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HomeMy WebLinkAbout2013-07-22 - Agendas - Final• FAYETFHVILLE PUBLIC LIBRARY Kim Agee, President Elizabeth Jordan, Vice President Maylon Rice, Treasurer We Inspire Imagination and fester learning. Board of Trustees July 22, 5:30 pm AGENDA Special Meeting Ann Henry Board Room Brenda Boudreaux, Secretary Suzanne Clark I. Call to order II. Draft Master Plan III. Legal limitations for libraries to acquire land and enter into debt — Vince Chadick IV. Appraisal of Washington Regional property by The Real Estate Consultants V. Environmental assessment & disclosure VI. Options to fund a possible purchase VII. Discussion VIII. Adjournment Susan Graham Charles Adams RECEIVED AUG 022013 cGOF FAYETTEVILLE CITY CLERKS OFFICE SCANNED Acknowledgements Fayetteville PubiIc Library Board of Trustees_ Suzanne Clark, President ' Elizabeth Jordan; Vice President Kim Agee, Secretary Maylon Rice,'Treasurer Brenda Boudreaux Charles Adams Susan Graham Fayetteville PublicLlbrary Staff David Johnson, Director ' Sam Palmer, Director, Facilities & Sustainability Lynn Mandell, Director, Information Technology Susan Foley, Director, Development Lolly Greenwood, Director, Youth Services & Outreach Denise Wax, Manager, Circulation Services Sarah Houk , Manager, Technical Services Margaret Burdette, Manager, Volunteer Services Jonathan Atha, Manager, Building Services Willow Fitzgibbon, Manager, Adult Services Stephen Davis, Manager, Accounting and HR Gwyneth Jelinek,-Assist. Manager, Circulation Services Caltlyn Walsh, Assistant Manager, Youth Services Heather Robideaux, Assistant Manager, Adult Services Shawn Walker, Assistant Manager Technical Services Foundation Board of Directors Tony Uth, President Sallie Overbey, Vice -President Brock Gearhart William Jackson Butt II George Faucette Hershey Garner Nicole Olmstead David A. Russell Marti Sharkey • • Friends Board of Directors Kim Ratliff, President Georgena Duncan, Vice -President Janet Gorman, Treasurer Suzie Jenkins, Secretary Mimi Blackwood Leeann Collins Jake Lamkins Steven Neuse Donnie Porter Tim Schatzman Peggy Werner Julie Fish Architectural Firm Selection Committee Don Mart Bret Park Don Deweese Lolly Greenwood Kim Agee • City of Fayetteville Lioneld Jordan, Mayor Don Marr, Chief of Staff Kit Williams, City Attomey Sondra Smith, City Clerk Lindsley Smith, Communications & Marketing Director Peter Nierengarten, Director of Sustainability & Strategic Planning Jeremy Pate, Development Services Director Paul Becker, Finance Director Lana Broyles, Mayor's Office Administrator David Jurgens, Utilities Director Lynn Hyke, Construction & Contract Manager • City of Fayetteville Aldermen Adella Gray Mark Kinion Matthew Petty Justin Tennant Rhonda Adams Sarah Marsh Martin W. Schoppmeyer Jr. Alan Long Professional Library Planning and Architecture Team Library Planning Associates, Anders Dahlgren, President MSR Meyer, Scherer & Rockcastle, Ltd. Architects Jeffrey A. Scherer, FAIA, Founding Principal Chris Wingate, Intern ii Copyright ® 2013 MSR Meyer, Scherer & Rockcastle, Ltd. and Library Planning Associates MSR Jeff ey A Scherer, FAIA, Founding Principal Meyer, Scherer & Rockcastle, Ltd 710 South Second Street, 8th Floor Minneapolis, Minnesota 55401 www.msrltd.corn Anders Dahlgren, President Library Planning Associates, Inc. Post Office Box 406 915 Broadway Normal, Illinois 61761 ALL RIGHTS RESERVED. This book contains material protected under International and Federal Copyright Laws and Treaties. Any unauthorized reprint or use of this material is prohibited. No part of this book may be reproduced or trans- mitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any informa- tion storage and retrieval system without express written permission from the author / publisher. Co • • • • Mission, Vison and Values Statement Our Mission To strengthen our community and empower our citizens through free and public access to knowledge. Our Vision To be powerfully relevant and completely accessible. Our Values Integrity, trust and accountability ) Creativity, innovation and efficiency Kindness humor and fun ) Respect for ourselves and our customers ► Diversity ► Welcoming and inspiring experience 1 Safe and clean environment ► Teamwork and partnerships / Quality services Intellectual freedom ► Lifelong learning 1 Communication, flexibility and open-mindedness iv • P reface Beginning in early March of 2013, MSR and Library Plan- ning Associates were engaged to prepare a Facility Master Plan for the Fayetteville Public Library. This Master Plan will establish recommendations for the library's physical and service needs through the year 2030. The report is based an: Annual reports provided by the library to the State of Arkansas from 1992-2012. The Public Libraries in the United States Survey held by the Institute of Museum and Ubrary Serv- ices. Interviews with the staff, citizens of the commu- nity and library officials.. National trends in library services, publishing and use Standards For a Master Plan to be realistic and defensible, the recom- mendations should be founded on data that is reliable and useable A comparative analysis with peer libraries pro- vides context for assessing the collections and services provided by the Fayetteville Public Ubrary. By placing the library in the context of various peer groups or cohorts, it creates an enhanced understanding of what the subject library's data and results might mean The study team used a database maintained by the Institute for Museum and Library Services (IMLS) for this analysis. "Everything I learned in life, I owe to the Library."—Jim Blair, FPL namesake, and $3M lead gift for the new library building The IMLS database was initiated by the National Center for Education Statistics (NCES) in the U.S Department of Education. In the late 1980s, recognizing that Si state li- brary agencies were mandated by their respective legisla- tures to gather statistical data from the public libraries in their state, the NCES embarked on a project with the state library data coordinators to standardize the definitions for key data elements, as well as data gathering practices and error checking protocols. With these standardized definitions and practices in place, each state library agency assembled the data from the libraries in their state into a comprehensive state level database. Each state for- warded their database to the NCES and later the IMLS where it was checked and aggregated into a national data- base of public library statistics. Each year the database is posted on the Internet. A similar database is maintained by the Public Library As- sociation (PLA). The PLA database offers the advantage of currency - it is released within six months of the end of the reporting year, while the IMLS database is issued roughly two years after the data has been gathered (the delay owing mostly to the extensive error -checking that occurs