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HomeMy WebLinkAboutRES 052725-5.G - Library Long Range PlanRESOLUTION NO. 0!5 Z "561 AN RESOLUTION OF THE CITY COUNCIL OF THE CITY OF GEORGETOWN, TEXAS, ADOPTING THE LIBRARY LONG RANGE MASTER PLAN; REPEALING CONFLICTING RESOLUTIONS; INCLUDING A SEVERABILITY CLAUSE; AND ESTABLISHING AN EFFECTIVE DATE. WHEREAS, the appointed Library Long Range Plan Steering Committee has recommended this plan; and WHEREAS, the City Council has determined that this plan will allow the City of Georgetown to ensure the Library flourishes well into the future; and WHEREAS, the City Council finds that adopting the Library Long Range Master Plan will be in the best interest of the public and future residents of Georgetown, as set out herein. NOW THEREFORE BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF GEORGETOWN, TEXAS: Section 1. The meeting at which this resolution was approved was conducted in compliance with the Texas Open Meetings Act, Texas Government Code, Chapter 551. Section 2. The facts and recitations contained in the preamble of this resolution are hereby found and declared to be true and correct and are incorporated by reference herein and expressly made a part hereof, as if copied verbatim. Section 3. The Library Long Range Master Plan attached hereto as Exhibit A is hereby adopted. Section 4. All resolutions that conflict with the provisions of this resolution are hereby repealed, and all other resolutions of the City not in conflict with the provisions of this resolution shall remain in full force and effect. Section 5. If any provision of this resolution, or application thereof, to any person or circumstance, shall be held invalid, such invalidity shall not affect the other provisions, or application thereof, of this resolution, which can be given effect without the invalid provision or application, and to this end the provisions of this resolution are hereby declared to be severable. Resolution Number: 052725-5,G Page 1 of 2 Subject: Library Long Range Plan Date Approved: May 27, 2025 Section 6. The Mayor is hereby authorized to sign this resolution and the City Secretary to attest. This resolution shall become effective and be in full force and effect immediately in accordance with the provisions of the City Charter of the City of Georgetown. PASSED AND APPROVED on the Zilkof , 2025. ATTEST: TIW UTY OF GEORGETOWN: Robyn D nsmore, City Secretary Jo Schroeder, Mayor APPROVED AS TO FORM: kye sson, City Attorney Resolution Number: 052725-S.G Page 2 of 2 Subject: Library Long Range Plan Date Approved: May 27, 2025 ibe, otrPia,' I lal WN of 02 03 01 �@M E .1-2 Executive Summary .............. . .......................1.4 Process......................................................1.14 Participants..................................................1.16 About the Library...........................................2.4 Planning Context.............................................2.18 Existing Facility Conditions ...............................3.6 Benchmarking.................................. ............3.20 Engagement.................................................3.32 Library Trends & Research 3.48 Population & Needs Projections. ..................... . . --4.4 Expanded Building Program .................................. 4.14 The Library Downtown.......................................4.18 Expanded Services & Facilities ....... I ........................4.32 05 The Path to Growth.........................................5.4 Cost Estimate ....................... ........................5.8 06 Appendix...........................................6.4 Georgetown Public Library Feasibility Study I Table of Contents .Oh- aIW is F - 'A v,MWJ NTRODUCTION The Georgetown Public Library is a remarkable community anchor in the heart of a beloved downtown destination. Over 50 years from its inception, this institution has grown to provide transformational services to foster a love of literacy, community, and growth. The Georgetown Public Library (GPL) and Steinberg Hart embarked on a six month planning process to analyze the Library's strengths and opportunities to chart a path to providing continuing excellence, service, and support to all Georgetown citizens. Like its surrounding central Texas neighbors, Georgetown has experienced unprecedented population growth over the last twenty years. This report examines how Library services can respond to, engage with, and support their evolving community in feasible, economic, and impactful ways. Our highly participatory process engaged over 1,000 City, Library, and community stakeholders to develop a strategic framework for the future of the Georgetown Public Library. Input was gathered through one-on-one conversations, focus groups, engagement sessions, and a community survey. In listening to and hearing from GPL citizens, we recognize the truly special role the Library plays in the lives of the Georgetown community. This document provides a framework for the Georgetown Public Library for the next five, ten, twenty, and thirty years. The recommendations and implementation strategies herein prioritize community needs and aspirations while balancing the variety of civic commitments necessary to adapt to the City's growth. We have also situated our recommendations in the context of GPL's existing operations, services, and character. Georgetown Public Library is a unique and treasured institution which helps define a truly special community. 1.4 Steinberg Hart As Georgetown continues to grow, the Library must grow alongside it. Additional physical and digital collections are needed to keep up with community demand; programming and services should be expanded to include more evening and weekend offerings; staff should be added to ensure that continued excellent service is provided to all citizens; and more physical space is needed to create additional opportunities for Georgetown residents to experience and access all the wonderful materials and services they love most. Throughout the planning process we have studied and explored various avenues for achieving such growth, both on the existing library site and beyond downtown Georgetown. Through all scenarios explored, we maintain that the Library is a central community pillar which, through thoughtful and community - centered growth, will be a powerful catalyst for civic, cultural, economic, and educational growth in Georgetown's future. Georgetown Public Library Feasibility Study I Introduction 1.5 SUMMARY OF RECOMMENDATIONS I� RENOVATE & EXPAND THE EXISTING DOWNTOWN LIBRARY Section 04 Recommendations outlines significant disparities between current Georgetown Public Library square footage, printed materials, annual programs, and full-time equivalent staff when compared to recommended targets based on the City's current population, estimated at 105,000 people. This section also outlines projected needs over a twenty-year timeline as Georgetown's population is expected to grow exponentially. Through extensive stakeholder and community engagement, the Needs Assessment found that GPL's central functions should remain downtown. Visiting the Library is a vibrant part of how Georgetown citizens spend time connecting with and participating in their community downtown. Although there is a desire for library services to expand beyond downtown, it is unclear at this time where significant physical library infrastructure would best benefit City residents. Given ongoing consideration as to how the City of Georgetown provides services to the extraterritorial jurisdiction (ETJ) surrounding Georgetown, this study has determined that focusing on expansion downtown will best serve current Georgetown residents. Current and future Georgetown planning projects have outlined the significant role the Library plays as a cultural anchor downtown. Extensive planning efforts, such as the 2024 Georgetown Downtown Master Plan, the Austin Avenue Corridor Study, and the Downtown City Center Festival space planned around the Light & Water building, would be undermined by relocating a central library outside of downtown. 1.6 Steinberg Hart V4 2 3 EXPAND THE LIBRARY'S PHYSICAL AND DIGITAL COLLECTIONS The community survey outlined in section 03 Needs Assessment found that the top change which would encourage respondents to use the Library more was additional book or other physical collections. Additional stakeholder and community engagement also underscored long wait times and/or the inability to check out desired titles as the top complaint among GPL residents. GPL's current collection of printed materials is estimated to be 40% below state standards. As the city's population continues to grow, the Library should prioritize maintaining a minimum 1.75 printed items per citizen. EXPAND LIBRARY ERRAND FUNCTIONS, SUCH AS MATERIAL PICK-UP AND DROP-OFF, THROUGH HOLDS LOCKERS AND POP-UP LIBRARIES More than half of community survey respondents indicated they would be interested in having material pick-up and drop-off services closer to their home/ work. Community and staff engagement efforts conducted as part of the needs assessment also illustrated a desire among GPL patrons for library service to specifically expand to the west side of Georgetown. As the City of Georgetown continues to evaluate how services are provided to the ETJ, errand services allow the Library to expand services at a relatively low capital cost. The addition of errand library services beyond downtown can free up parking and collection storage space at the downtown library allowing for more efficient use as GPL continues to grow. Georgetown Public Library Feasibility Study I Introduction 1.7 5 PURCHASE A DEDICATED COURIER VEHICLE TO SERVICE HOLDS LOCKERS AND PROVIDE EXPANDED OUTREACH ACCESS. As Georgetown Public Library moves forward with plans to implement their first set of holds lockers at the Carver Center for Families, a dedicated courier vehicle will be needed to transport printed materials between library service sites. This need will increase as Recommendation #3 is implemented and additional offsite service locations are added. Section 02 Pride of Georgetown outlines the current demand for GPL's Words on Wheels (WOW) bookmobile and home delivery van. As the Library works to accommodate a growing waitlist of locations looking to receive outreach services, it will not be feasible for these vehicles to continue serving the Carver Center location or any additional errand or pop-up library services. INCREASE THE NUMBER OF STAFF REQUIRED TO OPEN THE BUILDING AND ASSIGNED TO SERVICE DESKS DURING OPERATING HOURS. Georgetown Public Library's full-time equivalent (FTE) staff counts currently fall short of the state standards for excellence by nine people. As these standards are measured based on population size, maintaining and expanding staffing levels should be a priority as the City continues to grow. It is recommended that the library add 8-10 FTE staff as plans for expanding library space, collections, and services are implemented. This study has also found that the current requirement of (4) four staff members to open the downtown library poses a potential safety, security, and liability risk to the City. We recommend that a minimum of (6) six staff be required for the downtown library to open, with additional standards as outlined in section 04 Recommendations be maintained. 1.8 Steinberg Hart EXPAND PROGRAM OFFERINGS BOTH DOWNTOWN AND BEYOND THE LIBRARY Stakeholder and community engagement outlined in section 03 Needs Assessment highlights citizens' desires for more library programming both downtown and throughout the City of Georgetown. GPL citizens particularly noted a desire for additional weeknight and weeknight programs. The Georgetown Public Library currently offers fewer annual programs than all benchmarked central and north Texas peer libraries studied in the needs assessment. Section 04 Recommendations outlines the need to expand large-scale family events, family storytimes, and dedicated juvenile/tween programs, as well as focusing programming to support socialization, literature, STEM, and workforce development. Georgetown Public Library Feasibility Study I Introduction 1.9 LETTER FROM THE DIRECTOR When I came to work at the Georgetown Public Library, I was interested in joining a team of library staff focused on serving the community in a personal and meaningful way. I was drawn to the beauty of the Library's �,uilding, the obvious care iit n s upkd eep an maintenance, the clear pride that not only staff, but also the library's users held for this library and its services. Eleven years later, I still feel a rush of pride every day when I enter the Georgetown Public Library. I count myself lucky to serve a community that takes an active interest in civic life, loves reading, and treasures curiosity. I'm proud to work with a staff that sees patrons as partners and commits daily to welcoming and meeting the information needs of every person who walks through the door. I am excited to share this study and plan for the next phases of the Georgetown Public Library's growth and service in the Georgetown community. The plan reflects several months of intensive work among staff, community members, and the consulting firm, Steinberg Hart, and provides a view for the many opportunities we have to build on the foundation of nearly 60 years of excellent library service in Georgetown. We are grateful to the Friends of the Georgetown Public Library for their constant support, and for their help to provide the means to develop this plan. We also appreciate the assistance of leaders in other City of Georgetown departments, the libraries that hosted our team for information- and idea -seeking tours, and the citizen steering committee for this plan, comprising members of the Library Advisory Board as well as members of the Friends of the Library Board. I look forward to entering the next phase of this Library's growth and excellence as we rise to the challenges and opportunities posed by a fast-growing population, an ever -changing information and technology landscape, and the ongoing endeavor of supporting and responding to people's curiosity about and engagement with the universe around them. Sally Miculek, Director, Georgetown Public Library Georgetown Public Library Feasibility Study I Introduction 1.11 The role of public libraries has greatly evolved over the past 25 years, transforming from static buildings to house collections to hubs of activity and community services. Today's libraries have shifted from book -focused, quiet environments to social, collaborative, tech -rich, and activity -centric environments that support keeping patrons engaged in learning and growing. Through these changes, one central tenet remains true: libraries are a portal to rich resources and knowledge in many forms. In addition to advancing the creation, dissemination, and preservation of knowledge, libraries today take an active role in the community by promoting literacy in multiple forms and providing citizens with services that focus on addressing their social and economic needs. FOR EVERY ONE DOLLAR INVESTED IN TEXAS PUBLIC LIBRARIES COMMUNITIES SEE A RETURN OF $4064 IN ACCESS TO RESOURCES, PROGRAMMING, SERVICES, AND TECHNOLOGY TEXAS PUBLIC LIBRARIES PRODUCE $967 MILLION IN ECONOMIC ACTIVITY & 119000 JOBS In Texas alone, the economic benefit libraries bring to communities has been shown to be enormous. A 2017 report published by the Texas State Library and Archives Commission found that for every one dollar invested in public libraries in the state of Texas, communities saw a $4.64 return on investment, totaling $2.628 billion in benefits in just one year.' The report also found libraries to have helped produce $967 million in economic activity and created over 11,000 jobs. These economic gains, as well as growth in community and civic engagement and well being, can be attributed to the vital services offered to citizens, including wireless internet access, reference services, educational programs, access to electronic databases, and of course, circulation of books and digital media. As Georgetown continues to grow its status as a central Texas destination, investment in its library system can help to transform the City into a powerhouse of social, economic, and cultural well-being. 1 The 2017 Texas Public Libraries Economic Benefits and Return on Investment report can be accessed here: https-//www.tsl. texas.gov/sites/default/files/`public/Lslac/pubs/R01_Final.pdf 1.12 Steinberg Hart "LIBRARIES ARE INCREASINGLY IMPORTANT FOR SOCIAL WELL- BEING, CIVIC ENGAGEMENT AND BUILDING TRUST IN PUBLIC INSTITUTIONS." - URBAN LIBRARY COUNCIL METHODOLOGY The planning team worked closely with the Library's stakeholders to analyze the facilities and operations, identify needs, set goals, uncover opportunities, and ultimately formulate the recommendations outlined in this report. This process was guided by a three-phase process consisting of Visioning and Information Gathering, a Needs Assessment, and production of the Draft and Final Study. 0 STRATEGY •' ; Loot) fit' •, 0 REFINEMENT VISION & INFORMATION GATHERING The first phase, Visioning & Information Gathering, officially kicked off the planning process. During this phase, the planning team assembled data, conducted regional and community analysis, toured the site and the city, and began the stakeholder engagement process. The study of the Library, its systems, and its role in the Georgetown community laid the foundation for future phases and the ultimate recommendations of the study. Findings from the first phase can be found in Section 02: The Pride of Georgetown. 