Mesa Public Library - Master Plan by City of Mesa, AZ

MESA PUBLIC LIBRARY MASTER PLAN

EXECUTIVE SUMMARY

PURPOSE OF THE MASTER PLAN

The Mesa Public Library Master Plan provides a strategic roadmap to guide the Library’s growth, reinvestment, and innovation over the next 20 years. As Mesa continues to expand and diversify, the Library must evolve to meet changing community needs, bridge service gaps, and provide equitable access to information, learning, and connection.

Grounded in extensive public engagement, facility assessments, and operational analysis, the Master Plan outlines a forward-thinking vision for the Library system. It positions Mesa Public Library to enhance its role as a dynamic civic resource, one that fosters lifelong learning, embraces technological change, and reflects the values and aspirations of the community it serves.

KEY FINDINGS

The findings presented in this Master Plan are the result of a comprehensive planning process that combined public input, facility assessments, demographic analysis, and operational review. Each section of the document provides deeper insights into specific areas, from community needs to building conditions and service models. Together, these findings form the foundation of a strategic path forward for Mesa Public Library. The summary below highlights the most significant themes that emerged across all areas of analysis and engagement.

Demand for Responsive and Expanded Library Services

With a population surpassing 500,000 and continuing growth projected, demand for responsive, inclusive library services is rising across all parts of the city.

Community Engagement Was Broad and Impactful

75,986 documented engagement touchpoints ensured a deeply informed plan. Residents, staff, and stakeholders voiced strong support for early literacy, bilingual access, digital readiness, and inclusive programming.

Service Gaps Remain in Underserved Areas

Geographic analysis revealed that some neighborhoods lack convenient access to physical library locations. Expanding services through Express Libraries, mobile outreach, or new branches is needed to close these gaps.

TO BUILD A RESPONSIVE, DATA-INFORMED ROADMAP FOR THE FUTURE, THE FOLLOWING STEPS WERE TAKEN IN THE DEVELOPMENT OF THIS MASTER PLAN

Facilitated multilingual and inclusive outreach to ensure participation from underrepresented and diverse community groups

Completed a comprehensive facility assessment of all library locations, including mechanical, electrical, and infrastructure reviews

Analyzed programming trends and usage data from 2021-2024 across all branches

Benchmarked Mesa Public Library against peer systems regionally and nationally to assess service levels and operational models

Identified geographic service gaps and opportunities for new or expanded facilities

Developed a strategic framework and capital improvement roadmap to guide both short-term actions and longterm investments

Facility Needs Are Significant Across the System

Most buildings have aging infrastructure and require investment in HVAC, electrical, plumbing, accessibility, and signage. Flexible, reconfigurable spaces are essential to meet future service demands.

The Library’s Role Is Expanding

Patrons see the library as a safe, welcoming hub for connection, technology access, creativity, and learning. Programming has shifted to include job readiness, STEAM, and multilingual events, which must continue to grow.

Mesa Public Library Is Well-Positioned for Innovation

The system has already piloted new models like the Mesa Express Library. Continued investment in cost-effective, scalable solutions will help extend access and reach more residents.

Internal Operations Are Strong but Need Support to Scale

Operational reviews show that while Mesa’s library team is effective and community-focused, expanding services and facilities will require enhanced staffing, training, and systems support.

COMMUNITY PROFILE AND NEEDS ASSESSMENT

MAIN LIBRARY

The Main Library had an estimated 263,679 patrons in FY24, with over 551,854 books in circulation.

551,854

FY24 Hard Copy Circulation +1% from FY23

263,679

FY24 In-Library Patrons +9% from FY23

19,650

FY24 Program Attendance -1% from FY23

11,989

FY24 Library Cards Issued +10% from FY23

29,984

FY24 Hours of Public Internet Use +6% from FY23

RED MOUNTAIN LIBRARY

Red Mountain Library had an estimated 247,389 patrons in FY24, with over 764,530 books in circulation.