at the state and then the federal level). The advantage of the IMLS database is that it is compre- hensive. Each year a handful of libraries fall out of the final IMLS report, but the database includes far and away nearly all of the libraries across the country while the IMLS database usually includes more than 99.9% of the public libraries across the country, the participation rate in • (• • • the PLA database typically stands at 15%. Among librar- ies serving a population of 100,000 or more, the PLA par- ticipation rate is more than 60%. Among libraries serving a population of less than 100,000 - which represents 94% of all U.S. public libraries - the PLA participation rate is lust 12%. Because of the comprehensiveness of the IMLS database, it is the study team's preferred resource Planning Cycle Traditionally, library master planning has followed a pattern of assessing facilities on a 20 -year cycle. The last Master Plan, conducted in 1998, was the basis for the current 88,000 square foot Blair Library. This study is being con- ducted five years early (20 years would be 2018) because of the extraordinary success the library has had in match- ing services with demand. The citizens of Fayetteville are "using the library to death " This 20 -year cycle recognizes that each generation devel- •ops new ways of learning; new tools for accessing library content; and that buildings require, usually, a comprehen- sive physical reassessment every 20 years. Complicating this traditional planning window is the current, fast pace of change being experienced in the way content is created and accessed. For this reason, this master plan "hedges" on using traditional ratios of seating, collection and com- puter access. One way of understanding these changes is to look at the major shifts in the way libraries were planned at the beginning of the 20th century and at the end of the century. •�4IPCPin i,..u. 0Y ilimm^„M .31 !Ii MOS XII IS atm NI fL la Commi.. la Illustration of Technology Shifts in Public Libraries from 1900-2013 • vi Disruptive Technologies ' These technologies can be viewed as disruptive and / or transformative. In every case, the shift from one technol- ogy to another imposes opportunities and burdens on the library. For this reason, it is.imperative that the library, in making long-range plans, take the long view." This is es- sential since every new technology will be replaced by an even newer technology. Besides this short cycle of planned obsolescence, libraries are expected by their pa- trons to be up-to-date—something that is often made diffi- cult by budgets and investments in current technologies. This cycle of change in the technologies that are used to access the content is short and getting shorter. For exam- ple, the world's fastest supercomputer cost $5 million in 1975. The iPhone 4 has equal performance and cost $400 in 2013. (The CDC -7600, considered the world's fastest computer from 1969-1975, cost equivalent to $32 million in 2013 at an average inflation rate of 4.3 percent per year since launch in 1969.) Successful libraries today are ones that truly understand both their users and the services that they need. It is not wise nor sustainable for a library to "wait" until these evolv- ing and potentially disruptive technologies have impacted their libraries. They understand that the library patron has choices. This demands that they position themselves smartly in the new competitive landscape for content ac- cess. 400+ Million Increase in the number of users of intelligent digital assistants like Siri and Google Now in the last five years. One lesson teamed from looking soberly at the forces of change in the library environment is to plan for flexibility. Planning for what we do not know is much more crucial than planning for what we know. There will be new forms of library infrastructure coupled with entirely new forms of learning and community. The forces that will cause large- scale change—demographic shifts, labor force expansion, urbanization—will shape our communities whether we want to admit it or ignore it. These changes will be embed- ded in the library's way of doing business and once embedded, wilfcreate lasting impacts. As the early 20th -century econo- mist Joseph Schumpeter obser(red, the most significant advances in economies are often accompanied by "creative de- struction," which shifts profit pools; rear- ranges industry structures, and replaces incumbent busi- nesses. What Matters The pace of change in the library can be overwhelming. At the public meetings, for example, several people ex- pressed anxiety about the need to "replace books with technology." This master plan attempts to provide a bal- anced set of guidelines for all aspects of library use. We have set out to define the Fayetteville Public Library's space recommendations based on "how the library is used" but scale the recommendations to match "poten- tial." To do this, we have considered: ) The impact of the Internet on library access and use. The increase in speed, capabilities and ca- pacity, coupled with the decreasing costs of serv- ices, will continue to disrupt the library service environment. Demand for speed and, critically, power access will be constant. The increased use of automation will enable the library to shift labor from menial and repetitive tasks (such as book retum and processing) to more user -focused services. This will impact how space is distributed and allocated. It will also impose a shift in staff accountability and training—including how to interact with the pub- lic. vii C• t • • • • ► A deeper understanding of who uses the library through data mining and collection, enabling the administration to be more nimble in shifting re- sources to meet patron demands. ► The transference of information to the chid will enable the library to be the aggregator of com- munity knowledge. It can become the "go -to source' for digital content that is 'community centric." This strategy will help stem the accusa- tions that the "print centric" library of the 20th century is no longer relevant to the needs of the public. This accusation is, in our opinion, mis- guided. ► Having the courage t0 not throw the print -baby out with the bath water is crucial for the Fayet- teville community. The ever shifting and as yet deary defined e -book industry will not be re- solved soon, in our opinion. For this reason, re- tention of a strong and deep print collection is central to this master plan. This policy is consis- tent with the way the patrons use the library and its resources. People meeting people: the next new thing. We believe that the first 20+ years of the Internet was the exploration period. Now that we have a generation of kids who were bom after 1984 (ac- knowledged as the start Of the personal com- puter age). there is a sweeping trend to study together, meet friends, discuss ideas and make things together. ► Quiet as