GVPL Regional Service Master Plan

ACKNOWLEDGMENT

With profound gratitude and respect, we acknowledge that the branches of the Greater Victoria Public Library are located on the (unceded) lands of the Lekwungen Peoples of the Songhees and Esquimalt Nations and the WSÁNEĆ Peoples, whose historical relationships with the land continue to this day.

Introduction (July 2021)

The Regional Service Delivery Plan serves as a roadmap for the GVPL Board of Trustees to guide service delivery options and opportunities. It was prepared by Urban Arts Architecture Inc. who were contracted in 2019 to complete a report and provide recommendations within a scope of work defined by the following parameters:

• Emphasis on library service delivery in all its forms – digital, physical, and in partnership with third parties –rather than limiting the focus to bricks and mortar locations;

• A timeline of 15 years to develop recommendations for short- and medium-term investments;

• The operating assumption that the Central Branch will remain within the municipal boundaries of the City of Victoria;

• The operating assumption that a Central Branch replacement would enhance service delivery system-wide, and introduce operating efficiencies for each partner municipality; and,

• The considerations of Capital planning would be beyond the scope of work for this report.

Phase 1 of the report, completed in December 2019, focused exclusively on recommendations for the Central Branch. The report calculated the increase in public space required to meet the needs of the Greater Victoria service area with a 15-year outlook, defined a strategic location zone for the Central Branch within the City of Victoria, and introduced the concept of an Administration Hub to consolidate the processing, distribution and management of collections for the system as a whole.

As described in the report, the Administration Hub is the lynchpin to allocating more space to public service in existing facilities across all 10 municipalities. Compact shelving – the efficient storage of material within a limited footprint – and a dedicated automatic materials handling (AMH) system would transform the way materials are handled, stored and delivered.

Phase 2 of the report was finalized in February 2020, a month prior to the COVID-19 pandemic. The full report, consisting of an Executive Summary, Phase 1 (Central Branch size, location and Administration Hub recommendations) and Phase 2 (branch assessments, standards and recommendations) reflects that moment in time.

Considerations and context for future reference

On June 12, 2021, the GVPL Board of Trustees were invited to participate in a workshop convened by the Chair of the Planning and Policy Committee. The goal of the workshop was to provide a high-level overview of the Regional Service Delivery Plan, to clarify the report recommendations, and to discuss future implications of the report methodology.

Workshop outcomes

Trustees engaged in a structured conversion and responded to the following three questions:

• What aspects of the report did you find compelling?

A need for ongoing flexibility was noted. The concept of phasing appears in the report as a linear process – in reality, it is a multi-faceted process with planning activities taking place simultaneously.

• Did any content in this report challenge your assumptions about library service in the future?

With the shift toward digital services, Trustees noted it is important to maintain the library’s physical presence. A suggestion was raised to consider partnerships such as mixed-use facilities (e.g. BC Housing and a library). Existing branches that are co-located or stand-alone facilities will face different planning challenges.

• Which components of the plan, in your view, require further exploration?

The report requires more focus on the aging population, as seniors downsize and locate to smaller accommodations. Solutions like Book Mobiles were noted as traditional ways to reach people who cannot easily visit a branch.

Data referenced in the report reflects 2018 projections for the Greater Victoria service area.

Meeting the needs of First Nations communities are system priorities. Global issues with local impacts such as climate change present opportunities to build sustainably – the system may be eligible to apply for infrastructure funding. Electric vehicles may provide options to deliver collections to patrons closer to home.

Adequate resources to pursue new opportunities will be required to achieve the goals in the plan. Trustees recommend that provincial and federal levels of government are considered as partners and potential infrastructure funders.

Regarding staff work locations, remote and hybrid options were raised as examples to consider when calculating workspace requirements for facility planning.

At the conclusion of the workshop, Trustees drafted a motion for the June 22, 2021 Board Meeting to approve in principle the Regional Service Delivery Plan.

The GVPL Board of Trustees approved the Regional Service Delivery Plan in principle on June 22, 2021, with the requirement that context for this report be provided and considered by future readers. This Introduction is provided to meet this requirement.

Readers of this document should note the following:

• Calculations of population growth in Greater Victoria must reflect the latest Census data. This will be an ongoing, annual requirement to maintain the integrity of the report. Current population statistics and projections are subject to change; BC Stats will be the point of reference for current statistics and official projections.

• The GVPL Board of Trustees established Equity, Diversity, Inclusion and Accessibility as a strategic priority for the Strategic Bridging Plan 2021-2023; continued investment with respect to this priority and continuing focus of Reconciliation with Indigenous Peoples is required when the Regional Service Delivery Plan is operationalized

• The Regional Service Delivery Plan will inform the business planning priorities for GVPL staff in July and August 2021; it will be shared with Council and staff of each of the 10 GVPL municipal partners; and it will be shared externally as a public document on the GVPL website.

“I have always imagined that Paradise will be a kind of library.”

Jorge Luis Borges

EXECUTIVE SUMMARY

INTRODUCTION

The Greater Victoria Public Library (GVPL) serves more than 350,000 residents in 10 municipalities of the 13 municipalities in the Capital Region District providing collections, services, programs, technology and staff support at 12 physical branches locations, and one Ebranch. The community borrowed nearly 6 million items from GVPL in 2018. GVPL has organized service delivery into three demographic districts that serve the following municipalities; Victoria, View Royal, Esquimalt, Oak Bay, Saanich, Central Saanich, Colwood, Highlands, Langford and Metchosin.

The scope of work is to prepare a new Regional Service Master Plan for the GVPL for the next 15 years in 5 year increments.

PROCESS

Working closely with the GVPL staff, the work was undertaken in three phases as follows:

1. Review of the Central Branch, needs assessment and preparation of a master plan to address service expansion and population growth.

2. Review of all branches to determine which facilities are in greatest need of renewal or replacement given their physical condition and their ability to meet future needs.

3. Preparation of a Regional Service Master Plan (referred to throughout this document as "Master Plan") to itemize growth, expansion, and renewal required to meet the Greater Victoria community’s needs during a 5-, 10and 15-year time horizon.

ALIGNMENT WITH STRATEGIC PLAN

The GVPL Master Plan presents a unique opportunity to create alignment of spaces and services with GVPL’s strategic priorities

Develop Local Community Branches:

The Master Plan identifies and implements solutions that create people-focused spaces and provide places for community gathering, learning and relaxation at all local branches.

Demonstrate Leadership:

The Master Plan aims to optimizes social, economic and environmental strategies - creating sustainable spaces that are responsible to public financing, allow staff to flourish, reduce green house gases, and provide a welcoming environment for all.

Increase User Awareness of Learning Opportunities:

Creating accessible public spaces is essential in our increasingly privatized world. Libraries are the centre of an informed and literate community, open to all for lifelong learning. Through the creation of open, welcoming and accessible space, people will be drawn into the Library, increasing lifelong learning through engagement.

Invest in New Ways to Extend Reach of Library

As our Libraries transform from places of consumption to places of engagement and creation, it is essential that they demonstrate inclusivity and the right of freedom of expression. Libraries can support creativity, self expression, and free exchange of ideas through a variety of spaces including maker spaces, digital labs, business-incubator hubs and community space.

Celebrate the Unique Local Talents + Create Space to Build Connections

Creating flexible gathering spaces will increase community partnerships and foster collaboration through both planned and serendipitous events. As homes become smaller, libraries are increasingly important as community hubs and social centres: public rooms to welcome, connect and support diversity.

Bridge the Digital Divide + Offer New Tools

Access to lifelong learning includes a variety of media, from oral history, print, and digital to performance. The Master Plan includes spaces and places where everyone can access information and learn how to live, work and play in our digital world, sing their histories, and curl up with a book.

CENTRAL SAANICH

LIBRARIES

CENTRAL BRANCH

DISTRICT BRANCHES

JUAN DE FUCA BRANCH

NELLIE MCCLUNG BRANCH

SAANICH CENTENNIAL BRANCH

OAK BAY BRANCH

COMMUNITY BRANCHES sxe

JAMES BAY

BRANCH EMILY CARR BRANCH

BRUCE HUTCHISON BRANCH

ESQUIMALT BRANCH

CENTRAL SAANICH BRANCH

GOUDY BRANCH

LANGFORD HERITAGE BRANCH

SAANICH & PENNINSULA CORE WEST SHORE

2020: 12 BRANCHES IN 10 MUNICIPALITIES SERVING 350,000 RESIDENTS

PHASE 1

68,000 sqft.

CENTRAL LIBRARY

ADMINISTRATION

JUAN DE FUCA BRANCH PHASE 1 (RENO)

PHASE 2PHASE 3

NEW SAANICH

DISTRICT LIBRARY

REPLACE OAK BAY BRANCH

RELOCATE/ REPLACE EMILY CARR BRANCH

JUAN DE FUCA BRANCH PHASE 2 (EXPANSION)

RENOVATION/ ADDITION TO CENTRAL SAANICH

NEW COMMUNITY LIBRARY (TO BE CONFIRMED)

RENOVATIONS ALL BRANCHES

Greater Victoria Public Library Master Plan EXECUTIVE SUMMARY

GROWTH

The GVPL service area has experienced significant growth in the last five years. An increase in Library services and facilities will be required to serve the growing population.

The population has grown by an average of 9.11% from 2013 - 2018. (BC Statistics). Projecting forward with the similar growth rate, the population will increase from 346,993 in 2018 to 456,950 in 2035.

ADDRESSING THE GAP

Addressing a current space short fall of 65,650 sq ft rising to 130,000 sq ft by 2035 is a significant challenge. In addition to creating new facilities, implementing an innovative approach to collection storage to free up existing space in current facilities will assist in addressing the challenge.

ADDRESSING AGING FACILITIES

In addition to addressing the increase in population, ongoing renovation will be required to address aging branches. This will be required for branches that are slated for replacement and branches that will remain. Renovations can be linked to ongoing maintenance for the facilities and can be structured to fulfill the evolving use of libraries as places of connection and meeting.

ACCOMPLISHMENTS SINCE 2010 MASTER PLAN

Since the 2010 Master Plan, the following projects have been implemented:

• Emily Carr Branch: Replacement in 2013, including the first Automated Material Handling System (AHMS);

• Bruce Hutchison Branch: Renovation of work area and refresh of the Library spaces;

• Central Branch: Minor renovations in lieu of new 68,000 sq ft library;

• Creation of the 4,166 sq ft Langford Heritage Branch;

• Opening of the 7,500 sq ft sxʷeŋxʷəŋ təŋəxʷ James Bay Branch in 2018;

• Esquimalt Branch: new 11,000 sq ft library opening 2020.

OUTSTANDING ITEMS FROM 2010 MASTER PLAN

• Central Branch replacement/ Improvements: The large renovation of the entire space has not taken place. The objective is to proceed with the new building targeting a 2025 opening.