1.14 Steinberg Hart NEEDS ASSESSMENT The second phase of this study concentrated on analyzing the Library's operations, collections, programs, patrons, and staff to identify challenges and opportunities. The Needs Assessment projects future scenarios for the Library based on Georgetown's growing population and considers benchmarking data. This phase also synthesized findings from comprehensive stakeholder engagement and began to formulate a recommended building program. The Needs Assessment is summarized in Section 03. DRAFT & FINAL STUDY Based on feedback obtained from stakeholder groups, including the Georgetown City Council, the Draft Plan provided options for priorities, projects, and phasing for review by Library and City leadership. This final study is the result of thoughtful review and participation by the Executive and Steering Committees. Recommendations and Implementation are found in Sections 04 and 05. ENGAGEMENT The stakeholder engagement process was central to developing a plan that genuinely reflects the needs and aspirations of the Library's diverse user base. The engagement began by identifying key stakeholders, including library staff, community members, City of Georgetown partners, and patrons of all ages. Through a series of workshops, focus groups, surveys, and interviews, the planning team gathered valuable insights about how the library is currently used, as well as desired improvements. This engagement process allowed for a full understanding of different perspectives on spaces, collections, and program offerings, while ensuring that the voices of Georgetown's diverse community were captured. The insights gained through outreach were instrumental in shaping a plan that supports the evolving role of the Georgetown Public Library. Takeaways from the engagement process can be found in Section 03. Georgetown Public Library Feasibility Study I Introduction 1.15 PARTICIPANTS LIBRARY EXECUTIVE COMMITTEE Sally Miculek Director, Georgetown Public Library Becca Sexton Assistant Director, Georgetown Public Library Jennifer Bettiol Capital Improvement Manager, City of Georgetown Trish Long Facilities Services Manager, City of Georgetown LIBRARY STEERING COMMITTEE Nosa Asowata Library Advisory Board Member Susan H. Biggs Library Advisory Board Member Susan R. Poyo Library Advisory Board Member Catherine Morales Library Advisory Board Member Laura M. Helpert Library Advisory Board Member Susan Cooper Library Advisory Board Member Dustin Lujan Library Advisory Board Member Mindy Klein Friends of the Georgetown Public Library Board Member at -Large Jody Patterson Friends of the Georgetown Public Library Board Member at -Large CITY COMMITTEE Kim McAuliffe Downtown and Tourism Director Sofia Nelson Planning Director Seth Gibson Customer Care Director Amanda Still Arts and Culture Program Manager Cameron Goodman Economic Development Director Eric Nuner Parks and Recreation Assistant Director Laurie Brewer Assistant City Manager LIBRARY LEADS COMMITTEE Ann Evans Adult Services Managing Librarian Bethni King Youth Services Managing Librarian Dana Hendrix Technical Services Managing Librarian Kalena Powell Circulation Services Supervisor Sheri Miklaski Outreach Services Managing Librarian 1.16 Steinberg Hart V4 CONSULTANTS Steinberg Hart, Architecture & Planning Alyson Kritz Amanda Rienth Douglas Moss Jessa Ross Vermeulens, Cost Estimator John McKeon Georgetown Public Library Feasibility Study I Introduction 1.17 Aw t WORDS ON WHEELS! PRIDE OF GEORGETOWN A beloved community institution, the Georgetown Public Library has provided exceptional services to its constituents for decades. The Library was originally founded in 1967 as the Georgetown Area Library, after a group of interested citizens organized as the Friends of the Library. Since 1987, the Library has operated as a department of the City of Georgetown. On January 20, 2007, the current Georgetown Public Library opened its doors at 402 W. 8th Street. The two-story, 49,500 square foot facility was the culmination of ten years of planning. This site is the Library's fourth location and third new building since the Library's founding. MISSION The Georgetown Public Library engages, enlightens, and empowers the community. VISION The Georgetown Public Library will be a catalyst for an enriched community. 2.4 Steinberg Hart Expand community access to information, collections, and other library resources. Attain financial and human resources necessary to meet the service, information, and library program needs of the Georgetown community. Provide high quality library services that enrich the lifelong learning needs for the community. Develop a professional working environment that 4M) fosters continuous improvement, collaboration, and creativity. Expand arts and culture through collaboration with community arts entities. Build relationships and partnerships that support outreach and reflect the community's diversity. LIBRARY CARD The planning study includes analysis of key data on patrons, HOLDERS collections, and services to assess current library usage and identify opportunities for growth and improvement. This data provides insights into who uses the Library, the relevance of available materials, and the variety of programs offered. By understanding these areas, the plan aims to ensure the Library meets community needs and stays adaptable to future trends. 1,209 RESIDENTS PRIMARILY USING SUN CITY SERVICES 27% NON- RESIDENT Library Cardholder Types 73% RESIDENT 555 RESIDENTS PRIMARILY USING WORDS ON WHEELS At the time of this study, Georgetown Public Library had nearly 40,000 cardholders. About three-quarters of cardholders were City residents, while a quarter held some type of non-resident card. As of the issuance of this report, GPL's non-resident card costs $35 per household per year ($25 for seniors aged 65 or older). 2.6 Steinberg Hart NIO LEGEND City of Georgetown Georgetown ETJ The map below shows the distribution of library patrons across the City and the extraterritorial jurisdiction (ETJ) which surrounds Georgetown. Central and northwest Georgetown residents make up the majority of GPL cardholders, while southeast Georgetown is the most under- represented area. Sun City makes up a large proportion of cardholders on the west side of 1-35, however residents living north and south of Lake Georgetown in the ETJ are prominently represented as well. GPL cardholders reach beyond even the ETJ, in particular extending into the Santa Rita Ranch and Leander areas to the west. Library Cardholder Distribution � l •9 , •,,• Q , k . • Library Cardholder Addresses Georgetown Public Library Feasibility Study I Pride of Georgetown 2.7 COLLECTIONS GPL's collection of over 110,000 physical items includes a diverse range of materials, not limited to print books. 31% CHILDREN'S 9% TEEN'S 2% REFERENCE LIBRARY OF THINGS 98% 'IRCULATING VON- 'IRCULATING 14% MEDIA I% JBRARY OF THINGS Category The majority of the library's materials are books for adults, with about a third of the collection dedicated to children's materials. The teen's, reference, and "Library of Things" collections, which allow patrons to check-out items beyond books and media, comprise the remainder of the collection. Circulation Status Non -circulating items include some reference materials, periodicals, storytime materials, and technology such as laptops and headphones. Type While the majority of GPL's collections consist of print materials, 14% are physical media items (including DVDs, CDs, and audio books). The Library of Things includes puzzles, STEM kits, and other items available. 2.8 Steinberg Hart NA The heart of the Georgetown Public Library is its collections. Striving to provide a robust offering of materials to satisfy the interests of all GPL citizens, the library offers a variety of titles in multiple formats. Print material collections continue to be in high demand, with the library's collection of over 110,000 volumes consisting of adult fiction, non-fiction, and large print, a small but varied teen's collection, and a wide offering of children's materials spanning all age groups and reading levels. The collection includes a small reference and periodicals collection, consistent with the dwindling size typical for these items in today's public libraries. Additionally featured is a small collection of materials in Spanish, including fiction, non-fiction, children's, juvenile's, teen's, audio books, CDs, and DVDs. Although GPL has seen an increase in digital material use, physical materials continue to be favored among patrons. In addition to physical and electronic book collections, Georgetown Public Library offers collections beyond traditional literature. The library's media collection has shrunk over the years, with CDs, physical audio books, and DVD collections decreasing in size as their use declines. However, it is notable that GPL's DVD collection continues to circulate at above -average rates. Learn to Read Kits are the highest circulating, or most popular, of this category and GPL has extended their kit collections to include those for wellness and maker -style STEM activities as well. The library's jigsaw puzzle collection is also incredibly popular, with over 60% of the collection being checked out at any one time. PRINT MATERIALS MEDIA & ADDITIONAL MATERIALS HIGHEST CIRCULATING HIGHEST CIRCULATING 85% New Adult Fiction 75% Learn to Read Kits 79% Children's Board Books 65% Jigsaw Puzzles 76% Children's Beginning Readers 62% Talking Books 74% New Children's Collections 39% Children's DVDs 61% Children's Graphic Fiction 29% Adult DVDs LOWEST CIRCULATING LOWEST CIRCULATING 2% Teen Spanish (Fiction & Non- 2% Spanish DVDs Fiction) 5% Adult 2% Spanish Children's DVDs Spanish (Fiction, Non -Fiction & Graphic Novels) 6% Spanish Audio Books 5% Local Authors 8% Adult CDs 5% Holiday Books 10% Adult Audio Books 10% Adult Romance Paperbacks Georgetown Public Library Feasibility Study I Pride of Georgetown 2.9 PROGRAMS The Library offers a diverse array of programs to patrons, from various storytimes to arts and cultural events and adult interest groups. These programs activate the Library, fostering connections and enriching patrons' experience of the Library community. Programs at GPL have high attendance and many often fill the existing building's program rooms to capacity, which currently results in patrons being turned away. CHILDREN'S PROGRAMS Georgetown Public Library averages around 40 children's programs a month, including a variety of storytimes, homeschool, and other family events. Storytime programs are extremely popular, occurring 2-3 times per weekday and averaging 38 people in attendance. These numbers increased to over 100 people in some cases throughout 2024, creating logistical and acoustical challenges in the library's current children's space. Special program attendance also frequently reached triple digits, with exciting events like the Austin reptile show (253 attendees) and the planetarium program (362 attendees) requiring tickets to get in the door. These larger children's events typically take place in the library's second floor program rooms, while storytimes occur in the children's area's open storytime space. GPL currently offers minimal dedicated tween programs, occurring once a month, on Saturdays, and twice monthly in June and July. TEEN PROGRAMS Teen programs at the library include the Teen Advisory Committee, Anime Club, and dedicated bi-monthly teen hangouts, all offered to library citizens between the ages of 12 to 18. The Teen Advisory Committee is a robust and engaged group much larger than typically seen at libraries of this size. This group meets twice a month to assist in planning and promoting teen activities, maintaining the Teen Space, and making the library a better place for teens. 2.10 Sleinberg Hart Annual Programs by Type 2% "WEEN 33% DULT ADULT PROGRAMS The library offers programs geared towards adults of all age groups. These programs are tailored to a variety of interests among library users, including art, literature, film, crafts, technology, and more. The most popular programs based on attendance are related to art and music. Georgetown Public Library's role as a destination to showcase art continues with popular receptions taking place as new collections are exhibited and showcased throughout the building. In the past year, the reception held to showcase art from students in the Georgetown Independent School District attracted 425 visitors in attendance. Musical performances also draw large crowds to the library, frequently maximizing allowable capacity in the building's existing program rooms. GPL also hosts re -occurring adult programs which, although lighter in attendance than the aforementioned events, have consistent followers among its patrons. These programs include monthly movie screenings, weekly knitting gatherings, ukulele classes, mindful art, mindful meditation, and read -and -tell programs. Additional programs include a well -attended English as a second language (ESL) conversation group, one-on-one technology assistance available through the library's Wired Wednesday program, genealogy chats in the Texas History Room, and an "Adultish" series of programs geared towards younger adults. Partnership programs organized with the Alzheimer's Association, A Gift of Time, the San Gabriel Writer's League, and Lifelong Learners also contribute to high program attendance. Georgetown Public Library Feasibility Study I Pride of Georgetown 2.11 THE LIBRARY The Library is an iconic feature of Georgetown'E DOWNTOWN historic downtown. A short walk from the 1911 courthouse marking the downtown's center, GPL's location enjoys proximity to other beloved community facilities, city buildings, parks, and popular commercial areas. As documented throughout this study, plans to expand and improve this area of the city are underway that anticipate the library's continued presence as a cultural anchor. Downtown Georgetown also plays a critical role in Georgetown's status as the Williamson County seat, housing the Justice Center, county jail, and courthouse. The county also owns several lots throughout downtown which currently serve as public parking, including one serving the library directly across its main entry on 8th Street. As Williamson County continues to grow, it is likely these county -owned properties downtown will continue to evolve or change. "'A ......... 2.12 Steinberg Hart NA Downtown Community Facilities Blue Hole Park ir —r3 VFW Park 1 j Q ' Z r 2ND ST 1 ~ • 1 a r — I— _Z I Qr 4TH ST *' Y Convention & Visitors Bureau- 6TH ST o Art Center i 8T H ST r 9/ r2 , r � 9TH ST rPlanning.. LOTH ST tt F,- r J UNIVERSITY AVE Georgetown Public Library Feasibility Study I Pride of Georgetown 2.13 OPERATIONS SATELLITE LOCATIONS BEYOND In addition to the downtown central library, GPL currently operates DOWNTOWN pick-up and drop-off services at the Sun City Social Center. In 2025, GPL will also open its first set of reserves pickup lockers and an additional offsite book return at the Carver Center for Families, expanding its services further beyond the main branch. Additionally, LPL's strong partnership with Georgetown Parks & Recreation results in successful programming at San Gabriel and Rivery Park. LEGEND City of Georgetown Georgetown ETJ Library Satellite Locations 1 � I Sun City Social Centerl. �.��• ; ��" `may ` --ts ' ,; `.��.•�zg��..�' \Mr 1 f ' Carver Center r Downtown Library • Library Programming • Satellite Locations *Sun City services are primarily available to Sun City residents 2.14 Steinberg Hart Ga I Park 1 oil 1``. k Ina Sun City Boo � r L� M44.6, ,.OIL 2023 Tales on the Trails at.Rivery Par 1 _ Ma S CAN Sun City Holds Pick -Up l Future Holds Locker Location at the Carver Center for Families LEGEND City of Georgetown --- Georgetown ETJ WOW BOOKMOBILE STOPS GPL's program of outreach vehicles are extremely popular, currently serving over 20 locations across Georgetown. As new sites request bookmobile service, the library maintains a waitlist for future added stops. is Current WOW Stops Wait -listed WOW Stops Current and Wait -listed WOW Stops 1r : 1"Will 2.16 Steinberg Hart a8r.:.. s� 7 2!1i VI 1 Georgetown Public Library Feasibility Study I Pride of Georgetown 2.17 CITY POPULATION 6,395 Georgetown has experienced rapid growth over the last two decades. Current population projections by the Planning Department are based on recent growth rates and show Georgetown growing by more than 4.7% annually. The population of Georgetown reached 100,000 in June of this year. Projections show the city adding 25,000 residents by 2030. 28,339 14,842 1976 1979 1995 1997 Historic Lake Sun City Texas Georgetown Preservation Georgetown opens in named a national efforts begin opens to the Georgetown. Main Street City, in downtown public. the first Texas city Georgetown. so designated. 2.18 Steinberg Hart This fast -paced growth is reflected in Georgetown's institutions, infrastructure, city services, and throughout its residential neighborhoods. It is critically important to library planning, as Georgetown Public Library considers strategies to maintain its excellent level of service for an expanding community. 2007 Current Georgetown Public Library opened its doors at 402 W. 8th Street. I II I I I I I 110,064 I I I I I I I I 2024 Planning Department population estimates surpass 100,000. Georgetown Public Library Feasibility Study I Pride of Georgetown 2.19 DEMOGRAPHICS Demographic data is essential to effective library planning. Understanding the city's population in terms of age, ethnicity, income, and education levels allows for more targeted and inclusive library services. This demographic insight guides decisions on resources, programs, and spaces that align with the community's needs, ensuring the library remains a welcoming and relevant hub for all residents. Race & Ethnicity American Inrlian/ AVERAGE HOUSEHOLD SIZE RENTER -OCCUPIED OWNER -OCCUPIED MEDIAN HOUSEHOLD INCOME Households AVERAGE HOME VALUE Housing Units 28% !l M 72% i!!f ilMMMM UNDER 18 18-34 35-64 Age 65+ Educational Attainment 43% residents have received a Bachelor's degree or higher 92% residents have received a high school diploma 2.20 Steinberg Hart PLANNING The Library planning process benefits from a wealth of recent FOUNDATION planning efforts across the City of Georgetown. The recommendations for the future of GPL are informed by and align with the projects, strategies, and objectives identified in the following planning documents. AUSTIN AVENUE C(7"RR11)1O t 5T'Ul`D ` GEORGETOWN 2030 PLAN Georgetown's comprehensive plan, Georgetown 2030, is updated periodically as the city experiences substantial evolution in terms of population, development trends, land use types, traffic volumes, and other characteristics. Georgetown 2030 provides essential context for the projected future of the community. DOWNTOWN MASTER PLAN (2024) The Downtown Master Plan plans for the future of Georgetown's beloved downtown neighborhood. The plan outlines projects that may impact the Library in the coming years, such as improvements along Rock Street, 9th Street, and Austin Avenue, as well as the planned redevelopment of nearby properties. This study also identifies future downtown parking which will greatly benefit the downtown Library. ECONOMIC DEVELOPMENT STRATEGIC PLAN (2024) With goals including supporting small businesses, developing a startup ecosystem, and aligning workforce needs, the Economic Development Strategic Plan has exciting implications for Library planning. The plan offers inspiration for future potential spaces, programming, and partnerships, such as a co -working center or enhanced STEM programming. AUSTIN AVENUE CORRIDOR STUDY (2024) Austin Avenue is an important corridor for the City of Georgetown. The study intends to guide growth and development to improve operations along the corridor and unify the growing west side of town with the established east side. The Downtown subarea of the plan will have implications for the Library, and proposed improvements throughout the corridor aim to improve mobility in the city's core, especially for pedestrians. Georgetown Public Library Feasibility Study I Pride of Georgetown 2.21 CITY CONTEXT COMMUNITY FACILITIES LEGEND City of Georgetown ------; Georgetown ETJ Georgetown is home to a robust network of community facilities that may represent partnership opportunities for the library. In addition to city -owned fire stations and administration spaces, Georgetown's community facilities include recreation centers, service centers, and event spaces. • Community Facility • Fire Station Community Facilities • Proposed Fire Station # Fire Station Number 2.22 Steinberg Hart NA LEGEND City of Georgetown Georgetown ETJ PARKS & RECREATION Georgetown Public Library has a strong partnership with the city's Parks & Recreation department, collaborating on both passive and active programming