764,530 FY24 Hard Copy Circulation -2% from FY23

247,389

FY24 In-Library Patrons +6% from FY23

18,676

FY24 Program Attendance +21% from FY23

9,133

FY24 Library Cards Issued -11% from FY23

17,917

FY24 Hours of Public Internet Use -1% from FY23

DOBSON RANCH LIBRARY

Dobson Ranch Library had an estimated 128,086 patrons in FY24, with over 262,387 books in circulation.

262,387

FY24 Hard Copy Circulation +8% from FY23

128,086

+23% from FY23

FY24 In-Library Patrons

8,237

+2% from FY23

FY24 Program Attendance

4,579

FY24 Library Cards Issued -2% from FY23

10,091

+30% from FY23

FY24 Hours of Public Internet Use

MESA EXPRESS LIBRARY

The Mesa Express Library had an estimated 10,083 patrons in FY24, with over 16,443 books in circulation.

16,443 FY24 Hard Copy Circulation

10,083

FY24 In-Library Patrons

338 FY24 Program Attendance

732

FY24 Library Cards Issued

The Mesa Express Library at Christopher J. Brady Park is a one-of-a kind self-service library outfitted with Expanded Access technology to enable patrons to access the facility using their library barcode and PIN.

MEL opened its doors in October of 2023. The first full year of visitation data is for FY24.

SERVICE AREA AVERAGE TRAVEL DISTANCE

CITY OF MESA LIBRARIES

COMPARISON

AGE DISTRIBUTION COMPARISON

Overall, Red Mountain Branch has the highest population of adults over the age of 50. The Main Library has the youngest median age and the highest prevalence of children in the household.

SERVICE AREA

The City of Mesa had an estimated population of 521,604 residents do not live within a 3-mile radius, or roughly 10 minutes, of a library.

= Service gaps are mapped below. Central/Northern Mesa appear to be most underserved.

SERVICES AND PROGRAMS ASSESSMENT

MESA PUBLIC LIBRARY PROGRAMMING ASSESSMENT

This assessment analyzes Mesa Public Library’s programming data across its various locations. By examining the types and volume of programs offered at each site, the analysis highlights the programming landscape, identifying areas of strength, opportunities for growth, and potential gaps in service.

The data, spanning 2021 to 2024, is categorized by program type, target age group, and location. This detailed breakdown evaluates how programming aligns with the diverse needs of the community, tracks trends in participation and engagement, and explores opportunities for growth and innovation in service delivery.

Programming Overview

Mesa Public Library provides a wide variety of programs designed to meet the needs and interests of its diverse community. These programs span multiple formats, from educational workshops and literacy initiatives to cultural events, technology training, and recreational activities. The library’s offerings are tailored to serve all age groups, including early childhood, children, teens, adults, and families, ensuring broad engagement across its patron base.

In addition to on-site programs at locations like Dobson Ranch, Main Library, and Red Mountain, the library has also used virtual programming and outreach services to extend its reach beyond traditional settings. This diversity in programming reflects the library’s commitment to fostering lifelong learning, community connection, and equitable access to resources.

Program demand continues to rise across the board, but staffing has limited the Library’s ability to fully meet that demand. While 2024 numbers remain strong, the overall total reflects the need for more backup support, flexible staffing solutions, and advance planning.

Location Specific Analysis

Table 1 shows the number of programs offered at each location for 2021 through 2024. Figure 1 shows a graphic comparison of number of programs offered by each location.

Over the past four years, Mesa Public Library has experienced significant growth in program offerings, more than quadrupling from 354 programs in 2021 to a peak of 1,827 in 2023 before slightly leveling off to 1,767 in 2024. This growth reflects increased investment in community engagement and a return to in-person programming following the pandemic-era emphasis on virtual services in 2021. While virtual programs were phased out starting in 2022, in-person offerings surged at all locations, especially at the Main Library, Red Mountain Library, and Dobson Ranch.

