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HomeMy WebLinkAbout1989-04-19; Library Board of Trustees; MinutesMINUTES Meeting of: LIBRARY BOARD OF TRUSTEES Time of Meeting: 3:OO p.m. Date of Meeting: Aprl I 19, 1989 Place of Meeting: Councll Conference Room CALL TO ORDER: Presldent Cooper calied the Meeting to order at 3:OO p.m. ROLL CALL: Present - Presldent Cooper, Llbrary Board Trustees Martln, Wood and Trigas. Llbrary Board Trustee Grosse. Absent - Also Present Were: Cllfford Lange, Llbrary Director Geoff Armour, Asslstant Library Dlrector Carolyn Ayars APPROVAL OF MINUTES: The Mlnutes of the Meeting held March 15, 1989, were approved as presented. COMMITTEE REPORTS: a. Bulldlnq and Grounds Trustee Trlgas reported the I lbrary project Is scheduled to be before the Coastal Cmmlsslon In June. The RFP's are due back Aprll 27, 1989, for the consultants. Councll approved the project and the zone change. b. Budget Trustee Martln reported the budoet has been reviewed by the analyst and was approved, with the only thing removed belng the electronic equlpment. c. Personnel Trustee Wood reported that as of May 1, 1989, Rhoda Kruse, Llbrary Assfstant I, wlll replace Geraldine Spangler, who retired. d. Youth Geoff Armour reported the annual Easter Egg Hunt was the blg event In March. The Summer Reading Club wit have as Its theme, "Monster Manla". The Llbrary Board of Trustees off lclal ly thanked Geo Armour for hls excellent work on the Budget. OLD BUSINESS: f a. Agenda Bill to Clty Councll Regardlng Name Change of the Existing Llbrary Bulldlng to The Georgina Cola Library and Reafflrming the Offlcial Name of the L I brary. Director Lange explalned that thls Agenda Bill will be on the Councll Agenda May 2. ? TRUSTEES Cooper Mart In Tr I gas Wood \ MIN.UTES April 19, 1989 LIBRARY BOARD OF TRUSTEES Page 2 OLD BUSINESS: (Continued) b. Agenda Bill for an lnformatlon Kiosk to be constructed outside the Library Entrance - approved by City Council 4/4/89. Director Lange stated thls was the Agenda BI I I for the kiosk, whlch was approved. NEW BUSINESS: a. California State Llbrary Newsletter Propositlon 85 Update. Director Lange reported that the City would only have one chance to apply for this mney, and that wlll be for the new library. b. Public Meetlngs Scheduled for Aprll 26 and 27 at the Branch Library and City Council Chambers Respectlvely. Purpose of the meetlngs is to inform the public about the recently completed planning process and to give a progress report on the p lans for the new library building. Director Lange referred to the Agenda for these meetlngs, copies of which were dlstrlbuted to Board Members prior to thls meeting. c. Georgina Cole Memorlal Book Collection Book Plate for Review Director Lange referred to the sketch of Georgina Cole's grandch i I dren distr I buted to Members today to be used for thls item. LIBRARY DIRECTOR'S REPORT: Geoff Armour reported on the income tax service provlded by the Library and extended thanks to Milt Cooper for all the work he did on this project. The Library provided over 50,000 State and Federal Income Tax forms. The operation was mostly self-service, whlch then mlnimized the impact on staff, wlth the exceptlon of the impact on the Periodical Desk. Director Lange added that this service could not be done wlthout the help of the volunteers. Library Board of Trustees authorized sending a letter to the volunteers expressing this Board's appreclation for the work done In provlding the income tax service. Director Lange reported work is being done on obtaining storage for books for the new library. Work is being done on the online catalog development, wlth a target date for completion at the end of thls year. Geoff Armour called attention to the statistlcs, stating the totaf circulatlon for March was 77,000, which Is the highest ever in the history of the L I brary . Cooper Martin Tri gas Wood MINUTES Apri I 19, 1989 LIBRARY BOARD OF TRUSTEES Page 3 FRIENDS OF THE LIBRARY: Board Trustee Wood reported the Frlends are mving forward wlth the Book Fair, May 21, 1989, and Roger Greer is the Chairman. GENEALOGICAL SOCIETY: President Cooper reported that Bee McWiIliams has been re-assigned, and the new Representative wlll be Virginla Watterson. SERRA ADVISORY BOARD: President Cooper reported the Advlsory Board meetlng will be tomorrow. PUBLIC COMMENT: There were no reauests to address the Board. LIBRARY BOARD WORKSHOP: Director Lange reported that there were coples of articles attached to the packet to lnform the Trustees of what wlII be happenlng over the next three or four months wlth the llbrary bulldlng program and the library bulldlng consultant. ADJOURNMENT: By proper motion, the Meeting of Aprli 19, 1989, was adjurned at 3:53 p.m. Respectful ly ,submitted, Harriett Babbltt M i nutes C 1 erk \ TRUSTEES .. . CALIFORNIA STATE LIBRARY * 4' ' NEWSLETTER Gary E. Strong, State Llbrarian ISSN 0276-6973 March 1989 LEGISLATM ANALYST'S REPORT SUPPORTS 1989190 STATE LIBRARY BUDGET The Report of the Legislative Analyst to the Joint Legislative Budget Committee released on February 22, recommended approval of State Library funds that were proposed in the 1989/90 Governor's budget. The analysis supported increases of $680,000 from the General Fund for transaction-based reimbursements to local libraries for the costs of loans to patrons from outside their jurisdictions; increases of $268,000 from federal funds to preserve historic photographs in the State Library collection; and $156,000 from the California Library Construction and Renovation (CLCR) Fund for administration of the CLCR program. The analysis specifically highlighted the CLCR as a project approved by the voters in November and described its features to the TLegis!ature. For more information on the Legislative Analyst's report, contact David Price, Assistant State Librarian at (916) 445-3831. CALIFORNIA STATE LIBRARY P.O. BOX 942837 SACRAMENTO, CA 94237-0001 88 50696 PROPOSITION 85 'UPDATE A draft schedule outlining the implementation of the California Liirary Construction and Renovation Bond Act of 1988 (Proposition 85) appeared in the December 1988 issue of this newsletter. Since then a number of developments have taken place. Change in Schedule It now appears the entire $75 million appropriated in the bond measure in matching grants for public library construction and remodeling under Proposition 85, less administrative costs, will be awarded at the end of calendar 1989 or beginning of calendar 1990. This is a change from the December 1988 schedule, when it was expected the moneys would be awarded in two application cycles, each for half the funds. The reason for this change is to minimize administrative costs by reducing the number of times applications will be invited, evaluated and approved, as well as to minimize the loss in value of Bond Act grants due to annual increases in construction costs. Application materials are still expected to be mailed late this summer. Bond Act Board Appointments The California Ljirary Construction and Renovation Board, the body responsible for approving applications for funding, consists of five members including Treasurer Thomas Hayes, Director of Finance Jesse Huff, and State Librarian Gary Strong. The two legislative members were just recently appointed. They are Senator Barry Keene and Assemblyman Steve Clute. Status of State Bond Sales Many have inquired about a recent article in the Sacramento Bee, which said state officials will delay marketing bonds for various programs. According to Director of Finance Jesse Hue the article misstated the situation. The state used to market bonds in advance of need, because it could earn more interest on the proceeds than it paid to the bondholders. Such interest "arbitrage" became taxable under the federal Tax Reform Act of 1986. The state is now altering the timing of already-scheduled bond sales so they are not so much in advance of need that they run afoul of the arbitrage provision. Proposition 85 bonds have not yet been scheduled, and hence are not affected. First Library Bond Sale The first sale of library bonds will probably be rnid-calendar 1990, when it is expected the first claims would need to be met from the few projects having working drawings at the time of application. Those claims would not be submitted until after the state-local contract and of the working drawings have been approved, followed by the local bid and award and beginning of construction. It is likely library bonds will be sold in several offerings of $5 or -2- $10 million to meet anticipated claims; each amount would be within a much larger offering that included bonds from many programs. Rulemaking As indicated in the December 1988 Newsletter article, it is anticipated that rulemaking will not be completed until this summer. Rulemaking will be under the provisions of the Administrative Procedure Act, which requires 45 days of opportunity for comment prior to adoption, hearing, and similar public involvement. All libraries and other interested parties will be mailed any proposed regulations. There are two agencies whose approval is required for the regulations likely to be needed. The first is the Office of Administrative Law, which is responsible for review and approval of administrative rules and regulations. The second is the Building Standards Commission, responsible for approval of any building codes or standards to be required of the facilities to be built or remodeled with Bond Act funds. IdentiQing Building Standards To help identify appropriate building standards, the State Library is meeting with representatives of stakeholder organizations such as libraries, the building industry, municipal officials, and architects to discuss what standards might be appropriate. The State Librarian will then decide which standards should be "noticed" for comment prior to formal adoption as regulations. Bond Act Board to Consider Loan The Bond Act Board will soon briefly meet to consider requesting a loan from the Pooled Money Investment Account, as authorized in the Act. The loan will pay for the costs of staff and operations needed to prepare and process regulations and applications. Repayment will be from the bonds. Those wishing to be notified of the meeting should contact the State Librarian. KZ.P. WORKSHOP LOCATZONS ANNOUNCED The V.I.P. Series is designed to give library staff at all levels exposure to high quality presentations at an affordable cost. V.1.P stands for Very Important Presentations. In its third year, it is a program supported by LSCA (Library Services and Construction Act) funds. The approach to the choice of topics and presenters has been to focus upon practical and experiential learning opportunities. The topics and presenters are chosen by State Liirary staff with suggestions from the California library community. Emphasis is given both to library specific concerns and general skill building programs. The locations for the V.I.P. Series have now been established and are indicated in the schedule listed below. Strategies 2000: Anticipating and Coping With Change with Carolyn Corbin Tuesday, June 13, Long Beach Thursday, June 15, South San Francisco Cutting Deals With Unlikely Allies: Gaining Internal and External Political Clout with Kare Anderson Tuesday, July 11, Pasadena Thursday, July 13, South San Francisco Peak Performance: Maximizing Individual and Team Skills with Jennifer James Tuesday, August 29, Long Beach Thursday, August 31, South San Francisco All sessions will begin at 9:00 a.m. and end at 3:OO p.m. Fees will be $30 per session. Registration will be accepted by mail only. To receive a registration form write to: Gini Bennetsen Metropolitan Cooperative Library System 2235 North Lake Ave., Suite 106 Altadena, CA 91001 PUBLIC LIBR&UES DOING MORE WITH LESS FOR ANOTHER XMR Public libraries are valiantly doing more with less, managing higher budgets but employing fewer staff and purchasing a lesser number of materials. The state’s population continues its increase causing per capita measures of library service to decrease, yet in absolute numbers these few staff members are circulating more scarce books and answering more reference questions than ever before. State and federal aid have been of significant help, but they cannot resolve the continuing crisis of eroding local support for public services. These conclusions are based upon preliminary totals of library statistics for Fiscal Year 1987/88 compiled from public library annual reports to the State Library. California’s population rose to 28,019,000 this year, a 2.7% increase compared with last year’s 2.5%. Total operating expenditure of public libraries is up 7.7% to $411,034,173, representing $14.67 per capita, a decline from last year’s $14.97. Expenditure for materials is up to 10.4% to $56,438,366, or $2.01 per capita. Despite the funding increases, the total book stock held remains almost static at 52,430,151, or 1.87 per capita, about the same as last year and below the 1.94 per capita of two years ago. -4- Public libraries provided a NATIONAL, CONFERENCE cumulative 2,052,482 hours of service ON STATEW’E from 2,885 outlets (libraries, branches and bookmobile stops). In the more- PRESERVATION PLANNING On March 1-3, 1989, a National Conference on the Development of