Anne BaileyDirector, Branch Libraries
Toronto Public Library
STRATEGIES AND IDEAS · CASE STUDY KEY INGREDIENTS · LESSONS LEARNED
Johanna RomeroCoordinator, Space Administration
Wilfrid Laurier University
Jon LoewenArchitectural Designer Perkins+Will Canada
Scarborough Civic Centre branch, Toronto Public Library
Even signage helps! Remember to think about day and night.
St James Town branch, Toronto Public Library
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Northern District branch, Toronto Public Library
Eliminate clutter! Enhance visual access from the front door, and show us what’s important
BEFORE AFTER
Use materials and fixed elements to make wayfinding and function intuitive
BEFORE AFTER
Eatonville branch, Toronto Public Library
Queen Elizabeth Park Community Centre, Oakville
Where signage is required, use it as an opportunity to create definition and interest
Queen Elizabeth Park Community Centre, Oakville
Use exhibition and display to showcaseunique activities and programs
University of Guelph Archives and Special Collections
Odegaard Library, University of Washington(Miller | Hull)
Use furniture, millwork, and lighting together to define new spaces and uses
BEFORE AFTER
A little goes a long way! Use strategic additions as focal points
Midland County Library, Texas (Dewberry) TEVA Eatery, Missisauga
Use natural light to define routes and support wayfinding
Orillia Public Library, Orillia Hazel McCallion Academic Learning Centre, UofT Mississauga
Choose shelving and furnishings that maximise light penetration
Northern District branch, Toronto Public Library
BEFORE AFTER
Odegaard Library, University of Washington(Miller | Hull)
Use colour and texture selectively, to define zones and uses
King’s College Student Life Centre, Western University
Buchanan Building renovation, University of British Columbia
Use colour and texture intentionally, to support wayfinding and orientation
Promote self-service to reclaim valuable space; keep work spaces out of public areas
Northern District branch, Toronto Public Library
BEFORE AFTER
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Use millwork and furniture to enhance service and interaction
Don Mills branch, Toronto Public Library
BEFORE AFTER
Consider implementing a more dynamic service model to create new opportunities
Rush Rhees Library, University of Rochester
BEFORE AFTERBEFORE AFTER (PROPOSED)
Introduce new elements strategically
City Hall branch, Toronto Public Library Spadina Road branch, Toronto Public Library
Use millwork and lighting to modulate size and scale
Cornell Community Centre and Library, Markham iZone, Rush Rhees Library, University of Rochester
PROPOSED
Cornell Community Centre and Library,City of Markham
Use mobile millwork to make spaces multi-functional
Brooklin Community Centre and Library, WhitbyOrillia Public Library, Orillia
Use furnishings to define zones and shape usage
iZone, Rush Rhees Library, University of Rochester
BEFORE AFTER (PROPOSED)
Re-use existing fixtures and equipment
Northern District branch, Toronto Public Library
BEFORE AFTER
Take advantage of existing partitions and fixed elements
Northern District branch, Toronto Public Library
BEFORE AFTER
Create a feature out of existing collections and programs
Leacock Room, Orillia Public LibraryNorthern District branch, Toronto Public Library
The 1965 Waterloo Campus Laurier Library was built at a time when there was 1,937 full time students and the last addition built in 1984 was constructed when there were 4,532 full time students. In 2013 the full time student population on the Waterloo campus was 14,165 students. The student population today is nearly four times that of the last significant addition.
(excerpt Library Master Space plan prepared by Cannon Design, 2014)
A new Library strategic plan with priorities for 2020
Case Study: Wilfrid Laurier University
Case Study: Wilfrid Laurier University
Create flexible staff roles that facilitate innovation and change to foster workflow efficiencies to meet evolving user needs
The Starting Point: from traditional to dynamic service models
BEFORE
AFTER
Student study spaces will be designed to:• Meet students’ diverse learning styles• have social and independent learning zones
• Create individual and group study spaces• Provide extended hour study space
Case Study: Wilfrid Laurier University
Increase capacity and enhance student study and learning spaces
Student study spaces will be designed to:• Meet students’ diverse learning styles• have social and independent learning zones
• Create individual and group study spaces• Provide extended hour study space
Increase capacity and enhance student study and learning spaces
Case Study: Wilfrid Laurier University
Provide inspirational spaces to foster great work and celebrate scholarship
• Create a dynamic, engaging space that showcases campus teaching, learning and research, and how it relates to the world – fostering interdisciplinary and community engagement.