• Nellie McClung replacement: The replacement of this branch has not proceeded, and remains a high priority given the existing conditions of the facility.

• Oak Bay replacement: The replacement has not occurred. It will require a feasibility study to confirm development possibilities.

• Central Saanich expansion: The expansion did not go ahead; the District of Central Saanich was reviewing the larger context of the site.

OPPORTUNITY

The shift to on-line collections presents an opportunity to add more people space.

As a system that serves a large region, there is an opportunity to include a variety of distributed amenity spaces and services, providing spaces that are resilient and reflect the environment, honours the Indigenous Host Nations, tailors services to the unique needs of the community; and includes a collection that supports local content.

SIZE STANDARDS

All new development will be one of three main typologies to create people-focused space and to increase operational efficiencies:

• Central Branch: 68,000 sq ft

• District Branches: 25,000 - 30,000 sq ft

• Community Branches: 11,000 - 16,000 sq ft

The implementation plan recommends consolidation of new development augmented by Alternate Service Points that can be achieved economically.

CENTRAL BRANCH AS A KEY DESTINATION PLACE

Central Libraries have become key destination places for many communities and have supported economic, social and environmental sustainability within the downtown cores.

Many cities across North America have recently completed new Central Libraries. The new Libraries have become social hubs, revitalizing the downtown cores, providing a welcoming place for all and supporting densification of inner city neighbourhoods and providing residents with a “third place” or community living room.

A new Central Library is a key anchor to the Master Plan.

ALTERNATIVE SERVICE POINTS

Alternate Service Delivery Points can be used to fill the gap and augment services, particularly when undertaken in partnership with other community resources.

Alternate Service Delivery Points are library services delivered off-site to connect with the community through programs, events, and collections.

TIMELINE FOR IMPLEMENTATION

The implementation strategy takes place in three 5-year phases from 2020 to 2035. Replacement and renovation takes into consideration population growth, physical condition of existing facilities and the functional capacity to deliver evolving library services to suit community need.

In each 5 year phase, major capital project(s) are balanced with ongoing renovations and upgrades of existing facilities timed with maintenance and repair cycles.

Technology coupled with programs and community outreach can extend Library services beyond traditional Library spaces. These services can build on the existing outreach services such as the OLiVe vehicle and Visiting Library Services.

C.C. Community Consultation

S.L. Secure Lease

D. Design

T.I. Tenant Improvement

Greater Victoria Public Library Master Plan

RECOMMENDATIONS

Develop a network of branches, within the service area, with key district located destination facilities that encourage use by all residents and blur municipal boundaries.

The network will be anchored by the new Central Branch and augmented by two District Branches.

The key strategies are summarized below:

1. LIBRARY SPACE/CAPITA

Continue to aim for a Library space standard of approximately 0.6 sq ft/resident as identified in the 2010 Master Plan, building from the current 0.41 sq ft/resident.

2. CONSOLIDATE GROWTH

Consolidate growth in larger facilities over the next five to fifteen years to enhance patron experience, allow the development of amenity areas, and create operational, functional efficiencies.

3. UPDATE NEW SPACE STANDARDS

Set new space standards for the larger facilities that respond to evolving collections and address the community’s need for gathering/learning/ meeting/digital and play spaces.

PRIORITY FOR NEW FACILITY

1. Central Branch + Administration

2. Nellie McClung Branch

3. Juan de Fuca Branch Renovation/Addition

4. Oak Bay Branch

5. New Community Library (Location T.B.D.)

4. NEW CENTRAL BRANCH

Develop a new minimum 68,000 sq ft Central Branch by 2025.

5. CONSOLIDATE ADMINISTRATION

Streamline services and restore space to the branch libraries by creating a central administration facility that includes technical services, administration offices, an Automated Material Handling System (AHS) and Compact Storage System (CSS) in the facility to assist in material processing and to free up collection area in the libraries for amenity spaces by 2025.

6. EXPAND TWO DISTRICT BRANCHES

Consolidate development by creating one new District Branch at the Nellie McClung site, and expand the Juan de Fuca Branch to a minimum area of 25,000 sq ft by 2030.

7. SUPPORT DISTRICT BRANCHES WITH COMMUNITY BRANCHES

Following the development of the two district branches, address future needs with minimum 11,000 sq ft Community branches to suit the growing population.

8. USE OPERATIONS AND MAINTENANCE FUNDS EFFECTIVELY

Continue ongoing renovations of community libraries through maintenance and operations funding budgets to realize the new standards and spaces. Refer to Appendix B for Branch Library Functional Plans. Branches that require work, in order of priority, are as noted below.

PRIORITY RENOVATION/MAINTENANCE CYCLE UPGRADE

1. Central Saanich Branch

2. Bruce Hutchison Branch

3. Emily Carr Branch

4. Goudy Branch

5. Langford Heritage Branch

6. sxʷeŋxʷəŋ təŋəxʷ James Bay Branch

7. Esquimalt Branch

8. Saanich Centennial

GVPL OVERVIEW

The Greater Victoria Public Library (GVPL) serves more than 350,000 residents in 10 municipalities of the 13 municipalities in the Capital Region District providing collections, services, programs, technology and staff support at 12 branch locations, and online at gvpl.ca. The community borrowed nearly 6 million items from GVPL in 2018. GVPL has organized service delivery into three demographic districts that serve the following 10 municipalities; Victoria, View Royal, Esquimalt, Oak Bay, Saanich, Central Saanich, Colwood, Highlands, Langford and Metchosin.

MISSION

We build community and support literacy and lifelong learning by providing free access to information, space, tools and expertise.

www.gvpl.ca

ALIGNMENT WITH STRATEGIC PRIORITIES

The project presents a unique opportunity to create alignment of spaces and services with GVPL’s strategic plan, as follows:

CREATE great library spaces to meet unique user needs – in person and through our multiple e-service channels.

INSPIRE discovery through programs, collections and services that enhance literacy and lifelong learning.

ENGAGE passionate library members, funders and partners to expand the library’s reach and impact.

LEAD with support for innovative ideas, service models and governance.

VISION

Your place to connect, discover and imagine. www.gvpl.ca

VALUES

• Collaboration: We engage and work in partnership to meet community needs

• Inclusiveness: We respect diversity and provide open access for all in welcoming physical and virtual spaces

• Service Excellence: We provide high quality library service that is responsive to the community

• Innovation: We commit to continuous improvement in library service delivery

• Intellectual Freedom: We uphold the Canadian Library Association’s position on intellectual freedom and the equitable access to and exchange of information, ideas and creativity

• Public Accountability: We make transparent decisions that are fiscally sound and measurable

• Sustainability: We deliver reliable and relevant services and remain resilient in times of change.

www.gvpl.ca

GOALS

1. DEVELOP local, community-inspired branch plans to increase the accessibility and impact of library services in Greater Victoria.

2. CULTIVATE the development of 21st century skills to bridge the digital divide in Greater Victoria.

3. OFFER new tools and learning opportunities that support the creativity and self-expression of individuals in our community.

4. CONTINUE investing in programs, services and collections for early learning and family literacy.

5. INVEST in new ways to extend the reach of the library beyond existing facilities and traditional venues.

6. CELEBRATE the unique local talents of the community by providing space, resources and opportunities to build connections.

7. INCREASE use and awareness of existing learning opportunities, leisure opportunities and resources the library has to offer.

GOVERNANCE

The GVPL is governed by a Board of Trustees, and is led by the CEO and the senior administration team.

SERVICES AND PROGRAMS

The GVPL provides a large range of services from the 12 branches within the system, including:

Viewing and Streaming

Streaming of movies, music and more through the digital collections. Services include the AudioBook Cloud, Cloud Library, Hoopla (for movies, music, audiobooks, TV shows), IndieFlix, Naxos Music Library etc.

Reading Collection

Comprised of on-line and digital resources, the collection includes approximately 1 million books, magazines and newspapers available in 12 languages. The system allows pick-up and drop off of materials at any branch and is connected to other libraries across the country for increased access to materials.

Learning through Play

The GVPL includes many tools and experiences for learning through play such as contests, culture and recreation passes, video games, skill building toys, and interactive story time and walks.

Discover through e-resources

These resources are available with a library card and are divided into two groups: research and tools. Through the e-resources, it is possible to research almost anything imaginable from genealogy, learning how to fix your car, studying a new language, to improving professional skills and more.

COMMUNITY MEETING SPACES

The library currently has four bookable meeting spaces:

Central 1176 sq ft

Juan de Fuca: 841 sq ft

Oak Bay: 278 sq ft

sxʷeŋxʷəŋ

STUDY SPACES

James Bay 459 sq ft

The GVPL offers seven free bookable study spaces for up to 2 hours/day in the following locations:

PROGRAMS

GVPL runs a wide variety of events from all of the branches including:

• Storytime and Baby-time,

• Community Connections and programs for newcomers,

• Indigenous Stories Book Club,

• ESL classes,

• DigiLab support,

• Health and well-being such as Quit Smoking Program and Chronic Pain Management, and

• Writing contests.

In addition, the GVPL runs seasonal programs pertinent to celebratory events such as Indigenous Day, Lunar New Year, Black History Month events, author talks etc.

The Table below summarizes the existing GVPL branches noting facility, location, size and co-location.

BRANCH SUMMARIES

PROCESS

As part of the Phase 2 of the Greater Victoria Public Library Regional Service Master Plan, an evaluation of the branches was conducted. Tours of 10 of the 12 branches in the system were completed between November 20 and 22, 2019. Tours included the following:

• Verification of current layout, configuration, and existing conditions

• Functional analysis of space

• Interviews with staff

Tours of the following branches were not completed:

•Esquimalt - the new branch is under construction, to be opened in 2020. The existing branch was not toured.

•Saanich Centennial - this branch was closed due to flood damage. A pop-up branch was located in the Pearkes Rec Centre, where staff where interviewed.

•The GVPL 2019 Facility Audit was reviewed for building conditions.

The following provides a summary of the existing conditions of the libraries in order of priority for Renovation/Maintenance cycles to ensure resources are utilized to provide the greatest value to the system. Refer to the Branch Summaries in Appendix B for full branch analysis.

PRIORITY FOR NEW FACILITY

1. Central Branch + Administration

2. Nellie McClung Branch

3. Juan de Fuca Branch -- Renovation/ Addition

4. Oak Bay Branch

5. New Community Branch (Location T.B.D.)

PRIORITY RENOVATION/MAINTENANCE CYCLE UPGRADE

1. Central Saanich Branch

2. Bruce Hutchison Branch

3. Emily Carr Branch

4. Goudy Branch

5. Langford Heritage Branch

6.

