Facility Master Plan 2022
ISSUE DATE: 07/21/2022
TABLE OF CONTENTS 03 introduction Introduction ........................................................ 04 Acknowledgements ...................................... 04 Message From The Director ......................... 06 Library Trends & Design Principles ....................... 11 Current Library Trends .................................. 12 Design Principles ........................................... 15 Community Feedback ......................................... 17 Community Feedback ................................... 18 Current State ...................................................... 25 Euclid Public Library .................................... 26 Assessment Of Maintenance Costs .............. 28 Future Vision ....................................................... 39 Future Vision ................................................. 40 Implementation ................................................... 63 Cost Estimating Methodology ...................... 65 Implementation Costs ................................. 66 List Of Attachments Facility Assessment Reports
STAFF STEERING COMMITTEE Kacie Armstrong Library Director David Piskac Fiscal Officer Karla Bowman Adult Services Manager Patrick Gutbrod Technology Department David Fasula Facilities & Maintenance Manager Ashley Gowens Marketing & Communications Manager Christine Pyles Youth Services Manager Jennifer Lottes Outreach Manager ACKNOWLEDGMENTS Euclid Public Library would like to thank everyone who contributed to the Facility Master Plan. A special thank you to those who provided feedback through focus groups and surveys. We appreciate your interest in the Euclid Public Library and look forward to continuing to serve our community. An additional thank you to the staff of the Euclid Public Library, who provided important information about the library and the community. LIBRARY BOARD OF TRUSTEES Carmen Epps | President Allen C. Hufford | Vice President Janeen Copic | Secretary David L. Carlson Jerry McPherson Frank Barberio Jeremiah Swetel FACILITIES MASTER PLAN TEAM Bialosky Cleveland Library Planning, Architecture and Engineering Regency Construction Cost Estimating EUCLID PUBLIC LIBRARY 04
05 introduction
RE-IMAGINING THE FUTURE OF THE EUCLID PUBLIC LIBRARY For more than eighty-five years, Euclid Public Library has been a beacon of learning, access, and technology in “The Lakefront City” while serving more than a million patrons annually in Northeast Ohio. Our current facility was constructed in 1956 and proudly weathered four significant renovations in 1965, 1984, 1998, and 2013 which supported the dawn of the internet and technological advances, collections expansion, and the growing number of residents, students, and stakeholders who call our beautiful community home. Over the years, our library system was once home to more than twelve library branches in our community schools, but today, only one main library building remains next to Euclid High School and Middle School, and the City of Euclid Municipal Center. Though we have been able to adequately adjust to accommodate the community’s needs over the years, the beginning of the new decade ushered in changes that no one could have ever imagined. In late 2019, the Euclid Public Library Board determined it was time to conduct a facilities condition assessment so the Board and Administration would have a better gauge of the overall state of the building. Unfortunately, the assessment was paused at the start of the pandemic so the library could support the city and its patrons during the pandemic. EPL quickly pivoted to offer online services and programs, MESSAGE FROM THE DIRECTOR EUCLID PUBLIC LIBRARY 06
Wi-Fi hotspots, free COVID-19 tests, and contact-less delivery to seniors, preschools, and daycares while shifted face-to-face services to prevent the spread of the virus. Although our leadership had no idea when the pandemic would end, we immediately knew that Euclid Public Library experienced a significant change that required us to assess what a library would look like post-COVID. In 2022, Euclid Public Library’s Board of Trustees hired RFC Contracting as an Owner’s Representative and appointed Bialosky and Partners Architects, LLC to conduct a facility condition assessment. This process will allow us the opportunity to re-imagine a new library that would continue the goals of engaging and supporting the community, cultivating discovery and learning, and fostering a welcoming environment for all. We confirmed a myriad of theories we held through the assessment process, including the overall condition of the library’s building and electrical systems, antiquated technology structures, and limited space to accommodate all-encompassing programming and public access. Though we outgrew many areas, we also gleaned new opportunities in library spaces that our community no longer uses. The staff and administration are excited about this new chapter at Euclid Public Library. We are thankful for the support of our Board of Trustees, elected officials, community leaders, stakeholders, and most importantly, you. We hope this Facility Master Plan is just one of the many opportunities for us to communicate our vision for a new and improved Euclid Public Library and a chance to make sure that we continue our tradition of Excellence, Professionalism, and Learning. Kacie Armstrong Director Euclid Public Library 07 introduction
EUCLID PUBLIC LIBRARY 08
