox Branch Librarians participation in community planning, social planning committees and community development programs to ensure library participation in and connection to community development in Knox City.


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Theme Lifelong Learning Issues If the Council vision of a life long learning culture is to be realised then

significant, planned investment in the provision of increased Public Access PCs within the Knox Branch Libraries is required in the immediate term, with investment in staff resources to developing learning partnerships with local schools and their computer labs being made available for adult computer literacy classes with the library playing a co-ordination role should be planned for. This coordination role could also extend to the community learning opportunities already available in Knox and progress the existing digital community organisation database.

Strategy • Develop a community lifelong learning action plan that includes an audit of what is currently happening across the City

• Develop a coordinated approach to lifelong learning across the City Timeframe Short-term (1-3years)

1.33 Public Image

Theme Public Image Issues To retain relevance, libraries will be required to adapt to new

technologies and position themselves as important learning organisations where services continually change and improve to meet the information demands of the community. Libraries will need to rethink their traditional mainstay, the circulating collection. The concept of reading is changing: the cultural weight is more on visual/factual information in a variety of formats and less on reflective/entertaining book-oriented activity.

Strategy • Develop a promotional strategy that encompasses external and internal signage, marketing of the library and promotion of the virtual library


1.34 Infrastructure Model

Theme Knox City Library Issues The Knox City Library is presently located in leased space the Knox

Shopping Centre. The lease expires in 2017 and shopping centre management, AMP has foreshadowed this lease will not be renewed. There are a number of improvements that could be made to this space. Beyond 2017, Council is planning a Knox Central Civic Precinct which includes provision for a library and office space to accommodate ERL headquarters.

Strategy Improve library layout and services prior to 2017 including: • Shelving:



• Improve shopfront: o Create displays along shopfront window

• Furniture: o Establish a furniture replacement program

Strategy Proactively participate in the planning for the Knox Central Civic

Precinct and petition for: • Integrated learning centre concept • 2,000sqm of library space

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• 700sqm of office space for ERL Headquarters • Shared space with other service providers • Café and outdoor children’s play area • Stage 1 development to be completed by December 2016

Timeframe Short-term (1-3 years) Theme Rowville Library Issues The Rowville Library is presently located in leased premises in the

Rowville Shopping Centre. Structure Plans have been finalised for the shopping centres redevelopment in 2009-10. It is proposed the library will be relocated to a site fronting a new public square. Council has commenced negotiations with the developer.

Strategy Improve library layout and services prior to 2009-10 including: • Stock:

o Reduce stock levels to create more space • Shelving:





Strategy Proactively negotiate with shopping centre owner for: • 850sqm of library space • Location fronting Gateway Square

Timeframe Short-term (1-3 years) Theme Boronia Library Issues The Boronia Library is the most modern in the Knox library service

having undergone a recent refurbishment. The Boronia Park Masterplan outlined a new community facilities precinct in Boronia Park which may present potential for a new library at Boronia Park. Alternatively, the library could be relocated to Boronia Central.

Strategy • Monitor usage trends following the recent refurbishment of the library and assess whether there are any structural changes in visitor numbers and library usage from the local catchment.

• Proactively participate in the planning for the new Boronia Park

Precinct and identify opportunities for the ongoing provision of library services in Boronia Park.

Timeframe Medium-term (3-10 years) Theme Ferntree Gully Library Issues The Ferntree Gully Library is located within the Ferntree Gully

Community Arts Centre. The library’s removed location reduces its usage and accessibility to the community.

Strategy • Undertake a local area needs analysis to determine community needs, which will inform the collocated services to be delivered with the community lounge-room model library.

• Proactively investigate the availability of leased premises within the

Ferntree Gully Village or Mountain Gate Shopping Centres for a community lounge-room model library, collocated with other

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community service providers identified in the local area needs analysis.

• Actively engage with the future structure plan processes for

Mountain Gate and Ferntree Gully.

Timeframe Medium-term (3-10 years) Theme Bayswater Library Issues There is no library in Bayswater presently. Residents in this area

predominantly utilise the Knox Central, Boronia and Ringwood Libraries. Strategy • Monitor usage trends at the recently refurbished Boronia Library

and assess whether there is increased usage from Bayswater. • Undertake a local area needs analysis to determine community

needs, which will inform the collocated services to be delivered with the community lounge-room model library.

• Proactively investigate the opportunities in Bayswater Central for a

community lounge-room model library, collocated with other community service providers identified in the local area needs analysis.

• Assess available grant funding options that could be applied for to

assist with the funding required for the development of a new community-learning centre in Bayswater, at both State and Commonwealth Government levels.

Timeframe Medium-term (3-10 years)

1.35 Opening Hours

Theme Opening Hours Issues All Knox libraries are open on Saturday, with the Knox and Rowville

Libraries also open on Sundays. Each library is generally open to 8pm on weekdays, with the exception of Monday-Wednesday for the Boronia, Ferntree Gully and Rowville Libraries. The virtual library and its electronic resources are accessible at all times.

Strategy • Undertake a detailed analysis of opening hours and usage patterns to assess where activity and efficiency is lowest.

Timeframe Immediate (0-18months)

1.36 Mobile Library Service

Theme Mobile Library Issues The current Mobile Library service is underutilised and the vehicle is in

immediate need of replacement. Investigation into flexible mobile service delivery options in light of the ageing population is happening within the wider library industry.

Strategy • Develop the specification for a hybrid mobile library service delivered through a smaller more flexible vehicle that can deliver integrated Council, community and library services to targeted communities and customers.

• Develop a change management plan to transfer existing Mobile

Library Service delivery to the proposed new model once this has been determined

Timeframe Immediate (0-18months)

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1.37 Access to Public Transport

Theme Public Transport Issues The existing Knox library branches are located close to public transport

services and major road arterials. Council is reviewing its cycle path plan across the Knox LGA.

Strategy • Review public transport services from areas within the LGA more than 1km from their closest library.

• Review access from railway stations and bus stops to libraries to

ensure appropriate street lighting and personal safety. • Proactively engage with transport planning staff within Council to

discuss future cycle path planning, provision of bike lockers and integration with the location of libraries and community facilities.


1.38 Partnerships & Integration

Theme Partnerships Issues There are opportunities for the Knox libraries to link in more effectively

with other groups, agencies and government departments. Further internal partnering in the provision of services and programs should also be developed, and opportunities to provide selected Council services from branch libraries should also be further investigated.

Strategy • Investigate potential partner tenants for a new community centre in Bayswater. Potential partners could be related to community health and Early Years facility for children.

• Identify partnership opportunities for the proposed Knox Central

Library with service providers such as Neighbourhood House, and University of the Third Age.

• Identify partnership opportunities with local schools and education

providers to increase usage of libraries amongst younger children. Timeframe Short-term (1-3 years) Theme Integration Issues Integration of activities, actions and services needs to be undertaken at

the business planning stage and these opportunities to co-locate services and activities and integrate these with library services should be identified and forwarded through the existing Council planning processes. This will mean that a strategic planning resource will need to be provided for in the organisational structure of the ERL for Knox and also mean that the Branch Librarians of Knox need to be more fully integrated into the Council community services Units. Future infrastructure also needs to collocate community and Council services to ensure cost effective and efficient delivery of integrated services to the Knox community.

Strategy • Identify opportunities to co-locate services and activities • Ensure that business planning within the ERL and at Knox branch

level is aligned with Council directions Timeframe Short to Medium term (1-5yrs)

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1.39 IT & Electronic Services

Theme Virtual Library Issues Public libraries are well placed to provide access to information

technology and interact with their communities and users in meaningful ways to retain relevance into the future.

Strategy • Libraries must employ the power of information technology by emphasising new roles in their public services. Libraries must continue to offer the latest features of telecommunications, which integrate sound, text, data and images.

• Partnerships with other organizations have to be developed in the

rapidly expanding information universe. • Libraries must strive to promote the concept of end user

empowerment that is to link people with information without an intermediary.

• Libraries must dramatically broaden the range of electronic

services. • Investigation into the provision of downloadable media, extended

virtual reference services and the marketing of the virtual library to be undertaken.

Timeframe Short to medium term (1-5 years)

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References Active, Engaged, Valued, Older People and NSW Public Libraries. State Library of NSW

2006

The Australian Bureau of Statistics (2006). 2006 Australian Census. www.abs.gov.au..

Best Value Review – Library Services 2003 – 2008, City of Knox

Better Public Libraries, London: Commission for the Architecture and the Built Environment (CABE) and Resources (MLA), 2003

Community and Council Plan 2006-2010, City of Knox (2007 update)

Culturally diverse communities and the public library: A review of NSW public library multicultural services, SLNSW

Eastern Regional Library Corporation Library Plan 2006 – 2010

Evans HDR and Kelly J, Analytical report for the National Strategy for an ageing Australia Melbourne 1999.

Heckman, James, “Invest in the very young”, The Ounce of Prevention Fund and the Irving B. Harris Graduate School of Public policy Studies, University of Chicago, 2006.

Knox Vision 2025, City of Knox

Knox Wellbeing Strategy 2003 – 2006, City of Knox

Knox City Council: Library Review, Library Consultancy Services Pty Ltd. 2005

Learning-based Community Development: Lessons learned for British Columbia. Ron Faris PhD. And Wayne Peterson July 12, 2000 http://members.shaw.ca/rfaris/docs/ibcd.PDF

Liddle, J. Strategic Assets Audit of Statewide Collections in Victoria. SLV. 2006.

Library Council of New South Wales (2005) People Places: A Guide for Public Library Buildings in New South Wales, Sydney.

Mercer, Colin 2020 Vision: Towards the Libraries of the Future. Libraries Working Group of the Cultural Ministers Council. 1996

Municipal Early Years Plan: Off to a flying start 2005-2008, City of Knox

Oldenburg, Ray, The great good place, N.Y. Marlowe, 1999

Regional Libraries Community Survey 2007, Eastern Regional Library Corporation.

Youth Plan 2005 – 2009, Young People the future of our tomorrow, City of Knox

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http://www.abs.gov.au/


Appendix A: Demographic Tables The demographic profiling in this report provides both an overview of 2006 Census demographic characteristics and trends over the last three Census periods.

