CITY of WASILLA LIBRARY NEEDS COMMITTEE MEETING AGENDA WASILLA CITY COUNCIL CHAMBERS Wasilla City Hall, 290 East Herning Avenue, Wasilla, AK 99654 (907) 376-5913

LIBRARY NEEDS COMMITTEE Jeanne Troshynski, Friends of Wasilla Library Mary Kvalheim, City Resident Mary Kay “Randy” Robinson, City Resident Colleen Carter Scott, City Resident Annette Andres, Borough Resident Ralph Baldwin, Borough Resident

CITY OF WASILLA LIBRARY NEEDS COMMITTEE MEETING AGENDA WASILLA CITY COUNCIL CHAMBERS Wasilla City Hall, 290 East Herning Avenue, Wasilla, AK 99654 (907) 376-5913

REGULAR MEETING 5 P.M. MARCH 31, 2010

I. CALL TO ORDER

II. ROLL CALL

III. STAFF AND AGENCY REPORTS

A. Review Of Duties, Responsibilities, Duration of Committee

IV. NEW BUSINESS

A. Introduction of Committee Members

B. Election of Officers (WMC 2.44.070)

1. Chair

2. Vice-Chair

C. Establish Meeting Schedule for Future Meetings

D. Library Needs Discussion

E. Topics for Future Discussion

V. COMMUNICATIONS

A. Email Correspondence

VI. AUDIENCE COMMENTS (three minutes per person)

VI. COMMITTEE AND STAFF COMMENTS

VII. ADJOURNMENT

City of Wasilla March 31, 2010 Library Needs Committee Agenda Page 1 of 1 Wasilla Public Library New Building Business Plan Table of Contents

Part 1: From the Experts • March 2008 Library Needs • Estimated Costs for Conceptual Design Building on One Level

Part 2: Public Input • Charette Results o Narrative Results & Survey Questions o First, Second & Third Choices for Visual Appeal o Map of Possible Sites

Part 3: Doing the Work • Wasilla Public Library Needs Analysis, 2006 Part 1

WASILLA PUBLIC LIBRARY

Library Needs Program

March 18, 2008

Prepared for

The City of Wasilla Dianne M. Keller, Mayor Bruce Urban, Cultural & Recreational Services Manager KJ Martin-Albright, Library Director

TABLE OF CONTENTS

Building Area Table ...... A Bubble Diagram...... B Collection and Reading Area Breakdown ...... C-D Goals and Expectations...... 1 I. Site Characteristics...... 2 II. General Building Characteristics...... 4 III. Individual Space Descriptions

Building Entry Area A. Vestibule/Arctic Entryway...... 12 B. Lobby ...... 14 C. Public Display Exhibit Area ...... 15 D. Public Toilets...... 16 E. Meeting/Program Areas...... 17 F. Coffee Shop and Friends’ Store ...... 19

Circulation Area G. Circulation Desk and Front Work Area ...... 20 H. Staff Work Area ...... 23 I. Adult Services Supervisor Office ...... 25 J. Storage...... 26 K. Book Drop Room...... 26

Reference Area L. Copy Center ...... 27 M. Information/Reference Desk...... 28 N. Reference Librarian Work Area ...... 30 O. Reference Collection ...... 31 P. Reference OPAC (Catalog) ...... 32 Q. Public Access Internet Terminals ...... 33 R. Study Rooms...... 34

Children’s Library S. Youth Services Librarian, Office, Desk and Public Computers...... 35 T. Children’s Collection and Reading ...... 37 U. Children’s Program and Crafts Area ...... 39 V. Children’s Toilet...... 40

Adult Stacks/Reading Area W. Stacks / Reading ...... 41 X. Non Print Media / Multi-Media ...... 42 Y. Periodical Reading Area...... 43 Z. Young Adult Area ...... 44

Administrative and General Services Areas AA. Library Director’s Office...... 45 BB. Custodial / Maintenance Center ...... 45 CC. Technical Services...... 47 DD. Receiving ...... 48 EE. Staff Lounge, Lockers, and Kitchen...... 49 FF. Staff Toilets ...... 50 GG. Data / Telephone Close ...... 51 HH. Electrical Closet ...... 52 JJ. Outdoor Storage Closet...... 52

IV. Concept Drawings Aerial Photo Site &Floor Plan Elevations Perspectives

Building Area Table Area Net Sq. Ft. Building Entry Area A Vestibule / Arctic Entryway 250 B Lobby 1,000 C Public Display (area included in Lobby s.f.) 100 D Public Toilets 550 E Meeting / Program 1,500 F Friends' Store and Sorting 700 Circulation Area G Circulation Desk and Front Work Area 400 H Staff Work Area 640 I Circulation Staff Office 100 J Storage 200 K Book Drop Room 50 L Copy Center 80 Reference Area M Information / Reference Desk 300 N Reference Librarians' Office / Closed Collection 148 O Reference Collection 900 P OPAC Computers (Catalog) 200 Q Public Access Internet Terminals 500 R Study Rooms and Literacy Link Tutors 160 Children's Library S Children's Desk & Office 530 T Children's Collection and Reading 5,000 U Children's Program and Crafts Area 570 V Children's Toilet 60 Stacks / Reading W Stacks / Reading 12,328 X Non Print Media / Multi Media 852 Y Periodical 1,155 Z Young Adult Area 800 Administrative and General Services Area AA Library Director's Office 180 BB Custodial / Maintenance Center 100 CC Technical services 270 DD Receiving 100 EE Staff Lounge, Lockers, and Kitchen 390 FF Staff Toilets 110 GG Data / Telephone Closet 72 HH Electrical Closet 30 II Outdoor Storage 80 SubTotal 30,405 22% unassigned tare Area 6,689 Total 37,094

Note: Tare area comprises unassigned gross building areas, including thickness of walls, circulation space such as hallways and aisles, mechanical spaces and other support mechanical spaces and other support spaces, and some design contingency. A

Collection and Reading Area Breakdown

Adult Collection Projected # of volumes (2020) 177,740 10% on loan <17,774> Total volumes in stacks 159,966

Book Stack Shelving: Adult shelving: 84” or 90” high x 3 feet wide, double faced units, 14 shelves total 14 shelves used = 42 l.f. 336 volumes @ 8 volumes per l.f. 12 shelves used = 36 l.f. 288 volumes @ 8 volumes per l.f. 10 shelves used = 30 l.f. 240 volumes @ 8 volumes per l.f.

Space Requirements: Standard module 60 inches center of stack to center of stack, 40” aisle width Efficiency factor is .048, accounting for floor area of aisles and stacks.

159,966 volumes / 336 volumes = 476 double shelving units (14 shelves used) 476 shelving units / .048 = 9,917 s.f.

Alternative module 62 inches center of stack to center of stack, 42” aisle Efficiency factor is .047 This is the preferred spacing

476 shelving units / .047 = 10,128 s.f. (14 shelves used)

Furniture at Adult Stacks / Reading: (24) Lounge Chairs w/ side tables 40 s.f. ea. = 960 s.f. (6) tables, seating for four 100 s.f. ea. = 600 s.f. (2) OPAC satellite terminals 20 s.f. ea. = 40 s.f. (20) Carrels 30 s.f. ea. = 600 s.f.

Total: 2,200 s.f.

Non Print Media – 2020 Projections with 10% out on loan: Compact Discs 9,324 units Single level bin 9,324/17.5 = 533 s.f. Talking Books 3,460 units =319 s.f. (10 shelves d.f. units)

Reference Collection: 5,000 volumes / 240 l.f. = 20 double-face 66” shelves (all 10 shelves used) 20 / .044 (66” spacing) = 454 s.f.

Periodicals 291 subscriptions x .67 titles / s.f. = 195 s.f. 16 lounge chairs @ 40 s.f. = 640 s.f. 2 sofas @ 60 s.f. 120 s.f. 2 tables, seating for four 200 s.f. total 1155 s.f.

Children’s Collection (2020 projections) 40,000 vol. <15%> = 34,000 vol. / 240 l.f. = 142 d.f. 66” shelves (all 10 shelves used) 142/.047 (62” spacing) = 3021 s.f.

picture books: 9000 < 20%> = 7200 vol. / 216 l.f. (@ 12 v / l..f). = 33 d.f. 42” units (all 6 shelves used) 33 / .044 (66” spacing) = 750 s.f.

Young Adult Collection: 5660 vol. <10%> = 5094 vol. / 288 (12 shelves used = 18 d.f. 90” high units / .047 (62” spacing) = 382 s.f.

GOALS AND EXPECTATIONS

The library will serve the population of City of Wasilla residents, plus the following Matauuska-Susitna Borough road service areas: Fairview, Knik, Goldtrails, Meadow Lakes, Midway, Bogard.

• The site design will balance vehicle and pedestrian needs.

• Most people arrive by car. Locate on City bus route.

• Orderly flow and processing of materials.

• Efficient use of staff /control of personnel costs.

• Flexibility for future changes and growth, including changing technology.

• Accommodate youth and elderly simultaneously, without disturbing elderly.

• Security: Safety for all ages, Patron & Staff.

• Attractive indoor and outdoor spaces.

• Outdoor reading spaces.

• Healthy building materials & systems: lighting, operable windows, ventilation, low VOC.

• Energy and resource efficient.

• Artificial lighting with “natural” color rendition (CRI) and spectral power distribution (SPD).

• Plenty of controlled daylighting.

• Facilitate book truck movement.

• Ease of maintenance. Long term view of material cost.

• Balance between quiet and more active areas.

• Functional and user-friendly

• Site might be shared with another public amenity, such as a park or performing arts facility.

I. SITE CHARACTERISTICS

The following issues relate to the site and its relationship to the surrounding properties as well as the Library facility. The parking, patron drop off, receiving, trash, patios, courtyards and building will be situated on or near the site to minimize their disruptive effect on the environment. The areas will be arranged to maximize views and solar orientations creating a vital energy conscious building.

A. Parking: City zoning standards will likely require one car space per 300-400 sq. ft. of building. Well-lit, using freestanding light standards. Avoid “fugitive” light migration off-site. Need: 95 (minimum) dedicated off-street parking. Dedicated parking for handicapped, families with small children, after-hours staff. Handicapped parking closest to the main entry In general, all parking as close to entry as possible. Spaces on-site or on-street (nearby) for school bus parking. Recreational vehicle parking (summer) doubles as snow pile area.

B. Bike Racks: Near entrance Screened but visible from inside for security Capacity: 12 bikes minimum

C. Landscaping: Low maintenance Use to filter noise and pollution from streets “Native” and “semi-native” species, including wildflowers

D. Walled Courtyards are desirable adjoining the following areas: Entrance - landscaped focal point, low walls. Protect from prevailing winds (NE to SW). Activity Room/Children’s (program area) courtyard Notes: Emergency exit gates (alarmed) as required by code Water source (hose bib) in each area Hard and soft landscape elements Prevent book/media theft as much as practicable

E. Delivery and Service Area: UPS, private courier, USPS, interlibrary vans Paved with concrete or hard surface for unloading Natural drainage away from area - Utility meters - easily readable, but shield from public view Trash & recycling containers concealed from view

F. Illuminated Signs: Monument signs at streets: Street address and library name Near entrance, readily visible (on building) Changeable events signage (if digital and remote-controlled) Directional signage at Highway 3 and other main streets leading to Library

G. General Site Illumination: Provide adequate level for security. Not excessive or glaring. Avoid building-mounted security lights Use cut-off type fixtures for low glare, and minimize fugitive light. Nice building illumination for good visibility from street.

H. Vehicle Drop Off: Handicapped accessible, with curb ramp per ADA req. (20' L.) Near exterior book drop and main entrance “No parking” signs and red painted curb. Not too inviting for illegal parking – “fire lane” Big enough for a school bus to pull up.

I. Waiting Area: Benches for waiting Shelter from elements Hard and soft landscape areas Vandal resistant materials

J. Utilities: Water: Tie to existing lines in street Septic / Sewer: Tie to existing lines in street Electricity: Existing at site. Underground feeds if possible Natural Gas: Existing at site. Modify or update service as needed Telephone: Existing at site. Modify or update service as needed Data: New lines from DSL service provider

Updated services pending topographic survey.

K. Expansion: Site should be large enough to allow for future expansion.

II. GENERAL BUILDING CHARACTERISTICS

The following are general planning requirements and definition of area requirements for the building. They represent concepts that may be modified in certain areas or under certain circumstances, depending on practical constraints.

BUILDING SHELL / EXTERIOR DESIGN GUIDLINES

Charm and Sense of Character: People always respond positively to a building that caters to their sense of charm. The style of building should be consistent with its surroundings and to historical precedents. Public preference seems to be for a style reflective of Alaskan heritage with wood accents, etc. Modern but not “trendy” is also okay. A “timeless” design is desired, fairly simple and economical.

Entry: There should be a single public entrance, which might be prefaced by a courtyard. A large cover should protect it from weather while admitting natural light. Heated snowmelt systems should be considered for this area. People waiting for the library to open should be able to sit on benches out of the sun or in the sun as they choose. Children waiting to be picked up by their parents should be able to sit safely out of the rain, and in a lighted area. Entry location must take into account the strong prevailing winds.

Trash and cigarette receptacles must be provided at the outside edge of the entry area.

Dog “parking” area away from entrance for tying up while owner is inside, include dog waste bag dispenser and signage for keeping area clean.

Roof: Rubber membrane / preferred. At project completion ALL roofing to have a minimum 15-year manufacturer’s non- limited replacement warranty, single source materials and labor. Must have good drainage and handle heavy snow loads. Gutters at perimeter open edges; proper ground slope away from building for drainage.

Walls: Low maintenance, durable finish materials.

Windows: Insulated glass, low-e fixed and operable windows with solar control. All occupied rooms to have access to natural light, either windows, clerestoryies, or borrowed light.

Insulation: Walls: R22 Min. Roof: R38 Min. 4

BUILDING INTERIOR DESIGN GUIDELINES

Cozy Nooks: The most popular places to read in the present libraries are those that are a bit apart from the main areas. The library should include several cozy nooks around the periphery of the building where people can relax in easy chairs and read. A feeling of refuge should be available in these places. Natural lighting and a view of the outside should also be available. Much of the perimeter of the building (the "natural edge") should be reserved for reading and study areas. Shelving, technology, and noisy areas should be in the interior.

Colors and Design: Avoid trendy color schemes and the latest interior design styles. Strive for a permanently respectable look that will never go out of style; is warm and inviting.

Furniture: Fabric and carpeting must be stain resistant. Furniture should have no sharp edges or corners. All tables and desks should be considered for adding built-in electrical outlets and telecommunications wiring, and concealing such wiring.

Reading Area: In addition to cozy nooks where people can read, there should be one main comfortable reading area with tables and a few individual easy chairs. More socializing would occur here. The magazines, over sized books, and newspapers could be displayed on a coffee table in this area. It should be somewhat distant from the noisier computer area, the children’s room, and young adult area.

Art Display Area: (low priority) There should be display area for a rotating art exhibit. This can be on available wall space, without using much floor area, except for horizontal display cases. Spaces/places/walls for display of permanent collection.

Maintenance: Contractors must provide addresses of all suppliers for our future use. A replacement stock of wall coverings, carpeting, tile, paint, breakers, etc. should be left with the Library. Every detail should be selected with an eye toward low maintenance.

Shelving: All book stack shelving will be 84 or 90” high and made of wood unless otherwise specified herein. The shelves themselves should be 8”-12” deep, depending on use. Aisles should be 40” wide. The shelving will utilize slatwall display end panels where appropriate.

Mechanical Room: Walls should be acoustically treated. Mechanical equipment should be installed with vibration isolators if necessary.

Electricity: There must be enough capacity to power the future electronic library.

Walls: Washable, durable wall coverings.

Flooring: All flooring should be non-slip. Carpet must be laid under all shelving, desks, carrels, display cabinets, etc. Wheelchair accessibility should characterize the entire building. Large snow/mud track-off area at entry.

Meeting/Large Program Room(s): These should be near the entrance to avoid disruption of the library functions. The Meeting Room should have a small counter with sink for serving snacks or coffee. Can be closed and/or a separate schedule along with restrooms.

Group Study Rooms: In additon to the meeting rooms, in the reference area (2) small group study rooms would be available for literacy tutors and others needing a semi-private place to work. These rooms should have wiring for computers and phone jacks. Each room should have a white board and a tackable wall surface. Each room should have a large window to allow library staff to have visual supervision over the room. Not available when library is closed.

Finishes: (Typical throughout building unless noted otherwise)

Walls: Drywall with washable paint, wall covering or hard surface in high- maintenance areas. Corner guards should be affixed to corners and furnishings that face major internal traffic areas.

Paint: City standards need to be met. Walls should have a matte, non-reflective painted finish. Furnishings should have similar finishes.

Floor: Except in areas or zones of heavy materials handling – e.g., receiving, shipping and in entry areas and snow track-off zones, carpeting is the preferred finished floor surface. Hard surface may be used at the entry, in major corridors or in areas where sleds, handcarts, heavy-duty book trucks etc. must move back and forth and on a constant basis. Carpet tiles with integral cushioning should be, nylon, anti-static, antimicrobial, with a heavy face weight, capable of withstanding constant foot traffic and heavily laden book trucks. 6

Base: Resilient or hardwood

Ceiling: Ceilings should be outfitted with off-white, sound absorbing ceiling tiles, or equivalent acoustical/reflective material such as Tectum. Lighting and air handling systems may be part of the ceiling systems or separate from it. Drywall will be used in soffited areas as well as wet areas, and areas subject to possible vandalism.

Doors: Materials: Interior – Natural finish wood Exterior – Hollow metal and/or aluminum Hardware: Panic hardware on exits. Alarmed emergency exits. Automatic door operators on main entrance with key override switch located at circulation desk.

BUILDING SYSTEMS

Building Maintenance: Building service equipment should be organized to be accessible for maintenance repair or replacement without causing significant disturbances in occupied spaces. Ease of operation and maintenance should be considered in selecting mechanical and electrical equipment.

Environmental: Temperature and relative humidity for work environments should range between 68° – 76° F and 40-60% RH and 30% RH in severe winter period. Air should be properly filtered to remove dust from the environment. Passive solar heating techniques should be employed in areas where direct gain or trombe wall use will not deter Library operations. Equipment should be quiet and vibration-free.

Controls / Zoning: Zoned system with automated economizer cycle. Locking covers at thermostats. Heating: Gas-fired Hydronic Radiant, augmented by solar Cooling: Refrigerated, augmented by ceiling fans, natural ventilation and solar. Ability to ventilate building upon opening window to flush out with cool fresh air.

Electrical: The building’s power supply should be sized for adequate additional circuits for future power needs. A UPS needs to be installed for the Data Main Distribution Facility (MDF) data / phone functions. There should be an average of 3-4 duplex electrical receptacles per staff workstation. Patron stations should average 1 duplex electrical receptacle. No more than three (3) workstation locations shall be on a 20-amp circuit. No more than eight (8) housekeeping locations shall be on a 20-amp circuit. Outdoor receptacles around building exterior.

Data: The MDF will be located in an environmentally controlled area. Fiber optics shall be brought into the main hub if available. All racks and servers for Data need to be accessible on two (2) sides for technical access. Staff Workstations need a minimum of two (2) CAT 6 drops, one for data and one for phone. Patron Workstations need a minimum of (1) CAT 6 drop. Wireless data system design should be master planned for the future.

Telephone: Any telephone vaults on the site should be incorporated into the landscape design. The buildings telecommunication tie will terminate at the MDF. Voice mail should be sized for Library operations as well as staff use. Each workstation shall be equipped with a telephone. Attention should be paid to noise levels produced by ringers. Telephone system can be used as an intercom/paging system.

Lighting: Indirect / direct but well-diffused lighting should be used throughout the Library. 75- foot candles of well-diffused lighting should evenly fall on task surfaces 30” above the floor. 30-foot candles of well-diffused lighting should wash the faces of the book stacks from top to bottom. In areas or zones where rare materials or sensitive media are being worked upon or stored, UV filters will be necessary.

Particular concerns also include eliminating glare and providing sufficient illumination for people who must work with hardcopy and then view data or text on monitor screen. Task lights should be available at staff work stations (part of furnishings).

Controlled natural light (with window blinds if necessary) should be maximized for energy savings. Utilize photosensor switching to dim or turn off artificial light when adequate daylight exists.

Fixtures: Fluorescent fixtures, T-8 lamps high level of color rendition, spectral power distribution, and color temperature of 4100k. Compact fluorescent downlights for accent lighting. Use parabolic louvers or other means to eliminate glare & shadowing. Use energy-efficient ballasts & lamps. Utilize direct-indirect pendant fixtures in high ceiling areas. Lamps easily accessible by staff and easy to order and replace; try to utilize a small number of lamp types that are readily available locally.

Switching: Standard toggle switch near door or entry to each space. Office spaces to have dual switched occupancy sensors. Public areas controlled from Circulation desk.

Power Outlets: Use child-proof (shuttered?) receptacles in all areas.

Public Address System: Separate from phone paging system; simple system with speakers in all areas.

Security: Surveillance: Intrusion alarm system Security hardware: Heavy duty locksets, alarmed exit-only doors Sprinkler system: As required by Code Smoke & CO2 detectors: Yes Heat detectors: Yes Fire extinguishers: Yes Book detection: Yes

ACCESSIBILITY The building will comply with ADA. Special library-related needs are as follows.

Specialized Accessibility Requirements: The library must have wheelchair accessible tables, photocopiers, and public use computer workstations. At least one OPAC terminal and several computers should be equipped with screen magnification software.

A book return on the exterior of the library at the front of the building should be available for use when the facility is closed; ADA height and placement are required. Drive-up capability is desireable, though not essential if it requires too much staff attention.

A pay phone should be available in the vestibule. At least one should be wheelchair accessible.

Wheelchair accessible photocopiers should be available. Persons with disabilities may request assistance using telephones at the Service Desk.

TDD or similar devices for the deaf should be available at the Reference Desk.

Braille number designations must be posted on book stack end panels.

Library personnel should retrieve materials for persons with disabilities.

The entry to the building should be level for handicapped access. All public entry doors in the library should be automatic operation wheelchair access.

Width Requirements: Entry doors to all major areas or zones should be wide enough to accommodate wheelchairs. Major corridors within the various spaces should be large enough to turn a wheelchair around 360°. Preferred clear width at book stacks is 42”, minimum is 36”. 9

FURNISHINGS AND ACCESSORY EQUIPMENT

Clocks: Large wall clocks to be located throughout the facility, building powered if possible. Conventional, not digital type.

Signage: Signage should be consistent throughout the project and fit in with the general design.

Exterior signage should let people know operating hours without getting out of their car.

Interior signage should be simple and directional. Minimize signage redundancy and information overload. Locate space or stack category signage overhead for maximum visibility. Anticipate (and avoid) patrons having to ask staff.

Major rooms and areas should have room names and room numbers in Braille. Less important rooms or rooms off limits to general staff and the public should only have numbers. All door frames should be numbered to match the architectural floor plan for maintenance identification.

Work Stations: (areas indicated do not include circulation/tare area)

Area: 26 SF part-time, volunteers and 20 SF for public internet 42 SF Standard staff station for personnel typically working on floor + book truck 74 SF Technical and administrative

The typical workstation will be comprised of movable systems furnishings or freestanding desks with returns to provide the greatest flexibility. A part-time or volunteer workstation could also be comprised of a location on a work counter. These are work areas for staff and volunteers where day to day “office” activities will take place. Each standard workstation will be comprised of the following amenities:

Work surface 5’x 3’ with 5’ x 2’6” return (standard) 8’ x 3’ with 8’ x 2'-6" return (technical) Small file cabinet Shelf / storage Adjustable keyboard and mouse tray Rolling pedestal file Pencil drawer Standard drawer File drawer Wire management trays under work surface

Equipment Computer Printer Telephone / fax Work Station Electronics (1) Data drops (1) Phone drops (2) Power duplex outlets

Book truck parking area Task chair Trash can Coat hook

Book Trucks: Area: 6 SF 18" wide x 37"long x 43" high

OPAC (Online Public Access Catalog) Terminals: Area: 20 SF

Standing counter 42” Sitting ADA 29” (27” clear knee space height) 17” monitor and keyboard 2’ x 2’6” Writing counter area minimum 3’ x 2’6”

Work Station Electronics (1) Data drops (1) Duplex power outlets No greater than 3 work stations per 20 amp circuit

III. INDIVIDUAL SPACE DESCRIPTIONS

The following areas represent the individual or departmental spaces, functions, or walled areas of the building. Area considerations are approximate and will be modified as part of the Schematic design floor plans. Areas are actual area needed and do not include unassigned (“tare”) area, such as wall thickness, mechanical areas, passageways, stairs and hallways.

Building Entry Area

The Building Entry Area consists of a Vestibule, Lobby, Meeting/Program rooms and Public Restrooms.

A. VESTIBULE / ARCTIC ENTRYWAY Area: 250 SF

Activities: Primary building entrance Weatherized air lock to environmentally separate the outside from the Lobby Waiting for pickup Pay phone

Planning Considerations: Location is clearly discernable from vehicle or pedestrian approach Accessible to persons with disabilities Sheltered protection from the elements: rain, mud, heat, cold and wind Floor protection from natural elements – track off dirt and heat to dry floor

Adjacencies: Direct access from exterior Entry courtyard Direct access to Lobby Circulation Desk (Visible access) Entrance Canopy above entry doors Vehicle drop off, Patron parking, accessible parking closest to entry Meeting Rooms Public Toilets

Furniture and Equipment: Trash cans inside entry Boot scraper and mud mat (outside doors), mud mat inside doors Double doors (pair) with automatic motion sensor

2 sets with staggered operation in vestibule Doors open out, or sliding supermarket style Benches for waiting Bulletin board for library use (lockable) 12

Special Technical Requirements: Well-lit for security Power for power assist doors Power for custodial Signs: Hours of operation on exterior (visible from vehicle in drop off area) Identification sign on exterior structure Dedication plaque inside, outside, or shared Updateable floor plan (for patron orientations; also shows fire exits)

Security Requirements: Visible from Circulation Desk (glass doors) Good lighting Fire Annunciator panel

Finishes: Ceiling: Drywall Walls: Drywall with durable wainscot to 36” (min.) ht. Base: Resilient Floor: Concrete with removable recycled tire mud mat (track-off mat)

B. LOBBY Area: 1,000 SF

Activities: General building orientation and access to public zones of Library (Circulation Desk is Control Point) Interior Book Drop into Circulation desk

Planning Considerations: Controlled exit with electronic book detection near Circulation desk Efficient traffic flow to all areas of facility, a central circulation space Automatic Sliding entry doors

Adjacencies: Direct access from Vestibule Direct access to Circulation desk All major public functions Circulation Work Area– interior book drop pass through

Furniture and Equipment: Bulletin Board policy display and mailbox for items to be approved for posting * Bulletin Boards for one community events, one for public notices. * Display shelves or slatwall display Library services information and brochures Book security system at doors to vestibule A place to hang coats, put backpacks, and park strollers.

Special Technical Requirements: Lighting (typical throughout facility): Good natural and artificial light Avoid glare on reading areas Work station electronics at public computer

Security Requirements: Staff Security - clear views Building Security - view of entry/exit Controlled exit with electronic book detection near Circulation desk

* These features could alternately be in the Vestibule / Arctic Entryway.