throughout their spaces. The citywide network of parks and open spaces are also potential sites of future library programming, services, or partnerships, including two new parks currently in the planning process. Current City Park — Trail Parks & Recreation Current County Park Future City Park Georgetown Public Library Feasibility Study I Pride of Georgetown 2.23 �- J VIM Gr • f1 ill NEEDS ASSESSMENT Assess current conditions Benchmark against peers & best practices Engage project stakeholders rA Project & recommend future needs 3.4 Steinberg Hart The Needs Assessment documented herein is the culmination of six months of direct engagement with library stakeholders, staff & volunteers, city officials, active library citizens, and the Georgetown public. The first step in this process was to assess current conditions, both physical and operational, within the Georgetown Public Library system. This includes understanding fully the existing downtown building and its strengths and constraints, as well as analyzing the library's current collections, programs, staffing, and outreach protocols. This information is then benchmarked against peer libraries throughout the state, as well as state and national standards which define public library best practices. These benchmarks provide valuable insight into what may be required to maintain, and how to define, a level of library excellence in line with GPL's neighbors. We also define the library's current and future needs by going straight to the source: thoughtfully engaging with library stakeholders and users. Our hands-on engagement process involved layered opportunities for stakeholders and community members to express and define their experiences with GPL to explore opportunities for the library's future. Four workshops were held with various stakeholder groups to review progress and assess findings. During this time, the community was also engaged both in -person and through an online survey to provide opportunities for public input. The feedback and data outlined in the Needs Assessment forms the basis of section 04 Recommendations, which outlines options defining the Georgetown Public Library's growth over the next 5, 10, 20, and 30 years. Georgetown hu'Hic Library Feasibility Study I Needs Assessment Although the physical library building, systems, and infrastructure are in excellent shape, there is little to no room to grow. Current library operations, collections, programs, and services are constrained by space limitations. Outlined are key takeaways for each area of the library, their functions, and any current constraints. BUILDING INFRASTRUCTURE Most notable in examining the building's infrastructure is that one elevator currently serves the building. This small passenger elevator makes moving book carts throughout the two levels difficult as the public tries to navigate the building. As GPL particularly serves a slightly older demographic than most libraries, a significant amount of the library's citizens, volunteers, and even staff rely on this one elevator for circulation throughout the building. When the elevator is out of service, this poses great challenge to the library's ability to serve its citizens. Existing Georgetown Public Library Building 3.6 Steinberg Hart 16: 7SF'7r-e'dt BUIlding Entrance Man ectrleaf Rojm I,- SERVICE POINTS The current library is served by three service points: a main circulation desk in the lobby, a children's circulation desk, and a reference desk on the second level. These desks are traditionally large with manual materials check-out their main function. The largest of these desks is the lobby circulation desk, which is typically staffed by 2-3 people and also functions as a workspace for volunteers to check -in physical materials. The desk's size is such that it functions almost as its own dedicated room, although access to and from this space can only be gained through the public area. Directly adjacent to this desk is the Director's office. A window in the Director's office allows for oversite of the back side of the circulation area as well as the public use computer space. The children's service point is smallest in size and is typically staffed by one person, although a volunteer or intern can sometimes be found assisting in the space as well. This space is located upon entering the children's area but has limited sightlines throughout the area. The second floor reference desk is very large, housing laptops for check out and reference materials as well. This is the only service point at the upper level and is almost always staffed by one person. A key responsibility of this staff person is unlocking small study rooms at the far south side of the second level and supporting meeting room users in the west side of the level. The tall nature of stacks on this level limits sightlines throughout the other public seating areas as well. Ciro i 3.8 Steinberg Hart LOBBY The library's light -filled atrium lobby welcomes citizens into the building from both 8th Street to the north and 9th Street to the south. Features of the lobby include the building's elevator, main stair, circulation desk, a small amount of lounge seating, large and impactful public art installations, and perhaps most beloved of all: the library's jigsaw puzzle table. Also featured in the lobby are book displays for the Friend's Bookstore which can be purchased directly at the circulation desk. Seating on the second level "bridge" also acts as an extension of the lobby separating the adult collection from meeting and event rooms. This space, rich with natural light and public art, make an inviting and comfortable area for library patrons to sit and gather. Georgetown Public Library Feasibility Study I Needs Assessment 3.9 R w tr i i The Little m afe LEVEL 1 COLLECTIONS The first level features more browse -able collections such as new fiction and non-fiction for adults, donated magazines for giveaway, the Library's Spanish collection, the popular jigsaw puzzle collection, selected daily newspapers for in -building use, and the teen collection. Library holds can also be picked up on this level directly adjacent the circulation desk. Shelf space on this level is inefficient, with tall bookstacks sitting primarily empty as collections circulate quickly. There is limited public seating in this area, although cafe seating and computer stations serve this function. CAFE Featured prominently at the far east end of the building is The Little Lemon Cafe, an offshoot of popular Georgetown staple, the Sweet Lemon Kitchen. With its own street entrance and indoor and outdoor seating, this partnership is extremely successful for the library to draw in visitors from downtown. The seating in this area is often filled and the cafe provides convenient catering options for the many events which take place in the second level meeting rooms. 3.10 Steinberg Hart 17, Georgetown Public Library Feasibility Study I Needs Assessment 3.11 CHILDREN'S AREA The Children's area is accessible directly to the west of the main lobby, welcoming young patrons in with a whimsical river landscape motif on the floor. Three -high stacks occupy the majority of the space with small amounts of seating on the north and south sides of the building along the windows. Also visible immediately upon entry is a beloved safari- themed Jeep encouraging play. Although this Jeep has been a beloved fixture of the library's children's area, it has been noted as posing potential hazard as kids climb atop the structure. Prominent on several walls in the area is a hand -painted mural that likely needs replacement as it ages. At the rear of the Children's area is an open storytime area with built-in tiered seating. This area is undersized considering the popularity of GPL storytimes and poses acoustic and seating challenges when used for programs. Within the Children's area is also a family restroom and sensory room space. An enclosed outdoor patio can also be accessed directly from the Children's area, although it is rarely used; challenges of this space include keeping it clean, especially during pollen season, and keeping non -library users out of the area at night. Additional constraints of this space include a lack of play space for both young children and juveniles, as well as more focused study areas for juveniles. There is also a lack of storage in the space, leading staff to carry materials back and forth from the staff work area for programs. 3.12 Steinberg Hart TEEN SPACE Although the Georgetown Public Library has a robust network of teens who frequent library programs and utilize collections, there is very little dedicated space for them in the current library building. The area is defined only by tall bookshelves and minimal signage and features a small amount of lounge seating and gaming equipment. A frequent challenge brought on by the space's lack of definition is adult patrons utilizing dedicated teen seating, which looks very similar to adjacent cafe seating. Georgetown Public Library Feasibility Study I Needs Assessment 3.13 STAFF SPACES Although staff workspaces appear cramped and desks are limited, the total square footage currently allocated for staff is more than sufficient given current employee counts. Tall, inflexible cubicles and narrow aisles make inefficient use of space and limit collaboration amongst teams and other departments. Storage is also limited in these areas and locations for storage are not conducive to efficient workflow. A drive -up book drop is located on the southeast side of the building, but existing signage and lighting make it very difficult to find and navigate. The bookdrop lets out into a storage area at the rear of the staff area. 3.14 Steinberg Hart 1 The Friends' work area, located within the main staff work area, is located far from the bookstore located at the second level. The distance from this area to the building's only elevator also poses a challenge. FRIENDS BOOKSTORE Second Hand Prose is a very successful revenue -generating bookstore operated on the second level of the building by the Friends of the Georgetown Public Library. The current layout is defined by tall bookstacks which section off an area dedicated to similarly tall stacks of second-hand books for sale. It is difficult to distinguish this area from the library's rotating collection which utilizes the same bookshelves throughout the second level. The current layout also makes it difficult to browse books and its location on the second level makes it difficult to attract younger library citizens and patrons stopping through the first floor to run their library errand functions, such as picking up holds or dropping off materials. Georgetown Public Library Feasibility Study I Needs Assessment 3.15 LEVEL 2 COLLECTIONS The majority of adult collections are located on the second level. These collections are housed on seven -high shelves, with only five shelves being occupied typically. The north end of the space features tables and chairs while the south end is comprised of small and medium-sized meeting rooms. At the perimeter of the bookshelves are tables and carrels for more focused work. Tall shelves in these spaces make sightlines a concern and there is limited seating in the space overall. The Clara Scarbrough Texas History Room is also located in this area, providing access to state and local history, as well as genealogy resources. This space houses printed materials as well as microfilm materials, such as archived issues of the Williamson County Sun, microform readers, printers, and scanners. 3.16 Steinberg Hart IL 777", Ark Affffl� I -A 4, Level 2 Reference Desk Texas History/Ge Aw Level 2 Media Collection MEETING ROOMS Small and medium-sized meeting rooms are available for library citizens to reserve on the second level. These rooms must be physically unlocked by a library staff member, posing a challenge to the limited staff located far from these spaces on this level. An additional 18-27 person classroom is available on the west side of the building, as well as the Friend's and Hewlett multipurpose rooms which each seat 150, or can be combined to seat 180 users at tables or 400 users auditorium style. As the most inexpensive reservable meeting rooms in town at only $50/hour, these rooms are seldom empty. They each have access to ample storage closets and are located adjacent to a large catering kitchen. Attached to the multipurpose rooms is an outdoor terrace which is rarely used. 3.18 Steinberg Hart OUTDOOR AREAS In addition to the outdoor patio adjacent to Children's and the outdoor terrace accessed through the second level program rooms, the library also maintains a small garden area in front of its 9th Street entrance. Although tranquil with a large fountain and beautiful sculptures scattered throughout its well - maintained garden beds, this area functions as more an entryway than a usable outdoor space. A lack of shade, seating, and sense of privacy make it difficult for this space to be considered for outdoor reading, programming, or social gathering. SPACE CONSTRAINTS Overall, the Georgetown Public Library is extremely confined by space constraints in almost every area of the library. The Children's, Teen's, and overall collections areas are particularly undersized based on Georgetown's population, active library users, and circulation rates. Additionally, the library is in need of a substantial increase in both seating areas and meeting rooms. Current square footage of the library is preventing its ability to provide core services; books are being weeded out of commission before their end -of life to make room for new titles on shelves and program offerings are limited based on room availability and allowable occupancy. Effects of Current Space Constraints 01 Spaces are Books are Very long wait Library citizens cramped and weeded out of list for new are turned away inefficient commission books & popular from programs before their titles end -of -life Georgetown Public Library Feasibility Study I Needs Assessment 3.19 STATEWIDE Library data collected each year from the Institute of Museum and COMPARISONS Library Services (IMLS) provides us valuable benchmarking data to study how Georgetown Public Library facilities and services compare to averages across the state of Texas. IMLS collects and organizes data based on city population size. Since the 2023 published data used for benchmarking purposes in this study Georgetown has transitioned from a small city, categorized as having a population of 50,000-99,999 people, to a mid -sized city with a population between 100,000-249,999. Because Georgetown is transitioning between two population categories, we can compare operations, staff, collections and programs to the averages for both small and mid -sized cities. While Georgetown was over -performing in its previous classification, it is now trailing behind its Texas mid -size city peers in all categories. As the projections show significant population growth continuing over the next 5, 10, and 20 years, benchmark comparisons become increasingly important in order to ensure the library is able to provide the level of excellence and service expected by the central Texas community. City Population Categories -------------------------------------------- GEORGETOWN POP. 102,903* sAs of September 2024 AVERAGE FOR MID -SIZED CITIES (POPULATION 100.000-249,000) AVERAGE FOR SMALL CITIES (POPULATION 50,000-99.999) 3.20 Steinberg Hart GEORGETOWN PUBLIC LIBRARY COMPARED TO TEXAS IMLS REPORTING AVERAGES 63,417 430,874 158,394 846 36.2 ------------------------------------------------ -------------- ------ 1,vu i 31,074 1� O0QW. JP01 a 14, mqP� 1\ 5 111,723 ;3 76,E 1 75- 27 AVERAGE FOR MID -SIZED CITIES (POPULATION 100,000- 249,000) AVERAGE FOR --- SMALL CITIES (POPULATION 50,000-99.999) Georgetown Public Library Feasibility Study I Needs Assessment 3.21 CENTRALTEXAS With the Austin -Metro area being the second fastest -growing large metro area in the U.S. in 2024,1 it is no secret that Georgetown and its neighbors have been experiencing rapid growth, particularly in the past twelve years. Therefore, peer library benchmarks in the central Texas area were selected not only due to their proximity to Georgetown, but also based on their similar population sizes. GEORGETOWN ROUND ROCK CEDAR PARK TEMPLE NEW BRAUNFELS POPULATION 102,903 130,406 77,516 98.956 110.958 TOTAL SF 49,625 66.000 47.000 72.572 58,900 SF/CAPITA 0.48 1 0.33 0.61 0.78 0.53 NUMBER OF 1 1 1 1 3 BRANCHES LIBRARY VISITS/ 3.22 3.44 2.55 2.24 1.94 CAPITA TOTAL PRINTED 0.92 1.15 1.44 1.33 0.88 MATERIALS/ CAPITA TOTAL PROGRAMS/ 0.0042 0.0064 0.0093 0.0088 0.0262 CAPITA TOTAL PAID STAFF/1,000 0.26 0.25 0.34 0.30 0.29 RESIDENTS TOTAL PAID 26.98 33.13 26.50 30.00 31.87 FTE STAFF LEGEND ® Higherthan Equal to Lowerthan Georgetown figure Georgetown figure Georgetown figure 1 According to the United States Census Bureau: littps://www.census.gov/programs-surxey!sZp.QpcsUdataltables.2023. Lost _58029271,html 3.22 Steinberg Hart NORTH TEXAS Central Texas is still at the beginning of its rapid growth process. We can learn more about the future from studying growth in the Dallas - Fort Worth area and how its libraries have adapted to population surges and industrial growth. North Texas Peer Institutions GEORGETOWN RICHARDSON CARROLTON DENTON FRISCO POPULATION 102,903 118,802 132.918 158,349 225.007 TOTAL SF 49,625 84,173 79,000 107,830 161,068 SF/CAPITA 0.48 0.71 0.59 0.68 0.72 NUMBER OF BRANCHES 1 1 2 3 1 LIBRARY VISITS/ 3.22 2.63 1.21 1 2.73 3.69 CAPITA TOTAL PRINTED MATERIALS/ 0.92 1.75 0.97 1.20 0.94 CAPITA TOTAL PROGRAMS/ 0.0042 0.0065 0.0045 0.0068 0.0026 CAPITA TOTAL PAID STAFF/1,000 0.26 0.43 0.29 0.32 0.23 RESIDENTS TOTAL PAID 26.98 51.40 38.50 51.70 FTE STAFF LEGEND Higherthan ® Equal to Lowerthan Georgetown figure Georgetown figure Georgetown figure Georgetown Public Library Feasibility Study i Needs Assessment 3.23 SQUARE Georgetown Public Library is smaller than the studied benchmark FOOTAGE institutions, as well as the average for Texas mid -sized city libraries and our recommended 0.8 sf/capita standard. When examined COMPARISONS by sf/capita, Georgetown is the second lowest Library of those benchmarked, behind only neighboring Round Rock. However, it is worth noting that the 2013 Round Rock Public Library Strategic Master Plan recommended a total of 76,000 SF with a plan to expand an additional 9,000 SF in the future. As the population of Georgetown continues to grow, we look to benchmark libraries in the DFW-metroplex to demonstrate the overall facilities square footages that will be necessary to meet community demand. Section 04 Recommendations outlines further projections for library square footage needs over a 20-year period. 82,322 0.8/capita 3.24 Steinberg Hart ����Qo oh J � 107,830 0.68/capita � Georgetown Public Library Feasibility Study I Needs Assessment 3.25 PRINTED Although Georgetown Public Library's full materials collection, MATERIALS including print, media, "Library of Things" items like puzzles and kits, electronic, and audio book collections, total approximately 185,000, COMPARISONS our study focuses on books in print for two reasons: 1) it is still the preferred reading method in Georgetown, even among younger generations, and 2) because the size of the physical book collection has significant impacts on square footage. Georgetown's printed material collection is smaller than all benchmark institutions except for New Braunfels. Where 1.06 printed books per capita was the average for Texas mid -sized cities in 2023, GPL falls short of one book per capita, a number which continues to decline as the City's population continues to increase at rapid pace. All peer institutions except the north Texas suburb of Richardson fall under the national standard of 1.75 books per capita. 