Library Buildings: Planning and Programming

John A. Moorman

Abstract
There are many books and articles dealing with planning a library
building project. This article presents the need for project teams,
describes their composition, and presents their role in the planning
process. The role of the building consultant is outlined and the
qualities desired in the building consultant presented. The space
estimation process is presented, including charts of space required
for selected library equipment. The building program document is
described. Several examples from a building program are presented
to illustrate the types of information found in these documents.
The importance of inclusivity throughout the planning process is
emphasized as well as the importance of including enough space
for future expansion.

Introduction
Any library building project, whether it is a renovation of the current fa-
cility, the expansion of the current facility, or the building of a new facility
is a major undertaking. For many library staff members, board members,
or members of the community served by the library, it is a once in a life-
time experience. For the end result to be something that the user com-
munity will be proud of and use effectively for years to come, there must
be considerable planning accomplished prior to the first shovel of earth
or the first brick mortared into place. This article describes the planning
process essential to the development of the desired new facility.
For any building project to be successful, it needs the coordinated par-
ticipation of a wide variety of individuals. A first step in this direction is
the assembly of a project team. This team will operate for the life of the
project.

LIBRARY TRENDS, Vol. 60, No. 1, 2011 (“Library Design: From Past to Present,” edited by
Alistair Black and Nan Dahlkild), pp. 215–226. © 2011 The Board of Trustees, University of
Illinois
216 library trends/summer 2011

Project Teams
Who should be on the team? While your library is similar to many oth-
ers, it is also a unique institution that is a reflection of the community in
which it operates and the clientele it serves. You know your setting better
than anyone else, so take the following suggestions into consideration in
developing the project team. Team membership in the public library set-
ting should include someone from the following areas:

• Local government. For any project to be successful, it needs an advocate

with close ties to the library’s funding source(s). This individual could
be an elected member of city or county government, an appointed of-
ficial, or an individual serving in an administrative capacity within the
government.
• Governing board. There needs to be at least one representative of the
board of trustees on the planning team. Depending upon the size and
composition of the board, more than one member might be advis-
able.
• Citizens from service area. At least one individual who has no direct
ties to the library but who is interested in the project and willing to
take the time to be an active participant in the process. It would assist
the project if this representation comes from individuals the commu-
nity knows and respects.
• Friends and Foundation. If the library has Friends of the Library or a
Library Foundation, include at least one representative on the plan-
ning team from these groups. This will assist in garnering support from
these groups when the inevitable fundraising efforts begin.
• Library staff. Include representation from all areas of the library. If
there is a library union(s), there should be one representative from
the union(s) on the planning team. There should be a representative
from library administration on the planning team. In smaller libraries
that person should be the library director. In larger libraries either the
assistant director or head of library facilities should be a member.
• Legal representation. This can be the library’s attorney, or a represen-
tative from a funding local government’s attorney staff. It is good to
have legal representation on a planning committee to assure that ideas
are vetted for legal implications before proceeding into detailed plan-
ning.

In academic and school library settings, the planning team should con-
sist of representatives from the administration, institutional architects,
development office, legal office, faculty, and library staff. In the special
library setting, the planning team will vary according to corporate needs
and desires. However, it is important that special library staff have an im-
portant role in the planning process for any new library facility.
 buildings: planning and programming/moorman 217

Who should chair the planning team? Select someone who under-
stands group dynamics, is skilled in facilitation, has the respect of those
on the planning team, and who leaves their ego at the door. The process
of library building planning is long, is often very contentious, and needs
a steadying hand at the tiller. Most planning teams will designate a small
part of its membership to serve as a working committee. This working
committee will then report back to the larger group at designated inter-
vals for input, advice, and support.
What is the role of the planning team in the building process?
• Determine need for the project
• Examine library’s plan for service (long-range plan, strategic plan,
etc.) to see what implications it has for building space needs.
• Look at current building(s) to assess their condition, repair needs,
space allocations vs. programming needs, and future projections of de-
mand for space.
• Work with library’s governing body in the employment of consultant to
work with library on the development of a space needs study
• Work with consultant on the development of the space needs study
• Work with library’s governing body in the employment of an architect
to develop specifications for building project
• Work with architect during the process of design development, project
bidding, and construction
During this process there needs to be an understanding between the
governing board of the library and the project team on the role of the
project team in the building project. As the institution’s governing board,
the board has final authority on major project decisions such as employ-
ment of consultants, architects, awarding of bids for construction, and
any major decisions during the construction process. The project team is
a special group established to facilitate the building process. Its authority
derives from the governing board and will vary in each individual situa-
tion. In most cases the project team will have latitude on day-to-day activi-
ties and, as mentioned above, will designate a small group from within the
team to work closely with all aspects of the project. It is essential that in all
project team activities, one individual be designated as the spokesperson
for the team. Thus when consultants, architects, and construction person-
nel are contacted during the process of building planning and construc-
tion, one individual is the contact point. This is essential for the success
of the project. In the academic setting, the project team will likely report
to a top level administrator who will then bring recommendations to the
institution’s governing body for action.
218 library trends/summer 2011