• Continue to expand the electronic collection thus reducing the main collection’s physical footprint to free up space for student learning and studying.
Case Study: Wilfrid Laurier University
Case Study: Wilfrid Laurier University
Provide inspirational spaces to foster great work and celebrate scholarship
• Foster interdisciplinary and community engagement. The main level (Level 2) Learning Commons will be the anchor of learning and collaboration
• Gained participation from various stakeholders to collaborate on the vision for the Library of the future
• Successful implementation of small projects due to engagement of consultants with internal stakeholders and university partners
• Time spent planning was repaid in buy-in for phasing
• We are all professionals in our fields, and together we create valuable and innovative concepts
• Administrators set clear expectations from the beginning which guided all discussions in the planning process
• Positive student feedback
Case Study: Wilfrid Laurier University
Working with internal groups:
Case Study: Wilfrid Laurier University
Working with External Consultants:
• Translated visions and goals into a workable actionable document and clearly defined the path and milestones to get to the end goal.
• Expertise from field regarding metrics and evaluation processes
• Potential drawback is that it is perceived as not always as collaborative as internal process
Vision- Robust, clear and memorable- Aligned with your context,
planning and strategic direction
Four Key Ingredients(they’re not just for big projects!)
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Vision- Robust, clear and memorable- Aligned with your context,
planning and strategic direction
Intention- Define your aspirations- Demand the best
Four Key Ingredients(they’re not just for big projects!)
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Four Key Ingredients(they’re not just for big projects!)
Vision- Robust, clear and memorable- Aligned with your context,
planning and strategic direction
Intention- Define your aspirations- Demand the best
Inspiration- Work with talented teams- Think opportunistically1
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Four Key Ingredients(they’re not just for big projects!)
Vision- Robust, clear and memorable- Aligned with your context,
planning and strategic direction
Intention- Define your aspirations- Demand the best
Inspiration- Work with talented teams- Think opportunistically
Commitment- Stay the course- Plan to prototype and assess
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Plan for your vision Will this project advance your larger goals?
If you have a few projects in mind, what order makes the most sense?
Lessons Learned: Envisioning your Small Project
Identify key needsWhat’s missing?
What projects will have the biggest impact on patrons? On staff? On services?
Think creatively about how you define these needs.
Rethink the programAre there ways to double- or triple-function existing spaces?
Find flexibility and real estate within existing buildings.
Put everything on the table!
Lessons Learned: Planning your Small Project
Keep it simple Use new elements sparingly, and draw attention to them
Be strategicUse a single intervention to define multiple spaces, uses, or activities
Beg, borrow and steal!Good ideas come from many places.
Don’t be afraid to look to unconventional sources for inspiration, and to put good ideas to work.
Lessons Learned: Designing your Small Project
Think in verbs, not nounsWhen designing, focus on the activities and experiences a project will support rather than what it’s made of.
Focus on zones, not elements.Refreshing a zone using a few elements together (eg. furnishings+lights+flooring), may be more effective than replacing one element through the whole building.
Some things never go out of style…Improving circulation, wayfinding, and access to light and views will always help!
Lessons Learned: Getting Bang for your Buck
Spend where you’ll see itFocus on high-impact areas and projects that patrons can see and feel.
Avoid alterations to structure and systems.
Reduce, reuse, recycleCan you reuse furniture, millwork, or equipment? Can existing materials be refreshed, rather than replaced?
Prioritise those items that mustbe new
Work with what’s thereTake advantage of existing elements
Don’t try to fight an existing spatial framework.