In 2024, Mesa Public Library hosted a total of 1,767 programs across its locations. The Main Library led the system with 719 programs, underscoring its role as a central hub for library services. Red Mountain Library followed with 486 programs, and Dobson Ranch Library offered 439 programs throughout the year. The Express Library expanded its offerings significantly, delivering 68 programs, while Outreach Services provided 55 programs to reach community members beyond the library’s physical locations. Online/ virtual programming, which had been a key feature in 2021, remained on pause in 2024 as the library emphasized in-person engagement.

Figure 1 – Programs Offered by Location Comparisons

ENGAGEMENT SUMMARY

ENGAGEMENT BY THE NUMBERS

Points of Contact breaks down and summarizes 75,986 documented points of contact recorded throughout the public engagement campaign. A “point of contact” refers to every instance in which a unique individual provided documentable evidence of receiving and/or responding to a specific engagement tool (i.e., a recorded comment, an opened email, a piece of direct mail delivered to a residence). In BerryDunn’s experience, points of contact are a more accurate representation of engagement efforts than comment tallies; while some residents may be unwilling to participate in a discussion, data can demonstrate an invitation to the conversation..

KEY FINDINGS

BerryDunn gathered input and feedback from a variety of audiences (e.g. library users, non-users, teens, Spanishspeaking residents) using an assortment of measurement tools (online surveys, focus group meetings, stakeholder interviews). To assist with analyzing the thousands of individual comments and suggestions, BerryDunn created Figure 1: Key Issues Matrix, which summarizes how often themes where mentioned and by whom. Then, Figure 2: Library Priorities breaks key findings into three area of priority: High, Medium, and Low.

The raw data collected during the master planning process is provided in the Appendix.

STRATEGIC FRAMEWORK

The Mesa Public Library Master Plan is built around key strategic focus areas designed to guide future investments, improvements, and service expansions. These strategies are informed by community engagement findings, demographic analysis, peer comparisons, and industry best practices, ensuring that the library remains a vital and responsive resource for all residents.

The strategies outlined in this plan provide a broad framework for organizing specific recommendations that will shape the future of Mesa Public Library. Each strategy addresses a critical area of need, including expanding access, modernizing programs and services, and enhancing library spaces to support community connection. By implementing these strategies, Mesa Public Library can ensure it adapts to changing community needs, fosters lifelong learning, and strengthens its role as a hub for knowledge, creativity, and engagement.

The recommendations within each strategy are organized to provide clarity and ease of implementation. Each strategy first outlines system-wide initiatives applicable across all library locations, followed by specific recommendations tailored to the unique needs and opportunities identified for the various library locations and outreach services. This structured approach ensures that each location receives focused, relevant guidance aligned with broader strategic goals.

1.0 Strengthen Access to Library Services

Mesa’s diverse and growing population requires a library system that is accessible, inclusive, and responsive to community needs. Expanding self-service library options, extending library hours, and enhancing outreach efforts will be essential. Strengthening bilingual resources, technology access with interpretation tools, and mobile library services will help bridge gaps in service and ensure all residents can fully utilize the library

1.1 SYSTEM-WIDE

1.1.1

Enhanced Staffing Flexibility:

Develop a robust backup staffing plan to maintain programming during staffing shortages, partnering with temporary staffing agencies and educational institutions.

1.1.2

Self-Service and Extended Hours:

Expand self-service options including automated kiosks and lockers at strategic locations. Extend library operating hours based on community feedback to improve accessibility.

1.1.3 Bilingual and Multicultural Engagement:

Enhance bilingual resources, technology access, interpretation tools, and multilingual signage to serve the diverse Mesa community effectively.

1.1.4 Geographic Expansion:

Address geographic service gaps by evaluating opportunities for new branches, pop-up libraries, and additional bookmobile routes based on demographic trends and community feedback.

1.1.5 Transportation Solutions:

Develop targeted transportation solutions, such as partnerships with local transit services or shuttle programs, to improve access to library facilities for underserved neighborhoods.

