Scarborough Public Library

SPACE PLANNING

Jay K. Lucker, Consultant

This study was commissioned by the Trustees of the Scarborough Public Library to
review current space utilization and to make recommendations regarding possible short-
term improvements as well as long-term space needs. Specific concerns that were
identified in the Request for Proposal included efficiency and adequacy of space,
lighting, noise, and ergonomics. The report is based on a number of activities and
information sources:

During a daylong visit to the library, the consultant met twice with members of
the Facilities Planning Committee, made an intensive inspection of the building,
and met with the library director and staff.

A variety of reports and other documents were reviewed including summaries of a

library user survey (November/December 2001); focus group meetings reports;
library staff analysis of current space situation and space needs; a summary report
of the Facilities Committee’s deliberations dated January 2001; library reports and
statistics; excerpts from the “Scarborough School/Town Facilities Study” (March
1999); excerpts from the “Report of the Growth and Services Committee” (April
2000); PDT Associates’ “Scarborough Facilities Study – Existing Conditions
Evaluation” (February 1999); and information obtained from the library’s Web
site.

The Planning Environment for Public Libraries

This study was conducted during a time of dramatic changes in the nature of public
libraries, in publishing, in education, and in the role of government in support of public
institutions. As public libraries plan for their immediate future, they need to recognize
that there are both opportunities and challenges presented to them through what can only
be called “the information revolution.”

The opportunities include:

• Decreased cost of access to electronic information as well as for equipment and

data storage.
• Increased ownership of home computers and availability and use of portable
personal computing devices.
• Growth of electronic information networks that provide public libraries with
voluminous amounts of data at relatively low cost supported by state funding.
• Geometric increase in the amount of information available in electronic form.
(This, however, also presents a number of challenges – see below.)

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 • Education in information access skills begins in elementary school.
• Availability of cable and telephone systems as data communications media.
• Increased awareness of and emphasis on the importance of reading in brain
development, educational success, and life skills.

With these developments also come a number of problems:

• The vast amount of information available on the Internet lacks organization,

verification and authentication, and quality control. There is little or no editorial
oversight as exists in the book and journal publishing industries.
• It is extremely difficult to find specific information and to know whether or not it
is reliable; virtual “libraries” are harder to use than conventional ones.
• Technology in public libraries requires space and equipment heretofore
unnecessary and brings ergonomic requirements for screens, keyboards, lighting,
furniture, and access for the handicapped.
• The electronic revolution has created a class of “information poor” who lack the
education and training as well as access to equipment and telecommunications
mechanisms.
• Electronic information is an added expense for public libraries since what is
available electronically is predominantly “in addition to” rather than “a
replacement for” printed sources.

The public library will continue to exist in a bimodal – print and electronic --
environment for the foreseeable future. Libraries will have to continue to acquire,
process, and store printed materials so long as print is a principal means of information
dissemination even as the amount of electronic information increases exponentially.
There has not been nor will there be in the immediate future any significant shift in the
publication of books from print to electronic. While there has been some recent effort to
publish books in electronic format (ebooks) there has been little public acceptance or
library adaptation because of (1) cost; (2) poor equipment for reading; (3) limitations
placed by publishers on multiple simultaneous users. Public libraries will inevitably
acquire and lend books in electronic form but they will most likely have a minor impact
on use and collection size similar to that produced by books on tape. The areas in which
electronic access have and will continue to have the most effect on public library
collections and space are abstracting and indexing services, reference books, and
periodical backfiles.

Within the above context, there are a number of trends that are taking place in public
libraries:

• Technology is changing the way that the library operates and interacts with its
users. Card catalogs have been replaced by online catalogs. Reference materials
are being replaced by online databases. Catalogs, reference materials, full text
magazine articles, and electronic books are available over the Internet 24 hours a
day. Library patrons can renew and reserve books and register for library
programs from their home computers. The public library is becoming a publisher,

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 compiler, and navigator of information, especially local information, in contrast to
the previous role of collection and organization of information.
• The Internet provides an endless source of information but is difficult to search
and navigate. Consequentially, people need help in acquiring the added skills
necessary to become information literate in a new and rapidly changing
environment. Libraries will become increasingly involved in training users in the
use of information technology.
• Library users have changed their expectations regarding service based on their
experiences with commercial and non-profit organizations. Customers demand
better, faster service that is available when they want it. They are also expecting
and receiving more personalized service.
• Changes in the work force are resulting in more people working outside of a
formal organizational setting. Small office and home business workers are
seeking places where they can connect with others and access information.
• Space and environment are becoming increasing important to library patrons who
want different environments that are appropriate for the different ways they use
the library. Libraries will continue to need separate areas for quiet reading, group
study, research and writing, computer usage, and programs.