Statewide Preservation Programs was with-less pattern, service hours are up 7% from last year but the number of service outlets is down 6%. The number of public library staff members in full-time equivalent was 9,606.31, again virtually the same as last year. These workers accounted for a circulation total of 138,939,462, up 5.396, and 4.96 per capita. The reference count of 36,517,453 was up 4.7%, or 1.30 per capita. The growth in volunteerism would seem to have slowed, up only 1% to 674.35 in full- time equivalent. Figures in the millions look impressive, but comparing the current year public library statistics with those of 1977/78, the year before Proposition 13 and the great revolution in local services funding shows a continuing decline in service measures. Ten years ago California’s public libraries had 2.05 volumes per capita, circulated 5.71 items and answered 1.57 reference questions. They employed .44 staff members per thousand, where we are now down to -34, a decline even from last year’s .35 employees per thousand population. held at the Lirary of Congress. The goal of the conference was to provide a national forum to describe and discuss ongoing efforts in individual states to preserve collections important to American cultural and intellectual heritage held by archives, libraries, and historical societies. The conference coincides with increased funding for preservation and statewide projects by the National Endowment for the Humanities. Thirty-five speakers including the Librarian of Congress, Archivist of the United States and Chair of the National Endowment for the Humanities described the challenge faced by all states, the types of materials at risk and statewide programs already in place. Representatives from the states of New York, Illinois, South Carolina and Florida spoke of their efforts to create statewide participation, planning statewide preservation projects, development of a statewide disaster plan, the benefits of statewide/regional information, consulting and workshop services, and the benefits of institutional planning. Bartan Gregorian, outgoing President of New York Public Library, gave an inspirational talk on the New York Public Library preservation program, fund raising and efforts to -5- influence authors to use alkaline based paper. Representing California were State Archivist, John Bums, Joseph Rosenthal and Barclay Ogden from the University of California, and Gary E Kurutz from the State Liiraxy. All agreed, after discussing California needs, to meet to the feasibility of formulating a statewide program that would address ways and means to preserve material unique to California and to assist librarians and curators of public, academic, museum, and historical society collections in assessing needs, developing disaster planning and working together in such areas as preservation microfilming. CLSB PRESIDENT PRESENTS ANNUAL REPORT At the California Library Services Board's first meeting of the year on February 16, 1989, CLSB President Nancy King gave her annual report in which she described the Board's accomplishments during 1987. The full text of the report is attached to this newsletter. 1989 CATALOG OF CALIFORNIA STATE GRANTS ASSISTANCE READY The new edition of catalog of California Stcrtc Grants Assistance is now available from the California State Library Foundation. This edition contains information describing over 125 California state government programs which offer state and/or federal "pass- through" grants. All entries have been updated by the administering agency. Each entry states the purpose of the grant, limitations, authorization, type of assistance (grants, loans, subventions, and the range of funding), who may apply, examples, comments, deadlines, and contact within the agency. Information has been supplied by the 28 state agencies that offer grants assistance to local governments, special districts, colleges and universities, and nonprofit or community-based organizations. Subjects range from grants for the aging to transportation, criminal justice planning to water resources, education to parks and recreation. The C'atubg is the most comprehensive listing of its type. The catalog is an invaluable reference for anyone looking for grant funding from the state of California. First published by the State Agency Grants Exchange in 1985, this is the third edition of the Catalog and covers twice as many grants as the first and second editions. This edition includes a complete table of contents and an index. The 1989 coiolog of Calfomirr State Grants Assistance (ISBN 0-929722-32-9) sells for $17.75 plus 6.5% sales tax for California residents and $2.00 for shipping and handling. There is an additional $2.50 charge for billed orders. Requests should be addressed to the -6- California State Library Foundation, P.O. Box 942837, Sacramento, CA 94237-0001. In other developments in the Foundation’s program beginning with its January 1989 issue, the Cal~omia State Library Foundation Bulletin will be indexed in Library Literature. Copies of the January issue which contains a special section on the California Literacy Campaign are available from the Foundation for $5.00 each. Libraries may subscribe to the Bulletin for $15.00 per year. Write to the Foundation for subscription and backfile information. The Foundation has issued its first series of note cards. Picturing the Embarcadero of Sacramento and Sutter’s Fort, the colored note cards measure five by seven inches and are blank on the inside. Envelopes are included. Cards are $1.25 each, $5.00 for six, or $9.00 for twelve. Specify which view or if a mixture of both views is desired. Add $2.00 per order for shipping and handling and 6.5% sales tax if ordering within California. TRENDS AND ISSUES FOR LIBRARY PLANNERS The four-part series of highlights from the “Rand Report” concludes this month with the report’s recommendations for action. All citations are from Public Libraries Face California’s Ethnic and Racial Diversity, by Judith Payne and others from the Rand Corporation, May 1988. This series began in December 1988 with highlights of basic demographic information in the Rand report, continued with data about usage of libraries, and last month provided information of special consideration in responding to California’s rapidly changing population. This part focuses on recommended actions for libraries responding to California’s Ethnic and Racial Diversity. PARTN RECOMMENDED ACTIONS A. Recommendation 1: Answer a Number of Questions About your Community. We sumst five sets of questions [to determine if and how ethnic and racial diversity affect an individual library’s services and collections]. *First, what are the community’s socioeconomic characteristics, .. . educational achievement; age ...; income; ... employment characteristics. *Second, what are the cultural characteristics of the community’s residents: How stmng is their desire to maintain their cultural i&nt$y and pmficiency in theu native Language? ... what are their cultural tmditiom toward reading, government, and libraries? -7- *, *The third set of Questions deals with language proficiency: ... do the community’s residents ... rely on Engiish as their primary language? How does this vary by age, location, or other characteristics? *Fourth, given the answers to these questions, what barriers to library use- temporal, geographic, cultural, psychological, educational--& minorities in the community face? *The final set of questions deals with what roles the library plays for its community residents ... what do residents want from their public library? ... public libraries i n California [should] emphasize in this role-setting process two questions: ... Considering accessibility to the entire community, do the service delivery models now being used need to change? Would direrent delivery mdls be appropriate in different sections of the library’s service area? B. For libraries needing to ahpt to ethnic and racial diversity ... we suggest five sets of actions: *Engage the community in the process of determining the library’s mksion and des and inform it of !be library’s potential; then turn to it regularly for feedback. *Clan& and limit robs and set measurable goals, then concentrate on them. *Measure and evaluate pe$otmance and take action or stop action where indicated. *Work with other libraries and oqanimtions to share scarce resources, tap others’ expertke, maeh potential users, and try new techniques. The Rand Report provides recommendations and eurmples of how to un&rtake each of these actions. PEOPLE AND PLACES Dorothy Sanborn, who has been director of Auburn-Placer County Library for more than 23 years, has announced her retirement effective May 1, 1989. Craig Conover, System Director of South Bay Cooperative Library System, resigned from his position on March 6, 1989. Robert S. Ewing was named new city librarian for San Bernardino Public Library. He assumed his new position on January 30, 1989. *Focus on service: informing the public, improving accessibility, focusing on youth. -8- THE ANNUAL REPORT OF THE CALIFORNIA LIBRARY SERVICES BOARD The California Library Services Board was established with the adoption of SB 792 'The California Library Services Act" in October 1977. The Act sets forth various legislation, funds, declaration, and purpose to encourage and enable the sharing and coordination of library resources and services between libraries. The duties of the California Library Services Board include adopting rules, regulations, and general policies relating to the implementation of the California Library Services Act. The State Librarian, the Chief Executive Officer of the State Board, administers the provisions of the Act. The Board set specific yearly objectives to meet the three-year goals which were set in 1987. Many of those objectives are ongoing, especially the effort to achieve adequate funding €or all of the components of the California Library Services Act. One specific objective accomplished this year was the setting of a new direction for statewide reference services, a component of the California Library Services Act. Board members have participated both regionally and at the state level in the discussion of developing a proposal design for State Reference Centers. The objective is to adopt a policy statement for the design by February 1989. The California Library Services Board adopted a policy for providing state financial assistance to local California Literacy Programs beyond the fifth year. We celebrate continuous and growing support for the California Literacy Campaign on both local and state levels. The California Literacy Campaign is a program funded under the Special Service Component and in the fiscal year 1987/88 over 9,700 adult learners were receiving basic skills instruction, a 19.9% increase over the previous year. By the end of the year over 8,300 volunteer tutors were contributing their time and energy to improving the literacy skills in Californians - an increase of 30.6% over the previous year. The funding of the Families for Literacy (SB 482) program allowed the granting of funds to 21 libraries to begin working with children of illiterate adults who are learning to read in the library literacy program. As another objective, the Board examined service to the underserved. In March 1988, an ad hoc committee was established and has been working diligently throughout the year on three model programs which will be reviewed by the library community as possible programs to be adopted as a plan of service under the Special Services Component of the California Library Services Act. The Board continuously encourages the 15 library systems to review their plans of service for services to the underserved population in the state. The Board also set an objective to promote Board effectiveness and thus established an ad hoc committee on Board policy. The Committee reviewed the policies and responsibilities for each Board officer, committee chairperson, committee member, as well as Board membership. This report is scheduled to be presented to the full Board by February 1989. The California Liirary Services Board members continue to support California Library Services Act activities to promote efficient and progressive library services in the State of California by participating in or representing the Board at conferences, such as the "State of Change" where the !ibrary community exposed how the changing demographics in the state will effect library services; the California Networking Conferences; retreats and taskforces to help in the efforts to develop a program for implementing multitype library networking service. Board members along with the library community advocated and celebrated the passage of the Public Library Construction and Renovation Act, (Proposition 85), which garnered over 52% of the vote in the November 1988 general election. Members of the Board were also elated by the victories across the state, such as in Modoc County, San Francisco, Berkeley, etc. Unfortunately, in Los Angeles voter turnout of 62.7% was not enough to pass the Bond Construction Measure, and, in Shasta County libraries were closed due to lack of funds and defeat of a utility tax election. The California Library Services Board wil1 continue to pursue excellence in library services, and to encourage as a second goal California Library Senices Act participants to cooperate in directly equitable services to all of its citizens in the State of California. 