Library by Design Cover Story: In the Interims
At the District of Columbia Public Library, a new approach to short-term spaces helps connect the library to the community and move the library forward Sep 15, 2010| DCPL's Washington Highlands Interim Library. Photo c/o DCPL |
Residents had seen temporary libraries before. In the 1970s in the District of Columbia, 1000 square foot portastructures were built to serve as libraries for seven years. They were closed in 2009, long after their life expectancy, despite being much too small to provide adequate library service.
So you can imagine that 30 years later, with those initial portastructures still limping along, patrons of the District of Columbia Public Library (DCPL) were prepared for the worst when we opened several 4200 square foot libraries in storefronts and in trailers as temporary replacements for four full-service facilities that had already been closed for two years.
They were pleasantly surprised. Today, as we phase out four of the interim libraries and open four new full-service branches, we are reflecting on the value of those spaces. We hear from residents and library staff that they love the interim libraries. Within two years of their opening, the interim libraries circulated more than twice as many books as the much larger buildings they replaced.
In these tough economic times, constructing new libraries may be too expensive for many library systems across the country. But the need to provide service is not going away. Interim libraries will continue to be part of the DCPL service strategy, as they can be a cost-effective way to introduce library service into a neighborhood, test a new service model, or, if you're fortunate to have resources for a new library, provide temporary service while replacement libraries are under way.
Service at a reasonable price
The four interim libraries DCPL opened in 2007 addressed a gaping need in the communities they served, as those neighborhoods had seen their branches closed in 2004 and watched hope for the promised new buildings dwindle as plans were abandoned. The libraries, as originally designed, did not meet the needs of the community, and the library board was concerned that it would spend nearly $30 million on four libraries that would be outdated by the time they were opened. Residents lost confidence that their new libraries would ever be built. So, when I joined DCPL in 2006, the library board's directive was to get those replacement libraries up and running. In addition to moving rapidly to raise the new structures, we decided to bridge the gap immediately with temporary service.
These temporary libraries provided much needed service to neighborhoods without libraries, but, equally as important, the strategy offered an opportunity to try new and different ways of presenting library service. We introduced a new service model with the interim libraries.
The interim libraries were designed with an open floor plan. A service desk was placed toward the entrance so that users could be greeted upon entry. On the other side was space for teens and public computing. The areas were separated by 48" bookshelves so that the entire library could be monitored from the service desk. There were also two six-person tables for reading behind the service desk. Books, DVDs, periodicals, and nonprint items were placed on 84" bookshelves that lined the walls. On one side were areas for children and magazines. In the center of the rear of the building were four 84" double-faced bookshelves. The design scheme was used at all the temporary libraries to ensure that each community was served equally.
We leased storefronts or trailers, renovated them, and outfitted them with furniture and computers for about $1.5 million. Creating a temporary library may be less expensive in a different region or with different resources. Library systems may have access to storefronts that don't require renovation; cheaper leases based on the real estate market and an inventory of suitable furniture, computers, and bookshelves could be used to create a successful temporary location. In addition, estimate the cost for staffing and books at a temporary site. In these tough economic times, it may be particularly important that the interim library be cost effective.
| ONE DESIGN Interim libraries not only provide needed service to communities, but they can also introduce elements of what is to come with the completion of the permanent libraries, if those are in the works. The design for DCPL's interims, including Mt. Pleasant Interim Library (l.), located in a storefront, and the Petworth Interim Library (interior shown, r.), set in the parking lot of the original 1939 building, are replicable. Similar lighting, 48" shelves to maximize sight lines, and double-faced shelving to create separation, topped up the usability and flexibility of the 4200 square foot spaces. Photos c/o DCPL |
A new service model
A key component of the interim library was design flexibility. Instead of walls, bookshelves and furniture would be used to separate the areas for teens, children, and adults. As the demographics of a neighborhood shifts and, say, you have fewer children than expected and an increase in adult users, you can adjust the space to ensure that it reflects the library services needed most.