a mouse: an essential element of reflec- tive lives. It is our belief that the world is getting more and more hectic, noisy and rushed. There is commercialism "in -your -face" everyday. The library is a oasis from this. For this reason, we are advocating in this program a careful balance of active and passive space. Patrons should be able to find a quiet corner to read, think or sim- ply day -dream. They should also be able to find technology savvy spaces where they can meet and colaborate with other in person on via dis- tance connection services. ► Convenience: despite our best intentions. we are stil a personal car dominated culture While we feel the library can be a leader in establishing sus- tainable features that reinforce walking, bicycling, car sharing and use of public transport, it is cru - dal that the library be accessible and easy to hue. This Plan It is crucial that the staff. public and the library trustees un- derstand the nature of this Master Plan. This document is a broad stroked attempt to define the needs of the library for the next 20 years. It is based on professional experi- ence, data from multiple sources (of varying quality). pub- lic. staff and trustee input, historical use patterns defined by the libraries annual reports and the existing conditions. This plan is not a detailed building program that outlines precisely where every single department, shelf and seat should go. Defining this specificity will occur in a subse- quent planning phase We am confident that the estab- lished size. expansion strategies and parking requrernents are precise enough to enable the inevitable balancing of space for collection. seating. staff and meeting when the next step begins. viii 1 0 FAYETFEVILLE PUBLIC LIBRARY Where Have We Been? "Reducing the number of books? How can that improve a library?" - resident speaking at public forum • 1916 Library opens in 2 -rooms in Court House 1927 Library closes then reopens at East + Meadow 1933 State Act 177 allows formation of city libraries 1937 Library opens in City Administration building 1948 First tax approved 1955 City assumes operation; money raised for new library 1962 Roberta Fulbright Library opens 1965 Roberta Fulbright Library expanded for Ozarks RLS 1989 Roberta Fulbright Library expanded 1998 20 -year Master Plan completed 2004 88,000 SF Blair Library Opens 2006 Library Completes update to Tong -range service plan 2009 Library completes 5 -year facility assessment plan 2013 20 -year Master Plan updates begins • • The History of the Fayetteville Public Library 0 ' - -- 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 2030 The library celebrates its 97th birthday in 2013 and in 3 more years will observe its centennial, 100 years in opera - ton. Let's rewind to March 1916 to begin this story. 1916: Library Begins Julia Vaulx (pron. VOSS). a University of Arkansas librarian, s elected president of the Fayetteville Library Association. Julia has a B.A. from the U of A and a Masters from Cor- nell and is the daughter of the rector at St. Paul's Episco- pal Church, one of the oldest churches in Fayetteville and the state of Arkansas. Miss Fonda Read (spelled R -E -A -D) is elected vice- president and knows Andrew Carnegie through her father • in Pittsburgh. Four additional women are elected to the Board of Trustees, but the 12 -member advisory board is made up of all men. They are all passionate about public libraries and the put - I c's access to knowledge, but a bid for a Carnegie grant fails. The young town of 5,000 is simply unwilling to pro- vide either the land or the requisite funds to maintain it. Undaunted, the women continue and on June 15, 1916. Julie Vaulx and Ronda Read with $125 from two promi- nent businessmen, open Fayetteville's first library in two rooms in the basement of the county court house. One hundred and twenty supporters sign the guest book, in- cluding Mrs. Roberta Fubtight, mother of the future Sena- tor. 10 Total checkouts that first day are reported at 50 books and three weeks later, Katie Dotson pays the first library fine of two cents. By the end of 1916, the library counts 327 members - 6% of the population - and collection size is 2,000 items in- cluding 500 new books. Total circulation is 4,000 books and magazines. The library's skimpy operating budget is S804 and the annual fee for members is Si. They're not yet a free library because non-members need the endorse- ment of paying members in order to check out books. The Marion Chapter of the DAR. commits $25 to annual fund- ing. In September, the Board names the library the Wash- ington County Public Library, but the name doesn't stick. In March 1918, the library closes for two weeks because of smallpox quarantine and six months later in September 1918, the library doses again for influenza quarantine. By the winter of 1919, the library is facing a financial cri- sis. There's talk on the library board of a small mil tax, of canvassing Fayetteville households to contribute $1 a year and of stopping everyone on the square to solicit those donations. The Fayetteville Democrat, at that time partially owned by Jay Fulbright, states: "Our little public library is perhaps the best civic and educational investment that Fayetteville has.' 1922: 500 Paying Patrons By 1922, the library's collection nears 5,000 items and checkouts are 20.000. The library association has almost 503 paying members; half of Fayetteville's school children are using the library. The Board issues a statement: 'The library has justified its existence in a most remarkable way. But it carrot operate as a free public library unless it has public support. The issue is dear. It must have a tax or close its doors." The effort fails. The Board considers dosing, but changes its mind as fi- nancial gifts flow in, inducing S35 from the Lewis Brothers and $100 from the Ku Klux Klan, A "Save the Library" com- mittee is formed. aided by the Chamber of Commerce. The Fayettevile Democrat leads the charge to rase funds and an unholy affiance takes shape. The American Legion. the Masonic Order, Rotary, Women's Clubs, the Methodist and Presbyterian churches and the KKK all pledge to sup- port the library for one month each year. Even the City Council votes to support one month of operations. 