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Altona Meadows Library and Learning Centre – community learning hub. Overview and FAQ’s. Space? 1397sq m over two floors with optimum disabled access including a lift Collection size? Only 20% larger - 25k but much larger emphasis on electronic access

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Presentation Transcript
overview and faq s
Overview and FAQ’s
  • Space?
    • 1397sq m over two floors with optimum disabled access including a lift
  • Collection size?
    • Only 20% larger - 25k but much larger emphasis on electronic access
  • Integrated Community Centre/Neighbourhood House
    • Commitment to lifelong community learning underpins philosophy
  • Opening hours?
    • Shopping centre hours 9am – 8pm most weekdays, and open both Sat and Sun
  • How many staff ?
    • EFT 5.5 Library + Community Centre staff
  • Cost?
    • $4.2 million + $250,000 for materials
  • Technology?
    • RFID technology, multimedia, video surveillance, multi-channel advertising
slide3

Altona Meadows Library and Learning Centre

March – June 2005

March – June 2006

% Inc

Customer Numbers

24588

71,244

289%

Loans

44,950

93,423

208%

New borrowers

287

1,261

439%

Internet access

1,341

5,002

373%

Program Sessions

40

163

401%

MISSION STATEMENT

Hobsons Bay Libraries will be a Gateway to knowledge, lifelong learning, increased opportunities and social support for all in Hobsons Bay.

Information is the currency of democracy. — Thomas JEFFERSON

(1743-1826)

design brief
Design Brief

Community’s shared

“living room”

design brief5
Design Brief

Reflect local community needs

  • Family Learning
  • Culturallydiverse
  • Need to improve

educational opportunities

design brief6
Design Brief

Best practice disabilityand family access principles adopted

Braille signage, lift, directional markers

design brief7
Design Brief
  • Green principles adopted throughout
    • Use of natural light
    • Reduced energy consumption
design brief8
Design Brief
  • Innovative use of technology to enhance access and service delivery
design brief9
Design Brief

Concept of the “ant farm” –sense of being outside and looking in - What’s happening in there? Can I come in? – encouraging – welcoming!

slide10
What has worked well for the community -
  • Vision of a seamless approach
  • Creation of safe, comfortable and welcoming environment – formal and informal community spaces
  • Location in an activity node –the local busy shopping centre
  • Use of natural light and a

vibrant colour scheme

  • Use of RFID – more than

doubled capacity with just

over double the staff

  • The number and variety of

programs offered

  • Improved profile of library

services within

community

and Council

technology
Technology
  • RFID
    • Security system inbuilt
    • Reduces manual handling – 3-6 items at a time
    • Enables capacity to handle large volumes of material and customers
    • Possibility for easier stock

maintenance

    • Attraction of giving the

community leading edge

technology

slide12
3M
  • Why 3M?
    • Staged implementation available to

enable whole of service transition in our time.

    • Dual barcode and tag
    • Compatibility to existing

library system

    • Leasing option, affordable
    • Tag durability and price
planning
Planning

Council commitment

  • Financial arrangements via third party
  • Insurance
  • Negotiated with Council IT

Implementation

  • Testing with Library system vendor and IT
  • Testing for compatibility within Citrix environment
  • Looking at other working sites to establish clear picture of requirements both staff resources and hardware
3m rfid
3M RFID
  • What has worked well with RFID
    • Implementation was quick and easy.
    • Worked in less than ideal network environment
    • Ease of use for both staff

and customers

    • Graphics and sound
    • Languages
    • Tagging, programming

and the ease of

conversion

3m rfid15
3M RFID
  • What has worked well with RFID
  • Use of volunteers for conversion - 16k items from existing collection plus 5k of new items in 3 weeks
  • Staff support
    • able to develop staff champions

with new staff

    • Not seen as a money saving

exercise

  • Self serve – 40%