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Public libraries do not fit Peter Senge's model of a learning organisation. They are not stand-alone organisations, but operate within the much larger local government system which can constrain their development as learning organisations. On a day-to-day basis, public libraries engage with their customers and respond to their needs by providing access to resources, programmes and services. But they do this within the bounds of local government systems and processes which set corporate goals, determine policies and procedures and provide budget allocations to support operations, and they are guided by public library standards which set out strategic directions and operational requirements for public libraries throughout the state. However, public libraries can be learning organisations if there is strategic alignment between library and local and state governments in a shared vision. CityLibraries Townsville has been fortunate, as Townsville City fosters learning and recognises and values creativity, innovation and collaboration as essential qualities of a successful organisation. Within CityLibraries Townsville, a learning organisation has developed that perceives change as an opportunity to learn and grow the library. This paper examines the extent to which Townsville City Council and CityLibraries Townsville have utilised the learning organisation framework as outlined by Peter Senge. [ABSTRACT FROM AUTHOR]