7. Esquimalt Branch

8. Saanich Centennial

CENTRAL BRANCH

Building Year: 1980 (renovated in 2000)

Area: 4,520m2 (48,653sf)

Neighbourhood: Downtown Municipality: Victoria

The Central Branch is the Greater Victoria Public Library"s main flagship branch and the largest within the system. It is a two-story branch and occupies space within the Waddington Strata in downtown Victoria. This location also houses approximately 4,000sf of administrative space.

The central branch is dated with many of the systems reaching the end of their useful life. Upgrades are required for the mechanical and electrical systems, envelope, washrooms, finishes and to address overall accessibility concerns. In addition, functionality and overall user experience is limited in this aging branch.

As outlined in the significant capital investment would be required to address the branch deficiencies and allow it to meet the current and future needs of the community

In order to maximize value of investment replacement, rather than renovation, of the Central Branch is recommended and is a priority in the next 5 years.

NELLIE McCLUNG BRANCH

Building Year: 1976 (rebuilt 1991)

Area: 1,274m2 (13,713sf)

Neighbourhood: Gordon Head Municipality: Saanich

Originally opened in 1976, Nellie McClung was rebuilt following a fire in 1991. It is ideally located within its community, near the busy intersection of Mackenzie and Shelbourne, with excellent public access. It is one of the busiest branches in the system with the highest attendance of youth programs.

The 30 years old facility is showing significant wear and tear and was identified in the 2009 GVPL Needs Assessment Report as having some of the poorest conditions in the system. Despite the aging facilities, Nellie McClung is one of the busiest branches in the system, ranking 1st in youth program attendance, 2nd in circulation and 3rd in in-person visits. The branch is undersized and limits the ability to meet the needs of the community.

Replacement of the branch with a 25,000-30,000 sf branch is recommended within the next 10 years.

JUAN DE FUCA BRANCH

Building Year: 1997

Area: 1,428m2 (15,371sf)

Neighbourhood: Colwood Corners Municipality: Colwood

The Juan de Fuca Branch is located adjacent the Juan de Fuca Recreation Centre and includes the Cataloging and Technical Services Department (CaTS).

The branch underwent renovations in 2016 to upgrade finishes and shelving and increase the overall function and experience of the space.

The roof, skylights, washrooms and some mechanical equipment are in poor condition and require replacement in the next 5 years.

With the recommended relocation of the CaTS department to a central administration hub, renovations to convert the existing space into public space is recommended in the next 5 years with a further addition in the next 10 years to increase the overall area to 25,000 - 30,000 sf.

OAK BAY BRANCH

Building Year: 1971, Expanded 2001

Area: 1,056m2 (11,367sf)

Neighbourhood: Downtown Municipality: Oak Bay

The Oak Bay branch is located at the heart of Oak Bay adjacent the Monterey Recreation Centre. A unique design feature of this Branch is the incorporation of the Tonkin heritage home on Hampshire Road as part of the expanded space.

The branch is very well used, ranking 2nd in inperson visits and 3rd in circulation. At its current size, the branch is no longer adequate for the needs of the staff and community.

Several systems including the roof, windows, lighting, washrooms and staff workrooms are at the end of their life and require replacement or renovation. Significant reinvestment is required from both a tenant improvement and building system standpoint.

Replacement of the branch is recommended in the next 10 years.

SAANICH CENTENNIAL BRANCH

Building Year: 2007

Area: 1,163m2 (12,518sf)

Neighbourhood: Burnside-Gorge Municipality: Saanich

The Saanich Centennial Branch is located adjacent to the Pearkes Recreation Centre and shares space with the Saanich Archives.

The branch was undergoing repairs due to flooding. The renovations included replacement of damaged finishes, as well as renovations to improve the overall function of the library. The branch was scheduled to reopen in spring of 2020.

This award winning LEED Gold branch features skylights running the entire length bringing lots of natural light into the space.

Following the renovation the branch will be “like new” and work over the next 15 year cycle will be limited to general maintenance as required.

CENTRAL SAANICH BRANCH

Building Year: 1989

Area: 437m2 (4,701sf)

Neighbourhood: Brentwood Bay Municipality: Central Saanich

Located in the Central Saanich Cultural Centre, the branch was built as part of an Expo 86 Legacy Project. Nestled in family-friendly Pioneer Park and adjacent to a seniors’ centre, it is a short walk from all the neighbourhood schools, the Rom Knott Park and the Brentwood Bay ferry on the Saanich Inlet. The library is on one level and shares an entry foyer with the Cultural Centre. Programming space is located separately and managed through the panorama Recreation Centre.

Window replacement and upgrades to the washrooms and staff work area are required in the next few years.

The size of the branch is small relative to the growing population of Central Saanich. Recent renovations include new flooring and painting throughout.

Expansion of the branch is recommended in the next 10 years.

BRUCE HUTCHISON BRANCH

Building Year: 1994

Area: 902m2 (9,196sf)

Neighbourhood: Royal Oak Municipality: Saanich

Built as part of the Saanich Commonwealth Place Recreation Centre, the Bruce Hutchison Branch opened its doors in 1994. The first co-located branch in the GVPL system, the library shares programming space with the community centre.

Overall the branch is well located and attractive in appearance and has been well maintained. Considering its 25 year age, several upgrades will be required in the next 5-10 years as systems approach the end of their life. These includes the replacement of the roof membrane, windows, some mechanical equipment, lighting and washroom upgrades.

EMILY CARR BRANCH

Building Year: relocated in 2013

Area: 512m2 (5,511sf)

Neighbourhood: Saanich Centre Municipality: Saanich

Emily Carr opened in 1966 and was the first branch of the Greater Victoria Public Library system outside of the Central Branch. The branch moved to the location in the Uptown Shopping Complex in 2013.

The entry and automated material handling system are located on the ground level with the remainder of the library on the second level. The branch features an outdoor reading garden and views of the Olympic mountains from the living room.

The branch is undersized for the volume of circulation and visitors it experiences, and lack of program space limit the service offerings of the branch. The space is leased with the current lease expiring Dec 31, 2023.

Overall the branch is in good condition with minor wear. General maintenance and replacement of systems is required over the next 10 years with the possibility of branch replacement in the next 15 years.

GOUDY BRANCH

Building Year: 2008

Area: 190m2 (2,045sf)

Neighbourhood: Downtown Municipality: Langford

Constructed in 2008, Goudy is an express branch located within a mixed commercial/residential development within the busy downtown Langford core and is co-located with a cafe. It is a leased space. Recent renovations added seating space within the back hallway that joins the coffee shop with the library. Workroom is in good condition however the space is inadequate for needs of the facility.

The branch lacks dedicated program space and is limited in its ability to meet the program demands of the community.

General maintenance and upgrades are required for the remainder of the lease.

LANGFORD HERITAGE BRANCH

Building Year: 2016

Area: 387m2 (4,166sf)

Neighbourhood: Langford Municipality: Langford

Opened in 2016, the Langford Heritage Branch shares a facility with YM/YWCA and the Victoria Conservatory of Music. The branch is 4,166 square feet on one level and includes a 24-hour library vending machine in the foyer.

The branch is one of GVPL's newer branches and has built in shelving around the perimeter of the branch with mobile A-frame shelving throughout the interior. Overall the branch is in good condition with the majority or elements likenew.

There is no dedicated program space in the branch.

General maintenance and upgrades as required over the next 15 years.

Greater Victoria Public Library Master Plan BRANCH SUMMARIES

Building Year: 2018

Area: 665m2 (7,158sf)

Neighbourhood: James Bay Municipality: Victoria

Located in the Capital Park development southeast of the BC Legislature, this branch is the newest branch in the GVPL system, officially opening to the public in May 2018.

The Branch features a striking, modern design & décor and abundant natural light. The branch includes a community living room space, a familyfriendly children’s area, and a teen area. The garage doors on the community room and mobile shelving allows for flexible use of the space for programs and events.

The space houses an automatic materials handling system. This piece of equipment, although new, has had consistent mechanical problems since installation. The facility also has a closed vestibule area at the main entrance that has 24 hours access for the purpose of returning books after hours.

Over the next 15 years, the branch shall be monitored and any required or preventative maintenance undertaken.

ESQUIMALT BRANCH

Building Year: 2020 (under construction)

Area: 929m2 (10,000sf)

Neighbourhood: Downtown Municipality: Esquimalt

The new Esquimalt branch is currently under construction and will open in late 2020.

This branch is approximately 10,000sf and is part of the Esquimalt Town Centre. The branch features a creative technology space, dedicated meeting rooms for quiet study and collaborative work and larger multi-purpose programming room. The flexible spaces and connection to technology reflect GVPL's vision to provide library users with an enriched and enhanced place to gather, discover, engage, connect and collaborate.

The new branch is replacing the existing 802m2 (8,633sf) Esquimalt Branch.

Work over the next 15 years will be limited to minor maintenance as required.

sxʷeŋxʷəŋ təŋəxʷ JAMES BAY BRANCH

GROWTH

POPULATION STATISTICS

The GVPL service area has experienced significant growth in the last five years. An increase in Library services and facilities will be required to serve the growing population.

The population has grown by an average of 9.11% from 2013 - 2018.* Projecting forward with the similar growth rate, the population will increase from 346,993 in 2018 to 456,950 in 2035.

The GVPL service area includes ten of the municipalities in the Capital Region, and are clustered into three service areas:

•Central Shore: Victoria, Esquimalt, Oak Bay and View Royal;

•Saanich and Peninsula: Central Saanich and Saanich;

•West Shore: Colwood, Highlands, Langford and Metchosin.

POPULATION GROWTH MAP 2011-2018*

0-999

1,000 - 1,999

2,000- 2,999

3,000- 4,999

5,000- 6,999

7,000- 8,999

9,000- 10,999

*All numbers acquired from BC Stats

In 2018, 141,405 people resided in the Central Shore service area, representing 40.75% of the total service area population. This area has had a 8.51% growth from 2013 to 2018. Projected population increase in 2035 is an additional 38,221 persons.

In 2018, 140,384 people resided in the Saanich and Peninsula service area, representing 40.5% of the total service area population. This area has had a 7.62% growth from 2013 to 2018. Projected population increase in 2035 is an additional 32,225 persons.

Projected Population Statistics 2014-2035

In 2018, 65,204 people resided in the West Shore service area, representing 18.75% of the total service area population. This area has had a 11.19% growth from 2013 to 2018. Projected population increase in 2035 is an additional 39,509 persons.

The total approximate projected population increase is 109,957 persons in the GVPL area by 2035, for an overall increase of 31%.

LIBRARY SPACE/CAPITA

The GVPL currently has a total of 143,548 sq ft of library space, representing 0.41 sq ft/person. To attain GVPL’s goal of 0.6 sq ft/person as per the 2010 Master Plan; an increase of 65,650 sq ft is required to meet the current population, rising to 130,000 sq ft in 2035.

Three measurement systems have been reviewed to determine the area requirements/capita:

• GVPL: The GVPL is currently using 0.594 sq ft/ capita.

