Facilities Master Plan 2022

Brampton Library

Library Facilities Master Plan Approved by the Brampton Public Library Board on January 25, 2022

in association with

Acknowledgements Brampton Library Board Jaipaul Massey-Singh (Chair) Mike Ben (Vice-Chair) Councillor Charmaine Williams Councillor Harkirat Singh Deen Ajasa Mary Ann Allin

Taran Chahal Catherine Hough Gagandeep Singh Radha Tailor

Brampton Library Staff Todd Kyle, Chief Executive Officer Michael Georgie, Facility Project Manager John Simone, Director, Business Management & Operations Susan Bartoletta, Director, Branch & Neighbourhood Services Jason Baty, Director Innovation & Technology Gina De Prisco, Director, Human Resources & Organizational Development Sarala Uttangi, Director, Community Engagement & Partnerships June Dickenson, Manager, Marketing & Communications Alison Clarke, Coordinator, Performance Measures and Data

Library Facilities Master Plan Consultants Monteith Brown Planning Consultants Ltd. Perkins & Will

Library Facilities Master Plan

Monteith Brown Planning Consultants Ltd. + Perkins & Will

Executive Summary The Brampton Library Facilities Master Plan (FMP) is the blueprint that guides how the City of Brampton and Brampton Library invest in library space between the years 2021 and 2031. Following an extensive community engagement process, the FMP offers a renewed the vision for library development in Brampton that describes the desired end goal as being:

“World-Class Libraries at our Doorstep” The Library continues to be a core institution within Brampton, consistently evolving and innovating in line with rapid advances in technology world-wide. A shift to knowledge-based economies and “creative industries” means that Brampton Library plays a pivotal role for Bramptonians and the neighbourhoods in which they live. Brampton Library branches are places of learning, creativity, socialization and collaboration among all facets of the population. Their position as critical focal points in the community remains unchanged though for different reasons than the past. Libraries are utilized to fulfill objectives of economic development and civic placemaking that contribute to the social, economic and cultural fabric of the community, which in turn means that the very way in which Brampton Library operates in the modern age is different than in the past.

The City of Brampton 2040 Vision identifies the beginnings of a desired urban structure that will create residential and employment nodes where Brampton Library can and will play a pivotal role. The Library can form an integral part of other civic transformations envisioned through the Brampton 2040 Vision such as complete and connected communities, a thriving arts scene, and social and health harmony.

Over the past 20 months, library services have been heavily impacted by the COVID-19 pandemic. During this time of turmoil, Brampton Library has provided a sense of stability to residents, offering safe access to collections and virtual programs to keep Bramptonians connected and informed. Brampton Library will also play an invaluable role in the personal, social, and economic recovery of the community as it emerges out of the pandemic. As the American Library Association so aptly stated after the 2008 financial downturn, “Hard times bring libraries’ value into sharper focus.”

The pandemic has the potential to affect the long-term demand for and delivery of library services, however, the ultimate scope and scale of change is unknown.

Long-range planning and strategic investment are believed to be as vital as they have ever been in order to support the significant role that the Public Library plays.

Recognizing that the situation is evolving and new information and guidance is emerging on a regular basis, communities must prepare for a wide range of scenarios. The following are some preliminary thoughts about how the COVID-19 pandemic may affect the sector in the short to longer-term.

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A World Class Library System in a World Class City As Brampton redefines itself with its new city-building blueprints with principles of community vibrancy, economic potential, and social equity, Brampton Library can play a pivotal role in the civic transformation. The Library’s centralized system is comprised of a Central Library (Four Corners Branch) and several District Libraries distributed across the city. With municipal planners, urban designers and elected officials pursuing multiple community hubs and corridors focused on mixed land-uses and transit-oriented development, Brampton Library must evolve alongside that of the City if it is to respond to the degree of growth being sought.

The FMP introduces a new type of branch category referred to as the “Neighbourhood Library.” The Neighbourhood Library supports the concept of 20-Minute Walkable Neighbourhoods, TransitOriented Communities and Complete Communities that are advanced through recent and ongoing City planning processes. The Brampton Library complements these concepts as its branches are places of community connection, activity, vibrancy and inspiration.

The new facility model also builds upon trends and input from community feedback gained through the Library FMP. Among Canada’s 10 largest cities, Brampton provides the fewest number of library branches, the second lowest gross floor area, and ranks last in library space per capita. Brampton Library also lags behind many of its GTA counterparts for similar metrics. As such, there is strong rationale to invest in libraries as part of city-building and to ensure growth-related funding can be secured to keep pace.

In line with peer library systems and provincially accepted guidelines, Brampton Library should plan future library space based upon a 0.6 square feet per capita target. Without further investments to increase the supply of library space city-wide, the gap will grow in response to the sheer scale of population growth. Attaining this target would require 307,300 square feet of net new library space to be added by the year 2031. In order to do so, the FMP recommends the following: •

Construction of a Central Library as part of the Brampton Centre For Innovation as well as part of redevelopment of the Shoppers World lands and CAA lands in Uptown Brampton;

•

Building new library branches in west Brampton within the Heritage Heights community and as part of the next phase at the Embleton Community Centre; and

•

Provide branches in East Brampton and a future growth area referred to as the Queen/Rutherford hub.

•

Selected investments in existing branches to modernize them, improve their accessibility and add program options.

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Brampton Library’s Facility Hierarchy 1. Central Library As a key asset in the renewal of Brampton’s downtown as a vibrant, civic-focused centre, the Central Library serves a number of vital functions including acting as a central hub for community activity, a resource centre with expanded reference collections, centre of the inter-library delivery system and house the Library’s administrative staff.

The Central Branch should be a minimum of 175,000 ft2 in size, serving as specialized service location for the entire City as well as a local branch for residents and businesses in the surrounding area.

2. District Branch District Branches are intended to provide a broad range of collections, services and programs; they are sometimes curated to the characteristics and preferences of people living in the communities that surround them. They are ideally co-located with complementary civic services such as community centres, arts and cultural facilities, recreational amenities, and other community-focused services.

District Branches should be a minimum of 30,000 ft2 and serve a catchment area of 3.0 kilometres.

3. Neighbourhood Branch Neighbourhood Branches are intended to be service points that fill gaps between the District Branches and support walkable neighbourhoods. They may provide a limited range of services and programs due to their smaller size and rely on the inter-library delivery system to a greater extent in order to service their customers.

Neighbourhood Branches should be a minimum of 10,000 ft2 and serve a catchment area of 1.5 kilometres or a 20-minute walk for most people. Exceptions to the square footage for “bricks and mortar” branches may include alternative service approaches and service points such as kiosks, bookmobiles and other means.

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Reinvesting in Brampton’s Existing Libraries It is important to not lose sight of the value that Brampton Library’s existing branches offer to residents and businesses across the city.

Investments made by Brampton Library and the City of Brampton over the past decade are commendable. The construction of the Gore Meadows, Springdale and Mount Pleasant Village Branches, along with a major renovation of Chinguacousy Branch, have already yielded substantial benefit to the communities in which they are located.

The FMP identifies a number of priorities for each library branch to explore over the next 10 years that are intended to rejuvenate existing libraries, improve service potential and strengthen communities: •

A full interior renovation of South Fletcher’s Branch and expansion into the outdoors with a reading garden (potentially coordinated with a broader community centre upgrade) with the intent of improving functionality, comfort and safety.

•

Create new makerspaces at Cyril Clark and Mount Pleasant Village Branches while expanding the Chinguacousy Branch makerspace. Libraries containing makerspaces would ideally devote some space to display objects that are created there.

•

Integrate a washroom as part of the current Gore Meadows Branch renovation/expansion project.

•

Carry out Accessibility Audits (or similar assessments) at Cyril Clark and Mount Pleasant Village branches in order to identify upgrades for persons with disabilities, particularly in accessing multiple floor levels and certain program spaces.

•

Reconfigure book stacks/shelving and reviewing the amount of space devoted to collections in selected branches with a view to open up new spaces for study and programs, improve acoustics, and/or enhance sightlines for supervision.

•

Update convenience, accessibility and comfort features at selected branches including furniture, equipment, electrical outlets, improved Wi-Fi, etc. to encourage more frequent visits and longer stays.

•

Review options for acoustic baffles or barriers around children’s areas to minimize noise travel across branches, particularly those with open concept layouts.

•

Adding spaces for individual study pods, after hours study, group collaboration and/or small-scale video conferencing or small meetings at selected branches through reconfiguration of space or strategic use of program rooms.

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FMP Recommendations #1.

Adopt a three-tiered Library Facility Model comprised of a Central Library supported by District Branches and Neighbourhood Branches to guide long-range infrastructure planning.

#2.

Continue to plan for future library space needs using a target of 0.6 square feet per capita as historically endorsed by the Brampton Library Board and library governing bodies in Ontario.

#3.

Pursue a minimum of 175,000 square feet for a Central Library forming part of the Brampton Centre for Innovation, potentially constructed in multiple phases in response to the significant and ongoing population growth in Downtown Brampton and the City as a whole beyond the 10-year Library Facilities Master Plan period.

#4.

Advocate the importance of the Central Library through the upcoming design process for the Centre For Innovation. At a minimum, the design of the space should allow for a diverse range of services and programming, segregation of “noisy” versus quiet zones, and provide opportunities for learning, entrepreneurship, and social enterprise. The design should also permit future expansion if intended to build the Library in multiple phases.