The role of the public library building then is to provide access to the wealth of
information presently owned and that will continue to be published in printed form as
well as to electronic information. The public library as “place” must serve a number of
functions:

• To be a site for learning and reflection.

• For the serendipitous exploration of the history of humanity.
• For access to professional librarians and information specialists.
• For training and support in gaining information skills.
• For access to equipment needed to access information.
• As a place for collaboration and discussion and for public presentations and
meetings.
• For children, a place to learn about books and about learning. A place in which to
be exposed to the joy of reading by reading and being read to.
• For the presentation of cultural programs and activities for the community.
• For recreation, leisure, and entertainment opportunities for all ages.
• To remain the most democratic and most open institution in the community.

Perceptions of Library Space Needs

Views of the adequacies and inadequacies of the existing library building vary somewhat
by population and time. In January 2001, a report of the Building Expansion Advisory
Committee summarized their perception of public views based on a Communities
Attitude Survey as follows:

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“The public is happy with the library. They are pleased with the service received and
make no suggestion that any changes be made to the physical plant in order to improve or
enhance the service.”

“…the public expressed concerns over noise and adequacy of parking and hours, for
example…but overall the library was seen as excellent. Best library around the area.”
(January 19, 2001.)

The results of a more library-focused and extensive survey conducted in November and
December 2001, however, produced a list of public concerns that while not overly critical
does identify some of the most pressing current space issues. Among these were lighting,
seating, need for more books, teen-specific space, storage space, work space for staff,
acoustics, use of the lobby, parking, ADA compliance, and the possible use of outdoor
space.

The library staff has identified a more expansive list of space concerns, some of which
coincide with the public’s views. The staff has identified two categories of need; the first
is areas and functions not currently provided for or that are inadequate; the second is
things that need improvement. Some of these items require space clearly beyond the
capacity of the existing building; others may be able to be addressed in an interior
redesign.

New and/or Enlarged

Larger staff lounge.

Office/space for Friends of the Library and Trustees.
Senior resource room.
Separate computer area.
Separate children’s room.
Larger meeting space.
Server room.
Book sale room.
More offices.
Drive-up window.
External storage.
Mail area.
Exhibit space.
Group studies/conference room.
Café/vending/ATM.
Self-checkout station.
Larger circulation desk.
Book return area.
Toilets.

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Improve

Lighting.
Acoustics.
Outside book drop.
Storage space.

The staff has also identified a set of space priorities:

Circulation Desk.
Public computers: location and visibility.
More shelving (but they do not want to use the top and bottom shelves.)
Seating: greater variety of seating types.
Parking for staff.
Storage for equipment, supplies, book sales, and the server room.
Staff computers.
Quiet study space.
Lighting.
Climate control.
Private work areas.

Factors Affecting Space Planning

There are a number of external and internal factors that the library should consider when
determining how best to address both short- and long-term space issues.

1. The size of the 1989 building represented a compromise with what was a realistic long-
range space plan. As cited in the “Update of the Scarborough Comprehensive Plan”
(second draft, December 1993):

“During the planning of the library that led up to its construction, it was evident
that it would not be advisable to try to build a facility that was suited to long-
range growth. The available funds and comparative increase over the old library
building were important factors in that decision. The compromise was to design
the current building to accept expansion economically and to plan for the location
of an expansion and related parking on the site. It was anticipated that the
building would be suitable for 10 years based on projections done in 1987.

“The 1990 building should be adequate for the growth of the library’s collections
through 1997. Seating space already is becoming a concern as computer stations
take over study space. These stations require more square feet than study space
and require proximity to wire and cable conduits. An open floor design provides
for some flexibility in the furniture arrangement, but available floor space will
limit service within the next five years.