PUBLIC DISPLAY EXHIBIT AREA (optional) Area: 100 SF (SF part of Lobby)

Activities: Displays of art, historical exhibits, or donor recognition Exhibit area on dedicated walls of Lobby Display case - lockable

Planning Considerations: Well lit. Area for viewing art on walls. Sculpture display and flat display cases require additional floor area. Accessible to public, but not too prominent. Library’s first function is reading.

Furniture and Equipment: Lockable case

Special Technical Requirements: Good lighting with natural color rendition

Security Requirements: Visible from Circulation and/or Reference Desk Secure from theft or damage for art and other displays

Finishes: Floor: Carpet Base: Resilient Walls: Drywall with paint, wall covering or hard surface in high-maintenance areas Ceiling: Acoustical ceiling tile

D. PUBLIC TOILETS Area: 550 SF

Planning Considerations: Easy access by patrons ADA Accessible Accessible pipe chase for maintenance

Adjacencies: Lobby Circulation Desk (for visual control) Program Area (for use when library is closed) Supply storage areas, custodian closet Stacks / Reading

Furniture and Equipment: Toilets & Urinals: Adequate pressure, less water – Comply with City building standards. Consider waterless urinals. Lavatories: Strategically located, auto sensor controls. One-piece counter/sinks. Sanitary products dispenser (coin operated) in Women’s room Overhead braced toilet partitions

Special Technical Requirements: Graffiti resistant (color and texture) stalls and tile Good lighting – wall hung over fixtures Accessible fixture and accessory heights and areas per ADA Stainless steel accessories Durable surfaces Easily cleanable Acoustical privacy Negative airflow Diaper changing counters in each room

Security Requirements: Fully accessible, visually screened entry with push-pull hardware, lockable for maintenance

Finishes: Floor: Ceramic tile or welded-seam resilient Base: Ceramic tile or welded-seam resilient Walls: 84” high Ceramic tile wainscot, paint above

Ceiling: Drywall

E. MEETING / PROGRAM AREAS Area: 1,500 S.F.

Activities: Public and staff meetings for up to 200 people Seminars and Distance learning Training Home Schooling large group activities Friends' Book sales (donated and weeded books)

Planning Considerations: (2) Rooms: Maximum capacity 200 persons in one room dividable into (2) spaces A.V. closet, locking, for computer / VCR Ceiling mounted projector Large flat screen TV/Monitor, wall mounted with levered mount. Chair storage closet (60 SF) Stacking chair cart Folding table cart Coffee / serving area ( 25SF) Counter with small bar sink No cabinets or wall cabinet only Shelf Electrical power Acoustical control Near entrance – useable when library is closed

Adjacencies: Vestibule or Lobby Restrooms

Furniture and Equipment: (1) Projection screen per room (ceiling mounted) (1) Whiteboards per room (200) Stack chairs Folding rectangular tables to accommodate for training PA system (portable) Folding partition - STC 44 minimum Hearing impaired sound equipment

Special Technical Requirements: Both rooms wired for data & temporary computer use and training (floors/walls) Power in ceiling for projection One phone jack per room Interactive TV connections for distance learning 17

Security Requirements: Controlled access by reservation only Circulation Desk has key

Finishes: Floor: Rubber or Linoleum in coffee area, otherwise carpet tile Base: Resilient Walls: Drywall with paint, wall covering or hard surface in high-maintenance areas Ceiling: Acoustical ceiling tile

F. COFFEE SHOP AND FRIENDS STORE (Optional) Area: 700 SF

Activities: Sell coffee drinks and snacks. Sell used books on honor system. Pay at “piggy bank.” Sorting donations prior to moving to floor or offsite storage is described in Staff Work Area description. Donations to Friends are first culled by staff and boxed for removal by Friends to off-site location for sorting. Some are brought back to Friends' store. Others are sold at large sales in the Program Area.

Planning Considerations: Coffee kiosk and work area with sink, appropriate power and plumbing Standard bookstack shelves, equivalent of two 84-90" high single sided sections (for Friends’ sorting) (4) double-sided 60” stacks for sales area Space for displaying free magazines and books Place to sit and look at magazines and books, drink coffee Lockdown when not in use Food does not leave the shop into the library Outdoor area for summer seating

Adjacencies: Entry – separate entry for this area, but near main entry

Furniture and Equipment: Display on regular shelves Slatwall display system Bulletin board for public display Coffee shop equipment Coffee shop table and chairs Sign noting food not allowed in Library

Special Technical Requirements: Display lighting in sales area

Finishes: Floor: Resilient Base: Resilient Walls: Drywall with paint, wall covering or hard surface in high-maintenance areas Ceiling: Acoustical ceiling tile

Circulation Area

G. CIRCULATION DESK AND FRONT WORK AREA Area: 400 SF

Activities: Patron / Staff interaction area: Circulation desk Staff assisted checkout Non-print media distribution and storage Library card distribution Other assistance Public area: Self Check-out (Future) Public use computer nearby (see Lobby) Copy Center Self Check-in Non-Public Area: Sorting work area

Planning Considerations: The circulation desk should be near the main entrance/exit. It should have 3-4 stand- up/work stool height staff stations. Each station will have multiple terminals and a 4- plex electrical outlets for flexibility. The stations will share two telephones. The circulation desk will include a cash drawer convenient for access from all stations.

There will be a book-return check-in counter with a book-return “slot”. This should be designed in such a way that patrons cannot get their hands on items that other people have returned.

At least one future self-service checkout will be incorporated as part of the circulation desk, replacing one of the staff stations. It should be located close enough so that staff can help those who are new to it but with enough separation to avoid interference with normal counter checkout activities.

There should be space in front of the circ desk for queuing. An attempt should be made to design a layout, which will encourage people to queue up and protect patron record privacy. The flooring in front of the circ desk should be very durable and cleanable.

The floor behind the desk should have a well-cushioned surface to ease the strain of standing. This surface must also be anti-static. The checkout stations can be designed so that the staff member can be at least partially seated on a low task stool.

There will be shelving convenient to staff stations where reserved books will be held. These shelves should be high enough so that staff does not have to kneel or bend over to retrieve books. There should be cabinets to store a small amount of forms and desk supplies.

Visual monitoring: Lobby, stacks, entry, phone, restrooms, copy center, public 15 minute email station, internet reservation computer, internet computer

Public Counter: A total of (3) counter stations for transactions (one is future self-check) Knee space open for placement of movable modular furniture units. (1) Sitting transaction location (ADA for staff & public) next to library card registration area. Accommodate different height staff with adjustable work surface or task stools.

Adjacencies: Staff Work Area Book drop room Direct visual and physical access to Lobby via low gate Stacks - visual monitor for security Entry - visual monitor for security. Readily visible to patron.

Furniture and Equipment: Public Service Counter: Standing Counter 36” tall (per ADA) with space for patron books Potential area for small monitor for public view or spinnable monitors for public viewing Rolling storage units below counter (locking) – flexibility Built-in drawers for pencils, etc. below counter – no other built-ins Sitting ADA accessible counter at 30” height, 27” knee clearance, 48” wide Durable counter finish such as Corian Area and connections for automated check-out equipment @ (1) counter location Behind Counter: Work surface Shelving for books on hold and damaged items. Book trucks Lost and Found bin Media security case (bins) Damaged book bin (hold for circ) Ready reference books Totes for interlibrary exchange Heavy duty task chairs

Special Technical Requirements: Public Counter: Power and computer outlets; flexible locations; wire management Work Station flexibility Rubber flooring behind and rubber or tile in front of this counter. No tripping hazards. Lighting controls, P.A. and alarm system connections (Entire system feeds to this area).

Security Requirements: Public Counter - Patron record privacy Building Energy Management System control panels Building security systems Book detection alarms, Door & intrusion alarms Building fire alarm system (Annunciator panel in Vestibule) Panic button to police dispatch

H. STAFF WORK AREA Area: 640 SF

Activities: Non-Public Area: Work area for “back of the shop” staff use Sorting Area / Book check-in (in addition to Circulation Desk and Staff Office –see "I".) General office activities (in addition to Technical Services - see separate item "DD"). Area to be contiguous with Tech. Services. Photocopying / Computer printing / Faxing / Scanning

Planning Considerations: There should be an area to receive mail and a place for staff mailboxes. There should be a place for a fax machine. All staff work areas should have windows and good light. Full time work stations: 3 technical staff stations, 222 SF Part time work stations: 3 stations, 78 SF Additional general sorting area, work counter space, book shelving and UPS box storage Donated book storage area General work counters and cabinets

Adjacencies: Circulation Counter Storage Closet Library Director’s Office Technical services Receiving area and staff entry door Reference Staff offices Adult & Electronic Services Supervisor’s Office Staff Lounge and Restroom

Furniture and Equipment: General Work area -minimal built-ins for maximum flexibility Standing 34” counter or table height ADA counter area: open knee space for task chairs Durable counter finish Storage cabinets & open shelving Work stations: flexible modules with task chairs Book truck “parking” area plus one at each work station Filing cabinets (2) Standard metal shelves 84”, double-sided 23

Equipment: General use: Network printer, fax, scanner, typewriter, Copy machine on work counter Staff mailboxes

Special Technical Requirements: Task lighting at each work station. Controlled natural light and ventilation - maximize Work station electronics

Security Requirements: Non-public area

I. ADULT & ELECTRONIC SERVICES SUPERVISOR’S OFFICE Area: 100SF

Activities: Non-Public area General office use (supervisory)

Planning Considerations: Office should be immediately accessible to both the public and the circ desk. It should have a door that locks. Large windows should lookout on the circ desk, and maybe the public area. Blinds should be provided for when privacy is desired. Office must be outfitted for computer workstation, telephone, file cabinet, and printer. Visual monitoring of circulation desk Backup staff for circ desk Patron issues One full time supervisor (private office). Full-time staff usually at desk. Controlled natural light is desirable.

Adjacencies: Staff Workroom Circulation Counter

Furniture and Equipment: Computer workstation electronics File cabinets Work Stations with task chair Window blinds

J. SUPPLY STORAGE CLOSET Area: 200 SF +

General office supply storage - lockable Fixed shelving Safe Adjacent to staff work areas

K. BOOK DROP ROOM Area: 50 SF

Book Drop from exterior of building, drive-up if possible. Depository slot protected from weather. Fire resistant room adjoining Circulation Desk Padded floor Walk-up depository slot Near vehicle drop-off/ pick-up area Door opens out into work area Adequate size to accommodate a holiday weekend.

Reference Area

The reference area of the Library is comprised of the Reference Desk, Reference work station, copy center, Reference Collection area, OPAC’s (Online Public Access Catalog) and Public Access Internet Terminals.

L. COPY CENTER Area: 80 SF

Activities: Patron/Staff Interaction Area Copy literature Printout from public internet computers Debit card charger Change machine

Planning Considerations: Ease of access and use for public Visibility from Information / Reference and/or Circulation Desk, but far enough to encourage self-help by patrons Noise from machines Isolate sound – possibly an alcove and/or lower acoustical ceiling

Adjacencies: Lobby Circulation Desk (for change and assistance)

Furniture and Equipment: 2 Printers 2 Photo copy machines; 1 B/W reduction/enlarging + 1 Color copier Counter for work 2’6” x 6’ 34” with ADA leg space 3-hole punch Paper clip tray Stapler (secured so it will not be removed)

Special Technical Requirements: Dedicated power 20 amp Well lit Work station electronics

Security Requirements: Visual control Prevent machine tampering

M. INFORMATION / REFERENCE DESK Area: 300 SF

Activities: Public Area: Patron / Staff Interaction Area Reference / Information Desk Assisting Patrons on the floor and at the desk (seated) Patrons' computer sign-up area Non-Public Area: Telephone reference Staff research

Planning Considerations: There should be two workstations equipped with telephone, PC with Internet capability and library catalog access. A printer and fax machine will be handy. Shelving for ready reference titles will be provided as well as storage for forms and other supplies.

Visibility from Circ. Desk & Lobby; easy patron orientation Easy access from the rest of the Library – public approach from no more than 180° Service / Work counter (2) staff work stations Area for patrons to ask questions and review literature ADA counter (sitting height) Typewriter station Easy assistance to public computers Patrons computer signups area “Ready reference” quickly accessible 20 L.F. of shelf space Additional work area is at work station in Reference Librarian Office (item "N").

Adjacencies: Public OPAC terminals Public Access/ Internet Terminals Reference Collection and reading area Periodicals

Furniture and Equipment: 2 Staff Work Stations, each with: Computer with “spinnable” monitor so patron can look at screen Work station electronics Pencil drawers Task stool “Ready-Reference” books and Phone books File cabinet space nearby for loose files, also for public use Printer Pamphlet storage Lots of open storage area below counter for moveable furniture units

Special Technical Requirements: Public Counter: Power and computer outlets; flexible locations; wire management Knee space allows placement of furniture units as well Work Station flexibility: height of work surface or task chair/stools

Security Requirements: Visual control: Study rooms Public Access Internet Terminals OPAC Terminals Reference Collection area Young Adult Area Copy Center Emergency exits

N. REFERENCE LIBRARIAN WORK STATION Area: 148 SF (work station)

Activities: Back office work station for reference activities Inter-Library loans

Planning Considerations: (2) Workstations adjacent to Staff Work Area

Adjacencies: Reference Collection / Desk Staff work area

Furniture and Equipment: Work station module Fax machine

Special Technical Requirements: Work station electronics

Security Requirements: Non-public area

Finishes: Floor: Carpet Base: Resilient Walls: Drywall with paint, wall covering or hard surface in high-maintenance areas Ceiling: Acoustical ceiling tile

O. REFERENCE COLLECTION Area: 900 SF

Activities: Patron / Staff Interaction Access to reference collection

Planning Considerations: Easy access for staff assistance Good visibility from Reference desk Convenient access to Alaskan Collection

Adjacencies: Information / Reference Desk OPAC terminals Public Access Internet terminals

Furniture and Equipment: Atlas case Encyclopedia counter (42" high shelf) with shelves below for easy stand-up browsing Dictionary stand on encyclopedia shelves (20) Mid-height stacks 3' long, 66" height, double-face, or equivalent with some pull out shelves (2) Reader tables with (4) chairs each (200 SF) (4) Carrels (120 SF) (1) Microfilm reader / printer (21 SF) (1) Microfilm cabinets (1) Vertical files for “loose” materials (1) Map case

Special Technical Requirements: Standing height and low (seated) custom cabinetry

Security Requirements: Visual control: Information / Reference Desk

P. OPAC (CATALOG) COMPUTER STATIONS Area: 20 SF each = 200 SF total

Activities: Public Area: Patron / Staff Interaction Area

Planning Considerations: The Reference Desk should be close by so that the librarian can help people use the catalog computers. (10) total OPAC stations @ 20 s.f. each. (6 or 7) near Reference Desk (sitting and standing height). (2 or 3) satellites in stacks, standing height (1) at Lobby near Circulation desk Ease of access ADA sitting stations Vocal distance from Information / Reference Desk

Adjacencies: Information / Reference Desk Stacks / reading Lobby - readily visible to patrons upon entry without asking

Furniture and Equipment: (6) OPAC stations Sitting ADA 29” high (3) 17” monitor and keyboard 2’ x 2’6” – (1) for visually handicapped Writing counter area minimum 3’ x 2’6” (3) Task chairs (rolling)

Special Technical Requirements: Work Station Electronics (each station) (1) Data drops (1) Power duplex outlets - No greater than 3 work stations per 20 amp circuit

Security Requirements: Visual control: Information / Reference Desk

Q. PUBLIC ACCESS INTERNET TERMINALS Area: 20 SF each (500 SF)

Activities: Patron / Staff Interaction Public Area Limited time usage Study & research

Planning Considerations: (25) Public Access Internet Terminals Sitting area for 2 with lay out area at each station Ease of access by patrons Controlled by Information / Reference Modular & Movable

Adjacencies: Copy Center Information / Reference Desk Visual & verbal contact Reference Collection

Furniture and Equipment: Sitting ADA 29” desk height Maximum (2) task chairs per station Adjustable keyboard and mouse tray Wire management trays under work surface Equipment Computer with 17” monitor Connection to network printers at Copy Center (card pay system)

Special Technical Requirements: Work Station Electronics (1 ) Data drops (1 ) Power duplex outlets No greater than 3 work stations per 20 amp circuit

Security Requirements: Visual control: Information / Reference Unfiltered material issues: no hidden screens

Time limitations control

R. STUDY ROOMS Area: (2) @ 80 SF = 160 SF

Activities: Tutoring, home schooling Small group study or meetings Staff meetings Larger meetings and heavy use times are scheduled, including large meeting/program areas

Planning Considerations: Acoustical and light separation – glass doors and interior windows.

Adjacencies: Reference Desk Young Adult area

Furniture and Equipment: 3’ x 5’ table + (4) chairs in small room + locking computer cabinet 3' x 7' table +(10) chairs in large room

Special Technical Requirements: Workstation power & data

Security Requirements: Controlled by Reference Librarian – locked when not in use Visible to staff service desks

Children’s Library

The Children’s Library is comprised of the Children’s Librarian Office/ Desk, Children’s Computer Terminals, Children’s Collection and reading areas, Program Area, and Children’s toilets. The Children’s Library is not necessarily separated from the rest of the Library by walls. It is part of the whole but distinctly for children.

S. YOUTH SERVICES LIBRARIAN OFFICE, DESK & PUBLIC ACCESS COMPUTERS Area: 530 SF

Activities: Public Area: Patron / Staff Interaction Area Reference / Information Desk Assisting Patrons on the floor OPAC Online Service, public access computers

Planning Considerations:

The children’s library office and service desk should have seating for two, a PC, printer, and should be near the entrance to the room. This desk should not be imposing and its height should be appropriate for children to approach the librarian comfortably. A storage room should be located adjacent to the Children’s Program area. This room should be at least ten by ten feet and be outfitted with shelving along three walls. There should be a “Gateway” element connection to adult areas, to express children’s areas entrance.

Children’s Desk: Area: 150 SF Counter, task chairs - 2 Workstations, children’s standing height (adult desk ht.) Storage Closet: Area: 80 SF Moveable storage and adjustable shelving (heavy-duty) Public use Internet and OPAC terminals (10 stations): Area 200 SF, sitting height Private Office: 100 SF

Adjacencies: Lobby Children’s Stacks & Reading Program room - for storytelling, reading programs and events Children’s Courtyard - for reading programs and events Child toilets

Furniture and Equipment: Children’s Service Desk: (2) Workstations, one full time and one part-time (2) Task Chairs Printer Shelving Workstation Electronics (10) Public Access Internet / game / OPAC Terminals filtered for content Reference area with atlas stand, 42” height; Encyclopedia shelves, and dictionary stand.

Special Technical Requirements: Workstation Electronic Connections

Security Requirements: Direct view with Children’s Toilet Controlled access Visual supervision: all Children’s Areas Computer screens visible, not hidden

T. CHILDREN’S COLLECTION AND READING Area: 5,000 SF

Activities: Patron/Staff Interaction area Collection holding area (stacks) Children’s reading area Adult/child reading area

Planning Considerations: The noise level will be higher here than in other areas of the library. Its design should attempt to keep this noise within the area. The furniture selection and arrangement should allow for parents to converse with one another and to read to their children. The furniture should be comfortable – maybe even fanciful—and plentiful. There should be places for reclining or lying down and reading. It must be obvious that this is a place built for smaller people. There must be lots of display space for book displays, as well as a number of large bulletin boards or entirely tacable walls (4’ high band). New book display (“mini”-version) Stacks and Reading: Include “cubby” reading nooks and/or quiet reading zone Picture book area: Informal, flexible arrangement Open floor area for sitting on floor, informal reading

Adjacencies: OPAC and Internet computers Children’s Desk Children’s Courtyard - for reading programs and events (optional) Child toilets Program Area – for reading programs/storytelling

Furniture and Equipment: Videos and media (separate from adult) 1. Picture book area: • (3) round tables - toddler size • (12) chairs - toddler size • Stools for adults and kids + other “fun” seating options • Seating for adult one-on-one with child • Shelving picture books equivalent to 33 double 3’ units – 42” high 2. Juvenile book area: (96) 60” double sided shelf stack units or equiv. Fiction, non-fiction, reference (4) tables with 4 chairs each (child’s size)

(4) single-sided display shelving (periodical), or equivalent (5) cubby reading spaces with individual task lights and cushion in each Bulletin boards “Browser” face-out shelving for magazines and feature materials Shelving for tapes, DVDs or media kits (80 s.f.)

Special Technical Requirements: Movable furnishings Childproof electrical outlets

Security Requirements: Children’s Librarian Desk visual control Desk has visual supervision of: all Children’s Areas

U. CHILDREN’S PROGRAM & CRAFTS AREA Area: 570 SF

Activities: Patron/Staff Interaction area Story Telling Reading Crafts - a separate area

Planning Considerations: Floor seating for 50 children @ 10 s.f. each = 500 s.f. Acoustical control Storage room nearby (50 SF) Flexible for multi use – open to Children’s Reading area but able to be closed off e.g. with sliding doors Counter and sink for crafts or snacks

Adjacencies: Children’s Desk Courtyard Children’s Stacks & Reading Child toilets

Furniture and Equipment: Videos and media equipment (separate from adult) cabinet (TV/VCR) Cabinets for storage with work counter top 20 SF Movable cushions to sit on floor Tackable walls Easily maintained floor Folding tables (kid size) Kid stacking chairs Small cabinet and sink for art projects / clean up

Security Requirements: Children’s Librarian Reference Desk visual control Desk has visual supervision: all Children’s Areas

V. CHILDREN’S TOILET Area: 60 SF

Activities: Children’s use of toilet facilities Diaper changing

Planning Considerations: Accessible per ADA (standard adult height toilets – lavatories at children’s height) Unisex OK - optional 2 toilets

Adjacencies: Children’s Desk

Furniture and Equipment: Toilet Sink with automatic shut off Baby changing table in each room

Special Technical Requirements: Counters and accessories at child’s height Drinking fountain outside - child height Motion sensor light control

Security Requirements: Visual control of entrance by Children’s Desk

Finishes: Floor: Ceramic tile Base: Ceramic tile Walls: Ceramic tile wainscot vinyl above Ceiling: Drywall

Adult Stacks / Reading Area

W. STACKS / READING Area: 8,116 SF

Activities: Book and media collection placement Casual reading and “chat” area Research Group study OPAC reference (satellite)

Planning Considerations: Room for potted plants New books display included in area Large print and oversize books part of area calculations Views and natural lighting in reading areas

Adjacencies: Circulation desk or other staff areas (visual control) Information / Reference (visual control) Non Print Media / Multi-Media Courtyard patio

Furniture and Equipment: (24) lounge chairs, with side tables (2) OPAC satellite station, minimum (6) table spaces with (4) standard task chairs each

Special Technical Requirements: 16' maximum range lengths, 42" clear between stacks. (36” min. required by ADA) Modular stacks, 8 vol. / l.f., (476) double-faced, 3' wide, full-height, or equivalent, display slatwall on ends of 60” high shelves (fiction & non-fiction). Lighting must provide even levels from top to bottom shelf OPAC satellite stations strategically placed for patron convenience Some tables have power for laptop, plus empty conduit for future data connections

Security Requirements: Visual control from staff stations

X. NON PRINT MEDIA / MULTI-MEDIA Area: 852 SF

Now: 3,900 items Growth: 12,784 CD books - shelf

Activities: Browsing non-print media

Planning Considerations: A clearly demarcated area. Convenient to Circulation Desk (distribution and storage of CD’s, DVD’s)

Adjacencies: Stacks / Reading Area

Furniture and Equipment: Multi-media: Videos, and talking books on standard stacks or carousels Books on tape 6-1/2" deep shelves CD/DVD display bins

Special Technical Requirements: none

Security Requirements: Visual surveillance

Finishes: Floor: Carpet Base: Resilient Walls: Drywall with paint, wall covering or hard surface in high-maintenance areas Ceiling: Acoustical ceiling tile

Y. PERIODICAL DISPLAY AREA Area: 1,155 SF

Activities: Magazine and newspapers display (1 year back issues or 3 months of weeklies) Reading (square footage included in Adult Stacks/Reading)

Planning Considerations: Can be a “quiet alcove” off main stacks & reading More informal feel

Adjacencies: Adult stacks and Reading Reference Desk

Furniture and Equipment: • Shelving with sloping cantilevered display shelves. Look at different shelving options. • Flat shelf below each for back issues • Tables, chairs, lounge chairs

290 magazine and newspaper titles subscribed to in 2026 projection

Security Requirements: Visible from at least one staff station

Z. YOUNG ADULT AREA Area: 800 SF

Activities: Reading Homework & research Talking Hanging out Listening to music Board games

Planning Considerations: Potential acoustical considerations. Louder talk is allowed! Privacy vs. supervision. Teens need creative expression yet must know limits. Clearly separate from Children’s area Spaces for lounging or even lying around! College catalogs, study guides, career materials, other materials of Young Adult interest Tackable wall surface

Adjacencies: OPAC and public internet. Information / Reference Desk (supervision) Adult Stacks Children’s Library (Supervision) Computer training / homework research area

Furniture and Equipment: (2) Reading table with (4) chairs (200 s.f.) (2) small tables and chairs (60 s.f.) (18) lin. ft. shelving for hardcover Y.A. fiction stacks = 383 s.f. (3) Carousels for paperbacks @ 30 SF each Informal furniture like bean bag chairs Magazine shelving; (4) single-sided

Security Requirements: Visual observation from Library Information / Research Circulation

Technical: Laptops wiring at reading tables and chairs

Administrative and General Services Areas

AA. LIBRARY DIRECTOR’S OFFICE Area: 180 SF

Activities: Administration of Library Meeting with patrons Small meetings with staff

Planning Considerations: Visual observation of Library Ease of access by patrons Acoustical privacy Workstation for (1) Seating for (4) including Director

Adjacencies: Staff work area Assistant Librarian workstation

Furniture and Equipment: Workstation and task chair Credenza Table for (4) (3) guest chairs File cabinet Moveable bookshelves

Special Technical Requirements: Controlled natural light (window blinds) Window in door with blinds for privacy

Security Requirements: Lockable room

BB. CUSTODIAL/ MAINTENANCE CENTER Area: 100 SF

Activities: Storage of tools, cleaning equipment, building supplies, and maintenance supplies Roof access

Planning Considerations: Roof access Storage Extra (replacement) stock of finish materials Maintenance supplies Custodial supplies, bulk supply storage, ladder storage Contract help (non-town staff) & control Custodial closets near all restrooms with mop sink and shelves for supplies – included in tare area SF

Adjacencies: Receiving / Loading Area Restrooms

Furniture and Equipment: Custodial cart 2’ x 5’ Shelving Narrow & Deep Custodial supplies Maintenance supplies List of vendors, maintenance contractors, original building contractors Mop Rack Ladder storage

Special Technical Requirements: Mop sink

Security Requirements: Control of supplies theft Contract help Controlled staff access Roof hatch lock

Finishes: Floor: VCT or sealed concrete Base: Resilient Walls: FRP wainscot with gyp above Ceiling: Drywall

CC. TECHNICAL SERVICES Area: 270 SF

Activities: Book Acquisition, Cataloging, and Processing. Order & process new items Book mending, CD/cassette/video repairs Storage/sorting/processing of donated books There should be space for making minor repairs and the handling of missing parts and damaged equipment and materials, e.g. computers.