1927: Library Closes In 1927, the library closes. The Fayetteville Democrat com- ments: 'Do you not realize it saves you money to keep boys and girls oft the street, busy and out of harm's way? It bnngs people here and makes business better for you and the real estate men to be able to say we have a well equipped and well supported library. Spnngdale is going to build a library. Rogers offers to buy the Fayetteville li- brary. Are we not ashamed by these smaller but fast grow- ing neighbors?" The County Judge wants the courthouse space the library is occupying. New funds are raised following a'mass meeting' and the library reopens in the 'tittle green cot- tage' on the corner of East and Meadow Street. In 1931, State Act 177 allows the establishment of city li- branes, but the City Councl turns down requests to as- sume responsibility for the library. It's the Great Depres- sion. The Library begins receiving funding from the Community Chest in 1933. In 1935, Miss Irene Gallaway. educated at the University of Wisconsin, is hired as head librarian. She's a crackerjack fundraiser. By 1937, the library rnoves into the city administration budding. The shelves for the new building are mAed lo- cally; bookends are devised of bricks covered with lino- leum. 11 • • • •3espatdng to Nazi book burning. the Fayetteville Library loins the Victory Book Campaign, sending thousands of volumes overseas to our service men and women. The first summer reading programs launched. 1948: Voters Approve Tax Racial segregation of library use is ended in 1948 and vot- ers approve a county library rmilage, the first tax support for the library. The Library joins the Washington County Library System in 1950. By 1954, check outs exceed 78,000, and aty ad- ministration quarters are bulging at the seams. Plus, the long climb up 28 steep steps denies library use to the eld- erly and disabled. In 1955, Julia Vaulx, Fayetteville Public Library's visionary, dies. She bequeaths $1.000 to the building fund. 1959: City Takes Over In 1959, the City assumes operation of the library. A $225.000 bond issue for the library is passed by a hefty margin. Property on East Dickson Street, valued at $35,000, is donated by Gilbert Swanson in memory of Roberta Fulbnght, and Warren Seagraves is hired as archi- tect. Tho Fayetteville Rotary donates $1.500 for a custom built circulation desk and check outs reach 100,000 books. Summer reading programs, previously segregated. are finally integrated. 1962: Fulbright Library Opens On June 3. 1962, the Roberta Fulbnght Library budding is dedicated. The building is constructed, furnished, and its grounds landscaped for just over $300.000 Senator J. William Fulbnght, son of Roberta Ftltinght, is in attendance. Dr. E.B. Menwether, professor of law and speaker on many historic occasions, delivers the dedica- tion speech: "The purpose of this and all libraries is to make available wisdom and knowledge to its patrons, in order that its pa - trolls can acquire understanding. Understanding of the past; in order to interpret the present. Inspiration from the literature of the masters; the clear cold learning of science; appreciation of the arts. Some will come to kill time and stay to learn a philosophy of life that wil sustain them; some will come for entertainment; some because of a hun- ger for knowledge; many will be driven here by their own consuming ambition—just t0 learn or to acquire technical skills. Still others to improve their economic status; and some to find peace and rest in its quiet rooms." 1965: Ozark System Formed In 1965, the Ozarks Regional library System is formed to provide cooperative library services with Rogers and ' ford County and by 1966, the Fulbright Foundation c saints the library with funds to buy land for an expansion. 1970: Library Expands On May 25. 1970, the newly expanded library opens. More non -book items join the collection including LP re- cords, microfilm of census records, and hand tools. In 1981, the Fnends of the Fayetteville Public Library is founded The organization - which provides invaluable st.: port for the library - celebrates its 25th anniversary in 2006. In 1985, the Grace Keith Genealogical Collection is established. 1992: Fulbright Expands Again By 1989, the City of Fayetteville purchases the budding adjacent to the library, formerly called MedArk, for the pur- pose of adding it on to the library. In 1992, the newly ex- panded library—now over 30,000 square feet—is dedi- cated and opened to the public It is said to be adequate for the next ten years. In 1994, a county election to increase library millage is de- feated, though within Fayetteville it is ovenvhe&rix-jy sup- ported. Lacking sufficient funds. the Fayetteville Public Li- brary closes on Saturdays. You can imagine the contro- 12 versy. In 1995 the Library reopens on Saturdays thanks to supplemental funding from the City Council. Three years later, in 1997, the Friends Bookstore opens to sell used books. Card catalogs am eliminated and the li- brary catalog is online. Louise Schaper i5 hired as director. and an effort to improve library services is undertaken. 1998: 20 -year Master Plan The folowing year, the Internet is made available to the public and a 20 -year master plan is undertaken. A vision for the library as a social and intellectual gathering place mages From 1999 to 2005, the Fayetteville Public Library Founda- tion is established, the Ozark Regional Library System is disbanded. voters approve a 1 -cent sales tax to build a new 88,000 square foot library. Meyer. Scherer and Rock - castle LTD of Minneapolis, Minnesota, and Anders Dahl- gren of Library Planning Associates in Bloomington, Illi- nois. are hired to design the building. Soon after, the FPL Foundation announces a gift of S3 mil- lion for the building project from Jim Blair in memory of his late wife, aunt and mother. Fayetteville votes for its own library millage, thereby separating from the county library system. And, in 2003. check-outs exceed 500,000. 2004: Blair Library Opens Soon atter Btar's gift. Barbara Tyson gives S2M to fund the Children's Library and the Willard and Pat Walker Chan - table Foundation gives S500,000 to the new building. On October 9, 2004. Blair Library opens on-time and within budget. In 2005, the Fayetteville Public Library wins the national Library of the Year award, given annualty to the top library in the country. ahead of the Seattle Public Library and many other prominent libraries. In 2006. a millage increase that would ensure the library has predictable. stable funding is defeated by 219 votes. At the same time, the library is receiving praise from out- side of our region. The library is named an American Land- mark Library by Travel Smart magazine and receives a mention in the New York Times Travel Section. During that summer, the library celebrates its 90th birth- day, and in December 2006, the library receives a silver certification from the U.S. Green Building Council for its use Of environmentally -friendly strategies in building and operating the library. In 2006, the library is open 61 hours per week. Over 550.000 people visit the library, 49.000 attend programs. and 3200 use the library's wireless network. 