1.2 MAIN LIBRARY

1.2.1 Automated Services:

Introduce lockers and automated kiosk options for greater user convenience and accessibility.

1.2.2 Bilingual Efforts:

Expand bilingual signage, programming, and resource collections tailored specifically to Hispanic and immigrant communities

1.2.3 Facility Improvements:

Explore facility adjustments to provide more comfortable and welcoming spaces for family use, older adults, and community groups.

1.3 RED MOUNTAIN LIBRARY

1.3.1 Local Outreach:

Strengthen outreach and collaboration with local community organizations, schools, and neighborhood associations to increase awareness and library use.

1.3.2 Expanded Service Hours:

Evaluate and potentially expand service hours, especially during weekends and evenings, based on community demand.

1.4 DOBSON RANCH

1.4.1 Expanded Service Hours:

Evaluate and potentially expand service hours, especially during weekends and evenings, based on community demand.

1.4.2 Bilingual programming:

Expand bilingual storytime sessions, cultural events, and educational workshops to reflect local demographic needs.

1.4.3 Increased visibility:

Increase visibility and engagement through strategic community partnerships and neighborhood events.

1.5 OUTREACH SERVICES

1.5.1 Targeted Expansion:

Significantly expand programming and outreach activities, targeting underserved geographic areas identified in community engagement sessions.

1.5.2 Early Literacy:

Introduce consistent early literacy and bilingual programming to underserved areas.

1.5.3 Strategic Partnerships:

Strengthen partnerships with community centers, schools, recreation facilities, and local businesses to broaden the reach and effectiveness of outreach services.

1.5.4 Community Presence:

Establish a regular schedule for pop-up libraries at popular community hubs, parks, and neighborhood events to increase library visibility and access.

1.5.5 Digital Equity Initiatives:

Develop and implement mobile technology labs or “tech-on-the-go” initiatives to address digital equity gaps within the community.

2.0 Align Programs and Services with Evolving Community Needs

As Mesa’s demographics and community interests continue to evolve, the library must adapt its programs and services to remain relevant, engaging, and impactful. There is increasing demand for early literacy initiatives, STEAM education, career development, and digital resources, reflecting the community’s shifting priorities. Expanding youth engagement opportunities, lifelong learning programs, and adult education initiatives will be essential to meeting these needs. Additionally, library users are seeking more interactive and non-traditional experiences, such as maker spaces, hands-on learning opportunities, and café-style community areas that foster creativity, collaboration, and connection.

2.1 SYSTEM-WIDE

2.1.1 STEAM and Workforce Development:

Expand STEAM programs, career readiness programs, and entrepreneurial programs to align with community workforce demands.

2.1.2 Comprehensive Learning Opportunities:

Enhance bilingual, early literacy, and intergenerational learning opportunities to support lifelong learning.

2.1.3 Innovative Touchpoints:

Introduce interactive kiosks, short-story machines, maker spaces, and creative learning labs to engage patrons of all ages.

2.1.4 Hybrid Programming:

Offer flexible learning and program options to accommodate diverse user schedules and reach broader audiences.

2.2 MAIN LIBRARY

2.2.1 Outdoor Programming:

Add more outdoor programming that can take advantage of outdoor amenities and surroundings.

2.2.2 Workforce and Certification Programs:

Introduce and expand job-focused certificate programs, including technology skills and fiber optic training, partnering with community partners such as the Mix Center and ASU Downtown Campus, EVIT, etc.

2.2.3 Senior-Focused Programming:

Develop programming tailored to older adults, such as lifelong learning workshops, technology training, and wellness sessions.

2.2.4 Multicultural Inclusivity:

Enhance offerings to reflect demographic shifts, emphasizing bilingual programs, cultural festivals, and ESL classes.

2.3 RED MOUNTAIN LIBRARY

2.3.1 Educational Recovery and Expansion:

Prioritize restoring educational programs impacted by staffing shortages, emphasizing instructional sessions and interactive learning opportunities.