Planning Considerations: Area is adjacent and contiguous to Staff Work Area (item "H") Staff: (1) staff + volunteers. Provide for (1) future staff (technician) Storage cabinet Check-in and sorting area near Receiving (42 SF): low/high counter for checking in boxes General repair and work area with counter, sink, shelving, cabinets (20 SF) Separate storage for book sale items/gift books near Receiving (60 SF) (Cataloger goes through donated books for collection additions; rest go to Friends' off-site Bookstore)

Adjacencies: Receiving and loading area Staff Work Room.

Furniture and Equipment: (2) Technical Workstations (2) Task chairs Typewriter for labeling spine for books to catalog (2) book trucks (1) double-sided 60”full height stacks for sorting Fax, printers, copier, typewriter Paper cutter – large size File cabinets

Special Technical Requirements: Exhaust fan in repair area Excellent lighting and ventilation Sink at repair area

Security Requirements: Buffer from noise and public activity, not a public area Could have visibility to public areas to assist in security and control. If possible, line of sight visibility to Lobby or other public area (visual supervision)

DD. RECEIVING Area: 100 SF

Activities: Shipments of books in & out UPS arrivals, US Mail, inter-library loans, and intra-library loans Maintenance handling Custodial & building supplies receiving Recycling Staff entry / exit

Planning Considerations: Dolly to Technical Services for delivery of boxes Sorting area for Tech. Services / Used Bookstore nearby (see DD)

Adjacencies: Circulation work area Technical services Custodian Telephone/data MDF closet Electrical gear

Furniture and Equipment: Storage shelving - 24" deep, (2) units , moveable Recycling bins – newspaper and office paper Garbage / trash

Security Requirements: Controlled access – doorbell to Technical Services and Circulation Desk Alarm control

Finishes: Floor: Rubber, VCT or sealed concrete Base: Resilient Walls: MDF wainscot with gyp above Ceiling: Acoustical

EE. STAFF LOUNGE, LOCKERS and KITCHEN Area: 390 S.F.

Activities: Taking breaks Preparing food Reading Talking Vending Phoning

Plannng Considerations: Secluded from patrons Acoustical privacy Relaxing atmosphere “Living room” Comfortable

Adjacencies: Staff toilet Receiving area / staff entry

Furniture and Equipment: Recycling bins: glass, plastic, metal Sofa Lockers Coffee table, end table Phone in nook (2) 42” round dining / work table (8) Stacking chairs (standard) - same type as in Program Area Wall-mounted clock Coat hook area at staff entry with flat surface for purses, etc. and a sign in board Cabinet for first aid and toilet supplies Bulletin board Kitchenette (45 SF) Wall cabinets for dishes, paper products, small supplies, coffee, tea, etc. Refrigerator, full size Sink with disposal Microwave / Range Hood Bulletin board / White board Lockers (45 SF +) (24) lockers minimum, ½ height type – one for each staff + friends + volunteers Full-length mirror

Special Technical Requirements: Food smell migration Lockers not near food areas

Security Requirements: Secured to staff

FF. STAFF TOILETS Area: 110 SF

Activities: Bathroom activities

Planning Considerations: Handicapped accessible, unisex per ADA Separate room for each sex

Adjacencies: Staff Lounge (but NOT directly off eating area) Circulation Work room Reference Work area

Furniture and Equipment: Toilet Auto flush Lavatories Auto controls Single shower stall if possible Storage cabinet above commode Sanitary product dispenser in female toilet

Negative airflow

Security Requirements: Fully accessible, visually screened entry with privacy hardware

Finishes: Floor: Ceramic tile Base: Ceramic tile Walls: Ceramic tile wainscot vinyl above Ceiling: Drywall

GG. DATA / TELEPHONE CLOSET (Main Distribution Facility (MDF) Area: 72 S.F. minimum

Activities: Data server & Rack connections Telephone switch & voice mail

Planning Considerations: 300 LF max cable pulls Centralized in building 8’ x 9’ size

Adjacencies: All library areas Electrical closet

Furniture and Equipment: Data & phone racks Small counter with knee space for server, and monitor Electronic Notification System Printer + 2 VDT Shelving

Special Technical Requirements: Data and low-voltage systems connections and conduit terminations Phone Boards 24 / 7 HVAC control

Security Requirements: Secured access Data Phone techs only Not a storage room

Finishes: Floor: Static dissipative Base: Rubber Walls: 34” plywood painted 4‘ x 8’ sheets Ceiling: Open to structure or ¾” plywood (check fire code)

HH. ELECTRICAL CLOSET (Mechanical closets are included in tare area) Area: 30 SF, Adjacent to receiving area or mechanical closets. Exterior access is desireable.

JJ. OUTDOOR STORAGE CLOSET Area: 80 SF For outdoor maintenance equipment

1 EAST A2.01 3/32" = 1'-0" 300 W. 31st W.Avenue 31st 300 Anchorage, Alaska 99503 Office 907 339-6500 Fax 907 339-5331

2 WEST A2.01 3/32" = 1'-0" CITY OF WASILLA WASILLA LIBRARY

3 SOUTH ELEVATIONS BUILDING A2.01 3/32" = 1'-0"

REVISIONS NUMBER: DATE:

JOB NO.: Project Number DATE: Issue Date DRAWN BY: Author 4 NORTH CHECKED BY: Checker A2.01 3/32" = 1'-0" SHEET NO.: CONCEPT A2.01 \\ascg-anc-file1\projects\City of Wasilla\004998\Design\Drawings\XRefs\4998 Concept Central_20Mar2008.rvt Concept Wasilla\004998\Design\Drawings\XRefs\4998 of \\ascg-anc-file1\projects\City 300 W. 31st W.Avenue 31st 300 Anchorage, Alaska 99503 Office 907 339-6500 Fax 907 339-5331

EXTERIOR RENDERING FROM SOUTHEAST VIEW INTO CHILDREN'S LIBRARY PERSPECTIVES CITY OF WASILLA WASILLA LIBRARY

REVISIONS NUMBER: DATE: VIEW TOWARD ADULT STACKS

JOB NO.: Project Number DATE: Issue Date DRAWN BY: Author CHECKED BY: Checker SHEET NO.: AERIAL VIEW FROM SOUTHEAST CONCEPT G0.01 \\ascg-anc-file1\projects\City of Wasilla\004998\Design\Drawings\XRefs\4998 Concept Central_20Mar2008.rvt Concept Wasilla\004998\Design\Drawings\XRefs\4998 of \\ascg-anc-file1\projects\City Estimated increase to Library Operating Costs in Conceptually Designed Building

New Increase to Library Current (FY10) FY10 Salaries Projections Budget Budget 210.4550.455.10.10 Salaries, Regular $587,000 $159,864 $427,136 210.4550.455.10.20 Salaries, Temporary $11,500 $4,900 $6,600 Total Salaries $598,500 $164,764 $433,736

Fringe Benefits Total Fringe Benefits $295,000 $77,374 $217,626

Materials & Services 210.4550.455.30.31 Accounting/Auditing Svs $2,000 $1,255 $745 210.4550.455-30.32 Legal services $1,000 $500 $500 210.4550.455.30.34 Other professional services $50,000 $18,699 $31,301 210.4550.455.40.10 Water/sewerage $4,000 $2,434 $1,566 210.4550.455-40.20 Cleaning $72,000 $45,630 $26,370 210.4550.455.40.30 Repair & Maintenance Services $20,000 $15,041 $4,959 210.4550.455.40.90 Other Property Services $5,000 $5,000 $0 210.4550.455.50.20 Insurance $70,500 $53,380 $17,120 210.4550.455.50.30 Communication $24,000 $12,002 $11,998 210.4550.455-50.40 Advertising $5,000 $4,500 $500 210.4550.455-50.81 Travel $12,000 $7,643 $4,357 210.4550.455-50.82 Staff Development $7,500 $3,450 $4,050 210.4550.455-60.10 Operating Supplies $43,779 $26,179 $17,600 210.4550.455-60.15 Small Tools & Equipment $5,200 $3,000 $2,200 210.4550.455.60.21 Natural gas $19,000 $16,500 $2,500 210.4550.455.60.22 Electricity $20,000 $13,000 $7,000 210.4550.455.60.40 Books $94,309 $17,309 $77,000 210.4550.455.60.41 Subscriptions $13,328 $9,328 $4,000 210.4550.455.60.42 Audiovisuals $70,303 $60,303 $10,000 210.4550.455.60.43 Electronic resources $4,000 $4,000 $0 210.4550.455.60.45 Special Programs $11,616 $6,191 $5,425 210.4550.455-90.26 Technology Replacement Fund $30,000 $17,000 $13,000 Total Materials & Services $584,535 $342,344 $242,191

Projected Projected Increase Current Total Expenses $1,478,035 $584,482 $851,543

The result: It is estimated that operating costs will increase only 2.5 times in order to run a building 4 times the size of the current library. Part 2

First, Second & Third Choices for Visual Appeal

First Choice:

Second Choice:

Third Choice:

Part 3 The Wasilla Public Library Present and Future – Revised and Updated

City of Wasilla Dianne M. Keller, Mayor Bruce Urban, Recreation & Cultural Services Manager

Researcher & Technical Writer: Nina Zwahlen Revised & Update by: KJ Martin-Albright Mission Statement The library contributes to building a sense of community and provides opportunities for improving quality of life by providing access to a broad range of resources designed to meet the educational, professional, intellectual, cultural and recreational needs of the area’s diverse, rapidly growing population.

Introduction A library offering an effective level of service is an essential element of a literate, growing community. Due to its geographic location and small population, Alaska has limited local access to information. The library, as a result, becomes a major player in providing residents with global access to information resources. It also acts as an economic stimulus to the area it serves through the number of people it draws. According to Library Journal, a nationally recognized publication, the annual spending in Seattle spurred by the new central library was $16 million dollars (equivalent to $320 million during a 20-year period, the length of the bond issue). The link to the whole report is at http://www.berkandassociates.com/spl.html.

The Wasilla Public Library outgrew its current building in 1995. A space needs assessment done in 1997 showed that the facility was not adequate to house the existing collection and staff or to allow any growth in collection or services. The current needs assessment indicates the same space deficits as well as marked deficiencies in collection size, access to technology, reader seating, meeting space and work space. As a result, effective delivery of library services to patrons has been and is limited by the availability of resources and space.

History The Wasilla Public Library is the fourth busiest library in Alaska. It has grown, since it’s inception in 1938, from 91 volumes shelved in a single bookcase located in the one-room schoolhouse to a new 3,548 square feet building in 1978. The Wasilla Public Library occupied the first floor of this new building and shared the space with the City of Wasilla offices until December 1981.

In 1985, a doorway was added to the rear of the building and the basement was finished to house the Youth Services department. This addition resulted in the current 7,700 square feet of the library today.

Today, the library holds a collection of close to 60,000 items which includes fiction and non-fiction books, audio books on both CDs and cassettes, videos on DVD and VHS, book/CD and book/tape kits, Russian language materials, magazines and newspapers. We have six Internet computers available to the public, as well as one word-processing computer, a typewriter and a microfilm/microfiche reader/printer. In addition to loaning materials and helping patrons find the information that they need, we provide reference and readers’ advisory services, classes for beginning computer users, summer reading programs for people of all ages, story times, a teen advisory board and more.

Population The current population explosion in the Matanuska Susitna Valley has increased at a rate greater than anyone predicted. “Mat-Su’s population grew by 18 percent between 2000 and 2004, compared to 5 percent statewide and 7 percent in Anchorage… that meant a 3.9-percent annual population growth rate for the Mat-Su Borough… [and] the much stronger population growth has meant that the Mat-Su Borough is now home to nearly 11 percent of the state’s population,” (December 2005 Alaska Economic Trends article, “The Mat-Su Borough” by Neal Fried, Economist).

Wasilla Public Library Present & Future – Revised & Updated 1 June 28, 2006 For this document, the first step in calculating the population was to use the 2000 Census population for the Borough, the Alaska State Demographer’s estimate for the 2005 population number, and the 2010, 2015, and 2020 population numbers were taken from the Projected Borough Population to 2025 graph included in IM No. 05-216, amending the library portion of the Matanuska-Susitna Borough Comprehensive plan.

The population or “Legal Service Area” served by the Wasilla Public Library is determined by formula by the Alaska State Library. For the purpose of this document, the benchmark used for projecting the size of the population to be served up to the year 2025 was determined by taking an average of the “Legal Service Area” computed by the State Library from 1990 through 2000. The benchmark population served is 24,207 persons. The population increase was determined using the same percentage increases as those calculated for the Borough’s overall population.

2000 2005 2010 2015 2020 2025 Borough Population 59,322 74,041 85,915 102,040 127,751 154,757 Percentage increase from 2000 25% 45% 72% 115% 161% Population served by Wasilla 24,207 30,259 35,100 41,636 52,045 63,180 Public Library

*continued on next page*

Wasilla Public Library Present & Future – Revised & Updated 2 June 28, 2006

THE EXISTING WASILLA PUBLIC LIBRARY

Recommended Space Needed in Space needed in Collection size, Existing Size of Additional Space Collection Size and Square feet for Existing space in square feet for Patron & Staff Collection and Required to Meet Areas for 2005 recommended square feet current Service Areas Number of Areas Current Need Population collection size/area collection/areas Collection Books 130,518 13,052 55,593 2,300 5,559 3,259 Periodical Display (titles) 422 281 92 57 92 35 Periodical Storage (titles) 422 211 - 104 92 (12) Nonprint materials 13,052 1,305 3,895 113 390 277 Areas Library Catalog workstations 6 180 6 Computer 152 630 478 Workstations - regular plus 1 14 630 7 reservation stations Reader Seating (Table, carrels, 138 4,149 48 634 2,940 2,306 lounge) Staff & service workstations 9.74 1,461 16 940 3,400 2,460 Meeting room 1 2,200 - - 200 200 Conference room 1 620 - - 2,500 2,500 Youth Story Time area 1 625 1 98 500 402 Computer Training/Learning 1 830 - - 830 830 area Special use space N/A 5,109 N/A 1,111 3,427 2,316 Non-assignable space N/A 7,663 N/A 1,851 4,283 2,432 TOTALS: 38,316 N/A 7,360 24,843 17,483

Wasilla Public Library Present & Future – Revised & Updated 3 June 28, 2006

THE FUTURE WASILLA PUBLIC LIBRARY

2 0 1 5 2 0 2 5 Space Numbers Numbers Space needed in Collection size, Patron & Staff Service Areas Needed in Recommended recommended Square feet Square feet Collection Books 153,272 15,327 236,630 23,663 Display (titles) 680 1,020 1,008 1,512 Storage (titles) 680 340 1,008 504 Nonprint materials (Audio-books, DVDs, CDs, etc.) 15,327 1,533 23,663 2,366 Library Catalog Workstations 10 300 12 360 Computer Workstations - regular plus 2 reservation stations 24 1,058 35 1,558 Reader Seating (Table, carrels, lounge) 186 5,585 283 8,487 Staff & service workstations 16.75 2,513 25.41 3,812 Areas General meeting room (seats 100 persons with presentation, projection, storage, and food preparation 1 2,200 1 3,200 areas included) Conference room (seats 20 people at a table; allows 10-15 1 680 1 680 observers) Youth Story Time area (allows 75 participants) 1 750 1 750 Children's programming (crafts; allows 30 participants) 1 750 1 750 Computer Training/Learning area 1 830 1 1,080 Special use space N/A 6,577 N/A 9,744 Non-assignable space N/A 9,866 N/A 14,617 Totals (square feet): 49,328 N/A 73,083

Wasilla Public Library Present & Future – Revised & Updated 4 June 28, 2006 The following determination of collection and space needs for the Wasilla Public Library for 2005’s population and for the years 2015 and 2025 are based primarily on the document prepared for the Connecticut State Library by Mary Louise Jensen entitled, “Library Space Planning Guide Worksheet,” available at http://ct.webjunction.org/do/DisplayContent?id=6182, copyright 2004. Other sources used were the document prepared by the Wisconsin Department of Public Education by Anders. C. Dahlgren, Consultant for Public Library Construction and Planning and entitled, “Public Library Space Needs : A Planning Outline 1998”. Information was also drawn from the book Planning Library Buildings and Facilities: From Concept to Completion by Raymond M. Holt, 1989.

Collection and space needs are computed using the 2005 population served and the population projections on page 2. Additionally, figuring total space needs requires consideration of patron uses of the library, of staffing and service areas, special use space, and space not used specifically for delivery of library services such as mechanical rooms, vestibules, and rest rooms.

Collection Size Needed to Serve 2005 Population and That in the Years 2015 and 2025:

Books Year Population (Projected for 2015 & 2025) Core number of books Basic (core + .5 volume per capita) Growing (core + 2 volume per capita) 2005 30,259 70,000 85,130 130,518 2015 41,636 70,000 90,818 153,272 2025 63,180 110,000 141,590 236,360

Periodicals Population (Projected for 2015 & Core number of Basic (core + 8 subscription per Growing (core + 12 subscription per Year 2025) subscriptions 1,000) 1,000) 2005 30,259 180 422 543 2015 41,636 180 513 680 2025 63,180 250 755 1,008

Nonprint Materials Population (Projected Minimum nonprint materials Year for 2015 & 2025) Projected book collection (book collection x 10%) 2005 30,259 130,518 13,052 2015 41,636 153,272 15,327 2025 63,180 236,630 23,663

Wasilla Public Library Present & Future – Revised & Updated 5 June 28, 2006 Space needed to house the library collection for 2005’s population and for the years 2015 and 2025: Space needed for a library’s collection is computed assuming that shelving units will be 84-90 inches tall, 36 inches wide, and depending on shelf width, set 5 to 5½ feet on center. The Americans with Disabilities Act suggests 42 inch aisles. Juvenile services assumes shelving units 42-60 inches high and all reference shelving should be 42 inches high. To begin to accommodate these and other differences, shelving needs for books, recordings and videos are figured at 10 items per square foot.

Current periodicals are displayed front cover forward and current back issues are shelved behind the slanted display shelves. Additional storage space would be needed to keep additional back issues of periodicals. Currently 30 days – 1 year of a periodical is kept, depending on the frequency of the publication. The space required depends upon the number of periodicals to which the library subscribes. These periodicals require display shelving since they are shelved with the cover facing forward. The square footage needed for display is calculated by dividing the number of titles by 1.5 square feet and the space needed for storage is calculated by multiplying the number of titles by ½ and that sum by the number of years retained.

Patron Computer Workstations The number of needed patron computer workstations is calculated by using the average number of patron visits per day and dividing by 20. One workstation per 20 visits per day is the suggested ration. The number of workstations currently needed (250/20=13 workstations) is used as the benchmark from which the numbers are projected for the years 2015 and 2025.

The recommended space per workstation is 45 square feet.

User Seating Space The general recommendation for libraries for populations of over 10,000 is 5 seats for every 1,000 persons. Once the number of recommended seats is calculated, the seats attached to user workstations are subtracted. Thirty square feet is the suggested average amount of space for each seat. A possible breakdown would be 50% table, 25% carrel, and 25% lounge seating.

Staff Workstations The projected type and number of workstations needed for staff now and through the year 2025 is based on the number and type of staff and ratio of one staff person per 15,000 items circulated by the library. This ratio is recommended by the Matanuska-Susitna Borough Library Comprehensive Plan, adopted by the Borough as Ordinance Serial No. 01-095 on June 19, 2000, and amended and update since. Although the plan has been updated, the recommended staff to circulation ratio has remained the same.

Increasing demands are being placed on the staff for search/research assistance and patron training. This is due to increasing technology, the use of electronic databases, and the demand for instant and more sophisticated information. These demands are increasing steadily and will do so in the coming years. At present, there is no standard that reflects this trend. However, using the circulation figures for FY06 (as of 3:23 pm, Wednesday, June 28) 146,063 items as a benchmark and, as the multiplier, the percentage increase in legal service area (72% for 2015 and 161% for 2025), the following recommended full-time equivalent (FTE) staff has been determined:

Wasilla Public Library Present & Future – Revised & Updated 6 June 28, 2006 Projected Circulation Recommended FTE Staff 2015 251,228 16.75 2025 381,224 25.41

The projected type and number of workstations needed through the year 2025, reflects the increase in population served, anticipated technological change, and size and type of staff. The recommended size for staff workstations is 150 square feet.

Area Space Public libraries commonly have four categories of meeting rooms: (1) general program space to accommodate library-sponsored programs and other community meetings; (2) conference room space for board, staff, and small group meetings, (3) youth story time and activity space and (4) space for electronic learning resources and computer training for both community and staff education.

Formulas for determining general meeting room space recommend from 10 square feet to 20 square feet per audience seat plus space for a speaker’s podium/presentation area at the front of the room. A room seating 100 people with a moveable wall is suggested to serve the library through 2010. The above formulae allow 1100-2100 square feet for this area. To accommodate 100 people, aisles, adequate room for the presenter, space for the technology used today, equipment and chair/table storage, 2000 square feet is suggested.

With the growth in population and a major goal of the library to serve as a center for community activities, an additional 50 seats for 1000 square feet is suggested for the year 2020.

A food serving area adjacent to the program area should be provided to cater conferences and meetings. 200 square feet is suggested.

A conference room can alleviate scheduling demands on the library’s larger meeting room by providing space for small groups and staff meetings. Conference room space is calculated at 25 square feet per seat at a table and 10-12 square feet per observer seat. A conference room seating 20 persons at a table plus 10-15 observers would be from 600-680 square feet. 680 square feet is recommended.

A story time/activity area is calculated at 10 square feet per participant. It is not uncommon to have over 50 participants at summer reading programs, so an area for 75 adults/children would be 750 square feet. Children’s programming space for crafts is calculated at 25 square feet per seat. Assuming a maximum “class” of 30, this would require 750 square feet as well.

Computer training space for staff and public education, including literacy support, is computed at 50 square feet per station plus another 80 square feet at the front of the room for the trainer. A space for 15 persons is recommended for today and until 2015, and a space for 20 persons is recommended for 2025.

Special Use Space Dahlgren defines special use space as space “allotted for elements of an individual library’s program of service or for special types of furnishings that have not been accounted for in earlier sections of this planning outline”.

Wasilla Public Library Present & Future – Revised & Updated 7 June 28, 2006 Items for which space has not been allocated include paperback towers, vertical files, the microfiche/film reader/printer; typewriters; photocopiers; listening/viewing stations; map cases; atlas stands; dictionary stands; display cases and racks; public telephones; newspaper racks; children’s sit-down play area; teen ‘hang-out’ area; and small group study rooms.

The formula for computing special use space requires totaling the previous space sub-totals and dividing by 6 for minimum, 5 for moderate, or 4 for optimum allocation of special use space. The divisor 5 is chosen for moderate allocation.

Non-Assignable Space Non-assignable space is actually support space for the library and includes entries, lobby, exhibition space, storage areas, corridors, stairways, loading and delivery area, wall thickness, restrooms, custodial spaces, mechanical, electrical and electronic equipment spaces, elevator shafts, duct and pipe space.

To compute the amount of non-assignable space, divide the subtotal of assignable space by 4 for minimum allocation or by 3 for optimum allocation. The subtotal of assignable space comprises all area subtotals previously computed included special use space. The divisor chosen is 4 for minimum allocation of non-assignable space.

Additional Considerations Whatever size building is planned, it is important that it be constructed in a way which will allow for future additions.

Climate control, including air conditioning and humidity regulation, will help ensure the longevity of the library’s material collection and technological resources.

Constructing the new building in such a way as to make the most use of available daylight will help control electrical expenditures.

Were a major catastrophe to occur and the Emergency Operation System required all people to “shelter in place,” a facility that could adequately attend to the number of people in the building when the alert goes out is paramount.

Wasilla Public Library Present & Future – Revised & Updated 8 June 28, 2006

Public Library Space Needs: A Planning Outline / 2009

Anders C. Dahlgren President, Library Planning Associates, Inc.

Wisconsin Department of Public Instruction Tony Evers, State Superintendent Madison, Wisconsin

This publication is available from:

PUBLIC LIBRARY DEVELOPMENT Wisconsin Department of Public Instruction 125 South Webster Street Madison, WI 53707-7841 (800) 441-4563 (608) 266-3390

http://dpi.wi.gov/pld/plspace.html

The Wisconsin Department of Public Instruction does not discriminate on the basis of sex, race, color, religion, creed, age, national origin, ancestry, pregnancy, marital status or parental status, sexual orientation, or disability.

Table of Contents

Author’s note ...... 1

Introduction ...... 3

Preliminaries: Design Population ...... 5

Step 1 Collection Space ...... 7 Projecting Collection Size ...... 7 Calculating Collection Space ...... 10

Step 2 Reader Seating Space ...... 15

Step 3 Staff Work Space ...... 17

Step 4 Meeting Room Space ...... 19

Step 5 Special Use Space ...... 21

Step 6 Nonassignable Space ...... 22

Step 7 Putting It All Together ...... 23

Step 8 The Next Steps ...... 25

Appendix A: Selected Bibliography ...... 29

Appendix B: Space Needs Worksheet ...... 31

Author’s note

In its earliest form, Public Library Space Needs: A Planning Outline was a kind of guerilla pamphlet developed in the early / mid-1980s, outside of DPI’s official publication process. Around that time, I was a member of the Architecture for Public Libraries Committee of the Building and Equipment Section of the Library Administration and Management Association (now the Library Leadership and Management Association) within the American Library Association. The chair of the committee then was Raymond M. Holt, the author of the first edition of the Wisconsin Library Building Project Handbook. Ray brought a particular concern to the committee: that existing standards for library floor space—which then typically took some form of a per capita measure—were inadequate to define a library’s space need. He urged the committee to develop an alternative. A few years prior, the Public Library Association had issued its first version of A Planning Process for Public Libraries. With A Planning Process, PLA effectively abandoned the notion of prescriptive standards for public libraries, arguing in part that the diverse range of public library service needs in communities throughout the nation made a single standard impractical. Instead, PLA recommended a uniform planning process whereby a local library could determine service goals suited to meet the needs of its own local community. As the Architecture for Public Libraries Committee wrestled with Ray Holt’s challenge, it became clear that the old measures of floor space per capita (some of which remain on the books today!) were just as incapable of addressing the diverse range of local needs as were all those other traditional library standards. It became clear that a library’s space needs are determined by the resources and services necessary to meet its community’s demands and service requirements. Amid all that, I joined the staff of the Wisconsin Division for Library Services as the Consultant for Public Library Construction and Planning. I continued to play with the ideas generated by the Architecture for Public Libraries Committee, fashioning a simplified space needs assessment model organized around six broad types of floor space. This was folded into a document kept on file in the depths of the centralized word processing operation DPI maintained back then. Whenever a library asked about how to figure out its space need, this lengthy missive was cranked out and mailed. This ―form letter‖ printed out as a kind of booklet and, for all intents and purposes, amounted to the first edition of the Outline—all produced initially without the benefit, knowledge, or approval of DPI’s editorial staff. After multiple mailings of this under-the-radar booklet and lots of feedback from a captive audience of Wisconsin public librarians, it was time to formalize the Outline into an Official Publication. With extensive support from DPI’s editors, Publication No. 8210 appeared in 1988. A revision was published online in 1998. Since that original publication, a number of state library agencies and state library associations have modeled similar recommended processes on Public Library Space Needs: A Planning Outline, including Connecticut, Iowa, Illinois, and Texas.