Table A.1: Demographic Indicators, Knox LGA

Indicator 1996 2001 2006

Population

Total population 130,401 141,408 146,742

Age Distribution

0-14 years 24.6% 22.7% 20.4%

15-24 years 15.0% 14.4% 14.7%

25-34 years 15.6% 14.5% 12.7%

35-44 years 17.1% 16.3% 15.4%

45-54 years 13.4% 14.9% 15.2%

55-64 years 6.5% 8.4% 11.1%

65+ years 7.8% 8.8% 10.6%

Average age (years) 32.4 34.2 36.2

Country of Origin

Australia 72.8% 71.5% 70.3%

Born Overseas 24.6% 24.4% 25.2%

Bosnia and Herzegovina 0.0% 0.1% 0.1%

Canada 0.1% 0.1% 0.1%

China (excl. SARs and Taiwan Province) 0.6% 0.7% 1.0%

Croatia 0.2% 0.2% 0.2%

Egypt 0.3% 0.3% 0.4%

Fiji 0.1% 0.1% 0.2%

Former Yugoslav Republic of Macedonia (FYROM) 0.0% 0.0% 0.0%

Germany 1.1% 1.0% 0.9%

Greece 0.5% 0.5% 0.4%

Hong Kong (SAR of China) 0.6% 0.5% 0.5%

India 0.8% 1.0% 1.4%

Indonesia 0.2% 0.2% 0.2%

Iraq 0.0% 0.0% 0.0%

Ireland 0.4% 0.3% 0.3%

Italy 1.0% 1.0% 0.9%

Japan 0.0% 0.0% 0.1%

Korea, Republic of (South) 0.0% 0.0% 0.1%

Lebanon 0.1% 0.1% 0.2%

Malaysia 1.3% 1.3% 1.4%

Malta 0.2% 0.2% 0.2%

Netherlands 1.0% 0.9% 0.8%

New Zealand 1.0% 1.2% 1.2%

Papua New Guinea 0.1% 0.0% 0.0%

Philippines 0.5% 0.6% 0.6%

Poland 0.4% 0.5% 0.4%

Singapore 0.3% 0.3% 0.4%

South Africa 0.7% 0.6% 0.7%

South Eastern Europe n/a n/a 0.2%

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Indicator 1996 2001 2006

Sri Lanka 0.8% 1.1% 1.4%

Thailand 0.1% 0.1% 0.1%

Turkey 0.1% 0.1% 0.1%

United Kingdom 7.8% 6.7% 5.9%

United States of America 0.2% 0.2% 0.2%

Viet Nam 0.6% 0.7% 0.7%

Born elsewhere 3.3% 3.7% 3.9%

Language

Speaks English only 84.5% 82.8% 81.7%

Speaks other language 15.2% 16.8% 18.3%

Arabic 0.5% 0.7% 0.8%

Australian Indigenous Languages 0.0% 0.0% 0.0%

Chinese languages 3.6% 3.8% 4.3%

Croatian 0.3% 0.3% 0.3%

Dutch 0.5% 0.4% 0.3%

Filipino (excludes Tagalog) 0.3% 0.3% 0.2%

French 1.4% 1.0% 0.2%

German 1.3% 1.4% 0.9%

Greek 0.2% 0.3% 1.4%

Hindi 0.2% 0.4% 0.5%

Hungarian 0.4% 0.1% 0.3%

Indonesian 0.1% 0.1% 0.2%

Iranic languages 0.0% 0.0% 0.4%

Italian 1.7% 1.7% 1.6%

Japanese 0.0% 0.0% 0.1%

Khmer 0.2% 0.3% 0.3%

Korean 0.0% 0.0% 0.1%

Macedonian 0.1% 0.1% 0.1%

Maltese 0.1% 0.1% 0.1%

Polish 0.5% 0.5% 0.5%

Portuguese 0.0% 0.0% 0.0%

Russian 0.1% 0.1% 0.1%

Samoan 0.0% 0.0% 0.0%

Serbian 0.2% 0.3% 0.2%

Sinhalese 0.3% 0.4% 0.7%

Spanish 0.4% 0.5% 0.5%

Tagalog (excludes Filipino) 0.4% 0.5% 0.3%

Tamil 0.2% 0.3% 0.5%

Turkish 0.1% 0.1% 0.1%

Vietnamese 0.4% 0.6% 0.7%

Other 1.7% 2.2% 2.5%

Household Type

Couple family with children n/a 45.6% 42.2%

Couple family without children n/a 23.1% 24.1%

One parent family n/a 11.3% 11.8%

Other families n/a 1.0% 1.0%

Lone Person Household n/a 16.8% 18.5%

Group Household n/a 2.3% 2.5%

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Indicator 1996 2001 2006

Housing Tenure

% of households fully owning home 39.2% 40.0% 33.2%

% of households purchasing home 41.6% 40.8% 45.6%

% of households renting 15.0% 14.3% 15.6%

% other 1.3% 1.6% 1.1%

Persons per household 3.0 2.9 2.8

Labour Market

Full-time employment (% labour force) 63.9% 62.5% 61.7%

Part-time employment (% labour force) 25.3% 26.8% 28.6%

Total employment (% labour force) 93.4% 94.9% 95.8%

Unemployment rate (% labour force) 6.6% 5.1% 4.2%

Participation rate (% of population > 15 years) 67.9% 68.1% 67.9%

Finances

Average weekly household income n/a $1,185 $1,329

Average monthly housing loan repayment $861 $1,016 $1,398

Average weekly rent repayment $136 $169 $206

Qualifications

% of persons with non-school qualification 34.4% 39.6% 45.3%

% of persons with Bachelor degree or higher 9.9% 12.4% 15.7%

% of persons with Advanced Diploma or Diploma 7.0% 7.2% 9.1%

% of persons with Certificate 17.5% 19.9% 20.5%

Occupation

Managers 11.4% 11.3% 11.6%

Professionals 14.8% 15.7% 16.7%

Technicians & trades workers 17.9% 17.3% 16.5%

Community & personal service workers 6.3% 6.8% 7.8%

Clerical & administrative workers 19.0% 18.3% 17.5%

Sales workers 11.0% 11.8% 11.7%

Machinery operators & drivers 8.0% 7.6% 6.7%

Labourers 9.1% 9.2% 9.5%

Inadequately described/ Not stated 2.5% 1.8% 1.8%

Industry

Agriculture, forestry & fishing 0.4% 0.4% 0.2%

Mining 0.1% 0.1% 0.1%

Manufacturing 19.1% 18.6% 16.5%

Electricity, gas, water & waste services 0.7% 0.8% 0.8%

Construction 7.0% 7.7% 8.6%

Wholesale trade 8.3% 7.6% 7.2%

Retail trade 11.9% 13.0% 13.5%

Accommodation & food services 4.4% 4.5% 4.7%

Transport, postal & warehousing 3.8% 3.7% 3.8%

Information media & telecommunications 3.0% 2.7% 2.1%

Financial & insurance services 5.1% 4.3% 3.9%

Rental, hiring & real estate services 1.1% 1.2% 1.2%

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Indicator 1996 2001 2006

Professional, scientific & technical services 5.9% 6.2% 6.2%

Administrative & support services 2.9% 3.3% 3.3%

Public administration & safety 4.1% 3.5% 4.1%

Education & training 5.4% 6.0% 6.2%

Health care & social assistance 7.4% 8.3% 9.5%

Arts & recreation services 1.2% 1.2% 1.3%

Other services 5.0% 4.9% 4.3%

Motor Vehicle Ownership

% of households owning no vehicles n/a 4.9% 4.5%

% of households owning 1 vehicle n/a 28.5% 28.3%

% of households owning 2 vehicles n/a 43.5% 43.4%

% of households owning 3 or more vehicles n/a 19.0% 20.8%

Internet Usage at Home

Broadband n/a n/a 50.1%

Dial-up n/a n/a 18.4%

No Internet connection n/a n/a 28.5%Source: ABS 2006 Census, AECgroup

The following detailed summarises are provided for each library catchment area, with a statistical summary outlined in Table A.2. Boronia Catchment • Age distribution: The average age of the residents in the catchment was 38.1 years

in 2006, slightly older than the Knox LGA average of 36.2 years. This was reflected by the highest proportion of residents aged 65 years and over (13.4%);

• Ethnicity: The catchment recorded 77.6% of residents born in Australia. Of the

22.4% of people born overseas, the majority were from the United Kingdom (7.5%); • Housing tenure: The catchment recorded the highest number of renters (22.4%),

above the Knox LGA (15.9%) though below the Melbourne (25.4%) and Victorian averages (24.6%). The proportion of people who fully own their own home (33.7%) is slightly lower than the Knox LGA average (33.9%).

• Household size: There were an average of 2.5 persons in each household in the

catchment in 2006, the lowest recorded in the LGA; • Household structure: The majority of households in the south catchment are couple

families with children (31.4%). Relative to the other catchments, the area recorded the highest proportion of couple family without children (25.2%), lone person households (25.4%) and single parent families (13.5%);

• Household income: The average weekly household income in the catchment of

$1,129 in 2006 was the lowest in the LGA and also below the Melbourne and Victorian averages of $1,294 and $1,214 respectively;

• Finances: The average monthly housing repayment in the catchment was $1,240 in

2006, the lowest repayments of all the catchments in Knox LGA. Average weekly rent of $185 was also the lowest of all catchments;

• Labour Market: The catchment recorded the highest unemployment rate of 4.7%,

however it was lower than the Melbourne (5.3%) and Victorian averages (5.4%);

• Internet Usage: Over a third of households in the catchment (35.9%) do not have an internet connection, the highest in the LGA;

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• Qualifications: Residents with a non-school qualification in 2006 accounted for 44.1%

of the population, which is lower than the Melbourne (47.5%) and NSW (45.6%) averages. Relative to the other catchments, the area recorded the highest proportion of residents with a certificate (23.0%) which is higher than the Knox LGA average (20.5%); and

• Occupation: The catchment recorded the highest proportion of Technicians and trade workers (21.3%), significantly higher than the Knox LGA average (16.5%).

Rowville Catchment • Age distribution: The average age of residents in the Rowville catchment was 32.5

years in 2006, the youngest of all catchments in the Knox LGA; • Ethnicity: Residents born overseas accounted for 30.2% of the catchment population,

higher than the Knox LGA average of 25.2%. The most common foreign countries or origin are the United Kingdom (4.7%), Sri Lanka (2.4%) and India (2.0%);

• Housing tenure: The catchment recorded the lowest proportion of people owning their own home (27.8%), however over half of the residents (58.5%) are purchasing their own home. As a result, the area recorded the lowest proportion of households renting (10.6%), well below the Melbourne average of 25.4%;


catchment in 2006, the highest recorded in the Knox LGA; • Household structure: The catchment recorded the highest proportion of couple

families with children accounting for 55.1% of households. This is significantly higher than the Knox LGA, Melbourne and Victoria averages. Furthermore, there are a lower proportion of lone household residents (10.2%);


$1,420 in 2006 was the highest income of all the catchments; • Finances: The average monthly housing repayment in the catchment was $1,526 in

2006, which was the highest of all catchments as well as being above the Melbourne average ($1,507) and Victorian average ($1,409). The average weekly rent of $251 was also the highest of all catchments;

• Labour Market: The catchment recorded the lowest unemployment rate of 3.7%, well

below state and regional averages;

• Internet Usage: The catchment recorded the highest level of internet use at home with over three quarters of households having a connection (76.2%), with 58.5% of households having a broadband connection;

• Qualifications: The proportion of residents in the catchment with a non-school

qualification was 47.2% in 2006, the highest in the LGA. The area also recorded the highest proportion of residents with a Bachelors degree (18.0%) and Advanced diploma (9.8%);

• Occupation: The catchment recorded the highest proportion of managers (13.7%) in the Knox LGA.

Ferntree Gully Catchment • Age distribution: The average age of the residents in the catchment was 36.0 years

in 2006, slightly younger than the Knox LGA average of 36.2 years; • Ethnicity: The catchment recorded 20.8% of residents born overseas, the lowest

proportion in the Knox LGA;

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• Housing tenure: Households purchasing a home was the most common housing tenure in the catchment accounting for 49.2% of the total;


catchment in 2006, the same as the Knox LGA average;

• Household structure: Couple families with children were the most common household type in the catchment (40.4%), though below the Knox LGA average of 42.2%.

• Household income: The average weekly household income in the catchment was

$1,268 in 2006, below the Knox LGA average ($1,329); • Finances: The average monthly housing repayment in the catchment was $1,351 in

2006. Average weekly rent in the Boronia catchment of $195 was below the LGA average of $206;

• Labour Market: The catchment recorded an unemployment rate of 4.3% in 2006, in

line with the LGA average (4.2%) however below the Melbourne (5.3%) and Victoria (5.4%) averages;

• Internet Usage: Over two thirds of households in the catchment had an internet

connection in 2006, while 30.2% had no internet connection; • Qualifications: Residents in the catchment with a non-school qualification account for

43.9% of the working age population. In addition, 22.8% of residents have a Certificate, above the Knox LGA average of 20.5%; and

• Occupation: Technicians and trade workers accounted for 18.3% of the workforce in

2006, above the LGA average of 16.5%. Knox Catchment • The average age of the residents in the catchment was 37.7 years in 2006, higher

than the LGA average. The catchment however had the lowest proportion of children under the age of 15 in the LGA;

• Ethnicity: The catchment recorded 30.6% of residents born overseas, the highest in

the LGA. Residents born in Malaysia (2.5%), Sri Lanka (1.9%), India (2.0%), China (1.7%) and Hong Kong (1.3%) were more common than the LGA averages;

• Housing tenure: The catchment recorded 39.6% of households fully owning a home,

the highest of all catchments. As a result, it has a lower percentage of households renting (14.2%) than the Knox LGA average of 15.9%;


catchment in 2006, slightly above the LGA average; • Household structure: The majority of residents in the catchment are couple family

with children (44.0%), above the Knox LGA average of 42.2% as well as the Melbourne and Victoria figures of 34.9% and 33.6% respectively;


$1,292 in 2006, was below the Knox LGA average ($1,329) though similar to the Melbourne average ($1,294);

• Finances: The average monthly housing repayment in the catchment was $1,373 in

2006 slightly below the Knox LGA average ($1,377). Average weekly rent was $219, higher than the Knox LGA ($206) though similar to the Melbourne average ($222);

• Labour Market: The catchment recorded an unemployment rate of 4.2%, the same as

the Knox LGA average;

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• Internet Usage: Over half of the residents have a Broadband connection (52.6%), which is slightly above the LGA average (50.1%);

• Qualifications: The catchment recorded the highest percentage of persons with a

Bachelor degree or higher (19.0%) of all the catchments.

• Occupation: Professionals accounted for 19.3% of the catchment workforce in 2006, the highest of all catchments, followed by Clerical and administrative workers (17.8%).