• Wisconsin Method: Based on the State of Wisconsin Space Standards, these standards have been used across North America to develop Libraries. It is based on 0.77 sq ft/ capita.

• City of Richmond: The City of Richmond has one of the most progressive library system and standards across North America. There standard is 1.0 sq ft/capita.

Aiming for 0.6 sq ft/capita will be at the low end of the three measurement systems, but will put the GVPL in line with general Canadian space standards. (Refer to Table below).

GVPL’s Community-Inspired Library Service inspires and is inspired by all areas of community life. It seeks to transform lives and our communities.

GVPL Projected sf/capita Using 3 Measurement Systems.

təŋəxʷ James Bay Branch Opening

The top chart below summarize the population growth from 2013 - 2018 (most recent data available from BC Statistics). The bottom chart projects this growth rate forward from 2020 to 2035, at the same rate.

The total library area required, at 0.6 sq ft/resident will be approximately 274,169 sq ft in 2035, or an increase of 190% from the space today.

Current Population Statistics + Area Requirements

Projected Population Statistics + Area Requirements

In Victoria, 39.5% of private residences are detached houses, compared to 44% in BC.* This number has been decreasing over the last 30 years.

As living space becomes smaller, the library plays an important role as a gathering place for the city.

* Numbers acquired from Statistics Canada and BC Statistics.

Community "Living Room"

CREATING AN INCLUSIVE LIBRARY LIBRARY SPACE EVOLUTION

Libraries today relate to customers in exciting new ways, responding to and anticipating the ever-changing nature of information technology and media.

More than a container for the collections, libraries have become a central place within the community - a place to learn, gather, study, create. They are places for community engagement and connectivity.

In the Greater Victoria area with rising costs of housing, urbanization and the trend towards smaller homes, the Library has become the home office, a meeting place, and a play area. The library is also a safe place and a place of refuge for all. Libraries are essential to support inclusion, life long learning and literacy.

The 2020 Master Plan presents an opportunity to rethink existing library spaces, address the gaps in service delivery and provide cohesion in the range of services and places throughout the branches, with the ultimate goal of creating a community focused library system. Key evolution in Library trends include:

Reflective of Community and Place

Providing spaces that are resilient and reflect the environment, honours the Indigenous Host Nations, tailors services to the unique needs of the community, and includes a collection that supports local content.

A Place of Reconciliation

Libraries as inclusive, welcoming places for all are key community resources to promote and model reconciliation through collections, events, space design and naming.

Support Gathering

Libraries now function as public gathering places - the “Living Room of the Community”, engendering a love and respect for learning through comfort and accessibility.

Reduction in physical collection size

Collections are increasingly evolving into a digital format. The GVPL mandate is to provide access to materials in a variety of formats. The local community is comprised of voracious readers who heavily use the physical collection. However, the increased digital material presents an opportunity to convert former collections area into people places

Support demand for digital resources

The demand for digital resources is both supported on-line and through the expansion of tech zones within the Library space for study, making, and learning.

Include Tech Zones + Creation Spaces

Making place for digital use within the Library is fundamental to addressing the needs of all residents. Creation spaces provide patrons tools, access, and peer training to redefine and remake their world. These innovative and interactive spaces can:

• Foster play and exploration;

• Facilitate informal learning opportunities;

• Nurture peer-to-peer training and active learning; and

• Establish partnerships with the community.

Spaces will include a digital commons, gaming areas, business-incubator hub, recording space and maker spaces.

Support A Wide Range Of Activities

Libraries today are multi-use facilities that balance traditional services with technology, the excitement of interactive uses with the needs of contemplative activities. Libraries welcome the community by:

•Providing space and programming that the community wants - flex space, maker space, group study areas etc;

•Including a variety of meeting spaces to support activities ranging from tutoring, book clubs, lectures, yoga and authors’ talks;

•Creating a flexible, open, accessible, comfortable user-friendly environment.

PLACES FOR PEOPLE: STRATEGIC PRINCIPLES

The following strategic principles were developed to assist the GVPL in renovating the existing branches. Refer to Appendix A and B for the Branch Assessments and the Functional Plan Diagrams.

ACCESSIBILITY FOR ALL

• Persons with physical, visual, or auditory challenges

• Trans or gender variant

• Wheelchairs, scooters

As one of the few community free public spaces in the civic commons, it is essential that all the branches are accessible and welcoming to all patrons. The GVPL embraces inclusivity and seeks to create spaces of intersection that reflect the nonbinary plurality of the community.

The GVPL Branches will be places of refuge, reconciliation and respite.

INCREASE STREET PRESENCE

•Enhance visual connection to the exterior;

•Showcase activity within - locate people in the windows;

•Enhance and strategically locate exterior signage to increase visibility and attract new customers; Expand activate to outdoors where possible. Create an “ entry porch” with seating and places to gather.

ENHANCED CHILDREN’S AREA

• Increase area for play with themed play spaces;

• Use flexible, fun furnishing to create that may be moved/reconfigured and incorporate play and exploration;

• Consider sensory experiences and incorporate exploration opportunities in furniture and finishes;

• Welcome middle-school kids with dedicated areas;

• Provide support for parents with seating and adult collection in close proximity; and

• Optimize access to daylight.

ENHANCED TEEN ZONE

Enhance Teen Area by creating unique, fun spaces that teens can call their own. Location in a semi-private defined zone where light supervision is possible. May include the following:

• Work tables;

• Laptop bar for individual work;

• Computer stations - Consider creative technology programs;

• Gaming - video and board games; and

• Collections.

SUPPORT DIGITAL LEARNING

• Provide space and adequate power for people bringing their own devices;

• Integrate power with furniture;

• Consider a laptop bar for efficient use of space and to support individual work; and

• Consider height and ergonomics with counter height/height adjustable areas.

STUDY/MEETING SPACES

•Create enclosed meeting rooms with flexible furnishing to support group work, meetings or quiet study.;

•Incorporate glazing to promote connection to the library;

•Integrate power/data and include screens.

FLEXIBLE PROGRAM AREA

• Increase flexibility of program area with adequate storage for materials and tables/chairs;

•Use mobile, modular furnishing to support a variety of configurations;

•Consider opening up library spaces to increase event capacity and promote general use when not programmed;

• Use durable, cleanable finishes to support a variety of crafts and activities; and

•Support after hours where possible with separate entrance and kitchenette.

IMPROVE SIGHTLINES/ACCESS TO DAYLIGHT

•Consider lower stack heights to promote visual connection throughout the library and increase access to natural light;

•Locate people at the perimeter, near daylight;

•Optimize connection to daylight with high use areas; and

•Provide solar shading for increased comfort.

EFFECTIVE/ERGONOMIC WORK ZONE

•Provide ergonomic, height adjustable workstations

• Ensure layout or workroom reflects workflow

•Provide adequate space for shuttle bins

•Include Automatic Material Handling where possible

• Reduce built-ins to increase flexibility and mobility to address changing needs.

Greater Victoria Public Library Master Plan CREATING AN INCLUSIVE LIBRARY

ADDRESS ACOUSTICS

• Add acoustic materials to absorb sound;

• Consider zoning with loudest activities located away from quieter areas;

• Limit use of hard/reflective materials; and

• Provide enclosed area for specific quiet needs.

EFFECTIVE SUPPORT/STORAGE

• Provide adequate, effective storage for programming, equipment and supplies;

• Ensure access to storage is not impeded by layout;

• Provide adequate stroller parking that doesn’t impede with library activities or access to egress; and

• Provide adequate space for material handling -incoming and outgoing.

IMPROVED WAYFINDING

Enhance wayfinding both in and around the library by considering the following strategies:

• Develop a hierarchy for signage that is based on a theme that relates to GVPL branding;

• Incorporate a unified and consistent wayfinding strategy that is consistent throughout the system;

• Use clear non-text symbols where possible.

• Use colour and materials as visual cues.

BUILDING CONNECTIVITY

Build upon the existing strengths of the shared service model, creating destination places to encourage cross boundary use.

MOBILITY

All new branches should be located on paths of daily travel to support public transit, encourage walking and weave the use of the library into daily life patterns. Locations on bike routes and accessible by public transit are necessary for children, youth, adults and seniors who are not drivers or do not use personal vehicles.

In the core urban areas, the boundaries are blurred, and most residents have a branch library within a 15 minute cycling journey as well as accessible by public transit. However, the nearest branch may be in another municipality.

The challenge is to have residents cross boundaries to take full advantage of the shared service model.

Locating destination spaces and programs at particular branches will assist in breaking down boundaries. For example, the new digital tech zone will be located in new Esquimalt Branch, opening in 2020.

CO-LOCATION:

Ten of the existing Libraries are co-located creating opportunities for cross-pollination and one-stop shopping for residents. Co-location with other municipal facilities such as community and seniors' centres creates synergies with other program and services. The benefits include:

• Social connectivity through the increased chance of running into neighbours;

• Capacity for co-programming with municipal and regional partners;

• Ability to share space and resources creating vibrant centres and building sustainably by building less; and

• Economic benefits from sharing of operating costs.

Co-locating within a retail/housing/commercial venue provides social sustainability through the development of mixed use environments; animates the neighbourhood main street increasing safety through eyes on the street; and attracts people through daily exposure on their routes.

Mobility for youth

Greater Victoria Public Library Master Plan CREATING AN INCLUSIVE LIBRARY

CENTRAL SAANICH

CENTRAL SAANICH

Transit Routes:

SAANICH OAK BAY

HIGHLANDS LANGFORD METCHOSIN

ESQUIMALT

VICTORIA

VICTORIA REGIONAL SYSTEM TRANSIT MAP

REGIONAL ROUTE (15-60 MINUTE SERVICE)

The Capital Region transit service is generally a hub and spoke model with many routes ending in downtown Victoria serving residents, post secondary students, and tourists. The transit system supports locating the Central Branch in downtown Victoria making it accessible to all. Currently all branches are served by a bus route.

FREQUENT ROUTE (15 MINUTE OR BETTER) LOCAL ROUTE (20-120 MINUTE SERVICE)

SAANICH OAK BAY

ESQUIMALT

VICTORIA

REGIONAL TRANSIT MAP

REGIONAL ROUTE (15-60 MINUTE SERVICE)

FREQUENT ROUTE (15 MINUTE OR BETTER)

LOCAL ROUTE (20-120 MINUTE SERVICE)

The location for the proposed district branchesJuan de Fuca and Nellie McClung are served by 39, 43, 46, 48, 50, 51, 52, 53, 54, 61, and 12, 16, 24, 26, 27, 28, 39, 51 bus routes respectively

BICYCLE NETWORK:

The GVPL Service Area has a significant bike network and pathway system that is growing annually. The Grey Goose Trail connects much of the region.