180,080 1.75/capita 3.26 Steinberg Hart ��SQ QOQ �F,QOQ 208,445 1.75/capita 190,259 P� oti Georgetown Public Library Feasibility Study I Needs Assessment 3.27 PROGRAMMING The total number of library programs put on annually is a benchmark COMPARISONS category which yields the least consistent result across peer institutions, with the New Braunfels Public Library reporting significantly more programs than its Texas neighbors. Although there is no national or state standard for the number of programs a public library should hold each year, libraries should strive to offer as many active programs, tailored to a variety of interests, as staffing and budget allow. As GPL does trail behind all benchmark libraries except one in this category, it is recommended that the Library continues to strive to increase programming efforts each year. 846 0.0059/capita 753 0.0073/capita -------------------------------------------- -- kg00 0(0--) 00 ol IO (O C 829 0.0064/capita 3.28 Steinberg Hart 2,909 0.0262/capita P� oti Iq ) O 3��' Georgetown Public Library Feasibility Study I Needs Assessment 3.29 STAFFING Georgetown Public Library currently has the smallest full-time COMPARISONS equivalent (FTE) staff of all benchmarked peer libraries. Although there is no national standard for public library staff, the Texas Library Association (TLA) outlined in their 2014 Public Library Standards two recommended staffing models: one "Excellent" standard which defines a smaller staff per population and one "Enhanced" which calls for a more robust staff.6 In reviewing benchmark libraries, most appear to be using the enhanced standard or beyond. It is also worth noting that, because the TLA standards have not been updated in ten years, these recommended staffing models may not reflect accurately the needs of today's public libraries. 37.4 36.2 x,cb: G Q`�k0 A�, Q-OO op ti 2 See full Texas Library Association 2014 Texas Library Standards here: littps✓/w-w-w.tsl.texas.govLsites/_default/diles/.publiu— tslacLplstandards/2014%20T LA_Standards_ mal.docx 3.30 Steinberg Hart 51.4 51 �O pQ • ��O oQ • •`�Q Qry Georgetown Public Library Feasibility Study I Needs Assessment 3.31 OVERVIEW Critical to our development of the Needs Assessment was going straight to the source; we engaged directly with stakeholders, library staff, and the community at various levels to truly listen to and understand their needs. Workshops, listening sessions, surveys, discussions, and activities took place with a variety of groups and at a variety of scales in order to better understand stakeholder needs, wants, hopes, ideas, and goals for a future Georgetown Public Library. We sought to understand how the existing library was used by the public and how current library operations affect staff, city, and other stakeholder groups. We also invited library citizens to dream big in envisioning a successful and exciting future for GPL. STAKEHOLDER ENGAGEMENT Stakeholder engagement involved workshops with several groups at each workshop milestone: Executive Committee composed of the GPL director & assistant director, as well as representatives from the City. 2. Steering Committee including the Georgetown Public Library Advisory Board and members of the Friends of the Library Board. City Committee including representation from the City Manager's Office, Downtown & Tourism, Economic Development, Parks & Recreation, and Planning departments. STAFF ENGAGEMENT Library leadership and staff were also engaged throughout the planning process. Library Leads, representing each department in the library, met at each workshop to provide valuable insight into library services and their goals for a future library system. We also held two hands-on all staff engagement workshops to better understand physical and operational needs, as well as opportunities, for the Library. COMMUNITY ENGAGEMENT Engagement with the greater Georgetown community took several forms. A community survey launched in September garnered over 900 responses from Georgetown residents, providing invaluable feedback to the planning process. Additionally, in -person engagement included tabling sessions in the Library's lobby, where patrons shared ideas as they made their way to storytime or study sessions. Lastly, workshops with special library groups, such as the Teen Advisory Committee, offered tailored insights. Key takeaways from each of these levels of outreach are summarized on the following pages. 3.32 Steinberg Hart LL LL Q F- Z O U Georgetown Public Library Feasibility Study I Needs Assessment 3.33 COMMUNITY The community survey was distributed in September and October SURVEY 2024, in both online and paper formats. The survey garnered a total of 930 responses, representing a broad sample of the Georgetown community. A sample of responses are included below, highlighting opportunities for future additions and improvements.3 WHAT, IF ANY, LIBRARY SERVICES WOULD YOU BE MOST INTERESTED IN HAVING CLOSER TO YOUR HOME/WORK? 400 358 350 317 300 257 250 250 210 200 181 171 150 133 100 75 66 50 . 0 e ay e ay �ec� F°may°ey °e� a°ems o�e� �a`�°�'d' sec' °Q, yQ�oQ, G�0J ``c�\c@, ccee,`�c co���c.Q' �QK \��er a°re `c�Q F�\\ ae QA 5 SI WHAT PROGRAMS ARE YOU MOST INTERESTED IN TAKING ADVANTAGE OF AT THE LIBRARY? 500 437 450 394 400 350 283 279 271 300 240 239 236 230 250 177 170 200 150 I 104 90 76 64 60 10 50 ' , . ■ 0 cey ccy �y ccy Fy Gey �y Fy Fy �� Fy e�h �� Gey et oe �J co ca \eo `off, SOT or, �°Q, e�yQ iom god �0t "o �oQ, mac e �°� ye y45 61Q G° Je�Q°e� eay eaa\�Q, gr°�a ��F OJ�ao o�F cea\o 1W �`a °c o�p O Ge Q,°iy CP: 3 An outline of all survery questions is available in section 06 Appendix. 3.34 Steinberg Hart "Remote working spaces! Ideally with some privacy/separation from main library spaces." "Make the library more attractive for kids in order to encourage not just the love for books and reading, but to increase the sense of belonging ai "Please consider more programs for adults to meet and connect with others. Especially for young adults, this is a huge challenge in Georgetown. " "I would like a more extensive collection of new and classic literature, both in print books and in audio books." "I love our library, and I enjoy coming to the square to visit the library. However, it would be great to have a branch on the west side of town. " WHICH OF THE FOLLOWING SPACES WOULD YOU MOST LIKE TO SEE ADDED, OR EXPANDED, AT THE GEORGETOWN PUBLIC LIBRARY IN THE FUTURE? 1. Cafe -Style Space ALP ii i� 3. Makerspace "*w'�a r■Ilwe� 5. Bookstore Top Answers 2. Quiet Reading Room is : ►�� '�` 4. Early Childhood Play Space �- 'T 6. Curated Book Displays 3.36 Steinberg Hart 94% of survey respondents to the community survey were Georgetown Public Library card holders with the majority of respondents stating they frequent the library weekly. Survey results indicate that the library is still primarily used for checking out books/other printed materials, as the top reason selected as to why respondents currently use the library. The survey results also indicate that visiting the cafe and the bookstore are also huge drivers for the library as the second and third most common reasons people use the library. When asked what would encourage folks to use the library more, additional programs and collections were cited as top responses. Additional responses included: • Additional seating • Additional meeting rooms • A location on the west side of Georgetown Respondents were also asked to provide any additional information they thought should be considered when planning a future library. The responses were overwhelmingly positive, with many specific shout -outs to staff and the overall feel of the existing library space. However, one key takeaway from this survey feedback includes a dissatisfaction with the current collection size and holdings. Many comments were included about long wait times to access books and limited to no collection results on certain topics. Specific collections requests include: • Expanded children's collection • Classic literature • Expanded Libby collection • Expanded non-fiction collection • Homeschool resources • More weekend & evening programing "The library is so critical as a resource for families of young children. PI, se expand library offerings for our littlest residents of Georgetown!." • Expanded "library of things" collection including additional tools, equipment, musical instruments, and baking pans • Hard cover books • Additional copies of new titles Although there were many suggestions to build branches beyond downtown, particularly on the west side of Georgetown, there were also many respondents who indicated their desire that the library's current location not be moved. Respondents also wrote in their desire to see more robust and frequent library programming overall, as well as wanting more staff available to assist patrons throughout the library. Georgetown Public Library Feasibility Study I Needs Assessment 3.37 POP-UP TEEN ADVISORY WORKSHOP ENGAGEMENT In a workshop with the Teen Advisory Committee, teen patrons participated in an open brainstorming session and discussion to share their ideas for the library's future. They also completed an exercise identifying spaces they would like to see, such as a makerspace, outdoor green spaces, and a performance venue. This input provided valuable insight into the preferences and priorities of younger library users, helping shape a vision that resonates with the next generation. WHAT WOULD YOU LIKE TO SEE IN YOUR FUTURE LIBRARY? • Makerspace! - Podcast studio - Wood carving - 3D printers - Sewing/weaving/crochet - Book binding - Digital art computer • Teen art space with good supplies • Outdoor green space • Daycare, more spaces for small children • Sensory spaces • Gender -inclusive bathrooms • Enclosed cafe • Creative Seating: bean bags, wobble chairs, nooks • Vinyl collections & listening space • Stage/auditorium • Computer programming • Observatory . , b •:-rKt �' _J 3.38 Steinberg Hart ANOM - Lei What do you love abou Georgetown Public Library? .r err'' •-•-•. fro WHAT ®O YOU LOVE ABOUT GEORGETOWN PUBLIC LIBRARY? • Welcoming new people in town • Storytime • Meeting spaces • The ambiance and helpful staff • The artwork • Customer service • The books! • Jigsaw puzzles • Variety of services • Activities and programs • The hours • The kids' area • The staff • Free magazines • Enlivening but calm atmosphere • Baby time • It's a place to come discover • Everything! LOBBY ENGAGEMENT Pop-up tabling sessions were held in the library lobby to gather input directly from patrons. These informal, interactive sessions allowed library users to share their ideas, concerns, and suggestions for future improvements, helping ensure that the engagement process captured as many voices as possible, Georgetown Public Library Feasihility Study I Needs Assessment 3.39 STAFF Staff engagement workshops were conducted to tap into the ENGAGEMENT expertise of those most familiar with the library's daily operations and the needs of its patrons. During these sessions, staff members openly discussed their experiences, identified current challenges, and provided ideas for improvements that would enhance both behind - the -scenes efficiency and the overall patron experience. Staff input touched on a range of topics, from the need for more streamlined workspaces and technology upgrades to creating better zones for patron interaction and resource accessibility. This feedback was invaluable in shaping practical recommendations that reflect the on -the -ground realities of library operations, ensuring that future spaces and features support a more effective, welcoming, and adaptable library environment for both staff and visitors. wwww"Wol I IWO 7-a W. VA 72 3.40 Steinberg Hart KEY ALL -STAFF ENGAGEMENT TAKEAWAYS • Not enough staff, particularly on nights and weekends • Lack of parking • Lack of dedicated program spaces • Conflicts between quiet study and louder library activities • People land at the library when released from the county's downtown jail • Serving ETJ patrons • Accessibility • Security camera coverage & sightlines • More cafe -like space • Dedicated, enclosed teen space & storytime space • Tutoring/homeschool area • Theater -style meeting room accessible from the first floor • More meeting rooms of all sizes • Makerspace with dedicated staff • Business/workforce development space with dedicated staff • More intergenerational spaces • More elevators • Wayfinding signage in multiple languages • More efficient and ergonomic staff workstations • Larger communal staff work areas more adjacent to areas they oversee • Fleet of smaller outreach vehicles that more staff can drive • More space for collections • Books in languages beyond Spanish Georgetown Public Library Feasibility Study I Needs Assessment 3.41 LEARNING The Project Steering Committee and Library Leads Committee JOURNEYS toured three public libraries in the DFW-metroplex in order to assess opportunities, strengths, and lessons learned. The group toured two newer libraries: Cedar Hill Public Library, newly opened in April 2024 and Frisco Public Library, which had opened only 13 months prior. Additionally, The Rita and Truett Smith Public Library in Wylie, Texas was toured almost exactly ten years since its opening, providing valuable insight into how the building's planning and design efforts have stood the test of time and how spaces and services have evolved over the last decade. Lastly, we toured the Cedar Park Public Library, newly opened as of November 1, 2024 in Central Texas. ►s:ii 3.42 Steinberg Hart SMITH PUBLIC LIBRARY WYLIE, TX OPPORTUNITIES • Concerted focus on durable furniture, fabrics, & materials that age well • Exterior space park like with good tree coverage • Clear signage/wayfinding • Architectural & interior finish materials influenced by the hand of the community • Enclosed teen space with unique vibe • Quiet reading room with window seats • Progression in ages clear in children's space from babies, toddlers, elementary children, & tweens • Adjacency of security desks within the floor LESSONS LEARNED • Would prefer better acoustics & welcoming feel in the lobby • Would prefer slightly brighter lighting • Focus on right -sizing the staff space • Would prefer less rule -focused signage • Ensure desk staff are cross -trained & knowledgeable Georgetown Public Library Feasibility Study I Needs Assessment 3.43 FRISCO PUBLIC LIBRARY FRISCO, TX -fPe is LESSONS LEARNED • Focus on improved acoustics throughout • Prefer warmer light color temperature • Would like more visible staff with a customer service focus • Would prefer more engagement of child development & parent/child interaction in children's space • Would prefer a more welcoming color palette OPPORTUNITIES • Quiet reading room • Mix of furniture (pods, tables, etc.) • Well lit book stacks • Automatic doors into staff space for improved ergonomics • Multi -sided wayfinding signage V 3.44 Steinberg Hart TRAPHENE HICKMAN LIBRARY CEDAR HILL, TX OPPORTUNITIES • Visible Staff • Daylight & indoor/outdoor connection • Business center • Adjustable height service desks • Sightlines • Visible integration of community culture through art & word clouds LESSONS LEARNED • Multiple entries on different floors could pose security concerns • Need additional staff to manage multi - floor space • Prefer a more activated front entry; did not like that first space was not accessible to all patrons Georgetown Public Library Feasibility Study I Needs Assessment 3.45 4"_0W"W,_ MWA, a" rj, NFEW" CEDAR PARK PUBLIC LIBRARY CEDAR PARK, TX OPPORTUNITIES • Living room space in entry • Makerspace • Dynamic children's area with play area, nooks, and enclosed outdoor reading garden • Indoor -outdoor connection and natural finishes created cozy atmosphere • Low, flexible shelving • Multi -level staff area • Ample storage throughout building LESSONS LEARNED • Balance should be weighed between project budget and aesthetics • Wood ceiling prevented HVAC to cool the second floor space properly • Would prefer more seating throughout the building • Additional wayfinding signage would be helpful to identify key spaces • Would prefer a larger, more dedicated Teen's space 3.46 Steinberg Hart "A library outranks any other one thing a community can do to benefit its people. It is a never failing spring in the desert." -Andrew Carnegie As we plan for the future of the Georgetown Public Library, we contextualize shifting trends, data collection, and research to ensure successful future outcomes. Although libraries continue to adapt to providing new and innovative programs and services, their greatest strength continues to be their impact on literacy and lifelong learning in communities. The Public Library Association (PLA) 2022 Library Services for Strong Communities Report shows that 84.7% of libraries consider literacy and education the top community need addressed by their institution.4 Digital access and civic engagement ranked as the second and third most common top service, with economic development and health and wellness tied at number four. This illustrates the library's expanded role in meeting community needs and offering knowledge beyond that attained through print materials. THE LIBRARY AND LITERACY An ongoing educational crisis exists throughout the country today as a result of COVID-19 school closures, teacher shortages, and the unprecedented influx of new technologies in daily life. Literacy rates in school aged children, especially those in kindergarten through second grade, have fallen since the pandemic as only 46% of fourth graders in the U.S. read at grade level.5 Texas has the fourth -lowest literacy rate in the country, with fourth grade literacy rates dropping below the national average by 16 points. 