Table A.2: Demographic Indicators, 2006 Census

Indicator Boronia Catchment

Rowville Catchment

Ferntree Gully Catchment

Knox Catchment

Knox LGA Melbourne Victoria

Population

Total population 35,293 34,500 32,607 44,342 146,742 3,592,592 4,932,422

Age Distribution

0-14 years 18.0% 25.1% 21.2% 17.9% 20.4% 18.8% 19.3%

15-24 years 13.5% 14.4% 13.7% 16.5% 14.7% 14.1% 13.7%

25-34 years 14.4% 12.8% 12.5% 11.3% 12.7% 14.9% 13.7%

35-44 years 14.5% 18.4% 16.2% 13.1% 15.4% 15.5% 15.0%

45-54 years 13.8% 15.1% 14.9% 16.8% 15.2% 13.5% 13.8%

55-64 years 12.4% 7.8% 11.1% 12.6% 11.1% 10.3% 10.8%

65+ years 13.4% 6.5% 10.4% 11.7% 10.6% 12.8% 13.7%

Average age (years) 38.1 32.5 36.0 37.7 36.2 37.0 37.5

Country of Origin

Australia 77.6% 69.8% 79.2% 69.4% 70.3% 69.0% 74.5%

Born Overseas 22.4% 30.2% 20.8% 30.6% 25.2% 31.0% 25.5%

Bosnia and Herzegovina 0.1% 0.2% 0.1% 0.1% 0.1% 0.2% 0.2%

Canada 0.1% 0.1% 0.1% 0.1% 0.1% 0.2% 0.1%

China (excl. SARs and Taiwan Province) 0.7% 1.1% 0.4% 1.7% 1.0% 1.6% 1.2%

Croatia 0.1% 0.3% 0.2% 0.2% 0.2% 0.5% 0.4%

Egypt 0.1% 0.9% 0.2% 0.3% 0.4% 0.3% 0.3%

Fiji 0.2% 0.3% 0.1% 0.2% 0.2% 0.2% 0.2%

Former Yugoslav Republic of Macedonia 0.0% 0.1% 0.0% 0.0% 0.0% 0.5% 0.4%

Germany 1.6% 0.6% 1.0% 0.8% 0.9% 0.6% 0.6%

Greece 0.2% 0.6% 0.4% 0.6% 0.4% 1.6% 1.2%

Hong Kong (SAR of China) 0.2% 0.4% 0.1% 1.3% 0.5% 0.5% 0.4%

India 0.8% 2.0% 0.6% 2.0% 1.4% 1.5% 1.1%

Indonesia 0.2% 0.2% 0.1% 0.3% 0.2% 0.4% 0.3%

Iraq 0.0% 0.1% 0.0% 0.0% 0.0% 0.2% 0.2%

Ireland 0.3% 0.2% 0.4% 0.3% 0.3% 0.3% 0.2%

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Italy 0.5% 1.3% 1.1% 0.9% 0.9% 2.2% 1.8%

Japan 0.0% 0.1% 0.1% 0.1% 0.1% 0.2% 0.1%

Korea, Republic of (South) 0.0% 0.1% 0.0% 0.2% 0.1% 0.2% 0.1%

Lebanon 0.1% 0.3% 0.1% 0.2% 0.2% 0.4% 0.3%

Malaysia 0.4% 1.9% 0.5% 2.5% 1.4% 0.9% 0.7%

Malta 0.1% 0.2% 0.2% 0.2% 0.2% 0.6% 0.5%

Netherlands 1.2% 0.5% 0.9% 0.7% 0.8% 0.4% 0.5%

New Zealand 1.4% 1.2% 1.2% 1.3% 1.2% 1.6% 1.4%

Papua New Guinea 0.0% 0.0% 0.0% 0.1% 0.0% 0.1% 0.1%

Philippines 0.5% 1.0% 0.5% 0.6% 0.6% 0.7% 0.6%

Poland 0.4% 0.6% 0.4% 0.3% 0.4% 0.5% 0.4%

Singapore 0.2% 0.5% 0.1% 0.7% 0.4% 0.3% 0.2%

South Africa 0.4% 1.1% 0.6% 0.9% 0.7% 0.5% 0.4%

South Eastern Europe 0.2% 0.3% 0.2% 0.3% 0.2% 0.3% 0.2%

Sri Lanka 0.6% 2.4% 0.7% 1.9% 1.4% 0.9% 0.7%

Thailand 0.2% 0.2% 0.1% 0.2% 0.1% 0.2% 0.2%

Turkey 0.0% 0.2% 0.1% 0.1% 0.1% 0.4% 0.3%

United Kingdom 7.5% 4.7% 7.3% 5.5% 5.9% 4.7% 4.4%

United States of America 0.2% 0.2% 0.2% 0.2% 0.2% 0.3% 0.3%

Viet Nam 0.4% 1.0% 0.2% 1.3% 0.7% 1.7% 1.3%

Born elsewhere 3.4% 5.3% 2.6% 4.7% 3.9% 5.3% 4.2%

Language

Speaks English only 88.6% 74.1% 89.6% 76.4% 81.7% 72.1% 78.5%

Speaks other language 11.4% 25.9% 10.4% 23.6% 18.3% 27.9% 21.5%

Arabic 0.2% 1.9% 0.5% 0.6% 0.8% 1.6% 1.2%

Australian Indigenous Languages 0.0% 0.1% 0.0% 0.0% 0.0% 0.0% 0.0%

Chinese languages: 1.6% 5.2% 1.2% 8.1% 4.3% 4.2% 3.1%

Croatian 0.2% 0.5% 0.2% 0.2% 0.3% 0.6% 0.5%

Dutch 0.5% 0.2% 0.4% 0.3% 0.3% 0.2% 0.2%

Filipino (excludes Tagalog) 0.2% 0.4% 0.1% 0.3% 0.2% 0.3% 0.2%

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French 0.2% 0.4% 0.2% 0.1% 0.2% 0.3% 0.3%

German 1.9% 0.4% 0.9% 0.5% 0.9% 0.5% 0.4%

Greek 0.5% 2.1% 1.0% 1.9% 1.4% 3.4% 2.5%

Hindi 0.3% 0.7% 0.1% 0.7% 0.5% 0.5% 0.4%

Hungarian 0.3% 0.5% 0.2% 0.4% 0.3% 0.2% 0.2%

Indonesian 0.1% 0.2% 0.1% 0.3% 0.2% 0.3% 0.2%

Iranic languages: 0.2% 0.6% 0.2% 0.6% 0.4% 0.3% 0.2%

Italian 0.8% 2.4% 1.7% 1.4% 1.6% 3.5% 2.9%

Japanese 0.1% 0.1% 0.1% 0.1% 0.1% 0.2% 0.1%

Khmer 0.2% 0.5% 0.1% 0.4% 0.3% 0.3% 0.2%

Korean 0.0% 0.1% 0.0% 0.2% 0.1% 0.2% 0.1%

Macedonian 0.0% 0.2% 0.1% 0.1% 0.1% 0.9% 0.7%

Maltese 0.0% 0.1% 0.1% 0.1% 0.1% 0.5% 0.4%

Polish 0.4% 0.8% 0.5% 0.3% 0.5% 0.5% 0.4%

Portuguese 0.0% 0.1% 0.0% 0.0% 0.0% 0.1% 0.1%

Russian 0.1% 0.1% 0.1% 0.1% 0.1% 0.4% 0.3%

Samoan 0.1% 0.0% 0.0% 0.0% 0.0% 0.2% 0.1%

Serbian 0.2% 0.3% 0.2% 0.3% 0.2% 0.5% 0.4%

Sinhalese 0.2% 1.3% 0.3% 0.8% 0.7% 0.5% 0.4%

Spanish 0.4% 0.6% 0.4% 0.5% 0.5% 0.7% 0.5%

Tagalog (excludes Filipino) 0.2% 0.4% 0.2% 0.3% 0.3% 0.3% 0.2%

Tamil 0.2% 0.8% 0.2% 0.9% 0.5% 0.3% 0.2%

Turkish 0.1% 0.2% 0.1% 0.2% 0.1% 0.8% 0.6%

Vietnamese 0.4% 1.0% 0.2% 1.0% 0.7% 2.1% 1.5%

Other 1.8% 3.7% 1.3% 2.9% 2.5% 3.6% 2.9%

Household Type

Couple family with children 31.4% 55.1% 40.4% 44.0% 42.2% 34.9% 33.6%

Couple family without children 25.2% 22.4% 23.6% 24.8% 24.1% 24.6% 25.8%

One parent family 13.5% 9.8% 12.1% 11.3% 11.8% 11.1% 11.0%

Other families 1.1% 0.8% 0.9% 1.0% 1.0% 1.5% 1.3%

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Lone Person Household 25.4% 10.2% 20.5% 16.5% 18.5% 23.5% 24.2%

Group Household 3.4% 1.7% 2.4% 2.3% 2.5% 4.4% 4.0%

Housing Tenure

% of households fully owning home 33.7% 27.8% 32.3% 39.6% 33.9% 34.7% 36.2%

% of households purchasing home 40.6% 58.5% 49.2% 41.5% 46.6% 36.3% 35.5%

% of households renting 22.4% 10.6% 15.4% 14.2% 15.9% 25.4% 24.6%

% other 0.6% 1.0% 0.6% 2.3% 1.2% 0.6% 0.7%

Not stated 2.7% 2.1% 2.6% 2.4% 2.5% 3.0% 3.0%

Persons per household 2.5 3.2 2.8 2.9 2.8 2.6 2.6

Labour Market

Full-time employment (% labour force) 61.3% 63.1% 61.2% 61.1% 61.6% 61.0% 60.1%

Part-time employment (% labour force) 28.2% 28.0% 28.2% 29.1% 28.4% 27.7% 28.4%

Total employment (% labour force) 95.3% 96.3% 95.7% 95.8% 95.8% 94.7% 94.6%

Unemployment rate (% labour force) 4.7% 3.7% 4.3% 4.2% 4.2% 5.3% 5.4%

Participation rate (% of population > 15 years) 64.6% 71.1% 67.9% 66.9% 67.5% 61.1% 60.4%

Finances

Average weekly household income $1,129 $1,420 $1,268 $1,292 $1,329 $1,294 $1,214

Average monthly housing loan repayment $1,240 $1,526 $1,351 $1,373 $1,377 $1,507 $1,409

Average weekly rent repayment $185 $251 $195 $219 $206 $222 $203

Qualifications

% of persons with non-school qualification 44.1% 47.2% 43.9% 46.3% 45.4% 47.5% 45.6%

% of persons with Bachelor degree or higher 12.1% 18.0% 12.6% 19.0% 15.7% 22.5% 19.7%

% of persons with Advanced Diploma or Diploma 8.9% 9.8% 8.5% 9.4% 9.2% 8.8% 8.3%

% of persons with Certificate 23.0% 19.4% 22.8% 17.9% 20.5% 16.2% 17.6%

Occupation

Managers 7.9% 13.7% 11.2% 11.8% 11.7% 12.5% 13.5%

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Professionals 12.2% 17.5% 14.8% 19.3% 16.8% 22.6% 20.8%

Technicians & trades workers 21.3% 15.4% 18.3% 14.3% 16.5% 13.6% 14.0%

Community & personal service workers 15.7% 6.6% 8.2% 8.1% 7.9% 8.1% 8.4%

Clerical & administrative workers 19.9% 17.8% 17.6% 17.8% 17.5% 15.9% 14.8%

Salesworkers 12.6% 12.5% 10.8% 12.5% 11.6% 10.2% 10.1%

Machinery operators & drivers 4.7% 6.3% 7.2% 5.8% 6.7% 6.4% 6.6%

Labourers 5.0% 8.3% 10.1% 8.5% 9.5% 8.7% 9.9%

Inadequately described/ Not stated 0.8% 1.9% 1.8% 1.8% 1.8% 2.0% 2.0%

Industry

Agriculture, forestry & fishing 0.3% 0.2% 0.3% 0.1% 0.2% 0.6% 2.8%

Mining 0.1% 0.1% 0.2% 0.1% 0.1% 0.2% 0.3%

Manufacturing 17.7% 17.7% 16.6% 14.6% 16.5% 12.9% 12.6%

Electricity, gas, water & waste services 0.8% 0.8% 0.9% 0.9% 0.8% 0.7% 0.9%

Construction 9.6% 7.8% 10.5% 7.3% 8.6% 7.3% 7.5%

Wholesale trade 6.8% 7.8% 7.5% 7.1% 7.3% 5.5% 4.9%

Retail trade 12.3% 14.7% 13.0% 13.9% 13.5% 11.4% 11.6%

Accommodation & food services 4.2% 4.7% 4.4% 5.2% 4.7% 5.6% 5.8%

Transport, postal & warehousing 3.9% 3.9% 3.9% 3.5% 3.8% 4.7% 4.6%

Information media & telecommunications 1.9% 2.1% 2.0% 2.3% 2.1% 2.5% 2.2%

Financial & insurance services 3.2% 4.3% 3.3% 4.7% 4.0% 4.8% 4.1%

Rental, hiring & real estate services 1.2% 1.2% 1.1% 1.2% 1.2% 1.4% 1.4%

Professional, scientific & technical services 5.3% 6.5% 5.5% 7.1% 6.2% 8.3% 7.1%

Administrative & support services 3.5% 3.0% 3.4% 3.3% 3.3% 3.5% 3.3%

Public administration & safety 4.6% 3.8% 4.2% 4.1% 4.2% 4.9% 5.1%

Education & training 6.0% 5.6% 6.1% 7.0% 6.2% 7.6% 7.7%

Health care & social assistance 10.3% 8.3% 9.2% 9.9% 9.5% 10.0% 10.4%

Arts & recreation services 1.4% 1.2% 1.1% 1.4% 1.3% 1.7% 1.6%

Other services 4.6% 4.5% 4.1% 3.9% 4.2% 3.6% 3.6%

Motor Vehicle Ownership

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seholds owning no vehicles 6.8% 1.7% 4.6% 4.4% 4.5% 9.7% 9.0%

seholds owning 1 vehicle 35.2% 20.7% 29.6% 26.7% 28.3% 35.0% 34.5%

seholds owning 2 vehicles 37.9% 53.1% 42.6% 42.4% 43.4% 36.7% 37.0%

seholds owning 3 or more vehicles 16.4% 22.4% 20.2% 23.8% 20.8% 14.9% 15.8%

nternet Usage at Home

roadband 42.2% 58.5% 48.2% 52.6% 50.1% 44.7% 40.2%

al-up 18.4% 18.7% 18.5% 18.1% 18.4% 18.5% 20.2%

ernet connection 35.9% 20.1% 30.2% 26.5% 28.5% 32.9% 35.7%urce: ABS 2006 Census, AECgroup


