ST. JOSEPH COUNTY PUBLIC LIBRARY
MAIN LIBRARY SITE AND FACILITY FUTURE USE ASSESSMENT
AUGUST 2017
Developed by TABLE OF CONTENTS
03 SECTION A: EXECUTIVE SUMMARY
05 SECTION B: THE PROCESS
10 SECTION C: FINDINGS
21 SECTION D: RELEVANCE
25 SECTION E: THE FUTURE
37 APPENDIX
APPENDIX A: SPACE NEEDS ANALYSIS
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the flexibility needed for the library to further evolve. After talking with community members and assessing the Main Library facility, it is clear there is a need for a re-envisioning of the Library’s configuration to align it with evolving EXECUTIVE community needs and desires. SUMMARY Given SJCPL’s current funding structure, Public library services and spaces have requirements, and bond maturity situations, dramatically changed over the past 20 years. SJCPL’s leadership must seize this moment to Each day, new programs and services are being re-think the current Main Library facility. Library offered at public libraries across the United leadership must set forth a facility plan based States. With emphasis on the user experience on the needs of the community as outlined and redefining education and life-long in this document to support the continued learning, libraries are transforming. Because of evolution of South Bend and St. Joseph County this service transformation, public libraries are for the next 20 years. also looking toward the transformation of their spaces. The goal of the document is to provide SJCPL leadership as well as community leaders with Over the years, St. Joseph County Public a solid vision for the Main Library building Library (SJCPL) has continued to evolve and to advance the Library’s ability to serve the reflect this transformation of library services community. The recommendations presented from not only being a repository for the printed consider changes in projected growth and word, but also an active, engaging, community development in the City and the County for destination that provides experiences based the next 20 years. The resulting plan must be on exploration, technology innovation, responsive to community needs, reflect the interaction among diverse groups, and the realities of the changing role of public libraries, expansion of knowledge. As set forth in SJCPL’s and offer opportunities for integrated services Strategic Plan 2015-2020, equally critical to with other institutions. the continued and future success of SJCPL is the Main Library facility and the surrounding campus.
The Main Library must reflect today’s best practices for a 21st century public library as well as readily and cost-effectively adapt to the future needs of the library and its community. Although library leadership has made incremental improvements in the facility over the past 30 years, the existing space no longer adequately supports the broad range of services the community desires. The building, as currently configured, does not possess
“A library outranks any other one thing a community can do to benefit its people. It is a never- failing spring in the desert.”
-Andrew Carnegie
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THE FUTURE MAIN LIBRARY MUST:
oo Be inclusive and inviting for all residents; strengthening the diversity of South Bend and its neighboring communities.
oo Be easy, intuitive, and convenient to use.
oo Function as a community learning center.
oo Capitalize on partnerships and collaborations with educational, governmental, non-profit, and for-profit entities in the provision of unique and meaningful library services.
oo Exemplify current best practices for public library services.
oo Be flexible to easily adapt to future opportunities.
oo Create a strong civic expression in South Bend.
WHAT WILL MAKE THE MAIN LIBRARY UNIQUE, EXCITING, AND A DESTINATION?
oo Focus on the customer’s experience, from arrival to departure.
oo An ever-evolving interactive facility that brings new traffic into the library and serves to introduce residents, area workforce, library customers, and visitors to the rich educational, cultural, and entertainment resources located in the South Bend area.
oo Frequent and ongoing collaboration between the Main Library and local arts, culture, and education entities.
oo Outdoor library spaces to provide opportunities for the Main Library to enhance the library experience via plazas, reading garden, outdoor café seating, outdoor programming space, etc.
oo Interactive and engaging services and spaces for all youth ages 0 – 18.
oo Local & Family History services that are more visible and focused on providing specialized information and showcasing SJCPL’s special collections related to history and genealogy of South Bend and surrounding communities.
oo Environmental sustainability and energy savings
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SECTION B: THE PROCESS
In March 2017, Kimberly Bolan and Associates (KBA) began a series of conversations with SJCPL leadership with the purpose of identifying and defining successes, opportunities, and obstacles in the current state of the Main Library’s services and operations. KBA was charged with assessing the short- and long-term facility needs of the Main Library. The goals of this assessment were to:
1. Analyze the positioning of the Main Library to serve both downtown South Bend as well as the county as a nexus of learning and cultural engagement.
2. Study the block where the Main Library is currently located, given the library owns 80% of the block and has a first right of refusal on the remaining 20% that is currently owned by the city.
3. Create a vision for the Main Library, driven by community input and needs, that will move the Main Library into the future.
The methodology that KBA employed to achieve the Library’s goals was devised to assure a fair and complete assessment of the Main Library as it exists today, including the factors that contribute to both the Library’s strengths and weaknesses. It focused on planning for library services, interior and exterior spaces, amenities, and a facility that will serve the needs of South Bend and St. Joseph County residents long into the future. This thorough evaluation led to well-reasoned and realistic service-focused facility recommendations.
Incorporating the Library’s mission – learn | discover | experience – was also an imperative part of this process. All space improvements or modifications should bear in mind SJCPL’s strategic goals:
oo Grow and sustain readers
oo Gather, experience, and connect
oo Guide the digital journey
oo Make it easy to use the library
At all times, the consultants kept in mind that SJCPL must maintain its excellent financial stewardship as well as its exploration of partnerships and collaborations with other community entities.
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The planning process for the Main Library was as dynamic and diverse as the community it serves. Driven by the concepts that 1) Community input is essential in creating a thriving 21st century public library and 2) Form follows function, the consultant team worked closely with area residents. KBA interviewed SJCPL leadership, staff, and a wide variety of community stakeholders over a six-month period to take a broad look at the Main Library’s existing services and operations as well as current and future needs.
SJCPL Planning Retreat June 21, 2017
The process included:
oo Data gathering and evaluation of library-generated use and service data oo Data gathering related to South Bend oo Benchmarking oo A series of focus group meetings with key stakeholders oo A series of community forums with stakeholders oo An online survey oo A review of the library’s past planning efforts oo Many discussions – in groups and one-on-one oo A space needs analysis oo A priority setting retreat with library leadership and community stakeholders to explore findings and conclusions
Space design and recommendations for specific implementation of these priorities was beyond the scope of this project. Examples of the implementation of these ideas throughout this report are provided for context and inspiration.
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DATA GATHERING AND ANALYSIS
KBA worked with SJCPL staff to collect information about the use, operations, and spaces of the Library. South Bend and St. Joseph County data was also collected, including Census-based demographic information as well as psychographic lifestyle-based information.
BENCHMARKS
While there are no two libraries exactly alike, it was important to conduct a benchmark analysis to compare SJCPL with its peers. Five similar libraries were selected based on service area, population served, and physical size. This benchmarking process offered additional insight into the overall planning process.