4 The Public Library Association 2022 Public Library Services for Strong Communities Report can be accessed here: https:// w.ww.ala.org/sitesAefaul filesLplaLcontent/data/PLA_Services_Survey-Report_2023.pdf 5 For more information about national and state literacy statistics, visit the Barbara Bush Foundation for Family Literacy website here: https://www.barbarabush oW or the Literacy Texas website here: https:/Lwww.Lteracylexasmrg1 3.48 Steinberg Hart 44 Libraries are uniquely positioned to address literacy rates in both children and adults, fostering a love of reading and offering tutoring and educational programming to engage citizens of all ages. It will be critical over the next ten years for libraries to increase collections that spark interest in reading and appeal to older children who continue to struggle with literacy into older age ranges. Libraries should also look to increase programs geared toward literacy: summer reading programs should expand beyond children to engage tweens, teens, and adults as well; tutoring and homeschool programs should accompany expanded resources; and emphasis should be placed on building reading confidence among patrons who are struggling. THE LIBRARY AND SOCIALIZATION Even prior to 2020, libraries were developing into vibrant social gathering hubs. This role has never been more critical to communities than now as the COVID-19 pandemic left many citizens, particularly children and teens, feeling more isolated than ever. School - aged children missed out on vital social skill building opportunities during the pandemic; classrooms provide critical opportunities to engage with peers and form respectful relationships with authority figures like teachers. Since 2011, 35% of public libraries in the United States have added meeting rooms and 18% have added large community event spaces.4 This trend illustrates the recognized value libraries can bring as vital social hubs and learning centers. In addition to providing access to free and accessible meeting spaces, libraries also uniquely bring multiple generations under one roof. As social literacy TEXAS HAS THE 4TH LOWEST LITERACY RATE IN THE U.S.3 becomes increasingly important among all age groups, the library has the opportunity to bring together citizens from all walks of life to encourage and celebrate community gathering, growth, lifelong learning, and success. THE LIBRARY AND WORKFORCE DEVELOPMENT As the United States, and particularly Texas, transitions to a more digital -based economy, communities need resources to develop and build upon technological skills and literacies. PLA has estimated that over 78% of public libraries in the U.S. offer job and career services to their patrons, with 24% reporting specific workforce development programs. We anticipate these numbers continuing to grow as the digital skills required to meet today's labor demand outpace educational opportunities available through schools, professional development opportunities, and trade unions. Georgetown Public Library Feasibility Study I Needs Assessment 3.49 THE LIBRARY AND THE FUTURE A new report published by the American Library Association (ALA) analyzed library survey data to examine how younger generations are using the library.6 This study, showing that 54% of Gen Z and Millennials visited a physical library in the last twelve months, provides valuable insights into the crucial role libraries are playing in the lives of young adults and how this might affect these institutions for decades to come. The age group in question, 15-42 years old in 2024, is one which typically falls off in terms of library usage in previous generations. However, this report outlines how Gen Z and Millennials are currently using the library more than other generations, including attracting 23% of people who do not identify as readers. This underlines the library's evolving role as providing more than just books, but serving as a vital resource for community knowledge and social gathering of all kinds. Young adults also account for a 34% increase in digital book browsing since 2020, consistent with increased trends in increased e-book interest among all generations. However, it is worth noting that as digital browsing continues to rise, print books are still the preferred media type among 68% of 18-29 year -olds. It is clear from this data that print books are here to stay, but libraries should continue to invest in growth among all collection types, including audio books, as trending continues towards flexibility in reading material options. DIGITAL COLLECTION TRENDS The popularity of public libraries among younger generations, particularly among those who do not identify as "readers," can be contributed to their library's expanded role as a resource and community hub. Gen Z and Millennial library users view the spaces as safe and comfortable places to meet people, hang out, discover new materials, and experience new things. Access to technologies like those found in makerspaces, media labs, and podcast/recording studios is also enticing to younger patrons as knowledge of and access to these The full ALA Gen Z and Millennials: How They Use Public Libraries and Indentify Through Media Use report can be accessed here: baps:./Aep wala.argZsitesLdefaulVfdes/adxocacyZcontenVsonlalsBeport°/420%mil%29,pdf 3.50 Steinberg Hart LIBRARY USAGE 60% ..... .... -...... ... ................. 40% 20% ---- 0% VISITED A LIBRARY Over 20% of Gen Z Americans report being deterred by long holds USED A DIGITAL LIBRARY SERVICE resources become increasingly omnipresent. Additionally, young adults seek out libraries for support in tackling major life decisions such as career transitions, job training, parenting, or learning new languages. Gen Z and Millennial library uses also maintain high expectations for their library services. Not only do they want flexibility in the types of media available, they are also concerned with long wait times to access holds. The ALA report shows that 75% of young adults classify a long wait time as one week or less. As libraries continue to face budget shortages and constraints across the country, cities will need to balance operating budgets with increasing appetites for more collections, in multiple forms, delivered to patrons quicker. YOUNG READERS AVERAGE BOOKS READ PER MONTH A 2021 survey showed that 68% of younger readers (18-29 year -olds) in the U.S. prefer print books. Georgetown Public Library Feasibility Study I Needs Assessment 3.51 KEY TAKEAWAYS The Needs Assessment has illustrated that the Georgetown Public Library will need to expand its services, collections, staffing, and facilities to accommodate community needs. These needs will continue to grow and evolve as the population in Georgetown continues to rapidly expand. Recommendations based on the City's population growth are outlined in the next section, 04 Recommendations. A concise building program is also outlined in the next section based on findings from benchmarking, engagement, and library best practices outlining the space types which will be necessary for the success of a future Georgetown Public Library. It is clear that additional space is needed for critical library functions such as expanded collection areas and more spaces to hold programs. Planning for larger children's, juvenile, and teen areas will also be necessary as the Library will need to increase collections and programming for those age groups. Additional space types come at the direct request of Georgetown citizens like a makerspace, co - working area, and quiet reading room. Our key takeaway from the Needs Assessment is this: the Georgetown Public Library is a beloved community hub which should seek to expand upon its strengths and add to its list of valuable services those which best benefit its citizens' needs. 3.52 Steinberg Hart EXPANDED EXPANDED MAKERSPACE COLLECTIONS CHILDREN'S WITH STEM SPACE AREA EQUIPMENT ADDITIONAL EXPANDED MEETING ADDITIONAL TEEN SPACE ROOMS OF SEATING VARIOUS SIZES LARGE, TEACHING TUTORING/ RENTABLE KITCHEN HOMESCHOOL EVENT SPACE CLASSROOM HELP CENTER EXPANDED MORE FRIEND'S EFFICIENT ADDITIONAL BOOKSTORE STAFF SPACES ELEVATORS SPACE BUSINESS & QUIET COMMUNITY CO -WORKING READING LIVING ROOM SPACE ROOM EXPANDED ADDITIONAL DEDICATED OUTDOOR STAFF STORYTIME READING & SERVICE ROOM PLAY AREAS 11 POINTS 11 RECOMMENDATIONS On trend with surrounding peer suburbs of Austin, Georgetown has experienced exponential growth over the last forty years. The city of Austin is expected to more than triple in size by 2060, a trend expected to spill out to surrounding central Texas cities as young adults, businesses, and families seek out more affordable costs. The population of Georgetown reached 100,000 in June 2024 and has continued to increase throughout the course of this study. Current projections show the City adding 25,000 residents by 2030. PROJECTING GEORGETOWN GROWTH Illustrated in the graph below, we outline two scenarios for growth in Georgetown over the next 20 years. In one, the recent high growth rate is sustained, resulting in nearly 250,000 residents by 2045. In the second, a slower growth rate is applied (consistent with surrounding areas), resulting in over 180,000 residents by 2045. CITY OF GEORGETOWN 20-YEAR GROWTH SCENARIOS CITY 102,903 POPULATION Another trend resulting in substantial growth in adjacent suburbs is the evolving tech stronghold in Austin and surrounding cities. Most recently, the expansion of Samsung's $17 billion semiconductor plant in neighboring Taylor, Texas has brought an estimated 20,000 new residents to the area. Outlined in Georgetown's 2024 Economic Development Strategic Plan are opportunities to capitalize on such growth through the encouragement of similar industry within the city. The City of Georgetown's local charm, affordable home prices, vibrant downtown, and overall highly -educated population positions it to attract such growth. As evidenced by current building permit trends outlined in the adjacent map, housing developments continue to be built both within Georgetown City Limits, as well as throughout the ETJ. In addition to this influx of young adults and families to the area, Georgetown should expect to see substantial business growth 248,757 ..' W. .00 .00 00 .0. 180,896 i 124,903 4.4 Steinberg Hart GEORGETOWN PERMIT DENSITY over the next 10-20 years in the growing manufacturing, computer professional services, and healthcare sectors. PREDICTING GROWTH DENSITY Annual permit counts for new single- family homes and utility connects provide insights for future growth density across the city and ETJ. Permit density is high in west Georgetown, both northwest and southwest of Downtown. Notably, some of the subdivisions with the highest permit density are located outside of city limits within the ETJ, including Parmer Ranch 1010112022 - 0913012023 (1), Crescent Bluff (9), and Parkside on the River (15). As the City of Georgetown continues to assess its role in providing services to the ETJ, how growth outside city limits affects library services remains an outstanding question. Our recommendations are consistent with GPL's current role as a city library, rather than a regional entity. We advise the City and Library re-examine all recommendations on a regular basis to ensure services are meeting the needs of Georgetown residents. Georgetown Public Library Feasibilily Study I Recommendations 4.5 RIGHT -SIZING As illustrated in the previous section, the Georgetown Public LIBRARY Library has struggled to maintain adequate library services as SERVICES the city's population continues to increase at its rapid pace. Although GPL provides excellent and personal customer service to its citizens, it is struggling to keep up with community demand for collections, programs, and physical space. When measured against its peers and state and national library standards and best practices, the Library falls short in terms of providing these critical library services, as well as having the full-time equivalent staff to facilitate the success of implementing such services. Outlined below is our recommended service targets for the library today, assuming the City of Georgetown's current population of approximately 105,000 people.' Current GPL Counts RecommendedTargets 49,625 SF 84,000 SF Square Footage (0.48/capita) (0.8/capita) Total Printed 111,723 183,750 Materials (0.92/capita) (1.75/capita) Total Annual 753 840 Programs (0.0042/capita) (0.008/capita) 28 37 Total FTE Staff (3/3,600 citizens) (1/2,750 citizens) SQUARE FOOTAGE GPL's current downtown location is just shy of 50,000 gross square feet with space constraints abundantly evident, as outlined in section 03. Note that the City's population was estimated to have just reached 100,000 at the intial start of the study, less than 6 months prior. 4.6 Steinberg Hart Although there is no set national standard for public library building square footage per capita, the trending recommendation falls between 0.8 and 1.0 sf/capita. Texas Public Library Standards have no quantifiable standards for Facilities, however many states have established standards ranging between 0.6 - 1.5 sf/ capita. For the purposes of this study, we have used 0.8 sf/capita as our metric in keeping in line with average reporting published through IMLS and in reviewing peer institutions around central and north Texas. GPL SQUARE FOOTAGE PROJECTION RECOMMENDATIONS GPL's total square footage is 40% below the state standards. GROSS SQUARE 49,625SF FOOTAGE 0,48/capita 124,903 The Square Footage Projection Recommendations graph below outlines two future square footage scenarios based on potential 20-year Georgetown population projections. These numbers represent building footprints which could be housed at one central location or could be spread across a wider expanse of the city in multiple locations such as full-scale or even micro -branches. These possibilities are explored further in this section. 199,006sF 0.80/capita 248,757 00 0. 144,717SF 0.80/capita i 0o 180,896 Georgetown Public Library Feasibility Study I Recommendations 4.7 COLLECTIONS Although GPL needs to examine both the growth of its physical and digital collections holistically, this study focuses on physical collections for two reasons: 1) Georgetown residents still overwhelmingly prefer physical collections, in step with national trends as outlined in section 03, and 2) the square footage constraints and implications of a growing physical collections are GPL SQUARE FOOTAGE PROJECTION RECOMMENDATIONS PRINT COLLECTION CITY POPULATION GPL's total number of books in print is 38% below the state standards. 111,277 BOOKS 0.92/capita 124,903 OI — 102,903 I particularly relevant to understanding the library's immediate and long-term needs. GPL's current print books per capita is 0.92 - about an item per resident of Georgetown. Maintaining this current rate of approximately 1 book per capita will likely requiring doubling the collection by 2045. The nationally recognized standard 435,325 BOOKS L75/capita 248,757 00 -A316,578 .000 BOOKS � � � 1.75/capita 00 ♦� � � OI 10 All 180,896 4.8 Steinberg Hart for public library print collections is much higher than this current ratio at 1.75 books/capita for libraries between 100,000-249,999SF. Although this is a higher square footage than the library's current footprint, the Square Footage Projection Recommendations graph outlined on the previous page clearly illustrates the need for the library to begin targeting a minimum 100,000 total square footage target in the next 5-10 years. In addition to keeping consistent with library best practices, collection growth is a need clearly outlined by project and community stakeholders throughout the course of this study. The community survey outlined in Section 03 Needs Assessment cites more physical collections as the top incentive to use the library more often, with many respondents citing this concern again at the survey's final open-ended, write-in question. Additionally, city council cited long wait times for collections as one of the top complaints they hear from constituents. COLLECTION EXPANSION CONSIDERATIONS • Children's, juvenile's, and teen's collections should be prioritized. Additional volumes should be purchased of popular titles. • New adult fiction and non-fiction should be prioritized to lessen wait time periods for popular titles. • Adult non-fiction should be equal, if not larger, than adult fiction collections. • Additional volumes of adult classics should be purchased based on survey feedback outlined in section 03 Needs Assessment. • The Library should maintain small collections in foreign languages beyond Spanish based on populations present in the community: Russian, French, Hindi, Mandarin, and Vietnamese. These collections should span all age groups and collection types and additional titles should be purchased over time based on circulation rates. • The library should continue to expand its "library of things" collection based on circulation rates. More children - focused items such as kits, games, and educational toys should be considered. Georgetown Public Library Feasibility Study I Recommendations 4.9 ANNUAL PROGRAMS Georgetown Public Library programs are beloved, but as outlined in the section 03 Needs Assessment, citizens want more of them. Georgetown offers fewer annual programs than all studied central and north Texas peer institutions and more programs was cited as the second highest response to the community survey question "What would encourage you to use the library more?" Additionally, the survey responses also tell us that respondents were most interested in having more adult programs located closer to their home/work than any other service. There is no statewide or national standard for total annual programs/capita, however we are using 0.008 programs/ capita as a recommended target to remain competitive with neighboring peer library institutions. It is our assessment that the greatest barriers to expanding programs at the library are square footage constraints and limited staff availability. The former is defined by two repetitive issues: the first being the safe occupancy of certain rooms, leading some programs to require tickets and in some cases resulting in citizens being turned away from popular programs which are too full. The second square footage issue is finding a space in which to hold a program in the first place. Because meeting rooms and event spaces are so popular for rented use, the library is frequently in competition with outside organizations for use of its own spaces. Although these meeting spaces are a revenue generator and beloved service for the library, we believe this comes at the expense of providing critical library programs and services for the Georgetown community. 