'lyn Stevenson, Vice President Charles Monell Larry Pierce Effie Lee Moms Richard Smith Board Members Nancy King, President John Armstrong Lois Clark Barbara L. Davis Janice Koyama Adelia Lines Mane Logan 1. LIBRARY PROGRESS REPORT AGENDA April 26, 1989, 7:30 P.M., LA COSTA BRANCH LIBRARY April 27, 1989, 7:30 P.M., CITY COUNCIL CHAMBERS Introductions. 2. Review of library master plan and the planning process. 3. Library surveys - results. 4. Overview of Plaza Paseo Real. 5. Questions and answers. CARLSBAD CITY LIBRARY APRIL 1989 QUARTERLY REPORT FOR JANUARY-MARCH 1989 The Children's Division sponsored a number of special programs on whales during the month of January. Programs included presentations by staff from Sea World and South Carlsbad State Beach rangers, as well as craft projects on whale themes. Additional shelving was installed at both the branch and main libraries during the quarter. The periodical collection in the children's area was relocated to new shelving to permit expansion of the easy readers. large reorganization and shelving project at the branch provided room for future growth in the children's collection and reference and gives the public better access to materials. A The new library cooling tower was installed in late January and has resulted in greatly improved tempera- ture control. Utilities/Maintenance staff are inves- tigating a more efficient relamping program to replace the dozens of fluorescent lights that constantly burn out. New types of reflectors for the lights are also being tested as a way of saving energy. The branch celebrated its fifth anniversary of service on February 27. The collection has grown from about 7,000 volumes on opening day to over 28,000 volumes. Circulation has increased from 68,032 the first year to 157,836 in the fifth year. Several library staff members were interviewed in separate segments of local radio station KVSD's "Night Talk" program. Topics included the library's Adult Learning Program; video and compact disk trends; and general information about library services, resources and future plans. Reference staff analyzed and tried out different telefacsimile (FAX) machines during the quarter and ultimately selected the Canon FAX350. The machine has been installed in the reference area and is being used primarily for interlibrary loan transactions but also for transmitting to and receiving information from other city departments and anyone else with the equip- ment. Other Reference Division activities included adding Silverplatter's Government Documents Index to their CD- ROM holdings as well as further investigating CD-ROM periodical control files. Learners from the Adult Learning Program organized a pot luck dinner and program that was attended by over 100 learners, tutors, families and friends, as well as Mayor Lewis, Councilmembers Larson and Pettine and other library and city officials. The Adult Learning Program Coordinator, representing the San Diego Literacy Network, was interviewed on ABC-TV's IIInside San Diegoll show. In other literacy news, two learners from the program are now organizing a local learner support group. In addition, United Way has selected literacy as a priority nationwide focus. Local commitments of sup- port with space needs and publicity were received from the La Costa Hotel and Spa, Eldorado College and North County's United Way office. Media Services produced new segments of Library Video Magazine for broadcast on local cable TV and also developed a video program on the city by city officials to Carlsbad's sister city, Futtsu, Japan. The program was presented to the public in the Cultural Arts Center in January. The four surveys conducted as part of the library's long-range planning process were finalized and printed by SANDAG. One result of the staff survey was follow- through with recommendations for improving in-house communication by distributing a new monthly staff newsletter. Other improvements included the installa- tion of staff lockers and coat hangers and a more formal orientation for all new staff. Plans continued to go forward during the quarter for a new library in south Carlsbad. authorized staff to complete negotiations for the purchase of a site as well as to invite proposals from library building consultants. will be asked to program both the new library and the existing library. The City Council The consultant hired The library sponsored 16 adult programs during the quarter and presented 12 exhibits of arts, crafts and collectibles. There were a total of 101 children's programs this quarter; 23 at the branch and 78 at the main library. CARLSBAD CITY LIBRARY STATISTICAL SUMMARY FOR JANUARY-MARCH 1989 1988 TOTAL CIRCULATION 211 , 440 PROGRAM ATTENDANCE 5 , 749 FILM AND VIDEO BOOKINGS 30 , 338 REFERENCE QUESTIONS 26 , 686 ILLs SENT BY CARLSBAD 213 ILLs RECEIVED BY CARLSBAD 502 ONLINE SEARCHES 119 HOLDS PLACED 2 , 254 REGISTRATIONS 3 , 608 BRANCH CIRCULATION 38 , 902 BRANCH REFERENCE QUESTIONS 2 , 349 BRANCH VIDEO CIRCULATION 4,320 PEOPLE COUNT (daily average) 2 , 157 COLLECTION HOLDINGS: BOOKS 194 , 020 RECORDS 2 , 686 TAPES 5 , 965 COMPACT DISKS 725 MICROFORMS 121 , 150 VERTICAL FILE ITEMS 84 , 797 GENEALOGY ITEMS 18 , 593 1989 221 , 714 5,201 36 , 327 28 , 797 335 510 80 2 , 831 3 , 516 40 , 467 2 , 529 4 , 323 2 , 214 195,707 2 , 200 5,847 1,315 141,936 86 , 800 19 , 965 % CHANGE +5 - 10 + 20 +8 + 57 +2 - 33 + 26 -3 +4 +8 +1 - 18 -2 + 81 + 17 +2 +7 I THE LIBRARY BUILDING PROGRAM: KEY TO SUCCESS LANCE C. FlNNEY Specialist in Library Planning and Facilities, Baltimore, Maryland A little library, growing larger every year. . . is not a luxury, but one of the necessaries of life. (H. W. Beecher) Were he allowed to peek in upon us today, Henry Ward Bee- cher, the sometimes fiery nineteenth-century clergyman, would no doubt be amazed to see the remarkable growth in both the number and size of public libraries. At the turn of the century, the operations that a perceptive chronicler might consider to be true public library systems numbered fewer than ten. As of 1983 there were more than eight thousand public library sys- tems in the United States, and within those systems, approxi- mately fifteen thousand facilities were operational. During the late fifties and early sixties, America’s major cit- ies experienced the sometimes frenetic flight of their more af- fluent citizens to suburbia, and the staid metropolitan public li- brary systems had to retrench and rethink service patterns. While the exodus from the cities went on, suburban public sys- tems grew at an astonishing rate, with new branch libraries ris- ing simultaneously with sprawling shopping malls and acres of new tract housing. The Library Services Act and later, Library Services and Construction Act, Title II (1964-73), added federal construc- tion funding incentives to local spontaneous initiatives; the combination created a surge in library building activity. Ap- proximately 3,500 remodeled, expanded, and new library facil- ities were opened during those years. Library construction activity slackened after 1973; however, a quick calculation of new, remodeled, and expanded facilities as recorded in the annual December 1 architectural issues of Li- brary JoumI shows that an amazing total of 2,086 public li- braries opened for service during the past decade. More recently, limited funds have been appropriated for pub- lic library construction grants under the Emergency Jobs Bill (Public Law 98-8). Calling for emphasis on access and energy improvements, and aimed at carrying out the provisions of Title II of LSCA, these funds are creating another noticeable wave of library planning across the United States. But this continuing account of good news has to bow to a bit of recent bad news: public library administrators and trustees are finding that the facilities constructed during the 1955-70 boom era are beginning to show their age. Operating at lowering lev- els of efficiency, these facilities have a lengthening list of inade- quacies, foremost among them being progressive spatial limita- tions, ascending energy costs, and cumulative disrepair. And now a self-evident truth: new or expanded libraries are built to replace old ones whose inadequacies become too apparent, and the new or expanded buildings must be planned to compensate for the deficiencies of the old. While a few librarians feel their libraries are performing at the best possible service levels and others seem to feel that the future will take care of itself, the majority knows that neither assumption is true and is anxious to do something to better ser- vice levels. Since a library building program (LBP) represents the key to shaping a future building, we need to ask who should prepare it. Experience shows that the library administrator, who in most instances also chairs the library building planning committee, should do so. While the document will ultimately come to repre- sent the collective thinking of the committee as well as convey input from members of the staff and public, single authorship is best. So, today we find a number of uneasy library administrators who must find an answer to the question of how the library building can best fit the community’s needs. If you are like most administrators, you’ll turn to anyone for help. If you are that leader who has faced unsettling oversights in approved plans before, you’ll seek out an expert. Niels Bohr defined an expert as “one who knows some of the worst mis- takes which can be made in his subject and how to avoid them.” That wisdom should be indelibly stamped in your mind as a safeguard against future headaches. Chances are you already know what works. Now is your chance to go a little further and learn what works best. You’ll do well to seek out librarians and architects who have been through library building projects within the last three or four years. Ask what they did right, and ask them what they did wrong. You may have to come back to the latter question several times, but your persistence can pay .big dividends. If they never confess to having done anything wrong, ask them what they would do differently if they had the chance. Once you know the mistakes, jot them down on paper. Also note alternative paths you and your building planning com- mittee might explore in order to avoid repeating them in your program. It makes little difference whether you are a first-time building planner or the veteran of many construction projects; you must know that you have a demanding piece of work ahead of ycu, and you’ll need all the help and support you can muster. Listen to anyone who wants to talk “new building,” reacting responsi- bly and responsively to each idea and suggestion. If anything beneficial to your project surfaces, add the information to your file. And whether you are adapting a storefront or revitalizing and expanding an ailing structure or building, approach the ex- perience with determined optimism; there can be a rejuvenating effect on all who become involved. Let enthusiasm prevail in all things. But keep in mind, as a professional about to set down a written library building program-and to marshal a group in which preconceived notions may abound-you face a set of de- mands that in all likelihood will cause you to speedily acquire and exercise new skills, among them restraint when your own emotions and “I’d rathers” scream for expression at inoppor- tune times. But you are in for a learning process that can be in- tensely enjoyable. Now that you have contracted new-building fever, continue to commit all of your thoughts about the new facility to paper. A half-day getaway helps. If you have an office door, close it; hang out the Do Not Disturb sign; get yourself comfortable and become deliberative. You will do well to think at length about the library, where it fits into the system, its resources, its present users, its potential users, its strengths, its weaknesses, its friends within the community, its cooperative efforts with other institutions, its programming or lack of programming, 79 Fall 1984 and its relationships with funding agencies. All salient points, both negative and positive, should find their way into your notes. Your mind will wander serendipitously over many li- brary concerns, your file becoming a mix of the real and the ideal, but these notes will prove invaluable. You may find that your store of knowledge is wondrous, but chances are you will find that you still need to learn a great deal more in order to plan with more certainty of purpose. Let us assume that this mental exercise leaves you uneasy. As a result you call for a comprehensive survey of the library and information needs in the service area. Analyses of survey results allow you to discern present and future needs; set down the problems to be solved; look into alternative ways to meet the expressed needs. Interlibrary loan and/or other interagency co- operation, new contractual arrangements for services to be pro- vided by other agencies, and formation of new or expanded li- brary systems are among the possibilities you will