For example, knowing the Library’s turnover rate (i.e., the average number of times an item circulates in a year) is important because it reveals if the library has too much collection and if there are a significant number of items that aren’t circulating. SJCPL has a turnover rate of 3.6, which indicates that each item in the collection gets checked out 3.6 times in a year. This is a healthy rate of use.
Other key items reviewed by the consultants included library square footage, which impacts the number of programs and services the library can offer. A library’s hours of operation affect circulation, number of visits, program attendance and the number of computer users. Dollars spent on operations and collections was also evaluated.
STAKEHOLDER FOCUS GROUPS AND FORUMS
KBA and SJCPL planned and conducted a series of public discussion groups and community forums to gather input on the current state and desired future of the library. A total of nine community focus groups and public forums were conducted on April 26, April 27 and May 4, 2017. Total attendance across all groups and forums included 143 community members.
Stakeholder groups included: oo Business and Community Leaders oo High School Honors English Class oo Community Foundation Board and Donors oo Seniors and Retirees oo Hispanic Community oo Library Staff oo Parents and Educators oo Friends of the Library Board/General Community oo Library Senior Staff & SJCPL Board oo Community Forum
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KBA facilitated all sessions. Discussion included 21st century public library best practices, trends, and questions such as:
What could be done to give the Library a better sense of “place” in the downtown area?
What is your first impression of the Main Library?
What do you want to see in your future Main Library?
What will make the Main Library relevant over the next 10 – 20 years?
ONLINE SURVEY
A community survey was conducted April 24 – June 5, 2017. A total of 346 surveys were completed. The library promoted the survey through its newsletters, local PR and news agencies, email and social media, and social media advertising.
30% of survey takers were 19 and under, 43% were ages 20 – 49, and 27% were 50 and older. Most survey takers were female as well as cardholders and frequent users who visit the library a minimum of one time per month. Many who completed the survey weren’t users of the library’s computers, but many were active library WiFi consumers.
The SJCPL Main Library is viewed as an important part of the community and is perceived as having a knowledgeable staff and up-to-date technology. Many rated the library as a clean, well-maintained welcoming place that was comfortable and safe.
Lower ratings were given to ease of navigation of the Main Library, hours of operation, and the library as a quiet place. The print collection was highly rated as was local history and genealogy and works by local authors. Access to newspapers and magazines received higher importance than DVDs. Overall, electronic resources (e.g., downloadable music, movies, books, and magazines) were not as highly rated. 60% of respondents attended library programs with a strong indication that the times of the programs were convenient. Popular programs included
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cultural programs, lifelong learning opportunities, adult do-it-yourself classes, and adult author events.
Key service priorities included: • The library as an important part of the community, • Knowledgeable staff • Up-to-date technology • Clean and well-maintained facility • Welcoming place to visit • Safe place • Physically comfortable space • Easy-to navigate • Adequate service hours • Quiet spaces
SPACE NEEDS ANALYSIS
KBA developed a Space Needs Analysis for the Main Library. The approach to this work was based on KBA’s facility work over the past 14 years. Collaboratively developed by a variety of library consultants, a range of analysis tools allowed the consultants to make space need projections based on a range of mechanisms. See Section C: Findings for the results of this analysis. Also, refer to Appendix A for a full analysis.
PRIORITY SETTING RETREAT
As the library and community required a community-driven plan, an important part of the process was a community-based priority setting retreat, which was conducted by KBA on June 21, 2017. This 4-hour retreat included community members, city and civic leaders, library trustees, and library staff. The purpose of this retreat was to define the priorities for the Main Library based on the community’s wants and needs and the consultant’s findings.
The result of the retreat was a planning framework with concrete recommendations to ensure SJCPL designs a Main Library environment supporting and reinforcing its strategic priorities and the needs of the community. The recommendations promote comprehensive and proactive facility planning, which guarantees the transformation of the library is both data-driven and inspirational. See Section E: The Future for more details.
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SECTION C: FINDINGS
St. Joseph County Public Library’s Main Library represents an ever-evolving importance in South Bend and St. Joseph County. In addition to checking out books and materials, people visit for events and meetings, library programs, children’s activities, research, and technology. The community desires a forward-thinking, comfortable, secure environment that offers a sense of belonging. It is evident that the community craves something special for the Main Library and takes pride in having a vibrant downtown library.
MAIN LIBRARY OVERVIEW
A public library has existed at Wayne & Main Streets since 1896, but the structure has always evolved with the times. When it first opened, Main Library was called “South Bend’s Pride.” The current building, originally built in 1960 and renovated in 1990, serves as the downtown location for South Bend as well as the Central Library for St. Joseph County Public Library. It is the largest library within SJCPL.
The downtown location is accessed by cars, bikes, and pedestrians. Parking is accommodated on nearby streets and an adjacent parking lot. The public perceives available parking to be limited. Visibility and wayfinding to the library are problematic and need to be improved. The library has a single public entrance. The exterior entrance is not well defined and access from the parking lot is not ideal. The main service point is positioned with good sightlines to the entrance but the structural layout of the building creates a high number of blind spots throughout the space.
The Main Library is a three-story building plus a lower level. The three upper floors accommodate the public collection areas including books and audiovisual materials, public computers, staff and administrative offices, a children’s library, teen area, and Studio 304 (a technology lab and digital studio). The lower level includes five public meeting rooms, staff areas, maintenance and storage.
The existing interior public spaces within the library are limited in openness and flexibility due to the architecture and layout of the facility and the excessively tall book stacks located on the first and second floors of the building. Improvement is needed to the interior space to increase flexibility and to ensure the library is readily adaptable to new uses and reconfiguration as it progresses into the future. The tall stacks create a canyon-like effect throughout the interior, making wayfinding difficult for users and blocking direct access to natural daylight. Rethinking shelving and layout will improve the experiential quality of the library’s interior spaces as well as assist the library in its mission of providing a wider variety of activities to its public.
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An overriding issue with the building is that most of the areas are disjointed, difficult to locate, and inflexible in how they are used by the public and the staff. There is a need for more transitional and flexible space and improvement in square footage utilization to better respond to the expectations of today’s patron. Much of this can be created through a new layout and the addition of flexible furnishings.
The Children’s Area is inconveniently located on the third floor. Parents and caregivers with strollers must utilize the elevators to access the area, which is inconvenient and a usage hurdle for many users. The area is also significantly undersized for the population. The space has little flexibility as the existing thematic approach limits the space to its current configuration and arrangement. This low level of flexibility hampers the library’s ability to adequately serve ages 0 – 12. This population would benefit from a relocation and expansion of the space as well as a larger dedicated program room. Fundamental to a new space is a dedicated and more appropriately designed space for the older end of this age range. The design and décor of the space is a deterrent for pre-teens who would be better served with a more inviting, welcoming, age appropriate area.