#5.

Pursue a total of three (3) District Branch typologies that collectively add a minimum of 103,500 square feet to the library system. District Branches should be constructed as part of the Uptown Core / Shoppers World development, the second phase of the Embleton Community Centre, and within the proposed Heritage Heights Town Centre.

#6.

Construct a total of four (4) Neighbourhood Branches in order to support the City of Brampton’s 20-minute walkable neighbourhoods objectives for key development and redevelopment areas. Neighbourhood Branches should add 47,000 square feet of library space between them.

#7.

Close the Four Corners Branch upon completion of a new Central Library while also discontinuing operations of the interim South West Branch upon opening of the new Embleton Branch.

#8.

Establish a required level of sustainable building design for new and substantially redeveloped library branches. This should include requiring a minimum LEED Gold certification (or Net Zero building standards) while exploring connections to nature or other ways to reflect best practices in environmentally sustainable and resilient designs.

#9.

The library staff and user experience within new and existing library branches should allow for barrier-free accessibility, comfort and welcoming environments, and programmatic flexibility to the greatest degree possible through design and building systems.

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Table of Contents Introduction......................................................................................................................................................... 1 1.1 1.2 1.3 1.4 1.5

The Library Facilities Master Plan ..................................................................................................................................... 1 Vision & Guiding Principles for the Plan ........................................................................................................................ 3 Brampton Library Strategic Plan ...................................................................................................................................... 4 City of Brampton Official Plan ............................................................................................................................................ 5 Master Plan Methodology...................................................................................................................................................... 6

The Importance of the Library Branch ........................................................................................................ 7 2.1 2.2 2.3 2.4 2.5 2.6 2.7

The Importance of Public Libraries ................................................................................................................................. 7 The Library Branch as a Community Hub ................................................................................................................... 8 Responding to Brampton’s Growth Profile ............................................................................................................... 12 Design Trends in Libraries .................................................................................................................................................. 14 Libraries as a Place for All ....................................................................................................................................................17 Enabling Access to Technology ...................................................................................................................................... 18 Potential Implications of COVID-19 on Library Space ....................................................................................... 21

Community Engagement Programme ....................................................................................................... 23 3.1 3.2 3.3 3.4 3.5 3.6

Raising Awareness of the FMP ........................................................................................................................................ 23 Community Survey ................................................................................................................................................................. 24 Community Stakeholder Focus Groups ....................................................................................................................30 Library Staff Workshops ..................................................................................................................................................... 32 Library Board Engagement ............................................................................................................................................... 34 Public Commenting Period ................................................................................................................................................ 34

Facility Model & Space Requirements ....................................................................................................... 35 4.1 4.2 4.3 4.4

Library Facility Model ............................................................................................................................................................ 35 Library Space Requirements ........................................................................................................................................... 36 Striving for Geographic Equity & Walkability ........................................................................................................... 41 Recommendations ................................................................................................................................................................. 42

The Renewed Library Branch Development Strategy ..........................................................................43 5.1 5.2 5.3 5.4 5.5

A Central Library to Inspire Learning, Creativity & Productivity ................................................................. 43 Enhancing the Number of Library Branches...........................................................................................................46 Existing Branch Redevelopment Strategy ............................................................................................................... 52 How the Library Development Strategy Impacts Space Needs ................................................................. 76 Recommendations .................................................................................................................................................................80

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List of Figures Figure 1: Brampton Library Branch Locations .................................................................................................................................. 2 Figure 2: Gross Floor Area by Library Branch .................................................................................................................................. 2 Figure 3: In-Person Visits to Brampton Library, 2015-2019 .....................................................................................................9 Figure 4: In-Person Visits & Physical Circulation Rates in relation to Size of Library Branches, 2019 ...........9 Figure 5: Physical and Digital Circulation, 2015-2019 ................................................................................................................10 Figure 6: Branch Share of System-Wide Circulation and Program Attendance, 2019.......................................... 10 Figure 7: Number of Computers & Computer Sessions by Library Branch, 2019 ...................................................20 Figure 8: Brampton Library Digital Borrowing, 2016-2020 ...................................................................................................20 Figure 9: Frequency of Library Use ..................................................................................................................................................... 25 Figure 10: Importance of Libraries ........................................................................................................................................................26 Figure 11: Satisfaction with the Overall Library Experience by Branch...........................................................................26 Figure 12: Activities and Services Typically Used ....................................................................................................................... 27 Figure 13: Usage of Other Community Centre Components Co-Located with Library Branches ................ 28 Figure 14: Activities to Encourage Library Usage ........................................................................................................................29 Figure 15: Brampton Library GFA & Square Feet Per Capita, 2011-2021 ...................................................................... 37 Figure 16: Distribution of Existing Library Branches ................................................................................................................... 41 Figure 17: Centre for Innovation, Overall Program Area Summary, April 2020 ........................................................43 Figure 18: Downtown Brampton Concept Plan ............................................................................................................................ 46 Figure 19: Uptown Hub Concept ............................................................................................................................................................ 47 Figure 20: Uptown Hub Pilot Floor Plan.............................................................................................................................................48 Figure 21: Heritage Heights Preliminary Structure Plan.......................................................................................................... 50 Figure 22: Geographic Coverage of the Proposed Development Strategy ................................................................ 79

List of Tables Table 1: Library Space among GTA Benchmarks, 2020 ........................................................................................................39 Table 2: Library Space in the 10 Largest Canadian Cities, 2019 ........................................................................................39 Table 3: Projection of Library Space Needs based on Recommended Provision Target, 2021-2031 ....... 40 Table 4: Summary of Proposed Library Space Additions & Reductions...................................................................... 76 Table 5: Estimated Capital Cost of Construction ....................................................................................................................... 77

Library Facilities Master Plan

Monteith Brown Planning Consultants Ltd. + Perkins & Will

Library Facilities Master Plan

Monteith Brown Planning Consultants Ltd. + Perkins & Will

Section 1.

Introduction

1.1 The Library Facilities Master Plan The origins of the Brampton Library can be traced back to a library founded in the Mechanics Institute during the mid-1800s, which was subsequently housed in the Golding Building on Queen Street. In 1906, the library was the beneficiary of funding from Andrew Carnegie that resulted in a new building constructed in the classical beaux arts architectural style. 1 Today, Brampton Library operates 8 branches that reach people of all walks of life. Within any given library branch, one can expect to find parents with infants, children and teens, adults and seniors, students, business people, newcomers to the City, and many others seeking opportunities to learn, create and connect with others. The library branches collectively encompass 205,070 square feet (see Figure 2). In 2019, there were more than 2.3 million in-person visits along with total circulation of 4.2 million physical and digital items in the Library’s collection.

The Brampton Library Facilities Master Plan provides a renewed vision for library development and a refreshed strategy that charts the course for Brampton Library between the years 2021 and 2031.

Each library branch is unique in terms of the people that use it and the services that it provides. As the city’s populace grows and diversifies, Brampton Library strives to keep pace through its provision of physical space, equipment and services. In this way, Brampton residents have meaningful ways to access the multitude of benefits that a strong library system can bring.

The Brampton Library Facilities Master Plan (the “Library FMP”) is the blueprint that guides how the City of Brampton and Brampton Library invest in library space found through existing branches and the construction of new ones. The Library FMP offers a renewed vision for library development in Brampton and a refreshed implementation strategy that charts the course for Brampton Library between the years 2021 and 2031.

Since the adoption of Brampton Library’s previous Facilities Master Plan in 2011, major capital investments have been made in three new branches found in Gore Meadows, Springdale and Southwest, along with a major renovation of the Chinguacousy Branch and the installation of three makerspaces. With Brampton’s population expected to grow from 698,000 to 854,000 over the next 10 years, proactive facility planning is essential for Brampton Library to effectively deliver on its mandate to serve the needs of existing residents along with the 156,000 new residents that are forecasted to be added by 2031.

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Figure 1: Brampton Library Branch Locations

Figure 2: Gross Floor Area by Library Branch

Total Gross Floor Area = 205,070 square feet

Gross Floor Area (square feet)

48,338

Average Branch Size = 25,000 square feet 38,939 32,000 25,354

25,000 16,685 12,754 6,000

Chinguacousy

Cyril Clark

Four Corners

Gore

Mt. Pleasant

South

Meadows

Village

Fletcher's

Springdale

South West

Note: table reflects total library space, including both publically accessible and non-public areas Source: Brampton Library, 2021

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1.2 Vision & Guiding Principles for the Plan

World-Class Libraries at our Doorstep

The vision statement above was crafted specifically for the Library FMP to reflect Brampton Library’s organizational vision and mission statements (see Section 1.3). The vision is intended to connect residents while contributing to the creation of distinct communities as world-class destinations and places of discovery. In doing so, residents of Brampton will have the ability to realize their full potential and inspire learning whether at their local branch or travelling to other branches that can also address their unique needs. The FMP vision was formulated through the research and consultation activities of the master planning process and is consistent with the City of Brampton 2040 Vision 2 that seeks to create high quality, complete communities where high quality facilities are found in strategic neighbourhoods such as the Downtown, Uptown, and Town Centres.

