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AGENDA
Pitkin County Library
Board of Trustees
August 26, 1985
7:00 p.m. 1. Roll Call of Members
2. Statistics
7:05 p.m. - Financial Report
3. Old Business
7: 10 p.m. - Expansion--Nolan Lushington
4. New Business
8:45 p.m. - Position Reclassification
8:50 p.m. - 1986 Budget
9:00 p.m. - Music Room Equipment--Dave Gollon
9: 10 p.m. - Bus Stop
9:15 p.m. - Public Typewriter
•
Next Meeting: October 2, 1985
7:00 p.m.
Library Meeting Room
• MINUTES OF THE August 26, 1985 meeting of the Pitkin County Library
Board of Trustees.
ROLL CALL: Present: Trustees Mary Anderson, Carol Blomquist, Mona
Frost, Joan Pomeroy, and Austine Stitt; alternates Jamie Hall, George
Laswell and Chuck Vidal; County Librarian Kathy Chandler; County
Manager John Eldert; Children's Services Librarian Susan Shakely; and
Nolan Lushington, Library Building Consultant.
The MINUTES of the July 15, 1985 meeting were approved.
The FINANCIAL REPORT was reviewed.
OLD BUSINESS:
Expansion: Mr. Nolan Lushington, consultant, gave a detailed report
on his findings concerning the expansion of the present library building
and the advisability of relocating the library. Subsequent to his
presentation, the Board recommended that an architect be sought
to analyze the situation and come up with a cost estimate and schematic
analysis for the remodeling of this building. Austine Stitt, George
Laswell, and Chuck Vidal were selected by the Board to deal with the
architects and to select one of them to do the analysis.
NEW BUSINESS:
• Position Reclassification: The Board approved the reclassification of
Susan Shakely's position of Children's Librarian to one grade level
higher in the County's classification schedule.
1986 Budget: The proposed budget was carefully reviewed.
Music Room Equipment: Dave Gollon discussed the availability of some
tape decks. Mona Frost moved and Mary Anderson seconded to authorize
the purchase of one half trackmachine with Friends of the Library
funds. The motion was passed.
Bus Stop: The Library Board discussed the proposal of the Roaring
Fork Transit Authority to place a bus stop shelter in front of the library.
It was decided that more information should be sought.
Public Typewriter: The Board asked Kathy to see if patrons complain
about the library's not having a free public typewriter before paying
to have the old typewriter repaired.
- Jamie Hall
Acting Secretary
•
r
• Librarian's Report
August 25, 1985
ROUTINE:
Meetings: Dave Gollon will attend a workshop in Denver on the copyright law
as it relates to audio-visual materials on September 5th. The Three Rivers
Library System membership meeting will be held September 20th in Glenwood. If
any of you are interested in attending, please let me know.
Circulating Art Prints: The art print collection has been disposed of. Those
prints which could not be sold were given to the Basalt Library.
New Board Terms: The Board of County Commissioners have changed the membership
terms on all citizen boards to five years. They established the following
schedule of expiration for the Library Board:
Trustees Alternates
Mary Anderson 1986 Jamie Hall 1986
Mona Frost 1987 Chuck Vidal 1987
Joan Pomeroy 1988 George Laswell 1987
Carol Blomquist 1989
Austine Stitt 1990
• All terms now expire on March 1st.
Staff: Taz Lutgirng who has been working with Dave Gollon on Sunday after-
noons for the past year is resigning. Lynn Schwalm will replace her. Also,
Debbie Miller, who was hired to work on Saturdays during the summer, worked
her last shift yesterday.
PENDING ACTION:
Consultant: In response to the motion at the last Board meeting, Mr. Nolan
Lushington has been hired to come to Aspen to study expansion/remodeling
possibilities. He is the director of the library in Greenwich, Connecticut,
the author of Libraries Designed for Users, and has served as a consultant
on numerous library building and remodeling projects. He will work all day
Monday at the Library and report to the Board at the meeting. He will be
paid $500 for the day, plus his travel expenses, estimated at $400. Thanks
to George Laswell and the Aspen Square Condominium Association for donating
two nights of lodging for this trip.
Questions to which we will seek answers are as follows:
1) Is our current building programaccurate in relation to the state-
of the art?
2) Is there any way to satisfy space needs in the present facility?
• 3) If not, can the building be made to work by remodeling it and ex-
panding it on the courtyard?
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4) What does Mr. Lushington invision the role of the library to be in
the future in provision of public access to computers, and how will
this impact our space requirements?
5) Regardless of a long term solution to library space needs, what
must we do immediately?
Finally, we will need him to provide a written report which will capsulize
all previous reports and state whether or not they are accurate in 1985.
Reclassification: I would like to request a reclassification of Susan Shake-
ly's position of Children's Librarian to move it up one grade level (5%) in the
County's classification schedule. This would then make the job equal to that
of Assistant Librarian. I would also like to hangethe title of that position
to "Adult Services Librarian," so that the two jobs hold equal authority.
Bus, Sop: The Roaring Fork Transit Authority is considering placement of
a bus stop shelter on the ground between the front sidewalk and the street
between the Library and the Clinic. They would like input from the Library
Borad on this idea.
Public Typewriter: The public typewriter which is not attached to a meter
has broken down once again. Does the Board wish to have it repaired or dis-
carded?
• Liability Insurance: I spoke with County Attorney Tom Smith about insurance for
the Library Board. He said that as of August 8th, the County has not had
coverage for any Board members for claims of errors or ommissions. There is
still coverage for general liability. The County is looking for an insurance
company which will provide coverage at a reasonable cost, but Tom did not
sound too optimistic about this. He said that any claiment against the Library
Board in an errors or ouwlissions case would have to prove that the Board had
acted in bad faith, and that the County would pay the defense cost.
I asked him about the Library paying for coverage for its Baord. He said
that would need to be approved by the County Commissioners, because the other
Boards are not covered.
He also statedthat he intends to have a meeting in early September with all
volunteer Board members to discuss this situation with them.
Memorial: I spoke further with Margaret Cant about possible uses for the money
she and her family intend to donate in memory of Mary Beth Grossmann. She thought
the idea to use it to furnish a staff lounge was great, but seemed amenable
to the final decision of the Board.
Social Security: The County Attorney's office has not yet prepared the necessary
contract for any progress to be made on withdrawal from Social Security.
Computerization: There are still two options under consideration for possible
automation of many library functions. A proposal for federal funds to create
• a Western slope network headquartered in Grand Junction should be acted upon
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within the next few weeks. There also may be a possibility that the library
will be able to use the new City/County computer, depending on which brand
of hardware is purchased. In the meantime, work on the retrospective conversion
of our shelf list onto OCLC is rapidly progressing.
Music Room Equipment: Dave Gollon has been talking to people at the MAA about
the possibility of the Library's purchasing the reel to reel tape decks the
MAA leased this summer to record the concerts. There are three decks avail-
able at a price of $1,800 each. The decks are much more "heavy duty" than
any we own and are half track decks rather than quarter track. Our decks
are all quarter track, but the Festival tapes are half track, so the full
quality of the recordings does not come through on our equipment. Dave also
reports that the older Festival tapes are becoming brittle with age, and should
be re-recorded onto new, higher quality tapes. Dave estimates that to buy
the blank tapes and the equipment necessary to undertake this project would
cost about $9,000. Does anyone have any ideas for funding such a project?
1986 Budget: A copy of the proposed budget for next year is included in this packet.
•
•
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PITKIN COUNTY LIBRARY -- MONTHLY REPORT FOR July 1985
1985 1984 • 0
0 _ _ MONTH CUM MONTH CUM MONTH CUM
CIRCULATION
BOOKS:
ADULTS 4267 26962 4073 25489 + 4.76 + 5.78
CHILDREN 1565 7756 1488 7061 + 5. 17 + 9.84
PAPERBACKS 876 4362 688 4085 +27. 33 + 6.78
CIRCULATING MAGAZINES 0 8 1 59 -- - 86.44
SUB-TOTAL_ 6708 39088 6250 36694 + 7.33 + 6.52
RECORDS (1N-HOUSE USE) 2100 5089 1780 4783 +17.98 + 6.40
AUDIO-VISUAL AIDS • 298 1557 205 1400 _.+45,37 + 11.21
INTERLIBRARY LOAN: LENT 25 251 23 347 + 8.70 - 27.67
BORROWED 60 532 93. 690 -35.48 22.90
TOTAL 9191 46517 8351 43914 +10.06 + 5.93
ATTENDANCE
ADULT.AREA : MORNING 697 3397 712 3616 - 2. 11 - 6.06
AFTERNOON 2172 13783 2002 13945 + 8.49 - 1. 16
EVENING 624 4532 706 5313 -11.61 - 14.70
CHILDREN'S ROOM: MORNING 264 608 191 596 +38.22 + 2.01
AFTERNOON 305 1880 312 1712 - 2.24' + . 9.81
EVENING 81 399 53 465 +52.83 - 14. 19
CHILDREN'S HOUR 128 826 74 1028 +72.97 19.65
CLASSES 199 818 116 324 +71.55 +152.47
MUSIC ROOM: DAY 1790 5111 1771 4721 + 1.07 +" 8.26
• EVENING 477 1806 554 2112 -13.90 14.49
• MEETING ROOM: PUBLIC MEETINGS 23 283 20 406 +15.00 30.30
LIBRARY PROGRAMS 286 1166 304 1444 - 5.92 - 19.25
USE AS STUDY AREA 38 579 102 685 -62.75 - 15.47
TOTAL 7084 35188 6917 36367 + 2.41 - 3.24
REFERENCE QUESTIONS : INFORMATIONAL 480
DIRECTIONAL 228
TOTAL 708
BOOKS ADDED 231 BOOKS WITHDRAWN 12
RECORDS ADDED 5 - RECORDS WITHDRAWN 0
VOLUNTEERS: LIBRARY MUSIC ROOM
Mink 9 Baeder 3 - ‘
Morgen 12 Carey 12
Krausch 15 Estep 12
Holyoke 12 Frost 9
Lane 12
McGarry 18.