4.10 Steinberg Hart Adequate staff is also needed to facilitate and ensure the success of library programs. We recommend at least (1) GPL staff member be present for every 25 adults in attendance at a library program and (1) staff member for every 10 children. This not only ensures a level of quality customer service, but also helps to mitigate incidents, accidents, and liability concerns which can arise when large groups of people are gathered together on city property. We acknowledge that these ratios may not becurrently feasible given the library's current staffing levels and scheduling conflicts. PROGRAM EXPANSION CONSIDERATIONS • Large-scale family events should occur at least twice a month, as allowable within operating budgets. The Library should work with partners to sponsor events and programs. • At least (1) family storytime event should occur regularly on Saturdays and at least (1) after 5pm on a weeknight to accommodate working parents'schedules. • Juvenile/tween-focused programming should be expanded. • Summer reading programs should be expanded and broken into more granular age -based categories such as juveniles/ tweens and younger adults (ages 18-30). GPL should engage with community partners for participation in and sponsorship of summer reading programs to reach more Georgetown citizens and incentivize participation. • Programs focused on socialization; such as book clubs, poetry slams, read -and -shares, forums, etc. should be expanded. • Literature -specific programs like readings, lectures, author visits, and book clubs should be expanded. • STEM -related programs should be expanded. The Library should work with local businesses and industry leaders to sponsor and/or participate in programs. • The Library should work with community partners to provide expanded tutoring and homeschool services and programs. Georgetown Public Library Feasibility Study I Recommendations 4.11 STAFF I NON C. The American Library Association and the Texas Public Library Standards both recommend public library staffing based on population size, breaking out MLS-accredited librarians and other (FTE) staff. Texas Public Library Standards outline two paths by which to measure library staffing as outlined below: (1) FTE per 3,600 population (1) FTE per 2,750 population (1) MLS accredited Librarian per (1) MLS accredited Librarian per 15,450 population 9,500 population GPL staff levels currently fall short of both Texas Public Library standards. It is also worth noting that the majority of peer libraries studied as benchmarks are falling closer to or above the higher excellent standard. RECOMMENDED GPL STAFFING INCREASES Administration Director 1 Assistant Director 1 Admin Assistant 1 Marketing Marketing Coordinator 1 Assistant 1 Security Security Staff 2 Technical Services Manager 1 Cataloging Librarian 2 Purchasing Coordinator 1 P/T Library Assistants 3 Circulation Supervisor 1 Senior Library Assistant 1 Library Assistant 2 P/T Library Assistants 4 Adult Services Managing Librarian 1 Reference Librarian 1 Career Center Librarian* 1 Makerspace Librarian* 1 Library Assistant 2 P/T Library Assistants 4 Youth Services Managing Librarian 1 Teen Services Librarian 1 Senior Library Assistant 1 Library Assistant 2 P/T Library Assistants 4 Outreach Managing Librarian 1 Senior Library Assistants 2 P/T Library Assistants 2 Total 38 *Positions to be filled as new building programs are implemented The full-time equivalent of ten additional GPL staff are needed to provide excellent service, safety, and security +10 4.12 Steinberg Hart Due to the staffing shortages outlined in the section 03 needs assessment, we recommend that bringing GPL staffing levels in line with the higher excellent standard should be a priority for the library. The current library's role as a critical community event space and its extended operating hours compared to the average Texas library further adds to this recommendation that more dedicated library staff be hired and, most critically, scheduled to be on the floor throughout public operating hours. Because the recommended staffing numbers per population decrease as the city's population increases, we have projected future staff needs over the next 20-years using the more conservative Enhanced standard. Using this formula, we estimated that as many as 50 to 70 full-time equivalent staff will be needed in the future in order to accommodate the city's population growth. GPL STAFF PROJECTION RECOMMENDATIONS CITY POPULATION GPL's number of total FTE staff is 25% below the state's standard of excellence, with MLS staff 1% below this standard. 10 MILS PP8 28FTE 124,903 102.903 248,757 ♦♦00 ♦♦ ♦ ♦ ♦ ♦ 180,896 26.18 MLS 69.10 FTE 19.04 MILS 50.25 FTE Georgetown Public Library Feasibility Study I Recommendations 4.13 Given the increase in collections, services, operations, and facilities outlined in the Needs Assessment, an expanded building program is necessary to guide the future of the Georgetown Public Library. We have assessed the space and square footage needed to accommodate expansion based on three scenarios: 1) assuming the need to provide materials and services for a projected 2030 population of 125,000 people; 2) a 2045 scenario projecting a population of 180,000 in and 3) a secondary 2045 scenario projecting a population of approximately 250,000. It is important to note that none of these scenarios necessarily dictate that all of this square footage would need to be achieved on one singular site. This initial building program simply allocates the necessary square footage to accomplish the recommendations outlined herein. As explored further in this section, these numbers also do not account for potential duplication of spaces and square footages which would be necessary in opening branch libraries. 4.14 Steinberg Hart PROPOSED EXPANDED BUILDING PROGRAM OPTIONS Option 1 Existing2 2030 125,000 population 3,470 SF 3,625 Option 2 2045 Scenario 1 180,000 population • • • 3,625 Option 3 2045 Scenario 2 250,000 population 5,425 + 4.47% + 4.47% + 56.34% Children's 6,830 SF 13,435 n,815 31,380 +96.71% +219.4% +359.44% YoungAdult 800 SF 3,800 5,500 7,050 +375% +587.5% +781.25% 14,960 SF 18,330 • 27,770 38,750 +22.53% +85.63% +159.02% Gathering 7,270 SF 21,570 30,470 42.310 +196.7% +319.12% +481.98% 1,310 SF 1,920 2,620 3,740 +46.56% +100% +185.5% Business & Co -Working Center 0 SF 2,368 3,280 5,060 3,104 SF 6,516 9,280 14,871 +109.92% +198.97% +397.09% ••• 4,810 SF 8,430 10,540 11,520 +75.26% +119.13% +139.5% Total Building Program 48,500 SF 99,993 SF 143,625 SF 200,133 SF All existing square footage numbers are approximate. Existing and proposed support space numbers capture only grossing factor spaces not accounted for in previous categories. They do not include general building circulation or other spaces captured in the grossing factor outlined in the full proposed building program on the following page. Georgetown Public Library Feasibility Study I Recommendations 4.15 DETAILED EXPANDED BUILDING PROGRAM OPTIONS Space Type Space Existing Option 1 2030 125,000 population Option 2 2045 Scenario 1 180,000 population Option 3 2045 Scenario 2 250,000 population 0�•;. 51 utat SF t . SF ToLI SF SF Total SF SF Total SF Vestibule First Floor Lobby Circulation Desk ii'; 2.500 620 350 2.500 620 3 1 1 1 1 175 2.500, 600 525 2,500 600 3 1 1 175 2.500 600 525 2,500 600 3 1 1 175 4 000 900 525 4.000 900 Childrens Collection 2,20 2 00 1 2.700 2,700 1 4,000 4,000 1 5,500 5.500 Juvenlle/Tween Collection 2.00 2 000 1 2,200 2,200 1 4.000 4,000 1 5,500 5.500 ParentingCollection 1 80 80 1 150 150 1 250 250 Childrens PlayArea 390 1 1000 1000 1 2.000 2,000 1 3.000 3,000 Juvenlfe/Tween PlayArea 1 500 1 1000 10 1 2.000 2,000 Childrens SeatingArea 1 1500 1500 1 2 500 2.5130 1 3,500 3,500 luvenile/Tween SeatingArea 1 1000 1000 1 2 000 2.000 1 3,000 3.000 Childrens T utorin /Horneschool Help1 600 600 1 1000 1000 1 2.000 2,000 Sto limo 1 2,750 2,750 1 3 500 3.500 2 2,000 4,000 Sensory Room r:, 1 2 200 1 300 300 500 500 FamilyRestroom ti 1 65 65 1 65 65 2 65 130 Nursing Mother's Room 1 60 60 1 60 60 1 80 80 Children's Computers ,0 1 1 60 60 1 60 60 1 80 80 Children's Service Point 40 2 60 120 3 60 180 4 60 240 Stora a 310 10 1 600 600 1 1 1000 2 800 1600 Teen Area 74 sn Teen Collection 1 2,000 2,000 3.000 3.000 1 3,750 3,750 Teen Seating Area 1 600 600 1 1000 1,000 1 1500 1500 T"ns Teen Lounge 1 600 600 1 00 800 1 800 800 Teen Meeting Room 2 200 400 2 200 400 2 300 600 Storage 1 1 200 200 1 300 300 1 400 400 Adult Collection 1 7,775 7,775 1 11000 11000 1 15,000 15,000 Holds Collection 2i1u 1 00 800 1 1 1200 1.200 1 1500 1,500 New Books Display 2,230 1 975 975 1 1500 1,500 1 2,000 2,000 Media Collection .30 1 300 300 1 250 250 1 250 250 Periodicals 1)Q 1 80 80 1 80 80 1 80 80 Library of Things Collection 1 330 330 1 500 500 1 700 700 ReadingArea 1 2.000 2.000 1 3.000 3.000 1 1 4,500 4.500 Lounge Area 1 1000 1000 1 2,000 2,000 1 4.000 4,000 Adults Copy/Print Area 2 60 120 2 60 120 3 60 180 Computers 1 400 400 1 400 400 1 600 600 Study Area :100 L. 1 1 1000 1000 1 2.000 2,000 1 3.000 1 3,000, Reference Collection So 1 40 40 1 40 40 1 40 40 Reference Desk ''10 1 60 60 1 60 60 1 60 60 Service Point 2 60 120 3 60 180 3 60 180 Medium Meeting Room 3 300 900 5 300 1.500 6 300 1800 Small Meeting Rom 5 150 750 8 150 1.200 10 150 1,500 Zoonr Rooms 3 60 180 4 60 240 6 60 360 Adult Reading Tables 00 1 1500 1500 1 2,500 2.500 1 3,000 3,000 Cafo •10 1 610 610 1 610 610 1 750 750 Cafd Seating �40 1 1000 1000 1 1500 1500 1 2,000 2.000 Community Living Room 1 2,500 2,5013 1 3,500 3,500 2 2,500 5,000 Classroom 2 600 1.200 3 800 2,400 3 800 2,400 Classroom Storage 1 100 1 3 100 300 3 200 600 Dedicated Program Room 1 1000 1000 1 2.000 2,000 2 2.000 4.000 Program Room Storage 1 100 100 1 200 200 1 400 400 Makers ace 1 1000 1000 1.200 2.400 2 1,750 3.500 Makers ace Storage 1 200 200 2 200 400 2 400 800 Gathering Art Gallery1 600 0 1 1000 1000 1 2,000 2,000 MeetingRoom Service Point 1 60 6 1 60 60 1 60 60 Large MeetingRoom 1 1 4.000 4.000 1 4 500 4.500 1 4,500 4.500 MeetingRoom tora e 1 1 600 600 1 600 600 1 800 800 Meeting Room Catering/ Iaachu Kitchen 1 91 1 800 800 1 1000 100 1 1500 1,500 Texas History/ Genealogy1 840 1 900 800 1 1000 1000 1 2.000 2.000 Quiet ReadingRoom 1 1000 1000 1 2,000 2,000 1 3,000 3,000 Theater double height) 1 6,000 6.000 1 7,000 7.000 1 9,000 9.000. Friend's Bookstore 1 90 1 1.000 L000 1 T500 1,500 1 2,000 2000 Friends Workstations 2 12 2 60 120 2 60 120 4 60 240 Friend's Sortin /Workroom 1 1 800 800 1 1000 1000 1 1500 1500 Co /Print Area 1 100 100 1 100 100 1 200 200 Workstations 6 48 288 10 48 480 15 96 1440 Oa011muaiYi Service Point 1 60 60 1 60 60 1 60 60 Co- SeatinjZ 1 1 600 11 600 1 600 1 600 1 1,000 1,000 . Family Career Center 1 600 600 1 600 600 1 800 80 C&7tar Medium Con/Drente Room 1 300 300 2 300 600 2 300 600 Small Conference Room1 Zoom Roorns 1 2 1 2 1 150 1 601 1 300 120 1 4 1 4 150 1 60 1 6001 1 240 41 150 60 600 360 1 4.16 Steinberg Hart Space Type Space Existing Option 1 2030 125,000 population Option 2 2045 Scenario 1 180,000 population Option 3 2045 Scenario 2 250,000 population �I I Qty. SF Total SF Qty. SF Total SF Oty. SF Total SF Director's Office Standard Office Lar a Workstations 1 200 200 1 200 1 200 120 640 1 1 10 200 160 80 200 160 800 1 7 120 80 120 560 1 8 120 1 80 Medium Workstations 21 60 1260 28 60 1680 38 80 3,040 Small Worksta ions 5 30 150 6 30 180 10 80 800 Circulati n Work Area 1 300 300 1 600 600 1 800 800 Automatic-Retrioval System 1 800 800 1 1,000 1,000 1 1,500 1500 Collaboration Area 1 60 60 1 100 100 1 200 200 S Volunteer Counter J8 4 36 144 6 36 216 10 36 360 Outreach Counter Stora e Booktruck Parkin ! 18 2 8 1 36 100 300 72 800 300 4 12 1 36 100 600 144 1200 600 6 10 1 36 800 200M18n 216 0 ,C 140 ;ci Book DropStorage 170 .; a 1 100 100 1 150 150 1 200 Su iies/Co /Print 1 200 200 1 200 200 1 400 Stair Break Room Staff Conference Room J 380 i 1 500 500 500 500 1 1 1,000 800 1000 800 1 1 1500 1200 2 0 Staff Huddle Room Staff Zoom Room Staff RR 1 2 2 120 60 120 120 1 2 120 60 65 120 120 130 2 3 3 120 60 65 20 60 120 65 130 2 Staff Mothers Room 1 80 80 1 80 80 1 80 80 Main Stair 400 409 1 400 400 1 400 400 1 400 400 Stairs 5' ] i.., 3 540 1620 3 540 1620 1 540 540 Mechanical/Electrical 1.0 - 1 1 2,000 2,000 1 3,000 3,000 1 1 4,000 4,000 Custodial 1 250 1 250 2 1 250 500 2 1 250 500 Communications l 2 150 300 2 150 300 2 150 300 Support Women's Restroom 3.5 400 1.400 3.5 500 1750 4 500 2,000 Men's Restroom 3.5 400 1.400 3.5 500 1,750 4 500 2,000 FamilY Rest room 4 80 320 6 80 480 8 80 640 Public Elevator 2 70 140 2 70 140 2 70 140 Loadinjt Dock 1 500 500 1 500 500 1 900 900 lrel,htElevator 1 100 100 1 100 100 1 100 too — — — — — — — — — — — — — — — — _ _ _ _ — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — — OutdoorReading Garden 600 • Children's Sensory Garden 400 Children's Play Area 600 Rooftop Terrace 1.000 *Not included in total building Options program square footage 2030 125,000 population Total Proposed NSF 79,994 SF Grossing Factor 1.25 Total Proposed GSF 99,993 SF GSF/capita 0.80 Option 2 2045 Scenario 1 180,000 population Total Proposed NSF 114.900 SF Grossing Factor 1.25 Total Proposed GSF 143,625 SF GSF/capita 080 Option 3 2045 Scenario 2 250,000 population Total Proposed NSF 159,931 F Grossing Factor 1.25 Total Proposed GSF 199,914 SF GSF/capita 0.80 Georgetown Public Library Feasibility Study I Recommendations 4.17 The 2024 Georgetown Downtown Master Plan Survey found that the Public Library was the most liked" place downtown. The Library plays a critical role as the cultural anchor of downtown Georgetown. Through thoughtful discussion with Library and City stakeholders, we recommend that the library maintain its central presence downtown. Even as the city of Georgetown grows, downtown remains a central catalyst for community gathering and growth. The library's role in this effort is crucial as the library is both a driver and beneficiary of Georgetown's vibrant city center. PLANNING AROUND THE LIBRARY The Georgetown Downtown Master Plan also highlights priority areas which may impact the library and future development: • 9th Street Art Walk & public realm activation • Rock Street Promenade corridor improvements • Potential county redevelopment of parking north of the Library 4.18 Steinberg Hari Additionally, the library at its current location has played a critical role in driving studies and planning efforts throughout downtown, underscoring its presence as a key component to the future success of projects such as the adjacent Downtown City Center Festival Space. We have studied the city and county's ongoing planning efforts in order to ensure recommendations for the Library's future are framed within a holistic, future -forward context. Current & Future Downtown Georgetown Planning Projects BLUE ••�-�'` — 3 VFW HOLE r ►� PARK PARK ., .�• _..••.� :.: 2ND ST `r 3RD ST auk4TH ST. 6; Austin Ave. I ' 5TH ST 6TH ST 7TH ST ' 8TH ST I ' r am t = — — ' OTH ST 1 9th St Art Walk 11TH ST ' z a v UNIVERSITY AVE 29 '� LEGEND City of Georgetown ---- Georgetown ETJ r Downtown Library ® Potential Redevelopment Sites E--� Planned Corridor E--� Improvements Georgetown Public Library Feasibility Study i Recommendations 4.19 Austin Ave. Corridor Study: The study intends to guide growth and development to improve operations along the corridor and unify the growing west side of town with the established east side. The Downtown subarea of the plan will have implications for the Library, and proposed improvements throughout the corridor aim to improve mobility in the city's core, especially for pedestrians. Recommendations include: lane reductions to slow vehicle speed, additional pedestrian crossings, new gateway signage to enhance downtown identity, new pedestrian & bike connections from Blue Hole Park, removal of on -street parking, and the exploration of transit options for moving people through Downtown. 9th Street Artwalk Improvements: As a key participant in the semi-annual Georgetown Art Stroll, the library should continue to maintain its role as a destination for experiencing public ,- ----W, i rA art downtown. The city continues to build on its reputation as an artistic showcase through the redevelopment of the County Tax Office site. These plans will improve 9th Street as an art-themed, pedestrian -oriented street that connects the Georgetown Arts Center to City Center and the municipal complex. Additional planned improvements include enhancing pedestrian experiences with trees, lighting, and seating, creating additional mural and public art opportunities, and the design of curbless streets to accommodate events. Rock Street Promenade: With the possibility of the county -owned Justice Center site being vacated and redeveloped in the future, Rock Street can be enhanced into a strong multi - modal promenade that connects City Center, within which site the existing library, and the municipal complex to Blue Hole Park. 4.20 Steinberg Hart Proposed Festival Space Design MMkL c ;` Downtown City Center Festival Space: The Light & Waterworks/ Planning Department site next to the Library is under development to provide improved outdoor space, including open lawns, shade structures, and a stage structure for events. This space will provide the library with the opportunity to utilize this outdoor space for programming and events at the larger scale currently needed. This redevelopment also influences the potential expansion opportunities feasible at the existing library site. Although these plans limit possible expansion to the west of the building, the opportunities to create physical and programmatic synergies between the festival space and the library are abundant. Georgetown Public Library Feasibility Study I Recommendations 4.21 RENOVATION & EXPANSION OF THE EXISTING LIBRARY Given the library's critical role as a downtown anchor, it is recommended that the existing building remain as Georgetown's central, core library. The existing building has been well maintained since its 2007 construction and is physically built to allow for easy renovation. Easily divided into three components, the library is comprised of a central atrium space, providing entrance from both 8th and 9th streets, as well as an east wing and slightly smaller west wing. Because the second level of the west wing was designed to house only meeting rooms, rather than book stacks, there is concern that this area of the building may not be suitable for collection expansion. Additionally, expansion is made difficult due to numerous site constraints surrounding the library on all sides, as outlined in the diagram below. EXISTING SITE CONSTRAINTS Expansion to the west is not v\ possible due to the planned project between the Planning Dept LEVEL 2 site and the Library Expansion is limited by the two city `;` RO�k wells on the property © Expansion north into 8th Street or south into 9th Street is not viable. 0 The city parking lot to the east of the Library will be preserved as LEVEL 1 © 0 parking ® It is likely not structurally possible '��� �. 910 to construct a third story above •`�•`° �`""'`�� the existing West Wing (though it ���✓ © �� may be possible above the East Wing) r �: 4.22 Steinberg Hart "Visiting the library is a part of a day downtown. Georgetown citizens can shop, meet a friend for lunch, and pick up their library books all in one trip." -Assistant GPL Library Director Becca Sexton REFRESH It is recommend that the Georgetown Public Library prioritize OPTIONS refreshing, or partially renovating, their existing building as funds become available. In working closely with the Library and other project stakeholders, we have identified opportunities in the existing building to expand square footage, renovate to better utilize existing square footage, and reconfigure existing furniture to improve library services and patron experience. When considering partial upgrades to the existing library, it is important to consider prioritizing improvements which may have the potential to remain -in -place were a future full-scale renovation and expansion of the library to occur. Infrastructure upgrades for example, may be more expensive up front, but could remain untouched during future work. Procurement of new bookshelves, furniture, and equipment are also elements which could be re -utilized during future work. We recommend studying the recommendations provided below carefully to ensure the City does not duplicate spending unnecessarily. CHILDREN'S AREA RENOVATION As outlined in section 03 Needs Assessment, the existing Children's Area is undersized, noisy, and lacks sufficient seating, play, and reading areas. We recommend a full renovation of this area, including demolishing the existing Children's Storage room, replacing all floor, ceiling, and wall finishes, and purchasing new bookstacks and furniture. Additional recommendations include: Enclosing the existing courtyard to gain additional square footage and address current security concerns. • Enclose and create a dedicated Storytime Room for Children's programs. Relocate the existing Children's Storage room as required. The Library should explore options for the Storytime enclosure to be either fixed or flexible, allowing this area to be better utilized when not programmed. 