Achieving the vision of providing “World-Class Libraries at our Doorstep” requires commitment and resourcing on the part of decision-makers and the general public. The term “World-Class” implies high quality through space, services and adoption of technology in order to create experiences that customers regularly seek out. This long-term aspirational element emboldens Brampton Library branches as places where people want to be and act as catalysts for revitalization in the communities that they serve.

Guiding Principles Implementation of the Library FMP vision requires broad directives through which to focus facility planning and development activities. Such directives are referred to as Guiding Principles which provide the bridge between fulfilling the vision and carrying out specific recommendations.

1.

ALIGNMENT WITH CITY-BUILDING: Brampton Library’s facility planning and library provision model will align with the City of Brampton’s vision for its future urban structure and placemaking objectives.

2. KEEPING PACE: Brampton Library will provide facility space in a manner that keeps pace with the City of Brampton’s future population growth.

3. SUPPORTING NEIGHBOURHOODS: Brampton Library branches will reflect and respond to the needs of the neighbourhoods and communities in which they are located.

4. A PLACE FOR EVERYBODY: Brampton Library branches will welcome all people with an aim of inspiring personal growth and building community capacity.

5. INCUBATION, INNOVATION & CREATIVITY: Brampton Library branches will be a place where the ideas are nurtured and cultivated into actions for the benefit of Brampton residents and businesses.

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1.3 Brampton Library Strategic Plan The Brampton Library Strategic Plan 3 is fundamental to realizing facility development/redevelopment strategies advanced through the Library FMP. The Brampton Library Strategic Plan drives all decisions made by the Library Board and Brampton Library Staff related to library services, space and programs.

The Library Strategic Plan’s Vision of “Inspiring Connections” is well suited to the Library FMP since library branches are the spaces in which connections occur. The Library’s Mission statement also supports the provision of quality, meaningful and inclusive spaces whereby branches are destinations for learning, inspiration and community. The Library’s Values and Goals shape the library development strategy by considering stated words and phrases such as innovation, dedication to

Inspiring Connections ~ Brampton Library Vision “Brampton Library is a world-class destination that creates opportunities for everyone to discover their full potential by fostering literacy, inspiring learning and building community.” ~ Brampton Library Mission

learning, courage, strong community presence, a place for belonging, collaboration, neighbourhood champion and respected leader. For example, the Values and Goals impart

philosophies that support Brampton Library’s willingness to take bold actions that result in community-centric and modern services through the provision of space.

A few Key Initiatives identified in the Strategic Plan’s Action Streams are particularly notable as it pertains to physical space: •

Take calculated risks - Be willing to take risks in the direction we want to go;

•

Reciprocal partnerships – Seek out partnerships to address challenges, including reaching underserved areas and enhancing programming;

•

Research and identify neighbourhood catchment areas – By neighbourhoods, identify what is working well and where there are gaps; and

•

Seize the service points – Increase [the] number of service points by exploring alternate service delivery options…Look for partnerships and opportunities to share spaces.

The Brampton Library Strategic Plan is a five-year document whose timeframe spans the years 2017 to 2021.

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1.4 City of Brampton Official Plan Existing and planned land use patterns are an important part of evaluating where library services are appropriately and optimally situated. In Ontario, land use planning is regulated through the Planning Act and implemented through documents such as the Provincial Policy Statement, Growth Plan for the Greater Golden Horseshoe, Region of Peel Official Plan, City of Brampton Official Plan and Zoning By-law, and other land use planning documents. The Brampton Official Plan guides how and where Brampton grows along with the types of land uses that are permitted including areas for housing, employment, education, parks and public facilities. Libraries fall under the Official Plan’s Institutional and Public Uses designation. The City of Brampton 2006 Official Plan 4 remains in force though a comprehensive review and update process is presently underway. The City’s new Official Plan – currently being referred to as the Brampton Plan – is being aligned with the Brampton 2040 Vision.

Brampton Official Plan (2006) Section 4.9: Institutional and Public Uses Brampton’s rapid population growth has resulted in increased demand for public services and related infrastructure. Institutional and Public Uses include a full range of social, recreational, educational and public safety, security and protection services that are provided for the benefit of the entire community…lands designated Institutional and Public Uses contribute to the creation of a complete community and are provided for the use and enjoyment of all residents without exclusion and irrespective of their social, economic or physical status.

4.9.1.1

The City shall interpret the large scale Institutional Uses designation…to include…community recreation facilities, libraries and fire and police stations.

4.9.2

Buildings…designated as Institutional and Public Uses have the potential to act as landmarks and focal points within the area of the community where they are located.

Major Institutional Uses should…reinforce the significance of future development such as schools, libraries, community centres, and fire stations that will function as focal points within the community.

Section 4.9.9: Libraries Libraries provide a collection of resources for information, knowledge and learning. Libraries also continue to serve as venues for community functions and events. Libraries shall be accessible to all residents regardless of social, economic or physical status.

4.9.9.1

The City shall encourage Library uses to be incorporated into multi-functional building complexes such as retail plazas or community recreation centres, or to be located in proximity to other compatible Institutional or Public Uses so as to optimize municipal investments, to share parking, to conserve energy, to provide convenience.

4.9.9.2

The design of Libraries shall reinforce their social function and their function as focal points for the community.

4.9.9.3

Institutional and Public Uses or other designations that incorporate a library as a permitted use in the Secondary Plan shall be sized at the block plan or subdivision approval stage to determine the land and building area to be occupied by the library so that land or rental cost to the Library Board can be based on the value of the displaced Low Density Residential uses.

4.9.9.4 The City shall encourage the use of the City of Brampton Accessibility Technical Standards in the design and improvement of libraries.

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1.5 Master Plan Methodology The Library FMP is being led by Brampton Library on behalf of its Library Board and Brampton City Council. Brampton Library retained the consulting services of Monteith Brown Planning Consultants Ltd. and Perkins & Will to prepare the Library FMP in accordance with a Terms of Reference prepared specifically for the project.

Notable elements of the master planning process included: •

Regular meetings with Brampton Library’s Steering Committee comprised of Library Staff and selected Library Board members. The Steering Committee is responsible for overseeing the project, reviewing deliverables, and providing guidance to the consultants.

•

Engagement of the Brampton Library Board at critical points in the process.

•

Reviews of relevant research, local and national trends, Brampton’s community demographics, and plans and studies including those prepared

by Brampton Library and the City of Brampton.

•

Community and stakeholder engagement through the use of surveys, workshops, interviews, pop-up events and open houses (see note about COVID-19 in the pages that follow).

•

Review of existing libraries through site tours and branch-specific information provided to accompany an assessment of current and future space needs.

•

Preparation of three key deliverables consisting of an Insights Report, a Draft Library FMP and the Final Library FMP.

Planning Process Phase 1: Research & Consultation Phase 2: Library Space Assessments & Concepts Phase 3: Testing the Draft FMP with the Community Phase 4: Final Library FMP

Note about COVID-19 The Library FMP was initiated in the midst of the COVID-19 global pandemic that has had a significant impact on national, provincial and local economies. Public health measures in place since the onset of the pandemic have affected the way in which libraries are delivering services. Current Provincial public health plans have allowed economic activity to resume and limited social gatherings to take place including the re-opening of many library facilities with modified operating practices.

The pandemic has had a number of implications on the planning process. Initial community engagement activities for the Library FMP were largely carried out using online formats due to provincial restrictions placed on public gatherings.

Steering Committee meetings have been conducted virtually while telephone and video-conferences have been used for interviews, workshops and focus groups.

The disruptive nature of COVID-19 along with shutdowns mandated by senior levels of government significantly skew library attendance, circulation and other data for 2020 and 2021 in comparison to past years. Accordingly, the analysis of many Library FMP components rely upon data compiled for 2019 and earlier. Any data presented for 2020 and 2021 may not be directly comparable to past years, nor may it be a strong indicator of expected future performance due to temporary library branch closures, changes in borrowing activities or program participation, or shifts in library preferences. A future outlook for library space in the time of the pandemic is presented in Section 2 of this Library FMP.

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Section 2.

The Importance of the Library Branch

2.1 The Importance of Public Libraries The public library remains a core institution within Canadian society, consistently evolving and innovating in line with rapid advances in technology world-wide. In 2018, 83% of Peel Region adults stated that living within walking distance to a community centre or library is important to them when making a decision about where to live (the most popular service identified trailing only grocery stores, parks/trails, and recreation facilities). 5 Canada’s increasing shift towards a knowledge-based economy and the importance of “creative industries” mean that public libraries play a pivotal role to their communities. Libraries are places of learning, creativity, socialization and collaboration among all facets of the population.

Their position as critical focal points in the community remains though for somewhat different reasons than the past; libraries are utilized to fulfill objectives surrounding economic development and civic placemaking that contribute to the social, economic and cultural fabric of the community, which in turn has meant that the very way in which libraries operate in the modern age is different than in the past.

The transformative change experienced in modern libraries is driven by broad technological and societal trends. The development of mobile and portable technologies ranging from Wi-Fi to eBooks, tablets and smart phones is key to this. Equally important are social trends emphasizing creativity, social justice, experience, collaboration, sociability, community connection and lifelong learning. Such social and technological changes are unfolding and interacting in ways that are affecting customer experience, collections, community relationships and, in turn, physical space.