Building Consultant
A building consultant is a necessary part of any successful building proj-
ect. Only in the largest libraries is there expertise sufficient to plan and
execute a building project. In even these situations, it is wise to employ
someone outside of the institution who will bring a new set of eyes to assist
in developing the best possible result.
It is recommended that the building consultant be separate from the
architect involved in the project. This individual will bring considerable
building and library experience to the development of a plan for the proj-
ect. In the case of a new building, this plan will examine the library’s space
needs in light of service programs, its long-range or strategic plan, the
community it serves, and future growth projections for the library’s ser-
vice area. The resulting plan will recommend space assignments for the
new facility and the relationship of each individual space to each other.
The architect employed to develop final plans for the construction of the
facility will use this program as a base in the development of the neces-
sary construction documents. In the case of building renovation, a similar
process is undertaken except that space needs take into consideration the
current facility and how the renovated space will work in relationship to
it. What should a library look at when it considers employing a building
consultant?

• Considerable library experience. It is essential that the consultant understand

how the library operates. Familiarity with and experience in libraries of
similar size and operating structure are essential if your library is to get
a good product.
• Understanding of library buildings and how they function. This comes from
years of dealing with library buildings, their operation. It also includes
an accumulated knowledge of the idiosyncrasies found in the construc-
tion and maintenance of library facilities.
• Ability to listen. You want someone who will provide what you need, not
what they have in mind from other projects. Each library and the com-
munity it serves are unique. The consultant can tap into this only if
they are willing to take the time to listen to their client.
• Excellent oral and written communication skills. The best consultant is only
as good as their ability to communicate their ideas and concepts to oth-
ers.
• Political skills. All the above are of no use if the consultant is not able
to work with the diverse groups found within every community. Tact
and common sense are sometimes unique skills. A good consultant will
need both to be successful.
• The building consultant should not be an employee of the architect. They should
be a separate individual reporting directly to the library’s governing
entity.
 buildings: planning and programming/moorman 219

How important is it that the consultant has direct library experience?

The author feels that direct library experience is invaluable when consid-
ering the selection of an individual who will be providing the library with
this essential service. While, as mentioned above, the author recommends
that the building consultant be someone with direct library experience,
there are good consultants who have an architectural background rather
than direct library experience. The choice is yours. Just make sure that
the consultant you select is one that you have confidence in and will be
comfortable working with. If you are not comfortable working with them,
do not hire them.
How do you find building consultants? Talk with your peers, check with
your state library, and check publications such as American Libraries and
Library Journal.
Once you have located consultants that you are interested in, prepare
a Request for Proposal (RFP) to send out. Before sending this out, check
with your attorney to see how your state governs such proposals. Some
states have legislation that requires architects and consultants to be hired
by interview and fee negotiation, not by bid. In the RFP, outline what de-
liverables the consultant is expected to provide, what the project time line
is, and any other information pertinent to the project. Depending upon
the legal requirements of your state, there may need to be an indication
of what their work will cost and how they plan to deliver it. It is essential
that legal advice be employed through the RFP process.

Space Estimation
As you begin to think about a new building, building renovation, or build-
ing addition, the first question that presents itself is “How much space do
I need?” or “How do I estimate the amount of space that will be needed to
provide for the services that are desired for this new space?”
The answer to the latter question is “very carefully.” Space estimation is
not a simple procedure. While there are space guidelines, much depends
upon the knowledge and skill of the individual applying these guidelines.
That is why it is recommended that any detailed space estimation be left
to those with experience in this area.
There are two approaches to space estimation. The first is known as the
quick and dirty method, which is formula driven. The second is the full-
length program method. While the formula driven approach can be ben-
eficial in developing a rough estimate of building space needs, use it with
caution as it can often understate space needs. The full-length program
method is preferred by the author for developing an accurate picture of
actual space needs.
There are several sources for those of you who have a hankering to pur-
sue this topic on your own, before you work with a consultant. A source
that the author has used on many occasions is Wisconsin Library Building
220 library trends/summer 2011