4.24 Steinberg Hart Purchase new bookshelves throughout the space, utilizing browsing bins for high - circulating collections like board books and four -high shelving for the juvenile/ tween collections. Right -sizing the heights of these shelves will free up space for additional seating. • Create more distinction between Children's and Juvenile's/Tween's areas. Establish more tween-specific seating, play, reading, and study areas. This area can also feature an informal tutoring and/ or homeschool help area as requested throughout the engagement process. Update all finishes, artwork, furniture, and play areas to be durable, playful, vibrant, welcoming, and inclusive. CREATE AN ENLARGED TEEN SPACE Through thoughtful engagement with current Library Teens and project stakeholders, it is evident that the current Teen's space is inefficient for their needs and success. We recommend enclosing an enlarged portion of the first level to create a distinct identity for these library citizens. This space should receive new finishes, furniture, artwork, and equipment to better cater to this demographic and provide a variety of seating options for gathering, studying, reading, creating, and playing. RELOCATE THE FRIEND'S BOOKSTORE The current location of Second -Hand Prose, the Library's bookstore, is difficult to get to for both patrons and volunteers. As a beloved part of the Library, which also happens to bring in critical revenue, we recommend this space be relocated to the first floor, adjacent to the Little Lemon Cafe. This location allows the bookstore to create dynamic storefronts to attract patrons and allows volunteers to more easily transport materials from their workspace. The synergy between this relocation and the cafe would expand the bookstore/cafe feel and aesthetic requested throughout the engagement process. Cafe seating and browse -able book displays could intermingle to both encourage more patrons to shop available merchandise and provide more cozy areas for sitting and gathering in what is already the Library's most popular space. REFRESH CIRCULATION DESKS We recommend studying how the existing Level 1 circulation desk and Level 2 reference desk could utilize space more efficiently, ideally in a smaller footprint. This may include re -thinking the Library's current service models, book drop circulation, access to staff admin areas, and/or relocating certain library operations. Georgetown Public Library Feasibility Study I Recommendations 4.25 RECONFIGURE LEVEL 1 COLLECTIONS & RELOCATE ADULT COMPUTERS We believe the Library's east wing public areas can better utilize space by reconfiguring furniture and relocating adult computers to the second floor. Currently the collections on this level are housed on very tall bookshelves which take up a significant amount of space without accommodating enough physical volumes. Alternative shelving options and new seating solutions should be explored. RECONFIGURE THE STAFF AREA The existing GPL Staff Area is very generously sized, but not well -utilized. Very tall, formal cubicles take up a lot of space and make collaboration difficult. Storage is insufficient and the existing book drop room is inefficient. We recommend this area be entirely reconfigured with new, more flexible workstations, purposeful storage, and dedicated break-out work tables and collaborative spaces. ADDITIONAL ELEVATOR Section 03 Needs Assessment outlines input from numerous project stakeholders regarding the limitations posed by the Library's single existing elevator. We propose that an additional elevator could be added to the building directly north of the current elevator to better serve operational and patron needs. This recommendation would need to be studied further in coordination with structural engineers and elevator consultants. RECONFIGURE THE BRIDGE Upon reaching the Library's Level 2 "Bridge," you encounter a lovely sun -lit space surrounded by artwork and views to the outside. We propose that this space be further celebrated and highlighted by turning it into a Community Living Room. Comfy, modular sofas, area rugs, generously - sized reading chairs, and floor lamps would transform this central space into a vibrant community gathering space. ENCLOSING THE LEVEL 2 BALCONY Because the existing level 2 balconies are so seldom utilized, we recommend enclosing this space to add square footage to the Friend's and Hewlett multipurpose rooms. Expanding these spaces would allow more room for programming and could potentially increase the maximum occupancies of these spaces. ADDITIONAL MEETING ROOMS Throughout the engagement process, it has been noted that additional study and meeting rooms are needed in the library. We recommend studying the potential for a small to medium-sized meeting room at the existing kitchen at the buildings west wing. Currently this space is underutilized given its size, and may be able to relocate or downsize to accommodate additional meeting space. The north area of the east wing Adult's Area could also accommodate multiple meeting/ study rooms. These could utilize glass partitions to ensure natural light continues to filter in from the building's north facade. 4.26 Steinberg Hart TRANSITION THE TEXAS HISTORY/GENEALOGY ROOM INTO A DEDICATED QUIET READING ROOM Section 03 Needs Assessment illustrates that a dedicated, quiet space is desired by both patrons and staff. As many libraries throughout the country transition their reference, local history, and/or genealogy spaces to reading rooms, we recommend that Georgetown begin to do the same. To ensure the success and consistent use of this space, we recommend a refresh or light renovation to elevate this room to the grandeur most typically associated with reading rooms. Glass may be utilized at the interior perimeter walls to better showcase this space, potentially including a new, grandeur entry. Comfortable lounge seating should also be added in addition to existing study tables to accommodate a variety of silent activities. Finishes and/or artwork should be upgraded and showcased to define this space as special. RECONFIGURE THE LEVEL 2 ADULT'S AREA We believe space efficiencies can also be achieved at the Level 2 Adult's Area. Relocating the Friend's Bookstore will open up space to accommodate computers and additional seating. Displays housing media collections could be paired down as the Library seeks to purge these items due to low circulation counts. Furniture which allows for two to four person collaboration, such as pods, should be considered to address requests for additional meeting spaces. Opportunities for new or re -arranged bookshelves should also be studied to look for opportunities to maximize space. Georgetown Public Library Feasibility Study I Recommendations 4.27 EXPANSION Through the course of developing this long-range plan, various OPTIONS expansion options were studied, including exploration in adding to the existing east and west wings into adjacent parking lots, extending the atrium, building additional stories, and utilizing the adjacent city -owned Light & Water building. These are best outlined into the following three categories: 1A 71,030 SF 80,380 SF 99,210 SF V. 1D 102,670 SF 121,0 SF 130,85890 SF „waI 2 67,370 SF 16 ,0 SF 10808,69690 SF 118,040 SF lE ,,,,,, 411111*111,180 SF 130,010 SF 139,360 SF 3 75,030 SF alw,l ,�`•• �t4 f. I 0 SF l 117,40400 SF 126,750 SF 4.28 Steinberg Hart • Option 1: Demolish the existing west wing and building a new extension into the southwest parking lot. This option would potentially allow a basement level and third level to be constructed, • Option 2: Building a new extension into the southwest parking lot without demolition of the existing building envelope. • Option 3: Building a new, very small, extension into the southwest parking lot and re -enforcing existing structure to accommodate a third level. OPTION lE Option 1E involves: • Demolishing the existing West Wing • Constructing a new three-story wing that extends into existing parking lot • Expanding the existing lobby to connect to the new third -story west wing (+) 62,130 GSF of library space = 111,180 total GSF (+) 18,830 GSF of lower level =130,010 total GSF (+) 9,350 GSF of potential Light & Water space = 139,360 total GSF LEVEL 3 LEVEL 2 L E' Deemed the most efficient option to maximize space economically, Option 1 was explored further to study various scenarios, achieving a variety of square footage improvements. While this option does utilize the parking lot to the southwest of the library, only 28 total spots, already earmarked for demolition by the City, would be impacted, Option 1E, illustrated below, provides the largest square footage gain possible on the site, carrying assumptions for additions which would need to be studied further prior to implementation. Georgetown Public Library Feasibility Study I Reccrnmendations 4.29 In order to accommodate the growth and spatial needs outlined in the section 03, Needs Assessment, the library should strive to maximize as much square footage as possible on the site. In order to accomplish this, it is recommended that the following possibilities continue to be explored as part of a downtown library renovation and expansion: Third Level: By demolishing and re -building the west wing, construction of a third level is easily achievable. However, it will be critical to maintain floor -to -floor height among all three sections of the building, which may limit ceiling heights at a new third level. Further studies should be done to determine expectable heights for a new library addition downtown. Basement Level: Although rare throughout downtown Georgetown, the construction of the new 5-story parking garage (including 12 feet below foundation lower level) just four blocks northeast of the library gives hope that a lower level may be possible on the existing library site. A lower level could significantly relieve square footage needs by providing critical space for storage, back -of -house functions, and allowing a theater -type event space to utilize low -light areas while still allowing citizens to enter at a balcony level on the ground floor. 4.30 Steinberg Hart Light & Water Building Existing Conditions Light & Water Building: Currently housing the city's planning department, this building has been flagged for future public use as the development of the festival space just south of the building comes to fruition. Although this space could serve as a great opportunity to house the library's meeting and event room functions, as well as lessen its critical square footage needs, alternate public uses for this space may better serve the Georgetown community in the long -run. Georgetown Public Library Feasibility Study I Recommendations 4.31 Georgetown citizens want library services beyond downtown. As Georgetown continues to expand, GPL's quality services, programming, and outreach should expand to meet the community where they are. As outlined in section 03 Needs Assessment, there is a strong desire amongst GPL users to have library services, such as programs and materials pick-up and drop-off, beyond the current downtown location. The library currently offers some re -occurring programming around the City, such as monthly storytimes at San Gabriel Park. Additionally, the library maintains holds pick-up and materials return at Sun City and has plans to implement holds lockers at the Carver Center for Families in 2025. These services are in addition to all the wonderful services, materials, and programming citizens have access to through GPL's home delivery and WOW bookmobile stops. 4.32 Steinberg Hart HOLDS & BROWSING LOCKERS Book Drop -Off, Holds Pickup & Book Browsing Despite these successful offerings, it is recommended that the Library implement expanded services and facilities over the next five, ten, and twenty years. There are many methods in which expanded services may be offered, from simple material pick-up and drop-off to full -service branches. Throughout the planning process, we have reviewed these options in detail and formed recommendations for implementation strategies in the next section, 05 Implementation. R R POP-UP LIBRARY Book Browsing & Reading l POP-UP LIBRARY & PROGRAMMING Book Browsing, Reading & Programs MICRO BRANCH Book Browsing, Meeting & Copy/ Print Services Full -Service Library with Collections, Programs, & Services MINI BRANCH Book Browsing & Reading, Meeting, Copy/Print Services & Children's Area Georgetown Public Library Feasibility Study I Recommendations 4.33 1905 60 IN - 24 3 23 11 �S `. 18 C s 4,1 ! 20 ` a C 12( �Z ! •' 19 ♦ �� �� 2 35 13 ��' 29 �• 9 f 015 1 16614 10 r16 •* 8 •.' l30 LEGEND City of Georgetown r Downtown Library --- -; Georgetown ETJ Existing Fire Stations Future Fire Stations Parks 1. Fire Station #1 8. Fire Station #8 17. Rivery Park 2. Fire Station #2 9• Fire Station #9 18. Jim Hogg Park 3. Fire Station #3 10. Fire Station #10 19. Sawyer Park 4. Fire Station #4 Community Facilities 20. Berry Springs Park 21. San Gabriel Park 5. Fire Station #5 11. Westside Service Center 22 Garey Park 6. Fire Station #6 12. Tennis Center 7. Fire Station #7 13. Comm & Rec Center Public -Private Partnership 14. Municipal Center Opportunities 15. Carver Center 23. Future YMCA 16. Garey House 24. Sun City Potential Errand Service Locations 4.34 Steinberg Hart ERRAND SERVICES More than half of community survey respondents indicated they would be interested in having what we would refer to as "errand functions," such as material pick-up and drop-off, closer to their home/ work. These services can be offered at a relatively low cost and with limited investment in infrastructure through technologies such as holds lockers or book vending machines. As parking continues to be a concern among project stakeholders and community members, redirecting quick library errand services to other locations will free up downtown parking spots for longer library visitors. The small footprint of these systems, as well as their ability to be located indoor or in outdoor spaces, makes them ideal to retrofit into existing spaces. The map on the previous page illustrates potential existing or planned locations which may be appropriate for these types of errand services. Fire stations, parks, and other community facilities would allow GPL patrons to access library services more conveniently and set GPL up for opportunities for expanded programming and partnerships beyond downtown. POP-UP LIBRARIES We also recommend that pop-up libraries be implemented more regularly throughout GPL's yearly programming calendar. Off site programming should be accompanied by browse -able collections for check-out. Regularly scheduled library pop -ups could occur at parks, recreation centers, and in partnerships with private entities to encourage citizens to engage with the library and browse materials beyond the library's central location. Investment in flexible furniture to allow books and other materials to be carted to different locations would facilitate the success and operational ease of expanding library services in this way. Georgetown Public Library Feasibility study I Recommendations 4.35 Recommended Expanded Service Site- .�' t ' • 195 . �y�:i►'�Y �_� WALBURG Future YMCA .� WEIR �. Lake Georgetown SANTA RITA '''. / _� I� _ • ` A RANCHqr Future Fire Statlon r LEANDER 9 �� �r •HUTTO .•.d '�'` ROUND ROCK LEGEND City of Georgetown 0 Existing/Planned Service Centers ;ivy 2-Mile Radius (approx. 10-Minute Drive) " .'• Georgetown ETJ 40 Recommended Service Centers *Sun City services are currently only open to Sun City residents 4.36 Steinberg Hart etown Fire SUM In collaboration with project stakeholders, the previous map of potential errand services locations was narrowed down to six sites beyond the Library's existing presence at Sun City and the Carver Center. Below is an outline of the service possibilities envisioned at some or all of these locations for GPL is the near and long-term future. POTENTIAL SERVICE SITES • Fire Station #6: This is an ideal location for holds lockers as there is an existing vehicular entrance which does not impede traffic. The station is extremely safe with city employees on -site 24/7 and is already owned and operated by the City of Georgetown. Themed storytimes at this fire station would also be a great opportunity to expand children's programming to the west side of the City. Future YMCA: Because this entity has already been designed, a partnership with the library and this location would be limited in square footage, likely achieved through holds lockers or pop-up libraries. Joint programming with the YMCA would also be a great opportunity here. Georgetown Municipal Complex: This city property is already publicly accessible to Georgetown citizens and may have space available for a small pop-up or micro library. Georgetown Airport: Located in central Georgetown, the airport could expand library services west of 1-35. In addition to having space for holds lockers or pop-up libraries, the airport could provide unique opportunities for programming such as a "fly -by storytime" Future Fire Station: Current city plans for a new fire station in southwest Georgetown may provide a valuable opportunity to expand services to this rapidly -growing area. Because this location has not yet been designed, library services could potentially be integrated in at any scale, including planning for vehicular access similar to Fire Station #6 so as not to impede emergency services. Georgetown Public Library Feasibility Study i Recommendations 4.37 EXAMPLE MICRO BRANCH 700 SF COPY/PRIN STATION EXAMPLE MINI BRANCH 1,800 SF LAPTOP VENDING STAFF DESK l.n r%,R 4-PERSON MEETING ROOMS OK IN 4-PERSON MEETING ROOMS BOOK DISPLAY FAMILY AREA 4.38 Steinberg Hart MINI/MICRO BRANCHES In order to bring more physical services to communities outside downtown, mini or micro -branches would provide additional, more permanent infrastructure without the large capital investment of a full-scale branch. These facilities can range in size, but are recommended to be integrated into a larger existing or planned facility. Micro or mini -branches could include browse - able collections, small meeting rooms, copy and printing areas, and/or limited seating. Depending on the facility in which these occur, it may be appropriate to tailor services to the typical user by integrating children's areas, more focused study areas, or curated collections. GPL VEHICLE PROJECTION RECOMMENDATIONS WOW Van Home Delivery Vehicle 0A Courier Van GPL OUTREACH (1) Van VEHICLES (1) Bookmobile VEHICLES Expanding services beyond downtown will require the transportation of materials between multiple locations. In addition to maintaining and expanding the Library's existing outreach vehicles, we recommend that courier vehicles be purchased to exclusively service material movement between library facilities. As Georgetown begins to explore the possibility of full -service branch libraries, multiple courier vehicles or contracting directly with courier services will be required to keep up with collections which float between locations. 