The increasing number of in-person visits to Brampton Library branches and growing number of digital circulations (shown in Figure 3 and Figure 5 in the pages that follow) illustrates the continued importance of the library and its adaptiveness to current trends. In response, Brampton Library has invested extensively in its physical spaces over the past decade through renovations and new branch construction as well as in its digital resources, and the effort appears to be paying off. Brampton Library registered approximately 31,500 new library customers per year in 2018 and 2019, which is 17% above levels in 2014 and 2015.

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2.2 The Library Branch as a Community Hub Brampton Library Brings People & Services Together Public libraries are increasingly being recognized as a community destination and an attractive public space with an enjoyable atmosphere. Many libraries are embracing their role as a community hub and are focusing efforts to becoming civic integrators, particularly through partnerships and a focus on directly providing information or acting as a referral point for other civic services. The evolution of libraries as gateways and hubs of civic activity have resulted in non-traditional library spaces for creation, collaboration, socialization, and programming.

Brampton Library incorporates many of these elements, to varying degrees across each branch. The Library has formed relationships with community partners and agencies whose mandates and services are complementary to its mission statement, invested in makerspaces and program rooms to increase programming outreach, and has partnered with other City departments to build and operate space.

Action #5-3 Brampton 2040 Vision

Social Hubs: Host locations for neighbourhood-based social support.

“Specifically targeted hubs…provide a capacity for the right service at the right place by the right people at the right time.

Instead of creating new facilities, people see these social hubs as using spaces within existing facilities such as schools, recreation centres, and libraries, within the fabric of neighbourhoods.”

New library facilities are being internally and externally designed and built to be noticed in the community as a symbol of community pride.

The design of the new Springdale Branch is a good example of creating a quality architectural focal point that contributes visually – as well as functionally through services – to the surrounding neighbourhood. A library can represent a community at its best, and function as a civic landmark.

Although not the primary intent of Brampton Library’s service model, the use of the term “community hub” has gained much traction in recent years. With more than 2.3 million in-person visits to Brampton Library branches in 2019, there is no denying the Library’s role as a civic integrator and community hub simply based on the number of people walking through its doors. As a place, a community hub is a central access point for a range of needed health and social services, along with cultural, recreational, and green spaces to nourish community life.

A community hub can be a library, recreation centre, school, early learning centre, older adult centre, community health centre, place of worship, or another public space. This concept offers many social benefits, strengthens community cohesion, and fosters enhanced quality of life by providing a central location to deliver a range of services in consultation with the residents who will use them. In 2015, the Province of Ontario published “Community Hubs in Ontario: A Strategic Framework and Action Plan” to assist in the planning and delivery of integrated hub projects and has begun to offer partial funding to a number of initiatives. Implementation of community hub projects are beginning to be implemented across the Province, with some good examples emerging.

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Figure 3: In-Person Visits to Brampton Library, 2015-2019 2,320,214 1,890,377

2,156,488

2,006,243 1,769,803

2015

2016

2017

2018

2019

Note: in-person visits were affected by renovations at the Chinguacousy Branch in 2016/17 due to renovation as well as opening of new Springdale Branch in February 2018. Visits in 2020 are not shown due to branch closures resulting from the COVID-19 pandemic.

Source: Brampton Library, 2021 Figure 4: In-Person Visits & Physical Circulation Rates in relation to Size of Library Branches, 2019 Visits per Square Foot

40.0

Circulation per Square Foot 35.0 30.0 25.0 20.0 15.0 10.0 5.0 0.0 Chinguacousy

Cyril Clark

Four Corners

Gore Meadows Mount Pleasant

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South Fletchers

Springdale

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Figure 5: Physical and Digital Circulation, 2015-2019

2019 Total Circulation = 4,192,643 items 4,549,311 4,045,156

3,747,802

3,649,116

2015

2016

2017 Physical Borrowing

570,304

501,947

413,993

365,140

3,622,339

2018

2019

Digital Borrowing

Note: in-person visits affected by renovations at the Chinguacousy Branch in 2016/17 due to renovation as well as opening of new Springdale Branch in February 2018. Visits in 2020 are not shown due to branch closures resulting from the COVID-19 pandemic.

Source: Brampton Library, 2021 Figure 6: Branch Share of System-Wide Circulation and Program Attendance, 2019

Share of System-Wide Circulation Springdale, 13%

Share of System-Wide Program Attendance

Chinguacousy, 16%

South Fletcher's, 13%

Springdale, 17%

Chinguacousy, 21%

South Fletcher's, 8% Cyril Clark, 16%

Mount Pleasant Village, 12%

Mount Pleasant Village, 15%

Gore Meadows, 13%

Cyril Clark, 9%

Four Corners, 14%

Four Corners, 11%

Gore Meadows, 21%

Notes: Data reflects statistics up to October 2018. Circulation data reflects physical items borrowed. The South West Branch opened part way in 2019 and is not included.

Source: Brampton Library, 2021

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Coordinated Delivery of Municipally Funded Spaces & Services The City of Brampton Community Services Department and Brampton Library have complementary ideologies in terms of their respective roles in serving the community and how each furthers the quality of life of Brampton residents through the spaces and services that they provide. Brampton Library and the City of Brampton were early adopters of the co-located library-community centre model as exemplified by the construction of the South Fletcher’s Sportsplex 25 years ago, and again through coordination of space/services at the Gore Meadows Community Centre in 2013. A number of progressive library systems across the country have followed this lead and have worked with their municipal counterparts to collaboratively address library, parks and recreational space through joint development and operations.

Libraries are Incubators for Learning & Career/Business Development Libraries, academia and other sources have published ample research documenting the importance that libraries play in improving education, literacy and economic potential of a community. The origins of the public library, dating back centuries, revolves around the concept of the learning commons where the sharing of ideas shaped many aspects in which societies developed over time. Today, many people continue rely on library services to further their knowledge as well access other vital services, help their employment prospects and even launch their businesses. Libraries are an important resource for students and Brampton is home to numerous educational institutions including postsecondary campuses for Ryerson University, Sheridan College and Algoma University. Educational attainment in Brampton is similar to provincial averages with 45% of Brampton’s population over the age of 15 having completed a college or university degree/diploma (the provincial rate is 49%).

Brampton’s average household income of 98,855 in 2015 is 5% below the Peel Region average and 1% higher than the provincial average. 55% of private households earned over $80,000 while approximately two out of every five households (41%) earned over $100,000. The Public Library can play an important role for residents wishing to increase their earning potential through access to education and information, and in turn access to library services plays a part in the overall prosperity of a community.

The economic development potential of libraries can be attributable to their ability to attract certain businesses, particularly those that require access to information or wish to be part of “creative clusters.”

In Brampton, the high cost of real estate has meant that some small (and large) businesses make use of library program rooms for employee and client meetings. Similarly, new business owners may use the Library’s computers, scanners and printers for their business activities – in this way, Brampton Library is an incubator and facilitator of economic activity. The 2016 Census finds that Brampton’s top five industries by size of labour force consists of the manufacturing, transportation and warehousing, retail trade, health care and social assistance, and professional/scientific/technical services sectors. Each of these industries experienced strong growth between the 2006 and 2016 Census periods and continued investment in local industry may result in higher demands being placed on Brampton Library moving forward.

Nearly two-thirds of Brampton’s employed labour force (64% of those with a usual place of work in 2016) commute to jobs outside of the city, with a majority of these residents commuting beyond Peel Region.

More than one out of every four commuters spend more than 45 minutes on their daily commute. As a result, Brampton Library can expect a high degree of demand for branches that residents can access within a reasonable travel time as well as potentially peak usage times during evenings and weekends.

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2.3 Responding to Brampton’s Growth Profile Library facilities are built, staffed and programmed in accordance with the needs of the population that are served. As the number and the socioeconomic characteristics of people living in Brampton changes, Brampton Library will need to be in a position to respond if residents are to obtain the various benefits that the Library brings. Similarly, the City of Brampton is charting a new vision for how it envisions the planning and development of the built environment and Brampton Library will be an important player in terms of the quality of life that is being pursued.

Keeping Pace with Population Growth The Statistics Canada Census recorded Brampton as Canada’s ninth largest city by population, and the fourth largest city in Ontario. Between the 2001 and 2016 Census periods, Brampton’s annual population growth rate of 4% has exceeded many other large GTA municipalities including Vaughan, Markham, and Mississauga. Growth statistics demonstrate the considerable rate of change in Brampton’s population compared to when the previous Library Facilities Master Plan was prepared.

The year 2021 population estimate of 698,000 persons for the City of Brampton means that there are now 156,000 more people living in Brampton (a 29% growth rate, averaging nearly 3% per year) compared to when the previous Facilities Master Plan was approved in 2011. Significant and continue population growth is forecasted over the current master planning period with a year 2026 forecast of 789,000 persons and a year 2031 forecast of 854,000 persons, thereby adding 156,000 persons over the next 10 years. 6 The Brampton 2040 Vision identifies the beginnings of a desired urban structure whereby a new ‘Uptown’ and a revitalized Downtown are the hearts of the city, and are accompanied by five ‘Town Centres’. From the perspective of Brampton Library, these identified nodes are important as they will concentrate residents and employment opportunities where the Library can play a pivotal role. Just as importantly, the Library can form an integral part of other civic transformations envisioned through the Brampton 2040 Vision such as complete and connected communities, a thriving arts scene, and social and health harmony.