The late Lee Brawner published Determining Your Public Library's Future Size: A Needs Assessment and Planning Model, elaborating the Outline’s kernel into a book- length planning methodology. ALA’s Building and Equipment Section published Building Blocks for Planning Functional Library Space, which provides recommended unit space allowances for elements and features that are typically housed in a library, forming an authoritative basis for an estimate of space need once the library’s contents have been determined. In 2007, the Library Buildings and Equipment Section of the International Federation of Library Associations published IFLA Library Building Guidelines: Developments & Reflections which includes a variation on the Outline as its recommended method for establishing a library’s space need. It’s gratifying to see that the Outline has ―legs,‖ given its modest beginnings. This update reflects the essential facility concerns of public libraries in the early part of the 21st century and with a little luck will continue to be a useful tool for librarians across Wisconsin and beyond. Thanks to John DeBacher, Consultant for Public Library Administration in the Wisconsin Division for Libraries, Technology, and Community Learning, for shepherding this revision through DPI’s production protocols, and to John Thompson of the Indianhead Federated Library System and Deb Haeffner of the South Central Library System, who gave the initial revisions a thorough reading and offered many valuable suggestions.

Anders C. Dahlgren President Library Planning Associates, Inc. Normal, IL

2 Author’s note

Introduction

This outline is intended to help librarians and library trustees determine whether to initiate a facilities planning process. By completing it, librarians and trustees can obtain a general estimate of their library’s space needs based on their library’s underlying service goals. With that estimate, planners can assess the adequacy of their library’s existing overall square footage and determine if a more detailed study is called for. The process described in this outline evolved from a simple concept—that library space needs are based on what a library must house in order to serve its community adequately. The things a library must house to meet its community’s needs all have identifiable spatial requirements. Determine the library’s inventory and its space needs follow. This outline defines six broad types of library space—collection space, reader seating space, staff work space, meeting space, special use space, and nonassignable space (including mechanical space). It suggests how library goals relating to each of these areas can be projected to meet future needs and provides a way to translate resulting service assumptions into space needs. In brief, the process outlined involves the following steps.

• Identify the library’s projected service population, known as the design population. • Estimate the collection inventory the library will provide to meet future service requirements and calculate how much floor space is needed to house that projected collection. • Estimate the number of seats the library will need to accommodate in-house use of the collection and how much floor space these seats will require. • Estimate the number of staff work stations that will be necessary to support the staff's projected routines and how much floor space they will require. • Estimate the type and capacity of meeting rooms that the library will need and how much floor space these will require. • Calculate an allocation for miscellaneous public- and staff-use space (called special use space). • Calculate an allocation for vestibules, furnace rooms, rest rooms, and other types of nonassignable space. • Consider whether additional special allocations of space may be needed to accommodate unique features, services, or collections. • Assemble the estimates for all of these types of space into an overall estimate of space needs.

The results of this examination will inform all subsequent planning by local trustees and library staff. Comparing the findings of this simplified assessment against the space available in the existing building will mark an initial indication of need. The space needs indicated here can be used to evaluate the adequacy of the present site or the amount of property that will be needed at a new location. It can also provide an early gauge of a prospective building project budget. Library planners must also acknowledge that availability of space, or lack of it, is not the sole reason for examining physical facilities. The need to improve energy efficiency and the condition of heating, ventilating, and air conditioning systems; to insure handicapped accessibility; to adapt to meet the electrical and telecommunications requirements of tomorrow’s library technologies; and to assess the general effectiveness of the work flow are other suitable reasons for examining the structure that houses a local library. Changes in community demographics, social trends, and local economic factors may also infuse the discussion. What worked well for the community in the library’s former plan of service may constrain the delivery of services today. However, this outline simplifies the mechanism for assessing a library’s space need and does not presume to produce an exhaustive estimate of space needs. It is intended to provide a quick, initial estimate of a library’s space needs. Many factors affecting service projections and space needs are beyond the scope of this short publication. This outline assumes the library has a long range plan of service in place to guide the determination of the future service goals that in turn will shape the library’s space needs. The outline requires use of data that should be readily available to local planners—annual circulation, total holdings, and so on. If a particular data element is not available, it is well within the spirit of this process to make a reasonable estimate of the missing data. A special data-gathering effort could be undertaken, or a sampling exercise might provide useful information to incorporate within this process, but such efforts will involve more time and energy than this outline is meant to require. We also acknowledge that the outline is written for the Wisconsin library community but may be used by libraries beyond Wisconsin. This may require further adaptations to the methodology. Where the outline refers to the Wisconsin Public Library Standards, for example, a library in another state may need to refer instead to that state’s standards. The outline is also designed for a public library service environment, but with creative adaptation could be applied to other type-of-library settings. The essential concepts underlying this methodology can be applied broadly. Work space is provided throughout the text for calculations and notes. A work sheet is included in Appendix B to help with the calculation of a library’s projected overall space need. Examples are also provided to illustrate how to make certain calculations, although the examples are not intended to recommend a specific library service level or planning assumption.

4 Introduction

Preliminaries:

Design Population

Planning for an effective library facility begins with determining the library’s design population—identifying the population the expanded library will be expected to serve. Knowing the design population helps library planners calculate several of the service parameters used to assess space needs in the steps which follow. There are two key factors to consider in establishing the design population. First, the design population should be a projection of the population in the library’s service area. Since library buildings are an important capital investment for most communities, it is crucial that they be planned to respond to current and future needs. The recommended time frame for planning is 20 years, although if the best available projection extends over a shorter period, adapt the planning horizon and use that projection. Second, the design population should take into account the fact that the typical Wisconsin library serves an area that extends beyond the boundaries of the municipality in which it is located. The municipality may be considered the library’s primary service area, but most public libraries serve individuals from beyond municipal boundaries by virtue of participation in a public library system or county library service or by virtue of reciprocal agreements with neighboring libraries. To ignore the service implications of traffic generated by these individuals would mean planning a facility that would be outgrown too quickly. Estimates of the projected population for a public library’s primary service area—typically the municipality itself—can often be obtained from the municipality, county, or from a regional planning commission. The Wisconsin Department of Administration updates its projections periodically. Local school districts may also be a source for such projections, although the school district’s service area may not coincide with the public library’s service area. To this forecast should be added an estimate of the library’s nonresident service population. One simple way to estimate the nonresident population is based on the proportion of resident borrowing and the proportion of nonresident borrowing. If one assumes that residents and nonresidents tend to borrow material at roughly the same rate per capita, then the balance between resident and nonresident circulation reflects the balance between the resident and nonresident population. Furthermore, if one assumes that the proportion of resident to nonresident borrowing will remain constant for the duration of the 20-year planning time frame, one can use the current proportion of resident borrowing to calculate the library’s projected, extended population—its design population. The public library statistical database maintained by the Public Library Development Team in the Wisconsin Division for Libraries, Technology and Community Learning (http://dpi.wi.gov/pld/dm-lib-stat.html) makes one estimate of the extended service population for every library statewide. While this represents a

useful starting point, the formulas used to devise this estimate may or may not be wholly applicable for this particular purpose for every community in the state. For other discussions of calculating an extended service population for a public library, see the current edition of the Wisconsin Public Library Standards (http://dpi.wi.gov/pld/pdf/standard2.pdf#page=3). Also refer to the second edition of Wisconsin Library Building Project Handbook and Lee Brawner’s Determining Your Public Library’s Future Size. Full citations for these resources may be found in Appendix A.

Formula. To calculate a design population, divide the projected resident population by the percentage of resident borrowing.

Example. The current municipal population of Sampleville is 5,000. The public library’s annual circulation is 75,000 items, of which residents borrow 50,000 items, or 66 percent. If a projected municipal population of 8,000 represents 66 percent of the design population, then the current service population also represents 66 percent of the library’s total design population. If the municipal population is projected to grow to 6,000 and the ratio between resident and nonresident borrowing remains the same, the estimated design population is 9,010 (6,000 0.66 = 9,010).

Be aware that specific local conditions may suggest adjustments to these calculations. If there is reason to believe the balance between resident and nonresident use will shift during the 20-year planning time frame, planners could apply their estimate of the projected proportion of resident use to calculate the design population. Other local and regional factors may also come into play, such as whether rural bookmobile service is to be discontinued, or whether a nearby community plans to establish or relocate a library or expand its hours of service.

6 Preliminaries: Design Population

Step 1

Collection Space

By projecting the library’s collection size, planners can quantify the space needed to house the collection. A typical section of library shelving affords a specific amount of linear feet of shelving space, which in turn affords a certain capacity per shelving unit. Each shelving unit occupies a discrete amount of floor space, so one can estimate the number of volumes that can be housed per square foot of floor space. Given this direct link between the size of the collection and the floor space required to house it, projection of collection size is one key to determining a library’s space needs. This outline covers four components commonly found in public library collections:

• books, • periodicals, • nonprint material, and • digital resources.

Other types of material, like microforms, are still found in some collections, but in the interest of keeping this methodology simple and easy to apply, these additional collections are only treated indirectly under Step 1. See Step 8 for further refinements of these estimates. As with the projection of the library’s service population, it is most effective to make these projections over a 20-year period.

Projecting Collection Size Projections of collection growth should consider at least two factors:

• application of current standards for public library service (for example, Wisconsin Public Library Standards); and • calculation of the library’s rate of addition to the collection extended over the planning time frame.

Taken together, these factors can guide library planners as they develop a projection of collection size based on their understanding of a community’s library service patterns, priorities, and needs. Standards can be used to suggest a minimum collection size; the library’s rate of addition can be used to temper or redirect the recommendation of the standard. Other factors may come into play as well. A system or county resource library may be obligated to maintain a larger collection than is recommended by the standards. The library’s service emphases may also have an effect on collection size.

Each library will also need to assess the impact of the growing availability of information by way of electronic and digital sources. Some libraries anticipate that electronic resources will slow the rate of growth in traditional collections or even reduce the quantities that will be needed in those traditional collections. Other libraries anticipate little effect. Still others anticipate that some parts of the collection (periodicals, reference holdings) will be affected substantially while other parts will be affected less dramatically. The key to this step, as with every other step in the space needs assessment process, is the board and staff’s understanding of local needs. This process assumes that the library has a current collection development policy, and that maintenance of the collection (weeding) is up-to-date. The application of a standard is a simple way to project collection size. Wisconsin Public Library Standards recommends that a local library can define appropriate service goals for growth in its print and nonprint collection through comparisons with other similar libraries. The analysis defines four levels of effort that a library may apply—basic, moderate, enhanced, and excellent. Local planners should determine which level of effort is appropriate for the library and the community. Using the standards, an estimate of collection growth can be calculated based on the library’s design population.

Formula. To calculate the recommended collection size using current standards, multiply the standard by the design population.

Example. Planners in Sampleville determined that a ―moderate‖ level of effort regarding the book and nonprint collections was appropriate, but that a ―basic‖ level of effort regarding periodicals was appropriate. Based on a design population of 9,010, the Sampleville Public Library should plan for a collection of 35,139 volumes (at 3.9 volumes per capita), 100 periodical titles (at 11.1 titles per 1,000 population), 1,622 audio recordings (at 0.18 per capita), and 2.523 video recordings (at 0.28 per capita).

The Wisconsin Public Library Standards represents one tool for determining future collection size. Sometimes a library needs to apply other measures to define a suitable collection development goal. Many times, it will benefit the library to explore additional techniques for projecting collection size as a means of testing and validating the recommendations made using the standards. Use the library’s recent rate of addition as a check against the application of a standard. Consider both the library’s gross rate of addition (annual additions only) and the library’s net rate of addition (additions less withdrawals). By the time a library undertakes an assessment of its space needs, available shelf space may be at a premium, which may have prompted an unusually high rate of withdrawals. That could produce an artificially low—and potentially misleading—net rate of addition. Calculate the library’s rate of gross and net addition as an average over a five or seven or ten year period. This will mitigate the effect of any unusually generous or restrictive years for acquisitions.

8 Step 1: Collection Space

As these rates of addition are extended through the library’s planning time frame, it creates a counterpoint to the application of a standard. The result may validate the standard, or it may lead staff and board to reexamine their forecasts for collection growth.

Formula. To project collection growth based on the library’s rate of addition, multiply the average annual rate of addition by the duration of the planning time frame (typically 20 years); then add the result to the current collection size.

Example. The Sampleville Public Library’s collection numbers 28,000 books. Over the last five years 3,550 volumes have been added and 925 volumes withdrawn. Net additions during that period have totaled 2,625. Gross additions have averaged 710 volumes per year; net additions have averaged 525 volumes per year. If the library sustains a rate of addition of 710 volumes per year over the next 20 years, it will add 14,200 volumes, bringing its total holdings to 42,200 volumes. If the library extends its recent net rate of addition over the next 20 years, it will add 10,500 volumes, bringing its total holdings to 38,500 volumes.

Digital and electronic information resources constitute the final component of a library’s collection resource. With the increased amount of digital information and resources, it becomes increasingly important for libraries to provide access to that material. The degree and type of access will be conditioned by the number of public access computers that the library provides for patron use. The number of public access computers will in turn determine how much space the library will need in support of this function. Published formulas to calculate the number of public access computers can vary widely. The Wisconsin Public Library Standards recommends a minimum of one public access computer per 1,000 population for libraries serving fewer than 5,000; for libraries serving more than 5,000, the standards recommend one public access computer for every 2,000 population served. The standards also note that the library should provide ―a sufficient number of workstations to accommodate patrons with minimal wait times for access to the library’s catalog, the Internet, and other electronic resources.‖ Other factors that may be useful to consider in determining a suitable inventory of public access computer stations can include:

• daily traffic through the building, presently and in the future. Some formulas suggest one terminal for every 20 visits while other recommendations suggest one terminal for every 10 visits (or even fewer) • the kinds of environments that the library intends to create around its public computer stations (if the setting will foster extended periods of patron use, additional terminals will be needed) • the degree to which separate hardware platforms are needed to access different digital information resources (if several resources or databases can be accessed via the same computer station, the efficiency of this distribution pattern may translate into a need for fewer terminals)

Step 1: Collection Space 9

• the degree to which wireless connectivity and hard-wired access ports will encourage patrons to bring their personal laptops to the library to use (which may reduce the number of machines provided by the library) • the library’s own direct observation of patron queues waiting for access to terminals presently on-site; and • the experience of neighboring libraries regarding the number of terminals provided for the public.

In consideration of these factors, planners can make an estimate of the number of public computer stations or terminals that will be needed. Note that any terminals provided in a computer training lab (if one is to be included in the library’s plans) are tallied in Step 4, ―Meeting Room Space.‖ Also note that the immediate goal is to define the space needs for public computer stations now, and in the future. The library will not necessarily provide all of the stations immediately, but will grow into this space.

Calculating Collection Space Once the size of the collection has been determined, the amount of space necessary to house that collection can be estimated.

Books The number of volumes that can be stored in a given space may vary from five to 30 volumes per square foot, depending on several factors, including the height of the shelving, the width of the aisles, the type of material—for example, reference versus children’s books—and so on. A general average for books housed in different environments is ten volumes per square foot. This is predicated on housing a normal variety of adult trade books on full-height shelving 84 inches or 90 inches tall installed with a three-foot aisle—and leaving the top and bottom shelves vacant for future expansion. More commonly, a library will find it necessary to fill the top and bottom shelves, in which case an average of some 15 volumes per square foot can be achieved. Obviously, the preferences a library has and the choices a library makes with regard to shelving and display strategies will affect its collection capacity per square foot. The width of the aisle in the collection also affects the library’s collection capacity per square foot. The Americans with Disabilities Act currently specifies that the aisles in a library bookstack should be no narrower than 36‖—but a 42‖ aisle is strongly recommended. Some libraries are choosing to install shelving today with an even wider aisle. Obviously, with a wider aisle the collection is spread out over a broader area, and the library achieves a lower capacity per square foot. Recognizing that all these variables are in play, a library should consider whether it prefers to apply a minimum recommendation for collection capacity per square foot, a moderate recommendation, or an optimum recommendation. A minimum recommendation of 15 volumes per square foot will produce the smallest reasonable area to house the collection. A moderate recommendation of 13 volumes per square

10 Step 1: Collection Space

foot will produce a larger area, while an optimum recommendation of 10 volumes per square foot will produce the most generous area for the book collection. As one shifts between the minimum, moderate, and optimum recommendations, the underlying shelving environment shifts. In a minimum setting, the aisles will be narrower on average (closer to the 36‖ minimum required by the ADA), shelves will be taller (closer to traditional full-height shelving in the adult collection) and there will be less opportunity for display and marketing of the collection. In a moderate environment, the aisle will be somewhat wider and there will be more opportunities for display and marketing. In an optimum environment, the aisles will be quite wide, the shelving may be lower (and therefore more reachable for more patrons), and there will be marketing options distributed throughout the collection. Also be aware that the measure one chooses on this spectrum from minimum to moderate to optimum affects one’s ability to accommodate other types of collections. Earlier it was noted that the Outline process does not necessarily account for every segment of a library’s collection. Microforms, for example, are not addressed directly. If the library has a notable collection of materials that are not addressed directly in this methodology, accommodate that additional material by using a more generous allocation here. Instead of a moderate allocation of 13 volumes per square foot, apply the optimum allocation of 10 volumes per square foot; the difference between the moderate result and the optimum result will roughly represent a space allocation for the library’s ―other‖ collections.

Formula. To estimate the space needed to house the library’s book collection, divide the total projected collection by 15, 13, or 10.

Example. According to Sampleville Public Library’s application of the standards, a collection of roughly 35,250 volumes is recommended. Local planners agree that a moderate shelving environment is most appropriate. A space allocation of roughly 2,700 square feet will be needed for the collection (35,250 volumes 13 volumes per square foot = ±2,700 square feet).

As a variation on this formula, libraries that need to house a large print collection may wish to acknowledge the fact that a portion of the collection will be in circulation at any given time. If 10% of the collection is typically in circulation at any given time, the library could plan to provide shelf space for 90% of its entire collection. This, of course, leaves the library with less shelf space to manage its collection during the normal seasonal cycles of use.

Periodicals Periodicals require two types of shelving—display shelving for current issues and storage shelving for back issues. Determine the number of periodical titles the library can anticipate carrying in the future, noting the recommendations that are included in the Wisconsin Public Library Standards’ quantitative standards (http://dpi.wi.gov/pld/standard.html). The Americans with Disabilities Act specifies that current periodical display shelving is subject to a height limitation. If an individual in a wheelchair can

Step 1: Collection Space 11

approach current periodical display shelving from the side, a 54‖ maximum vertical reach is allowed; if only a front approach is possible, a maximum 48‖ vertical reach is allowed. This height restriction affects the number of titles that can be displayed clearly with the full cover exposed as well as the number of titles that can be housed per square foot. On average, one square foot of floor space is needed for each current issue to be displayed, an allowance that accommodates ADA requirements. Next, determine the number of periodical titles for which the library will retain back files, and estimate the number of years that will ordinarily be retained. The library may or may not retain back issues for its entire subscription list. Many libraries are reducing the duration of their back files as more of this material becomes available in digital form. Allow 0.5 square feet per title for every year retained.

Formula. To estimate the space needed to display current issues of the library’s periodical collection, divide the number of titles to be displayed by 1.0. For periodical storage, multiply the number of titles to be retained by 0.5, and multiply that product by the average number of years to be retained. Add these two figures together.

Example. According to Sampleville Public Library’s application of the standards, a collection of 100 magazine titles is recommended. For current issue display, the library will need 100 square feet (100 titles 1 title per square foot = 100 square feet). The library anticipates keeping all of these titles in back issues, for two years on average. This will require another 100 square feet (100 titles x 2 years x 0.5 = 100 square feet). In all, the Sampleville Public Library will need 200 square feet for its magazine collection.

Nonprint material For nonprint material, planners should project those holdings 20 years hence using the methods described above. Note recommendations that may be included in applicable public library standards. As with the book collection, once the size of the audio and video collection has been determined, the amount of space necessary to house that collection can be estimated. Traditionally, the same broad rule of thumb that applied to the book collection has applied to the nonprint collection as well—ten items per square foot. But the same variables are in play within the nonprint collection as are in play with the book collection: taller or lower shelf heights, wider or narrower aisles, more or less marketing and display. As with the book collection, choose a minimum allocation of 15 items per square foot, a moderate allocation of 13 items per square foot, or an optimum allocation of 10 items per square foot. As with the book collection, the minimum allocation will result in a nonprint display with taller shelves, narrower aisles, and fewer opportunities for marketing and display. The optimum allocation will result in nonprint display with lower shelves, wider aisles, and more marketing options.

12 Step 1: Collection Space

Formula. To estimate the space needed to house the library’s nonprint collection, divide the total projected collection by 15, 13, or 10.

Example. According to Sampleville Public Library’s application of the standards, a collection of roughly 4,150 items is recommended (specifically 1,622 audio recordings and 2.523 video recordings). Local planners agree that an optimum shelving environment is most appropriate because they want to be sure to accommodate marketing and display opportunities here. A space allocation of roughly 415 square feet will be needed for the collection (4,150 items 10 items per square foot = ±415 square feet).

Public access computer stations The appropriate allocation for a public access computer station depends in part on the type of use the library wishes to encourage at each individual computer. At a computer dedicated for use as an online catalog, for example, the library may want to encourage a higher degree of turnover at that station in order to insure greater patron access to the library’s catalog. If this is the library’s intent, an OPAC might be presented in a smaller space, at a stand-up station, with a minimum of adjacent counter space. At a public access computer station where the library anticipated encouraging longer-term use, a larger space allocation might accommodate seating for the user and additional adjacent counter space. At a station where a patron can do media production, an even larger allocation could be appropriate to accommodate scanners and other peripherals. The space allocation needed for public access computer stations will also be affected by the number of computers the library provides. A library that provides a large inventory of public access computers is more likely to achieve economies of scale as the stations are deployed across the floor, and those economies of scale can lead to a smaller space allocation per station. A library with a smaller inventory of public access computers will often need a larger allocation of space per station. Another factor that affects the space needs of public access computer stations is whether the stations are concentrated or distributed within the library. If the library concentrates its public access computer stations in one or two or three areas or nodes, the layout of this equipment will be more likely to achieve economies of scale through higher density and a smaller allocation per station will be needed. If the stations are distributed throughout the library, the layout will be less likely to benefit from economies of scale, and a larger allocation will be needed per station. Taking all of these factors into account, a minimum allowance of 35 square feet per public access computer station is recommended. A moderate allowance of 45 square feet per public access computer station is recommended. And an optimum allocation of 50 square feet is recommended.

Formula. To estimate the space needed to house the library’s public access computer work stations, multiply the number of terminals by 35, 45, or 50.

Examples. After examining use patterns at Sampleville and the surrounding libraries, planners establish a service goal to provide 30 public access computer

Step 1: Collection Space 13

stations. They determine that a moderate allocation of 45 square feet per station is appropriate, given the overall inventory of stations they intend to provide and the way in which they expect to cluster the stations within the library, resulting in a space allocation of 1,350 square feet. Combined with the previous allocations for the Sampleville Public Library’s collections, the total area needed for collections is 4,665 square feet (2,700 square feet for books, 200 square feet for magazines, 415 square feet for nonprint, and 1,350 square feet for public access computer stations).

14 Step 1: Collection Space

Step 2

Reader Seating Space

An allowance for reader seating needs to be made. Step 2 provides space for the library’s general reader seating. Typically this will include seating at tables, carrels, lounge chairs, and the like. It can also include other types of settings, such as a diner booth that may be provided in a young adult area, or a rocker in a preschool collection. The library will probably provide additional spaces where a patron may sit—at some of the public access computer stations discussed in the previous step or in small group study rooms (which will be discussed in Step 5)—but those examples represent seating provided for a specific, designated purpose. The seating inventory discussed here includes general, undesignated reader seating. One common, broad recommendation is that a library should provide five reader seats for every 1,000 people in its service area. More detailed guidelines in other planning manuals usually suggest allocating reader seating on a sliding scale, decreasing the number of seats provided per 1,000 population as the total population increases. The following reader seating schedule based on a library’s design population is recommended for use with this space planning outline.

Population Seats per 1,000 population 1,000 22.50 2,500 14.25 5,000 10.00 10,000 7.00 25,000 4.50 50,000 3.00 100,000 2.25

Conceptually, this pattern should continue for libraries serving larger populations. The corresponding benchmark at 250,000 population would be 1.50 seats per 1,000 population, and the benchmark at 500,000 population would be 1.00. But libraries serving these larger populations are highly likely to operate multiple facilities, which introduces a complexity that is beyond the scope of this simple seating schedule. Reader seating needs for facilities in a multi-facility service setting should be assessed on a case-by-case basis. For a library with a design population that falls between these benchmarks, the recommended number of seats per 1,000 would be calculated somewhere between the respective seating recommendations. A library serving 22,000 people falls between the 10,000 and 25,000 benchmarks, and its recommended seating level should fall somewhere in the range of 7.00 and 4.50 seats per 1,000 population, say 4.90 seats per 1,000 population. Sampleville Public Library, with a design population

of 9,010 falls between the benchmark of 10.00 seats per 1,000 at a population of 5,000 and the benchmark of 7.00 seats per 1,000 at a population of 10,000. Based on these benchmarks, planners in Sampleville might opt for a recommendation of 7.50 seats per 1,000 population. This recommendation only establishes a base or starting point for further consideration. Depending on a library’s mission and service emphases, it may be appropriate to adjust the recommendation up or down. For instance, if a library’s service profile emphasizes delivering popular materials, it may encourage patrons to browse through the collections and select material to be charged out and read at home; long-term in-house use may not be encouraged, and fewer seats may be required. Alternately, a public library that emphasizes a close collaboration with the local schools may specifically encourage long-term in-house use to support students working on assignments, and extra seating may be advantageous. Libraries may also wish to create special lounges with such furniture as booths or overstuffed chairs which can require additional space. Wireless access can also suggest special seating (i.e., tablet arm chairs) and reading tables with additional space. Just as the specific space required to house a library collection depends on the type of shelving used and the type of material stored there, so the exact amount of space needed for reader seating will vary depending on the type of seating. Seating at tables, for example, requires 25 square feet per seat, while seating in a lounge setting requires 40 square feet per seat. Seating in the kind of diner’s booth noted earlier will require an allocation toward the upper end of this range. Individual seats that support a folding tablet to support a patron’s use of a laptop for wireless access to the library’s network will also likely need a somewhat larger allocation. Within this range of 25 to 40 square feet per seat, as a broad average allow 30 square feet per seat.

Formula. For a general estimate of the space needed to provide adequate reader seating, multiply the number of projected seats by 30 square feet.