Local & Family History Services is currently located on the second floor and is well deserving of a more prominent location and an increase in square footage. The existing space houses an overflowing collection and associated storage spaces. This library collection will always see growth, even with increased digitization of materials. The growing demand for research and resources suggests the department will benefit from the addition of meeting areas and increased staff space to support the need for additional collections, artifacts, meetings, and patron research.
LIBRARY STATS
Location: 304 S Main Street, South Bend, IN 46601
Building Details:
Year Constructed: 1960 and renovated 1990 Square Footage: 116,500 Floors: 4 including Lower Level Meeting Rooms: 7 Auditorium: 1 Study Rooms: 0 Population Served: 168,000
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KEY FINDINGS
Through community conversations, research and analysis, a unified vision of the future of the Main Library began to emerge. It became evident that the library has a deep commitment to serving South Bend and St. Joseph County. The developing themes and findings can readily be used as guiding factors for decision making in the years ahead.
Each of the stakeholder groups agreed that the definition of a library is continually evolving and changing. While the exact future of library service may be unknown, it was apparent to the community that SJCPL is striving to make their Main Library services and facility relevant for the future.
Stakeholder Input
Topics of frequent discussion included:
1. The downtown library is a fundamental “nexus” in the city’s redevelopment oo Nearly everyone agreed that the library is uniquely positioned geographically in the downtown area to be the nexus of the business district and other areas that have begun redevelopment. There were a wide variety of opinions in terms of how the library should proceed.
2. Unattractive exterior appearance of Main Library oo There were consistent comments from most groups related to the unattractive and fortress-like look of the building. The teen and Hispanic community groups spoke to the uninviting look of the building making it less appealing to want to visit and use the library. Though some people dislike the Main Street entrance, others like it and prefer the urban approach.
3. The need for active and quiet spaces oo Most groups identified noise as a key issue. Every floor of the Main Library currently has areas intended for both active and quiet use. The areas are often in conflict as there’s no clear definition or separation of these spaces. The open mezzanine further compounds this issue. Addressing this conflict between quiet and active spaces is a top priority.
4. The need for outdoor space oo Having better outdoor spaces was the most consistently popular topic of discussion. Ideas ranged from adding a plaza area outside the library to a rooftop outdoor space.
5. The desire for an integrated, but self-sustaining (and likely independently managed) café / coffee shop. oo People liked the idea of allocating some space in the Main Library for a café/ coffee shop. Although this may be a challenging undertaking for the library, there is a great interest and desire for this integrated service.
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Research & Additional Findings
In addition to gathering stakeholder input, research and observations resulted in the following:
1. Downtown residential housing in South Bend is rapidly growing. oo There will be over 1,000 new housing units available in the next 12 months in the core downtown area according to city planning officials.
oo Per the 2010 Census and subsequent population estimates by the Census Bureau, the overall service population of South Bend / St Joseph County is growing slowly.
oo Given these facts, many new downtown residents are likely to be existing St. Joseph County residents relocating to the downtown area.
oo Opinions in the community vary as to how much, if any, the makeup of downtown will change in the long run. National and global trends would suggest that this renewed investment in the urban center is the beginning of this process and not just a temporary blip.
oo Nationally, millennials and young professionals, in addition to a growing number of boomers and empty-nest couples, trend toward a more compact walkable lifestyle. Increasingly these populations look for this in urban areas. 88% of Millennials desire to live in an urban setting, even at higher costs.1
oo Even without major population or demographic changes in the downtown area, the Main Library will remain vital and crucial to the community at large.
2. The Main Library is a geographic nexus of the existing and emerging downtown growth areas.
oo The library is ideally positioned within the downtown area.
oo The library sits at the junction between the current active commercial district and the new development occurring around the baseball stadium.
oo The library is easy to access from major thoroughfares both north / south and east / west.
oo Given its location, a vibrant and active library will add significant appeal and value to the downtown area and draw increased usage / visits from the suburban areas.
1 “No McMansions for Millennials,” Wall Street Journal, Jan 13, 2011.
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oo Cities throughout the United States and globally have invested in their central urban libraries as a vital component of an overall rethinking and rebirth of their downtown atmosphere and identity despite the economic downturn of 2007-2009. The following is a sample of North American cities making large investments in their central urban libraries over the last 10 years:
»» Austin Public Library (TX) – 2017 / 2018
»» Forsyth County Public Library (Winston-Salem, NC) – 2017
»» Norfolk Public Library (VA) – 2016
»» Tulsa Public Library (OK) – 2016
»» Onondaga Public Library (Syracuse, NY) - 2016
»» Madison Public Library (WI) - 2013
»» San Diego Public Library (CA) – 2013
»» Arlington Public Library (TX) – under construction
»» Calgary Public Library (AB) – under construction
»» D.C. Public Library (DC) – under construction
»» Charlotte Mecklenburg Public Library (NC) – in design
»» Indianapolis Public Library (IN) – 2007
oo Each of these libraries is positioned as a destination for residents, urban and suburban, as well as visitors. These new libraries seek to successfully combine the tradition of books and reading with new technologies and creative activities. They offer places of high activity, human interaction and learning, while at the same time offering solitude and quiet for those who seek it.
oo Making the SJCPL’s Main Library a more attractive destination within downtown South Bend will position the library to better serve the community as whole. With more users physically visiting the library, it will become easier to raise awareness and engage the community.
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3. Use of the Main Library extends beyond typical service area boundaries.
oo The total library system service population is approximately 167,000.
oo The full population of South Bend is approximately 101,000 and should likely be considered the true service area given the broad usage reported in the focus groups and survey.
oo A traditional view of service area (i.e., the most convenient branch by travel distance) puts the service population of the Main Library at approximately 41,000 people.
oo Many SJCPL users drive past a closer branch library to use the Main Library even though the library isn’t currently being maximized as a destination.