Appendix B: Council Response to the Review of Library Infrastructure and Service Delivery

In May 2008, Council considered the outcomes of the Review and resolved to:

1. Adopt in principle the draft review recognising that the preferred model has been identified as a central library hub in Knox Central supported by strategically located scaleable facilities in Bayswater, Boronia, Mountain Gate/Ferntree Gully and Rowville;

2. Endorse the draft review to be the basis to conduct further engagement with the community; and

3. Consider a further report in September 2008 following the community engagement process.

In order to obtain feedback from the community the following engagement process was undertaken:

• Community Consultation Workshops with: • Knox Youth Council • Community Services Agencies and Organisations • Older Persons representing seniors groups

• Community Submissions through invitations: • in local newspapers and branch libraries for the public to comment via Council’s

website. • to 2000 Knox businesses to comment on the draft review. • by Councillor Gill (Ward Councillor) to comment upon a proposed library

presence in Bayswater.

There were 246 submissions received along with feedback from the three targeted workshops. In addition Council at its meeting held on 26 August 2008 received a petition with 901 signatories requesting that Council consider funding a library facility/ideas store in Bayswater. Overall, there was a positive reaction from attendees of the workshops to the proposed model and indeed the older persons group requested that Council ‘stop dithering’ and make a decision and start implementing the model. All groups identified the need to provide further information to the community to explain the 21st century library concepts and the proposed model. All groups identified the increase in relaxed social meeting spaces as a positive outcome of the new model with young people identifying the increased interaction with digital, wireless and visual media as definite attractors. The attendees at the workshops also identified the need to provide flexibility and diverse spaces to meet community needs: • Spaces to be social; • Spaces that include a café; • Spaces to study in a group; • Spaces to be peaceful and quiet; • Spaces to hire for meetings; • Spaces to interact with technology and infotainment; • Spaces to interact with information and resources; and • Spaces to attend learning programs and events. Co-location opportunities centred on the creation of community or cultural hubs that linked like services together and this suitability to the ‘locality’ was seen as a key to ensuring the optimum success of the co-location partners. The older persons group identified the flexible mobile service delivery as providing a major opportunity for servicing the over 55’s. Siting of library facilities was seen as a key caution for all groups with public transport, disabled access, adequate parking and visibility to the community key concerns. While the

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proposed Central Library with scaleable satellite points of presence was accepted as a model, the caution identified was that the satellite points need to be welcoming and modern. With respect to the community submissions, there was considerable support to provide a static library/community facility in Bayswater with a preference for the facility to be built within or close to the new shopping plaza development. There was also feedback on the community building role that a library in Bayswater would provide together with requests that a future facility should contain the range of spaces as identified above. With respect to Ferntree Gully there were a large number of submissions who were concerned with the proposal to relocate the Ferntree Gully branch to Mountain Gate or to Ferntree Gully town centre. Many of the respondents were parents of young children where the current library hosts a story time program. At its Ordinary Meeting of 23 September 2008 Council was presented with the final draft report of the Review together with the outcomes of the community engagement process. Council adopted the Review with some modifications. The following recommendations were carried: That Council

1. Adopt the Review of Council’s Library Infrastructure and Service Delivery with the

modification that the Ferntree Gully Branch remain in its current location. 2. Endorse the Proposed Actions as shown in section 2.4 of this report in response to the

key strategies outlined in (the Review) with an amendment to the Proposed Actions for the Ferntree Gully Library on page 347 to read:

I. The Ferntree Gully Library to remain in its current location and a business case

for the expansion of the Ferntree Gully Library be prepared and considered by Council as part of the 2009/10 budget process.

II. That Council investigate available funding from the State Government towards refurbishment, expansion and computers for the Ferntree Gully Library.

III. That a report be presented to the March 2009 Ordinary Meeting of Council detailing the progress on sub-sections I & II above.

3. Be presented with a report in early 2009 containing a proposed action plan required to

deliver the outcomes of the Review that includes details of business cases to be prepared for consideration in future budget processes for improved information technology, a promotions strategy for improving signage at libraries, the development of a lifelong learning framework for Knox and improvements to the library branch layouts.

4. Consider making provision for the capital and recurrent costs of

redeveloping/developing the Knox Central, Ferntree Gully and Bayswater library facilities, when the Long Term Financial Strategy is next reviewed as part of the 2009/10 budget process.

The following recommendations were also carried:

That Council

1. Consider providing $100,000 in the forthcoming Mid Year Budget Review for improvements to the Rowville Library.

2. Establish within the Long Term Financial Strategy a Bayswater Library Reserve Fund

with the funds created from the sale of any Council land within the Bayswater Activity Centre that is not legally required for open space to be placed in the Reserve Fund.

3. Publicises the key directions arising from the Review in all of the Knox branch libraries.

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4. Consider the provision of a library service to the Mountain Gate Shopping Centre in the report to be presented to Council in March 2009 that deals with the possible upgrade/expansion of the Ferntree Gully Library.

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Appendix C: Trends and relevant models This Appendix provides selected examples of practice in public libraries in Australia and overseas. It is by no means meant to be an exhaustive list and models have been chosen based on their potential application to the City of Knox Library Service in the future delivery of library services. Models of excellence in the provision of library services, which have focused on the promotion of social cohesion and partnering and the development of lifelong learning are key features of this Appendix. Some examples of alternate methods of service delivery have also been noted. A section has also been provided detailing innovations in new library buildings. In summary, survey of the library literature and case studies show that increased community engagement is a critical success factor in library service provision across a range of target groups. The development of innovative partnerships to support outreach and programming in several libraries has made a significant difference in communities. There has been a trend towards libraries becoming more involved in community development and in developing strategies to build more cohesive and inclusive communities. Brisbane City Library provides an exemplary model in its focus on strategic partnerships and programming and the strategic positioning of the library to play a broader role for Council in the community to deliver on Council’s outcomes. This same concept is expressed in Auckland City Libraries as the “Community Anchor” which is a key outcome area driving planning around community engagement, cohesion, outreach and programming. Certainly, library trends and models that have been developed point to the need for the public library to become more flexible as a centre for community engagement and development, which can include the development of citizenship, strategies to break down isolation, engaging youth, focus on special needs in the community and bringing people together to celebrate and foster stronger identity and social cohesion. This emerging role has an impact on library design and the development of new library infrastructure. Another key theme emerging is the increased focus on the development of lifelong learning and the building of learning communities. With the exponential pace of change and growth in information, there is a need to facilitate competencies in information gathering and navigation. Changes in the workplace mean that skills often rapidly become obsolete and individuals need to continue to learn in order to maintain their employability. Libraries are well positioned to play a key role in lifelong learning, particularly in partnership with learning providers. Models such as the Hume Global Learning Village in Broadmeadows, Victoria, the Pathways Library in Pine Rivers, Queensland and the Brisbane City Library Learning Lounges provide excellent examples of the development of learning partnerships. (Hume City has to date identified over 300 learning partners in its vision for a learning community.) The City of Knox libraries have insufficient numbers of PCs to effectively position themselves to play a role in computer literacy skills. Investment into increased technology and effective partnerships is required if the libraries are to play a role in community learning outcomes. Certainly, investment in formal education and non-formal learning has been proven to be the best means of combating poverty, increasing overall health, and eliminating social exclusion. The Singapore Library strategy is also based on the precept that an investment in libraries as learning providers can bring an economic return to a community. There are several innovative partnership models that have provided sound outcomes for the community, such as increased literacy, including computer literacy, and the development of lifeskills. Several libraries, such as the Canadian Oaklands Library in Richmond, Vancouver, the Ideas Stores in the Docklands area of the UK, and the Pathways Library in Queensland have also partnered with learning providers to progress skills to work opportunities. Some formal partnerships have also been developed such as that between Education Queensland and the Pathways Library and the Department of Education in WA with Belmont City Library Service. The community lounge room model emerging is also of interest, whereby mini-tailored collections in small spaces provide a point of presence to access and order materials in a

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lounge room environment. The most recent model has been opened by the City of Sydney in May 2005; a Library Link, providing just-in-time access to collections through ordering materials and having them delivered for collection in a lounge-room setting in less than 150 sq metres of space. The Library is not staffed and is operated using RFID technology and in co-location with a Café. This model has potential to provide innovative delivery of library services to areas of the City of Knox. There have been some significant developments in providing built forms that facilitate innovative service delivery to meet the changing needs of the community. Overall, there is recognition that it is not enough to build great libraries. What makes the difference is what happens when the library engages strategically in the community to assist in the delivery of Council outcomes. There is certainly increasing emphasis on the development of libraries as community hubs that foster social cohesion and engagement and that promote learning in the community. Key mechanisms are partnerships and strategic outreach and programming.

TRENDS

• Significant evolution in household make-up and what constitutes the family

• Increase in number of single parent families and double income families

• Moving towards doubling of the aged share of the population

• Changes in working hours (to both longer and shorter working hours)

• Breakdown in social cohesion

• Increase in single person households

• Australia is in the midst of the information age with a wealth of unmediated information widely available through traditional and electronic media

• Proliferation of community publishing on the web and increase in local content production

• People are seeking credible information on matters that impact on their daily home and work lives

• Access to information, and particularly electronic information remains inequitable

• While Australians readily embrace technology there are vast gaps in access between rich and poor and country and city

• Increased expectations of just in time and have it now service delivery; younger people in particular do not like to wait

• Decreasing use of traditional libraries that have not made significant changes to their service delivery model

• Increased access to information through the Internet and use of the medium

• Libraries recognised as adding to social capital in communities and as economic development catalysts particularly in relation to lifelong learning and skills to work initiatives

• Libraries increasingly co-located with other service providers

• Libraries moving from passive information keepers to playing a more active role in the community. Inward focus on provision of books and adherence to traditional policies is changing to an outwards focus on connecting with community needs across the spectrum of information, education, leisure and social interaction

• Libraries are becoming destinations. Facilities are becoming bigger and busier than ever, with the provision of spaces for the community to gather

• More space is being devoted to leisure, training and cultural activities, including meeting and exhibition spaces, training rooms, storytelling rooms and spaces for target groups, such as youth and seniors.

• Lounges and cafes are becoming part of the library landscape

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• Libraries provide a range of activities for community enrichment and well-being from literacy development to training in Internet/Email as well as seminars, author events, exhibitions, homework help and book clubs

• Services are increasingly being delivered beyond the walls of the library, such as storytelling on site at preschools, childcare centres and local communities

• Navigating and packaging information has become vital in an age of information overload as well as preserving resources of value so they are available to future generations

• Demand for instantaneous services has influenced the development of electronic services and resources, such as electronic requests and eBooks and there is a trend to downloading resources such as audio books, and DVDs directly onto the PC at home

• Technology is being used to harness customer power and streamline procedures, such as self-check, RFID and PC/print management systems

• Rapid changes in the job market and work related technologies necessitate increased training (or retraining)

• Increased publishing in digital format and increasing amount of material only published in digital format

• A large number of the 4.3 million baby boomers are retiring but many are ill prepared both financially and emotionally. Retirement costs and health expenditures have risen and impacted upon people in the workforce

• Interest in health and well-being is of intense and increasing interest

• Information resources continue to grow, and a high demand for assistance in accessing reputable information sources

• Libraries are expanding towards a community development role and supporting an informed citizenry emerging as community focal point with decline of other traditional community

• Stronger focus by libraries on programming for a wide range of target groups

RELEVANT MODELS

Libraries fostering Community Cohesion and Development

Brisbane City – Community Connections

Brisbane City Library plays a significant role for Council in the community to deliver on Council’s social planning outcomes. The aims are:






• Libraries have been recognised by Council as key enablers for community cohesion and a strategy has been built around this understanding. Council saw the library as a place that does not have an agenda, where there is neutrality, no stigma and everyone is welcome. It was seen that libraries also have a much stronger profile than any other community space and would provide the best leverage.