2.3.2 Youth and Family Programs:

Strengthen youth-oriented and family-focused offerings, including expanded STEAM activities and creative arts workshops.

2.3.3 Community-Driven Activities:

Introduce more programs responsive to local interests, such as outdoor fitness activities, community gardening, and nature education programs.

2.3.4 Teen Leadership Initiatives:

Create specialized programming for teens, including leadership workshops, digital literacy classes, and creative arts opportunities

2.4 DOBSON RANCH

2.4.1 Hands-On Learning Expansion:

Increase interactive, hands-on STEAM and maker-space activities specifically for children and teens.

2.4.2 Career Readiness and Adult Education:

Develop targeted career support workshops, resume-building sessions, and job-search resources for young professionals and working adults.

2.4.3 Community Engagement Events:

Introduce regular community-driven events, such as book clubs, craft workshops, and interactive social gatherings, to foster local participation.

2.4.4 Outdoor Programming:

Add more outdoor programming that can take advantage of outdoor amenities and surroundings.

2.5 OUTREACH SERVICES

2.5.1 Customized Community Programs:

Develop and deliver targeted outreach programs tailored to the specific needs identified within underserved neighborhoods, focusing on education, literacy, and digital skills.

2.5.2 Flexible Learning Options:

Offer flexible learning and program options that accommodate various schedules and maximize community participation.

3.0 Modernize and Sustain Library Infrastructure for Long-Term Viability

The Mesa Public Library system requires ongoing investments in facility maintenance, infrastructure improvements, and operational efficiency to ensure long-term sustainability. Many of its buildings have aging mechanical, electrical, and plumbing systems, requiring proactive maintenance and modernization efforts to maintain service quality.

Additionally, as community needs evolve, spaces must be reconfigured to improve flexibility, energy efficiency, and user experience. Strategic investments in HVAC, lighting, accessibility, signage, and sustainability will help extend the lifespan of library assets while creating a more welcoming and functional environment for patrons.

Specific recommendations related to facility maintenance, infrastructure upgrades, and capital improvements are addressed in greater detail in the Facility Analysis and Capital Improvement Plan section of this Master Plan.

3.1.1 Facility Maintenance Implementation:

Fully implement the prioritized maintenance, upgrade, and opportunity projects as outlined in the Facility Analysis and Capital Improvement Plan for each Library to ensure all facilities meet current standards and community expectations.

3.1.2 Sustainability and Efficiency:

Develop and implement a comprehensive sustainability initiative, including solar energy solutions, smart building technologies, and energy-efficient lighting upgrades.

3.1.3 Operational Efficiency:

Improve operational efficiency through regular staff training on new systems, preventative maintenance scheduling, and integrated facility management software solutions.

3.1.4 Community-Responsive

Design:

Regularly review and adjust library space layouts to accommodate evolving patron usage patterns, prioritizing flexibility and multi-use spaces that support diverse programming.

3.1.5

Safety and Security Enhancements:

Continuously evaluate and improve safety and security infrastructure, including upgraded surveillance systems, improved lighting, and clearly marked emergency exits to ensure a secure environment for staff and patrons.

FACILITIES ANALYSIS

UPGRADES + OPPORTUNITIES

EXTERIOR IMPROVEMENTS PACKAGE 1

A. Repaint exterior.

B. Upgrade / replace building signage.

C. Relocate flagpole to street and bike racks to the west.

D. Add planter box at southwest corner of building.

EXTERIOR IMPROVEMENTS PACKAGE 2

A. Replace damaged window seals.

B. Upgrade landscape at site perimeter and against building.

C. Consider adding north facing windows to increase views and natural light.

D. Add external holds lockers.

SOLAR CANOPY PACKAGE

A. Add solar canopies over parking spaces. (*CoM CIP project currently underway)

B. Add LED lighting to solar canopy.

NORTH LAWN REDEVELOPMENT

(*CIP project currently in development)

A. Define vision to better utilize exterior landscape area on north of library for exterior program space and renovate north facade to provide visual connection and patron access to outdoor space.