A master plan is a comprehensive, long-term planning document that defines a strategy to guide future growth and development. The information and concepts presented in a masterplan are intended to provide a framework to focus decisions on the development of individual facilities so that they are working toward a common goal. Master Plans are informed by community input, service initiatives, local development, existing facility characteristics, and social and environmental impacts. They ultimately identify a holistic approach to system-wide change. MASTER PLAN GOALS The goal of the Euclid Public Library Facilities Master Plan is to reimagine the current library facilities to meet changing service trends and community needs with an eye towards the future. The plan considers options for the renovation, expansion, or relocation of the Library’s facility in order to meet long-term goals. The potential options shown are based on a combination of community feedback and the analysis of the state of existing facilities, their current usage and how they support the library’s plans for the future. This Master Plan is not a detailed implementation plan for individual building projects, but provides a guide for the future development of the Euclid Public Library. The specific building recommendations introduced later in this document are not final building designs, but outlines for options of how the Library may choose to move forward as the plan is realized over the coming years. We hope that recipients of this report will use it as the foundation for exploring how the future vision of the Euclid Public Library can empower diverse, inclusive communities and inspire residents to continually seek out knowledge and become lifelong learners. MASTER PLAN SERVICES PROVIDED IN THIS DOCUMENT INCLUDE: • Review and analysis of Demographic Data • Community Stakeholder Outreach & Engagement • Detailed Facility Assessments of Existing Buildings • Estimation of Deferred Maintenance Costs • Evaluation of Building Renovation, Expansion or Relocation • Development of Space Planning Concepts • Recommendations for Future Vision of Buildings • Cost Estimate of Implementation WHAT IS A MASTER PLAN? 09 introduction
LIBRARY TRENDS & DESIGN PRINCIPLES SECTION 1 11
With most answers at our fingertips, we rely on our local library far less for specific information than in the past. That has not, however, diminished their role in society. Libraries across the globe have simply adapted in order to support the evolving needs of the surrounding community1. Most Americans do still see public libraries as important institutions that provide critical resources, with two-thirds saying that closing their local library would have a major impact on their community . The nature of what the library provides has expanded far beyond access to books and computers to include offerings like toy lending, digital media, summer meal programs, homework help, and educational programming ranging from tax preparation to meditation. One of the most important resources found in a public library is the space itself. In many communities they serve as an important “Third Place,” a location other than work or home where people gather, share ideas, and build relationships. They are a neighborhood’s living room. For some, this may be their local coffee shop, house of worship, or hair dresser. Libraries create this platform for social interaction, but without an implied donation or purchase and open to all equally, regardless of age, income, ethnicity, income or physical limitations. Uniquely positioned to maintain a support structure where they are needed most, libraries serve as community-builders in low income areas. As a trusted and invested community institution, the library can and does provide a safe space for connecting people to social services, both within their system and through other partnering institutions who administer critical services, like housing assistance and health care. Through their educational programming and strategic partnerships, libraries seek to level opportunity and create a means for stability and upward mobility. Even with so many roles, public libraries are first and foremost places of learning. Early literacy programs prepare children for kindergarten, after school and summer programs keep developing minds active and fed all year long, and adult programming empowers skill-building and creativity well after formal education is complete. Librarians embrace their role as teachers, trusted advisors, and de facto social workers as they guide people through their path of lifelong learning. If the library isn’t there to do all of this, then who is? CONTINUED RELEVANCE OF PUBLIC LIBRARIES CURRENT LIBRARY TRENDS Library Facts2 • In 2016, there were 1.4 billion inperson visits to public libraries across the U.S., 4 million visits each day • 84% of libraries offer technology training to patrons on computer software use • 9 out of 10 libraries offer free access to e-books • 77% of libraries offer online health resources and 59% provide programs for finding health insurance online • 73% of public libraries assist patrons with job application and interviewing skills EUCLID PUBLIC LIBRARY 12
When American industrialist Andrew Carnegie donated much of his vast fortune to help lay the foundation for a national library system, he was doing so in a world where access to information was scarce. Today, we have the opposite problem; there is an overload of information and we need help sorting through and understanding how to use it. In an era of unfiltered content, and even deliberate misinformation, librarians are trusted advisors who patrons rely on to guide them to the right material and educate them on the technological tools needed to navigate the digital landscape. With nine-in-ten American adults reporting that they use the internet in some way, it is commonly thought that ready access to the internet is ubiquitous. However, less than half of people who live below the poverty line have high speed internet access at home and one third of adults over the age of 65 do not use the internet at all3. Libraries play a critical role in bridging the digital divide for these disadvantaged populations by providing technology access and instruction, which helps develop the necessary skills to thrive in a digitally dependent society. Technology has also allowed libraries to change the way they approach their collections. Moving into the digital sphere has allowed the library to expand its reach beyond its walls. Library websites and mobile apps create a sort of virtual branch with 24/7 access to an e-books, music, and movies. Even with physical collection innovations in material management, software allows libraries to use a data-driven approach to collection. This means what is on the shelves is what the patrons look for most, while items unlikely to circulate are stored efficiently off site. This produces a more curated user experience that frees up valuable space without taking away access to books. Books are still what people most associate with a library and expect to see them when they walk in the door. REDEFINING THE LIBRARY FOR A NETWORKED SOCIETY 13