There are an estimated 698,000 presently living in the City of Brampton, representing growth of 156,000 persons compared to 2011 when the previous Library Facilities Master Plan was approved.

Another 156,000 persons are forecasted to be added to the City’s population during the 10-year planning period for the current Library Facilities Master Plan, to reach a projected population of 854,000 by 2031.

The upcoming 2021 Census will provide further insights with respect to the accuracy of current population estimates while updating a number of socio-demographic indicators that will be discussed in the paragraphs that follow. Brampton Library will need to consider the release of 2021 Census data in the months and years to come to determine how they may affect the Library FMP and the Library’s ongoing facility development strategy.

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Embedding Libraries within the City’s Urban Structure The Brampton 2040 Vision 7 is a collective description of Brampton’s ideal future, and offers multiple visions oriented to city-building through a number of lenses. Although Brampton Library is an autonomous operating unit within the City’s departmental structure, the Library works with the City to advance common objectives related to city building, community development, and other investments in quality of life. Brampton 2040 Vision is a blueprint for the entire city and is understood to be playing a central role in the ongoing City of Brampton Official Plan Review process. Accordingly, the Brampton 2040 Vision is an important document to be considered through the Library FMP as facility development strategies will need to have regard for the future urban structure and associated visions established across different areas of the city.

The Official Plan Review must comply with Provincial and Regional population growth allocations. As part of this work, the City is examining three population growth scenarios for its “Built Up Areas (BUAs)” and “Designated Greenfield Areas (DGAs)” based on current trends, regional conformity policies, and Brampton Vision 2040. This work will lend further insights as to where population growth will be directed within City boundaries. Initial projections direct the majority of growth over the next 10 years to the DGAs, adding over 100,000 new residents in those areas between 2021 and 2031. The extent of such greenfield-focused growth will potentially create needs for new branches, particularly in areas that are not located in reasonable proximity to an existing branches. Another 30,000 to 50,000 new residents are forecasted to be added to the BUAs meaning that growth-related pressures can expect to be placed on existing library branches, some of which may not be easily expanded due to the built-up nature of the lands around them. 8 As noted through the Branch Profiles presented in Section 2.0, a number of existing library branches are located in areas identified for future growth and revitalization. Most notably are the Downtown, Uptown and Town Centres identified in the Brampton 2040 Vision where libraries will play part of defining the intended quality of life through arts, education, and civic engagement. Within or near to these identified areas, existing library branches are likely to be subjected to growth-related residential and employment pressures as well as the continued evolution of socio-demographic characteristics of residents living within them. On this basis, all existing library branches are integral parts to helping the City achieve its Brampton 2040 Vision but in particular the Four Corners, Chinguacousy, Gore Meadows, and South Fletcher’s Branches will be of prime importance in the future urban structure. New library space can also be anticipated in any underserved areas resulting from changes to the urban structure.

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2.4 Design Trends in Libraries Design to Encourage All to Connect, Learn, and Grow Libraries have transformed dramatically from a protective sanctum for a limited population, to an open space for nurturing public knowledge and intelligence. However, the most radical and rapid library transformation is now upon us. When knowledge and information are no longer tied to physical objects that need storage and order in a physical space, the question of “what the library will become” is being increasingly asked by library professionals and library designers.

North American libraries are changing their image and service delivery methods. Evolving library culture includes automated book handling and self-check kiosks. Taking cues from retail culture aesthetics, newer libraries include large-scale graphics, comfortable seating, display shelving to “market” collections, and bright, display-type lighting.

For many patrons, books are no longer the focal of the library experience. Library designers must consider new spatial typologies as communities request new services beyond traditional information and knowledge gathering forums. There is a need for highly adaptable space that can easily transform to accommodate a range of activities into library programming, such as interactive and social gaming platforms, live music, theatre, and cinema. Food service and retail functions are also enjoying a wave of popularity. These more active program elements need to be zoned successfully to still retain traditional quiet spaces for reading, study, and contemplation.

Promising Practice:

Calgary Central Library Calgary Central library’s design approach organizing spaces vertically from “fun” to “serious.” Its ground floor is open and invites patrons to be louder and collaborate in different ways without the worry of disturbing those in a more focused study area.

Photo Credit: Michael Grimm

Information and Reference Functions Following retail sector trends, many libraries are moving away from traditional static reference and information desks toward more flexible solutions. Roving reference staff walk the floor and can assist patrons at touch-down stations or small kiosks that can be easily moved to a variety of locations. Such trends represent a form of evolution from the traditional learning commons, supplementing this historic model in new and innovative ways. Libraries have provided space for group collaboration for some time and are findings ways to design areas within branches so that sharing between individuals can take place while managing for noise and providing the equipment/ tools required.

Individual study space is important, particularly in Brampton where many residents place a high value on education, where there is a substantial base of school-age and post-secondary students, and where access to post-secondary or other non-municipal libraries are in short supply. Modern libraries provide small study or collaborative rooms that can hold between 1 and 4 people, larger meeting rooms where more participants can gather, carved out study nooks in unique areas of the branch, or installed individual kiosks/desks to aid in study and group work.

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Flexibility Libraries represent the diverse interests of various user groups and stakeholders and reflect evolving market demands. Library design, therefore, must accommodate expansion and growth, be flexible to maximize cross programming and be adaptable to implementing future program elements with minimal disruption to facility operations.

A conceptual model with a clear organizational structure and an openendedness for growth and expansion will help a facility respond to future adjustments without a complete redesign. This design philosophy extends across all aspects of a project, from site design, to space programming, to mechanical equipment and system selections.

The cumulative result is a more successful building that meets the needs of its users, now and in the future. This approach is illustrated at Richmond Hill Public Library’s Oak Ridges Library and at the Toronto Public Library’s Fort York branch where both buildings employ a raised access floor system that is often seen in data centers and office buildings. With this system, a plenum space is created in the floor for electrical and HVAC distribution. As needs change, power outlet and HVAC terminal locations can be relocated within the floor system without the need for major renovation.

Promising Practice:

Vaughan Metropolitan Centre Library & VMC Express Vaughan Public Libraries is incorporating a new branch called The Vaughan Metropolitan Centre Library within a commercial building in the City’s new downtown development. It consists of a 9,000 square foot branch and a 400 square foot storefront space called the VMC Library Express.

There are a number of different partners involved in the project and it is a format that the library system may not have explored in the past.

Branches and Operations As cities grow, there is a trend toward creating a downtown and preserving land for parks and other uses. Like Markham’s “downtown” development and Vaughan’s Metropolitan Centre, the Brampton 2040 Vision promotes strong public realm for its identified nodes and corridors. Library systems may look to the larger cities for new partnership models for library branches.

Operations models are also seeing a trend toward new and innovative approaches to serving the changing needs of patrons. The Hamilton Library serves a large region including rural areas and they are exploring novel ways to serve and attract a dispersed community. The Freelton Branch is ‘staffless’ and has been in operation since 2017. A library card is used to gain access to the branch during the hours that staff are not present. All books and technology are available during extended hours and there is a direct line to the central library for support. Due to its location, the branch was only open for 17 hours per week prior to the switch to a ‘staffless’ model. Moving beyond traditional operational models may provide opportunities for more members of the community to engage with the library’s services and allow library systems to adapt to changing conditions.

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Photo Credit: Vaughan Public Libraries

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Sustainability Sustainability is an essential consideration in any new construction project and as a public institution, a library must lead the way and serve as an aspirational target for other projects in the community. The Brampton Library Board has previously endorsed LEED Gold certification as a minimum target for new projects. In most cases there is a trend toward Net Zero, Net Zero Carbon and Passive House Certification; the City of Brampton’s Energy and Emissions Management Plan charts a way for a Zero Carbon future. 9 An expanded definition of sustainability is also becoming well understood and adopted in new projects.

For a project to be considered sustainable, its design team needs to consider a holistic approach to the process. Being resilient to changes in climate and local conditions, considering the inclusion and wellbeing of a diverse group of patrons and looking for opportunities to include power generation or water reuse on site should all be explored in addition to the popular certification systems. It is clear that the library has reasserted itself as the social heart of a community. A shift in values and planning policy has set the framework for projects like the new Central Libraries in Halifax and Calgary and the Fort York branch of the Toronto Public Library to occupy a prominent civic location within a city or new development. Design excellence, sustainability, flexibility and innovation are common to all successful, contemporary library projects.

Addressing Aging Infrastructure A growing challenge for Brampton Library is the cost associated with the repair, renewal and replacement of its aging infrastructure. Additional investment is needed to keep the Library’s infrastructure operational as well as to enhance the quality of life and economic health for the city as a whole.

That being said, Brampton Library benefits from the fact that four of its eight branches were constructed within the past 10 years while many of its older branches have undergone major renovations in the past 15 years that have extended the useful lifecycle of certain structural and mechanical systems.

According to Canada's Core Public Infrastructure Survey, two out of every three libraries in Ontario (62%) were built prior to the year 2000 while one out of four libraries is now more than 50 years old. Despite the high average age of the province’s libraries, they remain in generally a good state of repair with 55% reported to be in good or very good condition due in part to lesser wear and tear relative to other forms of infrastructure (such as roads, sports facilities, etc.). 10 With half of Brampton Library’s branches constructed over the past decade, the future bodes well although proactive financial planning is always important regardless of a branch’s age in order to maximize how long an asset stays in operation and for it to meet community needs over time.