863.484 items are checked out, 999 programs are provided for chil- dren, families, teens and adults, and more than 13,000 items am added to the collection. The library's collection encompasses over 200.000 items. including books. CDs, DVDs, videos, audiotapes, e -books and parenting kits. The library's digital collection includes downloadable audio - books and over 50 databases covering a wide range of interests including business. music, auto repair and ltera • ture - in short, something for everyone. In the spring of 2007, FPL kicks off The Big Read, a pro- gram from the National Endowment for the Arts that en- courages aties to read anddish ms one book. Fayetteville is one of only 72 cities selected to participate in this pro- gram, and receives a $20.000 grant to carry out this effort. The summer of 2007. the library begins its 70th summer reading dub program, where more than 11,210 people attend summer reading programs in June, July and August. In July alone. children check out 32,123 items. The library receives a National Endowment for the Humani- ties Challenge Grant for a proposal titled "A Richer World, A Deeper Community" in 2007. It is given to only seven institutions annually ands a 5 -year grant with a 3:1 match by NEH. The grant will establish a S2M Humanities grant to permanently fund materials and programs. FPL receives an IEEE grant for Solar Bug Tug program in 2008, a youth component of the national solar boat race 13 • • • •costed in Fayetteville and featured on cover the of Fayet- teville, Spnngdale & Rogers Street Guide, 1st edition, Rand McNally & Company. In 2009, the library is named Best Library id NWA by Otis - capes readers' poll; runner up for Best Architecture/Best Building and is selected to serve as one of four case stud- ies in a national study funded by the Institute for Musson and Library Services and conducted by the University of Washington on the social, economic, personal, and profes- sional value of free access to computers at public libraries. Also that year. FPL is one of nine hbranes out of 515 na- tionwide to receive the International City County Manage- ment Association Grant for Public. Library Innovation (in partnership with the Bill and Melinda Gates Foundation) for a project entitled "Solar Test Bed: • 1" By 2010. Mayor Lioneld Jordan is named 'Political Win- ner' by Library Journal and Youth Services Manager Lolly Greenwood receives the Ann Ughtsey Children's Librarian Award from the Arkansas Library Association. Also. the library is named Best Library in NWA by NWA Media and CitiScapes Metro Monthly readers' polls. A Chamber of Commerce Greenway certification is attained and the li- brary is featured in Urban Libraries Council publication Partners for the Future: Public Libraries and Local Govern- ments Creating Sustainable Communities. In 2011, FPL's Solar Test Bed Project receives an Environ- mental Award from Altrusa International of Fayetteville. Inc. and is named Employer of the Year by Life Styles. Inc. One of the highlights that year is being listed as one of the 10 best libraries to tour by USA Today. 2012: New Director Welcomed In 2012, the Fayetteville Public Library welcomes new Ex- ecutive Director. David Johnson, back to the library. David previously worked for the library in the late 1990's when the library was located on Dickson St. Our first-ever gala and fin premiere occurrs on October 19, showcasing the film, 'Up Among the Hills,' the story c;' Fayetteville and dedicated to the memory of "Mr. Fayet- teville," the late John Lewis. The film is co-produced by the k nary with funding from the NEH grant and will be dis- tnbuted to Fayetteville schools. the Visitor's Center and is available for purchase. More than 500 guests attend "Light Up the Night." We fulfilled the National Endowment for the Humanities Challenge Grant after five years of work, establishing a $2 million Humanities endowment. At the end of 2012, there were almost 1.3 mullion check- outs of a collection that has 271,204 books and non-pnnt materials plus 5.405 digital or ebooks. This year we have added 26.938 acorns to the collection. Currently, we have 67.428 patrons. which is 88% of Fayetteville's population. The national and the state of Arkansas average is only 14 57%! We had 558.870 patron visits with 1,732 library pro- grams and 67,509 attending those free programs. 185 in- dividuals joined us as volunteers this year, donating a total of 14,112 hours of their time. Our website usage achieved a staggering 80.9% increase with 1,781,905 unique visits. Revised 2/27/2013 by the Fayetteville Public Library Performance The following illustrate the steady and continuous perform- ance successes of the library since relocating to the Blair Library in 2035. Key for Following Charts O Opening of Blair library National Average Fayetteville Public Library Patron Visits 7 MOM 44400) 3114000 r 2001 2003 2005 2007 2009 2011 15 • • • *Evolution • • rim uu public early childhood ' school youth academic college-age public Accorc ng to the American Library Association there are 121,169 libraries of all types in the US. The largest portion of that number can be found in schools: 99,180. There are around 4,000 academic libraries, another 8.000 specialty libranes such as law or medical libraries. 1300 govern- ment libranes, including military libraries and 8,951 pub: libraries housed in over 16,000 buildings. In 2012 nearly 1.5 tilhon people visited hbranes. In Fayetteville there were slightly over 7 visits per capita or over 500,000 visits. This is a 40% higher rate than the national average. public adulthood 9 • 18 The library has, for decades. served people of all ages. This service mission is, of course, central to how the li- brary has evolved over time. The fact that it is embedded in the continuum of our society explains. at least partially. why there are such divergent opinions about what the fu- ture of the Fayetteville Public Library should look like. Unique to similar college towns. FPL attracts both resi- dents and students to the kbrary. This creates use pat- tems in the library that are multi -generational. While we know that the library has an historically high use com- pared to other libraries nationally, we also know that the reasons people are coming to the library are rapidly changing. Over 1.2 million books were checked out in 2012 reflecting a rise every year since the Blair Library opened—with a 20% jump in 2011 alone. These increases reflect an interesting trend: a decease in circulation among adults and an increase among children. While the library was visited by more than 500.000 times, annual vis- its have decreased 2.5% every year since 2008. The num- ber of program offerings doubled from 2004 (614) to 2011 (1,400). These statistics highlight the conundrum of Success. As more and more demand is placed on the library, the ad- ministration responds as best it can within the constraints of the budget, staffing and the facility. We believe that this master plan provides a path for the library to evolve grace- fuly with the needs of the citizens. • • • • Five Points There am five points that frame the path to this evolution. ) Context This includes the growth of the city, development plans. the advancement of the Urwersiy of Ar- kansas, impact of the climate, the