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 “It is anticipated that an expansion of approximately 6,000 square feet will be
needed by 2003 to provide: additional seating, additional stations for computers
and new information technologies, expanded children’s service space, additional
book stack space, and additional storage space. Expansion of the parking area is
recommended before that date. Concurrent use of the two meeting rooms on days
of high user traffic creates a parking shortage.

“Additional service outlets such as branch libraries or deposit collections are not
anticipated. It is likely that during the time frame of this plan, the emphasis will
be on providing services through technology…”

The authors of the 1993 report cited above were quite prescient in their analysis of the
library space situation as they looked ahead. In 2002, many of the predictions regarding
the adequacy or inadequacy of library space have proven true and the situation is even
more serious than anticipated.

• Stack space for both adult and children’s collections is well beyond working
capacity and materials are shelved more densely than is recommended by
generally accepted standards.
• The installation of computer workstations has created a more crowded floor
arrangement and has constricted traffic flow.
• Population has increased more rapidly than anticipated, placing more pressure on
collections, services, and staff.
• The popularity of library programs has strained available space.
• The original plan did not anticipate the growth in non-print collections like audio,
video, CD, and DVD. There is inadequate provision for these collections and for
listening/viewing.

There have been several physical improvements to the library in the period 1989-2002:

• New children’s service desk.

• Improvement of sight lines.
• Installation of computer workstations.
• Added stacks in children’s area.

On the other hand, the library staff is now double in size since the building was opened
(10 FTE as compared with 5 FTE.)

2. The library is well located with regard to other public buildings in Scarborough, being
proximate to the Intermediate School, Middle School, High School, and Town offices
and close to the Post Office. Given that school libraries close between two and three in
the afternoon and that after-school sports do not commence until four, the library location
is very convenient for students. The existence of an auditorium at the high school and
gymnasia at the IM and Middle Schools should be kept in mind when looking at program
space needs for the library.

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3. There does not seem to be a significant increase in library use during the summer even
as the population grows by an estimated 4,000 persons. The average monthly circulation
for the period July 2001 through May 2002 was 13,993. The months with the highest
circulation were March – 16,171, July – 15,519; April 15,512; and January 14,612.

4. The Town of Scarborough has identified as capital building priorities a new high
school ($25M) and renovation of the Intermediate and Middle School buildings. There is
also talk of a new Town Center with a senior center, teen center, athletic complex, and
“Y”. Any long-range space planning for a library addition/renovation needs to consider
these projects as a timetable is developed.

5. In February 1999, PDT Architects submitted a report of existing conditions for the
library building. The report recommended a number of building improvements that were
needed to meet code requirements as well as those that were identified as critical to the
maintenance of the facility. A number of these recommendations have been followed
while others still remain to be done. Among the major work that has been completed are
those involving the wood shingle siding, drainage, and the retaining wall. Remaining
from the 1999 list are grading at the four exit doors; ADA signage; brick conditions;
electrical: fire alarm, emergency lights; and the HVAC system. The estimated cost in
1999 dollars of the remaining work is between $75,000 and $90,000. The PDT report
also said that a 6,000 square foot addition could be constructed within existing zoning
ordinances but did not see any means for additional parking without major disruption to
the surrounding open space.

6. Beyond space for readers and collections, there are a number of space-related issues
that should be part of both short- and long-term planning:

• There is no internal capacity for programs involving more than 75 people. The
occasional practice of holdings programs for up to 200 people in the open area
near the entrance should be avoided as this clearly violates the fire
code/occupancy allowance.
• A major contributing factor to noise in the library is the double-height space
above the main reading area. There is nothing than can be architecturally to
change this situation but its effects could be limited by having collections rather
than seating dominate the space.
• Better use could be made of the vestibule but it must be recognized that this area
serves as a weather barrier and that its use in cold weather is, therefore, limited. It
would also be highly desirable to create some sort of sound barrier between the
vestibule/entrance and the main portion of the library. Two possibilities would be
a half glass wall or full height book stacks.
• Lighting throughout the library is inadequate in terms of intensity but especially
so over the major book stack area. Lights were apparently installed before the
stacks so that fixtures are above the stack units rather than between the aisles.
There are alternatives to this arrangement: (1) realign the fixtures so they are
between the stacks [expensive]; (2) realign the fixtures so they are perpendicular
to the stacks [less expensive but still costly]; (3) remove the lenses from the