Though unique in their breadth of services and the democratic manner in which they provide them, libraries increasingly compete for consumers. Commercial providers typically have more focused markets and have set a standard for customers to measure their experience, from downloading an e-book to using the library as you would a local coffee shop. While people want a quality product, decisions are most often made based on convenience, which drives an increasing expectation for selfservice and flexibility. This is partly addressed in details like sufficient comfortable furniture or well-placed power outlets, but also requires significant changes in the service model. Libraries continue to expand practices like self-check and online presence, even app creation to tailor the user experience. There is also an expectation that facilities are available nights and weekends. This can lead to extended hours, but many libraries mitigate with limited services, such as after-hours access to meeting rooms or book lockers that allow patrons to collect holds when the library is closed. Ultimately, many of these changes also have the added benefit of freeing up librarians from executing transactions so they can be out on the floor pro-actively assisting people. What patrons expect to see at their local library has expanded drastically. The public still wants to see print media at the library, but there is also an expectation that there are facilities for content creation, like makerspaces and recording studios, as well as an ever-increasing need for meeting and collaboration space. The public library serves as a remote office for many patrons. What comprises a library’s physical collection is changing and expanding, as seen in a movement towards the ‘library of things’ that includes lending items like tools, toys, electronics, or even art. The public has come to expect a one-stop shop that provides the specific resources they need in an active, diverse environment that also sparks curiosity about what they might pursue next. As public libraries continue to build on their existing resources and let the public’s needs lead their development, they will remain critical centers for learning in the communities they serve. EVOLVING WITH CONSUMER EXPECTATIONS what are today’s libraries? Libraries are playrooms Libraries are a safe place Libraries are co-working spaces Libraries are online 24/7 Libraries are makerspaces Libraries are art galleries Libraries are on your mobile device Libraries are classrooms Libraries are whatever their communities need them to be. EUCLID PUBLIC LIBRARY 14
DESIGN PRINCIPLES Every Library building project has its own unique challenges and opportunities related to the specific site and the community it serves. However, there are consistent strategies that may be utilized in any public library project. Based on industry best practices and lessons learned on recent library projects they help to establish an approach to the design of buildings that will allow the Library to deliver service efficiently with adequate flexibility to adapt to the public’s needs. A summary list of major planning guidelines are included here. Planning Guidelines • The life-cycle cost of buildings will be considered in addition to first cost, buildings should be designed for longevity in mind using durable materials and efficient mechanical systems • Buildings shall comply with applicable zoning and building codes as well as the current Americans Disabilities Act (ADA) guidelines • Community input shall be included in the design process through early engagement as well as prototyping of ideas when possible • Building façade and layout shall be designed to take advantage of natural light and provide views out • The interior of the building should be designed to provide a flexible, open space that can be used for proposed library functions without extensive alterations. • Structural elements should be carefully designed to consider the effects such elements will have upon the future flexibility of the building • Provide adequate access to power and data and excellent wi-fi coverage throughout the building • Ease of supervision of the interior of the building should be given primary consideration with excellent visual control from the main service point • Furnishing should allow the ability for patrons to reposition them to configure space to meet their needs • Book stacks should typically be low (66” or less) and mobile when possible to provide visibility and flexibility • Touchless controls will be considered for restroom fixtures and public entries • Consideration should be given to after hours access to meeting spaces and access to outdoor spaces for programming Section Endnotes 1 Horrigan, John B. “Libraries 2016” Pew Research Center, September 2016 (Accessed February 19, 2019) 2 “Quotable Facts about America’s Libraries”, American Library Association, October 8, 2018 Retrieved from: http://www.ala.org/advocacy/ quotable-facts (Accessed February 27, 2019) 3 Pew Research Center “Internet/Broadband Fact Sheet” http://www.pewinternet.org/fact-sheet/ internet-broadband/ (Accessed February 19, 2019) 15
COMMUNITY FEEDBACK SECTION 2 17
As long as the public’s needs drive their development, public libraries will remain critical assets in the communities they serve. 21st century libraries are successful because they have adapted to be whatever their communities need them to be. This necessitates an approach to designing these community buildings by first building community consensus. This is why the design process begins with a robust community outreach plan to ensure that the building will be a reflection of the collective aspirations of the library and the communities it serves. The engagement with the community began with a survey to collect broad feedback to identify patrons expectations, how they use the library and what changes they would like to see. The survey was distributed digitally, through the library’s website and across multiple social media platforms, as well as physically through paper surveys provided at the library. The wide distribution is intended to collect responses from a large cross section of the population and demographic data regarding age and neighborhood are being collected so the library can identify ways to target under-represented groups for additional feedback through future outreach. COMMUNITY FEEDBACK TOTAL SURVEY RESPONSES AGE RANGE INTRODUCTION HOW DO YOU GET TO THE LIBRARY? 25% of Response Collected Inside Library — 60 on Library Computers 54 on Paper Surveys EUCLID PUBLIC LIBRARY 18