BOOKMOBILE PARKING

(may not need to list on CIP recommendations)

A. Provide bookmobile parking “hanger” including locked gated parking space with overhead canopy and power for charging.

MA.U.1

MA.U.1.2

MA.U.2

MA.O.2

MESA MAIN LIBRARY

UPGRADES + OPPORTUNITIES

MESA ROOM RENOVATION

(Dedicated staff would be required before initiating parts of this project)

A. Add signage and display in lobby.

1. Add display in the lobby highlighting the Mesa Room (see item MA.O.3).

a) It can be a digital display with rotating content or gallery type display with rotating curated items/collections.

2. Add signage to the lobby highlighting the Mesa Room (see item MA.O.3)

B. Reimagine and renovate the Mesa Room.

1. Engage with a design professional to update the layout, provide new finishes and furniture, and confirm mechanical requirements for archival storage of special collections.

a) Relocate the desk to always provide staff with a second exit.

b) Opportunity to expand the room to the west to integrate more of the collection for public use.

MA.O.5

MESA MAIN LIBRARY

UPGRADES + OPPORTUNITIES

EXTENDED LOBBY STUDY

A. Explore alternate first floor layouts for better space utilization.

1. Engage a design professional to program, design, and document the renovation.

2. Consider relocating the front desk to face patrons as they enter the library.

a) Switch entry and exit locations at main entry so patrons see new desk location upon entry.

3. Consider relocating or adding program elements to the space.

a) Seed Library

b) Stuff-brary

c) Gallery – rotating display. Digital or physical. Opportunity to showcase Mesa Room

d) Café – self serve or vendor cart/stand.

IN-BETWEEN TEEN SPACE STUDY

(could be included in MA.O.3)

A. Explore concepts to better identify and define the program area between Teen’s and Children’s areas.

1. Consider enclosing the Children’s Area to provide security for families.

2. Consider area signage for ‘Tween’.

3. Consider varying seating types and orient furniture along circulation.

4. Consider providing internal connection between Thinkspot and Teens area.

MA.O.3

MA.O.4

MA.O.3

MESA MAIN LIBRARY

UPGRADES + OPPORTUNITIES

STUDY ROOM ACOUSTICS

(*could be included in MA.O.3 or combined with DR.U.5)

A. Contract with a consultant to study solutions to remediate acoustics issues in existing study rooms.

ACCESS TO POWER STUDY

A. Consider engaging a design professional to review and document existing power locations in public areas and recommend increasing access to power where need is identified.

SAGUARO ROOM RENOVATION

A. Provide better visual connection between library and Saguaro Room.

1. Consider replacing entry doors with doors with large glass panels.

2. Consider adding glazing west of entry doors.

B. Repaint the interior.

C. Provide improved signage to better identify the room within the library.

D. Provide upgraded technology.

E. Consider adding north facing window to increase views and natural light.

MA.O.3

MA.O.8

MA.U.5

MA.O.3

MA.O.8

MA.U.5

MESA MAIN LIBRARY

UPGRADES + OPPORTUNITIES

FURNITURE STUDY

A. Consider engaging a design professional to complete a full furniture inventory and review for updating. Updating furniture can provide efficiency in space use and integration of power. New furniture can also improve patron experience by providing different seating types and more accessible options.

COLLECTION AND STACK ANALYSIS

A. Consider engaging a design professional to complete collection and stack analysis. More efficient use of book stacks can potentially provide opportunities to reduce stack heights and/or increase program space.

ACCESS TO POWER STUDY

A. Consider engaging a design professional to review and document existing power locations in public areas and recommend increasing access to power where need is identified.

SIGNAGE STUDY

(create system wide study / standarization)

A. Contract a consultant to complete a signage review of the existing conditions.

1. Focus on accessibility and Spanish.

2. Goal to improve wayfinding for patrons.

MESA

CONCLUSION

The Mesa Main Library is in good overall condition, with well-maintained public areas that provide a welcoming environment for users. It is essential to allocate sufficient resources to upgrade mechanical areas, underutilized spaces like the basement, and the building envelope to ensure long-term functionality and aesthetic appeal.