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 fixtures to provide more light [inexpensive but only marginal improvement.
Option 3 is worth undertaking as a short-term effort simply because of the low
cost involved. Option 2 is recommended as a more permanent solution.
• Whatever is done by way of short-term improvements should not inhibit a future
expansion of the library. This suggests no major construction involving the
conference room assuming that is the preferred direction for expansion.
• The aisle between the carrels and the stacks along the west wall is 28”. This is
below the fire, life safety, and ADA requirements of 36” aisles. Regardless of
what is decided regarding other changes, these carrels need to be relocated.
• There is the potential for mold in the janitor’s room caused by hanging wet mops
on the wall. This practice should be discontinued.

Critical Short-Term Space Issues

Circulation

• Not enough space for public to return and borrow books.

• Desk is too close to the door.
• Need defined space for returning material.
• Too crowded behind the desk.
• Reference Desk is not visible from the Circulation Desk.

Children’s Area

• Collection space is beyond working capacity; shelving is six high except for
picture books and easy readers. Should be five high at maximum.
• No designated space for parenting collection and reading.
• Too much noise going out into rest of library.
• No office or work area for staff.
• Inadequate storage space.
• Need printer in this area associated with computer workstations.

Technical Services

• Storage area is overcrowded and difficult to navigate.

• Workspace, while adequate, is inefficiently used.
• Need enclosed, secure space for the servers.
• Need some division between Technical Services and Staff Room.

Public Services

• Reference Desk is hidden behind wall.

• Reference collection is crowded and dispersed.
• Computer workstations are too close together.
• No good space for hands-on instruction.

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State of Maine Standards

The current state standards that involve library space are as follows:

1. Five seats per 1,000 population if over 10,000.

2. 3.5 volumes per capita for populations 10,000-24,999, including non-print items.
3. .6 FTE staff per 1,000 population.

Scarborough Public Library:

1. Should have 90 seats for a population of 18,000. Currently there are 77 seats
although some of them like the carrels along the west wall and the high-back
chairs are less than optimal in location and comfort. There are proportionally
fewer seats in the children’s area given the relative size of that collection to the
adult collection. The carrels along the west wall are included in the 77 so they
should be relocated when they are moved.
2. Should have a total collection of 63,000 items. Currently the collection includes
52,000 printed volumes and 5,700 non-print items for a total of 57,700. Single
issues of periodicals are generally not counted since they are not retained. As
volume equivalents the 16,000 issues equal 1,300 volumes; the total (59,000) is
still below the standard.
3. Should have FTE staff of 10.8. Current FTE staff is 10.

Note that these standards are minimum. The collection in particular should be larger
given the nature of the population served and current circulation. In 2000/01 the
circulation of the print collection was 101,000. This represents an average turnover of
two per printed item. For non-print, the circulation was 36,800 or a turnover of 6.5 per
item. These are above state and national averages.

The recent history of collection growth for the Scarborough Public Library for the period
1995-2001 shows the following:

Books added averaged 2,573 per year after withdrawals.

Non-book materials averaged 4,012 per year but 4,971 in the last three years.
The collection has been growing at the rate of 5.8% a year but only 4.7% in the
last three years.
Withdrawals have averaged 2,076 for the seven years but only 1,040 for the last
three years. There were major weeding projects in 1997 and 1998.
Periodical withdrawals have averaged 2,385 for the last three years.

Other than weeding of periodical issues, which is consistent with good library practice,
there should be concern about the volume of withdrawals of printed material in a
collection that is barely at the state standard for a library serving the current population.

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This is in large measure a result of the limited amount of space available for collection
storage and, although a certain amount of weeding of out of date and unused materials is
appropriate, has probably reached the point where the quality of the collection is being
negatively affected.