The map above illustrates a 15 minute biking radium from all of the existing branches. Except for the rural and inter-urban areas in the Saanich Peninsula, most residents have a branch within a 15 minute bicycle journey.

CO-LOCATION:

The branches noted on the map above are co-located with other commercial and civic buildings increasing usership through cross pollination and location on paths of travel, as well as capturing users that may be waiting for other family members or friends.

Co-location may be with other civic uses in a recreation setting, retail/housing development, commercial malls or location on “Main Street”.

The branches support other services in the co-located area creating a symbiotic pattern of use and enhancing public life.

CO-LOCATION

CIVIC

CENTRAL SAANICH SENIORS CENTRE + PARK

SAANICH COMMONWEALTH PLACE

ESQUIMALT MUNICIPAL HALL

PEARKES ARENA COMPLEX

JUAN DE FUCA RECREATION CENTRE

YM/ YWCA

MONTEREY RECREATION CENTRE

RETAIL/HOUSING/COMMERCIAL

EMILY CARR BRANCH sxe

GOUDY

OPPORTUNITY

The network of branches, within the service area, creates an opportunity to include a variety of distributed amenity spaces and services -providing spaces that are resilient and reflect the environment, honouring the Indigenous Host Nations, tailoring services to the unique needs of the community; and including a collection that supports local content.

Key public gathering spaces that will be included within the branches include:

Community Living Room:

•The heart of the Library with comfortable furnishings, and a welcoming, warm feeling.

Multi-Purpose Room:

• Include flexible event and program space that may include moveable partitions to open onto adjacent spaces. Size to accommodate seating from 25 - 70 patrons.

Exhibit Space:

• Include space for 2D and 3D display throughout the branches.

Places that reflect Indigenous values:

• Throughout the system, include space at each facility that reflects Indigeneity. The spaces may include gathering circle, oral history collection and space, artwork, signage and naming, and appropriate materials and art.

Children’s Zone:

• At the Central Branch, include bright, welcoming space with flexible furnishing and support for programming with themed play areas that are reflective of the local community and neighbourhood.

Specialized Play Zone:

• At one location, create a destination play area with play structures, sensory discovery zone and place for gross motor skills.

Teen Zone:

• A place that youth can call their own and is sized to the facility. Possible ingredients include study space, gaming zone, relaxation area and collections.

Meeting Space:

• Flexible, bookable meeting rooms that can be used by community groups for a variety of events. Include digital connectivity.

Study Rooms/Booths:

• Individual and groups study areas that are transparent, acoustically private with digital connectivity.

Quiet Study/Work Area:

• A dedicated space for study and work. May be a meeting room that is schedule for quiet use at certain hours.

Respite Area:

• An away space that supports sensory development and may be used as a family room, prayer, meditation, counseling and outreach.

Auditorium:

• A lecture hall/gathering space for > 100 for speaker series, theatrical and musical performances may be provided through colocation or partnership.

Maker Space:

• Space for physical and digital creation. May include 3d printer, laser cutter, sewing machines, tools, etc with capacity for a lending library of things.

The gradual shift to on-line collections presents an opportunity to add more people space.

Digital Lab/Recording Space:

• Space for audio and video recording including recording booth, green screen, editing software

Business-Incubator Hub:

• A hub for patrons with home office who need social connectivity. May include bookable working/meeting space, business address/mailbox, dedicated collection, online resources, access to video conferencing, access to digital recording, access to maker space (marketing/prototyping).

Social Impact Space:

• At the Central Branch, include an area for community group engagement, and/or potential space for on-site social worker developed in partnership with the City.

Outdoor Amenity Space

• Connect to exterior spaces such as learning gardens, Indigenous gathering spaces, terraces and courtyards to promote healthy living through indooroutdoor connectivity.

Greater Victoria Public Library Master Plan CREATING AN INCLUSIVE LIBRARY

COLLECTIONS SIZE AND IMPACT

Collection areas within library spaces are undergoing a significant transformation due to the increase in the digital collection, as well as rethinking/renovating to ensure that library spaces are accessible to all.

The trend is for a reduced area to store collections. For example, the 2010 Master Plan for the Halifax Central Library included 24% of the gross building area for collections. A decade later, the Saskatoon Public Library includes 16% for collections

Concurrently, as libraries are adding amenity spaces, they are also being renovated to address accessibility. For example, stacks that are 7’-0” high and spaced 5’-0” on centre permit an aisle width of approximately 3’-0”. This is not wide enough to accommodate wheelchair or scooter access. Shelving the collection on shelves below 14” above the ground and above 4’6” also limits accessibility for patrons with limited mobility. (See Figure 1).

To create a universally accessible collection, the stacks should be spaces a minimum of 6’-0” on centre and a maximum of 5’-6” high and avoid locating material on the bottom shelf. At four shelves filled, this will house 8 items/sq ft of floor area. At 3 shelves filled, this will accommodate approximately 6 items/sq ft of floor area. (See Figure 2 opposite).

The recommendation is to create a target of 7 items/ sq ft of floor space. This will be achieved with 50% of the stacks including 4 filled shelves, and 50% including 3 filled shelves. The bottom shelf will not be filled in the Adults section. However, it will be used in the children’s area to accommodate small persons. (See Figure 3)

Reducing the height of the stacks will also create flexible spaces. Units less then 4’6” high can be mobile units on castors that can be relocated for events or reconfigured as needed.

“Library Service is moving from collections based to customer based.”

Jane Watkins, Former Chief Librarian, North Vancouver City Library

FIGURE 1

COLLECTIONS

7’0 STACK

5’ SPACING ON CENTRE

10-12 items/sf.

FIGURE 2

COLLECTIONS

CREATE ACCESSIBILITY

5’6” HIGH STACK

+

3 SHELVES @ CHILDRENS 6’ SPACING ON CENTRE

8 items/sf - 4 shelves

6 items/sf - 3 shelves

FIGURE 3

TARGET

ASSUME 50/50 OF COLLECTION FOR ACCESSIBILITY + CHILDRENS

5’-6” HIGH STACK

+3 SHELVES CHILDRENS

NOT

CENTRAL BRANCH EXAMPLE

The impact of larger area for stacks can be further understood through a reivew of the Central Branch existing collections.

The GVPL collection size/capita is currently 2.0 items/person, resulting in a total of 170,000 for the City of Victoria rising to 235,000 items by 2035.

For planning the Library, the collection size is assumed to growth at the projected rate. Over the next 15 years, more of the collection will be provided on-line, potentially hitting peak physical collection between 2030 - 2035.

Assuming 20% circulation, the facility would need to accommodate approximately 132,000 volumes at the Branch, rising to 157,000 volumes in 2035. Possible scenarios include the following:

1. 157,000 volumes @ 7/sq ft to allow for accessible stacks will require 22,428 sq ft for collections at the Central Branch, an additional 7,500 sq ft increase from the existing area.

2. 100,000 volumes @ 7items/sq ft will require 14,000 sq ft for collections at Central, with the remaining 50,000 located off site.

3. The surplus collection of 50,000 items can be housed off-site in a compact storage system at a density of 35/volumes/sq ft creating space for people within Central. This will require approximately 1400 sq ft.

650 sq ft of compact storage holds 22,750 items

SERVICE AREA GROWTH

The increase in population for GVPL municipalities, at the current growth rate, is projected to increase from 254,273 to 400,000 in 2035 at the current growth rate of 12%/ annum. This would result in an additional collection increase of 290,000 items by 2035. Assuming a 20% circulation rate, 232,000 items would need to be within the Library spaces. This will require an additional 33,142 sq ft within the Libraries or 6,628 sq ft of compact storage.

Compact Storage takes approximately 20% of the area of collections on display within the Library. Locating compact storage in a separate administration facility with an automatic material handing system (AMHS) will:

• Free up area within all the Branches for amenity space;

• Require 1/5 of the expansion area;

• Streamline operations through a centralized distribution system, and

• Increase staff efficiencies.

RECOMMENDATION

The circulation rate for the physical collection was almost 4,000,000 items in 2019, or an average rate of almost 12 items/resident. Retaining access to the physical collection is very important given the high usage.

Compact storage will allow the GVPL to retain the collection and include 24% of the area within the libraries for the collection.

TOTAL COLLECTIONS AREA 2035

Central Branch Collection Increase: 50,000 items

Remaining Service Area Increases: 290,000 items

SUBTOTAL: 340,000 items

@ 20% circulation = 272,000 items @ 7 items/sq ft = 38,850 sq ft OR

In compact storage @ 35 items/sq ft = 7,770 sq ft

THE COMPACT STORAGE SOLUTION

7,500 sq ft = 26,2500 VOLUMES

= FREES UP 37,500 sqft OF LIBRARY SPACE!

CENTRAL BRANCH 50,000 VOLUMES

÷ 7 (volumes/sqft)

= 7,000 sqft

People space gained

Existing Space

Proposed Space

30,000 sqft

RENOVATED TO PEOPLE SPACE IN OTHER BRANCHES

AMENITY SPACE STRATEGY

Create destination program areas to encourage cross boundary library visits, increasing usage of all branches by all the citizens in the service area.

The Central and District Branches will include special program areas to support use by all residents.

Community Branch Amenities

All new/renovated Community Branches will include the following amenity spaces:

• Indigenous Space

• Community Program Space

• Flexible Meeting/Study

• Themed Play Area

• Living Room

• Idea Box/Exhibition Space

• Respite Area

District Branch Amenities:

In addition to the common amenity spaces, the District Branches will include:

•Community Meeting Space for 75 - 100

• One or two of the other program options (Digital Recording, Maker Space, and Business-Incubator Hub)

The additional program spaces will be considered a destination space, and will be designed to serve the regional system, acting as a draw to the Library. Located in a District Branch, they will be accessible by public transit.

Central Branch Amenities:

The Central Branch will continue to be the main hub in the system including all of the amenity space typologies, in the District Branches as well as:

• A destination play area

• Learning Commons

• Social Enterprise Zone

• Large Community Room for 100 - 130

• Friends of the Library hub.

The Central Branch may include a special feature such as a cafe and auditorium spaces if developed with a project partner to share resources and cost.

The Amenity spaces fulfill key attributes address GVPL’s strategic principles to increase user awareness of learning opportunities and extending the reach of the library.

The flexible amenity spaces will support a combination of the following space typologies:

• Social Space,

• Online,

• Collaborate,

• Learn and Play, and

• Make and Create Space.

Refer to the matrix below for a summary of the key typologies that can be accomodated in the wide variety of amenity spaces.

The following chart summarizes the type of amenity, a brief description and the Branch type location. The green bars indicate essential base space, and the yellow bars indicated desired spaces that may be included depending on location and size of the Branch.

BRANCH TYPE

AMENITY DESCRIPTION

Living Room

Quiet Study/Work Area

Exhibition Space

Comfortable furnishing, welcoming, warm feeling. Consider fireplace.