collective com- munity culture and the particular circumstances of the city. ) Constituencies Every community has a unique but continually evolving constituency. Fayetteville is no different. It includes the University of Arkansas and its at• tendant service and support groups; retirees and young families; entrepreneurs and established business owners; and a growing number of fami- lies with small children. Beliefs and Values The citizens have expressed bud and clear that the library is central to their lives. This master plan continues nearty a century of growth by the library to support the community. > Community Needs This master plan establishes the recommended space to provide programs in a safe and appro- priate space; store the materials in an easily ac- cessible manner; meet the demands for com- puter (physical and virtual) access; enable staff to do their job; enable students and others to meet, study and collaborate; provide distinctive and carefully planned individual areas for sepa- rate age groups. Community Consensus Nothing happens ,n a democracy unless a major- ity agrees. This master plan will be the platform to enable a discussion that will lead to a decision about the next chapter in the library's history. Key Elements of the Approved Strategic Plan The Fayetteville Public library win accomplish our purpose through seven strategic initiatives. I. Programs & Services - We offer inspinng and relevarn. programs and services that engage the community's cun- osity, provide opportunities for education and self- improvement. and serve as the gateway to the library by addressing the diverse needs and interests of our commu- nity. 11. Collections - We will build and support colections th.y inspire the Community with the resources they need to ex- plore topics of personal interest and continue to learn throughout their lives. III. Access - We will build and expand the ease and con- venience of the library experience through virtual and physi- cal reach to all in the community. reflecting the FPL's wel- coming, convening and destination culture. N. People - We create and maintain a culture of excel- lence by supporting and inspiring our staff. boards. and volunteers. V. Facility - Our consumer -friendly, sustainable facility will be safe, accessible, clean and support the requirements for quality programs, services and collections. VI. Communication - We maximize ongoing communica- tion to increase awareness of the library and understand- ing of its value and impact on the community. VII. Funding - As good stewards of the public trust, we w t pursue diverse, sustainable furdnxg. 20 Population: 2010 C under 5 ❑ under 18 0 1865 0 over 65 60,000 45,000 • - -- 30.000 15.000 0 I Age MINI Census Quick Facts Population in 2010 73,580 Population in 2012 76.899 Population, %change 4/1/10 - 7/1/12 4.5096 Persons under 5 years. 4,415 6.00% Persons under 18 years 13.612 18.5096 Persons 18-65 50,814 69.06% Persons 65 years and over 5,739 7.8016 Female persons 36.569 49.7096 White persons 61.660 83.8096 Bleck persons 4.415 6.00% American Indian + Alaska Native persons 809 1.1096 Asian persons + Native Hawaiian 2,428 3.3096 Hspanic or lane persons 4,709 6.4096 White persons not Hispanic 59.379 80.7096 Foreign born persons 4,341 5. 90% Language other than En $ish spoken at 6.769 9.2096 home High school graduate Or hgher 67.473 91.7096 Bachelor's doges or higher 32,228 43.8096 Persons below poverty level 17,291 23.5096 21 • • • FAYETTEVILLE PUBLIC LIBRARY Measuring Success • • Where aesthetic, ethical and other cultural meanings can accrue Where minimal environmental impact (ideally measurable environmental benefits) can be found "I'm pretty sure librarians are magical." - anonymous patron Where community and shared or political process benefits can be measured Where cost can provide measurable benefits to function. use. and utility where andmdc.thical and other cultural meanings can accrue Cultural Performance The public hbrary can serve as the centra hub that offers a broad ma of community services. The cultural services that it otters provide an ethical imperative for local values and identity. Through its choices of cultural offerings, it can foster communication by becoming a repository for infor- mation in all forms as equal in value. This can include thea- ter, language arts, story -telling, film and audio. Collectively, these offerings become a showcase for the collective memory of the community. These archives can include ge- nealogy, maps. records of festivals. local history and re- corded legacies of local cultural events and people. By building on the deep tractions of Fayetteville. the city's rich history strengthens its "smartness" which. after all springs from smart people. While much of this cultural re- cording is based in traditional library services, the library should also extend its thinking to include integrating with the farmer's market, partnering with other cultural organiza- tions, providing science fairs. public art exhibits and con- tinuing its strong tradition of literary and cultural program- ming. These activities, inducing the cafe. boost the local economy through increased awareness of the role cultural performance plays in the city. Beyond these cultural op- portunities. the design of the library energizes the local area through its landscape design, interior -exterior dissolu- tion. and space for spontaneous dialogue amongst its citi- zens. By fine tuning and seasonally adjusting these cul- tural programs, the library can be seen as "the place" to go for cultural activities that extend beyond the normal pro- vision of answers and materials. This will extend its visibil- ity, increase public confidence and instill pride—bedrocks to a thriving and important institution. co Where commoner), and shred or poltkal process herein un be /Tenured Social Performance The way a public library is viewed by the pubic is both per- sonal and circumstantial. There are as many opinions of the library as there are citizens of the city. This phenome- non places a burden on the library's administration to man- age the resources and decide what services to provide. Staff must actively survey and understand the nuances of the patron's needs and demands to stay fine-tuned with the social expectations of the city and the changing needs of its members. The feed -back loop and adjustment of pro- grammng is not only the right thing to do but Communi- cates that the Rican, cares. Through this action, barriers between constituents can be eliminated and dialogue in- creased Over time, this loop of listening, adjusting and communicating creates a shared history—an essential in- gredient to any successful city. Once the community un- derstands this, the library can expand to be seen as a cen- ter for entrepreneurs, career change and academic course work. The logical end -pant is neighborliness. By develop- ing rich offerings, adjusted to the