IS THE CURRENT LOCATION CONVENIENT FOR YOU? WHICH STRATEGY ARE YOU MOST SUPPORTIVE OF? ZIP CODE REPRESENTATION 87% of patrons support a solution that would maintain the existing location of the Main Library. 3% Other CITY BOUNDARY 19 process
WHAT SPACE WOULD YOU LIKE THE LIBRARY TO HAVE? HOW DO YOU CURRENTLY USE THE LIBRARY MOST? EUCLID PUBLIC LIBRARY 20
WHAT SERVICES WOULD YOU LIKE THE LIBRARY TO OFFER? WHAT PROGRAMS SHOULD THE LIBRARY PROVIDE? HOW DO YOU USE LIBRARY TECHNOLOGY NOW? WHAT NEW TECHNOLOGY WOULD YOU LIKE TO SEE? 21 process
WHAT IS ONE WORD THAT BEST EXEMPLIFIES THE EUCLID COMMUNITY? It is the Library’s goal to be a local institution that embraces our community’s unique character and values. Residents of Euclid are proud to live in a diverse, resilient community that is inviting and supportive for the families that call it home. We strive to continue to be an integral part of the region’s evolving social infrastructure. EUCLID PUBLIC LIBRARY 22
UNIQUE PATRON IDEAS • Consider another library location in either downtown Euclid or along Euclid Ave. • Create a patio or other exterior space for library patrons to use. • Improve entry sequence to allow easier access to collection and reading areas. • Consider adding spaces to host yoga or mediation classes within the library. • Highlight elements of the collection through book clubs, film screenings, and author talks. • Teach computer classes and provide instruction on new technology, particularly for seniors. • Provide additional secured bike storage for patrons. SYSTEM-WIDE NEEDS • Upgraded technology within the library and meeting rooms. Patrons would also like to see additional classes geared to learning about old and new technology. • Increased space and materials for interactive learning for children and more kids programs, especially in after school and weekend hours. • Extended hours where possible, ideally providing more access to the Library in the evenings. • Separation of spaces for kids and teens to be active and noisy from space for patrons who desire quiet reading. • More meeting or program space to accommodate a larger range of classes or services. • Space for social service help or social service worker. • Consider self-check system or drive-up services for patrons to pick up their materials. Numerous respondents expressed a desire to improve access to library materials through expanded hours or the addition of a new location somewhere in town. It is important to patrons that the library balance the needs of older and younger guests, who may like to use the library very differently. 23 process
CURRENT STATE SECTION 3 25
EUCLID PUBLIC LIBRARY EUCLID PUBLIC LIBRARY 26
The Euclid Public Library was originally constructed in 1956 with major additions in 1964, 1984, and another in 1998. A renovation in 2013 upgraded some finishes. The library is located within the central civic area of the city and is adjacent to Euclid City Hall and the Board of Education. The building is setback from the street and remains aligned with the other buildings along E 222nd Street. This setback is landscaped and includes a war memorial to the veterans of the Korean war. Entry is via a driveway that leads to both the shared parking lot with City Hall and a small parking lot. Pedestrian access from the main road is available, however pedestrians must walk around the front of the building to access the main entry point towards the building’s rear. The building has brick exterior walls and glass storefront. The roof is mostly flat but features several vertical elements along the front facade. CURRENT STATE N BUILDING STATISTICS Location: 631 E 222nd St., Euclid, OH 44123 Year Constructed: 1956 Additions: 1965, 1984, & 1998 Size: 48,000 sq ft Parking: 35 spaces (not including shared lot) 27 main branch
PURPOSE OF THE ASSESSMENT The purpose of the facility assessments was to conduct a review of the existing buildings system-wide to determine the condition of major architectural, structural, mechanical, and electrical systems. The assessments documented deficiencies identified by the Library or discovered during investigations, and provided the Library with options for corrections. They were also used to prioritize critical repairs, in order to assist the owner with any efforts related to planning phased work. The evaluation included a review of existing drawings and other owner supplied data followed by an on-site inspection of the buildings. An on-site, non-destructive visual inspection was performed for: • Site conditions surrounding the building • Exterior envelope including walls and wall openings and roofs • Building interiors including walls, ceilings, flooring, stairs elevators, doors and cabinetry • Mechanical, electrical and plumbing systems and equipment. A non-destructive inspection does not cut or patch walls, roofing, or floors to inspect concealed conditions. It also does not disassemble or rebuild any equipment to perform an invasive inspection. Each building was photo documented during the site visits, including photos of the building’s exterior, interior, site, and equipment. Following the on-site evaluation of the facility, a report was written, summarizing the findings of the architecture and engineering team. The report is broken down into sections including, site, architectural, mechanical, electrical, and plumbing. Each section has a list of recommendations based on the conditions of each building which are used to established a probable cost for necessary repairs. Items identified in these reports are limited to deferred maintenance, i.e. those items necessary to the upkeep of the facility as it currently functions. The assessments, and associated costs, do not reflect updates or modifications required to refresh branches or expand service. **See Attachments for the full assessment of maintenance costs. ASSESSMENT OF MAINTENANCE COSTS Western facade facing E 222nd Street Interior of library looking towards the west EUCLID PUBLIC LIBRARY 28