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2.5 Libraries as a Place for All Modern libraries offer engaging and innovative environments to attract a diverse range of patrons.

Successful spaces offer intimacy, warmth, and comfort on a public scale. Libraries must accommodate an unprecedented diversity of clientele as demographics continue to evolve. Collections, service points, and lounge spaces must consider a range of physical, mental, and developmental disabilities, a broad age range, and diverse ethnic and cultural backgrounds.

Brampton Library is a place for all people. Its doors are open to anybody that wishes to enter and people are welcomed without judgement. Brampton Library employs a progressive operating philosophy that respects the strong diversity found throughout the city – Brampton Library’s vision of inspiring Connections and its mission statement that references an intent to “create opportunities for everyone” reinforces the organization’s commitment to inclusion. In being a place for all: •

Libraries Serve Multiple Ages & Generations - Libraries are multi-generational settings that attract new parents and toddlers, school-age and post-secondary students, young professionals and seniors. Libraries have adapted their collections and programming to respond to the needs of diverse age groups, carefully remaining apprised of trends and interests pertaining to each. In terms of both absolute and proportionate growth between the 2006 and 2016 Census periods, Brampton has seen increases across all age groups, largely due to the rate of growth in the City as a whole over this time.

•

Libraries are an Access Point for Vulnerable Populations - Public libraries are one of the few free spaces available to marginalized populations. The Public Libraries Act supports provision of equal and universal access to information and ensures free and equitable access to public libraries for all members of the community. Among other items, the Act specifies that there are to be no charges for admissions to library, in-library use of materials, borrowing / reserving materials, nor for information services. There are a number lower income households in Brampton that benefit greatly from affordable and accessible public library services including the nearly 67,000 residents (11.3% of the total population) living below Statistics Canada’s LowIncome Measure After Tax.

•

Libraries as Destinations for Newcomers and Diverse Cultures - Libraries have long been some of the first community destinations sought out by newcomers to Canada. Libraries are a place for recent immigrants to hone language and literary skills through access to collections and programs such as ESL, while providing a safe space to meet other people in their community. The Library is an invaluable access and referral point for newcomer services offered by all levels of government and agencies operating locally. They are also places that showcase the cultural backgrounds found within the communities they serve, while providing a welcoming and comfortable environment through the design of space, collections, and staffing. More than half of Brampton residents (52%) were born outside of Canada and the city’s immigrant population increased by 100,000 persons between the 2006 and 2016 Census periods.

•

The Library as an Advocate for Social Justice - There has been a resurgence in recent years of attention placed upon social justice issues. Prominent areas of focus have included the LGBTQ2S, Indigenous and racialized communities. Libraries have raised awareness of social issues, educated the broader public, and supported historically marginalized populations. Efforts have largely centred upon supplementing collections with authors representing marginalized backgrounds and topics speaking to these communities, showcasing such collections at certain times of the year (e.g. Black History Month, Pride, etc.), delivering intentional programming (e.g.

London Public Library offers a Drag Queen Storytime), and providing resources to these communities. Indigenous art has become integrated to a greater extent in public places in recognition of the role that these peoples have played in the development of the country as well as to promote principles of Truth and Reconciliation.

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2.6 Enabling Access to Technology Libraries are currently operating in a period of rapid technology innovation, enabling them to meet the needs of their customers in new and exciting ways such as through use of wireless devices that have made Wi-Fi and independent work/study stations more vital. While computer commons are still at the heart of most libraries, Wi-Fi technology and the proliferation of personal laptops are dispersing computer use to every corner of the library.

Laptop lounges, seating bars, and cafés provide unique amenities that complement reading, relaxing, and studying through the digital medium.

Brampton Library provides over 400 computer workstations and Chromebooks for in-branch use which collectively facilitated more than 330,000 computer sessions in 2019 (Figure 7).

Makerspaces & Digital Innovation Hubs Brampton Library is playing a part in Brampton’s move towards becoming an increasingly “smart city” in the technological sense while and nurturing innovation, with a recent example of the latter being the investments in Makerspaces at the Four Corners, Chinguacousy and Springdale branches.

A Makerspace or Digital Innovation Hub is an important program element found in any new library. Brampton Library’s MakerSpace Brampton initiative is a joint venture with the City of Brampton Economic Development Office and Sheridan College’s Faculty of Applied Science and Technology.

Equipment includes 3D printers, vinyl cutters, electronic cutting machines, music-making equipment, and more; Makerspace Brampton programs include interactive learning in 3D printing and modelling, coding, web design, robotics, and other STEAM and maker topics for all ages while the Library also hosts special events and meetups such as Tech Talks and Repair Cafés.

In addition, equipment commonly found in other makerspaces includes 3D scanners, laser cutters, sewing machines, power tools, electronics tools, and so on. Makerspaces may be subdivided or augmented by more defined rooms for music and voice recording, photo and video studios, computer stations and collaboration areas for coding.

Digital Literacy & Bridging the Digital Divide Digital literacy is quickly expanding and libraries play a key role in the education process. New technologies are leading to the emergence of new public experiences, allowing libraries to reinforce their value to their community, including to younger generations. Through the provision of computer commons, makerspaces, program rooms and other areas, the public library has become a place for residents of all ages and backgrounds to learn about the types of technology prevalent in the global arena along with how to use technology for the betterment of their daily lives.

Libraries are also witnessing challenges relating to what is known as the “digital divide” where there are segments of the population that cannot afford and/or have the ability to navigate technology. Brampton Library is a critical community resource that bridges the digital divide by enabling free access to the internet, provision of computers and laptops for library cardholders to use, delivering programs and technical assistance to help residents navigate technology, and providing affordable printing, scanning and access to makerspace equipment.

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Digital Programming Brampton Library’s increased focus on digital content and programming has proven popular and now invaluable during the ongoing COVID-19 pandemic (as will be discussed in the pages that follow). The act of borrowing printed books is still by far the most popular activity at libraries, however, the desire for variety and different library formats has increased considerably in recent years. Traditional print and non-print formats (CDs, DVDs, etc.) continue to dominate Brampton Library’s circulation figures though digital circulations have been consistently increasing their share. Figure 8 shows that digital borrowing increased by 56% between 2016 and 2019 – an annualized average of 19% per year – while there has been a 31% jump in digital borrowing between 2019 and 2020 which has most likely been brought on by the COVID-19 pandemic. This illustrates the necessity of maintaining a diverse collection to meet the needs of the entire community.

A 2015 Market Probe Survey commissioned by the Federation of Ontario Public Libraries revealed that: 66% of library cardholders mostly read in hard copy while 17% mostly read in electronic format and 18% read both. Although there may be a growing tendency away from physical collections and toward digital access, broad trends indicate that many people, including children and youth, still prefer books and other physical items. As a result, physical collections will continue to coexist with emerging digital formats for the foreseeable future.

Therefore, the impact of technology has not significantly lessened the demand for traditional materials but in fact has led to greater space needs – particularly for study/learning spaces and creative spaces. Conversely, the use of library-provided computers has been declining over the past few years, reflecting the trend to work on one's own laptop or other mobile devices while in the library. Self-serve technologies are now ubiquitous and have “unchained” library staff from their desks thereby allowing them to be flexibly deployed wherever and however necessary within the branch or community.

In addition to spaces that enable physical access to technology and equipment, technology procurement, renewal, systems data analysis, and related programming have become a key focus for Public Libraries in recent years. Not only can technology introduce the community and staff to new possibilities, it can also streamline and improve existing processes.

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Figure 7: Number of Computers & Computer Sessions by Library Branch, 2019 97,774

Number of PC Workstations & Chromebooks Chinguacousy = 84 Mount Pleasant = 84 Cyril Clark = 38 South Fletchers = 38 Four Corners = 41 Springdale = 41 Gore Meadows = 78

54,195 47,639

45,764

47,946

22,549 16,379

Chinguacousy

Cyril Clark

Four Corners

Gore Meadows

Mount Pleasant

South Fletchers

Springdale

Figure 8: Brampton Library Digital Borrowing, 2016-2020

748,823

570,304 501,947 413,993 365,140

2016

2017

2018

2019

2020

Source: Brampton Library, 2021

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2.7 Potential Implications of COVID-19 on Library Space Given the rapid pace of change that the COVID-19 global pandemic has brought, planning for an uncertain future is a challenge as people try to find new ways of living, working, playing, and connecting with each other. Clearly, this is unchartered territory and Public Libraries must continually assess and adjust their expectations, practices, and norms.

Library services were heavily impacted by the pandemic and the subsequent public health response. The pandemic has the potential to affect the long-term demand for and delivery of library services, however, the ultimate scope and scale of change is unknown. Long-range planning and strategic investment are believed to be as vital as they have ever been in order to support the significant role that the Public Library plays in the personal, social, and economic recovery/revitalization of the community.

Recognizing that the situation is evolving and new information and guidance is emerging on a regular basis, communities must prepare for a wide range of scenarios. The following are some preliminary thoughts about how the COVID-19 pandemic may affect the sector in the short to longer-term.