Example. Since Sampleville’s design population is 9,010, the recommended number of seats per 1,000 population would fall somewhere between 10.00 and 7.00. For purposes of this estimate, planners assume a rate of 7.50 seats per 1,000 population, for 68 seats. At 30 square feet per seat, 2,040 square feet will be required for reader seating.

16 Step 2: Reader Seating Space

Step 3

Staff Work Space

Building or expanding a facility offers opportunities to reorganize relationships among existing work stations and to add new work stations to improve service to the community. To determine the appropriate number of service points and appropriate staffing levels at each service point, examine present staff assignments and workloads. Examine trends in service patterns—increasing reference use or young adult use, for example. Compare local staffing patterns with those of neighboring libraries and other libraries of comparable size. Examine each existing and prospective department or service area—circulation, technical services, reference, children’s services, and so on. Determine if a service point is appropriate given present or anticipated workloads; if so, identify how many staff members are needed to meet the projected service need. Note that this refers not to the number of individual employees or the number of full-time equivalents (FTEs) on the library payroll, but to the number of places within the library, or stations, that the staff will need to support the library’s service program. In some situations, several different individuals can occupy a single work station at different times during the week (think of a charging station at a circulation desk). Conversely, in others, it may be desirable to provide two or more work stations for certain employees (a children’s librarian, for instance, may work at a public service desk part of the time and have a separate station or office away from that desk). Concentrating on an inventory of work stations enables planners to focus on the tasks to be performed in a given area and how those tasks relate to other library operations. Also note that in some libraries the adoption of self-service strategies (self- service—or express—check-out, for example) will have an impact on the distribution of staff work stations and sometimes on the number of staff work stations. As part of this inventory of staff work stations, a library that anticipates shifting the bulk of its circulation transactions to a self-service configuration, may need fewer staff work stations to attend the circulation process. (Note, however, that the reduction in staff work space in this example will likely require an increase in the calculation of the allocation for special use space—see Step 5—to accommodate the necessary inventory of self-service check-out stations.) In other situations, a library may intend the self-service stations to represent an alternative to traditional, staff-mediated circulation, so the inventory of staff work stations may not otherwise change. (The allocation for special use space, though, could well still be increased to accommodate a possible increase in the number of self-service check-out stations.) Other changes in library operations patterns may result in variations in the inventory of staff work stations. Over the last twenty years, many larger libraries have found a need to create an information technology department to provide staff support to maintain an ever-expanding in-house network. Some smaller libraries have

found an advantage in providing a modest space where network maintenance and simple hardware repairs can be made. A broad increase in the volume of interlibrary loans could prompt the creation of or increase in the number of staff work stations involved with ILL processing. Evolving considerations like these should be taken into account as part of the library’s inventory of staff work stations. The particular furnishings and layout for each staff work station will vary depending on the specific work routine the station supports. Many work places in a staff workroom will be a variation on a cubicle or desk setting. A work station for processing in a technical services department will be configured very differently. Likewise, a work station for sorting recently returned material and preparing them for reshelving will have its own specific requirements. In a similar fashion, the space needed by individual work stations will vary according to the specific requirements of each station. The space allocation for most staff work stations will fall within a range of 125 to 150 square feet, although some may require even more and others will require less. For purposes of making an initial calculation of the library’s space need, apply a minimum recommended allocation of 125 square feet per station. A moderate allocation would be 140 square feet, while an optimum allocation is 150 square feet. Larger libraries may find that the number of staff work stations that are needed to meet future service demands produces an economy of scale that permits efficiencies in the layout and design of staff work space that in turn allows them to apply a smaller space allocation. In practice, some work stations will likely be larger and others will likely be smaller but on balance a larger library with a larger inventory of staff work stations will be able to apply a smaller unit space allowance for this function. A smaller library will likely need a larger unit space allowance. Final space allocations will be based on further evaluation of the specific routines to be accomplished at each work station and the amount of furniture and equipment necessary to support those routines.

Formula. To estimate the area needed for staff work space, multiply the number of work stations by 125, 140 or 150 square feet.

Example. Planners in Sampleville identified eight work stations for an expanded facility—three in circulation (check-in/registration, check-out, book sorting); three in technical services (cataloging, typing, processing and mending); one for a future children’s public service desk; and one for the director’s office. Because Sampleville will likely be a smaller facility, planners also opted to apply the more generous space allocation for work stations. At 150 square feet per station, these eight stations require 1,200 square feet.

18 Step 3: Staff Work Space

Step 4

Meeting Room Space

Many public libraries provide meeting rooms to accommodate library-sponsored programs and other community meetings. The number and size of meeting rooms should be determined by the library's anticipated programming activities and by the availability of similar rooms elsewhere in the community for use by other local groups. There are four broad types of meeting room space commonly found in public libraries. General program space (with lecture hall or theatre seating), conference room space, and children’s storytime space are found in many libraries, and increasingly libraries are choosing to provide dedicated space for a computer training lab. Depending on the demands of its community, a library may have one or more general meeting or programming rooms. If the library provides no other space for meetings and programs, a general multi-purpose space will typically be the choice. In a smaller library, this kind of room can support general library programs, board and committee meetings, and children’s storytimes. The desired audience capacity will determine much of the space need here.

Formula. In a general meeting room, a library should allow 10 square feet per audience seat, plus another 100 square feet for a speaker’s podium / presentation area at the front of the room. A conference room can alleviate the scheduling demands on the library’s larger meeting room, freeing that room for other uses when the library board meets or another smaller group is scheduled to meet.

Formula. Assuming seating at a conference table, allow 30 square feet per seat. As a variation, allow 10 square feet per seat for any additional seating in a gallery or audience, if one is to be provided (if the conference room is used for board meetings, open meetings law requirements may obligate some kind of accommodation for an audience).

A storytime room likewise can alleviate the scheduling demands on the library’s larger meeting room. Depending on the frequency of children’s programming activities, a separate room for storytimes can be advantageous. A separate room creates a chance to locate the room within the children’s library, close to the material that the programming activity is meant to promote. When it’s designed, a storytime room can also be configured to support any ―overflow‖ in the children’s department during peak use hours.

Formula. In a storytime room, allow 10 square feet per child, plus another 50 square feet at the front of the room for the program leader. As a variation, note

that many children’s programs include a craft activity, and if that is part of the library’s plan of service, another 5 square feet per seat should be added to this allocation.

More and more libraries are setting aside dedicated space for a computer training lab for the public and staff. If the room is open for general use when there are no scheduled training sessions, it offers the advantage of expanding the number of computer work stations that are available to the public.

Formula. In a computer training lab, allow 50 square feet per station, plus another 80 square feet at the front of the room for the trainer (an allowance of 50 square feet reserves the option of seating two per station).

Example. In Sampleville, planners reviewed the library’s programming activities and assessed the availability of other meeting facilities in the community. They determined that the library ought to provide a general meeting room to seat 75— this room would also double as the board room—and a separate children’s storytime room to seat 25. The library’s typical storytime program includes a craft activity, so planners use an allocation of 15 square feet per seat in the storytime room. The area needed for the meeting room is 850 square feet (75 x 10, plus another 100 square feet for the speaker). The area needed for the storytime room is 300 square feet (25 x 15, plus another 50 square feet for the storyteller). The total area needed for meeting and programming functions is 1,150 square feet.

20 Step 3: Meeting Room Space

Step 5

Special Use Space

Special use space must be allotted for elements of an individual library’s program of service or for special types of furnishings that have not been accounted for in earlier sections of this outline. For example, none of the four types of library floor space described thus far includes an allocation for index tables, newspaper racks, pamphlet files, microfilm readers, or photocopiers. Small group study rooms represent another kind of special use space, as does a staff lounge or break room. More and more libraries are seeking to accommodate some kind of refreshment or beverage service, another use that falls under the heading of special use space. A server room, which is an increasingly important part of a library’s day-to-day operational needs, can also be considered as part of special use space. Dedicated stations for self-check-out activities could also be considered as special use space. Because of the interest expressed by more and more libraries to house features such as a refreshment corner or a library café or small group study rooms, special use space occupies a growing share of the overall, or gross area of a typical public library. At a minimum, special use space will likely occupy about 12% of the gross area of the library building. A moderate allocation will be in the range of 15% of the gross area of the building, while an optimum, generous allocation will be about 17% of the gross area of the building. Planners should consider whether a minimum, moderate, or optimum allocation is most suitable. A calculation in Step 7, ―Putting It All Together,‖ includes an allocation for special use space.

Step 6 Nonassignable Space

Nonassignable space is that portion of a building’s floor space that cannot be applied or assigned directly to library service. Some representative types of nonassignable space are furnace rooms, janitor’s closets, telecommunications closets, storage rooms, vestibules, corridors, stairwells, elevator shafts, and rest rooms. Such space is necessary to support the operation of the building, but it cannot be used directly for library service. Nonassignable space generally comprises about 25 to 30 percent of the gross square footage of the finished building. A minimum allocation will represent 25% of the gross area of the building. A moderate allocation will represent about 27% of the gross area, while an optimum allocation will represent 30%. Planners will need to determine what points within this range represent the best estimate of the library’s space needs for nonassignable purposes. The final allocation of nonassignable space will depend on the efficiency of the library design, the size of the project, whether the project involves new construction or alterations of an existing building, and possible site constraints, among other factors. A smaller building is more likely to have a larger proportionate nonassignable space allocation. Projects that involve the expansion or adaptation of an existing structure are also more likely to have a larger proportionate nonassignable space allocation. A calculation in the next section, ―Putting It All Together,‖ includes an allocation for nonassignable space.

Step 7

Putting It All Together

The space needs estimates developed in Step 1 through 4 for collection space, reader seating space, staff work space, and meeting room space can be added to derive a subtotal of four of the six kinds of space need. Based on the allocations selected for special use space and nonassignable space (minimum, moderate, or optimum) a calculation is made to translate the subtotal into an estimate of the gross area needed for the building. If a library chooses to apply the minimum level for both special use space and nonassignable space, for instance, the combined allocation for these purposes will represent 37.5% of the gross area of the building. This means that the allocation for the remaining types of space – those calculated in Steps 1 through 4 – will constitute 62.5% of the building’s area, and the gross area can be calculated by dividing the subtotal derived from Steps 1 through 4 by 62.5%. Then add the estimates for each of the six types of library floor space to produce an estimate of the library’s overall space needs.

Formula. To calculate an estimate of the recommended gross area of the building (GSF), start by adding the allocations derived for the first four types of space – collection space, reader seating space, staff work space, and meeting room space – to create a subtotal (S1). Then add the proportionate shares chosen for special use space (sp) and nonassignable space (no) and subtract the combined share from 100%. Divide the subtotal (S1) by that result.

Example. Library planners at Sampleville make a moderate allocation for special use space and a moderate allocation for nonassignable space. Their allocations for the first four types of space combined for a subtotal of 9,055 square feet (4,665 square feet for collections, 2,040 for reader seating, 1,200 for staff work space, and 1,150 for meeting facilities). A moderate allocation for special use space and for nonassignable space combine to represent 42.5% of the gross area of the building, which means that the subtotal of the first four types of space represents 57.5% of the gross area. The gross area of the building for the Sampleville Public Library is calculated by dividing 9,055 by 0.575 – roughly 15,750 square feet.

From this estimate of the gross area needed by the library, one can backtrack and calculate specific allocations for special use space and nonassignable space, although it is not necessary to do so since the bottom line estimate of the library’s

space need is in hand. In Sampleville’s case, if the gross area recommended for the building is 15,750 and special use space represents 15.0% of the gross area (a moderate allocation), then the allocation for special use space is about 2,360 square feet (15,750 x 0.15 = 2,362) and the allocation for nonassignable space is about 4,335 square feet (15,750 square feet less 9,055 square feet in the subtotal, less 2,360 for special use space). Finally, consider whether the library expects to make any further accommodations for services and functions that may not be sufficiently accounted for in these calculations. For example, more and more libraries today are considering installing automated materials handling machines that receive returned materials, automatically discharge the returns, then mechanically sort the returns into a variety of bins or carts. Depending on the quantity of returns the library seeks to accommodate and how many categories and subdivisions the sorter will employ, these machines can occupy a considerable amount of floor space. Ordinarily, the allocation for this kind of device is considered special use space, and it’s possible that a library applying this methodology might make a sufficient accommodation for such a materials handling system by adopting an ―optimum‖ allocation for special use space. An alternative option for accommodating this type of use would be to add a specific line item for a materials handling system at the end of this estimate together with a specific estimate of space need (400 square feet? 750 square feet? more, depending on its scale and complexity?). Another good example of this type of adaptation is the library that operates a bookmobile. The garage for the bookmobile would typically be classified as nonassignable space. Because a relatively small share of public libraries across the state and nationwide operate one or more bookmobiles, most libraries don’t need to support a garage. Since a garage is not part of most libraries’ general operations, the calculation of nonassignable space provided here does not fully allow for this use. Therefore, to accommodate a garage, planners could add a line item for that purpose at the end of the worksheet, along with a suitable allocation of space (the allocation would vary, depending on the type and number of vehicles to be stored).

24 Step 7: Putting It All Together

Step 8

The Next Steps

This outline should be completed from time to time, as changing estimates of the community’s population and demographics warrant, but no less frequently than every five years. Once the outline is completed, library planners will have an estimate of their library’s overall space needs. Comparison of this estimate with the existing facility may highlight a significant deficiency in the space the library provides. If this procedure documents a need for expanded space, the next step should be a closer examination of this space needs assessment. Re-examine and confirm the planning assumptions that went into the estimates. Are the population projections reasonable? Will the collection actually grow to the anticipated size? Should more seating be provided, or less? Are there sufficient work stations? And so on .... The space needs assessment can also be refined through more narrow examination of the six broad types of space. This is done by

• identifying collections and service areas that were not fully or adequately discussed in the context of the outline; • classifying the broad types of space discussed in the outline into functional groups and arrangements; and • specifying the unique environments and conditions to be found in the library.

Start by filling in gaps in the outline by identifying collections or service areas that were not covered in the outline. Microformats are one example of a collection that’s not addressed directly through the outline process. There may also be one or more unique collections at the library that are not captured through this process—the library may hold boxes of archival documents or a large photograph collection as part of a local history collection. These special holdings should be identified now and worked into the library’s outline of space needs. Next, classify these general space needs into departments. While the outline discusses six broad, generic types of library space, the library will not likely organize its entire collection into one area, or arrange all of its reader seating or staff work stations into a single space. A building will be organized around certain functional areas appropriate to the roles and mission of an individual library. Each such area or department will probably draw from two or more of the general types of space addressed in this outline. A reference department is likely to include some collection space, some reader seating space, some staff work space, and some special use space for index tables, atlas stands, and other unique furnishings. The projected collection resource may be allocated among departments. Once that is done, a rough estimate of the corresponding space need can be made using an allocation of one square foot for every 10 volumes to house.

Example. Sampleville’s book collection was projected to grow to 35,250 volumes. After examining the library’s service programs and goals, planners decided that the collection should be divided into five areas. Moreover, they adjust their estimates of collection capacity per square foot, extending a moderate allocation of 13 volumes per square foot for the adult nonfiction and reference collections, but an optimum allocation of 10 volumes per square foot for adult fiction and the children’s collection (the better to accommodate increased marketing display of those collections). A sidebar: as a result of this refinement, the book collection now occupies 3,245 square feet – or 10.8 volumes per square foot.

Collection Volumes Sq.ft. Adult nonfiction 10,500 805 Adult reference 1,500 115 Adult fiction 9,000 900 Children’s picture books 5,500 550 Children’s books 8,750 875 TOTAL 42,000 4,200

The other types of space can be subdivided as well—reader seating space, staff work space, special use space, and so on. At the end of this process, planners will have a space needs assessment organized around the library’s functional areas. Finally, as the departmental categories are developed and omissions corrected, the space needs assessment can be further refined by noting the effect of the unique environments preferred in each department. Special shelving requirements can be noted and space allocations adjusted to reflect them. Remember that the minimum, moderate and optimum estimates cited here are predicated on certain assumptions. The actual number of volumes that can be housed per square foot will vary based on factors such as

• the height of a typical shelving unit and the number of shelves it can house; • the length of a typical shelf and how much of each shelf should be used under ordinary circumstances—the ―working capacity‖ of a shelf is between 65 percent and 80 percent of its actual length; • the type of material being shelved—that is, how many volumes can typically be shelved per linear foot of shelf space; and • how wide the aisles are and how big the base shelf is—both factors help determine how much floor space a representative shelving unit occupies.

These factors can change in different parts of a collection. Children’s material is often housed on lower shelves than adult material. Reference books usually are housed with fewer volumes per linear foot of shelving than other types of material. By considering these variations, planners can establish a much more accurate estimate of how many volumes per square foot can be housed in different parts of the collection.

26 Appendix B: Space Needs Worksheet

Library planners should also remember that, for various parts of the collection, there will always be a portion out in circulation.

Example. Sampleville planners divided their library’s 42,000 volumes into five broad segments. After examining circulation patterns, they determined a representative percentage in circulation for each segment of the collection.

Collection Volumes Pct circ To house Sq.ft. Adult nonfiction 10,500 10% 9,450 725 Adult reference 1,500 0% 1,500 115 Adult fiction 9,000 15% 7,650 765 Children’s picture books 5,500 15% 4,675 465 Children’s books 8,750 10% 7,875 790 TOTAL 35,250 31,150 2,860

In a similar way, seating allocations in different departments can be examined more closely. Planners can determine how many seats should be provided at reading tables, how many at carrels, and how many in a lounge or browsing environment. The mix of table seating, carrel seating, and lounge seating will vary, depending on the library’s service emphases and the atmosphere the planners are trying to create. After determining the best distribution of seating among typical seating environments, planners can multiply the number of seats at reading tables by 25 square feet, seats at study carrels by 30 square feet, and lounge seats by 40 square feet. This produces an even more accurate combined allocation for reader seating. As the space needs are refined, planners should turn their attention to developing a written building program statement. Actually, by developing a space needs assessment to this level of detail, planners will have completed much of the work involved with writing a building program statement. A building program statement is a written summary of library service goals, projected space needs, and a vision of how departments or service areas within a library should interact to achieve those goals effectively. It will describe a library’s long-term space needs. It will identify the departments or service areas a library will require to accomplish its program of service, and it will describe what activities or routines will occur in each of those areas. The building program statement will describe the necessary interrelationships among departments. It will describe other architectural requirements that planners wish to incorporate into an expanded facility, including general notes about lighting levels, accessibility, environmental controls, maintenance requirements, and so on. The architect will use a building program statement as a guide when developing plans for a library. The building program statement becomes a point of common reference between library planners and architect as they consider specific design options. Wisconsin public library systems and the Division for Libraries, Technology and Community Learning may be able to provide support or assistance with the facilities planning process. Planners can also benefit from a review of the literature on library design and construction. A brief, selective bibliography can be found in Appendix A.

Step 8: The Next Steps 27

If this assessment demonstrates that an expansion project is recommended, library planners must be ready to embark on a most important mission—a building program. Few projects are as complex and rewarding as a building program, and few offer such an opportunity to shape a community’s library services for years to come. Local planners across the country have met this challenge time and again. With conscientious effort, every library building planning team can respond successfully to the unique needs of its community for a facility to house library collections and services adequately and effectively.

28 Appendix B: Space Needs Worksheet

Appendix A:

Selected Bibliography

Brawner, Lee B. and Donald K. Beck, Jr. Determining Your Public Library’s Future Size: A Needs Assessment & Planning Model. Chicago: American Library Association, 1996. Building Blocks for Planning Functional Library Space. Edited by LAMA BES Facilities Committee. Lanham, MD: Scarecrow Press, 2001. Cohen, Aaron and Elaine Cohen. Designing and Space Planning for Libraries: A Behavioral Guide. New York: Bowker, 1979. Dahlgren, Anders C. Planning the Small Library Facility. Chicago: American Library Association, 1996. Holt, Raymond M. Wisconsin Library Building Project Handbook. Second revised edition by Anders C. Dahlgren. Madison, WI: Department of Public Instruction, 1990. (Note especially Chapter II: ―Needs Assessment - The Starting Point.‖) Latimer, Karen and Hellen Niegaard, eds. IFLA Library Building Guidelines: Developments and Reflections. Munich: K.G. Saur, 2007. Lushington, Nolan. Libraries Designed for Users: A 21st Century Guide. New York: Neal-Schuman Publishers, 2002. McCarthy, Rick. Managing Your Library Construction Project. Chicago: American Library Association, 2007. Nelson, Sandra. The New Planning for Results: a Streamlined Approach. Chicago: American Library Association, 2001. Sannwald, William W. Checklist of Library Building Design Considerations. 5th ed. Chicago: American Library Association, 2009.

Appendix B:

Space Needs Worksheet

NOTE: An Excel workbook based on this worksheet can be downloaded from the Division’s web site at http://dpi.wi.gov/pld/xls/plspace.xls.

Wisconsin Public Library Standards

Fourth Edition

Endorsed by The Wisconsin Association of Public Libraries The Wisconsin Library Trustees Association The Council on Library and Network Development

Wisconsin Department of Public Instruction Madison, Wisconsin

Additional copies of this publication are available at:

http://dpi.wi.gov/pld/standard.html or from the Division for Libraries, Technology, and Community Learning Wisconsin Department of Public Instruction 125 S. Webster Street P.O. Box 7841 Madison, Wisconsin 53707-7841

(608) 267-9222

November 2005

The Wisconsin Department of Public Instruction does not discriminate on the basis of sex, race, religion, age, national origin, ancestry, creed, pregnancy, marital or parental status, sexual orientation, or physical, mental, emotional, or learning disability.

Printed on Recycled Paper Table of Contents

Foreword ...... v Acknowledgments...... vii Introduction ...... 1 Service to Children...... 1 Service to Young Adults ...... 2 Service to Adults ...... 2 1 Imperatives for Planning ...... 3 The PLA Model...... 3 The Planning Sequence ...... 4 Local Choice and Planning...... 6 2 How to Use These Standards...... 9 Levels of Use...... 9 Quantitative Measures...... 9 Service Population and Per Capita Standards ...... 11 Quantitative Measures and Local Planning...... 12 Quantitative Measures and Large Libraries...... 13 Services to Populations with Special Needs...... 13 Services to Youth ...... 14 Branch Libraries...... 14 3 Governance and Administration...... 15 Governance...... 15 Administration...... 16 Planning...... 17 Funding...... 18 Public Relations...... 18 4 Staffing for Public Libraries...... 21 5 Collection and Resources...... 23 6 Services...... 27 Reference and Information Services ...... 27 Programming...... 28 7 Access and Facilities...... 29 Access to Information and Resources ...... 29 The Physical Facility ...... 31 Appendixes...... 33 Appendix A: Quantitative Standards by Municipal Population ...... 35 Appendix B: Quantitative Standards by Service Population...... 37 Appendix C: Quantitative Standards Regardless of Community Size ...... 39 Appendix D: Summary of Technology-Related Standards ...... 41 Appendix E: Bibliography...... 43 Appendix F: Definitions of Terms and Acronyms Used in the Standards...... 48

iii iv Foreword

Libraries are fundamental to education, and the public library is a key component of a vibrant culture, a healthy economy, and a strong democracy. All of you who work in public libraries, or in support of them, contribute to the strength and vitality of our communities. Collaboration among libraries and library systems helps to provide richer resources and enhanced service to all Wisconsin residents.

The fourth edition of Wisconsin Public Library Standards serves as an essential tool to evaluate current services and plan effectively for the future. These voluntary standards will help us meet the ever-changing needs of our communities. Through the hard work of our public library staff, we are building a stronger community and a brighter future for everyone who uses a Wisconsin public library.

Elizabeth Burmaster State Superintendent of Public Instruction

vi Acknowledgments

The fourth edition of the Wisconsin Public Library Standards has been prepared by members of Wisconsin Division for Libraries, Technology, and Community Learning's Public Library Development Team, including Director Mike Cross, Consultants John DeBacher and Al Zimmerman, and Program Assistant George W. Hall.

The Fourth Edition builds upon previous editions, including the work of the Task Force resulting in the Third Edition in 2000. Task Force members included Doug Baker, Mary Bethke, Bob Bocher, Joy Botts, Sharon Charles, Mike Cross (Task Force Chair), Anders C. Dahlgren, Carol Gibson, Nancy Hunt, Pamela Nyberg Kiesner, Pat Laughlin, Ruth Ann Montgomery, Larry T. Nix, Karen Peterson, David Polodna, Jane Roeber, John Thompson, Neil Trilling, and Jim Trojanowski.

vii viii Introduction

The 2005 edition of the Wisconsin Public Library Standards revises and updates the work of the many people who developed earlier editions of the Standards. We reviewed the previous edition of the Standards, noted the increased levels of library compliance with the earlier standards, and compiled information on changes in library statistical information in Wisconsin libraries since the last edition was produced.

The Wisconsin Public Library Standards document has evolved gradually over the years. Many of the standards in this document are unchanged from the earlier editions. However, since the public library environment has changed significantly, this edition updates quite a number of the technology-related standards.

The development of this document was guided by the belief that Wisconsin’s public libraries play a critical role in providing free access to knowledge, information, and diversity of ideas to all residents of the state. It is because of the critical importance of public libraries that these standards are established. All Wisconsin residents need and deserve at least a basic level of library service. These standards provide a way to measure a basic level of quality for public library service and also provide a pathway to excellence in library service.

Thanks to advances in technology and the cooperation of all types of libraries, and statewide access to resources such as BadgerLink, even the smallest library can offer access to an impressive array of digital and traditional information resources. But while this new environment presents great opportunities, it also presents significant challenges. Today’s library staff must master not only the skills and knowledge necessary to provide traditional library services, but also the new and constantly changing skills and knowledge required to utilize the latest in information technologies. Our library customers have come to expect rapid access to a broad range of services, from high-speed Internet, to electronic books, to comfortable settings and displays of inviting materials. Challenges also face the trustees and other government officials responsible for secur- ing the funding and other resources necessary to provide library service that meets current needs and expectations.

This edition of the Standards reflects these changes and challenges. Some have been adjusted to reflect new and increased demands. Others reflect changes in public expectations for services.

Of course, planning must be done in context, considering current use, local and regional situations and projections, as well the availability and deployment of technology. Quality service to the entire community is a public library’s basic responsibility. Every community includes children, young adults, and adults; and each of these groups has needs that must be considered when developing local library service.

Service to Children

Public libraries promote the development of pre-reading and reading skills. Children who develop reading skills at an early age gain an essential tool for succeeding in school as well as for learning throughout life. Libraries must have staff, services, resources, and facilities that promote reading and learning for children. Libraries also need resources and services that support parents and other adults who work with children.

Service to Young Adults

Special efforts also are needed to serve young adults properly—those who are no longer children but not yet fully adult. Young adults have interests and abilities that require unique resources and services. Special resources, targeted services, and a welcoming atmosphere are required to serve this population adequately.

Service to Adults

Adults have a wide range of interests and needs, and the library’s resources and services must be varied to meet those needs adequately. Today’s rapidly changing society and economy makes lifelong learning a necessity for most adults. Libraries must provide resources and services that support the needs of adults covering a wide range of issues—from the practical to the philosophi- cal.