• The Brisbane City Library has now structured their entire planning process around key outcomes, which include (among others) community connectivity and lifelong learning (which also includes an e-strategy for the community that links into the e-Brisbane overall strategy). Specific strategies are included in the Library Business Plan to facilitate people coming together for a range of reasons (and not just in library or physical spaces). Discussion is also underway as to what services should be integrated or co-located with libraries to gain maximum leverage. The premise is that there is a greater synergy and better outcomes through this coming together of community development providers and that much more can be gained through this

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strategy than through their single or “silo” model of service delivery. The fundamental premise was a focus on the positive rather than deficits of a community.

• The strategy is to further position the library as a centre for engagement, community learning, creativity, and information and target areas that have particular community challenges or opportunities. It is also intended to identify community learners, and opportunities for engagement around shared interests and learning (Choir, gardens, dancing, walking, renovating, ageing and lifestyle.)

Programming at Brisbane City Library

Brisbane City Library has developed strategic programming around key outcomes sought for the community, including lifelong learning and community cohesion. Partnerships underpin the success of all of the programming undertaken. One example was their April 2005 programme entitled “Growing Brisbane.” This program was completed in partnership with the Brisbane Botanic Garden, and included talks and presentations by well-known gardening show hosts, experts in various fields, displays, visits to community gardens, floral arrangement demonstrations, floral embroidery exhibitions, film screenings, organic gardening workshops, environmental forums and sessions on Indigenous bush tucker. Sessions were held at libraries throughout the City and involved all age groups.

Auckland City Library - Community Anchor Blockhouse Bay Community Library, Auckland

Auckland City Libraries have embedded within their Planning Model a key role entitled “The Community Anchor.” The keywords for this role are: People, Place, and Participation. The Community Anchor supports people feeling they belong to and are in touch with their local community. It is a meeting place and focal point for community participation, relaxation, fun and engagement. The community anchor is a neutral environment that crosses over gender, age, ethnic, cultural, and economic boundaries. It encourages recognition and celebration of diversity.

• The community anchor is seen as non-judgmental and

is trusted for its acceptance of diversity. It is a landmark in the community, providing a sense of place. The Community Anchor is accessible for everyone, accepting of diversity, and treats all with respect and without judgement.

The Hybrid Library

Library literature refers frequently to the hybrid library. Denmark libraries are at the forefront of this move. The hybrid library encourages information, education and cultural activity and most particularly supports community development in a much more versatile way than the traditional library could. The librarian’s role has developed more into one of community development, where the emphasis is on developing services and regular programmes. The model implies that the library looks towards a more conscious role as community bridge-builder and integrator. This means a more proactive strategy in relation to various target groups, stronger networking with related institutions and associations, and staff development to prepare them for new roles. The literature all points to the need for the public library to become more flexible as a centre for community engagement, information, learning and culture.


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The Community Lounge Room concept

The concept of the Community Lounge Room is based on the premise that libraries can add significant value through the provision of opportunities for interaction in smaller spaces providing a point of presence and just-time service delivery. The key elements are: popular library and magazine collections targeted to specific groups, themed collections similar to bookshop format, lounge areas and meeting spaces, compact exhibition space and access to technology and proximity to café spaces. The concept of the lounge room is strongly underpinned by the belief that opportunities for interaction promote social cohesion and that partnering will provide the best opportunity to provide residents with a range of access opportunities. The model is not a silo concept of library service delivery only, but could be done in partnership with a private provider (e.g. video, newsagent, Internet Café, Café, Bookshop, or Community Centre). The concept is an integrated facility that maximises community inter-action. Most importantly, this model provides a movement away from the repository model of service delivery to a community based facility that serve a wider range of purposes than just the narrow library service delivery. Targeted audiences can also be catered for within libraries, community centres, and other suitable areas. In 2005 the New York Public Library Service decided to develop teen lounges with music and media that was attractive to that age group to encourage teens into their libraries. The library space is designed to promote social interaction. Text material is primarily recreational with an orientation to health, well-being, parenting and learning with a “just in time” approach to broader collections. To promote inter-generational connections, there could be a strong focus on early childhood and parenting and learning through play facilities, and the provision of children’s spaces, collections and programs. Opportunities to engage older members of the community in storytelling and assisted learning for literacy could also be investigated with a view to promoting inter-generational support. Programming with other agencies and access to materials in other locations rather than a traditional repository would be the key to a successful community lounge room.

Library Link, City of


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Models of inclusiveness and community support

Knitting Circle – City of Mandurah, WA

Mandurah Library hosts a ‘knitting circle’. Older people enjoy the opportunity to meet in a comfortable place once a week, have a ‘yarn’ and do some knitting. They have worked on blankets and rugs for people in local nursing homes. Library staff provide tea and biscuits for the knitters. This photo shows the work of a very creative group of knitters who have been involved in the 2007 Mandurah ‘Stretch’ Arts Festival. Over ten weeks and using the festival colours of yellow and green they knitted a huge array of food, including teapots, fruit, sandwiches, cups of coffee and cakes. The work was displayed at the Arts Centre during the festival

Local History Awards – Town of Vincent, WA The Town of Vincent Local History Collection began in 2000 with the appointment of a part-time Local History Librarian. The community were encouraged to become involved and contribute the history that was hidden in their memories and in their homes. This was done through an oral history programme, with public launches and exhibitions at the completion of each topic and Local History Awards in the library. The Local History Awards began in 2001. The Awards have categories for written research, encouraging topics such as the history of a house or a local business, and personal memoirs. To maintain a visual presence within the community there is a category for photographs, and the library has introduced purely Local History Photographic Awards in alternate years. The photographic awards have a local real estate agent as a sponsor, who presents beautiful plaques featuring the winning photograph to each winner. Cash prizes The Local History Centre has taken 50 photogrbook ‘Our Town’ which was launched on 2 Mayon one page with a caption on the oppositinterviews which relate in some way to the photo the book from past and present residents, acommunity.

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Our Town Publication, Town of Vincent WA

in all categories are provided.

aphs from the collection and produced a 2007. This book features a photograph e page accompanied by extracts from tograph. There are over 60 contributors nd it has been very well received by the

Knitting Circle, City of Mandurah, WA


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Hume Global Le

Brisbane Learning Lounge

Lifelong Learning and Learning Partnerships

It is daily more evident that Australia has moved into a new era that is marked by radical changes in the economy, in technology, and in society. One of the key dimensions of the new era is the exponential pace of change so that skills often rapidly become obsolete and individuals need to continue to learn in order to maintain their employability. This brings an imperative need that everyone should have a capability for lifelong learning. Investment in formal education and non-formal learning has been proven to be the best means of combating poverty, increasing overall health, and eliminating social exclusion. Good examples of libraries that have responded to these new imperatives are:

Brisbane City Library – Learning Lounges

Brisbane City Library has over the past 2 years been developing the concept of the learning lounge. The strategy progresses the Brisbane City social planning agenda and its focus on developing lifelong learning for its community. This was based on an understanding that residents and businesses need to develop IT skills to use and benefit from the opportunities offered by the e-world. It was seen that a smart and creative city needs to foster a culture of innovation and learning for life. Brisbane City Council recognized its role in providing access to facilities and content that enable people to learn to use technology. It was seen that bridging the Digital Divide isn’t only about providing access to computers: it is also about having valid and reliable information and having the skills to locate and apply the information.

The pilot learning lounge is at the Garden City Library, which is in the Garden City Shopping Centre. While the learning lounge is primarily an online learning facility, the Council has recognized that most people learn using a range of channels and methods. The library underpins online learning with a range of videos and print material from its collection. It also supports and builds partnerships with local community mentors who can provide one to one training and maximize its existing facilities such as study rooms, meeting rooms and reading lounges to provide a very flexible and effective learning environment. Learning resources include: • Access to an extensive range of popular computer tutorials through Monash

LearningFast. This includes ICT Skills Benchmark and TeachMe interactive learning tools. (Brisbane City Council is the first library service to make these resources available on a large scale.)

• Access to the Internet, Microsoft Office, Word Perfect Office, FrontPage, Dream Weaver and Adobe Photoshop

• 16 online full-text databases covering a broad range of topics including health, science and literature

The Hume Global Learning Village – Hume, Vic

The Hume Global Learning Village (HGLV) provides an excellent example of the development of learning partnerships. HGLV is a partnership engaging learning providers and facilitators in the City of Hume in Victoria. It is the catalyst, leader, facilitator and driver of the Hume City Council’s vision for Hume as a learning community. The partnership is aimed at empowering people to embrace learning as

arning Vi
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a way of life in homes, community settings, educational institutions and the businesses of Hume. Supported by the Hume City Council, the Village comprises approximately 200 members- actively interested individuals, educators, businesses and industries and community and interest groups. It involves key business leaders and core groups (such as the Police) in the community. Council developed its flagship learning facilities, the Hume Global Learning Centre in Broadmeadows. The Centre is a computer, Internet and training centre with state of the art multimedia equipment, an e-play and Internet café, training facilities, exhibition space and community training and meeting rooms. It also includes Broadmeadow’s first public library. As the Global Village grew out of Hume’s Social Justice Charter, the Village looks for programs that assist with the Social Charter and specific groups are targeted. One very successful program was the “Employability for Life” program which was developed in partnership with Ford aimed at Indigenous young people. 24 of the 28 that started the course completed and the majority ended up with jobs.

The “Pathways Library” North Lakes, Pine Rivers, Qld.

Since 2001 the Hornery Institute19 has been working with Pine Rivers Council, Lensworth and Lend Lease to design and deliver a facility known as the “Pathways Centre.” The delivery have been involved in the evolution of the concept include Education QueDepartment of Employment and Training, the regional office of the DepartmDevelopment, ANTA, East Coast Employment and Training, and Career Soproject was driven by a growing recognition that levels of skill and informwill be the key variables in distinguishing between successful and failing cothe knowledge economy becomes more firmly established. There is also recognition that skilling and information literacy enables greater participatiand reduces the burden of crime, poor health, and social payments.

The Foundation Building comprises three key and inter-related eleme

• The Skills Suite and Job Spot

• Knowledge, education and information services - The Pathways Librar

• Networking and social cohesion -‘The Living Room’ and ‘Intranet’

The final design and delivery model for the Library has been described as a move from “repository to product” and “institution to experience”: positioning the library as a proactive force for change and development that engages with the needs of the whole community rather than a passive lending agency that caters to a select audience of loyal users.

Singapore

The Singapore National Library effectively re-invented itself over a period of five years and is today regarded as one of the most innovative library services in the world. This model provides a good example of how partnerships and innovative programming can increase loans substantially. of the investment made in the library strategy was to position Sing

19 The Hornery Institute is a not for profit organisation incorporated in February 2001 and foHornery the former Chairman of the Lend Lease Corporation and Current Chairman of ANTA. Thfocus on community development, engagement and capacity building. The North Lakes Centre development project and has been underway since March 2001.

partners who ensland, the ent of State

lutions. The ation literacy mmunities as an emerging on in society

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Pathways Library, Pine Rivers

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The intention apore as an

unded by Stuart e Institute has a was its inaugural


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international information hub, preserving and promoting Singapore’s cultural heritage, providing for education, knowledge and research, and promoting a well-read and well-informed society. The impact of this strategy has had a phenomenal impact on the use of public library services nationally. Loans increased from 9.1 million to 24.7 million in the first six years, and since 2000 have been increasing steadily as new branches have been added to the system.20 Collections rose from 3.2 million to 6.8 million with a strong focus on electronic access to resources and partnering with public and private bodies. In Singapore they identified the required paradigm shift as follows:

Similar libraries Tailored Libraries Custodian of Books Service Oriented Provider One Media (print) Multimedia Own Collection thout Walls Go to Library Library comes to you In Good time Just-in-time Local Reach obal Reach

Free Basic Service + Value-Added Services

The library entered into a partnership with Starbucks and every branch library now has a Starbuck’s café outlet. They also negotiated deals with technology and multimedia companies, and music outlets to provide their equipment, products, software and services on site in the library. The library also has an intensive program of community partnerships, which provides for strategic programming in all the branches with a high level of input from local communities.