4. The current allocation and location of interior spaces within the Main Library are more reflective of past service priorities than of current or future-looking realities.
oo Youth space (Children’s and Teen) is undersized by 50% of ideal standards.
oo Total square footage dedicated to audiovisual collections, periodicals, and non- fiction collections are particularly large (26% of total public space in the current configuration, 15 to 20% is more typical in current designs).
oo These collections are and will likely continue to see the fastest decline in usage. Driven by the cultural shift towards streaming of all A/V content, however, low income residents will be the last segment of society to benefit from streaming. A firm commitment to these collections is still necessary until the benefits of multi- media streaming and broadband access are more fully available to all socio- economic levels of society. Space allocation strategies will need to evolve with the diminishing use of these collections.
oo The non-fiction collection, which is the lowest circulating collection, currently occupies most of the first floor, which is most valuable floor in terms of ease of access and user engagement.
oo All public meeting and programming spaces are in the lower level of the library. Use of these rooms is a core service of the library. Their existing location makes the rooms difficult to locate, reduces access, and eliminates options for after- hours use by the public, which is an increasingly common service for public libraries.
oo There are no spaces dedicated to quiet study. Users consistently reported a need for more quiet space in the library. Small study rooms were a frequent request in the focus groups.
oo There are few spaces that are ideal for small group collaboration. Many users reported feeling uncomfortable conducting group work in most areas of the library because the perception is they are still obligated to be quiet.
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5. There is conflict between quiet and active spaces within the Main Library.
oo All floors currently contain at least 1 active area and 1 quiet area with minimal to no physical or acoustic separation.
oo The noise problem is exacerbated by the open mezzanine.
oo There are no study rooms of any size in the facility. Libraries today are simply not designed without study rooms of various sizes. These are now a standard for library design and construction.
oo Because no areas are truly designated as active or quiet spaces, users have no way of identifying the area they wish to work in, and therefore quiet and active users end up in the same spaces.
6. The number of service points throughout the facility is excessive and beyond what is needed for optimal operation of the library.
oo A larger number of service points increases the amount of staff resources necessary for reactive on-the-floor customer service.
oo Rethinking of spaces and adjacencies allow for a smaller number of fixed service points.
oo Fewer staff stationed at fixed-reactive service points allow the library to deploy staff more responsively throughout the building and the entire community.
7. The Main Library’s exterior is uninviting and difficult to navigate.
oo Main Library has the feeling of a fortress and the aesthetic is unappealing and unwelcoming.
oo The glass block is a deterrent to those walking or driving by the building and increases the unwelcoming feeling. The lack of transparency into the building creates distance and separation between the library and the community. This lack of transparency also limits the Library’s ability to visually engage any passersby with the vibrant activities and contents of the building and thus eliminates a key mechanism for the Library to attract and engage non-users.
oo There are segments of the community who are unfamiliar with the Main Library and its services. These people are often the individuals who have the most need to use library services. Many of these individuals expressed the look of the exterior deters them from using the Main Library.
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oo Residents who have immigrated to the area from countries where public libraries are rare or do not exist, are intimidated by the physical look of the building.
oo Out of the Library’s control, but affecting the aesthetics of the city block, is the monolithic AT&T Switching Center building across the street. Though this building cannot be changed, many in the focus groups asked if there were ways the library could somehow partner with AT&T and utilize technology to somehow bring more life to that façade, perhaps through lighting or a projection system.
8. The entrance to the Main Library is confusing and poorly positioned for users who access the library by walking and by car.
oo For pedestrians, the entrance is located furthest away from the most common pedestrian pathways.
oo For drivers, there is no convenient drop-off point for materials without entering the parking lot, which is also located away from the entrance. The positioning of drop boxes creates issues for staff in terms of collecting those materials.
oo The entrance is not visible to those who have parked in the parking lot.
oo The Library’s entrance is a critical problem with the building and should be addressed as a part of any rethinking of Main Library’s spaces and design.
oo Any new outdoor spaces will impact concepts related to entrances and should be factored into solutions related to the public’s improved entry into the building.
9. From the outside, it is not clear that the Main Library building is a library.
oo It is difficult to determine that the building is a library from any direction.
oo Branding and signage are poorly positioned.
oo The new traffic flows in South Bend allow a northern approach on Main Street, providing no visual indication of the building’s identity.
10. Downtown South Bend lacks public plazas and green spaces.
oo There are no perceived green spaces at the library.
oo The library property contains little to no open space beyond the parking lot and sidewalks.
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oo Given the building’s limitations, creating outdoor spaces will be critical in improving the external appearance and character of the Main Library.
oo There is widespread interest within the community for more plaza and green spaces within downtown South Bend, and many residents are excited about the potential synergy between the city and the library.
oo An effectively designed outdoor space with good integration to internal library spaces would be a key ingredient to making the library a destination for the whole community.
11. Investments in improved Urban Central Libraries lead to further economic and livability improvements in the surrounding area.
oo A 2007 study from the Urban Institute’s Making Cities Stronger suggests public library buildings are catalysts for physical development. Libraries are frequented local destinations. Urban Institute researchers repeatedly found that public libraries are highly regarded and are viewed as contributing to stability, safety and quality of life in neighborhoods.2
oo Public libraries are positioned to fuel not only new, but next economies because of their roles in building technology skills, entrepreneurial activity, and vibrant, livable places. The combination of stronger roles in economic development strategies and their prevalence – 16,000 branches in more than 9,000 systems -- make public libraries stable and powerful tools for cities seeking to attract and build new businesses.
Space Needs Assessment
It was clear through the community input and assessment phases, the Main Library is struggling to deliver an ongoing high level of service to a diverse population, based on constraints and limitations of the existing physical Main Library facility. Not only is the current allocation of space misaligned, but the overall amount of space at the Main Library is less than the required amount necessary to deliver the services needed and desired by the community.
2 “Making Cities Stronger: Public Library Contribution to Local Economic Development”. Urban Libraries Council, January 2007.
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The table below outlines a variety of projections for the appropriate level of square feet recommended for delivering successful and community-based services now and into the future.
BENCHMARK COMPARISON SQUARE FOOTAGE PROJECTIONS
Current Main Library Square Footage 116,500
SF Recommendation based on Population 138,341
SF Recommendation based on Visits 137,673
SF Recommendation based on Circulation 130,060
SF Recommendation based on Space Needs 138,941
Average of Recommendations 136,254
oo Population Based SF: This recommendation is based on square feet per total service population. A study of similar library systems in the Midwest region indicates that 0.83 square feet per capita is average for a main library.
oo Visits Based SF: A similar study of square feet per visits was completed. An average of 0.13 square feet per visitor is needed for a main library.
oo Circulation Based SF: A circulation-based estimate of 0.0565 square feet per item circulated is the average.
oo Space Needs SF: A full space needs assessment was completed to assess the amount of space needed on a space-per-space basis for a successful 21st century public library. It is clear from the assessment that there are shortages in space at the Main Library. The deficient areas outlined in the space needs assessment reflect what the consultants heard from the public and library staff during the stakeholder sessions. Based on this assessment, the total square footage of the library should be increased by roughly 20,000 square feet.