This Standards document attempts to cover the services, resources, and other requirements for basic library service that should be available to all residents of the state, including those who face physical, developmental, or other barriers to their use of public libraries. Wisconsin’s public library standards are entirely voluntary, but every library is encouraged to strive to offer all local residents the highest level of service possible. It is hoped that this document will assist in the continued development of high quality library service throughout Wisconsin.

As in previous editions of the Wisconsin Public Library Standards, the new edition establishes certain quantitative standards for public libraries based on both the municipal and the service population of the library. Service populations in this edition are more accurate because they have been be calculated based on each library’s actual usage by county residents who do not live in a library municipality.

As in the last edition, quantitative standards are established at four levels of effort: basic, moderate, enhanced, and excellent. Local libraries can establish service targets by selecting the appropriate level of effort to apply to each standard, or use the levels to plan for progressive improvements over a period of time.

2 1 Imperatives for Planning

A business plan is essential for a successful enterprise. It allows a business to secure funding, target marketing, establish present and future activities, and gauge its success. The same is true for libraries. For the past generation or more, public libraries have been encouraged to plan for future service needs. The Public Library Association (PLA) and the Ameri- can Library Association (ALA) have developed a succession of manuals and tools to help libraries assess the needs of their communities and chart a course for future development. Since the 1980’s, Wisconsin’s public library standards have recommended services, resources, and settings that should be available at local libraries across the state. The recommendations in the standards are not meant to stand by themselves, however; they are meant to complement a local planning effort crafted to identify service goals that will allow the library to respond to the unique needs of its community.

Planning for libraries is a process of perceiving the future of both the community and the library and setting a direction for library movement toward that future vision. Planning helps the staff and board understand the situation of their community, set priorities, and establish methods for achieving those priorities. The planning document provides a record of the decisions made during that process. The document also becomes a guide for decision making and action by staff and the board.

An effective analogy for this planning process is the planning of a vacation trip. When planning a trip, travelers know where they are starting from and where they would like to go. The itinerary can be determined—what will be seen, how to travel, when each activity will occur. At the end of the vacation, the travelers can answer the question, “Where did you go?” because a clear destination was specified. Further, if the destination is not reached, they can look back and determine where they diverged from the original itinerary. While this analogy may be an oversimplification, the key elements of planning are present: to determine the library’s destination in the future, to decide what the library will do to get there, and to assess how well the library progressed toward that view of the future.

The PLA Model

The Public Library Association has produced several publications emphasizing the necessity of local planning for effective library service.

Since the publication of A Planning Process in 1977, several revisions have been issued— Planning and Role Setting for Public Libraries: A Manual of Options and Procedures (McClure et al., 1987), Planning for Results: A Public Library Transformation Process (Himmel et al., 1998), and The New Planning for Results: A Streamlined Approach (Nelson, 2001). Each revision introduced new aspects to the recommended planning model.

Planning and Role Setting introduced the notion of role selection for the public library, defining eight representative role profiles that could be used by planners to describe the essential priorities of the library and guide the allocation of budget, staffing, and energies.

Planning for Results, among other changes, introduced the idea of “visioning”—a concise expression of what is envisioned for the community, or how the community will benefit from having a successful library. Previous planning models had been institution-centered, and this new

3 step in the process seeks to create a stronger connection between the library and its community. Planning for Results also recast the eight role profiles from the previous planning model into thir- teen representative service responses. This change incorporated libraries’ experience using the original roles and reflected the growing application of technology in the library environment.

In The New Planning for Results, Nelson presents a series of steps to prepare and implement the planning process. The process is shorter in the number of steps involved and in the time required to complete the process (approximately five months instead of nine). Her steps include approaches to prepare, imagine, design, build, communicate, and implement the plan, with guidelines for considering the various service approaches.

Wisconsin’s standards emerge within this national context. The standards expressed in this document recommend a basic level of library service in many areas. However, Wisconsin libraries can benefit even further, by applying the planning methods and strategies derived from the PLA models. A local plan for library service offers the best means for evaluating a library’s progress to date and setting targets for its future development. A written plan also provides benchmarks for evaluating the accomplishments of the library. Planning for library services at the local level has become a standard for excellence in public libraries.

The Planning Sequence

Planning requires an ongoing, critical look at the current status of library service compared to what it should be in the future. It is a cyclical process of assessment, forecasting, goal-setting, implementation, and evaluation, leading back into a new phase of assessment, and so on. It is also a pragmatic activity that can be undertaken in a thorough fashion or in a more simplified, com- pressed manner, if limited resources or schedule impose constraints on the planning process. There are many approaches a library can take to planning, many strategies a library can apply. The main factor is the importance to create and follow a plan.

Planning, however, sometimes seems to be something more discussed than done. To many it remains an intensive, exhaustive, sometimes mysterious process, something foreign to the library’s day-to-day activities. But it need not be so intimidating—virtually every library plans at some level. Preparing each year’s budget involves some level of planning and forecasting. Presenting that budget to the council is one way of expressing where the library expects to go and what it plans to accomplish over the next year. The activities involved in budget-preparation can be incorporated into a larger planning process. A wider field of vision creates a deeper understanding of the community and the library, and that deeper understanding supports the efforts of board members, staff, and other library advocates as they seek to improve the quality of library service in the community.

Typically, any planning model asks four simple questions. PLA’s planning models offer variations on these key questions. Still other planning models can be found, produced by other agencies, associations, and experts, which offer still more variations on these same questions. Most planning methodologies ask: • Where are we? • Where do we want to go? • How do we get there? • Are we getting there?

Where are we?

4 This initial question involves assessment of the current condition of the library. This is the data- gathering phase of a planning methodology. PLA’s original planning process devoted a lot of time and energy to data gathering in an effort to create a clear and thorough understanding of the community and the library. In Planning and Role Setting, this step came to be called “looking around,” a much less imposing task that suggested a range of activities to assemble information about the library and its community.

In this initial phase of a planning process, planners establish benchmarks to use in designating and attaining planned goals. Information is gathered about the community—census data, economic reports from the community planner or chamber of commerce, forecasts from a regional planning office, or projections from the school district. Information is gathered about the library—annual report data, user or community surveys, circulation system usage reports, and corresponding data from neighboring or peer libraries. Planners may examine larger societal trends that might have an impact on the services the library needs to provide. Finally, public input in the form of surveys or focus groups can be included. Planning committees often include stakeholders from designated constituencies in the community.

Planners also may utilize a technique often used in strategic planning efforts—listing and discuss- ing Strengths, Weaknesses, Opportunities, and Threats in the library’s internal and external environment (sometimes referred to as a SWOT analysis). After this analysis, planners can identify the crucial strategic issues for the library. Planners need to address these crucial issues when they develop library goals and objectives.

These standards constitute one tool that planners may apply in this phase of a planning process. By examining these checklists, planners can produce a snapshot of the current condition of the library and possible areas of needed improvement.

Where do we want to go?

The second question involves forecasts and projections. The participants in the library’s planning process define a planning horizon—two years, three years, five—and express in broad terms how the library should develop over that period. This phase corresponds to the steps in the PLA planning model that formulate a community vision and mission statement, identify the most suitable roles or service responses, and set goals for the library. Working from the baseline information assembled during the data gathering phase and public input, planners set the overall desired course for the library.

Again, the standards can be used as one tool to chart a course for the library as part of its larger planning process. A review of this document may highlight areas where the library does not meet the recommended standard, and that may become an area to address in the library’s plan.

How do we get there?

In response to this third question, planners craft an action plan. After visioning, selecting roles or service responses, and writing the mission statement, a library planning group sets service priorities. These are translated into written goals and objectives that describe the ends or targets desired by the library and indicate a direction in which the library should move. The library’s objectives will be measurable or verifiable and are time-specific. They provide the basis for evaluating the library’s progress. To aid libraries in setting measurable targets, Output Measures for Public Li- braries (Van House et al., 1987) presents key measures of library service. Measuring for Results: the Dimensions of Public Library Effectiveness (Joseph R. Matthews, 2004) emphasizes ap-

5 proaches in assessing the library’s outcomes—the economic and social impact or benefit that the library’s services provide to the community.

Implementing the plan developed by the library’s planning committee requires designing activities and detailing the strategies to carry them out. Writing the planning document is one visible result of the planning process. Dissemination of the library’s plan includes presentations to public officials and at promotional activities. The plan becomes useful information in the political process of garnering resources to carry out the library’s plan.

Are we getting there?

Reviewing and recycling complete the planning cycle. Once it is adopted, the plan becomes a benchmark, a means of assessing whether the library is on course. Planners routinely and con- tinually evaluate the degree to which the plan’s activities have advanced the library’s priorities, as expressed in its written objectives. This evaluation effort occurs in two ways. The first is a monitoring process, which goes on throughout the year to assure that the library is not unintentionally straying from the established priorities. Second, a more formal evaluation occurs at least annually to answer the question, “What progress was made by the library?” In each service and administrative area, the key question is, “What difference did the library make?” This evaluation step ulti- mately begins to answer the question, “Did community residents receive better service?”

Any evaluation also includes assessing the process used in developing the plan (including the costs), the impact of the planning process on service and staff, and the community’s response to the plan. Questions raised may include, “Was the plan useful?” and, “Were the resources chosen appropriate?” This step allows the library to think about how it all worked. Revising the plan and the process in order to improve services is the end result of this step.

Local Choice and Planning

There is no one, single, best way to plan. Differences in communities and libraries will—and should—be reflected in the process, the strategies and the techniques used by different libraries as well as in the final planning documents developed by different libraries. As the PLA planning model has evolved over the years, this flexibility of approach has become one of the hallmarks of the planning process.

In some communities it will be appropriate to undertake a thorough, rigorous process. The process may involve a large citizens’ committee. The committee may undertake several surveys to gather information about the community. The committee may also conduct numerous interviews with representatives of various groups within the community. As a result of assembling this information, the committee may recommend a major revision to the library’s mission statement and a long list of goals and objectives, all of which may be presented in a comprehensive report to the council and the community.

In other communities a more modest approach may be suitable. In such a community the library board and staff may determine there isn’t the time, budget, or staffing to support a more elaborate process, or perhaps the library’s previous plan emerged from a more exhaustive effort and the new plan is expected to be more of a course correction than a wholesale revision. In this instance, the planning committee might consist of board and staff only. Data gathering may be limited to existing data and reports readily at hand. The planning report may be a much simpler document.

An important key to planning for libraries is that an individual library can set its own pace for the process. The process incorporates this flexibility with the hope that all public libraries can plan

6 for improved library services that are appropriate for the communities they serve. No library is too small to plan, because each community deserves the good service that results from effective planning.

Determining who should facilitate the process is another consideration. On the one hand, a local community leader garners respect and can encourage the involvement of other key members of the community. The downside is that such people may have set opinions about the community or library that can impinge on their effectiveness. They also may not have the necessary skills to coordinate and carry out the planning process. Professional facilitators or consultants have advan- tages in that they have necessary training skills and experience to conduct the process, they generally are more neutral in their approach, and they can bring out important information from the group. On the other hand, they generally charge fees for their services and may not be aware of public library and community issues. Each library should consider the various factors to determine the appropriate person to facilitate the planning process.

The final written planning document is not the only product of the planning process. It is the process itself that also changes the library. Involving community residents and library staff in the planning effort helps to assure that the established goals are achievable and will be carried out. Lines of communication opened during the process can remain effective channels of communication for future community-based planning. Broad community participation in the library’s planning effort tends to foster broad support for the library’s goals and the continuing improvement of library service.

8 2 How to Use These Standards

A locally developed long-range plan for the library is the key to effective library service. A local planning effort can account for circumstances unique to the municipality or service area that cannot be anticipated from a statewide or a national perspective. The planning process described in the previous chapter and in other planning guides is a continuous process of assessment, review, and revision, “a series of approximations to a moving target.” (Robbins-Carter and Zweizig, 1985) These standards are meant to guide local libraries in Wisconsin to their own fruitful, locally focused planning efforts.

The standards offer a starting point that library boards and library directors can use to direct local long-range planning efforts. Specific standards are recommended in the areas of governance and administration (including planning, funding, and public relations); staffing; collections and resources; services; and access and facilities. By meeting these standards, a library establishes a baseline from which it can strive for excellence. A community considering the establishment of a new public library should assess its ability to meet these standards. If a library or a community cannot meet these standards, board and staff members should explore alternate means for delivering library service.

Levels of Use

At the most basic level, a library can focus its attention on the checklists provided in chapters 3 through 7, noting whether or not it meets the recommended minimums. Each standard is presented as a simple statement; either a library meets the recommendation or it does not. The checklists are formatted to encourage a library to copy and use them separately. It is expected that every library should strive to meet, at a minimum, these basic recommendations. Libraries that exceed the basic recommendations should develop service goals based on local needs.

At a higher level of effort, a library can apply the standards in the context of a broader, locally based planning process. This process is discussed in Chapter 1. By engaging in a planning process, local planners can produce a plan of service designed to meet specific local needs. One of the standards in Chapter 3, in fact, requires that a library undertake a planning effort to assess local service needs. When accepted planning methods are conscientiously employed to develop service goals and a plan of action, the resulting goals will more accurately reflect the needs of the community. This is not meant to suggest that libraries that adopt a planning process should aban- don these standards. In the context of a broader planning process, a library can use the checklists to gather information about itself and the community during the information-gathering phase of a planning process. The topics and issues addressed by these standards could be used as an outline for a local plan of service.

Appendix E provides a bibliography of sources to help guide local planners through a library planning process.

Quantitative Measures

Like previous editions, this edition of the standards is a hybrid of sorts. On the one hand, this document gives support to contemporary thinking about the need to establish service goals for individual libraries at the local level. On the other hand, this document responds to an interest in

9 offering specific, prescriptive recommendations regarding key library service parameters for those local libraries that want to use such measures.

Selected standards include a quantitative recommendation for library service. Because they tend to be the convenient yardsticks by which libraries are often defined and described (“How large is the collection at XYZ library?” or “How many full-time equivalents [FTEs] are on staff?” and so on), these measures tend to take on a larger import than other standards. For that reason it is necessary to discuss the origins of these quantitative standards and their use. The quantitative standards included in this edition and the chapters in which they appear are shown in the chart below.

Quantitative Standards by Chapter (with standard # in parentheses)

Chapter 3 ...... Director—hours per week (#17) ...... Total operating budget (#34) Chapter 4 ...... FTE staff per 1,000 population (#7) ...... Staff continuing education hours per year (#8&9) Chapter 5 ...... Volumes held per capita (print) (#16) ...... Periodicals titles per 1,000 population (print) (#17) ...... Audio recordings held per capita (#18) ...... Video recordings held per capita (#19) ...... Materials expenditures per capita (#20) ...... Total collection size per capita (#21) Chapter 7 ...... Hours open (#8) Appendix C ...... Quantitative standards regardless of community size

Generally, the service targets recommended in these quantitative standards are drawn from the data assembled from the latest public library annual reports submitted to the Division for Librar- ies, Technology, and Community Learning (DLTCL). The Public Library Standards Task Force used this information, standards established in other states, and their collective professional judgment to establish the quantitative standards used in this edition. Standards are established for seven different population levels at four levels of effort: basic, moderate, enhanced, and excellent. These correspond with the actual 2004 Wisconsin Library Service Record data by population range at the 30th, 50th, 70th and 90th percentiles, adjusted for anomalies and outliers.

Local libraries can establish service targets by selecting the appropriate level of effort to apply to each standard. Libraries may also choose to use the four different levels to set a target of progressive improvement over time. For example, a library may plan to achieve the moderate level for “hours open” within two years and achieve the enhanced level within five years.

In addition to establishing per capita standards, the Public Library Standards Task Force also established a number of quantitative standards that apply regardless of community size. These standards are based on the judgment of the Public Library Standards Task Force that residents of any community need and deserve at least a basic level of library service. These standards are listed in Appendix C.

As with any statistical comparison, it is important to note the possibility of inconsistent data- gathering efforts, which can lead to invalid statistical comparisons. To help avoid the possibility of invalid comparisons, it is essential that all Wisconsin libraries utilize the definitions that are provided with the state annual report form (and also available on the Internet at http://dpi.wi.gov/pld/annrpt.html). Some of these definitions are also included in Appendix F.

10 Planners should also consider demographic and social factors that may affect the application of these quantitative standards in particular situations. For instance, the distribution of compact discs from the settlement of the music industry price fixing lawsuit in 2003 may have had a dispropor- tionate affect on the standard for audio recordings per capita. At the same time, the growing trend to listen to music in MP3 or other digital formats may affect the demand for compact discs and instead increase demand for electronic resources. Librarians and planners should consider changes in the community and the library marketplace that may affect the quantitative standards published in this edition.

One additional note concerning quantitative standards: many factors that are very important in determining the quality of local library service are difficult to measure. The Public Library Stan- dards Task Force urges library boards and staff to utilize the entire Standards document, not just the quantitative measures, when evaluating their library and planning for service improvements.

Service Population and Per Capita Standards

Each of the quantitative standards offers recommendations that vary according to a library’s service population. For these measures, a different service target is recommended for each of seven population categories.

Nonresident Borrowers

It is crucial, before applying the per capita standards for every library in the state, to develop a meaningful and accurate estimate of the population it serves. In Wisconsin, estimating a library’s service population is complicated by the fact that libraries provide service to many individuals who do not reside within the municipality that established the library. These “nonresident borrowers” include county residents who have access to the library as part of the county’s plan for library service, residents of other municipalities within the same system area, and, in many cases, residents of other system areas. In almost all cases, a library’s true service population is greater than its “official” municipal population.

Methods for Estimating Service Population

It is recommended that a library employ one of the following methods for estimating its service population. Any of these methods will produce an estimate of the library’s service population that is a truer reflection of its actual use patterns than the strict use of the municipal population. These methods will produce an estimate of the library’s service population that can be used to apply the quantitative standards that appear in this document. Methods that allocate nonresident populations on any basis other than observed use of library collections and resources are subject to greater error. The DLTCL encourages all libraries to make an estimate of their extended service population as a point of reference for use of these standards and for other library planning purposes.

Use the Service Record population. Starting in 2000, the service population reported in the Wis- consin Library Service Record is based on each library’s share of total circulation to county residents who do not live in a library community. For example, if the ABC Public Library accounts for 20 percent of the total circulation from libraries in the county to county residents who do not live in a library municipality, then 20 percent of the county nonresident population is allocated to the ABC Public Library. This number is then added to the library’s municipal population to derive an estimate of the library’s total service population. This estimate should, in most cases, be a more accurate estimate of service population than estimates used in previous Service Record edi-

11 tions. However, libraries with significant usage by residents of other library communities and/or residents of other counties may wish to use one of the alternative methods discussed below.

Use systemwide nonresident usage data. If nonresident use data is gathered on a systemwide basis in a multicounty system, an allocation of the system nonresident population can be made, based on the library’s share of the total system circulation to nonresidents. This variation has the advantage of rendering county boundaries within the system invisible.

Base estimates on local circulation patterns. A library also can examine resident borrowing as a proportion of total circulation and extrapolate a rough, circulation-based estimate of its overall service population. If residents and nonresidents can be assumed to borrow material at roughly the same rate per capita, and residents account for 85 percent of the library’s total circulation, then it can be said that residents also account for 85 percent of the total population. If the library’s municipal population is divided by the proportion of circulation transactions that go to residents, the result will be an estimate of the library’s total service population. For example, a library with 85 percent resident circulation, and a municipal population of 7,500 will have a service population of 8,824 (7,500 ÷ 0.85 = 8,824).

Add the population of surrounding unserved areas. If, through the observation of nonresident use, the staff of a municipal library is aware that a majority of residents of an adjacent town or towns use the library, it may simply add the population of the town or towns to its municipal population.

Municipal Population

In some cases, it may be more pragmatic to present the library’s service population in terms of its municipal population. Sometimes—when presenting the library’s budget to the municipality, for example—it may cloud the matter if the library claims a service population larger than its municipality. Common councils and village boards tend to focus their attention on the municipality, and many tend to classify themselves according to their municipal population. In this instance, the library may be able to press a clearer case for its needs if its arguments are based upon the municipal population. Therefore, as an extra point of reference and in addition to the service- population-based standards, this document provides an analysis of the quantitative measures based on the municipal populations of the state’s public libraries (Appendix A). Each edition of the Wisconsin Library Service Record includes the official Wisconsin Department of Administra- tion’s annually updated population estimates for each library municipality.

Libraries are encouraged to produce plans for service based on their service population, instead of their municipal population. Consistency is crucial, however. If a library evaluates its services by applying its extended service population to the calculation of one of the quantitative standards, it should apply its extended service population to the calculation of all of the quantitative standards.

Quantitative Measures and Local Planning

The notion of issuing quantitative standards may seem to run counter to the planning theme that service goals should be defined at the local level. Quantitative measures, however, are intended as a tool that libraries can use to help establish selected service goals. They are presented here with substantial flexibility in order to be configured by local planners to best reflect the local situation and local needs. As part of a local planning process, individual library boards and staff can establish service targets on the basic, moderate, enhanced, or excellent level of effort. Libraries also can establish a goal of moving from one level to a higher level over a period of time.

12 Libraries may wish to supplement use of the quantitative standards with peer comparisons to similarly-situated state and national libraries. Statewide statistics are available at . The Public Library Association’s annual Public Library Data Service: Statistical Report is one source for national data. Nationwide public library statistics also are available from the National Center for Education Statistics (NCES) through the Fed- eral-State Cooperative System for public library data (FSCS). FSCS data are available at . The Public Library Peer Comparison Tool at this site (http://nces.ed.gov/surveys/libraries/compare/Index.asp?LibraryType=Public) allows the user to get information on a particular library, or to customize a peer group by selecting the key variables that are used to define it. The user can then view customized reports of the comparison between the library of interest and its peers, on a variety of variables selected by the user.

The standards checklists and the quantitative measures are an outgrowth of the simplest level of application of these standards. The standards encourage libraries to go beyond that most basic level of application to engage in a more thorough planning process. As a result of that planning process, board and staff understanding of the community will be enhanced. The standards can then be applied in a more informed manner, and libraries will be able to improve services to the community beyond the basic level presented in the standards.

The standards are intended as an aid to local planning, not as a substitute for, or a constraint on, local planning.

Quantitative Measures and Large Libraries

Because there are relatively few large public libraries in the state (only four serve municipal populations of more than 100,000 and only twelve serve municipal populations of between 50,000 and 99,999), in-state comparisons of large institutions are limited. The standards provide analyses of quantitative measures for libraries of all sizes in the state. Results are reported for libraries in the population groups 50,000-99,999 and 100,000 and over, but because of the limited sample size in those categories, the results may not be as reliable as they are in other categories.

Larger libraries are strongly encouraged to supplement use of these standards with their own analyses of data drawn from peer institutions in other states in the Midwest and across the country. The Public Library Association’s annual Public Library Data Service: Statistical Report is one source for such data. Nationwide public library statistics are also available through the Fed- eral-State Cooperative System for public library data (FSCS). FSCS data are available at .

Services to Populations with Special Needs

Persons with special needs include individuals of all ages who often face barriers to their use of public library services. These barriers may be physical, as in the case of persons with physical or developmental disabilities, those who are homebound or incarcerated or who live in residential care facilities. Barriers also can be psychological. For example, low income individuals may think that it costs money to join the library or fear incurring overdue fines. Other persons who may experience psychological barriers to their use of the public library are persons with mental illness, adult new readers, individuals from diverse cultural backgrounds, and new immigrants with limited English-speaking ability.

Because persons with special needs are seldom among the library’s traditional patrons, often they are invisible members of the community. However, good planning will identify all the library’s

13 potential constituencies, including individuals with special needs. The library can then develop specific strategies for reaching them and providing materials in formats they can utilize.

Two DPI publications, Public Library Services for Youth with Special Needs: A Plan for Wiscon- sin, and Adults with Special Needs: A Resource and Planning Guide for Wisconsin's Public Li- braries are invaluable tools in assisting librarians to plan for adults and children, and their usefulness is not limited to special needs populations. The plans themselves are models for strategic planning; including visions, goals, and strategies, and their bibliographies are pertinent for patrons of all ages.

Services to Youth

To ensure quality services for youth in Wisconsin, it is important that libraries of every size study the needs of children and young adults in their community and plan, fund, implement, and evaluate appropriate programs and services for them. These services should also include the parents, caregivers, and adults who work with youth.

As library directors, boards, and youth librarians seek to measure levels of service and to formulate plans, an indispensable publication to use in conjunction with these standards is Wisconsin Public Library Youth Services Guidelines, published by the Youth Services Section of the Wis- consin Library Association in 1995.

Evaluation of services can be aided with statistics about the youth population in the library’s service area. For example, the total number of children and young adults within a service population can be compared to the number of them who are library card holders; the total number of young people can be compared to attendance at programs designed to attract various age groups. Such knowledge can impact on strategic planning for on-site activities and outreach services.

Information on numbers of children below age 18 by county is available in annual editions of The WisKids Count Data Book prepared by the Wisconsin Council on Children and Families, Inc., and The Institute for Research on Poverty, University of Wisconsin–Madison. Information on public school enrollment—by county, school district, school, ethnicity, and gender—is available annually from the Wisconsin Department of Public Instruction, Center for Education Statistics, which can also provide information on private school enrollment—by county, school district, school, and gender.

Branch Libraries

Although the standards generally apply to an entire institution, they also are offered as one tool a board can use to evaluate individual branches in a multiple outlet service environment. However, certain functions are likely to be provided centrally, and standards relating to those functions will not apply to a branch. Application of the quantitative standards to branch libraries requires the development of service area population estimates for each branch library. DLTCL staff can assist with the development of these estimates.

14 3 Governance and Administration

Public libraries in Wisconsin must be governed and operated according to Chapter 43 of the Wis- consin Statutes. In addition, all public libraries operate most effectively if they follow sound practices of administration, management, planning, funding, and public relations. These important issues are covered in this chapter.

Governance

Public library trustees are public officers and as such are legally responsible for the governance of the library and the conducting of its operations in accordance with local, state, and federal laws. Libraries should meet the following standards relating to governance:

Yes No 1. Residents have free access to tax-supported public library services (Wis. Stats. ss. 43.52(2) and 43.15(4)(c)).

2. The library is established, and operates, in accordance with Chapter 43 of the Wisconsin Statutes.

3. The library is in compliance with other Wisconsin laws that affect library operations, such as laws relating to open meetings (Wis. Stats. ss. 19.81 to 19.98), eth- ics (Wis. Stats. s. 19.59), and public records (Wis. Stats. ss.19.31 to 19.39).

4. The library is in compliance with federal laws that affect library operations, such as the Americans with Disabilities Act and the Fair Labor Standards Act.

5. A legally appointed and constituted library board governs the operation of the library (Wis. Stats. s. 43.54 or s. 43.57).

6. The library board has exclusive control of the expenditure of all monies col- lected, donated, or appropriated for the library fund (Wis. Stats. s. 43.58(1)).

7. The library board hires the library director [Wis. Stats. s. 43.58(4)] and delegates active management of the library to the library director.

8. The library board conducts annual performance evaluations of the library director.

9. The library board determines the library staff table of organization and the rates of compensation for library staff positions [Wis. Stats. s. 43.58(4)].

10. The library board has written bylaws that outline its purpose and its operational procedures and address conflict-of-interest issues. The bylaws are reviewed at least every three years.