Ironwood Library, Richmond Library System, Vancouver, Canada

Located in Vancouver, the Richmond Library has opened the Ironwood Branch, which is based on retail and marketing principles and strong partnerships. It incorporates into the design of the building the concepts of social space, as reflected in a space they have called “the living room”, which is complete with fireplace, comfortable chairs and lamps.

It caters for a 20% Chinese population, which was engaged in the design of parts of the building and developing the collection. The library has also developed a partnership with retailers, particularly the coffee shop at the entrance to the library. The library also completes transactions for the City, many of these are done electronically from a “Kiosk.”

These transactions include: immediate and easy electronic access to City of Richmond services, payment of taxes and utility payments, purchase of garbage tags, payment of parking tickets, registration for Library programs, or booking time on Internet or PC stations at all branches.

The library has a strong focus on the learning community and has entered into partnerships with public and private learning providers to provide courses from a dedicated learning space in the library, well equipped with technology. There is a strong focus on vocational education.

Ironwood Branch

20 Visitation also rose from 5 million to 19.7 million in the first six years of the strategy

Library wi

Gl


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Moonee Valley Library Service, Victoria - Partnership to promote computer literacy

A good example of a partnership adding significant value to the community can be found at Flemington, which has a high percentage of persons from a culturally and linguistically diverse background and varying degrees of language and literacy proficiency. The demographic of the area also indicates that it is an area of disadvantage. Many have limited economic resources and restricted access to information. The Flemington Library and the Flemington Reading and Writing Program (FRWP), a not-for-profit community based provider of community education, are working in partnership to address some special learning needs in the community. FRWP has provided training to library staff in Word and EXCEL software packages. The Library staff also has access to the computer lab and has conducted Internet classes for patrons of the Flemington Library. The program has developed from teaching literacy topromoting computer literacy. Classes have been verysuccessful and are now conducted daily at both theFlemington Neighbourhood House and the FlemingtonLibrary 5 days a week. High retention rates of studentshave been registered and it is clear that the classes alsomeet social cohesion outcomes as well as learning needs.With grant funding from the Victorian Government a‘Learning Shopfront’ is planned to be set up next to the Flemington Library as a classroom for young people. Thisfacility will be used by the FRWP as part of the VictorianCertificate of Applied Learning (VCAL) ‘Learning on Track’ program. With the push for schools to become community hubs there are opportunities for Knox libraries to partner to deliver computer literacy with local schools, community neighborhood centres and U3A.

Learning Community Partnership - Upper Skeena, Canada

The example is useful in that it involves a strong partnering and programming component as well as a high level of community engagement. The Upper Skeena, centered on the Hazeltons, has forged a Learning Community Partnership with the library. A number of initiatives been developed including: • A Books for Babies project to promote new parenting and basic literacy skills; • Several service-learning projects for school as well as out-of-school youth (17-25),

particularly those at-risk; and • A Learning Shop that is hosting learning events such as Gitxsan Evenings of

language and literacy; musical jam sessions for youth; and new parent programs. Future projects will develop outcomes-based community competencies to enable recognition of knowledge and skill acquisition and Prior Learning Assessment. The use of learning technologies in Community Access sites and the Learning Shop has added value to this community-based civic and new literacy initiative. With approval of the 3-year pilot project a Learning Shop opened its storefront doors in the central village of Hazelton. The Shop focuses on providing non-formal experiential learning opportunities - some of which have served as links or pathways to the formal education system. Since November last several hundred learners have engaged in a non formal learning opportunities including21:

21 Sculpting a learning community on its own terms: the Upper Skeena by Ron Faris Ph. D. July 13, 2001 (http://members.shaw.ca/rfaris/docs/Skeena.PDF)


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• Storytelling

• Music Jam Sessions

• Teenage Search and Rescue

• Mother Goose - learn songs and games to promote healthy language development

• Tech Café - youth critique videocassettes, play educational games, and socialize as part of larger community

• Gathering information about community events and resources,

• Facilitating connections between individuals and groups, and

• Highlighting opportunities for social and economic development.

• Prior Learning Services - provided to people applying for prior learning assessment and credit at formal education institutions.

Transit Lounge, Caboolture – Caboolture Shire Council

This is an innovative funding partnership between Arts, Queensland, Youth Arts, Queensland, Community Renewal program Dept of Housing, and Caboolture Shire Council. Transit Lounge Caboolture is a support service for creative young people aged between 15 – 25 year olds. Their regular services include workshops, e-updates and onon one creative industries career pathways advice. The Project Co-ordinator is housed in the Central Library and asignificant proportion of the workshops and regular youth meetings are held in the libraries across the Shire. This 3-year project is into its second year and a sustainable modelis being investigated to allow it to continue. The LibrarService has benefited significantly from this project with aincrease in youth participation in the libraries, a sustainablyouth club, a new Manga youth club and a higher marketpresence within the 15-25 year old demographic. There haalso been an increased resource list of local artistic contactwho are available to run workshops for younger children and adults. Greater integration with creative industries and youth programs would increase connections with Knox youth.

Ideas Stores, Docklands, UK

Several innovative partnerships and models of delivery have also been developed in the United Kingdom. Of particular interest are the “Idea Stores”, London's new libraries in Tower Hamlets, a disadvantaged inner borough comprising most of London’s East End.

Ideas Store, London, UK

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s s


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The “Stores” combine traditional library services with adult education, performance space and day-care. The buildings are carefully positioned in high-density shopping areas and marketed as "street corner universities." They aim to integrate library service with a community that has traditionally shied away from them. (70% did not use the libraries). The new concept is very much back to public library roots - providing opportunities for learning and recreation. The Stores offer credit and non-credit courses, become involved in Web-based instruction and serve as feeders for area colleges and more advanced vocational training programs. They will also bring public librarians into closer working relationships with teachers. Efforts to keep the community involved also include a touring road show using video and computer technologies and a hotline for citizens’ questions and comments.22

Moreland City Libraries, Vic. - Encouraging the community to ‘read more’

The Moreland Reading Project (MRP) was awarded the 2000 Australian Libraries and Information Association (ALIA) Award for Innovation in Public Libraries. It is of relevance in the creative approach to fostering a reading community through innovative programming. These include talks, demonstrations and workshops on many topics as well as book launches in English and other languages, walks around Moreland landmarks, theatre performances and colourful cultural activities.

Specific examples of programming activities include:

• A demonstration in the Brunswick Library by the

local bocce club.

• A BookStart Kit distributed to every newborn baby in Moreland in cooperation with the Maternal and Child Health Centres.

• A walking tour of the Fawkner Cemetery.

• A local bonsai expert speaking about bonsai gardening.

• A talk by a nurse from Glenroy on her time spent in East Timor as an aid worker.

• An annual concert in the library featuring a range of Moreland based bands.

• Regular talks to new parents groups and rhyme time sessions for babies under 18 months.

• A dance and music demonstration by the local Singhalese community.

• A panel of residents from varied cultural backgrounds and ages speaking about their lives and experiences of first coming to Australia.

• Book groups for primary aged children, youth and adults, bibliotherapies, reader-to-reader book review systems, and reading and writing competitions with themes such as “Books that changed my life”.

• Speakers are drawn from the Moreland community and an annual “Made in Moreland” theme showcasing individuals in the community.

Once again, partnerships are important. Neighbourhood Houses, theatre groups, local historical societies, Moreland’s Adult Education Centre and other Council Departments are some of the groups who have linked to the Project. The library service has identified 6 roles and priorities that drives their community programming activities: Information provision; Life long learning centre; Children’s development and learning centre; Community cultural centre; Recreational and leisure resource centre and Formal education support.

The Fraser Valley Regional Library, Chilliwack, Canada – Family Literacy

The Fraser Valley Regional Library is one of a number of partners sponsoring a self-sufficient community literacy program aimed at families. The Families in Motion program promotes literacy for all family members.

22 http://www.ideastore.co.uk/story/


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The program, supported by the learning partners, commences with a buffet breakfast for the children and parents. The children then go to their pre-school program while the adults focus on learning skills, computer literacy, and a parenting program, demonstrating that learning is a lifelong venture.

Homework Programs at Yarra-Melbourne Regional Library Corp., Vic.

There are a range of Homework Help models, which are relevant to this study. Yarra Melbourne Regional Library Corporation (YMRLC) runs a number of homework programs for young people at its libraries in partnership with other agencies. It is of particular interest given its focus on providing services for emerging communities. For example, Carlton Library has been running a Youthlink Homework Program for four years, aimed at providing homework help for the 12-18 year age group, specifically targeted to disadvantaged young people. The program (among other subjects) covers maths, science, English, Studies of Society and Environment (SOSE). Demand for the service is high from VCE students, including a group of students recently arrived from Horn of Africa countries. The 2004 program was run in partnership with Carlton and Parkville Youth Services.

• The Brotherhood of St Laurence is very active. They run (in partnership with the

library) a Homework Centre, which is based, in the Fitzroy Library. It provides free academic and personal support to secondary school students, and those who lack space or resources at home. Students can receive assistance in all VCE subjects and work independently or in small groups. The library offers a relaxed and supportive environment, which is well resourced with computers, printers and photocopiers. Good co-ordination and maximising partnerships have been identified as critical success factors in these programs.

Belmont City Library and Education and Training Partnership, WA

An innovative partnership has been developed between the Department of Education and Training and the Belmont City Library in Western Australia, highlighting the importance of lifelong learning particularly for at risk youth. Twenty-two public libraries in association with their local high school will deliver programs in the first term in 2005. Pilot programs (Finding MY Place) conducted showed that participants were retained in either education training or employment, with the highest numbers opting to stay in school and complete Year 12. The Program works on providing positive futures for young people through courses, motivational speakers, mentoring and support. Funded by the WA Department of Education Training the program has been acclaimed as a great success with measurable outcomes demonstrating that early intervention with young people can dramatically change their lives. The Partnership has been in place since 2003 and was based on a mutual commitment to assist disadvantaged youth by helping them find a place in a learning environment (whether school, industry, private provider or TAFE). Many South Australian libraries, including Mount Gambier, have since adopted this model. Ellenbrook Community Library Service, City of Swan, WA In March 2007, the new Ellenbrook Community Library opened its doors to the students of the Ellenbrook Secondary College and the local community. This joint use library is the second in the City of Swan and the Department of Education and Training. The vision for the new library service at Ellenbrook was to: • Promote self-service - offering more direct

interaction between staff and clients; • Encourage life-long learning; • Provide access to Council staff (e.g. Place

Manager); • Access for community groups (meeting rooms);

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• Sharing of services and facilities with Department of Education and Training. The traditional large control desk has been replaced by two small customer service pods with no obvious physical barriers or staff specific spaces. Staff are encouraged to walk the floor and approach clients to offer assistance rather than waiting for the client to come to them. The lack of the control desk also assists with the promotion of self-service. Requests and reservations are accessible on open shelves and a separate returns area allows for a quick turnaround if required. Loan transactions on the self-check facilities are exceeding expectations as both staff and clients are embracing the concept. The library has separate spaces for school classes, quiet reading, children’s activities and a youth space. There is also a room with 10 PCs which has been designed with lifelong learning in mind. It can be used for facilitated training courses, library-based activities, community meetings or seminars with guest speakers. There are another 32 PCs throughout the library, 24 of which are currently dedicated to school use. The future intent is that all PCs will be available to the public after school hours and will offer a full range of electronic services: Microsoft Office, email and the Internet. It is interesting to note that male youths are the main users of the PCs, accessing game sites. The library opens seven days a week for a total of 55.5 hours. An automated book drop is also available for returns after hours. Space has been provided for a café and this has the potential for direct access to the library. Adjacent to the library is a joint-use Performing Arts Centre which may allow some opportunity for involvement in cultural events and programming. The building also includes some community based City of Swan Offices and meeting rooms which are available for public use. Library and Telecentre Partnership – Shire of Williams, WA A successful model for a Library and Telecentre partnership can be found in the Shire of Williams. Williams is a small rural community with a total population of 1040 and an estimated 400 living in the townsite. The Shire covers 2,295 km² and includes the localities of Quindanning, Tarwonga, Dardadine, Boraning, Culbin and Congelin. The Community Resource Centre is a combined library, crèche, Telecentre, customer service centre, Library, and office space providing access to a range of Government services, including the Agricultural Department. Medicare claims and Centrelink access is also available from the Centre. Training workshops are provided to the community by Centre staff, and the meeting room is well-used by the community. The local newspaper is also put together in the Centre.