Project Handbook (Holt & Dahlgren, 1990). The original work was by Ray-
mond M. Holt and revised by Anders Dahlgren. A newer version of this
publication is Public Library Space Needs: A Planning Outline, by Anders C.
Dahlgren (2009). This work includes a helpful space-needs worksheet.
Libris DESIGN is the result of a grant from the U.S. Institute of Mu-
seum and Library Services under the provisions of the Library Services
and Technology Act, to the California State Library. It is a stand-alone
library Microsoft Access–based facility-planning database that assists in-
dividuals with the planning of public library buildings. Access to Libris
DESIGN is limited to individuals who have received a two-day training
session conducted by Infopeople. These training sessions are primarily
held in California.
Below is a summary sheet on general space allowances for libraries.
Shelving Units
Standard 3’ width on a 3’ aisle 10 square feet
Standard 3’ width on a 4’ aisle 15 square feet

Book Capacity
Adult fiction and nonfiction 8 volumes per linear foot
Adult reference 6 volumes per linear foot
Children 15 volumes per linear foot
Children reference 6 volumes per linear foot
Video tapes, CDs, and DVDs 8 volumes per linear foot
Cassettes 10 volumes per linear foot
Periodical titles—displayed 1 title per linear foot

Seating
Reader seating at tables 25 square feet
Reader seating at carrels 20 square feet
Reader seating at AV carrels 35 square feet
Reader seating in lounge chairs 40 square feet
Public seating in meeting room 10 square feet

Offices and Work Rooms

Library director’s office 150–250 square feet
Public workstations 150 square feet
Staff work areas—private 100 square feet
Staff work areas at public desks 60 square feet
Secretary and reception 100 square feet plus
30 square feet for each seat
in the reception area

Miscellaneous
On-line public-access catalog station 35 square feet
OPAC with printer 40 square feet
Public access computer 60 square feet
Atlas stand 35 square feet
Dictionary stand 30 square feet
Index table (six piece) 140 square feet
 buildings: planning and programming/moorman 221

Paperback rack 35 square feet

Newspaper rack 25 square feet
Vertical files—per cabinet 10 square feet
Map file 35 square feet
(This chart is modified from Wisconsin Library Building Project
Handbook)

Programing
Programming refers to the process of developing a document that out-
lines what the new, remodeled, or added-onto facility will contain. This
document, commonly called a building program document or a space needs
study, can then be taken to an architect for the development of schematic
design and construction documents. Whether the building program doc-
ument is done by a library staff member, a library building consultant, or
a professional programmer who may have an affiliation with an architec-
tural firm, the following items are core parts of the process:

• An understanding of the project’s goals

• How the project fits into the library’s long-range or strategic plan
• What limitations are present

To develop a good building program statement, there must be a thor-

ough understanding of the goal of the project. What is the desired result
of the project? Is it more space for readers? Is it better program space? Is
it more space to hold and display collections? Is it better workspace for
library staff? Is it space for more technology such as public access com-
puters, computer-training facilities, etc.? Is it meeting room space for li-
brary programs and community groups? Do you desire more group study
space?
Once the above becomes clear, the next step is to assure that the pro-
posed project fits into the library’s planning document. If the library
does not have a long-range or strategic plan document, now is the time
to develop one. Good building efforts require that what is being under-
taken come from both knowledge of what your goals are and how they tie
into what the library is planning in the way of programs and services for
the long term. A good useable building program is not possible without
a long-range planning document in hand, one that is actually followed
rather than gathering dust on the office shelves.
In developing a building program, be honest with the limitations pres-
ent. Are there difficulties with the current building that must be addressed
in any renovation or addition? Do you lack space for proper expansion?
Is there a limit to the amount of funding available? Is the site for a new
facility already determined, even if it is not what is desired? Any limitation
must be reflected in the development process of the building program.
222 library trends/summer 2011