explore. Within the framework of this new knowledge, you, appropriate staff, and members of your library board feel confident enough to rethink library goals and objectives. You take further steps and outline strategies whereby the library staff can best work toward meeting the expressed library and information needs of the greatest number of users and potential users at the highest feasible levels. You and your staff, after making an in-house assessment of the library’s present resources and levels of service, develop an expanded plan of service that now includes the necessary addi- rionaf resources, including the staff required to fully implement it. The board approves this plan of service. In short, you have the overall picture and have come to grips with most of the ele- ments that will shape the spatial and operational requirements. At about this point the reader is probably muttering, “When is this guy going to tell me what a ‘Library Building Program’ is? I’m ready to draft one!” Your impatience is understandable, but let us first look at some of the names the LBP has been called in the past: The functional program A library improvement program A feesibility study with “recommendations” presented as A project development program A building planning program An obsolescence report in which the difference between The facility specifications Building program statement If you recognize any of these titles, chances are you know more about a library building program than you thought at the beginning of this piece. Most facility planners agree that a carefully prepared LBP is the cornerstone of a successful client-architect relationship. With that aim in mind, let us not get caught up in what an LBP is called, but do let us define it. The LBP is a comprehensive, written document fully describ- ing all that a proposed library facility must be, contain, repre- sent, and make provision for. The LBP represents the consen- sual thought of the library building planning committee, trustees, and administration. The occasional doubting Thomas or Thomasina who ques- tions the need for an LBP is reminded that what works is infi- nitely preferable to what doesn’t work. Even an inept planner hopes the library building will work in every respect. Only a carefully prepared LBP can lead to a building that will work. an LBP the “have” and “need” becomes the architectural “add-on” Here is how the LBP benefits the library in other arcas: 1. The preparation activity causes the library adrniristratcr, other members of the library building planning committee, and the governing body to formulate, approve, and record a philosophy for the expanded plan of service to be carried out through the new facility. 2. There are coordinated analyses of library operations and functions that must fit into the building. Blaise Pascal was dead right when he said, “We are more easily persuaded, in general, by the reasons we ourselves discover than by those which are given to us by others.” (As chair, the library ad- ministrator can lead as many or as few of these explorative expeditions as they wish along the cutting edge of service, sensing the hour of minimum discontent.) 3. The completed LBP communicates ideas to the architect and members of the design team in understandable language. Specific, detailed requirements are enumerated. In order to pass as a success-in-the-making, the design must accommo- date each of them. 4. The document serves as a reference tool for building plan- ning committee members when they come to review sche- matic, design development, and preliminary architectural drawings. Members can easily verify and compare what is required by the LBP and what has been provided in the facil- ity design. Keeping in mind that the architect must translate the LBP into the desired functional building, you will readily grasp the full communication potential of this document. The comprehensive outline below has been used with varying degrees of success in Maryland public library capital improvement programs: Library Building Program Aim: To realize a library building specifically designed to meet the library and information needs of the clientele of the I. Concise History of the Library (or library system when planning for a headquarters, area, or regional library). 11. The Philosophy of Library Service (purpose statement). III. Library Goals, Objectives, and Strategies (as planned to meet the present and future library and information needs of all citizens within the library’s service area; expanded plan of service: what the library will be doing in the fu- ture). This section must contain a breakdown of spatial needs to accommodate the provision of expanded resource collec- tions and service areas necessary to reach the objectives outlined above. This section should have a list of every area in the proposed facility (see Appendix A. “Public Library Areas Checklist”). The following questions must be answered for each area: A. Required, usable square footage? B. What happens in this area? C. How does this area relate to other areas? D. How many members of the staffipublic will be housed or accommodated in this area? E. What are the environmental requirements? F. What are the utility requirements? Telephone? Wa- ter? Communications cable for terminals? Electrical outlets? Other? G. What furniture and equipment must be present in this area? public library. IV. The Proposed Faciliry 80 Public Libraries H What library materials are to be housed in this area? In addition to print resources, make provision for films, filmstrips, recordings, audiocassettes, vid- eodiscs, videocassettes, microforms, and any other nonprint collections. I. Are there special programs or items requiring built-in equipment and/or furnishings? I. What floor covering should this area have? K. Are there other special requirements? Lighting? Se- curity? Humidity control? Visual Supervision? Other? V. The Project Budget A. There should be some discussion of funds for the project including a breakdown of fund sources. B. An estimated project budget in which you have delin- eated as far as possible estimated amounts for plan- ning and consultant work, architect fees, site prepara- tion, construction, furniture and equipment, and contingencies. VI. General Statements Under “General Statements,” the author of the LBP should list all of the building planning committee’s ideas, decisions, preferences, and unresolved questions. By doing this, each item will ultimately receive consideration from the design team when it meets with the committee. Thus, the “I-told-you-so” scenario will not be played out frequently once the new building is operative. The following subjects are representative: Access requirements Book depositories/book drops-freestanding/through-the- Building materials-ease of maintenance Built-ins as part of general design specifications Compact shelving-advantages/disadvantages/inflexibil- Energy/conservation/sources/passive solar energy versus solid fuels for heating and cooling Fenestration/expanses of glass/operable windows versus total dependence on mechanical systems year-round Heating-ventilation-air conditioning (HVAC)/humidity control/location of mechanical room and air movement ductworldlocation of thermostats Landscaping-ease of maintenance/saving trees on site Lighting-naturalhariety of types, fixtures/required lev- Multipurpose spacesheeting roorn(s)/children’s program Open space ver.m walled areashpact on future expan- Parking-public/staff/delivery vehicleslhandicapped Picture molding-open spaces in public areasheeting Pigeon-free eaves-design implications/preventive mea- Plantings-interior and exterior/ease of care Provision for future expansion-sitinghuilding design Shelving-wood versus metal/height/depth/end panels/ types This list often becomes extensive and sometimes seems to threaten freedom of design. That aside, each and every item must be listed so that when the committee finally comes to dis- CUSS and review the LBP with the architect, each subject will wall ity els of light area sion plans room(s) sures receive due consideration. The process usually results in a mu- ruai understanding of your preferences in meeting your building requirements. Now, in order to pursue the use of the LBP, a few‘more as- sumptions must be made. Adequate funding has been set aside for your capital improvement project, a suitable site has been acquired and surveyed, and your LBP has been completed and meets the approval of all library building planning committee and library board of trustees members. You are ready to seek that architectural firm best suited to design your proposed build- ing. Experience has shown that having a copy of the LBP to offer interested architectural design firms engenders exceptionally high interest in a project. Representatives come to interviews not only ready to discuss their qualifications for designing a building to meet requirements but often show up prepared to of- fer possible solutions to some of the unresolved questions posed in the general statements section of the LBP. The architect se- lection team, again usually chaired by the library administrator or a member of the library board, must be honest and candid with all. Good rapport between the library building planning committee and the architect is most important. Without that har- mony of purpose, they cannot specifically address needs, prac- ticality in design, and operational and budgetary constraints. A long association lies ahead, where mutual trust is imperative. Once the architect has been named and a tentative project schedule has been worked out, the administrator and library building planning committee must work to see that the require- ments advanced in the LBP become the elements in the building design as it takes shape. With the LBP as a guide, the architect will review all area functions and relationships, seeking or giv- ing answers to questions that arise. “Bubble diagrams” may then be used to show proportion and relationships of one area to another. This rudimentary scheme soon evolves into a broad overview line drawing on which the building outline, parking, entrances, and other prominent features are defined. From these basic sketches, the architect moves to schematic design drawings. Drawn to scale (usually */lbH or Ve” = l’), these clearly show the relationship of the building to the site, and all areas are shown so that one can visually note their relationships. At this stage, you are well on the way to better public library service. Of course you knew all along that you had been entrusted with a piece of the community’s future. And you suspect that the citi- zenry will applaud your efforts-to the extent that the new building meets their library needs and expectations. The extent of that success depended a great deal on the seemingly excessive time and energy you devoted to the LBP. So, if you see a capital improvement project in your future, start your preparations now. Read widely: Elaine and Aaron Cohen, Ralph E. Ellsworth, Hoyt R. Galvin, Richard B. Hall, Raymond M. Holt, Nolan Lushington, Ellsworth Mason, Jer- rold ome, and Robert H. Rohlf offer a wealth of advice and common sense. Search them out in the literature of librarian- ship. The opportunity is yours. The promise and potential are enormous. How well you plan today cannot help but enhance your chances for success, a building that works for you and your staff and your public. The LBP you prepare can be the key that opens greater possibilities for that success. Who knows, one day, as you savor the rewards of “doing everything right,” you may be heard to echo Shakespeare’s claim: “My library was dukedom enough.” Fall I984 81 Bibliography Encyclopedia of Library and Informarion Science. V.24. New York: Dekker. American Library Direcrory. 36th cd. New York: Bowkcr, 1983. 