Trentaz • 6 -
VOLUNTEER TOTALS: LIBRARY 48 MUSIC 72
le MEETING ROOM: PUBLIC MEETINGS HELD 3
LIBRARY PROGRAMS HELD 12
PITKIN COUNTY LIBRARY BUDGET PROPOSAL, 1986 August 12, 1985
'STATISTICAL
REVENUES
410 BASIS OF THE LIBRARY BUDGET - 1986
Pitkin County Taxes
Estimated valuation of Pitkin
County for 1986 (based on 2.,8% increase) 216,699,306
Less portion of RE 1 J School District
of Pitkin County used for Basalt Library
District (based on 6.24664% of total) 13,536,426
Assessed valuation of Pitkin County used
for computation of Library Budget 203,162,880
Amount available for the Library Budget
(2.5 mills times assessed valuation) 507,907
Additional Income
Additional Taxation Revenues
Motor Vehicle Specific Ownership Tax 29,173
Aircraft Ownership Tax 45
Interest on Taxes 3,341
• Income from Library Activities
•
Photocopy Machine 6,000
Book Sales 2,200
Non-Resident Library Fees 600
Library Fines 8,500
Lost & Paid Books 950
Pay Phone Receipts 150
Typewriter Meter Receipts 500
Interest Income 82,303
Total Additional Income 133,762
TOTAL INCOME 641,669
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1984 1985 1985 1985 1985 1986
Actual Proposed Present Act. & Enc. Est. Of Proposed
Budget Budget YTD (6 mo) Total Budget
.EVENiii
.ibraTax (2.5mills) 468,947 494,073 494,073 393,750 494,073 507,907
iotor Vehicle Specific Ownership Tax 28,324 26,427 27,174 14,257 27,174 29,173
aircraft Ownership Tax 35 40 0 44 44 45 1
:nterest on Taxes 3,245 3,127 0 2,221 3,250 3,341 ,
.nterest Income on Library Fund 36,914 20,000 69,872 0 69,872 82,303 '
'hotocopy Machine 8,620 10,000 10,000 3,937 8,500 6,000
look Sales 2,717 2,000 2,000 1,664 2,200 2,200
fon-Resident Library Fees 819 600 600 262 600 600
'ibrary Fines 7,828 7,000 7,000 4,452 8,500 8,500
.ost & Paid Books 955 900 900 461 900 950
'ay Phone Receipts 149 80 80 78 150 150
'ypewriter Meter Receipts 0 0 0 0 250 500
gifts 4,023 0 0 1,555 1,755 0
liscellaneous 123 0 0 0 0 0
!OTAL 562,699 564,247 611,699 422,681 617,268 641,669
:xPENDITURES
ftilities 14,523 18,241 18,241 8,173 18,002 18,750
Wilding & Grounds Maintenance 1,294 1,060 1,060 2,047 2,500 2,500
wilding & Grounds Materials 935 425 425 0 425 700
lanitorial/Cleaning 9,270 16,531 16,531 3,455 9,000 17,200
:ustodial Supplies 1,073 1,643 1,858 570 1,500 1,930
Insurance 2,738 4,240 0 0 3,010 3,300
tffic Equipment Maintenance 6,048 6,365 6,365 2,417 6,575 6,915
itaff�ncl. insurance &
bonus/merit pool) - 214,978 224,443 228,421 110,846 236,250 262,475
'ducation 1,508 2,498 2,498 1,372 1,600 2,625
tffice Supplies 6,455 5,500 5,500 2,795 5,500 6,550
advertising & Printing 740 675 675 362 750 785
'ostage 1,908 2,350 2,350 800 2,200 2,400
'elephone 1,976 3,001 2,971 990 2,100 2,200
,ental Services 1,429 2,104 2,104 893 1,839 2,110
routine Travel 256 300 300 126 300 315
',ollection Acquisition 43,373 50,200 50,200 17,935 47,600 50,550
;quipment & Furniture 2,321 0 0 330 330 0
)CLC Retroconversion 0 0 19,000 19,000 19,000 0
Wilding Improvements 0 0 0 0 500 0
yrofessional Services 85 85 85 1,550 2,450 0
'OTAL 310,910 339,661 358,584 173,661 361,431 381,305
• -3-
1984 1985 1985 1985 1985 198(
Actual Proposed Present Act. & Enc. Est. Of Proposec
Budget Budget YTD (6 mo) Total Budget
Rev s from Taxes
Libra Tax (2.5 mills) 468,947 494,073 494,073 393,750 494,073 507,90;
Motor Vehicle Specific Ownership
Tax 28,324 26,427 27, 174 14,257 27,174 29,17:
Aircraft Ownership Tax 35 40 0 44 44 4`
Interest on Taxes 3,245 3,127 0 2,221 3,250 3,34]
Total 500,551 523,667 521,247 410,272 524,541 540,46(
Interest Income on Library Fund 36,914 20,000 69,872 0 69,872 82,30:
Gifts 4,023 0 0 1,555 1,755
I. ASSET MAINTENANCE & STANDARD OPERATIONS
Revenues from Library Activities
Photocopy Machine 8,620 10,000 10,000 3,937 8,500 6,00(
Book Sales 2,717 2,000 2,000 1,664 2,200 2,20(
Non-Resident Library Fees 819 600 600 262 600 60(
Library Fines 7,828 7,000 7,000 4,452 8,500 8,50(
Lost & Paid Books 955 900 900 461 900 95(
Pay Phone Receipts 149 80 80 78 150 15(
Typewriter Meter Receipts 0 0 0 0 250 50(
Miscellaneous 123 0 0 0 0
Total 21,211 20,580 20,580 10,854 21,100 18,90(
ExpeiLtures
A. PHYSICAL PLANT MAINTENANCE
1. Utilities
Water 241 315 315 121 280 31'
Gas 4,991 6,542 6,542 3,755 7,510 7,81(
Sanitation 301 302 302 151 302 31'
Electricity 8,610 10,679 10,679 3,867 9,350 9,72'
Trash Removal 380 403 403 279 560 58'
Total 14,523 18,241 18,241 8,173 18,002 18,751
2. BUILDING & GROUNDS MAINTENANCE
Heat, Elect., Plumb. , etc. 1,294 1,060 1,060 2,047 2,500 2,501
3. BUILDING & GROUNDS MATERIALS
Hardware & Elect. 935 425 425 0 425 701
4. JANITORIAL/CLEANING 9,270 16,531 16,531 3,455 9,000 17,201
5. CUSTODIAL SUPPLIES 1,073 1,643 1,858 570 1,500 1,931
6.•SURANCE 2,738 4,240 0 0 3,010 3,301
PHYSICAL PLANT MAINTENANCE
TOTAL 29,833 42,140 38,115 14,245 34,437 44,381
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1984 1985 1985 1985 1985 1981
Actual Proposed Present Act. & Enc. Est. Of Propose(
Budget Budget YTD (6 mo) Total Budge
B. C.CE EQUIPMENT MAINTENANCE
Audio-Visual 423 425 425 303 500 52
Typewriters 1,053 1, 100 1,100 0 1, 100 1,151
Microfilm Readers 330 600 600 0 300 301
Books (Bindery) 436 950 950 837 1,200 1,301
Xerox 2,282 2,450 2,450 1,277 2,550 2,67'
Detection System 1,524 740 740 0 825 86'
Other Equipment 0 100 100 0 100 101
TOTAL 6,048 6,365 6,365 2,417 6,575 6,91'
C. EQUIPMENT PURCHASE AGREEMENTS
Xerox 271 0 0 0 0 1
D. STAFFING
1. WAGES (incl. retirement &
insurance)
Permanent Staff 191,998 204,749 212,537 108,199 229,033 245,12
Part-Time Staff 21,945 14,943 7,298 2,257 3,938 4,031
Temporary Staff 311 0 0 160 783 80
Total 214,254 219,692 219,835' 110,616 233,754 249,961
•ORKMAN'S COMP. INSURANCE 302 357 426 0 426 44.