Furniture or built-in elements to define space. Support collaborative work.

Outdoor Amenities May include readers terrace,

COMMENTS

Scale to suit branch size

Number to suit branch

Where possible

Places that reflect

Indigenous values May include Gathering Circle, Storytelling Space, Artwork, Naming

Children's Space Bright, welcoming space with flexible furnishing and support for programming.

Teen Zone

Community Space

Meeting Space

Comfortable Lounge Furnishing, dedicated space. Include video and board games

Open flexible space for informal gathering and community events

Meeting space for variety of sizes. Include Teleconference

Study Room Small individual or group study space. Transparent walls

Respite Space

Ideabox

Maker Space

Digital Lab/Recording Space

Social Space

Multi-purpose room

Business/Entrepreneur Hub

Quiet away space, may be used as a family room, prayer room, meditation space, etc.

Storefront Sharing of ideas + Culture. May be a dedicated room (Central) or Display (Branch)

For phyical and digital creation. May include 3d printer, laser cutter, sewing machines, tools, etc.

Audio and video recording including recording booth, green screen, editing software

Area for engament and display of rotating community orgaizations.

Flexible meeting space. Consider movable walls that open onto adjacent area

May include working/Meeting space, business address/mailbox, dedicated collection, online resources, access to video conferencing, access to digital recording, access to maker space (marketing/prototyping)

Specialized Play space Consider play structure, sensory walk, tactile and discovery zones

Friends of the Library Booksale Kiosk

Auditorium Seating for > 100 for speaker series, theatrical and musical performances, etc.

Café/Refreshment

Base Space Dependant on location/municipality

Incorporate throughout system

Themed play ares throughout the district, with gradient in size

Scale to suit branch size

Scale according to branch size

Size/number dependant on branch size. Dedicated Admin meeting space an asset is central branch is co-located with an admin function.

Number and size to suit branch

Scale dependin on branch size from display to full room

Different lab types at locations

Able to accommodate up to 100 people

Destination "rainy day" space

Dependent on partner location

Revenue generation is an assett. Dependant on location. May be a co-located amenity

LIBRARY TYPOLOGY

CENTRAL BRANCH

• Central Branch

• District Branch

• Community Branch

Patrons expectations for their library experience has greatly expanded. With smaller dwellings, the library has become the “third space” or living room for the community.

As much of the Library’s resource and reference material moves on-line, physical space is freed up for flexible community space. This seminal shift in programming will require flexible amenity space for collaboration, socializing, learning and playing and delivering programs. Additional dedicated amenity spaces will be required for digital learning, making and creating, recording, and fabrication. Study areas for individuals and groups need to be provided at all libraries, regardless of size.

Currently GVPL has only 4 meeting rooms and 7 study spaces within the existing 12 libraries. The three space typologies for all new libraries are of a sufficient size to accommodate a variety of amenity spaces. The GVPL Master Plan includes three new main space typologies for development of all new branches, as summarized in the following pages.

DISTRICT BRANCH

COMMUNITY BRANCH

All new development will be one of three main typologies to create people-focused space and to increase operational efficiencies:

1.Central Branch:

The new 68,000 Central Branch will located in the downtown Victoria area to serve all residents, support government, businesses and the tourist industry.

2.District Branches:

Two 25,000-30,000 District Branches will provide vibrant destination services for the West Shore and Saanich District residents. The branches will most likely be located on existing sites supporting neighbourhood patterns.

3.Community Branches:

As new community branches are required, they will be built in range of sizes to suit the location, varying from a minimum of 11,000 sq ft to 16,000 sq ft. Community Branch locations will continue to build upon partnerships with other community facilities such as recreation centres, seniors facilities, parks etc.

Develop a new community branch in a location to be determined by 2025, while continuing ongoing maintenance and renovation of existing branches.

CENTRAL BRANCH

Central Libraries have become key destination places for many communities and have supported economic, social and environmental sustainability within the downtown cores.

The Library is one of the very few public spaces that is welcoming and inclusive for all and is not based on commercial transactions. As the living room or third space, it is essential to support all members of society as a place to meet, learn, and build connections. In our increasingly digital world, space to gather and connect is increasingly vital.

Recent new or expanded Central Libraries located across Canada include:

• Ottawa ON, 2024 (in progress)

• Edmonton AB, 2020 (in progress)

• Guelph ON, 2018 (project approved)

• Saskatoon SASK, 2020 (project approved)

• Calgary AB, 2018

• Vancouver BC, 2017

• Halifax NS, 2014

• Kitchener ON, 2014

• Hamilton, ON 2010

CITY

CURRENT POPULATION: 92,041 GROWTH RATE (2013-2018): 8.42%

Currently, the City of Victoria has a population of 92,041 and is served by 2 branches (Central Branch + sxʷeŋxʷeŋ teŋexʷ James Bay Branch) with a total area of 55,810sf. By 2025, the population will be approximately 99,792 increasing to 117,307 by 2035. At a rate of 0.6 sf/person, the City will require approximately 60,000 sf of library space and 70,000 sf by 2035.

This does not take into consideration additional area needed to suit the larger use of a central library or the changing demographics and living spaces in the inner city.

The Wisconsin model, as noted previously, is a widely used planning tool which establishes three tiers of service. Representing a middle range, Tier 2, has an area of 0.77sf/person. This would result in 77,000sf by 2025 and 90,000sf by 2035.

By targeting between 0.6 and 0.77sf/person, the library will meet the current and future needs of the growing population while accommodating use by residents, businesses and government.

CENTRAL BRANCH SCENARIOS

Two scenarios were developed for the Central Branch and the City of Victoria during Stage 1 of the project.

Scenario 1

Scenario 1 proposes a 62,000sf Central Branch to be constructed in 2025. A small branch is proposed for 2033, to meet the area target of 77,150 public space for 2035. The type and services (i.e. tech centre) of the new branch will be determined based on a needs assessment in 5-10 years. A Central Administration hub is also built by 2025, to consolidate all administration and technical services.

This scenario meets the targeted area in 2025.

Scenario 1

Scenario

Scenario 2 proposes a 68,000sf Central Branch to be constructed in 2025. This would be supplemented by a Central Administration Hub and the existing branch in Victoria. A new Service Support/Administration hub is also built by 2025 to consolidate all administration and support services. This scenario meets the targeted area in 2025.

The recommendation is to undertake Scenario 2, creating a total of 75,000sf in the City of Victoria by adding a new 68,000 sf Central Library, and relocating administration services. Scenario 2 will consolidate development and services in a new downtown location facilitating access via transit to users throughout the service area.

SERVICE AREA

• Primary: Suburban Area serving 110,000145,000 customers

• Secondary: Destination Library for entire system

• Tourist Zone

SIZE: 68,000 sq ft

HOURS: 70 hours, open 7 days a week with 4 evenings.

LOCATION

Victoria is well connected by walking and cycling, with the majority of the city within a 15 minute bike ride of downtown. It is also well served by public transportation, with the downtown area acting as a destination for many bus routes.

A downtown location for the Central Branch will serve the higher density neighbourhoods near the core, be a tourist destination, and act as place of refuge for the hard-to-house.

Key criteria for the new Central Library location include:

• Accessible by public transportation with location on key bus routes;

• Centrally located within walking distrance of most of the downtown core;

• Facilitate visibility, ideally with street-front exposure;

• Permit outdoor gathering at an entry plaza and at a possible protected courtyard or roof terrace; and

• Siting on a previously developed site to preserve green space.

The recommendation is to work with the municipality to identify a site in the downtown core. The project may be undertaken as part of a larger development, with the Library occupying the first two floors with direct access to grade and street visibility creating a vibrant central branch that includes all of the identified amenity spaces.

CENTRAL BRANCH PROGRAM SUMMARY

A preliminary program has been developed for the new Central Branch, as summarized in the matrix below. The 68,000sf Scenario 2 building program increases amenity space and retains a similar area for collections as in the existing Central Branch.

Areas for seating and meeting, programming and digital innovation have increased, with a smaller percentage of area dedicated to collections. This aligns with trends seen in recent central libraries including Halifax (24% dedicated to collections) and Saskatoon (16%).

Greater Victoria Public Library Master Plan

BRANCH

Greater Victoria Public Library Master Plan

DISTRICT BRANCHES

Two District Branches will provide vibrant destination services for the West Shore and Saanich District residents. The branches will most likely be located on existing sites supporting neighbourhood patterns.

SERVICE AREA

• Primary: Suburban Area serving 60,00080,000 customers

• Secondary: Destination Library for entire system

SIZE: 25,000 - 30,000 sq ft

LOCATIONS:

• •

The Nellie McClung Branch may be replaced on the same site as part of a development partnership project or another location identified in partnership with Saanich. The West Shore branch will be a major expansion and renovation to the Juan de Fuca Branch, supporting the neighbourhood centre and providing a key anchor to the West Shore.

HOURS: 62-67 hours, open 7 days a week with 3 evenings.

Creating two district branches at approximately 25,000-30,000 sq ft will provide increased amenity services, a key destination program (Business Centre, Enhanced Play Zone and/ or Maker Spaces), increase opening hours to support the amenity spaces ,consolidate operations and streamline staffing.

SPRINGDALE LIBRARY2018 VANCOUVER ISLAND2014

NORTHVANCOUVER2019

JUAN DE FUCA EXPANSION

The Juan de Fuca Branch is the 2nd busiest GVPL branch following the Central Branch.

The first step to providing increased services at this well used branch is to continue renovations within the existing space to create a welcoming entry, improve wayfinding and locate patrons in the windows, and add technology. (Refer to Appendix B). This will be complemented by relocating Cataloging and Technical Services to a Administration/Support Service Facility, thus adding 3,000 sqft for a Technology or Business Centre. The branch size will remain at 19,268 sqft but will increase the usable area by 3,000 sqft by 2025.

The second phase will include a 10,000 sq ft expansion increasing the total branch area to 29,268 sqft. This will facilitate the inclusion of new amenity spaces and the expansion of existing services and spaces.

NELLIE MCCLUNG

Rebuit in 1991 after a fire, Nellie McClung Library is a centrally located, high volume branch. It is the 3rd busiest branch. However, the facility is nearing 30 years old and significant wear is evident. This branch was identified in the 2009

GVPL Needs Assessment report as having some of the poorest conditions in the system. Some renovations have been completed including lighting replacement and washroom upgrades, but the branch still requires substantial reinvestment to meet current and future needs.

Given the excellent location at near the busy intersection of Mackenzie and Shelbourne with excellent transit access, there is an opportunity to rebuild the branch with a development partner achieving a mixed use facility with the Library as the ground floor anchor tenant. The Library would occupy most of the ground floor, with residential or commercial above and underground parking.

The new 25,000 sq ft branch will replace the 13,713 sq ft Library acting as an enhanced destination anchoring this key corner and supporting the community and the nearby University of Victoria.