1978. Appendix A. Public Library kens Checklist ~ Administrative office(s) Audiovisual-all formats in library collection: audiocassettes eight-track cassettes film inspection film storage filmstrip recordings videocassettes videodiscs other listening/viewing/storage Bookmobile-collection storage/loadinglwor~pace Catalogs-adult, YA (young adult), juvenile Circulation Circulation control Computer room Conference room(s) Display /exhibits Duplication room Entry/library orientation devices Informal reading (lounge) Janitor’s closet(s) 82 Official journal of the Public Library Ibrochtlon, a division of the American Library Associi For a subscription .to Public Libraries, please send this form to: Public Library Association 50 E. Huron St Chicago, IL 6061 1 Subscriptions begin with the first issue of the current volume. Orders may be placed through a subscription agency. NarneILibrary Addrew City Stab Check one: 0 One-year, $1 8 0 Two-year, $30 Check one: 0 Payment enclosed 0 Please bill Kitchedkitchenene-staff loungelmulupurposei meeting room Local history room Magazirtrs-cumnt displaylstorage Mechanical room Microform-udstorage Multipurposelmeeting room(s) New boob display Roceuing-preparations Reading areas-adult. YA, juvenile Reference area-adult, YA, juvenile Reference workroom Shippinglreceiving Small group study mm(s) Special collections roodarea Stacks-adult, YA, juvenile collections Staff lounge Staff work areas Storage-chair/tablc/general/supplics/~~nal resourceslother Storytelling area Toilets-public/staff A few reminders: coathmbrella storage drinking fountains fire alm fire extinguishers public copy machine public telephones security alamu Now: If strategies for reaching library objectives include automating, plan space accordingly. Public Libraries is the quarterly journal that keeps members of the Public Library Association (PIA) up-to-date on developments and issues in public libraries. For members, it‘s free-and now Public Libraries is available by subscription to librarians, trustees, friends, and libraries that share an interest in public libraries but are not PLA members. A one-year subscription is $18; a two-year subscription is $30. Practical information and currant issues are found in articles such as “How to Promote Trustee Effective- ness”, and “The Public Library: A Resource Center for Parents.. .” to “The Public Library Database” and “Why You Must Know Your Library‘s Mission.” Planning and evaluation has replaced ’ the Planning Process column to expand the support to public librar- ians and trustees responsible for improved public library service. The column will continue to include articles that complement A Planning Process for Public Libraries and Output Measures for Public Librar- ies. Recent issues have included “Guidelines for Preplanning” and “The Planning Process for Public Libraries: A Context and Some Reflections. ” Regular columns indudc Keep on Learning; Public LawdPublic Libraries; Service to Children; A Message on the Media; In Review: Research in Action; Reports from ERIC. At our place will keep you up to date on the Public Library Association. Notices on workshops, preconfer- ences, programs, and national conferences are included as well as reports from the Board of Direc- tors, committees, and sections. Public Libraries ITEM 10 BUILDING PROGRAM OUTLINE FOR PUBLIC LIBRARIES* Prepared by: Raymond H. Holt Raymond It. Holt 6 Arrociater, Library Consultants Del Mar, California *Adapted f tom TEE UfS,CO#SIN LIBRARY BUILDING BANDBOOX. Madison, Wisconsin: Dividion for Library Services, 1978. Much of the information presented in the building program will be in the form of narrative writing. Whenever a particular concept is difficult to describe in words, try visualizing the concept and recording it in the form of a diagram. The architect for whom the program is being written is well versed in the interpretation of drawings and will readily grasp their meaning. Bubble diagrams should be used to show functional relationships and tables introduced wherever quantitative data is to be pr es en t e d. The building program should begin with a description of the library service area followed by a well defined statement of the library'r objectiver, the library's place in the community, the nature of the library's public, and other data which will set the stage. If the site for the libr'ary has been chosen, it should be also be described. Following the opening rtatenent, the building program should conrider each part of the facility beginning with the entrance. Information should empharize 1. Functional relationships to be achieved 2. Space requireaentr 3. Description of desired internal environment 4. All special requirements affecting design The completed building program should provide a detailed profile of the library written in language which the architect can interpret accurately. Space estimates should be itemized in each area for collectionr, staff, public seating, library and/or other special equipment. Summary tables with total square footages should be included for each major area. Where space emtimates are given, it is important to include reference to the method by which figurer were determined, i.e., "based on 10 voluper per square foot," or "25 net square feet allowed for each chair at a table." Such notes will save valuable time later on when questions arire as to the basis for the estimates. Itedlcsr, to say, all worksheets should be carefully indexed and saved for ref erence. * Adapted from: Raymond M. Holt. Wisconsin Library Building Handbook. Wisconsin: Division for Library Services, 1978. Madison, Supply functional relationship diagrams and flow charts, but do not attempt to provide actual layout drawings. To draw your own plan is to restrict the most valuable asset the architect can offer - namely his or her talent for conceptual design. TEE INTRODUCTORY STATEMENT The introductory statement should cover the following areas : 1. Nature and size of the community to be served. 2. Population characteristics aff ecting library service - present and future. 3. A brief history of the library in the community. 4. The present library building's history, especially if the project includes remodeling and/or expansion of the s tructure. 5. Description of the library'r functions, services. collections, and special activitier to be housed as a result of the project. 6. Library service conceptr which have governed the preparation of the building program such as: a. Dynamic programming to reach all elements of the co mm un i t y , b. Maximizing staff productivity and miqimizing problemr of supervision, C. Flexibility to accommodate new services and collections whenever they occur, d. Urt of integrated automated rystems for library operationr and services. 7. Special problems such a8 the needs of the physically handicapped, energy conrervation, security, and building maintenance. 8. Characterirticr of the ambience you vant created in the building. SUGGESTED LIST OF TOPICS FOR A BUILDING PROGRAM The following topics are generally covered in a building program. Obviously, individual items must be adapted to the local situation. Suggestions which are not applicable should be disregarded and others added as needed. I. THE ENTRANCE A. DESCRIPTION OF THE QUALITIES NECESSARY IN THE ENTRANCE. 1. High visibility. 2. 3. 4. Inviting. 5. Appropriate signing. 6. Security provisions. Easy identification as a library. Street level - no steps. 7. Safety provisions - ice-free, non-slip surfaces. B. BASIC RELATIONSHIPS (Exterior). 1. 2. To pedestrian access. 3. Other. To parking and passenger drop-off. C. BASIC RELATIONSHIPS (Interior) . 1. Entrance lobby. 2. Circulation desk area. 3. Other. D. REQUIREMENT FOR AUTOMATIC DOORS - sliding preferred to swinging doors, and avoidance of draft for staff at desk( 5). E. DISPLAY CASES AND BULLETIN BOARDS (if any) at Entrance. F. ORIENTATION TO AVOID GLARE OR EXCESSIVE TRANSMISSION OF HEAT AND COLD THROUGH GLASS. 11. INTERIOR AREAS FOR THE PUBLIC A. CIRCULATION DESK AREA. 1. Brief description of the circulation control system and its requirements in terms of equipment, space for files, and supplies, which must be located at the circulation desk. 2. 3. 4. 5. 6. 7. 8. Brief description of charging (if not covered in Para. 1 above) and discharging processes, including space required and number of book trucks used. Brief description of registration system and its require- ments for files and supplies. Number of staff at circulation desk at any one time. Peak number of people served at circulation desk per hour at present and in the future - the problem of queue control at busy times. Description of such routines as those involving reserve books, return of overdue materials, etc., in terms of space required for work, shelving, book trucks, and files; in- dicate maximum number of volumes on reserve at any one time Description of all other activities carried on at the cir- culation desk, including personnel, equipment, and supplies involved . Collection Security System description. B. ADULT SERVICES AREA 1. 2. 3. Describe primary factors to be considered in locating the adult services area in terms of its relationships to other areas within the library. a. To entrance. b. Circulation desk. C. Children's area d. Staff workroomr e. Other. Brief descriptive statement of the purpose of this area and the services given. Describe the relationships of elements within the adult services area, such as: a. Collections. b. Staff service (reference) desk. C. Adult seating. d. Card catalogs, periodical indexes, etc. e. Displays. f. Other. 4. Description of any special considerations or requirements which should be observed in planning the adult services area . Space must be provided to accommodate the following: a. - No. of public service desks for adult services (Reference, etc.) . b. - Total no. of volumes in circulation collection (follow with a breakdown of collection into categories which should be considered separately in space allocation and organization). 5. F ic t ion Non-fiction Volumes . Other (specify and list) Volumes . Vo limes =. - Reference books (no. volumes) . d. Microform materials: No. reels of microfilm. No. fiche. No. readers ani readerlprinters. - e. Periodicals: Current periodicals (No. of titles) No. bound periodicals in backfiles. Linear ft. of unbound periodicals in backfiles. - - - f. Audio visual materials ( dentify here unless a sepa- rate chapter is used for AV services; see item 1I.c. of outline). No. disc recordings. No. tape cassettes. - - No. 16nnn films. - No. 8mm films. - No. video tapes. - - No . framed pic tures . - No. jumbo file drawers of mounted pictures. - No. posters. - (Specify and quantify any other AV mater- ials . g. Describe and enumerate any other special collections to be housed. 6. 7. 8. 9. User Accomodations for Adults. No. adults to be seated at tables. a- - No. adults to be seated at study carrels. No. adults to be seated at audio visual (wet C. - carrels). No. adults to be seated in lounge chairs. d. Other space requirements for users (specify, e* - describe, and quantify) . Space to be Supplied for Special Items of Furniture and Equipment, including: No. filing cabinets for vertical files (4 draw- a. - er/cabinet). No. jumbo filing cabinets for mounted pictures (3 drawer/cabinet) . No. card, catalog drawers. C. - d. - No. of periodical index tables (give approximate dimensions or no. of people to be seated at each). No. of atlas cases. e. f. - No. of dictionary stands. b. - - b* - - Other items (list and describe). - Description of Adult Collection arrangement, including any special categories or divisions to be used and any special types of shelving requirements. No. volumes to be shelved in each of the de- a* - scribed categories such as fiction, non-fiction, reference, rental, mysteries, westerns, local history, art books, etc. b. Special signing, shelving, or other requirements not Describe location and use of the following in terms of relationships to other elements within the adult serv- ices area: covered above. a. Card catalogs and consulting tables. b. Vertical pamphlet and/or picture files. C. Atlas stand(s) and dictionary stand(s). d. Microform files and readers. e. Other (as listed under 7 e and f. C. AUDIO VISUAL SERVICES Note: rather than be integrated into the adult services area, then if audio visual services are to occupy a separate area, a section of the program should deal with the requirements. Space for non-print materials would then be deleted from the general accounting in item XI. B. 5. the chapter on Audio Visual Services along with other in- formation. If a production facility for video and/or other purposes is to be included, it may be a part of Audio Visual Services or fall under the topic E. "Special Purpose Areas." This chapter would include itemization of the quantities of the various non-print materials to be housed, a discussion of how the area relates to other parts of the library, the number and nature of accommodations, including audio visual "wet carrels, group viewing rooms, preview rooms, etc. Requirements for an AV workroom could then follow in a later chapter as part of staff offices and work areas (see 111. F. of this outline) . above and grouped in I1 CHILDREN'S SERVICES AREA 1. 2. Purpose of the area and services given. Relationship of the children's area. a. External relationships. (1) To entrance. (2) Circulation desk. (3) Adult area. (4) Staff workroom. (5) other. b. Internal relationships. (1) Collections. (2) Staff accomodations. (3) Children's seating. (4) Displays. (5) Story hour area. (6) Other. C. Space to accomodate: 1. - Books (NO. VO~S.). 2. 3. 4. 5. 6. 7. - Other collections or materials, including audio visual (itmize and quantify). - Children seated at audio visual carrels. - Children seated at tables. - Children seated at study carrels. 7 Children seated in lounge chairs. - Staff at children's desk. E. F. d. e. f. g* h. i. 1. Display cases, atlas and dictionary stands and other specialized furniture and equipment (number and dimensions as well as brief description) . Provisions needed for audio visual materials and equipment . Other special items. How will story hours and similar programs be handled and how many children normally attend? Maximum and minimum number who attended a single story hour last year, if known. Will an office be necessary for the Children's Librarian? Spetial space for bulletin boards or other display. Special divisions of the children's collections to be observed (if any); describe relative location of each and estimate number of volumes to be included in the grouping. (1) No, Reference Books. (2) No. Fiction Books. (3) No. Non-f ic tion Books. (4) No. Picture Books. ( 5) No. Easy Books (primers or first readers). (6) Other Books separated by grade (if any). (7) Non-book Materials. YOUNG ADULT SERVICES AREA (If the library plans a young adult services area, indicate requirements using items similar to those above for children's services areas. 