The Council was quite visionary in their decision to fund the Centre. The Council built and owns the Centre, and attracted funding including Regional Co-location funding for the project. Staff are multiskilled in the Centre, whereby Centre staff manage the core library service, lending and reshelving and helping users on the Internet, and Shire staff provide 1.5 days per week to undertake Inter library loan and exchange activities, as well as other tasks. Shire staff are also cross-trained in all Telecentre activities, thus releasing Centre staff to run workshops as required. As the Co-ordinator of the Centre notes: “The Centre works very successfully: Telecentres and libraries go hand in hand.”23

23 Interview with Debbie Kemp. Shire of Williams Community Resource Centre, June 8th, 2007.


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Emerging models and innovation

Self Processing - RFID Technology

It is clear that there is a trend towards Radio Frequency Identification (RFID) technology which, given its minimal error rate and ease of use, allows patrons to process their own loans and releases staff from circulation transactions to more value adding activities at the customer interface. Excellent examples of this can be seen in Singapore (100% self-check) Richmond Library, Vancouver (80% self –check) and Brisbane City (80% self check in the pilot branches). Baulkham Hills Shire Library, NSW have been most successful with some 97% of transactions now completed by self-check.

User Pays Home Delivery Service - Bayside Library Service (Victoria) and Manly Library Service (NSW).

Bayside Library offers a user pays home delivery systlibrary’s website and the home delivery option is selectestaff and a council courier delivers the items for a costLibrary received a grant from the State Library of determine the feasibility of offering a user pays home dproject targeted non-users and a home delivery pilot pservice is in its infancy stage and has not been heavilyutilised. The survey conducted indicated that there service.

Fingertip Library - Christchurch Public Library, New Zeal

Christchurch Public Library set up the Library’s equivalethe “The Fingertip Library” – ie your library at youservices, including having reference questions answerThis is the basis for the virtual library delivering servwere – at home, at work, or at school. A lot of plannproject group identified early on that the right person tThey wanted to make use of the technology available fogood management information and wanted the service managed hand on, on-selling of services, etc. A recenthighlighted the fact that 90% of the reference questioanswered predominantly from electronic resources, incall sorts of questions about the type of questions being service in relation to reference queries.

Library Rail Express, Caboolture Shire Council, Qld

Caboolture Shire Library initiated the Library Express, stop at the Caboolture Railway Station from 5.30am – 8and display counter which can be folded away into a cpurpose built and looks very professional. The counter cshoulder strap and can display about 400 items which 1400 items in the collection; all paperback and they dinterfere with the newsagent on the station.) This hcustomers recorded a high satisfaction rate. There havemonths and staff are doing about 100 issues a sto

109

RFID Self-check stations at Castle Hill Library, NSW

em. Items are requested via the d. Requests are checked daily by of $5.50 to the customer. Manly NSW to carry out a survey to elivery service to residents. The

rogram was implemented. As the promoted it is not as yet heavily was a viable market for such a

and

nt of a call centre. This was called r fingertips. People can access ed, by phoning, email or faxing. ices to the customer where they ing went into this service and the o run the centre would be crucial. r running call centres which gives from this centre to be top class – report from the Fingertip Library ns they received were able to be luding the Internet, which raises

asked, implications for the walk-in

which provides a library service am once a week. A mobile loans arry bag is used. The counter is an be folded up and carried by a are changed weekly. (There are on’t offer magazines as it would as been a roaring success and been 80 new members in a few p. They aim for a two-minute

n point for materials from ss technology.

funded by a grant from the ry branch of the Shire and d items used for health and ith the sports equipment in m ball sports to well being cal sports identities in talks ommunity. Leverage is also

users and non-users were st there were core needs for eds for specifically tailored

figured to meet these needs res. Adelaide City have also aces and new décor in place d facilities as Library and Australia has taken a retail their non fiction collections. ng figures that continues to


transaction. The stop is also used quite heavily as a returother libraries. The system is currently online utilising wireleCaboolture Shire Council have partnered with Qld Rail, who provide power and space and a cover for the site. The trolley is located before the ticket counter, so commuters have to walk past it. The next development is to look at a collection for young adults as lots of students use the train. This will include graphic novels. Staff built on and improved the initiative from Gosford Library in NSW who use a mail cart. This model can be translated into any high pedestrian area, including shopping centres and serves as an excellent vehicle for marketing. These innovative service delivery models could be considered for the City of Knox, especially as more commuters make use of the railway.

Sports Library, Caboolture Shire Council, Qld

A Sports Equipment Library at Caboolture Shire Library waslocal Rotary Club ($12,000) The library is at the Burpengaprovides the loan of a wide range of sporting equipment anwell being to the community. Library resources are allied wthe loan. The collection has some 600 items ranging froequipment, such as fitness balls. The library also engages loand keeps an ongoing watch on what is happening in the cgained from State, National and International events.

The Tailored Library

Sydney City Council has recently adopted a model wherebysurveyed to identify their needs. It was determined that whilresources, that there were communities of interest with necollections. Branch library collections have now been re-conand the library will be working closely with community centadopted a similar model with themed collections in small spto support these themes. Adelaide City have also badgeCommunity Centres. Joondalup Library Service in Western presentation approach and developed genre groupings for Joondalup has recorded a 0.9% increase in non fiction lendirise, contrary to the industry as a whole.

Information Gas Station – Finland

Final Job No 73258

110 Information Gas Station,

Helsinki, Finland

A technology-based project of interest is the 'Information Gas Station' (iGS) in Helsinki, Finland. Created with money from a Bill and Melinda Gates Foundation Access to Learning Award, the iGS is a mobile information service point where users can access help from a library staff member. The iGS is onsite but also accessible via mobile phone text messaging, by land line phones, by e-mail, and by fax. While iGS has no books and most of the answers to users' questions are found via the web, staff also use the print resources of the Helsinki Public Library (HPL) whenever necessary. Maija Berndtson, director of HPL, who is forward-thinking when it comes to managing tomorrow's library,' says iGS is a creative example of the concept of a 'hybrid library.'


Final Job No 73258

Youth L

ELiMS® Smart Dispenser – Pathways Library, Pine Rivers Shire Qld

The ELiMS® Smart Dispenser installed outside the Pathways Library in Northlakes, Qld was the first in Australia. The Smart Dispenser is integrated with the Library Management System and allows users to borrow library materials and to pick up reserved materials even after library opening hours. The Pine Rivers Library Service considers this technology to have significant potential to create a point of distribution for library resources at other locations within the Shire and is considering a further installation point within the proposed multipurpose community centre in Warner. Features of the Smart Dispenser are as follows: • Can be conveniently located, whether outside library or at a remote location • Facilitates borrowing after library opening hours • Enables pick up of reserved library materials • Multi media interface • Interactive touch screen

Getting Youth into the Library

Youth Space

There are several good examples of libraries set up specifically to meet the needs of youth. A particularly good website that has identified a range of best practice in meeting the needs of young people is www.yspace.net which is the International Youth and Public Space Network. There is a range of ideas for making public space more inclusive of young people.

There are several good examples of youth specific high-tech library facilities being established. Dresden Public Library in Germany needed to serve young technology-hungry clientele and created 'median@age' in an industrial building in a busy shopping district of the city. This library has a bright, inviting, and open 'high-tech' look and is filled with people in their late teens and early 20s using computers and the latest in new media. The National Library Board of Singapore has a similar project, 'Library@Orchard', which is a dynamic space designed to attract youth. Set in a high-end shOrchard Road, the collection features books on travel, fashiart. A coffee shop that doubles as a programming space is aplays an important part of operations, and is oriented to mus(film and visual arts) and events that can be allied in the caand talks. In 1993, the Santa Cruz City-County Library System switchedof a small neighborhood library to young people, and it begtheir needs. With the help of a funding grant, the Library eOwn', a branch library with an electronic homework centre, The Brighton Library in Christchurch, New Zealand24 also hapeople, and is widely used by young people from around Chriyoung men. New Brighton Library has implemented a pilot pryouth worker on the weekends to work with young people acce

24 http://library.christchurch.org.nz/NewBrighton/

111

Library@Orchard, Singapore

ibrary, Orchard Road, Singapore

opping mall on Singapore's on, computers, music, and lso provided. Programming ic (bands) and multimedia

fé, such as demonstrations

the primary service focus an exploring ways to meet stablished 'A Place of Our

s a strong focus on young stchurch, and especially by oject that involves hiring a ssing the library space.


Final Job No 73258

Youth and Technology

LibrarycurrentlyJulyFoundati Library 10 won the first annual Bill Gates Access to Lepractices in increasing access for all people to computincluded a $1 million grant The library focuses on the needs of young people with cas well as opportunities for young people to create in and image editing facilities. The staff are young and drthere is a strong focus on music in the library. commonplace in the Library. The library is also arranthan traditional arrangements.

Teen Library Club - Yarra Melbourne Regional Library Corporation

• Engaging (or indeed retaining young people) from tfor ERL and Knox City libraries as with most Melbourne Regional Library has been working on thinvolving young people in the selection of materiathrough its Teen Library Club (TLC), a book groupgrew out of the need to retain young people using and to maintain the habit of library usage and readwith a venue to talk enthusiastically about bookMembers of the group also act in an advisory capacand have contributed to the design of the web page.

Career Link at the Hawthorn Library, City of Boroondara Library

Another relevant model, which involves partnering, between the Hawthorn Community House and Hawtogether to provide a career information program, ‘Cacounsellor from the Hawthorn Community House works to residents who book in through the library. Attendees planning resources at the library. Targeted Internet dealso offered and speakers have presented on issues program is effectively marketed in the media and suppCertainly, collaboration with the Community House on other ways in which the two organisations can work tog

10 in Helsinki in Finland is one of the better models. In

2000 The Bill Melinda Gates on awarded the Helsinki City

112

Library 10 Helsinki, Finland

arning Award for its outstanding ers and the Internet. This award

utting edge technology and media their preferred media with sound ess like their younger clients and Band recitals and theatre are

ged by themed collections rather

he start of high school is an issue Australian public libraries. Yarra is issue for the last four years by ls for the young adult collection for 12-16 year olds. This group libraries after they hit their teens ing. The TLC provides teenagers s with others who love reading. ity for library youth programming

Service, Vic

can be found in the work done thorn Library who are working reer Link’, for local residents. A out of the library providing advice also access the career and course monstrations and library tours are such as choosing a career. The orted by booklist and career kits. Career Link has helped to identify ether on other projects.


Final Job No 73258

Emer

Children’s computer areas

New libraries are increasingly providing separate children’s computer areas. There are several excellent examples in South Australia. The Oaklands Library in Vancouver, Canada also a “Kids on Computers” area, which has been focusing on the development of technical literacy and reading skills through online programs

PLANNING AND DESIGN OF NEW LIBRARY BUILDINGS

People Places- Public Library Buildings for the Future

People Places: a guide for library buildings in New South Wales25 is an example of qualitative research of spacing requirements for public library buildings. It describes a complete methodology for local authorities planning new or extended library facilities and draws upon recent case studies of public library planning in Australia in reformulating guidelines for public library buildings.

This guide is a result of extensive community consultation and

requiremehow accesand securishelving m The planncontext ofneeds andensure su(identifyingroup), anfor peopleclearancesdesigned significantdesigning

25 www.slnsw

Children’s computers, Playford Munno Parro Library, SA

ging focus on Internal G

nts. Special emphasis is osible the buildings are forty issues. In addition to thust consider and respect u

ing process in People Plac major societal trends and desires. The key areas ccessful library building ag community needs), procd design (key design crite with a disability and the, lift and stair design, fto cater for this group o cultural groups are also a new library.

.gov.au/plb/policies/build/guide.p

113

raphics

collaborative planning containing guidelines for public space needed to meet community needs as well as practical advice on assessing these needs. The needs assessment planning method utilises four tools based firmly on an understanding of community needs- identified needs, normative needs, comparative needs and benchmark based needs.

People Places provides guidance on a range of ‘key design factors’ with prominence given to spacing

n people and how people perceive and use buildings, people of varying mobility and the impact of safety ese factors, the design and planning of furniture and ser needs and characteristics.

es begins with consultation with communities in the results in designs and plans that reflect community in the collaborative planning process necessary to nd design are summarised in the guide as: needs ess (setting the criteria), planning (set up working ria). Reference is also given to spacing requirements elderly people. Issues addressed include proper

urniture and equipment selection and floor space f users. The needs of young adults, children and assessed under these guidelines when planning or

df>


Final Job No 73258

Increasingly the libraries of the new millennium are no longer simply repositories for books but serve as a civic gathering place and stimulus for neighbourhood and community revival. Public libraries are being designed as part of larger public spaces making the library space more open to opportunities for sociability. The implications for the design of new libraries are significant and the changes can be represented as follows26:

Jubilee Library, United Kingdom

In Brighton, United Kingdom, the design of the new Jubilee Library provides a good example of a library incorporating family-friendly design. The new library has an emphasis on early learning materials with a separate children’s area incorporating a children’s nursery. Children’s activities such as story telling and free music and rhyme sessions are offered for pre-school children and their parents and carers. The Jubilee Library is carefully planned inside, with the children’s area being bright and inviting, so that very different activities such as story-telling and studying can co-exist without conflict. The library offers free Internet access and a range of equipment to support visually or hearing impaired customers.