“Hard times bring libraries’ value into sharper focus.” ~ American Library Association, The State of America’s Libraries

The Importance of Libraries During a Pandemic Personal levels of stress and anxiety are running high during the pandemic and work/life balance is creating challenges for many. Even before the pandemic, libraries provided a place for respite for many Canadians. The Public Library will play a critical role in the mental and physical health recovery of citizens – particularly those living in urban environments – and can be expected to play an equally important role in community economic revival. Brampton Library has always played a strong role in the city and its various communities, and there is every reason to believe that the library will continue to be a pivotal part of the community fabric during and after the pandemic. Access to public spaces and programs is a fundamental service for Canadians, especially children, seniors, and marginalized populations. It is entirely possible that the pandemic will help to create a new and greater appreciation for the benefits of library services, many of which provide respite from the growing social isolation faced by Canadians. To respond to the needs of citizens, investment in public libraries must continue.

Acceleration of Digital Content & Service Plans Brampton Library is among many systems province-wide to have refocused efforts to improve their ‘Digital Library’ and online collections/resources; while many library systems have been trending in this direction for a number of years, the pandemic has accelerated the rollout of digital content in certain communities. London Public Library, Oakville Public Library and a number of other systems have followed suit of many of their counterparts and are now offering virtual library programming such as online book clubs, livestreaming story times on Facebook Live or InstagramTV, and are targeting programs to specific age groups (e.g. children, teens and older adults).

The pandemic has the potential to increase uptake of digital library services since Canadians have been forced to adopt greater use of technology and online services, beyond those offered by the library, as part of their daily lives. While there has always been a segment of the population that has an advanced technological proficiency, the pandemic may lead to greater comfort in the use of technology amongst the mass market and possibly entice people that have been historically reluctant in their use of technology to incorporate it to a greater degree in their daily lives. Unemployment resulting from the pandemic may also lead to greater use of the library’s internet services and employment resources among prospective job seekers.

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Helping to Keep People Connected Many people rely upon on libraries for social connection. Seniors and newcomers are notable examples of groups that face a higher risk of social isolation due to mobility, language and/or income-related constraints and thus lean on libraries as a place to interact with others, Library closures resulting from pandemic lockdown measures along with general public advice to limit non-essential travel outside of the home have further contributed to the isolation of certain population segments.

Library systems in Toronto, Hamilton, Markham and Windsor have been reaching out to library patrons during the pandemic. In the case of Toronto Public Library, library staff have placed phone calls to thousands of library cardholders, focusing primarily on persons between 70 and 100 years of age that may be prone to isolation or considered vulnerable. The calls are intended to connect with library users, conduct wellness checks, and assist seniors in accessing online library resources that have been moved online due to the pandemic.

Libraries as Part of the Pandemic Recovery After the 2008 financial crisis, the American Library Association (ALA) found that recession drives more Americans to libraries in search of employment resources. The ALA report stated that “Hard times bring libraries’ value into sharper focus” and that public libraries were a critical part of helping unemployed workers navigate the online job market, learn new skills (including resume building), deliver continuing education programs, and access government services. 11 The closure of elementary, secondary and postsecondary educational institutions may also drive students to a library branch to use computer and internet services, particularly for those that do not have the means to access the technology at home.

With certain parallels between the 2008 economic downturn and the current COVID-19 crisis, it is reasonable to expect that Canada’s Public Libraries will once again be relied upon as a pillar of resiliency.

That being said, the same American Library Association report found that funding lagged following the recession as state and city budgets were cut, resulting in reduced library budgets and hindering their ability to operate at full capacity in the months that followed. In Canada, it remains to be seen if pandemicrelated stimulus from senior levels of government will be sufficient to allow libraries and other civic institutions to maintain their current funding allocations, and how funding will compare to the level of need being placed on the Public Library as a result of any economic downturn.

Looking Ahead Given that the pandemic has been ongoing for slightly more than a year at the time of writing, the longterm projection is less certain and much will depend on the duration and severity of the COVID-19 pandemic. With the release of vaccines, there is cautious optimism that the end may be on the horizon but these treatments have not been tested among the mass global public. Concerns about gatherings may keep some people away from library programs/events and crowded spaces. Some people may take it a step further and spend more time in, or relocate to less populated, suburban or rural areas. Complete communities – such as those envisioned in the Brampton 2040 Vision – that contain a mix of residential, education, employment, recreational, and active transportation opportunities that function as selfsustaining and connected neighbourhoods will be most desirable. This will require a rethinking of how many aspects of public space are designed and managed – maybe even a shift away from large multi-use complexes towards smaller localized facilities – which could take decades to fully realize.

To be successful, library systems must continue to look to research and lessons from across the world and invest time and resources in new technologies and approaches that assist in realizing the many benefits associated with access to library services.

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Section 3.

Community Engagement Programme

3.1 Raising Awareness of the FMP Brampton Library placed significant emphasis upon raising awareness of the Library FMP and opportunities for the public and stakeholders to participate. Publicly branded as “Our Library Facilities Master Plan”, the FMP’s consultation initiatives were promoted using a “Now is the time to have your say” tag line to ensure consistent messaging. A colour scheme based on the Library’s Strategic Plan was also created to enhance recognition of the Library brand and provide the public with visual reinforcement that this is a Brampton Library project.

Brampton Library promoted the FMP in a variety of ways including through print and digital media, its social media accounts, and paid online advertising.

Additionally, members of the Library Board, City Council and other community champions were requested to disseminate project information through their respective networks.

A project portal created under bramptonlibrary.ca provided information about the FMP, ways for people to be engaged, project updates and contact information. A set of information boards was posted along with a dedicated email address specific to the Library FMP.

Screenshot from the FMP webpage found at www.bramptonlibrary.ca

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3.2 Community Survey A community survey running between March 29 and May 5, 2021 collected input on a variety of topics related to libraries for the FMP. Specifically, the survey explored usage of Brampton Library branches along with library-offered activities and services. The survey was available to complete through online and hard copy formats. A total of 931 surveys were completed and analyzed.

With the COVID-19 pandemic having closed library branches and reduced the availability of services typically provided in 2020 and 2021, survey respondents were asked to report their participation levels from 2019 (pre-COVID) to provide an accurate picture of what libraries residents typically visited. Please note that the self-administered format of the survey is such that results should not be considered to be statistically representative of Brampton’s entire population.

Survey Sample Characteristics Notable demographic characteristics of responding households are as follows: •

The median age of survey respondents was 40, four years above the 2016 Census median.

•

The average household size was 3.6 persons, which is comparable to the 2016 Census figure.

•

Responses were obtained from areas across Bampton, based on postal codes. The top areas represented were generally located in areas served by the Chinguacousy, Mount Pleasant Village, South West, Fletchers, and Springdale branches. Less than 3% of respondents were nonresidents of Brampton.

•

People that have lived in Brampton for over 10 years accounted for 64% of responses, suggesting that much of the survey sample is well established in the city.

•

English is spoken in 95% of responding households though 14% report also speaking Hindi and 12% speak Punjabi.

•

Nearly 3 out of 4 surveys were submitted by persons identifying as females (74%) while 24% were submitted by persons identifying as males and 2% by persons that identify as ‘Other’ such as nongendered or non-binary individuals.

•

90% of persons surveyed reported that they have an active library card indicating that the vast majority of the sample are familiar with Brampton Library to some degree.

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Visits to Brampton Library The majority of survey respondents were Brampton Library users. The majority have an active library card and 91% visited a Brampton Library Branch at least once in 2019. Of those that visited at least one branch, 39% were frequent users who visit a branch one or more times per week. 1 out of 3 surveyed households (33%) made use of the Chinguacousy Branch making it the most visited among the survey sample. The Four Corners Branch was used by 27% of the survey sample while nearly 1 in 4 respondents (24%) made use of the Brampton Library website (Figure 9).

Figure 9: Frequency of Library Use

Average Number of Trips to a Library

Library Branches Visited in 2019

(n=931)

(n=855) Chinguacousy Branch

33%

Four Corners Branch

27%

I used the Online / Digital Library

Once a month, 15%

24%

Springdale Branch

18%

Cyril Clark Branch

18%

Mount Pleasant Village Branch

16%

Gore Meadows Branch

13%

South Fletcher’s Branch

13%

South West Branch

Once every two weeks, 17%

2%

A few times a year, 17%

Once a week, 23%

I do NOT Don’t know / Not sure, use 2% Brampton Library, 7%

Once a year, 4%

61 respondents (7%) indicated that they did not visit Brampton Library in 2019, of which the primary reasons were reported as follows: •

18 people had just moved to the area (and are presumably not familiar enough with, or have had the time/ability to visit a Brampton Library branch);

•

15 people indicated that they obtain the information that they need from non-library sources;

•

Libraries were located too far away from place of residence, school or work for 8 respondents;

•

5 respondents make use of other public library systems outside of the City of Brampton; and

•

4 people indicated that they are simply not interested in using libraries.

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Importance & Satisfaction with the Brampton Library Survey respondents reinforced the importance of Brampton Library. 2 out of 3 respondents (66%) stated that Brampton Library is very important to their household while another 29% indicated that the Library is “somewhat” or “fairly” important to them; just 3% of the sample stated that the Library is not important to them (Figure 10).