A comprehensive update of the building envelope, including exterior finishes, will enhance the library's appearance and improve energy efficiency. Also, introducing more landscaping elements will create shade and comfortable outdoor spaces, further improving user experience.

Regular maintenance plans for walls, floors, and other high-wear areas will ensure their continued durability. As detailed in the appendix, implementing these recommendations is essential for preserving the library's integrity.

With the advancement of technology and the constant modernization around lighting and equipment, it is necessary to consider that the building will require continuous updates to lighting, equipment, and other electronic systems to meet future demands.

By prioritizing these recommendations and scheduling regular professional inspections, the Mesa Main Library can maintain its functionality, and aesthetic appeal for decades to come.

RED MOUNTAIN LIBRARY

The Red Mountain Library is one of the three public libraries in the city of Mesa as of 2024, located on the northeast side of Mesa. The library dates to 1995 and has undergone expansion in 2002. In its mission to support lifelong learning, empower individuals and strengthen the community, Red Mountain Library has impacted the citizens of Mesa for over 30 years.

As part of the methodology for this report, a site visit was conducted on May 9, 2024, to perform the visual inspections that form the basis of this report. This report identifies the value of the overall condition of a given category based on four parameters that are described in the following table. The report also documents relevant architectural findings and includes a photographic report in the appendices.

All this information will be used to develop a strategic plan for the future of the Red Mountain Library branch over the next two decades.

BUILDING GENERAL INFO

Address 635 N Power Rd, Mesa, AZ 85205

Opening 1995

Year of remodel/renovation 2002 - South and east expansion 2013 - THINKspot

Current use Red Mountain Library - Mesa Public Library

Occupancy type A-3

Approximate height 29’- 8’’approx.

Building area Square Footage Library: 52,560 sqf

MESA MAIN LIBRARY

UPGRADES + OPPORTUNITIES

EXTERIOR IMPROVEMENT PACKAGE

A. Repaint exterior.

B. Upgrade / replace building signage.

C. Upgrade landscape.

D. Provide exterior program space.

MONARCH PASEO

A. Provide a clear and pedestrian friendly path to the Monarch garden.

B. Include outdoor elements and signage to activate the garden during:

1. Story walk

2. Outdoor signage and furniture.

UPGRADES + OPPORTUNITIES

CHILDREN’S

AREA RENOVATION

A. Renovate and expand the Children’s area for improved programming and service.

PUBLIC AND FAMILY RESTROOM RENOVATION

A. Update finishes and fixtures and resolve acoustic issues.

SERVICE DESK RENOVATION

(include in RM.O.2)

A. Replace the service desk and consider a new location.

B. Provide ADA-compliant search stations.

STAFF SPACE RENOVATION

(could include in RM.O.2)

A. Relocate 3 administrative offices from staff operations (sorting room) to main staff area.

B. Consider adding windows and/or skylights for natural light.

PROGRAM ROOM RENOVATION

A. Update finishes, lighting and technology.

B. Consider adding windows and/or skylights for natural light.

TEEN’S SPACE

(could include in RM.O.2)

A. Provide dedicated space for teens.

1. Provide semi-enclosed space with a mix of seating adjacent to Young Adult collection.

2. Relocate away from service desk.

RM.U.2

RM.U.5

RM.U.8

RM.O.1

UPGRADES + OPPORTUNITIES

CENTRAL SPACE STUDY

A. Review furniture updates and program options to better utilize central library area.

B. Relocate the front desk to face patrons as they enter the library.

C. Provide ADA-compliant search stations.

D. Consider relocating or adding program elements to the space.

1. Seed Library

2. Stuff-brary

3. Gallery – rotating display. Digital or physical.

4. Café – self serve or vendor cart/stand.

RM.O.1 RED MOUNTAIN LIBRARY