The recommendation is to open two District Branches by 2030 with a net increase of approximately 22,000 sq ft. Consolidation of library services in two key branches will allow for a wide range of amenity spaces and increase operational efficiency.

A preliminary program has been developed for the two District Branches, as summarized in the matrix below. The 30,000 sqft program includes 24% area for collection while providing increase amenity spaces.

Key destination spaces may include Digital and Maker Space, Business Hub or Technology Centres. All district branches will have a large multi-purpose room sized for 40 persons, complemented by smaller flex study/meeting spaces.

Greater Victoria Public Library Master Plan

Greater Victoria Public Library Master Plan

COMMUNITY BRANCHES

Retain/enhance/replace existing community branches, as noted in the Branch Summary.

As new community branches are required, they will be built in range of sizes to suit the location, varying from a minimum of 11,000 sq ft to 16,000 sq ft. Community Branch locations will continue to build upon partnerships with other community facilities such as recreation centres, seniors facilities, parks etc wherever possible.

SERVICE AREA

• Primary: Suburban Area serving approximate 20,000-25,000 customers

• Secondary: Destination Library for entire system

SIZE: 11,000 - 16,000 sq ft

LOCATIONS:

All new library locations will selected to support accessibility via walking, biking or transit, preferably located within or close proximity to neighbourhood retail centres.

HOURS: 57-61 hours, open 6 days a week with 2-3 evenings

The Community Branches will replace the small 4,000 sq ft branch model as it is difficult the achieve vibrant public space and operational efficiencies within a limited floor area. Alternative service delivery options will be considered such as popups to suit summer programming, mobile Library, extended hours, and drop-in/drop-off pick up locations in partnership with community centres.

A preliminary program has been developed for the new Community Branches as illustrated in the matrix below representing the largest version. The size will vary between 11,000 - 16,000 sq ft depending on site, location and extent of amenties.

The branches will aim for 24% of the gross floor area for circulation.

Key amenity spaces will include a multi-purpose room sized for 25 persons, complemented by smaller flex study/meeting spaces.

Greater Victoria Public Library Master Plan

PROPOSED COMMUNITY BRANCH PROGRAM

ADMINISTRATION/SYSTEM SUPPORT FACILITY

Create a separate facility to house cataloging and technical services, administration offices, an automatic materials handling system and compact storage by 2025.

ADMINISTRATION/SUPPORT STAFF

RECOMMENDATION

CENTRAL SAANICH SAANICH OAK BAY VICTORIA ESQUIMALT VIEW ROYAL HIGHLANDS LANGFORD COLWOOD METCHOSIN CENTRAL SAANICH SAANICH OAK BAY VICTORIA ESQUIMALT VIEW ROYAL HIGHLANDS LANGFORD COLWOOD METCHOSIN PA RT I C I A B A Y H I HG W YA TRANS CANADA ROYAL OAK DR. Keynote Location Plan Proposed Facility Location

FLEXIBLE SERVICE DELIVERY

Flexible Service Delivery Points can be used to fill the gap and augment services, particularly when undertaken in partnership with other community resources.

Benefits include:

• Connecting with non-traditional Library Uses;

• Building on partnerships with community organizations;

• Facilitating digital learning for all;

• Expanding programs and developing new program ideas to meet community needs; and

• Providing an opportunity for community members to connect with each other.

There are a wide range of alternate services offered by Libraries around the world, including the following:

1.Bringing Libraries to the Customer: Pop-Up Libraries can be temporary placesindoors or outdoors - perching at markets, community events, and festivals to extend services.

Mobile services brings the library to the community, providing services to check out materials, get a library card and have an introduction to the Library. The GVPL OLiVe and the Bikemobile have been at festivals, markets and events such as Car Free YYJ, Canada Day and Colwood Seaside Festival. Other recent examples of where the library outreach can be found include:

Alter nate Service Delivery: Technology coupled with programs and community outreach can extend the Library services beyond traditional Library spaces. These services can build upon the existing outreach services such as Library Outreach Vehicle (OLiVe) and the Bikemobile.

MOBILE LIBRARY

• Schools, daycares and senior and community centres

• Our Place Society

• Vancouver Island Regional Correctional Centre (Wilkinson Jail)

• Victoria Health, Wellness and Sustainability Festival and Seedy Saturday .

SEASONAL POP-UP PROGRAMS INTHE PA R

Pop-Up Libraries can include Mobile Book-Mobiles, seasonal Pop-ups and year round programs in a wide variety of locations supported by signage, a mobile equipment cart and dedicated staff

$ $$ $$

Services and programs can be coordinated with local community organizations and centres, using existing resources. Space can be booked for a nominal charge or found for free in the public realm. Setting up the programs increased exposure and can augment other programs. For example, providing a story circle can entertain children at community markets.

2. WiFi Expansion

Library users include many residents that depend on library services for access to WiFi. This need often extends beyond Library hours. Providing free WiFi outside within the immediate vicinity of the branches will allow patrons 24/7 access and introduce them to online services.

This service will couple and build upon GVPL’s continuous investment in virtual space and online services. The implementation will include minor capital investment only.

3. Expanded Branch Hours

Many libraries are experimenting with expanding access so that space may be used after hours.

Capital investment will be required to support upgrading such as magnetic locks and card access and new entry doors, security cameras, self checkout equipment and security gates/grilles to close off areas of the Library.

4. Self Service Kiosks:

Often located in community centres and municipal facilities, the self service kiosks allow customers to pick-up holds, download e-content and even charge their devices. These can also be located within secure lobby spaces of Libraries or other community amenities. The GVPL Langford Branch currently has the first self-serve kiosk on Vancouver Island in the lobby space.

Capital investment includes the purchasing of the equipment. Minor staffing and operational costs will be incurred to fill and service the equipment.

5.Book-Mobile

A Book-Mobile is a large mobile van/truck that has been renovated to become a small library space with books, check-out, small meeting area. The book-mobile is self-contained and can arrive at festivals, events, schools and remote communities, open the doors, roll out the accessible ramp and start to serve the public. The Book-Mobile is also an excellent branding opportunity - as customers will see it enroute and at the destination.

The Book-Mobile will require additional staff if it is to run a minimum of 5 days/week. Regular service and use is highly desirable to offset the capital cost.

$$$

Halifax Library: Self Serve Kiosk

Interior View of Book Mobile

$$$ $$$

6. Self Service Points:

Self Service points are co-located within other community facilities, bringing resources to as many people as possible. The GVPL had a Pop-up library located in Pearkes Lobby at the Saanich Centennial Branch during the remediation of the branch. This can act as a model for future self service points, acting as an accessible library space co-located in a partner space that is open when the Branch is closed. Amenities may include new card creation, small collection of fast reads/AV, Hold pickup and a Book Drop.

For example, the 3,000 sq ft Clagary Rocky Ridge Library at Shane Homes YMCA is based on a selfservice model and is located in an open space. This Express Library is focused on convenience - a “grab and go library style” This un-staffed express location is largely collections based. Holds can be picked up from a series of self-service lockers. It includes a small collection area housing 4,000 books for kids and 2,500 adult books with self check-out stations.

Self Service points require capital funding to support the development of the space, and some ongoing and maintenance funding. They do not result in increased staffing.

4. Tech Centres:

To facilitate digital literacy, Libraries are opening up tech centres that support learning, programming and engagement. Spaces can include programs area, maker spaces, small collections area and a secure foyer area for material return and pick-up.

For example, the Westside Learning Centre, located in the storefront location in a Wesbank Mall includes all spaces as noted above. Designed to attract youth and enhance digital literacy, the centre includes 3D printing, space for crafting, and will provide opportunities for coding, robotics, material design and electronics. Like small branches, Tech Centres require

capital and operational funding to support the development of the space and infrastructure, equipment and servicing, and dedicated staff.

Recommendation: Use service alternatives to fill the gap while developing a long-term strategy. Preferably implement Strategy 1-3 to reduce capital and operating costs. Prior to undertaking any of the service delivery alternate options, review the ongoing maintenance, operational and staffing implications.

Calgary Shane Centre YMCA: LIbrary Self Service Point

Okanagan Regional Library: Westside Learning Centre

RECOMMENDATIONS AND TIMELINE

ADDRESSING THE GAP: IMPLEMENTATION STRATEGY

Addressing a current short fall of 62,365 sq ft of space rising to 130,000 sq ft by 2035 is a significant challenge.

The current library area of 147,635 sq ft represents 0.42sq ft/capita for the current population of approximately 350,000 in the service area. 210,000 sq ft is required currently to achieve the GVPL goal of 0.6 sq ft/capita.

In addition to creating new facilities, implementing an innovative approach to collection storage to free up existing space in current facilities will assist in addressing the challenge.

The implementation strategy takes place in three 5-year phases from 2020 to 2035.

With the population growth, the libraries will face increased use from in-person visits, program attendance, circulation and digital services. The charts below illustrates increased usage assuming a growth rate proportional to the population growth. In-person visits will grow proportionally from 2.5 million to 3.5 million by 2035.

However, recent new community and central libraries, across Canada, have demonstrated a significant increase in usage of the space and services beyond an alignment with population growth. For example, the new Calgary Central Library saw .8 million visits in 2019, 80% more that the annual visitor rate at the former Library.

Growing from 0.45 sq ft/capita to 0.6 sq ft/capita will support the increase in patron use.

TOTAL POPULATION

346,993

379,610

416,067

456,949

In person visits are projected to increase by 1,000,000/ year over the next 15 years, without taking into consideration the draw of new community focused facilities.

LEGEND

CENTRAL SAANNICH

SAANICH HIGHLANDS

Greater Victoria Public Library Master Plan

LANGFORD

CENTRAL SAANNICH

ESQUIMALT

VIEW ROYAL

HIGHLANDS LANGFORD COLWOOD METCHOSIN

SAANICH OAK BAY VICTORIA

ESQUIMALT

PHASE 1: 2020 - 2025 PROJECTED POPULATION: 379,610

227,766 sq ft of total Library is required to suit a projected population increase of 32,600 by 2025 with the GVPL factor of 0.6 sq ft/person.

DEVELOPMENT STRATEGIES:

1.Central Branch

NEW CENTRAL LIBRARY

CENTRAL ADMINISTRATION BUILDING CHANGE TO COMMUNITY BRANCH

ONGOING RENOVATION, MAINTENANCE + TECH. CENTRE RENO

Build a new 68,000 sq ft central library adding 19,350 sq ft of space. Include 14,000 sq ft for collection, similar to existing area, but representing 24% of the total new Library area. This does not include Adminstration Offices (see below).

2.Administration Hub

Consolidate administration services in a 19,500 sq ft centrally located leased space accessible by van to facilitate material handling and on major transportation route to support easy commuting by staff.

Space includes:

• Relocated Administration Services space from the former Central Branch.