3. BONUS, SKI PASS, MERIT POOL 422 4,394 8,160 230 2,070 12,06
4. STAFF EDUCATION
Education, Travel, Meals,
& Lodging 628 2,090 2,090 1,372 1,600 2,15(
Dues & Memberships 880 408 408 0 0 47'
Total 1,508 2,498 2,498 1,372 1,600 2,62'
STAFFING TOTAL 216,486 226,941 230,919 112,218 237,850 265,101
E. OFFICE SUPPLIES 6,455 5,500 5,500 2,795 5,500 6,551
F. ADVERTISING & PRINTING 740 675 675 362 750 78'
G. POSTAGE 1,908 2,350 2,350 800 2,200 2,401
H. TELEPHONE 1,976 3,001 2,971 990 2,100 2,201
I. RENTAL SERVICES
Redstone Library Building 1,040 1, 145 1,145 578 1,150 1,26(
Postage Meter 210 239 239 108 239 25(
Film Rental 179 720 720 207 450 60(
TIL 1,429 2,104 2, 104 893 1,839 2,11(
J. ROUTINE TRAVEL 256 300 300 126 300 31'
ASSET MAINTENANCE & STANDARD OPERATIONS
Pf1T AY n, C !nn nnn ��/ nnn nnn + n. n.i ....+ �.-+ .+... . •��
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1984 1985 1985 1985 1985 1986
Actual Proposed Present Act. & Enc. Est. Of Proposed
Budget Budget YTD (6 mo) Total Budget
I.I. COLLECTION ACQUISITION
A. OOKS 17,862 30,000 30,000 12,384 30,000 31,500
B. PERIODICALS 10,314 7,500 7,500 835 6,000 6,600
C. MICROFILM 2,484 3,700 3,700 1,994 2,600 2;750
D. REFERENCE 8,857 7,000 7,000 1,653 7,000 7,500
E. NON-PRINT 3,856 2,000 2,000 1,069 2,000 2,200
COLLECTION ACQUISITION
TOTAL 43,373 50,200 50,200 17,935 47,600 50,550
III. CAPITAL ADDITIONS & REPLACEMENTS
A. EQUIPMENT & FURNITURE - 2,050 0 0 330 330 0
IV. ADDITIONAL PROGRAMS
A. OCLC RETROCONVERSION 0 0 19,000 19,000 19,000 0
B. BUILDING IMPROVEMENTS 0 0 0 0 500 0
C. PROFESSIONAL SERVICES 85 85 85 1,550 2,450 0
ADDITIONAL PROGRAMS
' 85 85 19,085 20,550 21,950 0
3'OTAL EXPENDITURES 310,910 339,661 358,584 173,661 361,431 381,305
• WAGES
SPREADSHEET
County Librarian 39,094 40,519 40,645 20,872 42,499 43,561
Assistant Librarian 23,199 27,791 21,633 7,897 19,711 30,567
Children's Librarian 22,233 23,124 25,106 12,379 25,423 26,059
Library Assistant II #1 22,351 22,551 23,480 11,525 25,308 25,941
Library Assistant II #2 25,240 25,349 26,378 13,015 26,702 27,37C
Library Assistant II #3 15,677 21,452 22,369 11,299 23,259 23,84C
Library Assistant II #4 23,163 22,412 24,235 11,950 24,563 25,17i
Library Assistant II #5 21,041 21,551 22,327 11,255 23,259 23,84C
Library Assistant I #1 13,477 13,242 6,364 8,007 18,309 18,76(
Library Assistant I #2 6,849 0 5,678 1,480 2,331 2,385
Office Assistant I #1 1,619 1,701 1,620 777 1,607 1,64;
Temporary Staff 311 0 0 160 783 80;
TOTAL 214,254 219,692 219,835 110,616 233,754 249,96(
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• DEPARTMENTAL GOALS AND OBJECTIVES
PITKIN COUNTY LIBRARY
BASIC BUDGET
PURPOSE: The Library provides an organized collection of information,
literature, and music for use by the community.
SERVICE DESCRIPTION: The Library is open to the public 66 hours a week.
Staff members aid the public in their use of the collection. Materials
are chosen for inclusion in the collection by professional librarians.
All materials are cataloged and classified to form an organized collec-
tion of knowledge. Patrons are registered and issued library cards in
order to borrow materials. Access to the collections of other libraries
is provided through interlibrary loan. The Edward Kettering Marsh
Memorial Music Room holds archives of the performances of the Aspen
Music Festival. Special programs are presented for children to en-
courage their use of the Library.
OBJECTIVES: On-going objectives for the Library are as follows:
Select, order, and process an average of 300 books per month.
Select, order, and process an average of 30 records or tapes per month.
Circulate an average of 6,000 pieces of material per month.
Answer an average of 20 questions per day.
• Present 80 children's programs. during the year.
Register 1,000 new borrowers during the year.
Provide friendly, courteous service to the public.
INDICATORS:
1981 1982 1983 1984
Total Number of Items Circulated: 67,857 63,207 64,788 71,250
•
• BUDGET DETAIL CALCULATION SHEET
OPERATING REVENUES
$18,900
CODING
11662 PITKIN COUNTY LISBRARY
99999 BASIC OPERATIONS
63281 Typewriter Meter Receipts $ 500
Public use of typewriters is now metered at a rate of 25c per half
hour. Since this is a new activity, the amount is a pure estimate.
2,000 half hours x $.25 = $500
63292 Copier Charges . $ 6,000
Public use of photocopy machine. Decreased by 40% from 1985 budget,
due to several businesses in town now selling copies for 5C.
40,000 copies x $.15 =$6,000
63902 Non-Resident Library Fees $ 600
Sale of Library cards to non-residents. Based on year-to-date activity.
60 Non-Resident cards x $10 = $600
64250 Library Book Fines $ 8,500
Charges for late return of materials. Based on year-to-date activity.
• 85,000 days of total overdues x $. 10 = $8,500 •
64252 Lost& Paid Books $ 950
Charges to patrons for loss or damage of materials. Based on year-to-
date activity.
95 items x $10 average = $950
69600 Contributions & Donations $ 0
Too random to budget.
69900 Other Miscellaneous Revenues $ 0
Too random to budget.
69911 Pay Phone Receipts $ 150
Reimbursement from Telephone Company for public telephone.
12 months x $12.50 per month = $150
93000 Sale of General Fixed Assets $ 2,500
Book sales of gift books not needed for the collection and materials
withdrawn from the collection.
3,000 hardback books x $.50 = $1,500
2,800 paperback books x $.25 = $700
•
BUDGET DETAIL CALCULATION SHEET
• OPERATING EXPENDITURES (NON-LABOR)
CODING
11662 PITKIN COUNTY LISBRARY
99999 BASIC OPERATIONS
82600 STAFF DEVELOPMENT $ 2,940
1) Meetings & Education
00615 Chandler, A. Kathleen $ 78
Glenwood Springs--Three Rivers Library System Membership Meeting.
Registration Fee = $10
Travel „5-5 miles x $.20 = $11
Meal per diem = $6
Trip total = $26 x 2 meetings per year = $54
•
Business Lunches
4 lunches x $6= $24
00000 Library Board Member $ 72
Glenwood Springs--Three Rivers Library System Membership Meeting
Registration Fee = $10
Travel 100 miles x $.20 = $20
Meal per diem = $6
Trip total = $36 x 2 meetings per year = $72 -
•
• 00000 Adult _Services Librarian $ 730
New York City--American Library Association Annual Conference
Registration Fee = $70
Travel = $400
Meal per diem $20 x 5 days = $100
Lodging $40 x 4 nights= $160
Trip total = $730
00104 Shakeley, Susan J. $ 730
New York City--American Library Association Annual Conference
Registration Fee = $70
Travel = $400
Meal per diem $20 x 5 days = $100
Lodging $40 x 4 nights = $160
Trip total = $730
00881 Gollon, David V. $ 260
Denver--Colorado Library Association Annual Conference
Registration Fee = $40
Travel 400 miles x $.20 =$80
Meal per diem $20 x 3 days = $60
Lodging $40 x 2 nights = $80
Trip total = $260
•
•
2-• 00 -2-
4000606
606 McArdell, Carol E. $ 140
Denver--Colorado Library Association Annual Conference
Registration Fee = $40
Meal per diem $20 x 3 days = $60
Lodging $20 x 2 nights = $40
Trip Total = $140
00033 Pielstick, Carol $ 140
Denver--Colorado Library Association Annual Conference
Registration Fee = $40 •
Meal per diem $20 x 3 days = $60
Lodging $20 x 2 nights = $40
Trip Total = $140
2) Subscriptions, Dues, & Memberships
01067 American Library Association
Membership to support lobbying and receive information $ 330
01104 Aspen Historical Society
Membership to support their activities and help in local
research $ 15
03321 Colorado Library Association
Membership to support lobbying and receive information $ 50
• 04023 Mountain Plains Library Association
Membership to support lobbying and receive information $ 50
07114 Colorado Historical Society
Membership to support their activities and help in local
research $ 30
4) Routine Travel
00606 McArdell, Carol E. $ 315
Trips to Redstone Library Station to pick up and deliver
books.