The open layout of the interim libraries meant that programs like children's story times impact the entire space—those kids are seen or heard throughout the building. This library service model was new for the public, and it changed how library staff worked and interacted with users.
It was new to DCPL to put a team of staffers in one room with one desk. Story times, community meetings, author talks, and musical performances took place among the books and computers. Staff who conducted programs also checked out books and assisted on the computers.
Generally, six people—two librarians, two library associates, and two library technicians—worked at a temporary library at any given time. Some checked out books and answered questions. Other staff shelved books, planned projects in the staff work room, helped library users with a computer question, or ran a program.
The one-room, one-desk layout in the interim libraries gives us the ability to make adjustments as we learn about our users and their needs. When we first opened the interim libraries, we had teen corners that featured popular YA books, comfortable chairs, and tables. When our teens visited, they would use books, computers, tables, and chairs throughout the building. Instead of corralling the teens into the corner we designated, we adjusted our floor plan to remove the teen corner.
A changed experience for staff and patrons
With the introduction of the new service model, we knew that we wanted to change the way people experience libraries. Our ultimate goal was to debut the service model at the interim libraries and replicate it as much as possible in the new libraries when they opened.
The interim library's one-room service model supported the idea that programs, events, or meetings—even operas—can happen anytime, anywhere in the library.
Staff at the interim libraries, regardless of title or areas of responsibility, help run different areas of the library. This means that everyone troubleshoots basic computer issues, is familiar with the collection, and keeps up-to-date on programs.
In DC, our goal was to use only current employees who volunteered to work at the interim libraries, supplemented with new hires. By volunteering to work in the new spaces, the staffers demonstrated a commitment to the new direction and a willingness to learn new things and enhance existing skills. Most important, they had to embrace a team approach to providing service.
To support the staff, we held workshops led by trainers who had implemented similar changes and offered one-on-one coaching. We also regularly acknowledged creative and innovative programs developed by the staff. Some great programming came about as a result, including a weekly sing-a-long story time at one interim and a staff-hosted jazz concert at another.
This has been good for staff and for users. We regularly hear feedback from patrons about the excellent customer service they receive, or how easy it is to find what they need. As we transition to the new, multifloor facilities, some staff say they'll miss working with their colleagues in one room.
| OPEN SPACES The one-room layout of the interim libraries was a test case for buildingwide programming in the permanent libraries; it was a huge success, with more intimate interaction among users of all ages and library staff. Clockwise from top, story time at Georgetown Interim Library; a jazz concert at Francis Gregory Interim Library; and a reptile demonstration. Photos c/o DCPL |
A look and feel forward
We created a brand for all the interim libraries using the same color scheme, similar signage, and similar layout. The temporary library interiors were designed like a retail brand to connect with users and show how the new libraries would look. We wanted the public to think of libraries as bright, airy, and welcoming places. We wanted the books and other items to pop out from the shelves and be a focal point. To make the collection stand out, we used off-white steel bookshelves and matte orange signage with white lettering. The furniture was more modern, featuring chairs made from polyurethane foam and steel.
We also improved how we merchandized and shelved books and DVDs and other nonprint media. At the time the interim libraries opened, DCPL was overhauling its collection systemwide, including at the interim spaces. Introducing more nonprint media like CDs and DVD was a big part of the change. More current and relevant books were available, and staff were trained to merchandize the collection so that new books and media were quickly and easily visible. Picture book bins were introduced. Because programming at the interim libraries took place in the same room as the collections, the staff were encouraged to merchandize books complementing their programs.
We developed a 3000–5000 square foot space that incorporated public computers, spaces for teens and children, an area for magazines, and a small reading area. Since the new libraries would feature a lot of natural light and comfortable furniture, the temporary libraries were outfitted similarly to give the public a window into the look and feel of the libraries under construction.