social needs of the com- munity, the public awareness of the importance of the h- brary increases. with increased awareness, the local kno w- edge economy can grow. Finely, this leads to a civility of place, a library that is welcoming and seen to be a iving and adjusting institution with community at its heart. This will keep people coming back for more. 23 • • • • • 0 Environmental Performance Economic Performance The Fayetteville Public Library has established itself as a self -aware and responsible steward of the environment by As everyday self-correctng practices. Not content to rest on its t-EED'm Silver° status, it has changed its cleaning practices adjusted its technology infrastructure. and moni- tors its consumption and waste. The goal is to minimize the environmental impact on the earth. The library's loca- tion at the heart of the city minimized patron travel and in- creased the efficiency of service delivery. This eliminates redundancies of services It is noted, however, that the population shifts and increased access time creates an opportunity in the master plan to study the effectiveness of an branch library. Paramount to this will be to judge the necessity against all of these performance measures By reducing waste and inefficiencies, the library can leverage the substantial investment ntadr by its citizens initially, and in the on-going support. By keeping the library attractive, efficient and well maintained, it reduces the disuse and degradation caused by neglect. Through its "active learn- ing- imperative. it continually revitalizes itself, maximizes use seasonally and slows down decay and degradation. Central to any institution's success is a healthy budget that enables it to deliver exactly what the citizens need. Central to any budget discussion is the deep divides it can cause when one person's idea of far is violated. By paying attention to the cultural. social and environmental perform- ances, the library will be able to more accurately assess what is a fair budget and capital request. This wdl also be more believable when the level of trust in the community is high—brought on by paying attention and delivering on its promises This provides measurable functional and utility benefits. The value of the services wil be real and transpar- ent. By eliminating redundancies and managing the collec- tion carefully, the efficiencies will accrue savings that can be applied to new and tailored services. Basides the op- erational benefits, the library can help the local community better leverage its budgets through providing informed ad- vice for small businesses, start-ups and community advo- cacy organizations. This lowers the per -use fees for shared access databases and other services. By acting as the go-between to link local businesses with social, cul- tural, educational and entertainment resources, the library can be seen as an economic "giver rather than 'taker.' By providing the spaces recommended in this master plan, the htxary can increase the number of options for lo- cal constituents which will increase the number of users and thus maximize the investment. Finally. by expanding the influence of public-private partnerships, new invest- ments of fiscal and intellectual capital will strengthen the local economic performance. 24 30 FAYETTEVILLE PUBLIC LIBRARY Service Goals + Space Needs 'The library helps me succeed in school. I don't know what I would do without t.' -Jamie Collins, Fayetteville High School Honor Student • ilk direct connection exists between the resource and serv- ice inventories a library seeks to house and the amount of space it needs. To oversimplify the equation (all other things being equal), a library will require more floor space if t establishes a service parameter to develop a collection of 250,000 volumes than would be the case if its collec- tion development goal was 100,000 volumes and a library wil require more floor space if it seeks to provide 200 reader seats rather than 120. • • For the Fayetteville Public Library facilities masterplan. the MSR study team recommends a space needs assess- ment methodology, the particulars Of whch are detailed in Chapter 8. In summary, that methodology is organized around seven kinds of floor space to be found in most li- braries: > Collection space: to house the library's basic pnnt and nonpnnt collection. > Public corrputug space: to support the inven- tory of computer network stations the library will provide to accommodate access to electronic information resources. Reader seating space: to provide a variety of comfortable seating for library patrons to use the library's resources in-house. > Staff space: to provide staff work stations as needed to support the library's various routines and operations (circulation. technical services, public services, administration, etc.). > Programming / meeting space: to accommodate library programming for the general public, meet- ings of the library board and/or staff, as well as meetings of other community groups. > Special use space: to house those pieces of unique library furniture or special library functions that have not been accounted for in previous types of space (e g , photocopiers, nccroform readers, a public refreshment area or cafe. small group study rooms, galery / exhibit space a staff lounge, etc.). > Nonassignable space: to house those spaces which must be provided to support a functioning building but cannot be assigned directly to li- brary purposes (e.g., vestibules, restrooms, stair- wells, mechanicals, etc.). In certain cases, this space planning model should be adapted to also include a'taloring" allowance. In addition, some- times it is appropriate to make "dedicated' allow. arcs to call attention to specific features that planners wish t0 accommodate within the build- ing. A library can define service parameters relating to each of these seven types of space. The service parameters can then be converted into an estimate of space needs by ap- plying the unit space allowances as described in Chapter 8. The space needs assessment methodology defines unit space allowances for the various components of a li- brary's service program. Book collections, for example, may be housed in venous settings that can support wider or narrower aisles, taller or lower shelving, more face -out marketing displays or fewer such displays. All of these fac- tors affect the floor space required by the collection. In an "optimum" setting - with generous aisles. and lower, patron -friendly shelving, ample marketing and display of the collections - a library will need one square foot for every 10.0 volumes to house. In other settings - with in- creasingly narrower aisles taller shelves. and so on - this allowance shifts. A "moderate' allowance for the book col- lection is one square foot for every 11.5 volumes to house and a "low" allowance is one square foot for every 13.0 volumes to house 26 The following chart. 