16 trips x 98 miles x $.20 = $313.60
82999 PURCHASED SERVICES $10,595
1) Professional Fees
06290 First National Bank $ 10
Accounting Fees
2) Advertising & Printing
1067 American Library Association--publicity $ 50
. 500 bookmarks x $.06 = $30
4 posters x $5 = $20
8159 Children's Book Council--publicity $ 50
-500 bookmarks x $.06 = $30
• 4 posters x $5 = $20
-3-
7580 Aspen Activities Center--publicity $ 50
• 1 ad in Children's Guide = $50
1717 Independence Press--interlibrary loan $ 90
• 3,000 mailing lavels x $.03 = $90
1517 Duplicators--publicity $ 545
2,400 film programs
500 summer reading club flyers
1,400 holiday program flyers
300 reading club cards & certificates
500 music room guides
1,700 guides to the Library
6,800 printed pieces x $.08 = $545
3) Postage & Freight $ 2,400
2358 U.S. Postmaster
Bulk mailing Permit = $45
900 packages x $.50 average = $1,350
930 postcards x $.14 = $130
3,977 letters x $.22 = $875
5) Phone Charges
1961 Mountain Bell $ 1,240
Phone bills 12 months x $103.33 = $1,240
• 8546 AT&T $ 960
Equipment rental 12 months x $80 = $960
7) Rental Services
2061 Pitney Bowes--rent postage meter $ 250
12 months x $20.83 = $250
6547 Denver Public Library--children's film programs $ 600
100 films x $6 = $600
6744 Morrison, Robert & Sylvia--Redstone Library Station $ 1,260
12 months x $105 = $1 ,260
8) Repair & Maintenance
7604 Richard Brown Audio Visual Repair--repair AV equipment $ 525
21 repairs x $25 average = $525
2111 Raymond's Office Machines--repair equipment not under $ 100
service contracts
3 service call x $33.33 average = $100
6523 3M Company--service contract for book detection system $ 865
12 months x $72 = $865
6094 American Bindery--rebind books $ 1,300
• Rebind 260 books x $5 = $1,300
-4-
83999 MATERIALS AND SUPPLIES $13,150
6) Program Supplies
4111246 Brodart $ 1,635
50 Sysdac ribbons x $3.50 = $175
40 Sysdac tapes x $20.00 = $800
2,000 Library cards x $.33 = $660
7604 Richard Brown Audio Visual Repair $ 520
200 cassettes x $.60 = $120
20 projector bulbs x $20 = $400
1468 Demco $ 90
3,000 overdue notices x $.03 = $90
1610 Gaylord $ 1,700
3,000 book jacket covers x $.05 = $150
5,000 catalog cards x $.04 = $200
2,000 interlibrary loan forms x $.10 = $200
50 rolls of laminate X $15 = $750
300 mailing bags x $.40 = $120
140 rolls of book tape x $2 = $280
3411 Highsmith $ 640
4,000 book order forms x $. 16 = $640
6200 Addressograph $ 90
• 30 foil ribbons x $3 = $90
6308 University of Colorado Libraries $ 300
3,000 programmable strips x $.10 = $300
00000 Hendricks-Data Films $ 1,020
8 rolls Fuiji paper x $90 = $720
4 cases toner x $75 = $300
6040 Quill $ 280
8 cartons dry imager x $35 = $280
2111 Raymonds Office Supplies $ 180
12 ribbons & tapes x $15 = $180
2179 Sandy's $ 95
Miscellaneous items (receipt books, ribbons, etc.)
1566 Faxon, F.W. , Co. Inc. $ 5,000
Periodical subscriptions for 150 publications
00000 Unspecified $ 1,600
Subscriptions to 50 periodicals not available through
subscription agency
•
•
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•
-5-
86999 CAPITAL OUTLAY $43,950
0 1163 Baker & Taylor $26,000
Purchase 2,000 books x $13 average = $26,000
4091 Baker & Taylor--continuation account $ 4,000
Purchase 200 books x $20 average = $4,000
1628 Gordon's Books $ 2,600
Purchase 200 books x $13 average = $2,600
3520 Unicorn Books $ 300
Purchase 20 books x $15 = $300
6031 University Microfilms International $ 2,750
Purchase periodicals on microfilm--continuation plan
7100 Liberty Music Shop $ 2,000
Purchase 250 records & tapes x $8 average = $2,000
00000 Unspecified $ 6,300
Purchase 200 books from publishers x $13 average = $2,600
Purchase 70 reference books from publishers x $50 average =
$3,500
Purchase 25 records from publishers x $8 average = $200
••
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forUsers
A Planning Handbook
fl ��,,,,..:;,..;.:4:: ” 1
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by Nolan Lushington & Willis N. Mills, Jr. AIA
4
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1979
Syracuse, New York
GAYLORD PROFESSIONAL PUBLICATIONS
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11
' Building on What
You Have:
Renovations and
additions
t
The public library movement in the United States
from 1880 to the 1920s was characterized by some of the
most expensive monumental architecture ever accom-
pushed on a national scale. Architects gloried in assign-
' ments that would leave such permanent and lasting
impressions on.so many minds. These libraries,whether
.s financed by prvate or public funding, achieved a high"
b:,
•
p`.'
level of use and stimulated a strong sense of emotional
til'
attachment in their users. Many of them have lasted
more than 40 years with ample room for books and
readers.
Many of these libraries were carefully and
thoughtfully designed.Bookstacks requiring very strong
structural systems capable of supporting live loads of 150
pounds per square foot (twice as strong as schools)were
located to provide well-organized book collections easy
to use and capable of expansion. Natural and artificial
lighting was planned to take advantage of the latest
technical developments, such as long flourescent lamps
ideally suited to bookstacks.Card catalogs were carefully
located where they could be used by many people and
where they were close to the books.Community meeting
rooms were almost always included,with seats and light-
ing suited to a multipurpose use.
Many of these buildings have been useful in com-
munities over an incredibly long span of time, con-
:. sidering the explosion of population and the many
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• s
changes in library use over this period. In determining 217
whether or not they should continue to be used as
libraries, it is useful to proceed carefully through the
process of identifying needs and capabilities. j
BUILDING ON WHAT t
Community and Library History YOU HAVE
r
When was the building constructed and what was
the population and nature of the community at that
time? How has the community changed during that
time? Describe this in 20-year phases. How has the
library met these changes in the community? How has
the building changed to accommodate new library ser-
vice requirements?When were additions built;how were
they added to existing functional areas? How have new
library functions been handled?
Present Library Situation
Describe the library services delivered to the com-
munity at the present time. Compare these with the
services delivered 20 and 40 years ago. How many people
enter the building each day? How do they come to the
library—by car, on foot, or public transportation? How .
0 hey use the library: Book circulation, reading, asking
stions, looking at films, listening to records? What k,
are the use relationships? How many children use the P
library compared to adults? How does this relate to the t`
population percentages? How does this relate to the
facilities—seating book collection? How do library users
relate to population distribution? On a map of the town,
locate the library and draw a two mile circle around the
library location. Now locate library users on the map. Do
most library users come from the immediate area? How
does this two mile circle relate to town population clus-
ters, transportation, and shopping centers?
Future Library Needs
Estimate the population in 20 years. Determine
the net books added to the library each year,multiply this
by 20.Estimate the number of empty book spaces on each
shelf and the total number of empty book spaces in the
entire library. (About 5-10 percent of the book spaces
must remain empty in order for books to be efficiently
shelved without having to shift large parts of the collec
•
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d;
tt
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3 • - ?x4
y .; ,' a '� '" .44X,14-:',40`' ,: iy"vc�,ice, ,`l Y 4 ",'' "'i t.:,,,gym..,,y 't- sr':''� '.-, :, tt gr. $4.4 "4,, , a".'s2,,,. "baa "°'io,,,,.0,.,,,,;,-4-716a;, 'I+. ':.
�•' :• f ''''!":'*,:4 's "- x ...a rua,r f *""1 Y77: t#, ' t M a 44i,,,, "Pt - .1.-4°'^':-,/, ..;� r .�t''°. C ',sem,",
-,
218 tion to shelve just a few books.)This basic calculation will
tell you how many new book spaces will be needed in 20
years at the current rate of growth and discard. Sample
the collection for frequencyof use by randomly selecting
F5 LIBRARIES DESIGNED 400 books from the shelves to see when they last circul
FOR USERS ated,and to indicate whether or not the rate of discards
~ can be accelerated, thus postponing the need for more
i ,
book space.Determine how often most of the seats'n the
library are in use. Estimate the number of seats required
in 20 years by dividing the population by 1,000 and
multiplying the result by 5.A town of 20,000 should have
Y 100 seats for children and adults, exclusive of program�' seats.
#, By visiting other libraries, reading library litera-
I ture and consulting with other librarians, determine
what new services and facilities should be considered for
library expansion. These might include:
!`. Cassette players and duplicators.
i Films-16 mm and 8 mm with projectors and screening
areas.