LEGEND

HIGHLANDS LANGFORD

VIEW ROYAL

COLWOOD

ONGOING RENOVATION, MAINTENANCE + TECH. CENTRE RENO

METCHOSIN

SAANICH VICTORIA

ESQUIMALT

LEGEND

• An automated material handling system (AMHS), and compact storage system (CSS) of approximately 7,500 sq ft to house 262,500 items freeing up 37,500 sq ft of library space for other uses.

NEW 25,000-30,000 DISTRICT LIBRARY ONGOING RENOVATIONS

SMALL NEIGHBOURHOOD BRANCH CLOSED/ CHANGED TO ALTERNATE SERVICE MODEL

3.Ongoing Renovations

Juan de Fuca + Community Branches

•Undertake ongoing renovation during maintenance cycle for community libraries.

• Undertake Phase 1 renovation of the Juan de Fuca District Branch after the relocation of Cataloging and Technical Services staff to the new Facility to increase public space and to create a destination feature.

PHASE 1 SUMMARY

Total library space is as follows:

NEW BUILD/LEASEHOLD

Central Library

Admin/Support FACILITY 19,500 sq ft

EXISTING SPACE (excluding the existing Central Branch Library/Admin) 99,416 sq ft

TOTAL 186,916sq ft

SPACE ADDITION/RENOVATIONS

Space renovations/improvements will occur in many of the branches as part of a general maintenance cycle and to address areas that are freed up by the installation of the compact collection system.

Juan de Fuca 4,000 sq ft

Area gained throughout the library system due to CSS: 37,500 sq ft

TOTAL: 41,500 sq ft

Total Library area in 2025 will be 186,916 representing 0.49 sq ft/person and an increase of 39,278 sq ft from the existing area.

However, due to the area gained from the installation of the compact storage system and the freeing up of space within all branches, the, the effective library area will be 228,416 sq ft, or 0.6 sq ft/person.

Compact collection will assist in realizing the goal of 0.6 sq ft/capita of effective space by 2025.

7,500 = 26,2500 VOLUMES

= FREES UP 37,500 sqft OF LIBRARY SPACE!

CENTRAL BRANCH 50,000 VOLUMES

÷ 7 (volumes/sqft) = 7,000 sqft

People space gained

Existing Space

Proposed Space

30,000 sqft RENOVATED TO PEOPLE SPACE IN OTHER BRANCHES

CENTRAL SAANNICH

CENTRAL SAANNICH

COLWOOD METCHOSIN

PHASE 2: 2025 - 2030

PROJECTED POPULATION: 416,067

249,640 sq ft of total area required to suit a projected population of 416,067 in 2030.

DEVELOPMENT STRATEGIES:

Add/expand the Nellie McClung and Juan de Fuca Distric Branches to create two destination 25,000-30,000 sq ft branches.

NEW 25,000-30,000 DISTRICT LIBRARY ONGOING RENOVATIONS

1.Nellie McClung District Branch

SMALL NEIGHBOURHOOD BRANCH CLOSED/ CHANGED TO ALTERNATE SERVICE MODEL

The 13,713 sq ft Nellie McClung Branch is in the worst physical condition of all branches within the system. It is also an ideal location for a new district branch. Replace Nellie McClung with a new 25,000 - 30,000 District Library, for a net area increase of 11,287 - 16,287 sq ft.

2. Juan de Fuca District Branch

Building upon the renovation in Phase 1, add a 10,000 sq ft addition to expand the existing 19,375 sq ft branch to 29,375 sq ft. by 2030.

3. Ongoing Renovations

Undertake ongoing renovation during maintenance cycle for community branches.

PHASE 2 SUMMARY

NEW BUILD

N McClung District Branch 25,000-30,000 sq ft

Juan de Fuca District Branch 10,000 sq ft

SUBTOTAL 35,000-40,000 sq ft

LEGEND

EXISTING SPACE

Greater Victoria Public Library Master Plan

February 11, 2020

NEW RENOVATED COMMUNITY BRANCH

(All branches + admin/support facility excl existing N. McClung) 173,205 sq ft

NEW ADMINISTRATION BUILDING

TOTAL 208,203-213,203 sq ft

Total Library area in 2030 will be approximately 211,000 representing 0.5 sq ft/person and an increase of approximately 24,000 sq ft from 2025.

Taking into consideration the 2025 collection consolidation resulting in an effective gain of 41,500 sq ft across all the branches; will result in an effective area of 252,500 sq ft, or 0.60 sq ft/person.

Greater Victoria Public Library Master Plan RECOMMENDATIONS AND TIMELINE

NEW CENTRAL LIBRARY CENTRAL ADMINISTRATION BUILDING CHANGE TO COMMUNITY BRANCH ONGOING RENOVATION, MAINTENANCE + TECH. CENTRE RENO

LIBRARY ONGOING RENOVATIONS SMALL NEIGHBOURHOOD BRANCH CLOSED/ CHANGED TO ALTERNATE SERVICE MODEL

NEW 25,000-30,000 DISTRICT LIBRARY ONGOING RENOVATIONS

SMALL NEIGHBOURHOOD BRANCH CLOSED/ CHANGED TO ALTERNATE SERVICE MODEL

PHASE 3: 2030 - 2035

PROJECTED POPULATION: 456,950

274,000 sq ft of total Library required to suit a projected population of 456,950 in 2035.

DEVELOPMENT STRATEGIES:

1.Replace Oak Bay Branch

The Oak Bay Branch is well used, but will require significant upgrades in the new future. Replace the existing 11,358 sq ft branch with a new 16,000 Community Library, for a net area increase of approximately 5,000 sq ft.

2.Relocate/Replace Emily Carr

When the lease is coming up for renewal, relocate or expand the existing 5,500 sq ft Emily Carr Branch to recreate a Community Branch of approximately 11,00016,000 sq ft, an increase of 6,000 - 11,000 sq ft.

3.Renovation/Addition to Central Saanich

Add new 5,000 - 7,500 addition to the existing branch to create a Community Branch for a total area of approximately 9,700 - 14,700 sq ft.

4.New Community Branch (to be confirmed)

Add new a community Branch in area requiring expansion of services. This will be determined in 2030 at the beginning of the cycle.

PHASE 3 SUMMARY

NEW BUILD/LEASEHOLD

Replace Oak Bay 16,000 sq ft

Relocate/Expand Emily Carr 11,000-16,000 sq ft (coincide with leasehold cycle)

Renovate/Addition to Central Saanich 7,000 -10,000 sq ft

SUBTOTAL 34,000-42,000 sq ft

EXISTING SPACE

(All branches + admin facility excluding Emily Carr and Oak Bay) 194,142 sq ft

TOTAL 228,142-236,142

Total Library area in 2030 will be approximately 232,142 sq ft representing 0.56 sq ft/person and an increase of 21,142 sq ft from 2030.

Taking into consideration the 2025 collection consolidation resulting in an effective gain of 41,500 sq ft across all the branches; will result in an effective area of 273,642 sq ft, or 0.66 sq ft/person.

An additional community branch may not be added if the effective area is taken into consideration. This will be determined in 2030.

CONCLUSION

The implementation strategy uses creation of compact collection storage in the first phase to bring the total area to 0.6 sq ft/person.

Continual development in every five year cycle is require to address the ongoing population increase.

TIMELINE

PRIORITY FOR NEW FACILITY

1. Central Branch + Admin/Support Staff Facility

2. Nellie McClung District Branch

3. Juan de Fuca District Branch Renovation/ Addition

4. Oak Bay Branch

5. New Community Branch (Location T.B.D.)

Ongoing renovations of existing branches will be undertaken through maintenance cycles and will be evaluated yearly to determine need.

By 2035, the collection evolution will most likely result in a further collection reduction, resulting in further effective space available for amenity spaces.

PRIORITY RENOVATION/MAINTENANCE CYCLE UPGRADE

1. Central Saanich Branch

2. Bruce Hutchison Branch

3. Emily Carr Branch

4. Goudy Branch

5. Langford Heritage Branch

6.

8.

James Bay Branch

RECOMMENDATIONS

Develop a network of branches, within the service area, with key district located facilities that encourage use by all residents and blur municipal boundaries. The network will be anchored by the new Central Branch and augmented by two District Branches.

The key strategies are summarized below:

1.LIBRARY SPACE/CAPITA

Continue to aim for a library space standard of approximately 0.6 sq ft/resident, building from the current 0.41 sq ft/resident.

2.CONSOLIDATE GROWTH

Consolidate growth in larger facilities over the next five to fifteen years to enhance patron experience, allow the development of amenity areas, and create operational, functional efficiencies.

3.ESTABLISH NEW SPACE STANDARDS

Set new space standards for the larger facilities that respond to evolving collections and addresses community’s need for gathering/learning/meeting/ digital and play spaces, as follows:

• 68,000 sq ft Central Branch,

• 25,000 - 30,000 sq ft District Branch, and

• 11,000 - 16,000 sq ft Community Branch.

4.4. NEW CENTRAL BRANCH NEW CENTRAL BRANCH

The existing central branch is the heart of the system and provides services for residents, government, students, tourists and businesses that are not available at the other branches. The current facility is 35% undersized, no longer meets the needs of the community, and is need of a major upgrade.

Develop a new minimum 68,000 sq ft Central Branch by 2025 is the first major capital priority.

5.5. CONSOLIDA CONSOLIDATE ADMINISTRA TE ADMINISTRATION TION

Streamline services and restore space to the branches by creating a central administration facility that includes the following:

•Relocate cataloging and technical services into leased Facility with administration and

renovate Juan de Fuca to increase public amenity space within the library system by 2025;

•Relocate the administration offices from the Central Branch; and

• Include Automated Material Handling System and Compact Storage System (CSS) in the facility to assist in material processing and to free up collection area in the libraries for amenity spaces by 2025

This will result in a net increase of 41,500 sq ft spread over all of the branches in the service area by 2025.

6.ADD/EXPAND TWO DISTRICT BRANCHES

Consolidate development by creating one new District Branch at Nellie McClung site, and expand the Juan de Fuca District Library to a minimum area of 25,000 sq ft by 2030.

7.SUPPORT DISTRICT BRANCHES WITH COMMUNITY BRANCHES

Following the development of the two district branches, address future needs with minimum 11,000 sq ft Community branches to suit the growing population:

• Review all branches every five years to confirm renovation/addition/replacement strategy

• Augment with Alternate Service Model strategies to address gaps. Refer to the chart opposite for priority branches.

8.USE OPERATIONS AND MAINTENANCE FUNDS EFFECTIVELY

Continue ongoing renovations of community libraries maintenance budgets to realize the new standards and spaces. Upgrade on an as-needed basis identified each year. Branches that require work, in order of priority are as noted opposite.

Greater Victoria Public Library Master Plan RECOMMENDATIONS AND TIMELINE