15 Yes No 11. The library board adopts written policies for operating the library and reviews them on a regular cycle, ensuring that all policies are reviewed at least every three years. The policies are consistent with state and federal laws, and with applicable court decisions. Policies are updated to reflect changes in applicable laws. Policies address services provided to children as well as adults, and cover the following issues (among others): circulation, code of conduct, collection and resource development, confidentiality of patron records, handling of gifts, meeting room use, personnel, programming, public notice bulletin board, public records, and use of electronic resources by staff and patrons.

12. The library board meets monthly (with the library director in attendance) at a time and in a physically accessible location convenient for the board and the community and in accordance with the state law on open meetings and the Americans with Disabilities Act.

13. The library provides support for the continuing education of its trustees, which includes payment for workshop registrations and library association dues.

14. The library board is invited to participate in the diversity and ability awareness training provided to staff.

15. The library is a member of a public library system and actively participates in its program of service, including reciprocal borrowers’ privileges and interlibrary loan.

16. The library board enters into any necessary contractual agreements to participate in the public library system and in resource sharing with other types of libraries in its service area.

Administration

Library administrators and staff use sound library administration and management practices to apply the policies and statutory obligations of the governing board to the daily operations of the library. Libraries should meet the following standards relating to administration:

Yes No 17. The director is paid to perform library-board-designated duties for no fewer than 25 hours per week, which includes scheduled hours away from a public service desk.

18. The library director provides current library financial and statistical reports for review at each library board meeting.

19. The library director provides every new board member with a copy of the Trus- tee Essentials and participates in an orientation program for each new board member. (See Trustee Essential #27: Trustee Orientation and Continuing Educa- tion at http://dpi.wi.gov/pld/te27.html for more information.)

20. The library director informs the board of pending legislation on the local, state, and national levels that affects libraries and explains how the proposed legislation might affect local library service.

16 Yes No 21. The library director is responsible for personnel administration, including hiring, supervising, evaluating and dismissing library employees.

22. The library director is responsible for developing library operating procedures based on board policies.

23. The library director monitors statutory changes and court decisions related to library operations, and recommends any policy changes needed to maintain legal library operations.

24. The library director is actively involved in community planning efforts. 25. The library director keeps the library board informed of library services and library programs and all important issues facing the library.

26. The library collects the statistics and information required by the DLTCL and reports that information to the municipal governing body, the library system, and the DLTCL.

Planning

Library trustees and staff have a continuing obligation to assess the changing service needs of the community. Conscientious planning will help the library in its efforts to anticipate and respond to the community’s library needs. Libraries should meet the following standards relating to planning:

Yes No 27. With input from the community, the library board and staff develop and write a long-range plan that covers the next three to five years.

28. The long-range plan contains a mission statement that describes the purpose and priorities of the library in the community.

29. The long-range plan includes goals and specific, measurable objectives, with a timetable for implementation.

30. The long-range plan is reviewed and updated annually by the library board. An evaluation of the library’s progress toward meeting the plan’s goals, objectives, and timetable should be included in this review.

31. As part of the library’s long-range planning efforts, a systematic community study is conducted over a multiyear planning cycle.

32. The library participates in system-level planning and county-level planning for library services.

17 Funding

One key responsibility of the library board is to seek and secure sufficient funding (from public and private sources, as appropriate) to support the local service goals of the library. Libraries should meet the following standards relating to funding:

Yes No 33. The public library is adequately supported by municipal (or county) funds on an on-going basis; grants and donations supplement, but do not supplant, the basic funding structure of the library.

34. The library receives sufficient financial support from the community to provide a level of library service consistent with its long-range plan of service, statutory maintenance of effort requirements, and the standards in this document. In addition, the minimum total operating budget is $60,000 in 2005. See Appendix C for further information regarding this standard, including minimum total operating budgets for years 2006 to 2010.

35. The library follows fiscal procedures consistent with state law, library policy, audit requirements, and local government requirements in preparing, presenting, and administering its budget.

36. The library director prepares and the library board reviews and adopts an annual budget proposal that accurately reflects the needs of the library and the community it serves.

37. The library director and staff maintain awareness of available grant and other outside funding sources.

38. The library board and the library director present the proposed budget to their municipality. Additional presentations are made to other governing bodies as appropriate.

39. The library board reviews and approves bills presented for payment at each library board meeting, in accordance with Wis. Stats. s. 43.58(2) and the Prompt Payment Law (Wis. Stats. s. 66.285). All payments from public funds are made by the appropriate municipal or county official.

Public Relations

Library public relations is a coordinated effort to communicate a positive image of the library and promote the availability of the library’s materials, services, and programs. Libraries should meet the following standards relating to public relations:

Yes No 40. All library staff members exhibit a positive and helpful attitude. 41. The library’s annual plan includes activities designed specifically to enhance the library’s public relations.

42. The library’s annual budget allocates funds for public relations activities.

18 Yes No 43. The library ensures the highest quality of all informational, directional, and promotional material, using in-house, system, or commercial printing capabili- ties.

44. Library policies are developed, reviewed, and revised with consideration given to their effect on the library’s public relations.

45. Annually, the library implements a number of generally accepted publicity techniques; the choice of which techniques to employ will be based on the characteristics of the community, including the needs of persons with disabilities, adult new readers, and those with limited English-speaking ability.

46. The library uses nonprint media (such as the Internet, cable TV and radio) and accessible formats (such as large print, audiotapes, and translations into other languages) to promote its programs to persons with disabilities, adult new readers, and to people using English as a second language.

47. The library cooperates in systemwide and statewide efforts to promote library services.

48. The library designates a staff member to coordinate public relations activities within the library and between the library and other local agencies.

49. The library ensures that staff maintain contact with schools, community organizations, businesses, and other agencies within the library’s service area.

50. The library develops specific strategies to inform patrons with disabilities, non- English-speaking patrons, and adult new readers of its materials, programs, and services, including dissemination of publicity materials in alternate formats, in languages other than English, and using basic vocabulary.

20 4 Staffing for Public Libraries

Each public library must have a regular, paid, qualified staff of one or more persons, including a properly certified library director who is responsible to a library board. The public library staff should project an image of competence and friendliness to all members of the public. Public library staff members should understand the service goals of the library, should be aware of all library policies, and should be well trained in the practices and procedures required by their individual positions. Library staff members should be afforded the opportunity to continue to expand their knowledge of communication skills, library practice, library technology, and community demographics through participation in workshops, conferences, and other continuing education activities. Libraries should meet the following standards relating to staffing:

Yes No 1. The library has regular, paid, and properly qualified staff, appropriately trained to fulfill their particular job responsibilities.

2. The library director is qualified for and maintains the appropriate level of certification under the provisions of the Wisconsin Administrative Code.

3. The library board has adopted a set of personnel policies outlining the conditions and requirements for employment of library staff, and these policies are consistent with state and federal regulations, including the Fair Labor Standards Act, the Americans with Disabilities Act, and relevant court decisions. The board reviews the policies on a regular schedule and after any significant change in employment law.

4. The library has a written personnel classification plan describing the job duties of each staff member, any educational and experience requirements, the physical requirements of the job, and salary range. The plan ensures that all qualified individuals have an equal opportunity for employment.

5. The library staff members have salaries, hours, and benefits determined by the library board and comparable with other community positions requiring similar educational preparation and job assignments.

6. The library establishes and meets a service target for staffing in full-time equivalents (FTEs) per 1,000 population not lower than the Basic Level for its population group. System resource libraries and libraries with specialized collections or extended open hours or services may require additional staff. Regardless of population served, total library staff is not less than 1 FTE. (See Appendices A, B and C.)

7. The library supports the library director’s continuing education for at least 20 contact hours per year. (The Wisconsin Administrative Code requires that library directors participate in 100 hours of continuing education over the five year period prior to recertification.)

21 Yes No 8. The library provides opportunities for each key employee (other than the director) for participation in at least ten (10) hours of continuing education activities each year. The opportunity is prorated for part-time employees; that is, an employee working 30 hours per week should have the opportunity for at least 7.5 hours of continuing education activities each year.

9. The library supports the staff’s continuing education and professional activities, including paid work time for attendance, registration fees, and travel costs.

10. The library allocates a portion of its budget to reimburse the costs of continuing education activities.

11. The staff receives training in emergency procedures and protocols as recommended by the Department of Workforce Development and the Occupational Safety and Health Administration, especially regulations governing emergency evacuation, fire prevention plans, medical services and first aid, portable fire extinguishers, and alarm systems.

12. The library has local or system staff or outside assistance available to resolve technology problems in a timely manner so that there is minimal impact on library operations and services.

13. The library has staff trained to assist patrons with the effective use of technologies, including assistive devices and adaptive software, to access and use the Internet and other electronic and non-print resources.

14. All key library staff have e-mail accounts and ready access to a workstation with a dedicated Internet connection.

15. The staff receives diversity and ability awareness training for communicating with library patrons and coworkers, including persons with physical and mental disabilities, those from diverse cultural backgrounds, adult new readers, and individuals with limited English-speaking ability.

16. All library staff and volunteers are knowledgeable about the statutory protections of the confidentiality of patron use of library materials, electronic resources, and services.

22 5 Collection and Resources

The library should provide a wide range of materials and electronic resources in a variety of formats and in sufficient quantities to meet the needs of all members of its community. This chapter addresses acquisition and ownership of materials and the library’s ability to provide additional materials through interlibrary resource sharing. This chapter also covers the availability of electronic resources whether or not they are physically located in the library. Chapter 7 is a comple- mentary chapter, addressing access to library resources and services, including the technological tools needed to maximize access.

In addition to the standards in this chapter, a number of other measurements can help a library establish goals for collections and resources. For example, a high turnover rate reflects a heavily used collection and might suggest a need for a larger collection. See Output Measures for Public Libraries (Van House et al., 1987) for information about a number of service measurement tools.

Libraries should meet the following standards relating to library collection and resources:

Yes No 1. The library has a collection and resource development policy based on community needs and the diversity of American society that encompasses selection; requests for reconsideration of materials; collection specialties and purchase priorities; and evaluation, especially in weeding the collection.

2. The library allocates funds for purchasing materials in a variety of formats and- for access to electronic resources, based on its collection and resource development policy.

3. The library budgets sufficient funds to maintain, upgrade, and replace needed library equipment and software on a regular schedule.

4. The library has a multi-year technology plan or participates in a library system plan that addresses library needs and the funding to meet those needs. This plan is reviewed annually.

5. The library participates in the system-wide plan for technology and resource sharing.

6. The library uses interlibrary loan to supplement, but not supplant, local collection development.

7. The library cooperates in collection development with other local, area, and state-level libraries of all types, including the Wisconsin Regional Library for the Blind and Physically Handicapped, to provide a wide range of resources in a variety of formats to meet the needs of its community.

8. The library provides access to resources in a variety of formats to ensure equal access for persons of all ages with disabilities, in compliance with the Ameri- cans with Disabilities Act. Formats may include books on cassette and in Braille, electronic formats, and closed captioned, described, or signed video.

23 Yes No 9. The library provides access to adult basic-skills and English-as-a-Second- Language materials with reading levels and formats appropriate to meet the needs of patrons who are adult new readers, or who have developmental disabilities or limited English speaking skills.

10. The library has, or provides access to, electronic information resources for its staff and its patrons. This may be accomplished through a variety of means, including:

• online database searching • CD-ROM databases • digitized materials • locally mounted databases • remote full-text databases • access to the Internet

11. The library provides web pages with organized web links pointing to useful and reliable local, regional, state, national, and international Internet resources. These web pages provide a prominent link to BadgerLink resources, clearly indicating that these resources are provided as a result of state funding of the BadgerLink program.

12. The library includes its bibliographic and holdings information (in the accepted MARC format) in the statewide database (WISCAT) and maintains the accuracy of that data.

13. The library provides adaptive technology to ensure access to electronic resources for persons with disabilities.

14. The library collects and reports statistics related to the availability and use of materials and electronic resources as required on the DLTCL Public Library Annual Report form, using standard definitions supplied by the Division.

15. The library establishes and meets a service target for print volumes held per capita not lower than the Basic Level for its population group. Regardless of population served, the minimum total volumes held is 8,000. (See Appendices A, B and C.)

16. The library establishes and meets a service target for periodical titles received per 1,000 population not lower than the Basic Level for its population group. Regardless of population served, the minimum number of periodical titles received is 30. (See Appendices A, B and C.)

17. The library establishes and meets a service target for audio recordings held per capita not lower than the Basic Level for its population group. Formats may include, among others, audiocassettes, compact disc recordings, and digital audio discs, players and services. (See Appendices A, B and C.)

18. The library establishes and meets a service target for video recordings held per capita not lower than the Basic Level for its population group. (See Appendices A, B and C.)

24 Yes No 19. The library establishes and meets a service target for total expenditures for material (including electronic resources) per capita not lower than the Basic Level for its population group. Regardless of population served, total minimum expenditures for materials (including electronic resources) is $10,000. (See Ap- pendices A, B and C.)

20. The library establishes and meets a service target for total collection size per capita (including print volumes and audio and video materials) not lower than the Basic Level for its population group. (See Appendices A, B and C.)

21. The library maintains a current collection of core reference materials and resources selected from recommended lists and also additional sources selected to meet the information needs of the library’s patrons.

22. Every item in the library’s collection is evaluated for retention, replacement, or withdrawal at least every five years to determine its usefulness and accuracy according to the library’s collection development policy. Outdated, unneces- sary, or damaged materials are removed from the collection. The library establishes and attains a measurable annual weeding plan based on local conditions and the library mission.

23. The library catalogs and arranges its collections for easy accessibility and according to currently accepted library cataloging and classification practices.

26 6 Services

Through public services, a library offers assistance to patrons in the use of its collections and resources. The library also provides patrons with resources beyond those owned by the library through interlibrary loan and other resource-sharing arrangements. Basic public services include reference, information services and programming. These services should be provided to all age groups: children, young adults, and adults.

Libraries should meet the following standards relating to the development of services:

Yes No 1. The library maintains policies and/or procedures regarding the public services it provides, such as reference and information services, programming services, services to children and teens, and services to patrons with special needs.

2. The library cooperates with other types of libraries in the local area to plan for and provide services to all area residents.

3. The library works with community agencies and organizations in the local area in planning and implementing services for all residents.

4. The library participates in system-level planning for services to special needs populations and youth.

5. The library ensures effective communication with persons with disabilities at all service points by providing staff with training, adaptive equipment and software, and by making materials available in alternative formats.

Reference and Information Services The core of reference and information services is: provision of information, guidance in choosing materials appropriate to a user’s needs, and instruction in library use. Libraries should meet the following standards relating to reference and information services:

Yes No 6. The library provides reference and readers’ advisory services to residents of all ages and levels of literacy in person, by telephone, and by text telephone (TTY) or relay service the entire time it is open. Other means of providing reference service are also offered, if appropriate (e.g., fax, email or virtual reference).

7. The library provides reference and readers’ advisory services to patrons with disabilities in formats they can utilize.

8. The library provides staff trained in reference work, including reference work with children, during all hours the library is open.

9. The library has staff trained to assist patrons (including people with disabilities) with the effective use of technologies necessary to access and use the Internet and other electronic and non-print resources.

27 Yes No 10. The library participates in system-coordinated backup reference, interlibrary loan service, and delivery service to provide accurate and timely public service.

11. The library annually computes reference transactions per capita and the reference completion rate as defined in Output Measures for Public Libraries. (Van House et al., 1987)

12. The library makes available or has ready access to an accurate and up-to-date community information and resource file, including names of officers and con- tacts for community organizations and service agencies, providers of job and literacy training, and so forth. This file is made available on the Internet, if feasi- ble.

13. The library supports patron training in the use of technologies necessary to access electronic resources, including training for persons with disabilities in the use of adaptive equipment and software.

14. The library prepares bibliographies and other access guides and user aids to inform patrons of the availability of resources on a specific topic or issue, and makes them available in alternate formats, as appropriate. Programming Educational, recreational, informational, and cultural programs sponsored by the library, or co- sponsored with other community organizations, are offered to help attract new users to the library, to welcome people from all cultures and people with disabilities, to increase awareness and use of library resources and services, and to provide a neutral public forum for the debate of issues. Programming is commonly held in the library, but outreach efforts may direct that some programs be held off-site. Libraries should meet the following standards relating to programming:

Yes No 15. Public programs provided by the library are free of charge [as required by Wis. Stats. s. 43.52(2)] and in physically accessible locations for children, teens, and adults. The library provides the necessary accommodations to enable persons with disabilities to participate in a program and advertises the availability of the accommodations in the program announcement.

16. The library plans and evaluates programming for adults, young adults, and children, considering all of the following factors: • community demographics (age, ethnicity, education, and income levels) • availability of programming from other organizations in the community • local need and interest

28 7 Access and Facilities

Access refers to making the library’s services and resources as widely available as possible. It has many aspects: the library’s location, the number of hours it is open, the efforts made by the library staff to extend services into the broader community, bibliographic access to the library’s collections, and use of appropriate technologies to facilitate access to local and remote resources. The principle of equal access should be integral to the library’s long-range plan.

The physical library facility also has a direct effect on access. All public library buildings should be easily accessible and offer a compelling invitation to the community. Library buildings should be flexible enough to respond to changing use and new technologies. Buildings should be ex- pandable to accommodate growing collections and new services. Buildings should be designed for user efficiency. Building designs also should support staff efficiency, because staff costs are the major expense in library operation. Access to Information and Resources Libraries should meet the following standards relating to access to information and resources:

Yes No 1. Library facilities are readily available to all residents of the service jurisdiction, within a 15-minute drive in metropolitan areas or a 30-minute drive in rural areas.

2. The library provides signs on main community thoroughfares that indicate the direction to the library.

3. The library takes action to reach all population groups in the community. Ap- propriate services may include homebound services; deposit collections for childcare facilities, schools, institutions, and agencies; books-by-mail service; bookmobile service; programs held outside the library; and remote access to the library online catalog and other resources.

4. The library ensures access to its resources and services for patrons with disabilities through the provision of assistive technology and alternative formats, in compliance with the Americans with Disabilities Act.

5. As one measure of access, the library annually calculates its rate of registrations as a percentage of population as defined in Output Measures for Public Librar- ies. (Van House et al., 1987)

6. The full range of services is available all hours the library is open. 7. Library hours are fixed and posted and include morning, afternoon, evening, and weekend hours. Hours open are based on an assessment of users’ and potential users’ most convenient days and times to visit the library, rather than on staff convenience.

8. The library establishes and meets a service target for hours open not lower than the Basic Level for its population group. Regardless of population served, the library is open a minimum of 25 hours per week. (See Appendices A, B and C.)

29 Yes No 9. The library participates in a library system wide area network for shared services (e.g., shared integrated library system, Internet access).

10. The library has a local area network (LAN) linking all workstations as appropriate. The library takes reasonable measures to insure the security of its LAN.

11. The library has an integrated library system (ILS) or is part of a shared ILS with a graphical user interface.

12. The library’s catalog is available via the Internet with the use of a web browser and is accessible 24 hours per day, seven days per week.

13. The library’s online catalog and other electronic resources are accessible to persons with disabilities through the use of adaptive and assistive technology.

14. The library has a dedicated high-speed connection to the Internet, which is available to multiple library workstations. Whenever possible the library provides public wireless Internet for access from private laptops and devices.

15. The library has a telephone system adequate to meet public and staff needs including at least one text telephone (TTY). A voice mail system or answering machine provides basic library information to callers during times the library is not open, with a choice for languages other than English, as appropriate.

16. The library authorizes and maintains (or jointly maintains) an up-to-date universally-accessible web page that includes library hours, phone numbers, services, and other basic information.

17. The library has multiple listings, as appropriate, in the local telephone direc- tory.

18. To facilitate the delivery of information, the library has (or has convenient access to) a photocopier and a fax machine.

19. The library has appropriate equipment to support access to information in various non-print formats in its collection (CD players, VCRs, DVD players, microform machines, among others).

20. The library provides a minimum of one public access workstations per thousand for service populations under 5000, or one workstation per 2000 for service populations over 5000; or a sufficient number of workstations to accommodate patrons with minimal wait times for access to the library’s catalog, the Internet, and other electronic resources. (See Appendix F for definition of “public access workstation.”)

21. When remote access to electronic information resources is offered, it is available 24 hours a day, seven days per week.

22. The library has converted its bibliographic and holdings information into machine-readable form using the MARC standard.

23. If the library elects to filter Internet content, it has a policy and procedure in place to allow patrons unfiltered access to legitimate information.

30 The Physical Facility Libraries should meet the following standards relating to the physical facility: Yes No 24. The library provides adequate space to implement the full range of library services that are consistent with the library’s long-range plan and the standards in this document.

25. The library has allocated space for child and family use, with all materials readily available, and provides furniture and equipment designed for children and persons with disabilities.

26. At least once every five years, and more frequently if needed, the board directs the preparation of an assessment of the library’s long-term space needs.

27. The library building and furnishings meet state and federal requirements for physical accessibility, including the ADA Accessibility Guidelines for Buildings and Facilities (ADAAG) (at http://www.access-board.gov/adaag/html/adaag.htm)

28. In compliance with the ADAAG, the library provides directional signs and in- structions for the use of the collection, the catalog, and other library services, in print, Braille, alternate formats, and languages other than English, as appropriate.

29. The library’s accessible features (such as entrance doors, restrooms, water, and parking spaces) display the International Symbol of Accessibility.

30. The library building supports the implementation of current and future telecommunications and electronic information technologies.

31. Adequate, safe, well-lighted, and convenient parking is available to the library’s patrons and staff on or adjacent to the library’s site. The minimum number of required parking spaces may be governed by local ordinance.

32. The exterior of the library is well lighted and identified with signs clearly visible from the street.

33. The entrance is clearly visible and is located on the side of the building that most users approach.

34. Emergency facilities are provided in accordance with appropriate codes; evacuation routes, emergency exits, and the locations of fire extinguishers are clearly marked; emergency first aid supplies are readily available; and the library has a designated tornado shelter.

35. Lighting levels comply with standards issued by the Illuminating Engineering Society of North America.

36. The library provides facilities for the return of library materials when the library is closed; after-hours material depositories are fireproof and are accessible to people with disabilities.

37. The library has accessible public meeting space available for its programming and for use by other community groups, if appropriate.

31 32 Appendixes

Appendix A: Quantitative Standards by Municipal Population...... 35 Appendix B: Quantitative Standards by Service Population...... 37 Appendix C: Quantitative Standards Regardless of Community Size...... 39 Appendix D: Summary of Technology-Related Standards ...... 41 Appendix E: Bibliography ...... 43 Appendix F: Definitions of Terms and Acronyms Used in the Standards.. 439

33 34 Appendix A: Quantitative Standards by Municipal Population*

FTE Staff per 1,000 Population Regardless of the population served, minimum total staff is 1.0 FTE Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 1.0 0.9 0.8 0.7 0.6 0.5 0.4 Moderate 1.2 1.0 0.9 0.8 0.7 0.6 0.5 Enhanced 1.5 1.2 1.1 0.9 0.8 0.7 0.6 Excellent 2.1 1.6 1.4 1.1 1.0 0.9 0.7

Volumes Held per Capita (Print) Regardless of the population served, the minimum total volumes held is 8,000 volumes Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 8.8 6.4 5.6 4.3 3.7 3.5 2.6 Moderate 11.3 7.9 6.1 4.9 3.9 3.7 3.4 Enhanced 14.7 9.3 6.9 5.6 4.3 4.2 4.1 Excellent 22.8 11.8 9.1 6.9 5.6 4.5 4.3

Periodical Titles Received per 1,000 Population (Print) Regardless of the population served, the minimum periodical titles received is 30 titles Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 30.2 21.0 16.4 11.4 7.1 6.7 3.6 Moderate 39.5 25.7 17.9 12.6 8.1 7.9 3.8 Enhanced 58.1 33.7 20.4 15.9 9.8 8.9 5.0 Excellent 92.6 42.8 24.7 17.6 11.1 10.5 10

Audio Recordings Held per Capita Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 0.27 0.25 0.24 0.22 0.20 0.18 0.12 Moderate 0.39 0.33 0.32 0.28 0.24 0.22 0.15 Enhanced 0.53 0.52 0.40 0.36 0.28 0.26 0.21 Excellent 1.02 0.61 0.51 0.45 0.38 0.36 0.25

*“Municipal population” is the population of the city, town, village, or county establishing the library, or the total population of communities establishing a joint library.

35 Video Recordings Held per Capita Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 0.60 0.44 0.31 0.24 0.20 0.18 0.12 Moderate 0.85 0.56 0.41 0.33 0.25 0.23 0.15 Enhanced 1.10 0.70 0.48 0.38 0.29 0.27 0.20 Excellent 2.16 0.99 0.80 0.48 0.37 0.31 0.24

Hours Open Regardless of the population served, the minimum hours open is 25 hours per week Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 25 44 56 58 60 63 67 Moderate 32 50 59 61 65 67 68 Enhanced 39 53 61 64 66 68 69 Excellent 48 58 64 67 68 70 70

Materials Expenditures per Capita Regardless of the population served, the minimum materials expenditures is $10,000 Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic $6.32 $6.23 $5.84 $5.31 $4.96 $4.90 $3.42 Moderate $8.93 $8.62 $7.16 $5.76 $5.37 $5.37 $3.85 Enhanced $10.43 $9.76 $8.05 $7.06 $6.45 $6.41 $4.39 Excellent $16.73 $13.60 $10.36 $10.01 $8.08 $7.43 $4.92

Collection Size (Print, Audio & Video) per Capita Municipal Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 10.2 7.1 6.3 4.9 4.1 3.9 2.8 Moderate 12.6 8.7 6.8 5.6 4.4 4.3 3.8 Enhanced 17.0 10.3 7.8 6.4 5.0 4.8 4.5 Excellent 27.3 13.3 10.3 7.8 6.4 5.0 4.7

36 Appendix B: Quantitative Standards by Service Population*

FTE Staff per 1,000 Population Regardless of the population served, minimum total staff is 1.0 FTE Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 0.6 0.4 0.4 0.4 0.4 0.4 0.4 Moderate 0.7 0.5 0.5 0.5 0.5 0.5 0.5 Enhanced 0.8 0.7 0.6 0.6 0.6 0.6 0.6 Excellent 1.1 0.9 0.8 0.7 0.7 0.7 0.7

Volumes Held per Capita (Print) Regardless of the population served, the minimum total volumes held is 8,000 volumes Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 6.0 3.9 3.1 2.9 2.7 2.7 2.6 Moderate 7.3 4.7 3.9 3.4 3.0 2.8 2.7 Enhanced 9.7 5.8 4.6 4.0 3.5 3.4 2.9 Excellent 13.9 7.7 6.1 5.0 4.1 4.2 3.7

Periodical Titles Received per 1,000 Population (Print) Regardless of the population served, the minimum periodical titles received is 30 titles Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 15.4 12.8 11.1 8.2 5.4 4.5 3.7 Moderate 22.1 16.4 13.1 9.7 6.8 5.6 4.0 Enhanced 31.4 21.0 15.3 11.6 8.2 6.1 5.4 Excellent 45.1 27.8 18.5 13.2 9.5 8.5 8.2

Audio Recordings Held per Capita Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 0.14 0.13 0.13 0.13 0.17 0.17 0.11 Moderate 0.21 0.17 0.18 0.16 0.19 0.20 0.17 Enhanced 0.33 0.25 0.24 0.23 0.22 0.21 0.18 Excellent 0.49 0.38 0.34 0.32 0.30 0.28 0.21

*“Service Population” is the library's home community population plus an additional population determined from circulation statistics for county residents without a library.