'
Video—tape, cassette, disc—and players.
Video and photo reproduction equipment and facilities.
Micro films, fiche—readers, reproducers, and storage.
Computer data bank terminals.
Additional program facilities and art exhibit areas.
After preparing information on facilities to con
Sider, assess community resources already available for
l any of these functions—other program rooms in the
community,art facilities,technical and school libraries—
and their accessibility to the general public.
t
4. Community Capabilities and Attitudes
Identify community leaders interested in library
expansion. Create an expansions committee with the
objective of determining community capabilities to sup-
port various options in library expansion. Inform these
leaders of the expansion information developed above.
Work with them to develop a library program that is
realistic for the town, remembering that it will take
several years to build community support and that this
must be done by carefully informing the community
,�� about its information needs that could be met by an
expanded library.
F
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•
Using the Existing Building 219
Examine the capability of the existing building to
support expanded services: i
Are there empty spaces or little used areas? BUILDING ON WHAT I
Can little used services be eliminated or consolidated? YOU HAVE
Can compact storage be used for little used books?
Can technical services be purchased, such as commer
cially processed books?
Can materials be stored in microform?
Can administrative areas be reduced?
Can the building accommodate handicapped users and
staff?
Can the electrical services be expanded and new wiring
installed in public areas?
Can the building structure support the weight of addi-
tional books?
Evaluating Alternatives
The information collected should now be
organized in a factual report indicating present and fu-
ture needs, community capabilities, and the adequacy of € sT
fisting physical facilities. This report should clarify a
11,:i, ,,
umber of basic issues that may never be faced if they are
clouded by early discussion of particular plans for an
addition or renovation or discussion of the suitability of a
particular building for library pruposes. With these issu-
es resolved, it now becomes possible to examine a num-
ber of service alternatives in connection with their
suitability for accomplishing the program:
Site Evaluations
Transportation,shopping patterns,and neighbor-
hoods may change considerably over the 40-year life of a
library building. So the site of the existing building
should be carefully reexamined before determining its
suitability for an addition:
1. Is it in a location where people will go for a variety of
reasons?
2. Is it large enough for the present contemplated addi-
tion,and can a further addition be accommodated 20
years from now? Is it large enough for parking? (100
parking spaces require roughly an acre of land.)
•
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220 3. Is it convenient to public transportation?
4.Will site work require rock excavation?
`. 5. Does the site permit a variety of solutions to the
addition, or does the site restrict an addition to only
LIBRARIES DESIGNEDone e location?
FOR USERS 6. Is the areapossiblchanging?
5,-„. 7. Do mtowosnt library users live nearby?
8. Do ridents dive closer to this area than to
other possible sites?
9. Would other sites be more convenient for Iibrary
1
users because of roads or mass transportation rou-
. 10. Is the configuration of the site convenient for library
users? A sharply sloping lot will be laborious to climb
to get into the building.
One-story Addition
Functional relationships-will determine whether
or not the shape of the enlarged building is convenient
for the public to use and economical to staff. A square
. • , building with a multistaff area in the center will yield the
shortest distances to various services and materials with-
in the building, while permitting staff members to help
the public most easily and to control and supervise all
activities within the area. If the building is oblong, parts
` of it will be less accessible and more difficult to control.If
;. an addition is added to a square building on only one side
e most el solution), then e bbe-
comes oblong andconomicaparts of it become lessthaccessibluildinge. The
question(thimmediately arises:What services and materials
will be in the least accessible area?
Multistory Addition
A single-story
accessiblthbanuildaof ,000 quafwill
' be more e two-storing10
y buildisng re of 10,000
frerlibto climb stairs or
i t
wait
square foreet an ethlevatoratqui
toes reach somerarypatrons services. In addition,
wbe less apparent to people uonly
,
the main services floor andill will be used less than similarsing services
availae on the main flSiaff members
workingblremotely fromoor.their supuperviservisorsonof wst
effective. ill also be less
Materials will have to be transported vertically,
l
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requiring more staff and public time for this transporta- 221 ,
tion. Cataloguing materials will be more complex in a
two-level building, since decisions will have to be made
about locating each item and this decision communicated
in the card catalog. BUILDING ON WHAT
Public self-service in a library building is much YOU HAVE
more difficult to structure in a two-level building, since
the location of materials is not immediately apparent but
must be communicated by signs. Operating costs of
elevators and maintenance is very costly. Decisions re-
garding location of services on the upper floor of a
building addition are complex. Here are some basic ser-
vices that can be located on an upper floor:
Program Services. If program services are to be lo-
cated on an upper floor, a separate elevator entrance
must be designed that can be opened when the rest of the
building is closed,so that library materials can be secured
while program facilities are open. However, when pro-
gram facilities are used during the times that the library
is open,the regular staff should be able to control access
to these facilities. These conflicting requirements make
successful design difficult. Many program facilities are I
multipurpose rooms that could be used for art exhibits
ed even for library study rooms at busy times of the
r.If these facilities are located on an upper floor, they
cannot be supervised by regular staff, nor can they beI - * - ' -::
,
functionally related to other library activities, such as is
reference book collections or media viewing areas. Pro-
gram services should be closely related to such activities
as childrens story hours or adult education programs.
Libraries can seldom predict how many people will attend
their functions. It is difficult for staff and public to make
quick decisions to use program areas if they are located ,_
on another level.
Children's Services. Often,children's services are put
on a different level from adult services because the
clientele is easily differentiated from adults and behavior
is often noisier and different from adult behavior.
However, many children can use adult materials at an
early age, but they will be less likely to do so if they
cannot gain easy access to those materials.In our present
type of use, children coming to the library are usually
accompanied by parents. If the children's area is not near
the adult area, adults will not be able to use their mate-
rials while the children are using children's materials. In
even the smallest libraries,children's and adult staffs are
• i
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„ -" 222 quite separate. In some cases, this does not result in the
best service because there is not sufficient understand-
ing of materials and service patterns that would be
mutually useful. For example, many simplified explana-
-,:„ LIBRARIES DESIGNED tions for adults may be found in childrens books, and
A FOR USERS many children's reference questions require adult mate-
rials to answer.Nearby physical locations would enhance
both types of services.Staff economies in circulation and
processing routines can result from close coordination of
children's and adult services—coordinated sending of
overdue notices and registrations, for example.
Media Services. Comparatively new media services
are often located on another level. Hours are often
, t r curtailed because there are insufficient staff to operate
'` both levels of the library.Referrals from one medium to
�- i another seldom occur when they are physically separ-
ated. The basic concept of the full service library is one
that envisions the library user being given a wide range
of opportunities every time the user comes to the library.
If an artificial vertical barrier is placed separating library
'" h, services,the user may never learn to think of media as an
integrated physical concept.
Scale and Size
Libraries serving 50,000 people or more will re-
x quire buildings with more than 25,000 square feet of
, space. At this scale, a single-story building begins to
` defeat its basic purpose of integrating library self-service
s, :I concepts. Someday we may come to realize that no
library should be that large and that the optimum library
`„ size is 20,000 square feet on one level. Libraries of that
size fit the human scale and can be understood and used
4 effectively by most human beings.
r The only argument for larger libraries is better
service and materials—more specialized staff and a wider
4 range of choice—but perhaps the occasions when most of
us need that wide range of choice are comparatively rare,
and perhaps we would obtain better service on those
,i occasions by contacting a network through the smaller
1 service outlet that is more familiar with our needs.
Networking and electronic access are, however,
probably at least ten years away,so regional libraries and
major city libraries will continue to expand and to serve
large segments of the population.These large, multisto-
ry service agencies with specialized services require
ts
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t:
buildings designed in modular formats with extremely ,223 !
able electrical and partition systems,and an alternat-
of service areas so that staff and public can use a wide
range of materials and store these materials nearby.
Most large library additions have not related usefully to BLILD!NG ON WHAT
their original building design, yet they still have been You HAVE
i ,
able to achieve this flexibility.
Incorporating Old and New
Buildings designed as monumental structures
tended to be built around large rooms with a great deal of _
cubic area,with high ceilings and great distance between
support columns. The basic nature of libraries envi- i'
sioned by these designers was that library buildings had
three important basic functions:
1.Storage of books requiring modular column design to
support the great weight of stacks. Stack areas were
set aside from reading areas because of this dif-
ference in their support system requirements and
were often not intended to be available to the public.
Since they were not used intensively,the aisles were
narrow, light was dim, and they were noisy and ,*
uncomfortable.Today,stack areas need to be accessi-
ble to the public with wider aisles, better lighting, ;
better ventilation, and with convenient seating near- - , ,,
W.by. -
Reading rooms were wide open, high-ceilinged areas,
which were not strong enough to support the weight
of books in any quantity. They were lit by natural
i. '
light. Now these reading rooms should be closer to
the books, well-lighted because they are used mostly
at night, and with comfortable seating because they
are used for long periods of time.
3. Check-out and staff areas to control the flow of books
were near the entrance,not near the reading or book
areas, and were very large to accommodate the book -
cards, book storage, and slipping areas necessary for
circulation control systems of that time. Now much
smaller areas are needed because of automated cir- _
culation systems.