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SPACE SHORTAGES INCLUDE:
1. Children’s Area (ages 0 to 12)
The children’s area should have a net square footage of 13,000 SF. The existing children’s library has approximately 5,500 SF of net space. Key areas of deficiency are:
• The storytime / children’s programming room, which is less than one third the appropriate size. • Lack of space for older children ages 8 – 12. • Inadequate square footage for work spaces, casual seating, and parent seating. • Insufficient space for interactive elements for children of all ages.
2. Teen Area (ages 13 to 19) Though the current library has an area designated as a teen area, it is not sufficient in terms of space allocation and design. The assessment indicates a target net size of approximately 4,400 SF. The existing area is 1,400 SF.
As reported in the teen and parent groups, the teen area needs to be separated from the rest of the library.
3. Study Rooms
The library needs roughly 2,600 net square feet for study rooms of various sizes to accommodate user needs. This was a common request during the public input sessions. It is also a standard in public library design. Users are looking for study rooms of various sizes to accommodate quiet study as well as collaborative work in small groups.
4. Local and Family History
This area and collection will continue to grow, even with increasing shifts toward digitization. The existing space is currently overcrowded and continued growth will further magnify this issue. This area should grow 50% from a current net space of 3,000 SF to 4,600 SF.
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SECTION D: RELEVANCE
There is no shortage of predictions about what the future of public libraries might look like in an increasingly technological and changing world. There are some clearly established trends positioned to significantly impact library service over the next several decades. A summary of these influences and trends relevant to the future of the Main Library are highlighted in this section.
Fundamental components for having a successful 21st century public library include:
oo Participation – create engagement opportunities and make use of participatory cultures
oo Partnerships – partner with a wide variety of organizations
oo Learning – prioritize learning and actively facilitate learning opportunities
oo Outreach – extend services and resources through community spaces beyond the physical library through new modes of outreach
oo Making & creating – facilitate content creation and creativity
Today’s thriving Urban Libraries:
oo Are strong community partners
oo Are a community technology leader uniquely qualified to bridge digital divides, support community priorities, and improve the quality of life working in close partnership with community leaders
oo Embrace a central role in education that is built around new modes of learning which are active, collaborative, interest driven and participatory
oo Are trusted community spaces where people of all ages can pursue their interests, gain expertise, and have meaningful experiences
oo Provide a place for people to create and share knowledge (Learning labs, Maker Spaces, etc.) powered by a combination of digital media and traditional tools
oo Are at the center of summer learning and fun by implementing summer programs designed to engage participants in active skill building, creative exploration, critical thinking, and reading
Topics related to best practices and the future of public libraries with significance to the future of the Main Library facility are as follows:
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LEARNING AND CULTURAL CENTERPIECE
As communities seek to further the educational and cultural experiences for their residents, public libraries are expected to help fulfill this need. The Main Library already serves as a learning and cultural destination. The community, however, clearly sees an opportunity to take this to another level and make the library the nexus of learning and culture within the downtown area. Libraries are a place where people of various backgrounds might come together, finding common ground in an interest area or activity.
COLLABORATIVE & ACTIVE LEARNING SPACES
Communities increasingly look for spaces to support gathering and collaboration, whether for social, educational, or work-related reasons. Public libraries are expected to provide spaces for active learning, highly interactive computing and technology use, formal and informal work areas, and flexible and adaptable meeting places. Shared learning experiences are recognized as an excellent way to build community as well as a medium for building teamwork, communication, conflict resolution, and problem solving.
Collaborative and active learning spaces. [Anacostia Public Library, Washington D.C. | photo: Mark Herboth]
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FLEXIBILITY
Flexible public library buildings and spaces are essential in meeting current and evolving community and library needs; supporting diverse program offerings and community interests. Best practices include mobile and easy-to-move shelving, furniture, wall systems, etc. SJCPL must embrace the practice and rethink the Main Library’s layout, flow, furnishings, etc. to maximize day-to-day and future use.
Flexibility through mobile shelving [Kenton County Public Library, Covington, KY. | photo: DesignGroup Architects]
EVOLVING CUSTOMER SERVICE EXPECTATIONS
Public libraries are regularly compared to other service delivery providers. SJCPL must be prepared to meet the community’s expectations as service delivery changes and evolves. Customers expect their library to welcome them, both through customer service and through the physical environment. The building exterior sets expectations for an engaging and inclusive experience.
Community members expect convenient and easy-to-access services such as full-service online access, 24/7 service, etc. Working families expect facilities to be open nights and weekends and consumers everywhere expect a short wait time for transactions. With the growing acceptance and reliance on mobile technology, people utilize smart phones, tablets, and a growing variety of other devices to provide instant online access.
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HIGHLY INTUITIVE AND USER-FRIENDLY SPACE
People desire easy-to-use, technology-supported, self-directed service. It is essential to have staff who are knowledgeable, readily available, and easy to find. Meeting community needs means actively seeking ways to increase access for library users. Reducing wait times, improving user self-sufficiency, and predicting demand improves purchasing, programming, and other service decisions. The Main Library must be intuitive and easy-to-use. Success in this area stems from thoughtfully planned wayfinding, zoned space, and use of color.
WARM AND INVITING ATMOSPHERE
Successful and community-centered public libraries are comfortable places for all ages, backgrounds, and education levels. The library needs to be a welcoming place for all, so its interior and exterior aesthetics must be warm and inviting. A cohesive and consistent approach to design and aesthetics at Main Library is essential as SJCPL moves into the future.
A warm and inviting atmosphere [James B. Hunt Library, Raleigh, NC]
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THE LIBRARY AS A SAFE PLACE
People typically think of their public library as a safe place. People want to be comfortable personally using the library as well as sending their children there. Often people expect library staff to fulfill a similar role to that of teachers or caregivers. Although not a function of the public library, SJCPL must address the overall feeling of safety within the facility to meet their community’s expectation.
SHIFTS IN LIFESTYLES
We live in a time of constant change. Experts who attempt to look forward and predict the shifts in our society believe the next 10 to 20 years may be more dramatic than the last 20. A few potential shifts for SJCPL to keep in mind include:
Macro-cultural factors Millennial Generation and the Boomer/Post Boomer Generations that include shifting approaches to lifestyles and how this group lives their day-to-day lives. Both segments are focusing more emphasis on experiences and less on possessions.
Increased urban living Factors to consider include less driving and more walking, as well as Uber and Uber-like transportation, autonomous vehicles, etc. The Main Library requires adequate parking for day-to-day and event use in the short-term, but there may be a shift in demand levels in the future as these trends evolve.
Expanded population of both 1st and 2nd generation immigrants These users tend to have a larger world view, are frequently more at-risk, and could greatly benefit from a vibrant and welcoming Main Library.