1 SPECIAL PURPOSE AREAS 1. Meeting and/or Conference room(s) (if any) and provide for a. b. C. each. General description of programs and other uses for the room(s). Relationship of meeting and/or conference room(s) to other areas of the library: (1) Entrance. (2) Adult area. (3) Children's area. (4) Staff area. Number of people to be accommodated . 2. 3. 4. 5. d. Platform facilities needed (if any). e, Projection facilities. f. Storage facilities for chairs, tables, etc. g. Kitchenette facilities, if desire . Typing room(s) . No. of typewriters to be accommodated. a* - Location of room(s) and relationship to other major areas. - Video Production Facilities. a. Studio. b. Control center. C. Set and equipment storage. d. Other. Radio Facilities. a. Broadcasting (AM and/or FM), b. Citizens' Band for communications, C. Other. Non-print Media Production. a. Audio. b. Film. c. Captioning. d. Dry mount. e. Other. 111. STAFF OFFICES AND WORK AREAS64 A. GENERAL RELATIONSHIPS 1. Relationship of staff work areas to other areas of 2. Enumeration of staff offices and work areas. 3. Relationship of staff offices and work areas to one the building. another . 64Discussions of all staff off ices and workrooms should include precise information on the requirements for desks, casework (cabinets, and build-ins), storage, sinks, electrical outlets, telephones d other communications devices, and any other special items. B. C. D. E. F. 4. Relationship of staff offices and work areas to deliv- ADMINI STRATION OFF1 CES . 1. Receptionist-secretary. 2. Library Administrator. 3. Other administrative staff (if any). PUBLIC SERVICES (Professional other than administrative, Technical Services, extension services). 1. Public Services Supervisor (Head of reference or whatever 2. Public services starf workroom. TECHNICAL SERVICES WORKROOM ery and/or staff entrance. title is used). 1. 2. 3. 4. 5. 6. 7. a. Description of technical services activities, including flow diagram. Technical Services Supervisor (Head cataloger or?). Order clerk( s) . Cataloger (6) . Processor (s) . Typist (5) Collections maintenance (mending and binding). Tools: a. Shelf list. b. Bibliographic tools. C. Authority files. CIRCULATION UORKROOM 1. Brief description of circulation routines carried on in the circulation workroom, including overdues and registra- tion (Use flow diagrams where appropriate). 2. Chief Circulation Clerk's office (if necessary). 3. Circulation clerks. 4. Arty special equipment used. 5. Files to which access is needed. AUDIO I'ISUAL OR MEDIA WORKROOM 1. Brief description of work, materials, and staff to be 2. Film service - cleaning, inspection, reservations, and housed. ma in t enance . 3. Recordings - cleaning, inspection, processing and testing. a. Disc. b, Tape. 4. Media Preparation and production. a. Tape duplication. b. Film production (if any). C. Video (if any). d. Dark room facilities (if needed). e. Other. G. EXTENSION SERVICES WORKROOM (if necessary) 1. Describe extension services maintaineg by the library. a. Branch libraries. b. Stations. c . Bookmobiles. d. Other. 2. Number of staff and their requirements for space. 3. Work flow in Extension Services Department. 4. Number of staff, their duties, and space requirements. 5. Storage requirements for collections related to ex- 6. Need for access to delivery and shipping room. 7. Other special requirements and conditions. SPACE REQUIREMENTS FOR SYSTEM AND NETWORK ACTIVITIES 1. 2. 3. 4. tensions work. H. Interlibrary loan - unless covered under another topic. Teletype and other electronic communications devices. Special personnel and their requirements. Brief description of activities associated with System and Network participation. Special collection storage requirements (if any). 5. 6. Other needs. I. OTHER SEPARATE OFFICES OR WORKROOMS (if any) J. CUSTODIAX WORKROOM 1. 2. Supplies, etc., to be stored. Brief description of custodian's duties and responsi- bilities. 3. Equipment to be housed. 4. Repair work to be done, if any, requiring shop space. 5. Cleaning facilities needed. 6. Location of awilliary supply closets and sinks, if 7. Other. any are necessary. IY. OTHER AREAS A. B. C. D. DELIVERY . 1. Location of delivery entrance in terms of site consider-, ations. 2. Relationahip of delivery entrance to major areas of the building . 3. Frequency and nature of pick-up and delivery use. 4. Equipment requirements. a. Receiving counter. b. Shelving. C. Sink and electrical outlets. d. Other. STAFF LOUNGE. 1. Number of staff to be seated at any one time. 2. Number of seats at table(s). 3. Non-table-and-chair seating. 4. Range and refrigerator requirements. 5. Sink. 6. Appliances which will be used by staff (toasters, etc.). 7. Cupboards and other storage. 8.. Location,and relationship to other major areas of the 9. Atmosphere to be achieved. QUIET ROOM. 1. Purpose and use of staff quiet room. 2. Location. 3. Furnishings and decor. PUBLIC RESTROOMS . 1. 2. Location of restrooms as related to other building ele- library. Separation of restrooms for adults and children. ments. 3. Need for staff supervision from regularly manned stations. 4 . 5. Custodial maintenance requirements. Requirements for preventing candalism. V . MI SCE LLA!!EOUS A. PAGING REQUIREMENTS. 1. Describe process by which returned materials will be sorted and returned to shelves. Number of book trucks needed. 2. - 3. Amount of shelving needed for sorting. B. OLTSIDE BOOK RETURN. C. SIGNING AND GRAPHICS REQUIREMENTS. 1. Interior. 2. Exterior. Do COFIMUNICATIONS REQUIREMENTS. VI. 1. Telephone. 2. Public address system. 3. Teletype. 4. Fire and instrusion protection. 5. TTY (for deaf). 6. Other. PARTICULAR LIBRARY . E. OTHER ITEMS NOT COVERED BY ABOVE OUTLINE OR PECULIAR TO A CONCLUSION A. RECAP OF DATA IN SUMMARY FORM. 1. Collections to be housed. 2. Public to be seated. 3. Staff to be accommodated. 4. Special space needs. R. CONCLUDING REMARKS. Keprintea From PLANNING LIBRARY BUILDINGS: FROM DECISION TO DESIGN The American Library Association - 1986 Cbapter 4 ubmq Mldfng ConeuLtant and tk Library Planning Tear l'b Library Cdtant Since we can assume that the nneeds assessment" concluded that either a new library or a renovation and addition to an existing facility was warranted, we have now moved forwardtinto the actual planning process. be successful, this process must be an organized one following patterns and procedures established through the experiencest both successful and unsuccessfult of librarian8 and architects involved in building projects. To Such organization is essential for the various activities which should now take place: the establishment of a planning team or teams; studying the library literature and providr/ng a synthesis of planning, program and design ideas; visiting other libraries; and, finally, the topic which I want to dlscu~s~ deciding whether or not-and how-to choose a library consultant. Keyes Hetcalf, in his 1965 book, Planning Academic and Research Library Buildinm, stated very simply, in response to the question why have a consultant: "A consultant is ordinarily appointed because the institution that employs him realizes that without a consultant it will have no one available, including the architect, who has had the desired experience in plannfng library buildi.ngs."l This is normally the case, because even though a great many library buildings have been constructed or added to in the past 20 years, relatively few librarians or architects bave actually hd the opportunity to be involved in the planning of a new library facility. 57 However, in addition to the need for expert knowledge there are several other reasons that make the inclusion of a library consultant a requirement for a successful planning process. Some of these are as follows: 1. 2. 3. 4. It is not unusual for particular problems, unique to the local environment, to have an impact on the library planning process. It may be in the political environment, with a library trustee anxious to create a monument for himself or the city; or a history professor determined that he knows more about libraries and what they should look like than any number of librarians. The chief librarian in these instances will need the strong support of a library consultant to stand up to these forces in the local environment. It may be that the credibility of the librarian on his/her own carnpua or in the town/city administrative structure is not particularly high, and it is essential that there be someone within the planning process speaking on behalf of the library with authority, and commanding respect and attention to support the use of standards. The architect chosen may be what I call a "name architect." outaide consultant will undoubtedly be needed in this instance to provide balance to the planning deliberations, or the librarian may be simply overwhelmed by the architecvs presence. The mpidity of technological change also supports the need for a library building consultant. Objective and expert advice will be required in order to identify the implications of information An bchnology on the library building and on the collections, staff and users which it will serve. 5. Experience in organizing a library staff for involvement in the planning process is also invaluable. Who should be involved? When? What should they do? How should the staff communicate with the planning team? All are questions which must be answered, and an experienced consultant's advice can save time, avoid problems, and protect staff morale. In summary, a library consultant is needed to provide balanced and experienced objective professional input to the planning process, and to lend credibility and reinforcement to the role of the chief librarian in the important decision-makfng which will ensue. Types of coawilfzumies There are at least two *pea of consultancp, and the size of a building project may well dictata which OM i8 used. 1. The first type of library consultant is the critic who is involved very briefly with tho project, providing comments and suggestions at the various milestones in the process; e.g., - needs assessment; - building program; - achematics or design drawings; - working drawings: and - specifications. 2. Second is the full conaultant who is involved with each step of the pmcesa, who aita on the planning committue, attends all 59 3. meetings, goes on library site visits, and writes reports or comments at all appropriate times. Third, of course, is halfway in-between, and I suspect this is tha most common way in which a library consultant is used. These consultants are not totally involved-they don't attend all the library planning meetings-but they are expected to provide written comments at all stages and they do attend major milestone meetings at ths end of each phase, for example. How and vbsp to Chooss a caawilat Having agreed that a consultant is necessary and on the level of consultancy desirable, it is necessary to define the criteria by which he or she will be selected. 1. Most authorities agree that a key ingredient for a successful consultancy is experience in library consultancy work. Just becauae a person is a library administrator with many years' experience in a library does not necessarily make him or her a successful library build- consultant, 2. But experience alone is not sufficient. A successful library consultant must have the ability to be persuasive in putting forth Ms/her arguments in defense of library requirements and functions, frequently at the expense of aesthetic considerations. Knowledge-or expertise-in library information technology and architectural/engineering concerns is, of course, another requirement, and this, as was mentioned earlier, is particularly 3. 60 important at a time when new technologies are changing the total environment in which libraries operate and offer their services. 4. Finally, it is essential that a library consultant is chosen who will be supportive of the librarian, and with whom the librarian can work comfortably. library board or the faculty who most needs support. library consultant must be able to recognize that hidher role is usually an adjunct to the library viewpoint, and that the chief librarian and his/her staff, not the Consultant, will be living with the result of the planning process, the new library facility, for some time to come. library consultant include: - articulateness; - sensitivity to the local political environment; - good writing skills; - sense of commitment; - responsibility, so that deadlines are met. This is not always true; it may be the But the Desirable qualities in a The library consultant should be selected as soon as possible in the planning process, so that he/sha can be involved in all aepects of the building project, whether as a critic, full consultant, or some combination of the two. Involvement includes: site selection; needs assessment; user surveys; planning team deliberations and library site visits; building program; design and working drawings. 