Building an addition to these large buildings big g'
enough for 20 years of new materials requires an entirely '
new design concept that recognizes the changing nature
of libraries and information. This new concept is the
4;44
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224 information center library, designed toplace
oplace the li-
brarian at the center of services. How can this informa-
tion center, with its requirements for computer
terminals,film projectors;and a wide range of reference
LIBRARIES DESIGNED services and books,be fitted into a large library building
FOR USERS designed to break library functions down into separate
areas for books, readers and staff? This will, of course,
,:" depend on the actual building in question and on the
money and technical skills available todesign and build
the addition.
Bookstack access must.be controlled but conven-
ient for the user and the staff. Recently introduced theft
detection devices and television monitoring systems
make this much easier than it was ten years ago. New
computerized circulation control and inventory and cata-
'}° loguing systems make it possible to have instant staff and
public access to book information in a widely scattered
bookstack area. Computerized catalogs make it possible
$. to gain access to cataloguing information at many dif-
µ._
ferent areas in a multilevel building.
Summary of Addition Considerations
r . Relationship to existing structure:
. ,, :; Y. What are the site Iimitations to adding to the build-
` ing?
2. Can there be a single, convenient entrance for users
Mfr arriving by automobile and on foot?
3. If there are two entrances, can they be controlled
from one internaI location? Added control stations
mean added operating cost.
4. Can the existing bookstack area be added onto in an
addition, or will the bookstacks be in several loca-
tions? How do these locations relate to the size
requirements for various parts of the book collection
in 20 years? For example, if the existing bookstack
will hold all the new fiction books for 20 years in
addition to the present fiction collection, it will be
more convenient for the public to use than if there
"'. has to be a split in the adult fiction collection.
x V . 5. Will the existing building fit in reasonably with the
functional area requirements for any of the new
service areas? Often, old buildings are used as staff
support areas with the addition designed for public
service. This may be a useful solution if these areas
provide good staff supervision in the public areas and
3
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le
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225 r`
II are related in size to the program needs for staff
support areas.
6. If both old and new buildings are used for public
service, will they be easily accessible from one an-
j Other?
YOU HAVE
BUILDING ON WHAT
1 7. Can similar functions be accommodated on one floor
or will functions be split onto several levels? Will the
existing building plus the addition be large enough to
accommodate all adult services on one level?
8. If single functions must be split, how can they be
controlled?Can the staff see other levels(mezzanine,
closed-circuit TV)?
Mechanical systems considerations:
1. Is the existing electrical service adequate for the
existing building? For an addition?
2. Do the existing boilers have surplus capacity? I
3. Will the old library be more expensive to heat and '
cool with an addition than a new building?
4. How expensive will it be to improve the lighting
system in the old building?
5.How will the old building be cooled? Can this be
controlled well?
6. How will the old building be protected against fire
• and smoke? Can an alarm system be installed inex-
pensively? y
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•
Austine: And I'd like to turn the meeting over to you.
Nolan: Thank you.
Austine: And could we hold questions until the end. Maybe just let Nolan
roll through it, and then, if you have anything you'd like to address, we
can do it at the end.
Nolan: Well, I'd like to go through the process that I went through and
that we all went through this morning with you and walk the process through.
Then I'd like you all 'to ,hold your questions until we have everything out
on the table--the process out on the table. Then I'd like to try to answer
your questions.
Basically, the way I understood my job was to read a lot of the material that
was sent to me in advance. And there's a wealth of material on this job
dating back to the late 1970's. There's some wonderful documents. I think
that the Community Analysis that Foxie Kirwin did is one of the best I've
ever seen and very thorough. A lot of very helpful information for me in that.
And I think that the program that Kathy did is also excellent--very few
changes or corrections in the basic program. She's got everything there,
and the basic interrelationships of the building are really spelled out
very well. So, I had a lot of good material to start with.
And, then of course, the kind of interesting back and forth history of all
the different alternatives that have been considered over that period of
time that I've tried to get sorted out in my mind.
And then this morning when I came, what I basically wanted to do was to talk
with first the staff and then the members of the Board that I met with
this morning about what the service objectives for the library should be,
because everything needs to flow out of those service objectives. And we
more or less, I think everyone pretty much agreed, that the major objective
is access to the building--making it as easy as possible for people to
come into the library building. And that has a whole lot of ramifications.
Not only for the handicapped, but also for people who are elderly, people
who are injured temporarily, that all these people need to be considered,
and if you make it easier for the handicapped to get into the building,
you're really going to make it easier for everybody to use the building.
And lead really to the next objective which is increased use.
So better access leads to increased use. These are the two main objectives.
And in terms of access, you obviously don't want any steps getting into
the building.
• Once you're in the building, I think the important thing is that there be
no steps to get to the materials. It's okay to have--if you duplicate
-2-
services--for example, if you have carrels or tables on one floor, you can
• have carrels or tables on a floor above that without providing elevator
access, because people don't have to use an elevator or stairs to get to
them. But materials that are unique, you can't put all the nonfiction books
on a floor above the entry floor, because then you're really making those
materials inacessible to a certain percentage of the population, either
temporarily or all the time.
Easy opening doors--I think you want to be able to get into the building
easily without straining or pulling on a door.
You want to be able to find the library easily. You want to be able to
identify it and find it in the community.
And I think it would be good if you were--I think access, part of access,
is having the library in your mind. Passing it, and identifying it in your
day to day travels around the town. I think that's a very important consid-
eration in terms of increased use. Being reminded of the existence of the
library by a sign or a good location that you pass in your everyday travels.
Then parking--at least fifty per cent of the people come to the library
by a car now. And I think if you had better parking, probably that percentage
would actually increase. And a lot of studies have shown that if you don't
provide parking, basically your catchment area for people who use the library
is going to be much closer to the building than if you have parking. If
you have parking, you extend that catchment area. You get more poeple to
• come into it, and again you increase use.
And then you have to be able to get from the parking lot into the library.
And once you're in the library, there are some basic interrelationships
within the building that are important, that are kind of back and forth
sorts of things that you do. For example, if you don't--if you're not just
browsing, and a large percentage of people are just coming into the building
to get a good book to read, and those people should be able to find their
new books very close to the entrance. In, grab a new book, check it out,
and then leave the building. But, probably half the people coming into
the building aren't here just to browse, but are here to find a specific
book by author, title, or subject. And then you get into the relationship
between the "look-up" place--the card catalog, or a terminal in the future--
and the shelves. Are those closely related?
And, again, you begin to see, in this library, some of the breakdown of
that relationship, because most of the books, for example, in this library
that you look up in the card catalog are not on the same level that the
card catalog is on. They're upstairs and you have to, often there's a lot
of back and forth, because you go look for the book. Often the book is
not in. You have to go back to the catalog, look for another book, go back
upstairs. And one of the objectives has to be to make the process as easy
and quick and simple for people as you can.
• The restrooms: you want to have restrooms that are accessible and easy
to use for handicapped people.
-3-
• Now, as far as the increased use is concerned there basically are a number
of uses for the library, and I'd like to go over some of those with you.
Library roles--what role the library plays in the community, because some
of them are pretty obvious, and others are not so obvious, but they're all
related to the services and the books that the library provides.
The free bookstore is the one we're all kind of familiar with. The library
as a free bookstore. It's a great place to come to get any kind of the
material you want for reading.
The second is a children's door to reading. It's the first access point
that a child has to reading material. And sometimes before a child can
read, they come to the library to look at picture books. There's that first
child's experience with education and with reading.
And one of the great things about the public library versus the school library
is that it's the child or the user that controls. In the school it's the
teacher or the curriculum that controls. In a public library it's the user
that controls that experience, and that's basically--I started out as a
school librarian and that's why I'm a public librarian now. Because I found
that the relationship that develops between the librarian and the user,
to my way of thinking, is a much better one in a public library than in
a school library, because in a public library it's the user that controls.
Not the person that's running the institution.
• The third role in the library is the library as an information center--
a place where you go to look up somehhing. Simply to use an out of town
phone book, or, more complicatedly, to get an answer to a life changing
question that you may have. If you're going to change your career, you
come to the library to find out a little bit about that other career.
The library as a people's university is an old fashioned and rather tradi-
tional role that is maybe not as highly developed in this country as it
is in England. But, still, in this country there are a lot of people that
really have basically educated themselves by using the public library.
The library as a community center--a place to go to listen to programs,
put on lectures, have conferences, group activities, look at films.
And, finally, the library is a part of a recreational facility for the town--
reading mysteries, get your mind out of your own troubles, your own problems
and recreate your experience.
So those are all roles that are part of these service objectives. And they
all have to do with books and seating and the location, making it easy for
the library to be used.
Now, I'd like to then talk about what a new library will do for those roles
and how a new library would be defined--designed, and what it would look
like to perfectly fulfill those roles.
• A new library would be planned as an organic, kind of growing institution.
That is, a library is planned over at least a twenty year period of time.