248,757 *woo ♦0. 180,896 �sli+ri7 i00 124,903 ww CITY 102,903 POPULATION • ' • i■■111111111 WOW I M. W M PW W MW Georgetown Public Library Feasibility Study I Recommendations 4.39 BRANCHES Given the square footage recommendations outlined for two 20-year population growth scenarios, it is recommended that Georgetown consider library branches in its long-term future. Branch libraries allow for most, if not all, library services to expand beyond downtown to reach Georgetown citizens closer to home. Neighborhood branches offer the ability to focus certain library services and building programs to specific geographic regions, however they do require duplicating many building services and functions. Below outlines a Space Space Type SF Vestibule 400 ... Lobby 1,000 Circulation Desk 200 Children's Collection Juvenile's Collection 1,500 1,200 Parenting Collection Children's Play Area 50 500 Juveniles Play Area Children's Seating Area Juvenile's Seating Area Tutoring/Homeschool Help Storytime 400 800 500 200 1,000 Sensory Room 100 Family Restroom Nursing Mother's Room Play Exhibit 65 65 200 Children's Computers Children's Circ. Storage 20 60 600 Teen Area Teen Collection Teen Seating Area 800 200 Teen Lounge 200 Teen Meeting Room Storage 100 Space Space Type SF Holds New Books Media 300 500 70 Periodicals 25 Adult Collection 3,000 Library of Things 200 Reading Area 1,000 Lounge Area 800 Copy/Print 60 Computers Study Area Reference Reference Desk Service Point 200 800 - - 120 Medium Meeting Room 600 Small Meeting Room Zoom Rooms 400 240 Adult Reading Tables 600 Cafe - Community Living Room 1,000 Classroom 800 Storage Dedicated Program Room Makerspace Storage 200 - 800 200 4.40 Steinberg Hart recommended 40,000 SF branch library building program, which includes dedicated adult, children's, and teen areas, as well as gathering spaces, meeting rooms, staff areas, and small friend's bookstore, makerspace, and business & co -working areas. This program is simply a starting off point, requiring additional needs assessment and planning before plans for a library branch or multiple branches could be finalized. Space Type e SF allery 200 ing Room Catering/ hing Kitchen i _ s History/ alogy t Reading Room ter - Friend's Bookstore 200 Workstations 96 Friend's Sorting/Workroom Copy/Print Area Workstations Service Point Seating • - Family Career Center Medium Conference Room Small Conference Room Zoom Rooms Mechanical/Electrical 1,000 Custodial 120 Communications 200 .1 • • Women's Restroom 800 Men's Restroom 800 Family Restroom 160 Loading Dock 100 Space Space Type SF Staff RR 120 Staff Mothers Room Storage 80 600 Staff Break Room 800 Staff Conference Room - Staff Huddle Room 120 Staff Zoom Room 60 Book Drop/Storage 100 Small Workstations - Medium Workstations 120 Large Workstations 384 Volunteer Counters - Circulation Work Area 400 Outreach Storage - Outreach Counter - Branch Manager's Office 120 Booktruck Parking 300 • ... Outdoor Reading Area 400 • : Children's Play Area 200 *Not included in total building program square footage Total Proposed NSF 30,485 SF Grossing Factor 1.3 Total Proposed NSF 40,034 SF Georgetown Public Library Feasibility Study I Recomrnendatlnns 4.41 Although branch libraries require duplication of certain children's, teen's, adult's, and community spaces, as well as added building infrastructure, they also create opportunities to relieve some square footage requirements downtown. 30-35% of the Library's physical collection could be shelved at branches and meeting rooms at these locations could reduce the need at a central library by 10-20%. A key consideration in adding branches to the Georgetown Public Library system will be the addition of new staff to manage and operate new facilities. A dedicated Branch Manager will be needed to operate any full-scale new facility and will report directly to the Director and Assistant Director. We also recommend that each branch have dedicated circulation, adult services, and youth services staff to maintain these spaces, operations, services, and programming. Dedicated outreach staff are recommended as well to streamline services offered to specific geographic areas throughout RECOMMENDED GPL BRANCH STAFFING I i Administration Branch Manager 1 Security P/T Security Staff 2 Circulation Library Assistant 1 P/T Library Assistants 2 Adult Services Librarian 2 Library Assistant 2 P/T Library Assistants 3 Youth Services Librarian 2 Library Assistant 2 P/T Library Assistants 2 Outreach Library Assistant 1 Courier Assistants 2 Total 16 The full-time equivalent of sixteen additional GPL staff would be needed to operate a 40,000 SF branch. +17 4.42 Steinberg Hart 14 the City. Given the current library's issues with security, it is also recommended that part-time security staff be allocated to branches to maintain consistent levels of safety, security, and service across the GPL system. A full outline of recommended branch staffing is illustrated below. In addition to dedicated branch staff, part-time staff, volunteers, and pages should be scheduled across flexible locations to respond to needs. It is recommend that a branch library operate on a minimum six -day schedule with hours as close to the central library as possible. EXAMPLE BRANCH LIBRARY 20,000 SF (including outdoor space) RESTROOMS CHILDREN'S AREA STAFF BREAKROOM _ l-- MAKERSPACE ADMIN AREA SMALL MEETING ROOMS TEEN AREA ADULT COLLECTION PUBLIC COMPUTERS COMMUNITY LIVING ROOM COPY/PRINT AREA .. YTIME 1;��/ HOLDS LOCKERS AREAryCIRCULATION OUTDOOR PATIO —/� ` CLASSROOM Georgetown Public Library Feasibility Study I Recommendations 4.43 f)Kt; Or IW- lip s. yP WORDS ON HEELSI- 7--A-GIFT OF A 44 T "- A" ow" UBLI�.UIBRAW� IMPLEMENTATION Implementation of GPL's path to growth balances immediate needs with capital and operational investment priorities. In focusing on providing excellent service to all Georgetown citizens, we chart a timeline which ensures future success and flexibility. The recommendations outlined in the previous section are summarized on the next page. These recommendations center on a common theme: Georgetown Public Library needs to grow. Continued rise in the City's population requires additional investment to expand GPL services, infrastructure, collections, facilities, staff, and programming. Due to the physical space requirements to right -size current library services, the Georgetown Public Library should prioritize renovation and expansion of the existing downtown central library. While planning efforts continue for the downtown the library, the following priorities should be a focus in the immediate future: • Expanding the Library's physical and digital collections. • Expanding library errand functions, such as material pick-up and drop-off, through holds lockers and pop-up libraries. • Purchasing a dedicated courier vehicle to service holds lockers and provide expanded outreach access. • Increasing the number of staff required to open the building and assigned to service desks during operating hours. • Expanding program offerings both downtown and beyond the Library. 5.4 Steinberg Hart We recommend that the planning process for a renovated and expanded downtown library begin immediately. Many of the recommendations outlined in section 04 require additional square footage and/or infrastructure to be implemented successfully. A full-scale, gut renovation of the existing building is needed to significantly expand and re -organize all existing spaces, as well as accommodate additional spaces outlines in the Needs Assessment. We therefor advise that building upgrades, including changes to infrastructure, landscape, finishes, and furniture be delayed until plans for expansion are solidified to avoid duplication and overspending. The cost of this construction can be minimized significantly by planning renovation and expansion work to occur simultaneously while the Library temporarily re -locates offsite. This single-phase approach will ease the transition of library operations and allow GPL to maintain access to all collections and provide most, if not all, programming and services during construction. Although we have charted two likely scenarios for population growth in the City of Georgetown over the next twenty years, this data should be re-examined frequently to assure library services and LPL's path to growth aligns with community needs. SUMMARY OF RECOMMENDATIONS INCREASE STAFF AT SERVICE DESKS • PROVIDE MORE WOW VISITS • OWN to OFFER MORE PROGRAMS EXPAND COLLECTIONS EXPAND SERVICES TO THE WEST SIDE • _j• • Aw UPGRADE OFFER INCREASE CREATE MORE FOSTER CHILDREN'S MAKERSPACE SECURITY SEATING AREAS ECONOMIC AREA EQUIPMENT DEVELOPMENT �.I EXPAND ERRAND EXPAND BUILD BRANCH SERVICES BEYOND DOWNTOWN LIBRARIES DOWNTOWN LIBRARY Georgetown Public Library Feasibility Study I Implementation 5.5 PROPOSED IMPLEMENTATION TIMELINE Carver Center HOLDS LOCKERS Book Drop -Off & Holds Pickup C ■� O O 1 COURIER VEHICLE +1 HOLDS LOCKER POP-UP LIBRARY +1 HOLDS LOCKER C +1O O COURIER VEHICLE LIBRARY REFRESH — Planning Completion LIBRAF 5.6 Steinberg Hart +1 MICRO RANCH POP-UP LIBRARY 'ENOVATION & EXPANSION fining : Completion 'W L{T C O a +1 COURIER VEHICLE +1 BRANCH +1 COURIER VEHICLE BRANCH Georgetown Public Library Feasibility Study I Implementation 5.7 The following total project cost model examines multiple capital project scenarios: holds lockers, new mini branch library build -out, branch build -out, and the renovation and expansion of the existing downtown library. An annual cost escalation of 4.6% is recommended, but should be vetted upon completion of further planning and programming efforts as implementation of future work develops. A: Existing Downtown Location B: New Branch Location Expansion and Renovation (1E) UnitCostsl GSFI Totals Unit Costs GSF, Tota I. CONSTRUCTION A. Building Costs Demolition New Construction: 1st, 2nd, and 3rd Floors New Construction: Basement Renovation: Existing Library Light & Water Renovation B. Site Work and Parking C. Landscaping D. Utilities Sub -Total Construction 10% Contingency Total Construction II. Equipment and Furnishings A. Furnishings Library Furniture Outdoor Furniture B. Equipment Technology Sub -Total Equipment and Furnishings I0% Contingency Total Equipment and Furnishings III. Professional Services A. Architects/ Engineers Bas B. Special Consultants (Aco� C. Furniture Selection and W D. Site Information and Test Sub- I otal Professional Services 1096 Contingency Total Professional Services IV. Miscellaneous Costs A. Land Acquisition (if required) B. Public Art Total Miscellaneous Costs V. Project Contingency A. For entire Project Total Project Contingencies (included in estimate above) TOTAL PROJECT COST Annual Escalation Value (not included) 4.66/6 $50 19,500 $975.000 $675 65,200 $44.O10A00 675 18,830 $12,710,250 $425 33,370 $14.182,250 $475 9,350 $4,441,250 $1,750,000 1,500,000 1,250,000 126,750 80,81 .750 10%1 $8.081.875 $88,900,625 $45 126,750 $5,703,750 $15 126.750 $1.901.250 $7,605,000 10% $760.500 $8,365,50011 8.0% 10% $1.800.0, $45 40,000 $15 40,000 $600.0, $2,400.01 $240,01 10% $2,640,0( 10.0% $3.674.0, - $367,41 $0 �. 1% Y889.006 88 ,006 $341,0 10% 88.901 10% 34.1 $977,907 $375,1( $9,903,937 $860 /SF $108,943,306 $5,011,392 $3,741,51 II $1,0291 /SF 1 $41,156,510 5.8 Steinberg Hart :: New Micro -branch Location D: Holds Lockers Init Costs GSF Totals Unit Costs I Unit I Totals NOTES $110.000 80% 2.0% $27,5001 10.0% $33,006 170.500-� 10% 17,050 $187.55011 Contingency is reduced through the process Contingency is reduced through the process Contingency is reducedthroughthe process _1- $o 1% $13.750 13,750 1046 tOP5 Contingency is reduced through the process $15.125 $o $0 $43,000 /unit $172,000 7.912 Contingency is reduced through the process Potent,al cost per year of escalation Georgetown Public Library Feasibility Study I Implementation 5.9 RENOVATION & EXPANSION This Total Project Cost Model provides an estimate of the costs for implementing various library service expansion recommendations. It includes costs for a complete renovation and expansion of the downtown library as well as the costs for the addition of a new branch, assuming the use of city -owned land with no acquisition costs. The Micro -branch costs presume that it would be located in a city -owned building, such as a recreation center or fire station. Lastly we've included costs for acquiring new holds lockers. It is important to note that none of these costs include the additional staffing requirements or the courier van infrastructure necessary to support the expanded service points. The cost of this construction can be minimized significantly by planning renovation and expansion work to occur simultaneously while the Library temporarily re -locates offsite. This single-phase approach will ease the transition of library operations and allow GPL to maintain access to all collections and provide most, if not all, programming and services during construction. BRANCHES The recommendation to prioritize a larger central library before building new branches centers primarily on cost. Branches require significant capital and operational investment, as outlined in the cost estimate provided on the previous page. The purchase of land, cost of new construction, and the on -boarding of seventeen full-time equivalent staff will require the approval of a city-wide bond, as well as a significant tax base to support ongoing operational costs. It is likely that branches, particularly on the west side of Georgetown, would increase the patronage of non-resident GPL users. Recognizing that non-resident citizens do not contribute an equal tax base to library capital and operational costs compared to residents within city limits, careful consideration must be given to how investment in branches will affect overall city spending. In reviewing these requirements closely with city stakeholders, branches are likely not feasible in the near future. We recommend the Library work closely with the City as they continue to evaluate how Georgetown will provide services to ETJ residents over time. As Georgetown's population continues to grow, branch library opportunities, locations, and sizes should be studied to ensure excellent service is provided to all citizens. 5.10 Steinberg Hart =•ti R--o 44 Georgetown PubliG Library Feasibility Study I Implementation 5.11 THANK YOU The Georgetown Public Library would like to thank all Library, City, and community stakeholders for their thoughtful engagement in the planning of our bright and exciting future. Through this process, we have received feedback from over 1,000 of our library citizens to better understand your hopes and dreams for a re -envisioned Georgetown Public Library that supports you, This is a living document which serves to outline the foundation upon which GPL will grow. We do not see our work as done and look forward to continue working with and hearing from all our library citizens as we embark on our promising future. To all who have contributed their voices to this process, and to all who will help us evolve, expand, and grow in the future, thank you! Special thanks to the Friends of the Georgetown Public Library for funding this feasibility study and for their continued, unwavering support of all that we do. WN WIN la m APPENDIX 1. ARE YOU CURRENTLY A GEORGETOWN PUBLIC LIBRARY CARD HOLDER? Check one (1) of the following: ❑ Yes ❑ No ❑ Unsure 2. HOW OFTEN DO YOU UTILIZE THE GEORGETOWN PUBLIC LIBRARY EITHER ONLINE, REMOTELY, OR IN -PERSON? Check one (1) of the following: ❑ Weekly ❑ Once or twice a month ❑ A few times a year ❑ I do not currently utilize the Georgetown Public Library 3. HOW DO YOU CURRENTLY USE THE LIBRARY? Check all that apply: ❑ Checking out books/other printed materials ❑ Checking out other non -printed materials (Audiobooks, CDs, DVDs, Puzzles, etc.) ❑ Utilizing digital materials ❑ Discovering new materials ❑ Attending Children's/Tween programs ❑ Attending Teen programs ❑ Attending Adult programs, events, and/or lectures ❑ Attending community meetings/events ❑ Visiting the bookstore (second-hand materials) ❑ Visiting the cafe ❑ Reading/studying ❑ Working remotely ❑ Meeting with people/groups ❑ Researching ❑ I do not currently utilize the Georgetown Public Library 6.4 Steinberg Hart N 4. WHAT WOULD ENCOURAGE YOU TO USE THE LIBRARY MORE? Check all that apply: Additional book or other physical collections (specify) Additional programs (specify) Location closer to my home/work Additional meeting spaces Additional seating Other (specify) 5. WHAT, IF ANY, LIBRARY SERVICES WOULD YOU BE MOST INTERESTED IN HAVING CLOSER TO YOUR HOME/WORK? Select your top choice(s) (up to five (5) choices): ❑ Drop off books/materials ❑ Pick-up of books/holds/physical materials ❑ Browsing and check-out of books/materials ❑ Small meeting spaces ❑ Medium to large meeting spaces ❑ Copying/printing services ❑ Children's programming such as storytimes ❑ Adult programming such as events or lectures ❑ Makerspace equipment such as 3D printers or sewing machines ❑ Other (specify) 6. WHAT PROGRAMS ARE YOU MOST INTERESTED IN TAKING ADVANTAGE OF AT THE LIBRARY? Check all that apply: Readings and lectures Technology and makerspaces Outdoor programs Community forums Children's programs Family programs Computers Senior programs One-on-one assistance Business & career services Bilingual programs (specify) History programs Genealogy programs Culinary programs Arts & crafts programs Georgetown Public Library Feasibility Study I Appendix 6.5 7. WHICH OF THE BELOW SPACES WOULD YOU MOST LIKE TO SEE ADDED, OR EXPANDED, AT THE GEORGETOWN PUBLIC LIBRARY IN THE FUTURE? Check up to five (5) that apply: Curated book display/ recommendations Quiet reading room Meeting rooms Event space F—1 Makerspace Classrooms ❑Community living room -f® Small focus rooms Li Computer stations Art gallery G ♦ - r 1-1 Homework help Co -working space Bookstore n Business & career ❑ Early childhood center play space M 1 At Ur 5 e I I Reading nooks e � Outdoor play space n Outdoor reading Teen hangout Media labs Research center Podcast studio U Teaching kitchen L- ] Other (specify) LSensory room Storytime room 6.6 Steinberg Hart 8. PLEASE PROVIDE ANY ADDITIONAL INFORMATION YOU WOULD LIKE THE 1 CITY TO CONSIDER WHEN PLANNING YOUR FUTURE LIBRARY OPTIONAL DEMOGRAPHIC INFORMATION: GENDER Check one (1) of the following: ❑ Female ❑ Male ❑ Non -binary ❑ Prefer not to say RACE/ETHNICITY Check all that apply: American Indian or Alaska Native Asian Black or African American Hispanic or Latino/a Middle Eastern or North African Native Hawaiian or Pacific Islander White Other (specify) Prefer not to say LOCATION Select the area that best describes where you live: ❑ Area 1(north of TX-29, west of 1-35) ❑ Area 2 (north of TX-29, east of 1-35) ❑ Area 3 (south of TX-29, east of 1-35) ❑ Area 4 (south of TX-29, west of 1-35) ❑ I do not live in Georgetown ❑ Prefer not to say AGE RANGE Check one (1) of the following: ❑ 18 and Under ❑ 19-24 ❑ 25-34 ❑ 35-49 ❑ 50-64 ❑ 65+ ❑ Prefer not to say Georgetown Public Library Feasibility Study I Appendix 6.7