61 This is not to suggest that it is not useful to select a consultant later in the process if one was not chosen at the beginning. order to receive full value from his/her services, total involvement is preferable, and costly mistakes and unpleasant confrontations may be avoided. However, in F0Nli2- tha Brrangenenta In order to avoid misunderstandings about the role which you wish your library consultant to play, it is wise to formalize the understanding. library board or university administration, prepare a document which This can best be done by having the planning committee, or contains 1. 2. 3. 4. 5. 6. the following: A brief formulation of the problem to be addressed, or the goal of ths planning procesa. Any constrainta present; e.g., what poll tical jurisdictione are involved and which are excluded; any geoglaphical or physical limitations. Time schedule of the project (phases, milestones, deadlines). Liaison for the consultancy; 5.6.) who is going to be responsible for working directly with the consultant, supplying data, making requests, etc. In a big project, this might not be the chief librarian but a delegate or surrogate. Data/information sources available for assistance . A description of the nature of the coneultancy; - oral reports - need for progress reports, in person, from time to time; 62 - draft report - one should be requested, since it provides the opportunity to make changes, often for political reasons, before the report goes to the board of trustees or town council; - final report, number of copies required, whether printed or typed, bound or stapled, etc. Such clarification of the conditions of the consultancy will avoid misunderstandings. 7. Data or deadline for submissions of each phase if the project is to be divided into several par-. 8. Formal presentation - is there to be a presentation to the senab, the board of trusbes of the university or to the city/county council? If so, include this in the contract. 9. Fees. typa of arrangement; schsdule of payment - phases; travel/clerica1 expenses; computer expenses. (build these in if, for emrnple, there will be a user survey.) Once this document has received responses from prospective consultanta one may wish to consider, candidates should be narrowed to two or three who meet the established selection criteria. References should be checked either in person or by telephone. determine how potential consultants have met previous commitments, how he/shu performed, and would he/sh be hired a-in. It is wise to A personal interview should then be arlrawd with the final one or Tha board of th institution should be prepared to pay two candidates. expenses, and should seek evidence of familiarity with the library planning process, with new concepts in library buildings and management, with information technology, etc., and with the particular library environment involved. communication skills should also be assessed. assigned to act as liaison with the consultant should also participate in the interview and should feel that he or she could work comfortably with the consultant. Personal attributes including flexibility and good The person who will be The original "request for proposal" document should be discussed at tha interview so there is no chance of misunderstanding on either side. If, in discussion, it is agreed that a change in the time schedule, in the study methodology, or in thet format of the report or the presentation is desirable, this shc2ld be noted and a corrected document prepared. Most frequently, consultants are paid on a per diem basis, in addition b travel and clerical expensea responded to the request for proposal with an outline of his/her estimate of the time involved in the consultancy, so WEe total cost of a Ths consultant will have t I consultancy is not difficult to determine. Rates of from $300 to $600, Or highem, per diem are standard at present. In some instances, a client may wish to give what is called an "upset" price with no possibility of changing the final payment, whether the number of days expended at the task is more or less than the original estlmab. In other situations, no fixed estimate or time is agreed' to, and ths consultant is kept ou a retainer, submitting an invoice for time spent in each phase of the project . 64 L There is no set way of doing this since rules and standard practice vary in different jurisdictions. The practice of paying a library consultant a percentage of the project cost is no longer common, and, particularly in small projects, it can be quite unsatisfactory from the consultant's vieupoinL With the choice of consultant made, it is wise to draw up a contract, if only informally, specifying any changes in the original request for proposal document, the agreed fee schedule, report expectations, etc. This should be signed by the conaultant and returned to the library board, university administration, or other governing body. The responsibilities of the consultant can. be many and varied. For example, h~/she can: 1. Evaluata the existing library system in relation to the changing needs of the community. obtain a good understanding of the history and motivation of (This implies that thet consultant must that community, and may Include a user survey.) Recommend changes in library systems or services relative to the capabilities of a new phyaical environment. 2. 3. Identify the implications of new technology and assist in designing a new library aystem which will satisfy the requirement8 of that technology. Specific questions might include: - What changes do you anticipate in the new administrative organization of the library with remrd to computer teChnOlO8y? New communication techniques? 4. 5. 6. 7. 8. All - Uhat are the implications of automation upon future changes in the electrical and mechanical systems of the new building? Assist in defining the philosophy of library service which integrates the response to new social needs, new physical environment, and factors of new bchnology which have been determined. Define standards of measurement and their implications, and assist in their application in terms of space allocation, ensuring that the new library has a high building efficiency and is both functional and economical to operatre. Assist in the preparation of a uritten program, or even write tha prodram, but it does happen.) Review preliminary schematics and final design plans. Advise on selection and layout of library furnishings. the above tasks muat be completed with tact and humility, drawing (This is frowned upon in the library literature, on expertise and experience in the library consulting business; a formidable .task. It is comforting to note that there are a feu things the library consultant does not normally do, plans or sketches, except for functional or spatial relationship diagmms. He/she should not presume expertise in areas outaide the library environment; e.g., air conditioning or structural loading, no matter how much experience he/she may have accrued through hfs/her indirect involvement. concern. However, there is ae I have indicated by the use of the term norm ally,^ an exception to this guideline. It is when the librarian, for He/sh does not generally dmw He/she should stick to the area of his/br professional 66 _- whatever reason, feels that he/she needs a library consultant with an architectural background or expertise. Such people do exist, and can be invaluable in some circumstances; for example, when the librarian is not happy with the choice of architect, and wants a consultant who can strengthen his/her position with informed architectural responses. this instance, actual functional and furnishing layouts may be prepared by In the consultant. ROfO~S ’ Hetcalf, Keyes. Planning Academic and Research Library Buildings, New Yorkt McGraw-Hill, 1965. 67 Reprinted From PLANNING LIBRARY BUILDINGS: FROM DECISION TO DESIGN The American Library Association - 1986 Chpter 6 32.m Building Program - Generalities A building program is a written descriptive statement of requirements that a library building should meet, directed primarily at the architects who will design the building, but also addressing the concerns of users and lnstitutional managers. In order that the architects' concept will reflect in some measure the institution's values and setting, philosophy and environment should be expressed. collections, special features and functions, environmental concerns in respect of WAC, noise, flexibility and adaptability, are supplied to the architect through the program. Priorities to be observed should be clearly enunciated. There is a fine line between planning and design which has to be recognized when writing a building program. Detailed data on readers and staff, This paper considers the building program, ita function and place in the total planning, design and construction or remodelling of a library building, or facility within a larger building. In the pages that follow, other writers deal in some depth with specific aspects of the program; I will discuss general aspects of programming, including who should write it, the audiences to be addressed, the content in general, enunciation of priorities, and walking the fine line between programming and designing. Dafinitiop of a Building Eko- Our point of departure is to understand what is meant by a building program, so I will begin by defining it. In so dolng, I acknowledge a debt to Holt, LusNngton, Hetcalf, Reece, Ceadel, and Mason, from whose earlier definitions I have borrowed a thought, word, or phrase. A library building program is a carefully written statement which communicates to the architect, institution administrators and governors, users and others involved, the purpose, functions and operations 71 which the building will serve. on the people, materials and equipment to be housed, and describes the library's views of the essential inter- relationships of component functions and operations. It provides useful data Essentially, a building program is a narrative, which may be supplem nted by tabular material and sketches where these are necessary to amplify or clarify. It is preferable to include detailed statistics and other long tables as appendices rather than allow them to interrupt the flow of the narrative by placing them within the main text. illustrative mattsr should be impressionistic rather than definitive- curved rather than straight linea outlining spaces (so-called bubble diagrams), so that creative thinking is not inhibitud too early in the planning process. program is controversial. Sketches and other The issue of including sketches in a library building Auliencm of tb. Building Rognmm It is difficult, if not impossible, to address the question of the audience of the building program without at the Same time considering its purpose. I will, however, endeavour to limit my comments on purpose. The primary audience, though probably not the first to read the program, is the architect, who will have the responsibility of designing a building which will meet th6 objectives laid down. the architect will be familiar with the institution so the program should not only convey information on what the building will have to house, but also a sense of the librarians' aims and objective8 and "feel" for ths purpose of the library. be aware of, and sensitive to the different "languages" of the disciplines-the jargon. A small illustrations librarians talking about It is unlikely that In addnssing th6 architect, the librarian should 72 circulation are generally referring to the lending of books; architects using the same word generally are concerned with movement of people and objects through buildings. distribution of blood in the body! Doctors would probably be considering A second audience is the institution's or organization's administrative staff, including physical plant, planning, finance and other appropriats departments which are concerned with various aspects of a building project. architect, and they will be generally familiar with the aims of the organization. They will approach tha program from the point of view of whether it conforms to conditions which may have been imposed (e+, norms) and wbther it aerves their purposes in promoting the project (e.g., seeking funding). Again, care needs to be exercised with language. For example, kr libraries, technical services is generally taken to mean the acquisitions and cataloging departmenta and related activities, but to exclude the circulation department; in Quebec, according to provincial government norms, technical services space includes all working space (except offices), thus including that occupied by the circulation department. of the sense in which a term is used being misinterpreted, a note or annotation should be added. Their concerns will be different from those of the Therefore, it is important that if there is any possibility Third and fourth audiences, boards of governors or trustees, legislative bodiea, library committee8 and #a like, and users, are composed largely of lay people who will not be concerned with details but the general ovenrll plan. To satisfy their needs, as well as to save the time of those who Rnject, a good short may be concerned with only specific aspecta of ths introduction or summary is desirable. 