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So that, if you had a new library, you'd be planning it for at least that
• twenty year growth and probably a period even beyond that. Just as this
library was planned for a twenty year designed growth.
A new library would offer all of the material services on one floor that
were related. For example, when you come to a library to look up an answer
to a reference question, a person comes to the library with the answer to
that question. The smaller the library, the more frequently that that question
is answered not just in the reference collection, not just in the encyclo-
peadias, but in the non-fiction collection. So those two collections, refer-
ence and non-fiction, should both be located near one another on the same
floor, and near a librarian that helps to answer those questions. And that's.
how a new library would be designed. '
A couple of interesting things about this library, about the way in which
people use this library, that is quite different from my familiarity with
the pattern of libraries of this size--and one of the most startling ones
is that in libraries that serve about 15,000 people, it's almost axiomatic
that there'll be more circulation of fiction than non-fiction in the adult
area. In this library is exactly the reverse. There's more circulation
of non-fiction than there is of fiction. Obviously, the role of the library
as a recreational facility is not as important here as the role of the library
as an information center.
And, therefore, I would flow from that to design a building in which the
reference and non-fiction books were the first things you saw when you came
• into the building. The non-fiction collection would also be much larger
and it is almost always larger than the fiction collection. And the dynamic
of that is, as the library grows, that percentage increases in favor of
non-fiction. So a library, when it's twice the size that it is today, the
percentage of non-fiction to fiction will probably be three times as great.
And that would be possible in a new building.
Handicapped access, of course, would be designed into a new building so
that it would be easy for people to park their car, get into the building,
get their materials, get out.
A new building would try to minimize--would be built for staff efficiency.
And what that means, is that, in a library of this size you really don't
know what the people coming into the front door are going to ask for. What
kind of materials they want. And when you have a staff of ten, and you're
open the incredible period of time that you are--66 hours--that means you
have three or four people in the building. If those three or four people
are spread out in four different places you may get five people coming in,
all wanting to check out books at one time, but with the four librarians
in four different parts of the building only one librarian--one service
member--handles the needs of those five people.
With the new building,. where the reference and service points are closer
together, the staff can interchangeably--two or three staff members could
help check out books for those five people, or if there's reference or information
• help, a couple of people could go over and help handle the four or five
questions that were being asked.
-5-
Obviously, that pattern of use changes during the day. In the morning,
• everybody's returning their books. Later in the day, most people are check-
ing them out. That flexibility is possible in a new building with one or
two service points relating closely together. It's more difficult in an
older building where materials are on different levels.
The work space, the staff work space, should be closely related to the public
service points, so that staff that are working on behind the scenes work,
typing catalog cards, or pasting book covers on, or something; those people
can come out during busy times and help the public to answer their questions,
or help them check out books, or whatever public services are needed at
a time when it's busy.
Computers and terminals--obviously the library, as we were talking at supper,
and the library is headed very strongly into a computerized program. Your
present circulation system is very cumbersome, very time consuming of staff,
and as the use of the library grows, you want to minimize the effect of that
use and the requirements for additional staff by automating. And it's going
to be very difficult to automate in an older building where the terminals--
it's very difficult to wire the terminals and set up the wiring for an auto-
mated set up.
So there are a lot of reasons why a new library would really have a set
of advantages.
Now, I'd like to talk about, having talked about that, I'd like to talk
• about this building. About the building that we're in now with the service
objectives in mind and what a new building would provide. And, I think
we can all see from what I've said that the building that we're in right
now was a beautifully designed building for a small community. In fact,
if you really take a look at the percentage relationships and think back
to 1965 when the population of Aspen was 2,000, and think what a building
was provided! You know, the building was 8,000 square feet, designed when
the population of the town was 2,000. And whoever was in charge of that
activity was an incredibly fine, fine planner. They really did a super
job in thinking ahead about what kind of building would be needed for Aspen
for a long period of time.
A lot of libraries that have experienced--a lot of communitites-- that have
experanced the kind of growth that Aspen has experienced have run out of
library space in five or six years. And you've been fortunate enough to
have a very fine library that's lasted a long period of time.
And the building is not just an average building. It was designed in that
kind of sixties style where you had interconnected spaces within the building
that you could see from one space into the other. The building flowed kind
of nicely from one level into the other.
But, there are certain difficulties with the building that are pretty evident.
Starting right from the site. The site is not your ideal library site.
The ideal library site would be an area where people go for other reasons--
go on foot for other reasons, ideally near--very close--to a heavily used
retail center. And there really--
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. You know when I looked at a map, and looked at the location of the Aspen
library, I said, "Wow! No problem. This is a great location for a library."
But when I came here last night, and started walking around town, I realized
it didn't really work out that way. That for some reason the retail points
really drop off about a block either side of this location.
And you're across the street from a park which is not a retail center. So
it's not as good a site as it looks, although it is still a good and acceptable
site, it's not an ideal site.
There's no parking. There's no dedicated parking, so people coming from
out of the one mile catchment area really don't use this library very in-
tensively, because it's very inconvenient to park and get into the building.
The other thing is that the lighting is very poor. The lighting level;;
are unbelievable. I brought my camera to take some pictures, and I had
to use flash. Normally, I have a pretty fast lens, and normally I can use
that lens in most libraries. And you can't in this library. The lighting
levels are about one third what they really ought to be. Especially in
the reading areas. The best lighting in the building is the place where
you don't really need it. Right in this room.
The lighting in the bookstacks and the lighting--and you can see what they
had to do. They tried to supplement that lighting by putting lights in
later on, and even those lights really don't relate to the activities taking
. place under the light. If you look at the pattern, the pattern has nothing
to do with what's going on underneath it.
There's no handicapped access. '
There's a poor arrangement of the card catalog and books. And the location
of the books does not flow from the use of the books. Because the majority
of the use is in the non-fiction, and that's 'a much less convenient location
than the fiction books. Fiction books are located where it's easy to get
at, but we know from our use studies that more poeple use the non-fiction.
There's no insulation in the building. It's a very energy inefficient building.
The staff work facilities are in--I can't say anytii g except they are intoler-
able. If you had a union in this building, people would not work in the
places where they have to work. There's no ventilation. There are no windows,
and you have people working a forty hour week, eight hours a day in closets.
Really, literally, the rooms are closets.
The staffing is very inefficient. You have four seperate staff stations
in the building that have to be manned in order to keep all the services
open. And sometimes they're not manned, and the services, as a result,
during those times the services are not adequate in the building. People
can't use some of the building services. Even though the ground area covered
is relatively small. It's only an 8,000 square foot building. You ought
• to be able to handle it with only one or two staff members. But you can't
handle it unless you have four. You can't even handle it with three.
One thing I'd like to ask you to think about, in terms of looking at this
building, is to go up when we're done with the meeting and think to yourself,
you know, the circulation of this library is 70,000 books a year. 70,000
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. books go out. 70,000 books come back. When a book comes back, in order
for the next person to find that book, it has to be put back on the shelf
in the proper sequential order.
That sounds kind of simple minded--sure, we can do that. Try to do it!
Go upstairs, and take a book, and try to put it back on the shelf. It's
literally impossible in this building. I don't see how anybody can say
you don't have a problem--you don't have a shelving problem--or, you don't
have a space problem when you can't put books back on the shelf. That's
a pretty fundamental library requirement, to be able to put a book back
on the shelves, but in this library, you would have to move--literally move--
hundreds of books in order to make room to put a book back on the shelf.
So, it's a real problem with the building.
The furnishings and carpeting are worn.
The place needs painting. And, you know, that kind of routine stuff. But
let's talk a little bit about what you can do.
Some of those things may seem like they can be cured by expanding the building
or doing some internal renovations. So, obviously one of my jobs was to--
I think I ought to say a little bit about my background in library consulting
work. I've done about fifty jobs in the last fifteen years. My work is
almost exclusively in the New England area. In New England, you do not
build a new library. You add on to your old library. And the majority
of the work that I have done has been in additions. So that my prejudice
when I come into a job and look at a library is to first say, "Hey. I am
going to add on to the building. How am I going to do it?" And that's
the way I carne to this job this morning. I said, "You know, way over 60%
of the jobs I've been involved with are additions, so the first thing I
have to do is to figure out how to add on to this library." So, I tried
to do that, and, naturally, the first thing you want to find out if you're
going to add on, and you're a planner, is you say to yourself, well, how
many books are added to this building each year? And the answer is about
3,000 net additions.
You discard a lot of books, which is very good. The quality of the library
is basically related more to the books that are discarded than the books
that are added, because if your library's cluttered up with books that nobody
uses, people get a very poor impression of the building. And you have a
deamon weeder in Kathy Chandler. You know, she's a whizz-bang weeder, and
that means you have a good library. A very good library. Very good books
that everybody wants to use. You don't have any junk or dead wood on the
shelves.
In the Community Analysis we found out, for example, that over ninety per
cent of the books in this building have circulated in the last two years.