Options for Addressing Space Needs

Assuming the acceptance of the need for additional space, the Building Expansion
Advisory Committee in January 2001 evaluated and rated a set of options for addressing
this need. They ranked the options in terms of how well each addresses town planning,
staff input, community needs, and fiscal viability with positive numbers reflecting those
choices that best meet all of the criteria:

Expand existing building 15

Increase efficiencies 7
Add bookmobile 7
Open branch library 6
Offsite processing -1
Construct new building -3
Take no action -8

The consultant agrees with the placement of the first two items as well as with the last
three. There is disagreement, however, with the bookmobile and branch library solutions
as positive steps.

Bookmobiles are expensive to operate in terms of staff, capital investment, and operating
costs. They have limited capacities for material and have proven of marginal value in
highly mobile, car-oriented places similar to Scarborough. While a bookmobile might
provide some services to patrons in lieu of coming to the library, it would not solve any
of the space problems. Shelf space would still be required for the entire collection since
the books on the van are eventually returned to the shelves. There would be no savings in
staff or program space since everything that happens in the central building would
continue. There would, however, be added annual costs for staff and operations.

The library is currently providing regular book deliveries to senior housing and to Piper
Shores, and through a group of volunteers, deliveries to homebound patrons. This would
seem to address most of the needs filled by a bookmobile.

A branch library, likewise, would require additional expenditures for staff, collections,
operating expenses, and building maintenance as well as the capital cost of land
acquisition and construction. A relatively small amount of space in the central library
might be saved although the experience in other communities is that branch library
collections duplicate almost 100% those in the central library. Staff, service, and
program space in the branch would be in addition to rather instead of space in the central
library. Given the dispersed nature of the Town of Scarborough, one might also question
whether there is an appropriate location for a branch.

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The issue of offsite processing seems moot given that all of the books acquired by the
library come fully processed from vendors. While there is local processing of non-print
material as well as book repair and mending, it would be unfeasible and undesirable to
separate the staff who are involved in these functions because:

The Interlibrary Loan person is involved in circulation.

The journal check-in person works at the Circulation Desk.
The book ordering person works at Reference.
The Children’s Librarian needs access to an order workstation.
The Cataloger works at Reference and provides instruction (Cyber Seniors.)

Several possibilities for changing the nature of existing space were raised during the
consultant’s meetings and have been considered but not included in the short-term space
plan outlined below.

1.The possible use of the Meeting Room for children’s services or other purposes would
remove from the building the only available space for a wide range of programs and
events that cannot easily be accommodated elsewhere. In 2001, the room was booked
282 times. Of these, 192 uses were directly library related – staff, programs, trustee
meetings, friends meetings. There were 31 uses by organizations to which the library
belongs and where no charge was made for use of the space -- Library District, Chamber
of Commerce, Scarborough Crossroads. The remaining 59 meetings were community
groups, homeowner associations, schools, etc. The library received around $1,400 in fees
for use of the room by non-library related groups.

The above statistics do not include “casual” use of the space for staff meetings,
impromptu visits by vendors, and workspace for volunteers.

The removal of the meeting room would severely inhibit the library’s ability to provide a
wide range of programs that use and exploit the library staff and collections, both print
and electronic. In addition, the short-term plan proposed below recommends an alternate
use for the existing conference room that eliminates that space as a meeting locale for
small groups.

2.A question was raised regarding the efficient use of the “back room.” This report
recommends that the interlibrary loan function be moved from circulation to processing
and that office landscaping/modular furniture be installed to make better use of the space.
There is, however, no additional or “wasted” space available in this area.

3. Another question was raised regarding the space occupied by back issues of
periodicals. As stated earlier, the amount and nature of material being kept is consistent
with good library practice. The overall amount of space used is relatively small
especially given that about 20% of the shelf space is used for newspapers that must be
kept until microfilm is available.

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4.Offsite storage was also considered but does not seem feasible or desirable for either
collections or other material. It might, however, be useful to erect a shed if space was
available on the site for the storage of mechanical equipment, shelving, and other non-
paper materials.

Short-Term Space Improvements

It is the consultant’s view that there are no reasonable and cost-effective changes that can
be made within the confines of the existing building that will address the major space
requirements for collections, readers, and staff. There are, however, a number of actions
that could be undertaken that would improve traffic flow, make better use of existing
space, and make the library function more efficiently and effectively. None of these
require a significant capital investment and none of them prejudice future expansion of
the building.

