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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
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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
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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
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MOS XII IS atm NI
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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
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t •
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► 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
•
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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
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•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
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*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.
•
•
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•
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
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FAYETTEVILLE PUBLIC LIBRARY
Measuring Success
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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
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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
•