That's a very high percentage, because most libraries I go into, it's 90%
in four years. Here, it's 907 in two years. So you don't have any books
411 that really can be discarded. So that you can't make room for those new
3,000 books by throwing out books that nobody uses. Now, that's the first
thing I had to find out. And that's not a solution. In many cases, it
is.
-8-
• The first library consulting job I ever had, was in a library where over
50% of the books had not been used in ten years. And in that library job,
I thought it would be my last library consulting job, because when I was
done, I said to them, "Just weed the books. You don't need a new building.
You don't need a new addition." Right? And they were pleased with the
solution. It was a nice, easy solution. You can't do that here. The books
are used regularly. You can't weed.
•
And you're getting 3,000 net new books a year. Now to visualize what 3,000
books are like, go up to the fiction part of the library and look at those
rows, those ranges, those big ranges of five--fifteen feet long--with books
on both sides. You have to add two of those fifteen foot long ranges every
year to accommodate the books you're adding.
So, the message I'm giving you is that unless you add shelving to this library,
as of the first of January, books will be on the floor. In many, many places
in the building, books are going to be on the floor.
Now, what can you do about that? Okay. There are some things that can
be done. And we went through a list of them. In the building, without
adding onto the building. And we looked at, for example, you have very •
wide aisle spaces. Beautiful. Very nice, because two people can bend down
and look on the bottom shelf without bumping bottoms. And that's kind of
nice. In most libraries, you can't do that. But if you were to sacrifice
that, push all the ranges close together, which is a big job, because it
• means moving all the books off all the shelves, and buying a whole new section,
and putting it in--a whole new range, and putting it in--if you did that,
if you went through that whole exercise, you could get one more year of
growth. 3,000 more books capacity.
It also would be possible to add sections onto each range. Extend from
five section ranges to six section ranges. If you did that, you could get
roughly another half a year of growth. Because, you can't add on to the
ranges up on the little mezzanine. You can only add on to the ranges on
the main floor. If you did it on the mezzanine, you would have no room
to walk back and forth to get to the ranges.
And if you did that it's a bit of a problem, and I'm not sure that it's
structurally possible to do that, because I don't know too much about the
structure of this building, and you would be well advised to get the advice
of a structural engineer before the location of any of these large ranges,
because they're fully loaded, they're very heavy, and this building is basically,
as far as I could tell, is a masonry foudation wood building that may not
be structurally strong enough to put books just anywhere in very heavy quantity.
But it might be possible to do that, to get two years of growth that way.
There's some odds and ends. You can move some hanging pictures. You can
fill in some books near the reference collection. You can do kind of odds
and ends that might give you up to three years.
. If you stretched it and really crammed every nook and cranny in, and you
started doing musical chairs down in this level, by moving the Music Room
into this room, and moving the Children's Room into the Music Room, all
of which is barely feasible, and would take a lot of time and money, you
-9-
might add another year. You might get four years of growth in this building
without adding on to the building.
But, of course, in doing that, you would be incurring tremendous expense,
and you would be making the building less and less easy to use. So, you
would be running exactly counter to the objectives that we stated at the
beginning. And you'd be spending money, essentially, to make the building
less easy to use, which does not seem like a very intelligent approach to
planning. You'd be buying only four years, and at the end of that time,
you would have to do something.
Now, of course, it would be possible to physically make a major addition
onto the building. There are huge political, zoning constraints--all kinds
of deals that need to be worked out with Mountain Bell and shifting parking
lots, and doing things like that, but it might be possible to add onto the
rear of the building.
I would be very opposed to doing that. The reason is that that addition
would only last you about ten years. You might get an additional ten years
out of that addition.
I think, more importantly, I think a clear understanding of what this building
is about, and what your counterparts did twenty years ago would really mitigate
against that. This building was not planned to be expanded. It's not that
kind of a building. It's built to be of a piece, and to work in the way
• it works as a building in the way the spaces relate in it. When you start
tearing it out, and redesigning it, unless you can get an architect that
works in the same genre, and really understood what the building is about,
and even then, I really don't think it can be done well. I think it will
be a patched up, ineffective job. I don't think it will satisfy that objective
of making it easy to use, and accessible. And I don't think it will increase
the use.
I think more important than any of those things, is that you have an incredible
opportunity here. You have almost the perfect, ideal library site just
sitting there waiting to be used. And that's the Rio Grande property. It
fulfills all of the requirements of an ideal library site. It's right across
the street from a major retail shopping center. It's right on the crossroads
of the town, one of the few bridges going over to the other side of the
river. It's large enough so that you can put the library on it, certainly
in two floors without any trouble. It's expandable. Not only could you
get parking on site, but you could' also use the parking across the street
at the retail shopping center. People could park their car, shop, and then
come across and use the library if your library parking lot were filled.
So, I think that you could have a beautiful building there, and I'm sure
that that property is, I'm sure, undergoing, and has undergone a lot of
planning, and I'm sure that if you don't make a powerful move to get that
property, it may not be available a year or two from now. If you sort of
say, "Well, we can patch up this building and get along for four years,"
come back four years from now, that property's not going to be available.
• There are really very few other sites in town that would--I don't think
there's any other site that could match that objective.
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The other thing I really liked about that site was a detailed kind of thing
• that I got from walking around town. And it may be kind of a little on
the selfish side. And that is that the way I see this town, you have a
kind of tourist, transient center. And that'-s kind of the part of town where
I was staying. You have a lot of restaurants around there. You have one
little grocery store, but it basically looks like a tourist part of town,
transient part of town.
•
But you get down into that market area, and to that bridge across, and it
seems to me that that is' more of a resident part of town. There are more
residents who would be inclined to be in that location and use that part
of town.
Another great thing about it is it's very close to your present site. It's
only about two or three blocks from your present site. It's always dangerous_
to move out of a site and move to another location.
It's not as--I think it has some disadvantages. It's not on Main Street.
You don't get probably as much vehicular traffic on that cross street as
you do on Main Street.
On the other hand, this building is not very identifiable. Kathy told me
a wonderful story about her coming to apply for the job and having walked
past the library three or four times before she could figure out where it
was. She knew the address, but she couldn't find the building, because
it didn't look like there was a building there. It didn't look like there
• was a library there. The building does not look like a library. It looks
like a residential building.
And there's no signage. There's no lighted sign. Nothing that tells you
when the library is opened or closed. There's nothing that really identifies
that. So you lose the advantage that you get, that you would otherwise
get from the vehicular traffic passing the building and being reminded of
its existance.
I think the other problems--and of course the major p ':Qblem with expansion
of the building is that I don't think there's any question but that it would
be more costly to expand this building than it would be to build a new library.
In the first place you would have to acquire a site to expand this building,
whereas the Rio Grande site is already owned by the town.
You would have to put an elevator into this building which would cost about
a hundred thousand dollars minimum. And it would be very difficult to
put an elevator in this building. The building wasn't designed for an elevator.
If you put an elevator in this building, and you put a two story addition
on the rear, the same elevator could not serve both the rear addition and
this addition, because the way the floors in this building are lined up,
there's only one place you could put an elevator that would serve all--
three levels?--four levels. And that location would not be in the same
location that would serve a two story addition on the rear. It would be
impossible to locate an elevator that would serve both the present building
• and a two story addition. Impossible. It would be some kind of a miraculous
device.
-11-
• So I think the costs, I think the staffing in this building--you would have
a long, thin building, which would be difficult to staff, difficult to operate,
difficult to use. And, I would strongly advise that you build a new library
on the Rio Grande Site as soon as possible.
Chuck: How big is it?
Nolan: Twenty thousand square feet.
Chuck: The new one?
Nolan: The new one. Now I think that that, I will say, however, that there
really are three options. One option would be to build a twelve thousand
square foot building, and then plan to expand that building in a specified
period of time, within ten years. That would be the least costly option,
but not the one I would favor. The second option would be to build the
entire twenty thousand square foot building, but don't finish or furnish
it--the whole building. Only furnish part of it. That would be the long
term most economical solution. And that would be the one that I would recouunend.
I guess there's a third solution would be to, of course, build the entire
building and furnish it and do the whole job, but it would be more costly
to do that than the money you presently have in hand. The money you presently
have in hand would build the twenty thousand square foot shell with twelve
thousand square feet of finished space inside.
• John: Money on hand in terms of cash and income stream?
Chuck: What money are you talking about?
Nolan: I'm talking about that money that would derive from the sale of
this building and your capital reserve fund. Those two items would be sufficient,
I believe, to build a twenty thousand square foot shell and furnish twelve
thousand square feet. Using most of the furniture that's in this building,
because a lot of the furniture in this building can be reused. You may
not like that, but it's possible.
John: Two and a half million? Something in that range?
Nolan: I was thinking more a million and a half. You could do it for a
million and a half. A shell building. I'm not talking about a very expensive
type of. . .
John: It's a hundred and twenty a foot for commercial.
Nolan: But, we're not finishing it, though, you know, we're not. . . That's
a finished building, including furniture, right? No? Just a shell in here?
John: He's talking a ballpark.
Nolan: I'm not a cost estimator.
• John: We're just trying to get a range here.
Nolan: And you're more knowledgeable than myself.