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CONSULTATION IS THE KEY:
THE GEORGETOWN BRANCH PROJECT
Jane Diamanti, Director of Library Services Halton Hills Public Library
LIBRARY AS PLACE
• Focus: importance of key stakeholder consultation
• Renewal of the Georgetown Branch
• Took 7 years (!); a number of uncontrollable delays
• Construction management project: normally less than 4 years
LIBRARY AS PLACE
• Construction Management: o Library projectso Recent Town projects
• Advantages of CMo Budget flexibilityo Transparency re: contractorso Time to consult
KEY STAKEHOLDERS: MUNICIPAL PARTNERS
• Kept Council/Senior Town staff apprised via:1. 17 formal project-related reports2. “Growing a Great Library” Newsletter3. Invitations to Community Forums
• One-on-one meetings potentially more effective: o Identified barrierso Explored options to reduce barriers
KEY STAKEHOLDERS: MUNICIPAL PARTNERS
• Council endorsed a new library in principle only
• No direction re: next steps
• Disappointing result
FACILITY/SITE STUDY
LESSON LEARNED
KEY STAKEHOLDERS: MUNICIPAL PARTNERS
•A strong, evidence-based report not enough
•Needed to establish strong and open relationships with Councillors and Town staff
KEY STAKEHOLDER: THE BOARD
• Board updated by Committee Chair
• GBPC included: • Three Board members • Architects• Project Manager• Construction Manager• Senior Library and Cultural Centre staff
GEORGETOWN BRANCH PLANNING COMMITTEE
KEY STAKEHOLDERS: THE BOARD
• Sound decision to give oversight to the Georgetown Branch Planning Committee
• Countless decisions re: schedule and budget
• Recommendations to the Board when necessary
LESSON LEARNED
KEY STAKEHOLDERS: THE BOARD
• The Board also received:1. Newsletters; articles2. Notice re: upcoming Community Forums3. Invitations to site visits
• Many opportunities to learn, ask questions, provide feedback
• Highly recommend cross-representational committee
LESSON LEARNED
KEY STAKEHOLDERS: STAFF
KEY STAKEHOLDERS: STAFF
• Staff representatives from all service areas
• Visited 19 new libraries
• Documented ‘likes’ and ‘dislikes’ in writing and photos
• Established an important network
BUILDING COMMITTEE
KEY STAKEHOLDERS: STAFF
• Staff, architects and interior designer
• FMFC’s Purpose1. Scrutinize the floor
plan2. Determine the
location furniture/equipment
3. Provide input on interior decor
FORM MEETS FUNCTION COMMITTEE (FMFC)
KEY STAKEHOLDERS: STAFF
• Staff received monthly updates and newsletters
• Encouraged to attend public consultations
• Some served as ‘space experts’
COMMUNICATION
KEY STAKEHOLDERS: STAFF
• Staff time = money (hours for part-timers)
• Time for architects to review, clarify and revise
• Patience when staff got ‘stuck in the weeds’
• Great Results!o Achieved buy-in and had fewer surprises
o Staff very satisfied with building
LESSONS LEARNED
KEY STAKEHOLDERS: THE COMMUNITY
• Sought input early
• Patron survey
• Multiple sessions for different audiences
PUBLIC CONSULTATIONS
KEY STAKEHOLDERS: THE COMMUNITY
• Revealed floor plans and interior design features
• Visuals available
• Videos on YouTube
‘DESIGNER GUYS’ EVENT
KEY STAKEHOLDER: THE COMMUNITY
• Concentrated on six high impact channels:
1. “Growing a Great Library” Newsletter 2. Director’s Blog3. Library website/social media links4. In-house Library newsletter5. Conceptual drawings display6. Outreach activities
•
PUBLIC COMMUNICATION
• Construction management allowed for time to
consult
much better productmore support from key stakeholders
KEY STAKEHOLDER: THE COMMUNITY
IN SUMMARY…