A library building program takes the major functions of the library and
defines what will be included in these functions and what relationship
each functional area will have with other areas within the facility. Follow-
ing are major functional areas of the library:
• Public space—where users read, use technology such as computers, or
study
• Collection storage and display—where materials are stored or displayed
waiting use
• Cultural space—for meeting rooms, programs, group study, galleries,
and tutorials
• Staff space—work and office areas, lounge
• Facility space—maintenance, custodial, storage
There is another factor in any building program. This is nonassign-
able space. Nonassignable space includes the following:
• Entrance and vestibule
• Walls
• Restrooms
• Stairs, elevators, and hallways
• Heating, ventilating, and air-conditioning equipment
Some individuals will include facility space as a part of nonassignable
space. From long experience, the author strongly believes that if there is
not planning for storage and custodial operations as a part of the regular
facility planning, it will be shortchanged in any final library design. As
planning for the facility spaces progresses, always add at least 25 percent
to the space needs of your facility for these nonassignable spaces. Depend-
ing upon the architectural design of the building, nonassignable spaces
can occupy up to 40 percent of the final building.
Any building plan begins with a brief description of the library, its his-
tory, and place in the community. The plan then flows into a listing of
general considerations that the architect should follow in preparing de-
sign documents. These considerations include the following:
• Aesthetics
• Building Access
• Signage
• Landscaping
• Lighting
• Parking
• Entrances
• Security
• Floor Coverings
• Heating, Ventilating, and Air Conditioning
 buildings: planning and programming/moorman 223

The example below indicates how some of these issues are addressed in
the building program document.
• Landscaping. Landscaping that accentuates the building and enhances
the parking lot should be provided. The landscaping should not provide
areas for individuals to hide. Vandal-resistant materials and construction
should be used in the design of all walls, walks, and planters. Consid-
eration should be given to provide outdoor seating at the entrance. If
possible, this seating should be provided under cover to provide a pleas-
ant place for those waiting to be picked up, and at varied height to ac-
commodate various sized individuals. Three lighted flag poles should be
provided to allow the flags to fly 24 hours a day. A banner pole for library
flag or special events should be considered. The lighting should be from
the pole or from the building. Ground mounted lighting should not be
allowed. Provide at a minimum the amount of landscaping required
by code. Use the landscaping to divide the parking into areas and to
soften the amount of pavement. The use of native plants is desired. The
Library Building Committee is working to provide a list of acceptable
plant materials. Provide an irrigation system for all landscaped areas.
• Entrance Doors. The entrance doors should be protected from the ele-
ments and designed to provide a vestibule which would allow sufficient
space between two sets of doors to provide an air-lock during normal
use. Automatic doors are recommended for ease of access for the handi-
capped, elderly, and patrons carrying materials. Provide walk-off carpet
that is a sufficient distance (approximately 20’) to adequately remove
water and dirt before reaching the carpet.
• Fire Prevention. The building must be designed to meet all local fire
codes.
• Floor Coverings. The entrance and lobby area of the library should be
designed with a walk-off carpet that is easily maintained. The restroom
floors should be designed with a hard, slip-resistant material that can
be easily maintained. Carpet or cork should be considered in the public
area for acoustical, aesthetic, and durability reasons. A high-quality com-
mercial carpet that uses branded solution-dyed fibers with multicolored
loop and a minimum 20 oz. weight should be used. The carpet should
have a minimum ten-year warranty. Carpet tile must be considered for
use in the public and high traffic areas.
• Floor Loading Capacity. Provide a floor loading of a minimum 150 pounds
live load per square foot.
• Glass Treatment. The library should be oriented to provide major areas
of glass on the north face of the building. Glass should be limited on
the east and west faces. Insulated glass with tinting or Low-e should be
considered for all exterior glazing. The use of canopies, overhangs, or
other means of shading should be considered (PSA/Dewberry, 2007).
224 library trends/summer 2011

The building plan will address each individual space within the library.
In addressing each space, the square feet needed for the space will be indi-
cated, and the relationship of that space to adjacent spaces will be stated.
What spaces need to be close to the space being described? What should be
distant from the space? How should the space relate to the facility as a whole?
Additional information for each described space will include any special re-
quirements for the area, who will be using it, and what furniture and equip-
ment will be required in the space. The following is an example from a
library building program to illustrate how this information is presented.
SECTION: A PUBLIC ENTRANCES AND LOBBY
SPACE: Public Restrooms
FUNCTION: To provide restroom facilities for
the public.
LOCATION: Accessible to public meeting rooms
REQUIREMENTS: For use after hours
SPECIAL REQUIREMENTS: Fixtures and finishes should be vandal
  resistant.
Provide ceramic tile or other hard service
  on all walls.
Provide floor drains in all restrooms.
Use low water plumbing fixtures.
Light switches should be controlled by
  the staff.
Provide shelf at back of stalls.
Consider creating stalls with tile walls in
  lieu of partitions.
Provide stall doors which swing out.
OCCUPANCY: Patrons. As required by code.
TOTAL SPACE REQUIRED: 800 square feet
SHELVING REQUIRED: None
FURNITURE AND EQUIPMENT: Women’s
Toilet stalls (one handicapped accessible)
Sinks
Mirrors
8–18” parcel ledge in each stall
Trash Receptacle
Exhaust Fan
Electric hand dryers
Men’s
Toilet stalls (one handicapped accessible)
Urinals
Sinks
Mirrors
8–10” parcel ledge in each stall
Trash receptacle
Exhaust fan
Electric hand dryers
 buildings: planning and programming/moorman 225