Gosport Library, United Kingdom –The Discovery Centre

The newly redeveloped Gosport Library in the United Kiexample of an image-conscious library incorporating publicidentity. On arrival, library visitors are greeted by an impressive coby artist Martin Donlon and a ‘Geostationary Plasma Screen’ by Step This site-specific artwork is seen as an integral element of the new The ‘Geostationary Plasma Screen’ uses a television as a central element and focus to the work. The bold effect of the plasma screen is re-established with a feeling that the centre of the solar system is now the television as the design allows the screen to move freely and circumnavigate the sphere of the earth. The new library houses four floors of books with access and facilities for disabled visitors. The children’s section is particularly successful as are the comfortable seating areas for reading or relaxing. In addition to the library, there is a performance area, The Studiotheatre and literary events are hosted on a regular basis and a coff

ngdom artwor

26 Better Public Libraries, London: Commission for the Architecture and the Built Enviro(MLA), 2003

Jubilee .

Library, Brighton, U.K

114

loured glass entrance hen Pippin.

library building.

, where dance, music, ee shop which services

represents a good k to establish a visual

nment (CABE) and Resource


Final Job No 73258

115

Castle Hill Library, NSW


all users of the building. The design has had a major impact on attendance, with the new library exceeding its attendance figures by between three and five times higher than in the old building, with loans increasing about 12%27.


The Castle Hill Library in NSW was the first library in Australia to install self-check facilities and to employ themed collections integrated with branding and retail merchandising. It was part of a commercial development by Council, which provided for a community centre on the first floor, a 1900sq m library on the 2nd floor and 8 levels of residential apartments above. The Council was the developer and it was project managed internally. Loans have increased 87% since the opening of the facility.

The library has an indoor and outdoor café fully integrated with the functions of the library, which is very well patronised.

The Parklands Library, Christchurch, New Zealand – adaptive space

A useful model using innovative methods to adapt space can be found in the new Parklands library: a 500 square metre library building located alongside the retail community. Given the space constraint, and the diverse need in the community a creative way of accommodating the needs of different ages groups was identified. This was to provide flexible and creative use of space to ensure the best use of all of the resources. Books, furniture and computers will be displayed and grouped to meet the needs of different groups of customers at different times of the day and week.

Several times a week the focus is on pre school children. The environment changes by pulling down colourful screens, exchanging adult chairs for beanbags, cushions and little chairs, altering the lighting, and turning round the shelves and pulling out the picture book bins. Story reading, rhyme, music and movement will be part of the experience. After school the space is transformed into study zone with the staff focusing expressly on helping with information retrieval using all available resources. Using colourful wall blinds, headphones, video wall, beanbags and laptop computers the space will be transformed once again. Parklands Library is a dynamic environment designed to meet the diverse needs of the Parklands community.28

27 www.books.guardian.co.uk/news/articles/0,6109,1468476,00.html



Final Job No 73258

Brisbane Square Library

The Brisbane Square Library brings together world best practice in innovative and environmentally sustainable design. Service delivery has been designed to accord with the diverse needs of the clientele. Opened in November 2006, the dynamic public space integrates Council Customer services and Library services in a way that “makes sense to the customer.” For example, the ground floor is dedicated to fast turnaround transactions or “grab it and go”. Holds that clients have placed online are available on open access for collection and can be checked out by the client from the 6 shelf check units available on the ground floor. All loans are channeled through the self-check units with a deliberate strategy in place of minimizing the size of desks and complemented by an education program for clients in how to use the self check equipment. The proportion of self-check loans has now reached 80% using traditional barcodes.

All payments and enquiries that can be transacted easily are also conducted from the ground floor, such as rates, traffic fines, library overdues and the provision of information relating to Council services, including transport information. Kiosks are also provided for quick Council transactions and a concierge is also provided on the ground floor to facilitate way-finding. The second floor of the facility incorporates space for more complex Council Customer Service enquiries and provides extensive access to technology including wireless, children’s facilities and a learning lounge. The Zoo provides a space aimed at bringing young men into the library with a focus on gaming and access to sport and music plasma screens. Print on demand newspapers are provided, and stainstalled in the meeting rooms throughout the buildinhas also been provided to facilitate development appland the community. The Bookshop Experience and Creative Spaces – Joondalup Library is one among several innovative libconcepts in the arrangement of collections and librarycolourful and relevant destinations. External consultants conducted a review of the City2003. One of their findings was that the majority offiction and fiction collections in genre order similar to was supported by feedback from patron consultations, focus groups and daily requests to staff over many years. John Stanley’s “Retail Development Report”, for Joondalup Libraries, in March 2004 encouraged the future layouts of Woodvale, Whitford, Duncraig and Joondalup Libraries to embrace the future and progressive “Bookshop” layout.

tgi

J

r

t

Brisbane Square Library, Qld

e of the art technology has been . A Qantas style business lounge

cations and liaison with developers

oondalup, WA

aries, who have adapted bookshop space to provide more interactive,

of Joondalup Library Services in library patrons preferred the non-he format used in bookshops. This

116


Final Job No 73258

117

Botany Library, Manukau, New Zealand

Creative spaces, City of Joondalup Library, WA

The collection has a breakdown of 10 fiction and 33 non-fiction subject categories. Symbols were chosen to represent the collections and stickers printed to categorize each item. The second component of the project involved the physical layout and makeover of each of the libraries, creating specific areas like a “men’s shed”, reading nooks and living rooms for patrons to linger and enjoy the experience of their library. New branding, floorplans for patrons, better signage, and bright and comfortable furniture have also been provided. Going from beige to balloons, 1970’s brown to oceanic blue, welcoming friendly dragons and fantasy trees, Joondalup’s four libraries are now alive with colour, laughter and a sense of fun. Botany Library, Manukau City, New Zealand

Manukau City’s Botany Library has many features that make it a standout innovation. Sited within a busy shopping centre complex, between a large bookselling retailer and a multiplex cinema, the library has made the most of retail design and fitout. The collection is tailored to fit the community, around the theme of food, fun and film.

Leveraging off the value library patronage adds to mall foot traffic, the library has secured very competitive rent arrangements. Library hours mirror the mall’s extended opening hours, including most public holidays, which meet the natural expectations of shoppers. Service enhancements, through the smart use of RFID (radio frequency identification) technology and rethinking customer service priorities have resulted in the staff focus moving from traditional back room tasks to a retail model of floor walking and a proactive approach to customer care. Botany has the most customer foot traffic of all the Manukau libraries and is open the longest hours.

R

FiJ

S


nal ob No 73258

118

Appendix D: Trends in Procurement

HELF READY PROCUREMENT AND SUPPLIER PARTNERSHIP MODEL

Full Shelf-Ready Opportunity

There are significant cost savings to be made by the transition to a full shelf ready modelfor procurement. Analysis of Best Practice in processing of stock has identified theindustry trend to full shelf-ready provision. Full shelf ready means that an item can be procured by the nominated supplier/suppliers and processed to the specification of thelibrary, and delivered directly to the branch library, rather than being processedinternally. Records are also downloaded directly into the library catalogue. Shelf Ready costs vary but are calculated from 12% to 15% of the cost of the item. Larger and moreefficient suppliers are now providing a full shelf ready service and costs are coming down. It is clear that suppliers that do not offer this service will become increasingly lesscompetitive. In the UK, PKF Consultants have completed their in-depth national stock procurementand funding review to find the best and most cost-effective way to operate the book supply chain, and to look at budget issues and efficiency in public library services. Recommendations from the report included:

• Supplier selection • Standardised processing • Flat management structure within Library Services - more staff for customer

facing roles • Libraries purchasing books together

Brisbane City has now been operating with full shelf ready for five years and Yarra Plentyadopted the model in 2005. It is certainly a trend in libraries with bookvotes over$100,000. The chart on the next page, prepared by A.T. Kearney in its Procurement Auditof Brisbane City Council, depicts the ability of Brisbane City Library to secure the item onthe shelf in the branch with a guaranteed delivery time of 5 days from the provision of the item from the publisher to the supplier. (This was identified by A.T. Kearney asworld’s best practice.) Another pre-requisite identified by Brisbane City in its specifications is that popular itemsneed to be on the library shelves before they hit the local booksellers. This is audited with very popular titles (such as the Harry Potter series) and there is a high level of compliance. As noted in the chart following, suppliers select and supply materialaccording to specifications provided direct to the branch. Records are loaded electronically and conformance to specifications is managed at the branch by randomchecks of supplies. The partnership is lucrative to selected suppliers and they do not takethe risk of losing large contracts by failing to deliver on specifications.


Final 119Job No 73258

7A.T. Kearney 82/08.2005/11079

Library Book Supply ChainUK typical model ___________________________________________4+ weeks ______________________________________

___________________________________________up to 6 months _________________________________

_________________________general suppliers - 5 days (KPI)____

Release

Australian typical model

Release

Brisbane model

Release

Libraries select& order fromLibrarySuppliers.Pre or at release.

Publisher/Warehousedelivers to

LibrarySupplier

Library supplier services(covers & labels).Competitive market,servicing may be less thancost. Eg £0.33 (AU$0.77)Some to NAG standard.Publisher discounts given.

Librarycatalogues +any furtherservicing.

ng,staffing,catalo

Costs:buildi

guing

Deliveryto Library

ServiceDeliverytobranches

On shelfforcustomer

Book cost:RRP less 14-25%publishers discounts,Plus servicingPlus library overheadsfor selecting,cataloguing, extraservicing (eg more thancost of book), staffing,building.

Libraries select& order fromLibrarySuppliers.Pre (20%) or atrelease (80%). Publisher/

Warehousedelivers to

LibrarySupplier

Library supplier may:- Simply supply book- Process (service) to

agreed costs- Catalogue to agreed

costPublisher discounts 0-30%

Librarycatalogues +any servicing.

ng,staffing,cataloguing

Costs:buildi

Deliveryto Library

ServiceDeliverytobranches

On shelfforcustomer

Book cost:RRP less 0-30%publishers discounts,Plus processingPlus library overheadsfor selecting,cataloguing, staffing,building

Library suppliersselect & orderaccording to specsat pre-release.Order record oncatalogue Publisher/

Warehousedelivers to

LibrarySupplier

Library supplier processesand catalogues on site anddirect into librarycatalogue.Publisher discounts 10-30%. Delivery

to Librarybranches

On shelfforcustomer

Book cost:RRP less 10-30%publishers discounts,Plus cataloguing &processingZero library overheadsfor selecting, staffing,building.Economies of scaleachieved

May alsogo throughBindery

Figure C.1 Library Book Supply Chain

The major impact of this change for Brisbane was in labour saving on selection, ordering and processing. Labour was redirected to areas of high need across the service as it was opening 2 new libraries.29 An additional benefit was the saving in processing space. The Technical Services and Administration area (which was a function built facility) could be reduced from 4,000 sq m of space to some 300 sq m of administration space for a library network of some 33 libraries.30 A staff of over 16 persons was reduced to 1.5 contract management staff.

CONTENT MANAGEMENT

The movement in the industry is now towards full shelf ready and the development of profiles for stock selection as well as supplier-assisted selection. There is an opportunity in Eastern Regional Libraries to move from the existing traditional model of Technical Services to a content management model Key elements of content management will be:

• 90% profile ordering through supplier partnerships • Branch staff assist in developing profiles • Material shipped direct to the branch through pre-allocation and full shelf ready • Streamline acquisitions and receiving processes • Limited number of suppliers under strict specifications • Effective use of statistical information to identify content use and trends • Whole of life asset management of collections

COLLECTIONS SELECTION, ACQUISITION AND PROCESSING

Selection and Ordering

The experience of other large libraries validates the cost efficiency of limiting the number of suppliers, particularly through a formal tender process. Increased numbers of vendors adds to the level of variation in the process. The formal tender process provides the opportunity to negotiate delivery on tight specifications and also opens up the opportunity for joint tendering with other libraries to attain cost efficiencies around common specifications. Significant opportunity exists for some consortia purchasing in partnership with other libraries. These partners do not necessarily need to be neighbours; it is about maximizing the buy for the dollar expended by willing partners purchasing together.

29 Yarra Plenty chose to redirect the labour saving of $300,000 into the service to offset the cost of RFID which could then further drive labour savings 30 Recent reports from the UK further validate this procurement model: http://www.mla.gov.uk/website/programmes/framework/framework_programmes/stock_procurement

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