EFFICIENT AND SUSTAINABLE DESIGN
Operational cost pressures continue to grow for all organizations across the United States and abroad. In the State of Indiana with property tax caps likely to stay in place for the foreseeable future, anything that can be done with capital budget dollars to decrease future operational costs should be considered. The following are some of the considerations:
• Staffing Requirements: Service Points / Service Models • Energy efficient systems (e.g., HVAC, lighting, water, insulation, glass/glazing) • Energy generation (e.g., solar)
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SECTION E: THE FUTURE
The SJCPL Main Library provides measurable benefits to the community, particularly to the downtown area. A thriving downtown provides a varied mix of destinations. The Main Library is uniquely positioned as one of these destinations, drawing in users from around South Bend and the surrounding county as well as contributing to public safety and quality of life.
Public library buildings are catalysts for physical development and libraries are frequented local destinations. Per a study by the Urban Libraries Council, private sector developers of malls, commercial corridors, mixed-use developments and joint-use facilities, recognize libraries for their ability to attract tremendous foot traffic, provide long-term tenancy, and complement neighboring retail and cultural destinations. This is enhanced by the shift in the role of public libraries from passive places for recreational reading and research, to active agents for local economic development. Libraries raise levels of literacy, digital dexterity, and entrepreneurial activity in communities, working collaboratively within local, regional and state networks.3
The following recommendations are derived from public library best practices as well as direct community input. These recommendations support SJCPL’s mission and goals and illustrate how the Main Library can play an integral role in the lives of its residents and the development of South Bend’s downtown area. With a focus on creating a powerful relationship between the Main Library’s physical environment and the community the library serves, these recommendations are intended to give structure and context to the decisions related to the Main Library. This framework remains flexible to allow for expansion or enhancement of library facilities and services. The future of the Main Library represents an evolution in both its function and its relationship to the rest of the library system.
The Main Library will continue to house diverse, valued, and sought-after collections and services, while also working to make these collections and services more prominent and accessible to the public. The Main Library will become an even greater resource and destination for all users. This calls for the Main Library to serve as a gathering place, a meeting place, a destination, a showcase of innovation, an incubator for nonprofits as well as entrepreneurial endeavors. Rethinking the Main Library facility offers unique opportunities for delivering innovative programs and services to make SJCPL relevant to existing as well as new customers in the years ahead.
3 “Making Cities Stronger: Public Library Contribution to Local Economic Development”. Urban Libraries Council, January 2007.
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RECOMMENDATIONS:
The following are the top five recommendations for the Main Library site and facility. These were synthesized during the June 2017 Planning Retreat, which included community representatives, community foundation leaders, library board members, library administration, and other staff leaders.
Recommendation 1 An Inviting and Intuitive Structure
As noted in Section C: Findings, the interior and exterior of the Main Library have design issues that must be addressed. Space expansion is needed so the Library can appropriately serve its users. The 1960’s architecture also prohibits efficient space utilization creating challenges to successfully functioning as a 21st century library. For more details, please refer to Section C: Findings and the full Space Needs Analysis in Appendix A.
Issues include:
oo Ineffective interior space allocation that limits service to the public
oo A variety of disorienting floor layouts
oo No distinction between active and quiet spaces
oo Too many service points for effective and efficient library operation
oo High book stacks that limit sightlines, create awkward spaces, and block light from entering the building
oo Inadequate seating groupings
oo Poor wayfinding to the library as well as within the library
oo Dead-ends and blind spots that can’t be monitored from staff service points.
oo An uninviting & fortress-like exterior
oo A main entrance into the building that is confusing and poorly positioned
oo The inability to determine that the building is a library from any approach
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Inviting exterior [Dover Public Library, 1 Dover, DE | Holzman Moss Bottino Architecture]
To address these issues and deficiencies, the following is recommended:
A. Modify the exterior in a fiscally responsible way to move from “fortress” to “inviting beacon” • Replace glass block to allow people to see in the library as well as to allow library users to look outside. • Rethink exterior signage on the building as well as wayfinding to the library. • Consider exterior design elements to create a more welcoming feel upon approach. • Create an obvious and intuitive entrance from Main Street. • Consider incorporating cultural and artistic elements to convey the openness and creativity that awaits inside.
Clear view into the library [Seinäjoki Public Library, Finland]
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1 B. Expand and reorganize interior public spaces to align with forward-looking needs and priorities
A Space Needs Analysis (See Appendix A) was completed by KBA. It projects a need of approximately 138,000 square feet, which aligned with the consultant’s benchmarking to similar libraries. Fundamental areas to be addressed include:
• A larger children’s area • A larger and distinct teen area • A greater mix of study rooms (e.g., 1 person, 2-4 person) and small meeting rooms (e.g., 4-10 person) • Additional flexible community meeting and gathering spaces • Though not listed as a community priority, library data and analysis and best practices for urban public libraries reveals the Local & Family History area needs expansion and reconfiguration as these collections will continue to grow over time and are a unique service provided by the Main Library to the community
Overall, the Main Library needs to expand by 20,000 square feet to accommodate the existing and future needs of the community, per the Space Needs Assessment. The most efficient and cost-effective way to expand is to increase the square footage on the 1st floor and perhaps 2nd floor, especially if both the Children’s and Teen Areas are relocated to the 1st floor. These spaces alone require 25,000 square feet. Currently, each floor of the Main Library is roughly 29,000 square feet. In addition to expansion, reorganization of all interior library spaces is necessary. Reevaluation of adjacencies is also needed to better align the spaces and optimize with needs and priorities, and 21st century library best practices.
C. Improve intuitiveness and wayfinding for users
Each area within the building needs to communicate function and intent. Navigation and wayfinding must be intuitive and as self-service as possible. Adjacency choices have a dramatic impact on the intuitiveness and ease of use of a building.
Intuitive navigation and wayfinding [Boston Public Library, Boston, MA photo: Robert Benson Photography]
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1 D. Address conflicts with active vs. quiet spaces
Designated active and quiet spaces are critical to successful and forward-thinking service to the public. One approach is a “leveled” method to space assignments. For example, the first floor becomes an active floor, the top floor becomes a quiet floor, and the middle level is somewhere in between. Incorporating glass walls and other acoustical solutions are possible solutions for maintaining open space, while creating noise separation.
E. Improve the warmth and appeal of the interior Warm and appealing interior [Craigburn Library, Hume City, Australia The look and feel of the Main Francis-Jones Morchen Thorp Architects] Library needs improvement. Key areas to be addressed include incorporating more color and texture into all spaces and increasing the infiltration of natural light. Replacing the glass block and decreasing shelving heights so shelves are no higher than 66” are two key components for increasing the overall warmth and attractiveness of the library. The reduction of shelving heights is critical in areas with low ceilings and where windows are blocked.