Location, location, location
Because the community had been without service for a few years, we worked hard to open the temporary libraries as soon as possible. Thus, we picked locations for the interim libraries that weren't far from the closed libraries in order to attract the same users. But we also wanted to attract those who had never used the library. Could we do both? In most cases we could. Each new space had large, colorful banners placed in front that listed the name of the library. Librarians visited schools and day-care centers, manned tables at community events, and invited community organizations into the new library. As construction began, family-friendly employment information fairs were held near the interims so that residents could learn about the library and potential employment. Word of mouth did its work, too.
We first looked for storefronts that were near the closed libraries. If storefront locations were unavailable, we used trailers either on the same plot of land as the closed libraries or within a few blocks. Our first group of temporary libraries included one storefront and three trailers. Now we have three storefront and two trailer facilities.
A success by any measure
You don't know if something is working unless you measure its success. We tracked the effectiveness of the interim libraries through traditional measures like circulation, and we tracked the number of people and how long they were on the computers. Public computers were used throughout the day by adults looking or jobs and children connecting with classmates or doing homework.
There are other less scientific ways to measure success as well, such as referrals to the library by other users, comments on blogs and online discussion lists, and feedback directly to staff. We are also capturing this feedback. As we've transitioned from interim to permanent buildings, we've seen comments on neighborhood blogs about how wonderful and helpful the staff are at the interim locales.
Our experience with interim libraries has informed a great deal of what we do in the new libraries. The one-room, one-desk model allowed us to serve customers better and to take a team approach to staffing. We are replicating this in the new multifloor structures. We are also designing buildingwide programming, so story times are held in the children's room but also in the meeting room, for instance, and a musical performance can happen in an open space near the DVDs and CDs, not just in the community meeting room. (For more on DCPL's new buildings see "DC's 21st-Century Branches.")
When we opened the first interim libraries in 2007, we restored library service for hundreds of residents. We weren't certain how the community would react. We had to build trust with residents who had lost service or felt it was inadequate. We accomplished this with the interim library model. Based on that success, the library board has made a commitment always to provide interim facilities while new libraries are under construction.
We have opened four more interim libraries and three permanent one-room, one-desk libraries since 2007. It's a model that works and continues to help us transform the library system in the District of Columbia.
Thinking About an Interim Library?
In DC, we opened temporary libraries to provide service to neighborhoods without libraries. An interim library can also meet a specific need. For instance, a neighborhood may have such a large number of teens that you may want to consider opening a teen library center. Or a community may have limited access to computers, making a computer center the most meaningful offering. In designing your interim library:
Consider the purpose Will it be in service for a defined or indeterminate length of time? Are you introducing a new service model, or temporarily replacing library service until new libraries are built?
Regardless, it's valuable to identify how long the interim library will be open to help you choose whether to lease or buy. We knew the interim libraries would be open for no more than three years, so it was cost effective to lease storefront space or trailers.
Check the trends This is particularly useful if your temporary library addresses a specific need. Your city's planning office and census data can help you understand the demographics and changes under way in the neighborhood. If an area has a high school, a teen library center might make sense. But if the school is closing in the six months, reconsider.
Do the math How much will it cost? How long will the temporary library operate? Will utilities be included in the lease? How much will it cost to keep the library clean?
Streamline service Emphasize the services that are most important to your audience. Are there more young children in the area? If so, you may want to merchandize more children's books and nonprint media as well as host more children's programs.
Play with the layout Examine how your layout supports your audience's use of the library and its services and explore if changing the floor plan
would make sense.
Concentrate the collection Your interim library may provide a specialty service such as computer use–only or teen centers. Regardless of the purpose, the collection at that location should showcase the books, DVDs, and other nonprint media the library system offers. Users may find a concentration of anime, manga, urban fiction, and Twilight and Percy Jackson movies at the teen library center. Or they may find books like Excel for Dummies and Absolute Beginner's Guide to Computer Basics and computer classes at the computer use–only center.
Measure Impact Count the various services provided, and tweak the plan accordingly.
| Author Information |
| Ginnie Cooper joined the District of Columbia Public Library as Chief Librarian and Executive Director in July 2006. A librarian since 1970, she has also led the Brooklyn Public Library, NY; Multnomah County Library, Portland, OR; and Alameda County Library, CA |