Lobby and Entrance

• Clean up the outer lobby. Use the space for book sales and for displays associated
with the “Library Store.” The latter will require a lockable display case.
• Put in a second set of security gates and use both doors that lead into the library.
(This assumes moving the Circulation Desk.)

Circulation Area

• Move the Circulation Desk toward the north link it with the Reference Desk
creating a combined service desk with two discrete units. Use the “arches” to
define the separation.
• Move the Interlibrary Loan function from behind the desk into the processing
room.
• Use the end of the Circulation Desk nearest the front door as a book return space
and construct a book return slot with a depressible book truck beneath it in the
desk.
• Install a self-checkout station opposite the Circulation Desk. This will entail
rearranging or relocating the copy machine and change machine and one of the
bulletin boards.
• Move the book sale stands and trucks into the lobby. This will improve traffic
flow.
• Install a low partition (office landscaping around the Circulation Librarian’s work
area.

Public Services

• Convert the Conference Room into a combined computer lab and library
instruction room. This will free up some space in the main reading area for
seating and circulation. Wireless connectivity is feasible here.

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 • Replace the round tables with square tables. Replace the carrels along the west
wall with lounge furniture and relocate.
• Install spring-loaded coat hooks on all carrels.
Processing

• Move the Interlibrary Loan workstation into this room.

• Install modular furniture/office landscaping for all of the workstations.
• If a shed is feasible, move appropriate material from the storage room.
• Install moveable or sliding shelving in the storage room to create space for an
enclosed server room and make better use of existing space.
• Install a folding or swinging door between the break room and the processing
room.

Children’s Area

• Erect a half-glass, full height partition around this space to reduce noise and
create a sense of separation.
• Install a printer for staff and public use.
• Use the arches for display.

Of the items listed above, those with significant costs include the self-checkout station,
remodeling the Circulation Desk, office landscaping and modular furniture, computer lab
furniture, tables, a shed, shelving in the storage room, and the half glass partition around
the Children’s area. The estimated total cost of these is in the range of $100,000-
$125,000. In addition, it is recommended that the library proceed with the building
recommendations made in the PDT report that have not been completed.

Long-Term Space Needs

The following are the principal needs for additional space that are not currently available
and that cannot be met by interior rearrangement. The square footages indicated are
approximate and need to be verified during a formal programming effort. The space
allocations are based on a population of 25,000.

Exhibit space (100).

Young adult area (700)
Separate from Children’s Area with collections, tables and chairs, computer
workstations.
Meeting room for 150 people (1,500).
Use existing meeting space for children’s programs and workroom.
Children’s Area (600).
Reduce shelving to five shelves. Add seating.
Add 10 public computers (400).
Add 48 seats to make total of 125 (1,400).
Increase space allocated to existing seating (through rearrangement).
Staff offices for reference and children’s librarians (250).

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Group studies: two for 4-6 people each (300).
Enlarge staff room (200).
Increase space for Circulation Desk and staff; Reference Desk; Photocopying and
printing (through moving and rearrangement.)
Collection growth (1,800).
50% increase in print collections; 100% increase in AV. With population of
25,000 and 3.5 volumes per 1,000 = 87,500 items.
Books
Adult: 31,000 current to 46,500
Juvenile: 21,000 current to 31,500
AV 5,700 current to 11,400
Total 89,400 items

The space required for the additions listed above is around 7,700 square feet,
considerably more than was suggested for an addition when the original library was
planned. The actual amount of space required would depend upon how the addition
connected to the existing building, how much additional mechanical space is required,
and what efficiencies of space could be gained by rearrangement of the existing library.

Planning for the Future

There are no quick fixes or short-term solutions that can meet the space needs of the
Scarborough Public Library. While the political climate right now may not be ideal for
planning an addition and renovation, it would behoove the Trustees to begin thinking and
planning for such an activity. It makes clear sense to add to the existing building rather
than build a new library given the location of the building, its relative newness, and its
generally flexible design that would make an addition feasible. The question of
additional parking, however, needs to be addressed as part of a long-range space plan. It
normally takes a minimum of five years from the inception of a planning process to the
completion of an addition/renovation but many projects in towns similar to Scarborough
have taken from seven to ten years to complete the process.

July 9, 2002

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