'Unit space allowances.' summarizes the unit space allowances for the various components of a library's program of service - optimum, moderate, and low. When these allowances are applied to a library's rec- ommended service parameters. an estimate of the library's space needs can be made ranging from an optimum level to a minimum level. Within this range, a recommended esti- mate is defined based on expectations of density of hous- ing the library's resources and economies of scale in the eventual building layout. Unit Space Allocations ire triry pre. dcs creat serJ.ces ter ccrrt`uter tech- nolcq.cs to cur City. but it actually pear„des a sense of ccinn :nity. 1 use!he l hrary every fay.' Jest Reads. SPACE ALLOCA71ON Codecoon space __LED Mod Law Books -- _ volumes per square foot 10.0 11.5 13.0 Magazine display -- _ tides per square foot 1.0 1.0 1.0 Magazine backfiles - _ square feet per ode per year held 0.5 0.5 05 Nonpnnt -- _ items per square foot 10.0 125 15.0 Computes for pubk use Public network stations -- _ _ square feet per terminal 50.0 40.0 35.0 Reader seating space _ square feet per reader seat 35.0 323 30.0 Staff work space _ square feet per work station 150.0 137.5 125.0 Meetsng room spoce Auditonum -- _ square feet per seat • allowance for stage 12.5 12.5 12.5 Program room - _ square feet per seat • allowance for sage 10.0 10.0 10.0 Storytme roan - _ square feet per seat • allowance for sage 15.0 15.0 15.0 Conference room - _ square feet per seat • galkry 30.0 30.0 30.0 Computer training room -- _ square feet per seat • instructor 50.0 50.0 50.0 Spead use space °Iowance Calculated as a percentage of gross binding area 17 5% IS 0% 125% Nonossignable allowance Calculated as a percentage of gross building area )2.5% 30.0% 27.5% 'Tdor& allowance Calculated as a percentage of gross building area 2.5% 5 0% 7.5% -Dedicated' allowance Factored in as needed 27 • • • 3ased on the definition of optimum systemwide resource and service inventory goals, the space needs methodol- ogy descnbed previously can be applied to make an esti- mate of the future space needs for the Fayetteville Public Library. This discussion is organized around the catego- nes of library space described in the previous space needs assessment methodology and assumes the library will continue to deliver library service by way of a single - facility configuration. Collections - books the 1998 program tor the present building descnbed a phase one building of 74.100+ square feet, with a subse- quent planned full -build -out of 86,000 square feet. Phase ono was programmed to accommodate a book collection of 240,000 volumes; the lull -build -out was programmed to acconrnodate a collection of 300.000 volumes. Accord- ing to the 2012 statistics provided to the study team. the •library's collection (physical and digital) increased by a net of 12,764. At the end of 2012, there were 265,799 physi- cal items. 5,405 digital items, and 11,239 magazines (phy- iscal and digital.) The key question is what kind of collec- tion inventory should the library anticipate providing to meet future user needs? • The trendline analysis discussed more fully in Chapter 6 offers some insight into this question. For example, based on the experience of the cohort of libraries in Arkansas serving 50,000 to 150,000 population, a library that serves 115,000 population (Fayetteville's projected population to the yew 2035) would be expected to provide a collection of 217,500 volumes. VATTIV*LZ Ot'wC uu.uV Velem Iola COHORT INTIOCYVT111301.411Y CW,an, Arles,- .r... ...Ammo Memo -,.i. }1m. 11*1:00 repair Al Moir a In newo r7mol&tea- -..V N.— IMa00 nde- Liman .-wd, -.y Nall Oda rTO-- 1ey-V. Mewed sifts aid alas As noted in Chapter 6, however, there are concems that a state -level point of comparison may not provide an effec- tive benchmark in this instance. Library start and trustees point out that in the context of FPL's state -level peers, Fay- etteville is unique by serving as the host to the University of Arkansas. A more suitable framework for this compari- son was determined to be cohorts of communities that also save as hosts to major state -funded institutions of higher education. Three such higher ed cohorts were assembled, and as shown in the chart above based on the experience of these three cohorts, they recommend that a library serving 115,000 population should maintain a pnnt collection of 360,000 volumes, 295,000 volumes, and 305.000 vol- umes respectively. The average of these three recommen- dations 1s 320,000 volumes, and that could be taken as a reasonable starting point for an estimate of future pnnt col- lection needs for the Fayetteville Public Library. Today, library service is shifting in unprecedented ways. An examination of the national database maintained by the IMLS reveals that the aggregate pnnt inventory in U.S. pub- lic libraries increased steadiy from 1992 through 2005, growing from 642,000,0()(3+ to 815,000,000+ volumes. an increase of just under 27%. Since 2005, there has been no evidence of continued growth. The combined print in- ventory of U.S. public libraries reached its peak in 2008 (816,500,000+ volumes) and has decreased every year since. "The library provides great senores for computer tech- nologies to our city, but it actually prom des a sense of community. I use the library every clay.' Jim Reavis, dairy patron 28 Volumes held 850.000000 873000.000 800,000000 • 775.0)0.00) • 750.000000 • 775.000.000 • ,00.0:0.0)0 . 475.000.0:0 650.0)0.00: 675.000.000 600.000.000 4 e 812,699,271 • M2419.266 "iEn/flili8S8Sa R This change is even more apparent when one considers volumes held per capita. Historically, this measure has in- creased from year to year. just as total print holdings has increased. That the measure volumes held per capita has increased is an important distinction. One would expect that continued growth in the U.S. population would drive the increases in aggregate print holdings described above. That volumes held per capita has also increased is an indi- cation that at least in the early years of this reporting pe - nod, pmt collections were growing faster than the overall population was growing. This in tum could indicate the increase in demand for these resources. But this analysis shows that the number of volumes held per capita nationwide peaked in 2000 at 2.81. The rate dropped in 2001, then worked its way back up to 2.83 in 2003. Since 2003, this measure has undergone a small, steady decline. Volumes held per c,pm The reason for these patterns cannot be discerned from this data alone. It's possible that it reflects the l brans' combined response to the rising tide of e -resources What seems dear, however. is that U.S. public hbranes are moderating the rate at which they expand traditional pnnt resources. With this in mind, the study team recommends that the Fayetteville Public Library plan for a pnnt collection of 300.000 volumes. 29 •