CATEGORIZING COST The maintenance items are placed into three categories based on priority level. The first category covers Critical Conditions, which includes life safety issues, serious building envelope conditions, failing systems requiring high maintenance and critical structural concerns. The the other two categories include conditions that may be deferred. This is broken down into items to be addressed in the next 5 years and those that may occur further in the future. These conditions include all other recommendations, moderate building envelope conditions, recommended repairs, systems nearing the end of useful lifespan, energy consumption issues, long term system upgrades, and minor repairs. The critical conditions are of a higher priority but all repairs should be addressed either as part of a continuing maintenance program or in conjunction with implementation of more substantial renovations. Investigating restroom accessibility Active leak Roofing condition near skylight Deteriorating furniture in computer area 29 main branch
FACILITY ASSESSMENT SURVEY ARCHITECTURAL The Euclid Public Library (EPL) is in generally fair condition. The envelope and structure appear to be in good condition, however there are some areas of significant water infiltration/damage that will need to be addressed. ADA accessibility is a concern, with issues of noncompliance present in and around the building. Most of the loose furniture appears to be worn throughout/showing stability concerns and should be considered for total replacement. Finishes, including flooring, wall treatments, ceilings, and cabinetry, are in generally good condition. Undercarpet wiring has proven to be a fire hazard and should be completely removed. Fire exit routes and doors are obstructed in most of the library space and will need to be addressed for life safety concerns. SITE Entry to the library is at-grade, but heaved curb cuts and pavement deterioration has made accessibility a concern. The sidewalk around the building is in fair condition, with some areas in need of repair and/or replacement. The main parking lot requires attention, especially in terms of patching deteriorated areas and re-striping. Parking on-site is limited, however a municipal lot directly to the north has also been used by patrons though no shared parking agreement is in place. Nicely kept, mulched planting beds line the north, east, and west facades of the building, however the exterior is showing some staining from these planting beds. The site also appears to have some grading issues with some areas near the building being graded too high to drain properly/away from the building’s foundations. MECHANICAL The mechanical equipment and systems are in poor to fair condition throughout the building. Most of the equipment is at or past the end of its expected useful service life and in need of replacement. The heating hot water system needs a major overhaul to correct a widespread issue with leaking fittings throughout the building, in addition to needing replacement of the equipment (boilers, pumps, accessories). The rooftop air condition units (RTU) providing cooling and ventilation are also at the end of their useful life and functioning at a minimally acceptable level and need replacement, along with the downstream variable air volume (VAV) terminal boxes. The building needs a complete replacement of the existing HVAC in the near term to function properly. Meeting Wing Entry Children’s Area EUCLID PUBLIC LIBRARY 30
PLUMBING The plumbing infrastructure for the building is in fair condition with multiple issues in need of investigation and repair, primarily related to the piping from the original 1956 building. The original underground sanitary mains need to be scoped for deterioration to resolve issues with poor drainage. In addition, the plumbing fixtures are at the end of their useful service life and need to be replaced in the short term. There are also several smaller issues in need of permanent correction, such as leaks with the exterior hose bibs and fire protection lines, improperly functioning timer for the domestic hot water recirculation pump, etc. The building needs a significant renovation of the plumbing systems (piping, fixtures, etc) in the short term to address these issues identified in the report. ELECTRICAL The Euclid Public Library is a well-maintained facility. The incoming distribution is holding up well, but there are a few areas that need attention: Lighting and lighting controls are older technology and replacement with LED lighting will decrease the energy consumption. The Fire Alarm panel and devices are older and should be replaced with a newer Addressable system and a back-up generator for the Emergency Lighting, Fire Alarm, Security and IT systems will be beneficial in the event of a prolonged power outage. Rooftop Mechanical Unit Electrical Panel TOTAL COST OF DEFERRED MAINTENANCE ITEMS: $4,982,690* *$1,645,610 identified as ‘critical’ 31 main branch
GENERAL RECOMMENDATIONS OBSERVATIONS • Location provides strong connections to city resources • Minimal opportunity for building or parking expansion due to site limitations • Facility is generally well-maintained • Interior library space is spacious yet visually obstructed with tall shelving and awkward layout • Limited meeting rooms for groups of various sizes and uses • Lack of interactive educational spaces for children, teens, and adults alike • Disjointed and inefficient staff areas and material workflow • Main entry is tucked away from E 222nd, and several projecting elements make it confusing to locate main door A PATH FORWARD FUTURE VISION While the Euclid Public Library is a relatively well-maintained and solid building, aging systems and piece-meal renovations have taken their toll on the overall quality of space and functionality of the facility. In order to meet the library’s future goals to provide additional services and programs for its patrons, a significant change is needed to ensure the library will not fall behind. It is recommended that the library undergoes a complete transformation - by incorporating new technology, interactivity, and different experiences - through renovation, addition, or by starting fresh. LIBRARY EVOLUTION DIAGRAM EUCLID PUBLIC LIBRARY 32
EXISTING FIRST FLOOR PLAN EXISTING SPACE PLAN N 33 main branch