F. Make the building more energy efficient and economically sustainable
As part of any renovation, changes to lighting, mechanical, and insulation should be evaluated as part of the project scope. Solar panels should be evaluated as well.
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Recommendation 2 An Engaging Destination for Youth
Youth services for ages 0 – 18 is critical to the success of today’s public library. Barriers to service to be addressed include the lack of adequate space for both children and teen areas, location of the children’s area, layout of the children’s area, limitations of service delivery due to the existing thematic approach in the children’s area, and the lack of a true teen area for ages 13-18.
A. Expand and improve the Children’s Area
The Children’s Area is presently undersized by 7,500 square feet. An increase in space to adequately serve ages 0 – 12 and their caregivers is critical. This includes an expansion of the Youth Program Room, which is currently one third the appropriate size to adequately accommodate children’s programming.
B. Change the location of the Children’s Area
As the existing Children’s Area is too small and its existing location provides little opportunity to efficiently and cost effectively expand, relocating to the 1st floor is recommended. Advantages include ease of access for parents and caregivers with strollers and little ones, visibility of vibrant youth programs to the rest of the community, and a better connection to outside activities and events. Safety for children must be maintained.
Zoned children’s area [Queens Library, Children’s Library Discovery Center, Jamaica, NY Lee H. Skolnick Architecture]
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2 C. Zone the Children’s Area by age/developmental level – Pre-literacy, Early Literacy, Young readers, and Pre-teens
• Pre-literacy space includes focus on fine and gross motor skills, symbol and alphabet recognition, inclusion of interactives that engage imagination and play, with minimal technology. • Early literacy space includes engagement & literacy immersion, interactives that build literacy skills, age appropriate technology, board and picture book collections predominantly in browser style shelving. • Young readers space includes items that encourage discovery, connection with reading and learning, passive programming, interactives that engage creativity, and the introduction of additional technology. • Pre-teen space includes a focus on library materials, passive programming, and interactives appropriate for this age level.
Space for older children and teens [Drake Community Library, Grinnell, IA | MSR Architects]
D. Rethink the design of the Children’s Area
Though the existing train theme is beloved by the community and has sentimental value, the current approach causes significant ADA issues, is inflexible, creates security issues, and makes collections difficult to manage and organize. Any redesign of the space must allow for maximum flexibility. The design must be appropriate for all ages 0 – 12 and work within each zone of the space. The new design must be ADA compliant.
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2 E. Create a separate Teen-only Area for ages 13 – 18 A separate, enclosed, appropriately sized teen space is required to accommodate the growing needs of this age group. The current teen space is undersized by 3,000 square feet, is in an open area, and isn’t viewed as a teen space by teens in the community. It is also not a true teen space as per best practices for a 21st century public library.4 The teen area needs to be more than a place where the teen collection and teen-oriented furniture resides.
When developing this space, the following must be considered:
• Engage teens in the planning and design process to ensure the space meets their needs. • Consider a demountable partial glass wall solution for creating the space. This will provide the most flexibility for the space as well as allow for sightlines into the area and visible monitoring. • Increase the variety of furniture options focusing on choice and control, providing users with an assortment of furniture for diverse learning styles and preferences, studying, reading, socializing, computer work, collaboration, quiet, etc. • Make the area flexible enough to accommodate day-to-day individual and group use as well as accommodate teen programs within the space. • Locate the teen collection adjacent to and outside of the Teen Area. This allows users of all ages to access these collections without the need to enter the teen- only space.
F. Better connect the youth spaces with the outdoors To provide a more diverse array of youth activities and programs, utilize the outdoors to engage users and connect these interior and exterior spaces. Relocating both the Children’s Area and Teen Area to the 1st floor makes this connection more feasible. A connection between youth areas and any new outdoor spaces will open a wealth of programmatic Connect youth space with and engagement the outdoors [Mothers’ Club opportunities and Family Learning Center, CA | HED activities not currently Architects] possible.
4 Young Adult Library Association, National Teen Space Guidelines, American Library Association, 2012. http://www.ala.org/yalsa/ sites/ala.org.yalsa/files/content/guidelines/guidelines/teenspaces.pdf
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Recommendation 3 Flexible Community Engagement Spaces
The public library building is most effective to serve the community if it is designed to be adaptable. The charge for the Main Library is to create innovative and flexible spaces for increased community engagement. Creating multi-purpose spaces to accommodate a wide variety of activities will allow the library to provide its users with customized experiences. These spaces will ensure community engagement and the future flexibility of the overall library space.
People are attracted to dynamic and approachable environments. Consider coffee shops, parks, retail spaces, and public common areas. They are filled with people doing a variety of things: working, eating, talking, relaxing. This is nothing new. In the 5th century BC, Greek cities included an agora, the open space in the middle of the city or near the harbor that was a meeting ground for a variety of activities. The word itself refers to both the physical place and the gathering of people. As with other communities across the world, the community desires these types of spaces and looks to the library to provide them. There are many opportunities to meet the community’s needs in this area.
A. Rethink the entrance experience to create a community commons feel
Create a flexible and informal entry experience that serves as a welcoming first impression and a gathering place where people can meet, work, and relax. Consideration should be given to expanding hours for this space beyond normal operating hours.
Outdoor community commons space [New Orleans Community Center Plaza, New Orleans, LA]
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3 B. Add one to two flexible and adaptable medium-sized community meeting spaces
These spaces will accommodate up to 20 people and a variety of uses including, but not limited to, small meetings and gatherings, events, discussions, seminars and distance learning. These spaces can be open and/or closed spaces. To provide maximum flexibility into the future, demountable wall systems should be considered for creating closed or semi-closed spaces. Incorporate gallery and cultural displays into these areas as another way to engage the community. Dedicated galleries in libraries often lead to underutilized space, so integrating culture into flexible spaces eliminates wasted space and adds another level of engagement into the space.
Flexible small group meeting spaces [Steelcase Global Headquarters]
C. Add study / small group meeting spaces
Study and small group areas accommodate 1 – 6 people and can be open and/or closed areas. Small group spaces must be flexible and ideally be easily modified to different sizes and configurations for varying needs and group sizes.
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3 No matter what type of flexible community engagement spaces the library plans, key components must include:
oo The ability to adapt the space quickly and easily into various sizes and layouts.
oo Attractive décor.
oo Durable, comfortable, and easy-to-move furniture that can adjust to user and staff needs and allow for ongoing shifts in usage and intent. For example, smaller tables with lockable casters that can be easily pushed together to form larger tables as needed.
oo Accessibility beyond library hours for a portion of the spaces.
oo Up-to-date technology and other interactive elements that enable the community to best engage and utilize the space.
oo Adjacency to the Library’s outdoor space to further enhance the flexibility and attractiveness.