37 Video Recordings Held per Capita Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 0.36 0.26 0.22 0.18 0.16 0.14 0.11 Moderate 0.50 0.37 0.28 0.22 0.20 0.18 0.15 Enhanced 0.71 0.46 0.38 0.28 0.25 0.23 0.19 Excellent 1.00 0.72 0.48 0.35 0.31 0.24 0.20

Hours Open Regardless of the population served, the minimum hours open is 25 hours per week Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 25 34 46 56 59 64 67 Moderate 30 40 50 59 64 65 68 Enhanced 36 43 53 62 66 68 69 Excellent 39 51 58 65 68 70 72

Materials Expenditures per Capita Regardless of the population served, the minimum materials expenditures is $10,000 Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic $4.05 $3.92 $3.87 $3.60 $3.52 $3.50 $3.35 Moderate $5.83 $5.25 $4.95 $4.50 $4.35 $4.30 $4.22 Enhanced $6.46 $5.35 $5.20 $5.05 $4.95 $4.85 $4.30 Excellent $8.59 $8.60 $6.89 $6.21 $6.17 $5.47 $4.41

Collection Size (Print, Audio & Video) per Capita Service Population Less than 2,500 to 5,000 to 10,000 to 25,000 to 50,000 to 100,000 2,500 4,999 9,999 24,999 49,999 99,999 and over Basic 6.5 4.5 3.4 3.3 3.1 3.0 2.9 Moderate 8.2 5.2 4.4 3.8 3.4 3.3 3.0 Enhanced 10.3 6.4 5.2 4.5 4.1 3.8 3.2 Excellent 14.9 8.6 6.7 5.5 4.8 4.6 4.1

38 Appendix C: Quantitative Standards Regardless of Community Size

The following standards apply regardless of community size:

• The library is open a minimum of 25 hours per week. • A certified library director is paid to perform board-designated duties for no fewer than 25 hours per week. • Minimum total library staff is 1 FTE. • The library supports the library director’s continuing education for at least 20 contact hours per year. • Minimum total book volumes held is 8,000. • Minimum print periodical titles received is 30. • Minimum total annual local expenditures on collection (including electronic resources) is $10,000. • Minimum year 2005 total operating budget is $60,000 (see below for more information).

Estimated Minimum Cost Components of Recommended Minimum Library Budget

Budget Item Minimum Cost Director's salary $18,100 (salary for a Grade 3 Certified Director at a minimum of 25 hrs/wk) Other staff wages $7,600 (for a minimum of 15 hrs/wk) Social sec., benefits, etc. $8,300 (32% of salary costs) Materials $10,000 (print, AV and electronic resources) All other expenses $16,000 (supplies, utilities, technology costs, continuing education, etc.) Total operating costs $60,000 (in 2005) (capital costs including debt retirement are not included in this figure)

Est. minimum for 2006 $61,500 (increase of 2.5%*) Est. minimum for 2007 $63,000 (increase of 2.5%*) Est. minimum for 2008 $64,600 (increase of 2.5%*) Est. minimum for 2009 $66,200 (increase of 2.5%*) Est. minimum for 2010 $67,900 (increase of 2.5%*)

*Estimated annual increases of 2.5% represent the approximate average budget increase for Wis- consin libraries to cover inflationary increases, usage increases, and service improvements.

39 40 Appendix D: Summary of Technology-Related Standards

• The library participates in a library system wide area network for shared services (e.g., shared integrated library system, Internet access). • The library has a local area network (LAN) linking all workstations as appropriate. The library takes reasonable measures to insure the security of its LAN. • The library has a dedicated high-speed connection to the Internet, which is available to multiple library workstations. Whenever possible, the library provides public wireless Internet for access from private laptops and devices. • If the library elects to filter Internet content, it has a policy and procedure in place to allow patrons unfiltered access to legitimate information. • The library has an integrated library system (ILS) or is part of a shared ILS with a graphical user interface. • The library’s catalog is available via the Internet with the use of a web browser and is accessible 24 hours per day, seven days per week. • The library provides a minimum of one public access workstations per thousand for service populations under 5000, or one workstation per 2000 for service populations over 5000; or a sufficient number of workstations to accommodate patrons with minimal wait times for access to the library’s catalog, the Internet, and other electronic resources. • The library authorizes and maintains (or jointly maintains) an up-to-date universally- accessible web page that includes library hours, phone numbers, services, and other basic information. • The library provides web pages with organized web links pointing to useful and reliable local, regional, state, national, and international Internet resources. These web pages provide a prominent link to BadgerLink resources, clearly indicating that these resources are provided as a result of state funding of the BadgerLink program. • When remote access to electronic information resources is offered, it is available 24 hours a day, seven days per week. • All key library staff have e-mail accounts and ready access to a workstation with a dedicated Internet connection. • The library has staff trained to assist patrons with the effective use of technologies, including assistive devices and adaptive software, to access and use the Internet and other electronic and non-print resources. • The library has local or system staff or outside assistance available to resolve technology problems in a timely manner so that there is minimal impact on library operations and services. • The library has a multi-year technology plan or participates in a library system plan that addresses library needs and the funding to meet those needs. This plan is reviewed annually • The library budgets sufficient funds to maintain, upgrade, and replace needed library equipment and software on a regular schedule.

41 42 Appendix E: Bibliography

Citations marked with * denote resources especially geared toward the smaller public library.

Generalities Bremer, Suzanne. Long Range Planning: A How-to-Do-It Manual for Public Libraries. New York: Neal Schuman, 1994. Channel and Channel Weekly, Wisconsin Division for Libraries, Technology, and Community Learning, newsletters. http://dpi.wi.gov/channel/channel.html Cuesta, Yolanda. “The NEW Planning for Results: Involving the Community in Planning Your Library's Future.” California State Library’s Rural Library Initiative Webcast, July 2002. http://rurallibraries.org/webcasts/7-10-02/7-10-02_planning_for_results.html Dolnick, Sandy. Friends of Libraries Sourcebook. 3rd ed. Chicago: ALA, 1996. Durrance, J. C., & Fisher, K. E.. How Libraries and Librarians Help: A Guide to Identifying User-Centered Outcomes. Chicago: ALA, 2005. Hennen, Thomas J. Jr.. Hennen's Public Library Planner: A Manual and Interactive CD-ROM. New York: Neal-Schuman Publishers, 2004. Hernon, Peter and Robert E. Dugan. An Action Plan for Outcomes Assessment in Your Library. Chicago: ALA, 2002. Hernon, Peter and John R. Whitman. Delivering Satisfaction and Service Quality: A Customer- Based Approach for Libraries. Chicago: ALA, 2001. Hernon, Peter and Ellen Altman. Assessing Service Quality: Satisfying the Expectations of Li- brary Customers. Chicago: ALA, 1998. Matthews, Joseph R. Measuring for Results: the Dimensions of Public Library Effectiveness. Westport, CT: Libraries Unlimited, 2004. ——. Strategic Planning and Mangement for Library Managers. Westport, CT: Libraries Unlim- ited, 2005. McClure, Charles R., et al. Planning and Role Setting for Public Libraries: A Manual of Options and Procedures. Chicago: ALA, 1987. Nelson, Sandra, The NEW Planning for Results: A Streamlined Approach. Chicago, IL, ALA 2001. Van House, Nancy A., et al. Output Measures for Public Libraries: A Manual of Standardized Procedures, 2nd ed. Chicago: ALA, 1987. Walter, Virginia A. Output Measures for Public Library Service to Children: A Manual of Stan- dardized Procedures. Chicago: ALA, 1992. Wilson, William James, et al. Planning for Results: A Public Library Transformation Process. Chicago: ALA, 1998. Wisconsin Division for Libraries, Technology, and Community Learning. Combined School and Public Libraries: Guidelines for Decision Making. 2nd ed. Madison, WI: Department of Pub- lic Instruction, 1998. (And at http://dpi.wi.gov/pld/comblibs.html) Zweizig, Douglas, et al. Output Measures for Children’s Services in Wisconsin Public Libraries. Madison, WI: UW School of Library and Information Studies, 1989.

43 Governance and Administration Governance Giesecke, Joan. Practical Strategies for Library Managers. Chicago: ALA, 2001. Moore, Mary Y. The Successful Library Trustee Handbook. Chicago: ALA, 2004. *Trustee Essentials: A Handbook for Wisconsin Public Library Trustees. Madison, WI: Depart- ment of Public Instruction, 2002. (And at http://dpi.wi.gov/pld/handbook.html) *Young, Virginia. The Library Trustee: A Practical Guidebook. 5th ed. Chicago: ALA, 1995.

Administration Brumley, Rebecca. The Public Library Manager's Forms, Policies, and Procedures Handbook with CD-ROM. New York: Neal-Schuman Publishers, 2004. *Daubert, Madeline J. Financial Management for Small and Medium-Sized Libraries. Chicago: ALA, 1993. Hage, Christine Lind. The Public Library Start-Up Guide. Chicago: ALA, 2003. Nelson, Sandra, et al. Managing for Results: Effective Resource Allocation for Public Libraries. Chicago: ALA, 2000. *Reed, Sally Gardner. Small Libraries: A Handbook for Successful Management. 2nd ed. Jeffer- son, NC: McFarland & Co., 2002. Robbins, Jane B., and Douglas L. Zweizig. Keeping the Book$: Public Library Financial Prac- tices. Fort Atkinson, WI: Highsmith Press, 1992. *Sager, Donald J. Small Libraries: Organization and Operation. 3nd ed. Fort Atkinson, WI: Highsmith Press, 2000. Small Library Committee of the Wisconsin Association of Public Librarians. Sample Library Policies for the Small Public Library. 2nd Edition, Revised by David L. Polodna, 1999. (http://www.owls.lib.wi.us/info/3ps/policies/sample_policies.htm.) Smith, G. Stevenson. Accounting for Libraries and Other Not-for-Profit Organizations, 2nd ed. Chicago: ALA, 1999. *Weingand, Darlene E. Administration of the Small Public Library, 4rd ed. Chicago: ALA, 2000.

Funding The Big Book of Library Grant Money 2004-2005: Profiles of Private and Corporate Founda- tions and Direct Corporate Givers Receptive to Library Grant Proposals. Chicago: ALA, 2003. Gerding, Stephanie R. and Pamela H. MacKellar. Grants for Libraries: A How-To-Do-It Manual and CD-ROM for Librarians. New York: Neal-Schuman Publishers, 2005. Steele, Victoria, and Stephen D. Elder. Becoming a Fundraiser: The Principles and Practice of Library Development 2nd ed. Chicago: ALA, 2000. *Swan, James. Fundraising for the Small Public Library: a How-to-Do-It Manual for Libraries. New York: Neal-Schuman, 1990.

44 Public Relations Fisher, Patricia H., et al. Blueprint for Your Library Marketing Plan: A Guide to Help You Sur- vive And Thrive Chicago: ALA, 2005..

Powerful Public Relations: a How-To Guide for Libraries, Rashelle S. Karp, editor. Chicago: ALA, 2002

Walters, Suzanne. Library Marketing that Works. New York: Neal-Schuman Publishers, 2004.

Reed, Sally Gardner, et al. 101+ Great Ideas for Libraries and Friends: Marketing, Fundraising, Friends Development, and More . New York: Neal-Schuman Publishers, 2004.

Staffing Branson, Peg. Certification Manual for Wisconsin Public Library Administrators. Madison, WI: Department of Public Instruction, 2004. Christopher, Connie, Empowering Your Library: a Guide to Improving Service, Productivity, &Participation. Chicago: ALA, 2003. Evans, G. Edward, Performance Management and Appraisal: a How-To-Do-It Manual for Li- brarians. New York: Neal-Schuman, 2004. *Karp, Rashelle. Volunteers in Libraries. LAMA Small Libraries Publications Series. Chicago: ALA, 1992. (Also at http://www.ala.org/ala/lama/lamapublications/smalllibspubs/volunteerslibraries.htm) “Library Practitioner Core Competencies” Adopted October, 2004 by the Western Council of State Libraries as part of the “Continuum of Library Education” project funded by the Institute of Museum and Library Services. Includes handouts and PowerPoint presentation. http://www.westernco.org/continuum/final.html Position Classifications for Public Libraries. Wisconsin Association of Public Libraries, Person- nel and Professional Concerns Committee, Madison, Wisconsin: WLA, 2004. Practical Help for New Supervisors, Third Edition, Chicago: ALA, 1997. Salary and Fringe Benefit Survey, Wisconsin Association of Public Libraries, Personnel and Pro- fessional Concerns Committee. Madison, WI: WLA, 2003. Staff Development: A Practical Guide, Third Edition, Chicago: ALA, 2001.

Collection and Resources Alabaster, Carol. Developing an Outstanding Core Collection: A Guide for Libraries. Chicago: ALA, 2002. Intellectual Freedom Manual. 6th ed. Chicago: ALA, 2002. Folke, Carolyn Winters. Dealing with Selection and Censorship: A Handbook for Wisconsin Schools and Libraries. Madison, WI: Department of Public Instruction, 1999. Johnson, Peggy. Fundamentals of Collection Development & Management Chicago: ALA, 2004. Slote, Stanley J. Weeding Library Collections-II. 2nd rev. ed. Littleton, CO: Libraries Unlimited, 1997.

45 Services Connor, Jane Gardner. Children’s Library Services Handbook. Phoenix, AZ: Oryx Press, 1990. *Farmer, Lesley S.J. Young Adult Services in the Small Library. LAMA Small Libraries Publica- tions Series. Chicago: ALA, 1992. (Also at http://www.ala.org/ala/lama/lamapublications/smalllibspubs/farmer.pdf) Immroth, Barbara, ed. et al. Library Services to Youth of Hispanic Heritage. Library Services to Youth of Hispanic Heritage. Jefferson, NC, McFarland & Co., 2000. Jones, Patrick. Connecting Young Adults and Libraries: A How-To-Do-It Manual. 2nd ed. Chi- cago: Neal-Schuman, 1998. Mathews, Virginia H. ed. Library Services for Children and Youth: Dollars and Sense. New York: Neal-Schuman, 1995. Public Libraries as Partners in Youth Development: Lessons and Voices from the Field. Evans- ton, IL: Urban Libraries Council, 2002. (Also at http://www.urbanlibraries.org/showcase/plypd_pub.html ) Staerkel, Kathleen, ed. Youth Services Librarians as Managers: A How-To-Guide from Budgeting to Personnel. Chicago: ALA,1995. *Steele , Anitra T.. Bare Bones Children's Services: Tips for Public Library Generalists. Chicago: ALA, 2001. *Vaillancourt, Renée J. Bare Bones Young Adult Services: Tips for Public Library Generalists. Chicago: ALA, 1999. Walter, Virginia. Output Measures and More: Planning and Evaluating Young Adult Services in Public Libraries. Chicago: ALA, 1995. Wisconsin Council on Children and Families. WisKids Count Data Book:2005.. Madison: Wis- consin Council on Children and Families, 2005. http://www.wccf.org/projects/wiskids/2005/2005wiskids.htm

Reference and Readers Advisory Services Cassell, Kay Ann. Developing Reference Collections and Services in an Electronic Age: A How- To-Do-It Manual For Librarians. New York: Neal-Schuman, 1999. Janes, Joseph. Introduction to reference work in the digital age. New York: Neal-Schuman, 2003. Katz, William A. Introduction to Reference Work. 8th ed. New York: McGraw-Hill, 2002 Saricks, Joyce Reader’s Advisory Service in the Public Library, 3rd Edition. Chicago: ALA, 2005.

Services to Special Populations ALA. Association of Specialized and Cooperative Library Agencies. Library Standards for Juve- nile Correctional Facilities. Chicago: ALA, 1999. de Usabel, Frances and Coral Swanson. Public Library Services for Youth with Special Needs: A Plan for Wisconsin. Madison, WI: Department of Public Instruction, 1999. (Also at http://dpi.wi.gov/pld/ysnpl.html) Huntington, Barbara and Coral Swanson. Adults with Special Needs: A Resource and Planning Guide for Wisconsin’s Public Libraries. Madison, WI Department of Public Instruction, 2003. (Also at http://dpi.wi.gov/pld/specialasn.html)

46 Keller, Shelly G., ed. Harmony in Diversity: Recommendations for Effective Library Service to Asian Language Speakers. Sacramento, CA: California State Library, 1998.

Programming The Book Group Book: a Thoughtful Guide to Forming and Enjoying a Stimulating Book Discus- sion Group. Edited by Ellen Slezak. Chicago: Chicago Review Press, 2000. Bromann, Jennifer. Booktalking that Works. New York : Neal-Schuman Publishers, 2001. Brown, Barbara J. Programming for Librarians: A How-to-Do-It Manual. New York: Neal- Schuman, 1992. Chapple, Langemack. The Booktalker's Bible : How to Talk About the Books You Love to Any Audience. Westport, CT : Libraries Unlimited, 2003. Lear, Brett W. Adult Programs in the Library. Chicago: ALA, 2001. Sullivan, Michael. Connecting Boys with Books: What Libraries Can Do. Chicago: ALA, 2003. Reid, Rob. Cool Story Programs for the School-Age Crowd. .Chicago: ALA, 2004. ——. Family Storytime: 24 Creative Programs for All Ages. Chicago: ALA, 1999.

Access and Facilities Bocher, Robert. Library Technology Planning: An Outline of the Process. Madison, WI: Depart- ment of Public Instruction, 1999. http://dpi.wi.gov/pld/planout.html Brawner, Lee B. and Donald K. Beck, Jr. Determining Your Public Library’s Future Size: A Needs Assessment & Planning Model. Chicago: ALA, 1996. *Dahlgren, Anders. Planning the Small Public Library Building. 2nd ed. LAMA Small Libraries Publications Series. Chicago: ALA, 1996. ______. Public Library Space Needs: A Planning Outline. Madison, WI: Department of Public Instruction, 1998. http://dpi.wi.gov/pld/plspace.html Hall, Richard B. Financing Public Library Buildings. New York: Neal-Schuman, 1994. Holt, Raymond M. The Wisconsin Library Building Project Handbook. 2nd ed. revised by An- ders C. Dahlgren. Madison: Wisconsin Department of Public Instruction, 1990. IESNA Lighting Handbook. 9th ed. New York: Illuminating Engineering Society of North Amer- ica, 2000. Lushington, Nolan. Libraries Designed for Users: a 21st Century Guide. New York: Neal- Schuman Publishers, 2002. Sannwald, William W. Checklist of Library Building Design Considerations. 4th ed. Chicago: ALA, 2001 Taney, Kimberly. Teen Spaces: The Step-by-Step Library Makeover. Chicago: ALA, 2003. Turner, Anne M. Vote yes for libraries: a guide to winning ballot measure campaigns for library funding. Jefferson, NC: McFarland, 2000. Woodward, Jeannette. Countdown to a New Library: Managing the Building Project. Chicago: ALA, 2000. ______. Creating a Customer-Driven Library: Building on the Bookstore Model. Chicago: ALA, 2005.

47 Appendix F: Definitions of Terms and Acronyms Used in the Standards

Acquisition. The process of acquiring the library materials that make up the library’s collection. ALA. American Library Association, the national professional library organization. Automation. All aspects involved in using a computer system for such tasks as circulation, cataloging, acquisitions, and interlibrary loans. Cataloging. The process of describing an item in the collection and assigning a classification (call) number. Capital funds. Funds for acquisition of or additions to fixed assets, such as building sites, new buildings and building additions, new equipment (including major computer installations), initial book stock, furnishings for new or expanded buildings, and new vehicles. This excludes replacement and repair of existing furnishings and equipment, regular purchase of library materials, and investments for capital appreciation. Note: Municipal accounting practices shall determine whether a specific item is a capital expense or an operating expense regardless of examples in the definitions. Expenditures for books, other than initial book stock, are not capital expenditures. CD-ROM. Compact Disc, Read-Only Memory; a medium for storing data and multimedia information electronically. CE. Continuing Education. Certified library director, librarian or library administrator. These terms refer to a librarian maintaining proper certification from the DPI, as required by the Wisconsin Administrative Code, and as required by Chapter 43 for library membership in a public library system. Chapter 43. The chapter of the Wisconsin Statutes governing the establishment and operation of public libraries and library systems. Circulation. The act of loaning material from the library’s collection for use outside the library. This activity includes checking out materials to users, either manually or electronically, and also renewing, each of which is reported as a circulation transaction. Interlibrary loan items provided to the library and checked out by the library should be counted as a circulation. Inter- library loan items sent to, or checked out to, another library do not count as a circulation. COLAND. Council on Library and Network Development; an advisory council on library services to DPI appointed by the governor and including library professionals and lay people. Collection. The total accumulation of all library materials and electronic resources provided by a library for its clientele. Contact hour. As defined in the Wisconsin Public Librarian Certification Manual, a contact hour is 60 minutes of continuous participation in an eligible continuing education activity. DLTCL. Division for Libraries, Technology, and Community Learning, part of DPI. DPI. Department of Public Instruction, State of Wisconsin. DVD. Digital versatile disc; a medium for storing data and multimedia information electronically. FTE. A standard measurement of staff size, full time equivalent is determined by summing the total hours worked per typical week by all library employees and dividing by forty.

48 Goals. Broad, long-term outcomes the community will receive as a desired result of specific services provided by the library to address identified strategic issues. Hours open. For purposes of standards, the number of hours the main library building is open to the public during the winter. ILL or Interlibrary loan. A transaction in which library material is loaned by one library to another outside its branch system for the use of an individual patron. ILS. An Integrated Library System is a suite of library software for both public and library staff use consisting of modules to automate and coordinate common library operations such as circulation, catalog, serials, acquisitions, and ILL, with integrated Web content. In Wisconsin over 80% of the public libraries are part of a shared ILS often operated or coordinated by the library system Key Staff. Library employees whose position or duties require that the public or other libraries be able to contact them individually. LAN. A Local Area Network is a computer network linking workstations, file servers, printers, and other devices within a local area, such as an office. LANs allow the sharing of resources and the exchange of both video and data. MARC. MAchine Readable Cataloging; the standard for bibliographic description encoded for computer processing. Municipal population. The total number of persons who live inside the library’s legal service jurisdiction, that is, the governmental unit(s) establishing the public library. Nonresident. Nonresidents are library users who live outside the library’s legal service jurisdiction, that is, the governmental unit(s) establishing the public library. Objectives. In relation to planning, the means by which the library will measure its progress toward reaching a goal. Output measures. Methods devised for measuring a library’s performance, as determined by use of the library’s resources and services. Periodical. A publication with a distinctive title intended to appear in successive numbers or parts at stated or regular intervals and, as a rule, for an indefinite time; magazines and newspapers are periodicals. PLA. The Public Library Association, a division of ALA (see above). Processing. The carrying out of the various routines before material is ready for circulation, including cataloging and physical preparation. Public access workstation. Any computer or terminal available exclusively for public use in the library. R&LL. Reference and Loan Library. Resident. A person who lives inside the library’s legal service jurisdiction, that is, the governmental unit(s) establishing the public library. Selection. The process of choosing the books and other materials to be bought by a library. Service population. The municipal population (see above) plus an estimated value for an additional service area population.

49 SLP. Summer Library Program, an umbrella term for the children’s activities and programs that a public library carries out during the summer. Stakeholder. An individual or group who has an interest in and influences library activities, programs and objectives Subscriptions. The arrangement by which, in return for a sum paid in advance, periodicals, newspapers, or other serials are provided for a specified number of issues. As used in the quantitative measures of the standards, these are print and microform subscriptions only, not electronic or digital subscriptions. SWOT Analysis: A strategic planning tool used to evaluate the Strengths, Weaknesses, Opportu- nities, and Threats involved in a project or service. Strengths and weaknesses are internal to an organization while opportunities and threats originate from outside. A SWOT analysis, generally conducted early in the planning process, helps libraries evaluate outside factors and internal situations. Title. A title is a publication that forms a separate bibliographic whole, whether issued in one or several volumes, reels, discs, slides, or parts. The term applies equally to printed materials, such as books and periodicals, and to audiovisual materials and microforms. Duplicate copies represent one title. Union catalog. A consolidated catalog of holdings from several libraries. Volumes. Volumes are the number of physical units or items in a collection. Items that are pack- aged together as a unit, e.g., two compact discs, two films, or two videocassettes, and are generally checked out as a unit, should be counted as one physical unit. WAN. A Wide Area Network uses high-speed, long-distance communications technology to connect computers over long distances WAPL. Wisconsin Association of Public Libraries; a division of WLA. Weeding. The selection of library material from the collection to be discarded, sold or transferred to storage because of poor physical condition, outdated content, or limited popularity. WISCAT. Wisconsin Catalog, the statewide database of holdings contributed by Wisconsin libraries of all types; currently available on the Web. Wisconsin Regional Library for the Blind and Physically Handicapped. A federally funded library, located in Milwaukee, which provides books and periodicals on discs and audio cassettes and in Braille to blind and physically handicapped citizens of all ages throughout Wis- consin. WLA. Wisconsin Library Association, the state professional library association. Workstation. As used in the standards, any computer or computer terminal.

50 FW CITY LIBRARY NEEDS COMMITTEE From: Kristie Smithers Sent: Monday, March 22, 2010 8:53 AM To: Kathy Martin Subject: FW: CITY LIBRARY NEEDS COMMITTEE Attachments: ATT00023.gif; ATT00026.gif The mayor would like the committee to also receive this email. Thank you. Kristie Smithers, MMC City Clerk City of Wasilla 290 E. Herning Avenue Wasilla, AK 99654-7091 907-373-9090 [email protected]

-----Original Message----- From: Verne E. Rupright Sent: Saturday, March 20, 2010 3:45 PM To: Kristie Smithers Subject: FW: CITY LIBRARY NEEDS COMMITTEE

Send it to the committee members and the council members

-----Original Message----- From: Stephen Vlahovich [mailto:[email protected]] Sent: Wed 3/17/2010 12:17 PM To: Leone Harris Subject: CITY LIBRARY NEEDS COMMITTEE

Councilwoman Harris:

I attended the meeting schedule for 3/16/2010 of the City Library Needs Committee. I was very disappointed, that because of a lack of quorum, the meeting had to be rescheduled. Granted these are volunteer groups without pay and should be commended on their participation. Not to have confirmed in advanced, of an planned meeting, that a quorum would be present doesn't serve the City well.

Also after reviewing the composition of the committee, it seems that this is not a fair representation of the city residents. Three of the six members are not city residents. Two of the members are back to back neighbors outside of the city limits. I would recommend that the city add to the committee to make it that the residents are a majority on the committee and that a more diverse representation be established. PS: You can forward this to the Mayor's office and the committee members for their input. I don't have those emails handy. Stephen D. Vlahovich Associate Broker Dynamic Properties, Inc. 3111 C St, Anchorage, Ak 99503 892 E. USA Circle, Wasilla, Ak 99564

907-223-5998 [email protected]

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