PURPOSE The purpose of the Program Matrix is to not only quantify the space the library currently has, but to also identify square footage targets for new or altered spaces that would allow the library to enhance the level of service it provides while being mindful of budget constraints. In the Program Matrix on the following pages, there is an “Aspirational” column and an “Efficient” column. These represent two spatial goals that ultimately influence the overall size of a renovated or new building. The “Efficient” column represents the minimum size and assortment of spaces that would be recommended for the library moving forward maintaining it’s current services with spaces that allow for modest, targeted expansion of critical programming. The “Aspirational” column represents a more significant expansion that would allow for a broader expansion of services to support more of the needs of the Euclid community and also provides greater flexibility for future changes in the way the library supports its patrons. The intent of this process is to provide a range of options for how the library may move forward rather than a single prescriptive approach. The space plans presented in the Future Vision section of this document fall at different levels on the programmatic range and vary in how they address those needs. SPACE PROGRAM MATRIX Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Staff/Support Spaces Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Break Room 1 566 566 1 700 700 1 565 565 Staff Lockers 1 445 445 1 400 400 1 400 400 Mail Room 1 154 154 1 150 150 1 150 150 Flex Office 0 120 0 1 120 120 1 120 120 Mother's / Quiet Room 0 0 0 2 60 120 1 60 60 Records Storage 1 0 0 1 400 400 1 200 200 Friends Storage 1 394 394 1 150 150 1 150 150 General Storage 0 0 0 2 100 200 1 100 100 1,559 2,240 1,745 Efficient Existing Aspirational Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Administration, Marketing, Finance Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Director's office 1 299 299 1 300 300 1 250 250 Deputy Director's office 0 0 0 1 250 250 1 250 250 Fiscal Office 1 245 245 1 250 250 1 190 190 Finance Office 1 220 220 1 120 120 1 120 120 Finance Workstation 0 0 0 1 80 80 1 80 80 Marketing Manager Office 1 185 185 1 140 140 1 120 120 Graphics Office 1 120 120 1 120 120 1 80 80 Marketing Office 1 143 143 1 120 120 1 120 120 Board Room 1 295 295 1 300 300 1 300 300 Secretary 1 150 150 1 120 120 1 120 120 Copy Room 0 0 0 1 100 100 1 100 100 Reception 1 253 253 0 150 0 0 150 0 1,910 1,900 1,730 Efficient Existing Aspirational EUCLID PUBLIC LIBRARY 34
Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Programming & Meeting Spaces Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Multipurpose A 1 1,100 1,100 1 1,100 1,100 1 1,100 1,100 Multipurpose B 1 1,200 1,200 1 1,200 1,200 1 1,200 1,200 Meeting A 1 400 400 1 400 400 1 400 400 Meeting B 1 400 400 1 400 400 1 400 400 Meeting Room Stor & Support 1 400 400 1 725 725 1 525 525 Sparkle Spot 1 385 385 0 385 0 0 385 0 Storytime Room 1 520 520 0 520 0 0 520 0 Gallery 1 22 22 1 22 22 1 22 22 Small Group Study 3 125 375 4 125 500 3 125 375 Individual Study 2 65 130 4 65 260 3 65 195 Benched Study 1 118 118 0 118 0 0 118 0 Quiet Reading/Medium Conf* 1 194 194 1 194 194 1 194 194 Maker Space 0 800 0 1 800 800 1 500 500 Youth Program/Craft Room 0 750 0 1 1,200 1,200 1 750 750 Tech Program Room 0 750 0 1 750 750 1 500 500 Large Conference/Board Room 0 500 0 1 650 650 1 500 500 5,244 8,201 6,661 Efficient Existing Aspirational Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Technology Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Public Computing 1 1,700 1,700 1 1,500 1,500 1 1,200 1,200 Computer Training 1 180 180 1 500 500 0 500 0 Children's Computers 1 450 450 1 600 600 1 500 500 Copy/Business Center 1 100 100 1 150 150 1 150 150 Gaming Storage 0 100 0 1 100 100 1 100 100 IT Director 1 122 122 1 120 120 1 120 120 IT Office 1 144 144 1 120 120 1 65 65 IT Workroom 0 150 0 1 200 200 1 200 200 IT Storage 1 100 100 1 100 100 1 100 100 IT Switches 1 126 126 1 126 126 1 126 126 Server Room 1 145 145 1 145 145 1 145 145 3,067 3,661 2,706 Existing Aspirational Efficient Patrons of all ages desire a “messy” program space for art, craft, and/or cooking classes. The success of the library’s technology and gaming events illustrate a need for a dedicated space for equipment and use. 35 main branch
Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Public Service Staff Workspaces Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Youth Services Office 1 124 124 1 120 120 1 120 120 Youth Services Staff Workroom 7 71 497 8 70 560 8 70 560 Adult Services Office 1 140 140 1 120 120 1 120 120 Adult Services Staff Workstations 9 64 576 9 65 585 9 65 585 Sorting Room 1 158 158 1 180 180 1 180 180 Page Work Room 1 42 42 1 100 100 1 100 100 Page Manager 1 155 155 1 120 120 1 120 120 1,692 1,785 1,785 Existing Aspirational Efficient Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Collections & Seating Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Adult Stacks 1 10,698 10,698 1 12,300 12,300 1 10,698 10,698 Adult Seating and Display 1 4,633 4,633 1 5,500 5,500 1 4,633 4,633 Reference Desk 1 350 350 1 350 350 1 350 350 Local History 1 0 0 1 800 800 1 400 400 Quiet Reading* 0 194 0 1 800 800 0 500 0 Café 0 500 0 1 600 600 1 500 500 Friends Store/Display 0 500 0 1 300 300 1 150 150 Teen Space 1 862 862 1 2,000 2,000 1 1,000 1,000 Children's Stacks 1 3,129 3,129 1 4,000 4,000 1 3,200 3,200 Children's Seating and Display 1 1,114 1,114 1 1,300 1,300 1 1,114 1,114 Children's Desk 1 300 300 1 300 300 1 300 300 Children's Interactive Area 0 500 0 1 600 600 1 500 500 21,086 28,850 22,845 Existing Aspirational Efficient Patrons still value browsing for new books to read and love seeing shelves filled with possibilities. Patrons have expressed a desire for more interactive spaces for children - though the teen and adult areas could benefit as well. EUCLID PUBLIC LIBRARY 36
Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Circulation, Tech Services & Outreach Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Circulation Desk 1 550 550 1 300 300 1 300 300 Circulation Workroom 7 97 679 8 100 800 8 90 720 Passport Services 0 75 0 1 120 120 1 120 120 Circ/Tech Serv Manager 1 124 124 1 120 120 1 120 120 Tech Services Work Room 1 867 867 1 700 700 1 700 700 Cart Storage 1 56 56 1 60 60 1 60 60 InterLibrary Loan Receiving 1 0 0 1 0 0 1 0 0 Outreach Workroom 1 240 240 1 250 250 1 250 250 Outreach Manager 1 160 160 1 120 120 1 120 120 Book Lockers 1 0 0 1 60 60 0 60 0 Drive-up Window 1 0 0 1 150 150 0 150 0 Returns - Walk-up 1 25 25 1 25 25 1 25 25 Returns - Drive-up 1 50 50 1 80 80 1 80 80 2,751 2,785 2,495 Efficient Existing Aspirational Programming Phase EUCLID PUBLIC LIBRARY Space Program April 12, 2022 Facilities, Maintenance, & Security Space Qty Sq Ftg Total Qty Sq Ftg Total Qty Sq Ftg Total Mech/ HVAC 1 712 712 1 800 800 1 712 712 Facilities Manager Office 1 90 90 1 120 120 1 120 120 Workshop 1 178 178 1 500 500 1 400 400 Maintenance Staff Room 1 148 148 0 148 0 0 148 0 Facilities Storage 1 230 230 1 400 400 1 400 400 Outdoor Equipment Storage 1 25 25 1 150 150 1 150 150 Security Office 1 208 208 1 250 250 1 250 250 1,591 2,220 2,032 Efficient Existing Aspirational *Total square footage number represents approximate total of all departments with a 25% grossing factor added to account for construction, circulation, and support spaces GROSS “EXISTING” SQUARE FOOTAGE: +/- 48,500 SF* GROSS “ASPIRATIONAL” SQUARE FOOTAGE: +/- 64,500 SF* GROSS “EFFICIENT” SQUARE FOOTAGE: +/- 51,500 SF* 37 main branch
FUTURE VISION SECTION 4 39
FUTURE VISION EUCLID PUBLIC LIBRARY 40
PROCESS As the Library re-imagines its spaces for the future, it seeks to continue supporting the Euclid community’s immediate needs while setting itself up to maintain it’s role as a critical community asset for many years to come. Taking into account the state of the existing building and the Library’s current and future needs, numerous options were reviewed for how the community could be best supported by Renovating, Expanding, or Replacing the building. Four potential paths forward were selected for further development. Each of these options were studied to determine its ability to support the kinds of spaces the Library needs to appropriately serve it’s patrons. The recommendations include general programmatic and space planning changes proposed for the building. While not intended to be a final design, or the only approach that could be taken, it provides a means to determine the scope of work that would be required to upgrade the facility as well as an associated cost. These recommendations endeavor to suggest improvements that vary in scale, cost, and community impact to allow the Library to make an informed decision that will allow it to remain viable in the long term. DEVELOPING OPTIONS RENOVATE EXPAND RELOCATE 41 main branch
IMPLEMENTATION COSTS Total Cost of Implementation: $22.1 M INCLUSIVE OF DEFERRED MAINTENANCE COSTS SQUARE FOOTAGE RENOVATION + MINOR ADDITION RENOVATION: +/- 46,200 sf ADDITION: +/- 4,600 sf TOTAL: +/- 50,800 sf REFRESH + SLIGHTLY EXPAND OVERVIEW In order to provide some additional square footage for new programs, a single story, +/- 4,600 sf addition could be added to the eastern wing of the existing building. In doing so, however, the existing staff parking lot would have to be removed to accommodate the new addition, drive-up book drop, and outdoor programming space. This new addition allows for the creation of a "Career Commons" on the east side of the building, allowing the Collection spaces to be better organized around the exterior glazing and views. PROS • upgraded systems & finishes • some expansion of meeting space • improvements to entry inside and out CONS • maintain current site issues • expanded space w/o expanded parking • limited opportunity for expansion on site • retains majority of existing building envelope with limited upgrades OPTION 1: RENOVATION + MINOR ADDITION EUCLID PUBLIC LIBRARY 42
OPTION 1 - SITE PLAN N 0’ 20’ 60’ 120’ E 222ND ST POTENTIAL SHARED PARKING EUCLID MEMORIAL PARK SHARED PARKING PARKING RENOVATION OF EXISTING BUILDING ADDITION 23 SPACES STAFF ONLY +/- 46,200 SF LOADING BOOK DROP FULLER AVE +/- 4,600 SF MUNICIPAL LOT 43 main branch
POTENTIAL FIRST FLOOR DIAGRAM PROPOSED SPACE PLAN N 0’ 10’ 30’ 60’ PATIO PATIO EUCLID PUBLIC LIBRARY 44
PRECEDENT IMAGES DYNAMIC PROGRAM SPACES OPEN, AIRY, & PRODUCTIVE ATMOSPHERE INTERACTIVE & EDUCATIONAL DISPLAYS 45
REFRESH + SIGNIFICANTLY EXPAND OVERVIEW Due to the limiting constraints of the site, any significant addition of space will require a multi-story building. In this scheme, approximately one-third of the existing building will be demolished and a new, two-story addition and entry piece will take its place. The new entry would now be more prominent on the north facade. The addition of a second floor frees up some of the ground floor for more public space as the Administration and some Staff spaces can be moved upstairs. The existing building maintains its open feel with some changes to the layout and adjacencies of program space, however the computers and meeting rooms are consolidated to the eastern wing to create a "Career Commons" and conference center-like space above it. PROS • upgraded systems & finishes • considerable expansion of usable area • potentially dramatic improvements to entry CONS • maintain current site issues • expanded space w/o expanded parking • 2-story addition adds the complication and cost of stairs and elevators • work associated with the addition will be costly for the amount of space gained OPTION 2: RENOVATION + MAJOR ADDITION IMPLEMENTATION COSTS Total Cost of Implementation: $29.6 M INCLUSIVE OF DEFERRED MAINTENANCE COSTS SQUARE FOOTAGE RENOVATION + MAJOR ADDITION RENOVATION: +/- 29,000 sf ADDITION: +/- 28,100 sf TOTAL: +/- 57,100 sf EUCLID PUBLIC LIBRARY 46
OPTION 2 - SITE PLAN N 0’ 20’ 60’ 120’ E 222ND ST EUCLID MEMORIAL PARK SHARED PARKING PARKING RENOVATION OF EXISTING BUILDING TWO-STORY ADDITION 23 SPACES +/- 17 SPACES LOADING BOOK DROP +/- 29,000 SF FULLER AVE +/- 28,100 SF MUNICIPAL LOT POTENTIAL SHARED PARKING STAFF ONLY 47
POTENTIAL FIRST FLOOR DIAGRAM PROPOSED SPACE PLANS N 0’ 10’ 30’ 60’ LEARNING GARDEN READING GARDEN PATIO EUCLID PUBLIC LIBRARY 48
POTENTIAL SECOND FLOOR DIAGRAM N 0’ 10’ 30’ 60’ 49
PRECEDENT IMAGES ACTIVATED ENTRY EXPERIENCE VISUAL CONNECTIONS BETWEEN FLOORS VIBRANT VARIETY OF SEATING EUCLID PUBLIC LIBRARY 50
ENGAGING EXTERIOR PROGRAM SPACES VISUAL CONNECTION TO EXTERIOR QUIET & COZY DEDICATED READING AREAS 51