THREE ELEMENTS OF ADAPTABLE LIBRARY ENVIRONMENTS
Adaptability in library design is accomplished by three elements in space, technology, and furnishings, each with a variety of possibilities.
Simplicity Flexibility User-friendly furnishings, Mobile and freestanding work surfaces, chairs, furnishings, shelving walls, and technology and wall systems vs easily changed by constructed walls users to accommodate and custom millwork a variety of purposes, to allow for different preferences, comfort configurations of space levels, etc. and use.
Convenience Easy, abundant, and reliable connectivity to wireless and power throughout the library
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Recommendation 4 A Culture Center
To best meet the growing needs of the community, SJCPL must look to expanding its community partnerships, utilizing common space as a key bridge. In particular, SJCPL’s leadership should look to non-profit organizations. Part of this exploration includes considering organizations who are interested in exploring joint use of the Main Library. It is essential to look to organizations who share goals of expanding knowledge, opportunity, and achievement for South Bend and St. Joseph County residents and who are focused on a learner-centered, barrier-free environment for the community. This is an opportunity for SJCPL to have a more outward focus in terms of services and the community.
As libraries become more connected with other local services, community ties are strengthened.
This type of collaboration of organizations under one roof is not a new one. These one- stop- shops, known as “Culture Houses” have existed in Sweden for several years. Such establishments offer a mosaic of organizations, from libraries and museums to theaters and social services, as a means to leverage resources and work collectively to create systemic change. One example of the Culture House in the United States is in Missoula, Montana at the Missoula Public Library slated to open in 2020.
To better meet the needs of our community, the University of Montana spectrUM Discovery Area in Missoula (spectrum.umt.edu)—a hands-on science center that serves more than 50,000 Montanans annually— has joined forces with the Missoula Public Library and the Children’s Museum Missoula. We will come together under a single roof in a new four- story complex centered in the heart of our city and slated to open in 2020. All three organizations already regularly collaborate around a shared goal of closing knowledge, opportunity, and achievement gaps for Missoula children. For this project, we are additionally motivated by the need for a learner-centered, barrier-free environment for children and families in our community.5
5 Truitt, Holly. “Coming Under One Roof: Creating a Culture House in Missoula.” Dimensions, January-February 2016.
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4 In addition to the general benefits of partnerships, this is an opportunity for additional revenue for the Library. Ideally, partner organizations lease space from the library at space rates that are at or below market rates for a non-profit entity. A graduated rate program could also be implemented to foster small and earlier stage non-profits. Programs and services could be offered by these groups at the library in exchange for lower rates or rental credits.
Though not definitive, exploration of a joint-use facility could also include a presence for a for-profit partner(s) whose co-location can improve the user experience on the site. An example would be to include an adjacent, but not imbedded, coffee shop, whereas the library would create and lease space to a viable third party operator. The desire for a connected coffee shop was one of the most frequently mentioned and most popular concepts within the community focus groups. Because libraries attempting to operate their own coffee shops or leasing a fully embedded space to a 3rd party operator have commonly failed, a venture like this must be approached with caution. Successful situations with public libraries and coffee shops occurs when the two entities are connected and the coffee shop has its own entrance and can operate on its own hours. Examples include:
• Salt Lake City Public Library (UT) • Allen County Public Library (IN) • Ramsey County Public Library – Roseville Branch (MN)
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Recommendation 5 Civic Commons
There is an overwhelming desire to improve existing as well as add new outdoor spaces at the Main Library. The intent of these space(s) is to engage the community and expand the value of the block to the city. Ideally, this includes all or pieces of the following:
• One or more outdoor plaza areas with seating and places to read and engage fellow community members • A four seasons area offering a connection to the outdoors throughout the year regardless of weather. London’s National Portrait Gallery illustrates one example of this type of space • Space(s) should be flexible to support programming and events of all kinds for all ages • Area(s) for garden(s) for education and programming • Art / sculptures • A performance area
Year-round outdoor space [National Portrait Gallery, London, England]
At least one of these spaces should be adjacent or closely connected to the main entrance. At least one area should connect to the youth space as well as adult spaces, but more importantly, meeting room spaces.
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SHORT-TERM AND LONG-TERM CONSIDERATIONS
There are additional short- and long-term considerations fundamental to the facility planning process as the Library moves forward.
Parking Needs
In the short-term, more parking is needed than what is currently offered. Partnerships with local parking garages should be explored. As the library moves into the future, higher visitation levels could further drive demand for increased parking. In the long- term, urban planning experts and technological trends point to the need for less parking demands per visitor, but higher visitation rates may still dictate the need for a significant amount of parking.
Energy Requirements & Clean Energy
Adding solar panels to the Main Library should be considered for any future building plan. Depending on the final scope of the project, a solar energy installation will assist in decreasing the operational costs of the library. The practicality of adding solar panels is dependent on the breadth of architectural changes made to the Main Library. Changes in footprint or roof structure make a PV / solar array a practical idea and should be evaluated for ROI. Parking canopy solar structures are another option to generate electricity and provide desired semi-covered parking for library users and / or staff.
Shifting Collection and Circulation Patterns
Audiovisual use has peaked at many public libraries across the United States and is starting to shrink at others. Streaming music and video will continue to grow as a percentage of consumption. There will be some level of baseline use of audiovisual materials, but the future demand for these items is likely to be significantly less than today.
Adult and teen print fiction will have some growth, especially in the short-term. Once an equilibrium is reached with digital book vs. physical book use, the ideal print collection size for a public library will be better determined.
Children’s print collections continue to expand, especially picture books and children’s fiction. Children’s non-fiction collections are static or shrinking at most libraries. However, given the Main Library’s Children’s Room is dramatically undersized, an expanded area will lend itself to growth in children’s print collections.
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There is an opportunity for the Main Library to rethink a more space efficient and user- friendly method for organizing periodicals for the public. With older issues of magazines and newspapers readily available online, back issues of print periodicals are being weeded to make room for additional library services.
The Local and Family History collection will continue to grow and be an important physical Main Library and SJCPL collection. A 10-20-year projected growth is warranted when determining the space needs for this collection and area.
PUBLIC COMPUTER AND DEVICE USE
At some libraries, public computer use has peaked and has already started to shrink, yet WiFi use continues to grow, both in terms of users, connections, and bandwidth demands. Libraries are increasingly becoming a place for people to borrow devices for use inside and outside of the library. SJCPL currently has laptop / iPad vending machines for loaning these devices. Trends indicate a growing demand in this area. Several public libraries across the United States and abroad are already loaning technology beyond laptops and tablets and this trend is expected to continue.
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APPENDIX
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APPENDIX (CONT.)
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APPENDIX (CONT.)
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APPENDIX (CONT.)
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