COMMENTS: Provide wall hung fixtures for ease

  of maintenance.
Provide counter in lavatories.
Provide changing counter in all public
  restrooms for babies.
Provide child seat in at least one stall.
Source: PSA/Dewberry, 2007, chap. 3, p. A2.
Programing for any new, renovated, or remodeled facility is a complex
process. It involves close cooperation and communication between all par-
ties involved in the development of a building program. Do not be afraid
to ask questions. The author’s experience has shown that many buildings
are too small the moment that they are constructed—thus the emphasis
on communication and asking questions during the development of the
building program. Also, even the best and most experienced individual
can misunderstand what is desired or can forget to include items. If it is
not in the building program, you can rest assured that the architect will
not see that it gets in the design and construction documents. Even if it is
in the building program, constant vigilance is required to make sure that
it gets from the building program into the final construction documents.

Providing for Future Expansion

As plans are developed for the building project, always have in the fore-
front the realization that while the facility is being planned to last for the
next ten to twenty years, it is likely that expansion will be needed within
that time span. Why? Population growth estimates may be incorrect, eth-
nic makeup may be substantially different than what was anticipated, new
technology may bring unplanned needs and demands, and service plans
will have been substantially changed from your current vision.
Thus the final building plan should provide for a facility that can be
added onto. There must be adequate land to enable an addition to be
possible, including space for additional parking. Make sure that the build-
ing site includes this expansion space and that drainage or other site limi-
tations do not preclude the ability to expand. While it costs more to begin
with, particularly if you are site limited, construct the building with ade-
quate foundation loads so that a second story can be added in the future.
This maximizes the use of the building site.

Conclusion
To be successful, the planning process must be inclusive. Library staff,
members of the governing authority(s), users, and affiliated groups such
as Friends and Foundation must be represented in the group charged
with overseeing the planning process. However, those participating in the
process must understand that the whole is bigger than anyone’s specific
interests. What should drive the process is the desire to provide a facility
that will meet the needs of its user community. In this process it is vitally
226 library trends/summer 2011

important that the institution’s planning documents are consulted on a

regular basis.
As an individual who has consulted on many library building programs
and lived with the building results of others, my advice is to avoid making
the facility an architectural statement or a monument to the current trend
of the moment. A building can and should be attractive and economical
to operate. But foremost it must be usable by its community.
In sum, planning is challenging, time consuming, and fun. Enjoy your
opportunity to be a part of developing a new library facility that will serve
the community for years to come.

References
Dahlgren, A. C. (2009). Public library space needs: A planning outline. Madison: Wisconsin De-
partment of Public Instruction.
Dallas: PSA Dewberry. (2007). Williamsburg third library facility, space needs/facility study. Dallas:
Author.
Holt, R. M., & Dahlgren, A. C. (1990). Wisconsin library building project handbook (2nd rev. ed.).
Madison: Wisconsin Department of Public Instruction.

John A. Moorman is director of the Williamsburg Regional Library (Virginia). A chief

library administrator since 1975, in North Carolina, Texas, Illinois, and Virginia, he is
active in state and national library associations. Professional interests include library
buildings, combined school/public libraries, and organizational theory. Moorman
has worked with libraries on building programs, space needs, and organizational
studies. He has provided workshops on a variety of topics, including fundraising and
the organization of library support groups. Moorman’s articles include “Knowledge
of the American Library Association’s Code of Ethics among Illinois Public Library
Directors: A Study” (Illinois Libraries, 77(3), 140–146, 1995) He is editor of Running a
Small Library: A How-To-Do-It Manual (2006). A graduate of Guilford College in North
Carolina (1969), Moorman has a master’s degree in Library Science from the Univer-
sity of North Carolina at Chapel Hill (1972) and a PhD in Library and Information
Science from the University of Illinois at Urbana–Champaign (2002).