CLEAN SLATE OVERVIEW To address nearly all of the current concerns of the library (parking, program space, etc.) a new, two-story building would allow some space on the site to free up for additional parking while also providing more square footage for program and collection space. The existing building would be completely demolished, and the new building would allow the library to start fresh in terms of what it could offer its patrons. Several potential features include an atrium space, "Career Commons," outdoor programming space, several dedicated program rooms, and a large entry plaza. PROS • new systems & finishes • new, higher performing building envelope • improved spatial efficiency • improved entry & visibility • smaller footprint allow for improved site use CONS • high first cost • maintain some current site issues • 2-story building will require stairs and elevators OPTION 3: NEW BUILD ON EXISTING SITE IMPLEMENTATION COSTS Total Cost of Implementation: $40.3M SQUARE FOOTAGE NEW BUILD ON EXISTING SITE RENOVATION: 0 sf ADDITION: +/- 65,000 sf TOTAL: +/- 65,000 sf EUCLID PUBLIC LIBRARY 52
OPTION 3 - SITE PLAN N 0’ 20’ 60’ 120’ E 222ND ST EUCLID MEMORIAL PARK SHARED PARKING PARKING +/- 50 SPACES LOADING +/- 7 SPACES BOOK DROP FULLER AVE MUNICIPAL LOT TWO-STORY NEW BUILD +/- 65,000 SF POTENTIAL SHARED PARKING STAFF ONLY 53
POTENTIAL FIRST FLOOR DIAGRAM N PROPOSED SPACE PLANS 0’ 10’ 30’ 60’ READING GARDEN LEARNING GARDEN ENTRY PLAZA EUCLID PUBLIC LIBRARY 54
POTENTIAL SECOND FLOOR DIAGRAM N 0’ 10’ 30’ 60’ 55
PRECEDENT IMAGES OUTDOOR READING AREAS VISUAL CONNECTIONS BETWEEN FLOORS TECHNOLOGY & CAREER CENTER EUCLID PUBLIC LIBRARY 56
ACTIVATED TEEN SPACES DYNAMIC SPACES INTERACTIVE TECHNOLOGY 57
EXPANDED ACCESS WITH A NEW BRANCH OVERVIEW The library has acknowledged the lack of access to its services in the southeastern portion of Euclid. In order to address this, this scheme involves building a branch somewhere along the Euclid Avenue corridor. This branch’s ultimate use will rely on conversations with the local community, however it is thought that this location would offer, in addition to reading material and spaces to work from the library, some level of career and social services assistance. Comprised of three “zones,” this branch scheme would allow visitors to come for a variety of different reasons and still have their needs met. It is assumed that another one of the presented schemes will be done at the main library in addition to building a branch. PROS • location in currently under served part of community • upgraded systems & finishes • two different library experiences • improved spatial efficiency CONS • changes to staff structure, higher on-going costs • maintenance of multiple locations • maintain current site issues at main OPTION 4 : NEW BRANCH IMPLEMENTATION COSTS Total Cost of Implementation: $33.5 M INCLUSIVE OF DEFERRED MAINTENANCE COSTS SQUARE FOOTAGE NEW BRANCH MAIN: +/- 50,800 sf BRANCH: +/- 16,000 sf TOTAL: +/- 66,800 sf EUCLID PUBLIC LIBRARY 58
OPTION 4 - POTENTIAL LOCATION DIAGRAM N IDENTIFYING AREAS OF LIMITED SERVICE 59
POTENTIAL BRANCH DIAGRAM N PROPOSED SPACE PLAN 0’ 10’ 30’ 60’ OUTDOOR PROGRAM ENTRY PLAZA PATIO STAFF PULL-OFF LEARNING GARDEN EUCLID PUBLIC LIBRARY 60
PRECEDENT IMAGES ACCESS TO NATURAL LIGHT TRANSPARENCY INTO PROGRAM SPACES OPEN, AIRY, & PRODUCTIVE ATMOSPHERE 61
IMPLEMENTATION SECTION 5 63
IMPLEMENTATION The recommendations put forth in prior sections of this document establish a vision for how Euclid Public Library can re-imagine its spaces for the future. In order for these ambitions to be achievable there must be a defined and realistic path forward. This means creating an implementation plan that: • Estimates Probable Cost • Establishes Priorities • Identifies Next Steps in Implementation These exercises provide the tools and data needed to plan and execute the scope of work broadly defined in the Master plan. The costs provided represent a range of the Library’s potential vision for their community, but scope and expectation can be adjusted to meet the Library’s specific budgets and timelines as they secure the funding needed to execute this plan. In addressing these practical concerns the master plan becomes more than a wish list; it is an actionable strategy for future growth. EUCLID PUBLIC LIBRARY 64
COST ESTIMATING METHODOLOGY The project budgets for the master plan were developed to be as comprehensive as possible without having specific building designs in place. The design team created the following categories of work that could be applied consistently to the branches based on anticipated scope. With the assistance of Regency Construction Services an estimate of total probable cost was established for each project based on level of renovation and new construction of each project. See the Master Plan Cost Estimate Addendum for a detailed breakdown of Implementation costs based upon these Categories of Work. The costs identified are intended to represent Total Project Cost which includes: • Hard costs of site and building construction including contractor’s general conditions, labor and materials • Professional service fees such as architect & engineer fees • Furniture, Shelving, and Equipment • Site Improvements • Other soft costs such as permit fees, utility fees, and inspections • Contingencies to account for unforeseen conditions and unique aspects of specific building designs • Costs provided assume mid-point of construction Feb. 2024. Escalation rate of 5% per year should be added after schedule is established. New Addition: • Assumes fully new construction tying into existing. • Addition costs are typically higher than full new build due to scale, and complexity of tying into existing construction. Deferred Maintenance: • Total Project Costs include the cost of all items identified as critical or non-critical (5 year + priority) in the Deferred Maintenance Budget (See Facilities Assessment Reports.) CATEGORIES OF WORK New Building: • New Build costs assumes a building as well as site improvements & parking lot. Cost per sf and soft cost percentages may change if building size reduces or increases • Costs for new build include new construction, finishes, millwork, mechanical, electrical, plumbing, and life safety. Furniture, Fixtures & Equipment: • Assumes replacement of the majority of furniture and shelving. Does not include AV/IT equipment costs. Site Improvements: • Landscape includes plantings, topsoil & irrigation systems • Hardscape includes parking lots, sidewallks & pavement • Does not include land acquisition costs for new sites Renovation: • Demo & Reconfiguration of walls • New openings: windows and doors • New electrical outlets & life safety • New HVAC distribution • New plumbing fixtures 65 implemenation
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