73 Importance of a Building Program The library building program is a planning tool which has been developed largely during the second half of this century. wrote his classic paper on drafting library building programs in 1952, according to Mason in Mason on Library Buildings, the moat frequent complaint from architects in the 1960s was the difficulty of getting from the client a clear stabment of what was wanted In the building and why it Although Reece was wanted. Today, according to Weber and Leighton, a written program is strongly recommended and is now almost universally prepared. The importance which attaches to the program derives from the benefits which accrue from its preparation. detail, enumerate the advantages. First, the prepamtion of the program is the best way for the librarian and his staff and institution's administmtion to determine the essential needs of the library and to make all concerned face up to them. construction of new, or reconstruction and/or enlargement of existing premises, often provides the impetus to renewed thoughts of directions in which library services will develop in the future and how these will influence the definition of present and future needs. It is important that as far as possible, the program should outline the probable lines kber and Leighton, as do other authors in greater or lesser Tha opportunity provided by the upon which the library will develop. librarian the opportunity to point out to the institution's administration, governing body and users, the physical requirementa of the library, and to obtain formal approval of tha program stabment of requirements and methods to be used in dealing with them. approval of the progran is an important element In successful completion Second, the program provides the Acceptance and 74 of the project. Unless all those responsible for carrying the project through understand the underlying premises upon which the plan is based, accept the modalities used to arrive at reasonable expectations of how the building will function and operate, and approve the program as expressing the institution's collective wisdom, the project is unlikely to succeed. Third, the program forms the basis of client expectations on which the architect can plan a satisfactory building. The prograin provides the architect with the essential parameters within which he/she will have to work. much on his/her own, without guidelines. also lies in the limitations it places on the need for much extenalve discussion between the architect and client, though it does not, of Meizalf points out that without a program the architect is left too The importance of a good program course, eliminate consultation entirely. control mechanism. To this extent it acts as a fee Uho sbauld urit. tb. prom In order for the program to form a cohesive whole, it should be written by one person. However, in some respects, this individual will act as much editor a3 author, as he/she will be receiving and incorporating information and ideas from a wide variety of sources. appears to be general agreement that, ideally, the person to write the program should be the senior librarian responsible for the facility, because this individual usually has the greatest depth of understanding of the problems and requirements, and sensitivity to the likely acceptability of possible solutions. central library, the role of author will normally fall to tha chief librarian of the system. However, other duties may dictate that the There If the facility to be built ia a large and/or 75 responsibility be delegated to a senior associate. In other cases, the librarian may lack the knowledge and competence, and not have the time to acquire the skills. If the facility is a branch or departmental library, it is probable that ths head of the library will be responsible, in consultation with the system chief . It must be emphasized, however, that preparation of the program is not a one person affair, and that whoever is responsible should consult with appropriate individuals formally and informally before putting pen to paper, and as each section is completed ensure that nothing of significance is omitted and agreed meanings and intents are properly conveyed . The ideal is not always attained. Circumstances may make it impossible or undesirable for the senior librarian to write the program. If this happens and them is no suitable person on the library or institution's staff, use of a consultant may be the next best solution. Ho~ever, it should be borne in mind that the consultant will not have in- depth knowledge and understanding of the incltltution, and may have ideas which are generally sound but may not suit the particular institution. These limitation8 can be overcome to a great extent through discussion. The librarian will provide the consultant with the essential data, historical context of the library, his/her view of ths way it should operata and other background which will enable tb consultant to write the program. program by a member of the governing body (usually a lay person) or even the architect! Far from ideal, but known to occur, is the writing of the Vhoever drafts the program, the chief librarian should be closely involved in its preparation. So far as the library system is concerned, he/she should have the power of final decision, if there is disagreement on matters of material importance, within his/her area of professional competence Caatentt Philosophy of tbs Institution The major part of the building program will consist of detailed descriptions of functions and operations, desirable spatial relationships, materials to be housed and clientele to be accommodated and served. There will be little opportunity b convey through these descriptions any sense of the mission b be accomplished or the ambience it is wished to achieve. These bpics should be tackled in an introductory section which, incidentally, can be shaped to stand alone to serve as discussion and publicity materials fn situations where full detail8 are unnecessary. Thia section should include a brief description of the institution, with any historical background which may assist the reader to an appreciation of the influences which have moulded its development and attitudes. clientele to be served and the types of services to be provided. different classes of users will make different demands on the library or be offered different services, theae may be introduced here. Thia description should include a general statement on the If The introductory section may include a statement of the objectives of the library, if such a statementexiata. It may also be desirable to place tho library in a larger context thn ita own organization, or to relata it to othsr contexts. example, if it is an academic libmry in an urban setting, what is its For 77 relationship to the citizens at large; if it is a public library, what role, if any, will it be expected to play in education; will students seek information for their assignments in the library? I believe that a library building should, to some extent, be a physical expression of the attitude of the planners, designers and users toward the activity that will go on in the facility. The program should enable the architect to understand and appreciate the attitudes of the planners (who hopefully have accurately assessed those of the users) so that he/she can design a building in keeping with them. want a library which exudes an atmosphere of warmth and friendliness, this muat be expressed in the program, lest the sketch plans outline a monumental edifice of forbidding aspect. If the planners Priorities, or Ulnt Sbould Not Bo Sacrificed Unlesa one is extremely fortuatb, it is unlikely that a building will be constructed which meeta all the specification6 of the program. is suggasted by Fleece that th6 librarian should shape the program according to needs, without reference to limitations of site or space. This may produce a somewhat idealistic result, but at least all relevant ideas and concerns will have been set forth. Even if a more realistic view is taken, and the givens of site, total space to be constructed and other limiting factors am taken into account, it is still almost inevitable that compromises will have to be accepted. not be possible to accommodata on one floor, all the functions which the spatial relations of ths program suggest should be together. The budget may be insufficient to compleb the building according to the architect's first designs. It For example, it may c In these circumstances, inevitably, choices will have to be made. The proaTam should clearly indicate the librarian's priorities so that if these choices have to be faced, the principal decisions have been made. For example, the program calla for space for growth of the collection and staff accommodation; site and/or other constraints mean that the total space needed is not available; how should the reduction be made? The total estimated cost of surface treatments to obtain desired acoustic results and plan for environmental control together are more than can be afforded; should lower standards for both be accepted or should a cut be applied only to one? These priorities should be stated in ways that express the librarian's concerns and importance that attaches ta them, rather than in comparisons that could be used to limit the scope of the project. Tlm Firm uxm Plaruliq and IkSA@ng Reece perhaps summed up best the diffemnce between planning and designing in relation to the library building program whem he wrota "Tell him (the archibct) what to build-not how to build In writing this, Reece meant that the program should convey to the architect the purpose and functions of the building, and the way in which operations will be carried out. The spatial mlationa which are desirable for efficient operation, and the atmosphen, it is wished to convey, should be apparent. experience has shown, have caused problems in the past, Attention should be drawn to particular concern8 which, At the same time, care should be taken not to go beyond descriptive statements. The general principle to be followed is that the program should state the end to be achieved, but not the means of achieving it. 79 In some cases, a brief discussion of a topic, for exanple lighting, noise, heating, ventilation and air conditioning, may be necessary to bring out the particular concerns of the librarian, or to draw attention to matters about which there mag be legitimate differences of opinion. sv To summarize, a building program is a carefully worded statement usually, and preferably, drawn up by the librarian, of the purpose of the building. It includes detailed information on the people, materials and equipment it will have to accommodate, and on how these will interact. It provides the reader with a sense of the atmosphere it is hoped to achieve. The program is addressed primarily to the architect, but also serves to fnform others involved and as a constant reminder to the librarian of the needs that b has to satisfy. A building program describes what to build, not how to bufld it. 8sferences Ceadel, E. B. 'The Planning and Execution of New Academic Library Buildings," in Essays on Information and Libraries, edited by Keith Barr and Maurice Lines, pp. 43-59. Hamden, Conn.8 Linnet Books, 7 975 . Holt, Raymond M. Wisconsin Library BuildinR Project Handbook. Madison, Wisconsin: Bureau of Cooperative and Public Library Services, 1978. Lushington, Nolan and William N. Mills. Libraries Designed for Users. Hamden, Conn.: Shoe String Presa, 1980. Haaon, Ellsworth. Mason on Library Buildings. Hetuchen, N,J,: Scarecrow Press, 1980. 80 Metcalf, Keyes D. Planning Academic and Research Library Buildings. New York: McGraw Hill, 1%5. --------- , Weber, J. and Leighton, P. Planning Academic and Research Library Buildings. 2nd Edition. In Press. Reece, Ernest J. "Library Building Programs: How to Draft Them." College and Research Libraries 13 (July 1952): 198-211. CARLSBAD CITY LIBRARX STATISTICS Mar. Mar. 1988 L989 % Chanae CIRCULATION STATISTICS Print Materials 51,367 52,337 Film and Video Tapes 10,065 11,008 Audio Visual Equipment 81 97 +2 +9 + 20 Total MAIN LIBRARY 61,513 63,442 +3 B Print Materials Film and Video Tapes 11,854 12,854 1.441 1.336 +a -7 Total BRANCH LIBRARY 13,295 14,190 +7 TOTAL CIRCULATION 74,808 77,632 +4 ............................. REFERENCE OUESTIONS Adult Children's Online Searches +1 - 13 - 6,241 6,296 2,845 2,485 57 31 Total MAIN LIBRARY 9,143 8,812 -4 Total BRANCH LIBRARY 816 965 + 18 TOTAL QUESTIONS 9,959 9,777 -2 ............................. PEOPLE COUNTER Main Library Branch Library -- - 14 1,728 1,725 467 403 TOTAL 2,195 2,128 -3 ............................. Adult Programs Children's Programs 141 97 2.295 1.596 TOTAL 2,436 1,693 ............................. INTERLIBRARY LOANS BOOKS AND REFERENCE Requests by Carlsbad Received by Carlsbad Requests of Carlsbad Filled by Carlsbad 207 144 141 153 407 337 81 118 Borrowed from other libraries 23 13 Loaned to other libraries 39 33 ............................. Main Library Branch TOTAL - 31 - 30 - 31 - 30 +9 - 17 + 46 - 43 - 15 1,029 936 -9 223172 s 1,252 1,108 - 12 d L' . \ 'm a3 m 4 4 P m ? W 4 e- 0 0 e- 5 * 00 c? ui -4 4 *. cu e- a * * cv 4 In? - -4 cv e- 0 0 * In "? OT m e- 0 0 0 In m -, * 4 CI In m m m cv e- W In 4 4 *,