Figure 10: Importance of Libraries

Slightly Important, 3% Somewhat Important, 8% Very Important, 66%

Fairly Important, 21%

n=692

Overall, respondents that visit Brampton Library branches are generally satisfied with the overall library experienced provided through space, services and programs. The Chinguacousy, Gore Meadows and Springdale Branches all received satisfaction ratings above 70% while satisfaction scores were lowest for South Fletcher’s and South West. It bears noting that fewer people assigned a ranking to South West, possibly suggesting that a portion of the sample is not as familiar with that branch relative to others.

Figure 11: Satisfaction with the Overall Library Experience by Branch Chinguacousy, 77% 4% Gore Meadows, 73%

5%

Springdale, 72% 4% Mount Pleasant Village, 69%

7%

Four Corners, 68%

7%

Cyril Clark, 68% South Fletcher's, 62% South West, 55%

8%

8%

6% Satisfied Not Satisfied

Note: responses exclude neutral responses (neither satisfied nor unsatisfied) and thus totals do not equal 100%

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Library Activities and Services Browsing and borrowing books (90%) was identified as the most popular activity that 90% of respondents use the Brampton Library for. Other popular uses identified were using the Brampton Library website (51%), to read and relax (43%), browse and borrow DVD’s and CD’s (38%), and to access Library programs and events (37%). Figure 12 contains a more fulsome list of activities that the libraries are used for.

Figure 12: Activities and Services Typically Used

Browse and borrow books

90%

Brampton Library website

51%

Read and relax

43%

Browse and borrow DVDs, CDs, etc.

38%

Access Library programs or events

37%

Study / Homework

29%

Asking a Librarian to help find information

27%

Photocopying, scanning or printing services

24%

Access Wi-Fi

23%

Access digital/online magazines and newspapers

23%

Access printed magazines and newspapers

22%

Access a computer

17%

Socialize with friends or family Use a Makerspace

16% 12%

Job / Employment / Career Opportunities

8%

Meet with co-workers or clients

4%

Other

4%

I do NOT use Brampton Library

2%

n = 878

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Figure 13 illustrates respondents’ usage of community centre spaces or programs when visiting a library that is located within a community centre such as is found at Gore Meadows or South Fletcher’s. 2 out of 5 respondents that visit libraries in community centres (41%) indicate that they sometimes, often or always use the other facilities which suggests that co-locating libraries with other municipal services and amenities is appealing to them. Approximately 1 out of 3 respondents (34%) stated that they do not use libraries located within a community centre.

Figure 13: Usage of Other Community Centre Components Co-Located with Library Branches

Always, 6%

Often, 15%

Sometimes, 21%

Rarely, 13%

Never, 10%

Requests for Library Services Respondents identified a variety of suggestions for activities that could be offered once COVID-19 restrictions are lifted that would encourage their use of libraries. The most popular request was to provide outdoor reading space or gardens and to expand the Library’s digital and print collections. Figure 14 on the following page identifies the types of additional services or programs people would value most.

Additional Comments Respondents had an opportunity to provide additional input to be considered in the development of the FMP. In general, people requested more programs (specifically those that are geared towards children) and reported enjoying the makerspaces and would like to see these spaces grow and offer new technologies (e.g. 3D printers, drones, etc.). A number of comments pertained to functional improvements at existing branches such as incorporating more washrooms and providing eating areas.

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Figure 14: Activities to Encourage Library Usage Providing outdoor reading areas/gardens

37%

Expanding the Digital Library

32%

Expanding the print collection

29%

Having more programs or events

29%

Improved children’s or teen area

25%

Access to more seating / lounge areas

24%

Longer hours of operation

23%

Having a library closer to home

21%

Access to more study / quiet areas

19%

Renovations that improve aesthetic

18%

More virtual/online Library programs

14%

Food and beverage services

14%

Enhanced cleaning and sanitization

13%

More parking

12%

More spaces to work on own projects

11%

Contact-free services

10%

Better or more public washrooms

9%

More job/employment/career resources

8%

Access to materials or services in other languages

8%

Co-locating in multi-use community centres

7%

More computer workstations

7%

More meeting rooms

6%

Better accessibility for disabled

5%

Closer to public transit stops Better signage in the library

5% 3%

Other Suggestions

7%

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3.3 Community Stakeholder Focus Groups Two workshops with community stakeholders and library users were carried out on April 21, 2021. The meeting brought local agencies, educational institutions, community advocates, library volunteers and interested members of the public together to discuss the future of Brampton’s library branches.

Participating Organizations 1.

2.

3.

4.

5.

6.

7.

8.

Brampton Library Branch Volunteers Arts, Culture & Creative Industry Development Agency Peel Art Gallery, Museum & Archives The Hive Performing Arts Centre Rose Theatre Brampton Multicultural Centre The Regional Diversity Roundtable Achev

9.

10.

11.

12.

13.

14.

15.

Elizabeth Fry Society Family Education Centre Peel District School Board Dufferin-Peel Catholic District School Board Peel Alternative School North Moyo Health & Community Services Roots Community Services 16. Members of the General Public

A summary of themes from the two workshops is consolidated below.

The Library Brings People Together

Library branches were described as places where people from different walks of life can be found, and where community organizations can bring their members together in spaces that are inclusive and affordable.

Participants discussed a continued need for new and renovated libraries to be mindful of designs that provide physical accessibility, offer accessible and gender neutral washrooms, and consider spaces for personal reflection, prayer and Indigenous Smudging Ceremonies.

People are Looking for Space

Whether meeting rooms for community organizations to convene or deliver services, study areas for students, or simply places to sit comfortably, space within library branches is highly sought after. Certain stakeholders indicated that they could have up to 30 participants meeting at a time and thus adequately sized rooms would be beneficial.

Arts & Culture in the Library

Libraries are seen as places that embody, nurture and develop communitybased arts and culture. Participants value the tools, equipment and services provided to creative individuals (e.g. 3D printers and recording equipment found in the makerspaces) but also the space that the Library has offered to groups such as those in the performing arts.

With affordable studio and creative space in short supply across Brampton, the Library was encouraged to push the idea of makerspaces even further.

This could include artist space, “messy” space, shared studios and coworking spaces. A suggestion was made to optimize use of the recording studio to further career goals of individuals in the performing arts, potentially through a partnership between the Library and a theatre(s). A future library could also consider a basic black box theatre intended for small recitals and rehearsals. The potential to combine a future library with a farmer’s market and other community spaces was also raised.

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Libraries are Still an Important Place for Learning

Representatives from the school boards emphasized that there could be opportunities to work with educational institutions to develop libraries in conjunction with their facilities as well as collaboratively deliver programs and services to students and the public-at-large.

There was an observation that libraries are important places for people to “learn how to learn” by virtue of the resources available in branches and some educators bring their students to library branches to learn what is available and how to use them. There is a common misconception that all information can be found online and thus people may not think to visit a library branch, and thus the Library must find ways to remind people that it is a place where information is available in an unbiased way; in addition to the design of libraries and the resources that are available, the Library would also need to promote itself if it is to draw more non-users into branches or its website.

Transit-Friendly & Bike-Friendly Libraries

Providing access to library branches for residents that do not drive or own a personal vehicle was discussed. From broad planning principles such as integrating libraries as part of Transit-Oriented Developments to specific details such as situating transit stops as close to the doors of a library as possible, the point that was made that many library users arrive by bus.

In addition, libraries were seen as an integral part of walkable/bikeable community designs that promote health and wellness. Participants indicated that libraries should be located in proximity to active transportation routes including bike paths and trailways, and that bike racks and other means to secure a bicycle should be provided at each branch. It was suggested that the Library could engage resources such as Peel Region Public Health and Bike Brampton to plan future branches with active transportation routes, discuss bicycle storage/racks, and potentially offer workshops on cycling.

Bringing the Library Outdoors

The idea of providing outdoor library space was raised, building upon the traditional “reading gardens” and potentially extending other library spaces and services in outdoor settings. With indoor space seemingly at a premium, the thought was to provide outdoor study space or outdoor collaborative areas, and potentially outdoor creative or makerspaces. Such spaces could also be complemented by outdoor programming.

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3.4 Library Staff Workshops Three workshops with Library Staff were held in early 2021 with Branch Managers (March 11), the Library’s Senior Management Team (March 16), as well as Librarians and front-line staff (April 1). Each workshop yielded insightful perspectives ranging from the Library as an entire system/organization to each individual branch. Notable and common themes from the workshops have been consolidated so that responses are not personally identifiable to any particular staff person.

Balancing the Different Demands that Library Customers Place on Space

Brampton Library branches are highly valued for the types of spaces and services that are offered within them. Residents place a high value on quiet areas as well as more dynamic, collaborative and social spaces. Sometimes balancing the diverse range of program and services being sought in a given branch can be challenging, particularly if the spaces do not have sufficient physical separation to minimize potential conflicts or distractions such as noise, foot traffic, or simply activities taking place if they must displace another. To combat this challenge, Library staff suggested creating defined areas for uses but doing so in a manner that still allows flexibility to adjust day-to-day or month-to-month, integrating glass walls to retain an open concept feel, and pursuing multi-level library branches where programming and noisier activities could be separated from quiet areas.

Brampton Library is a Civic Integrator & A Welcoming Space for All

The Library is seen as a space that brings people together by creating a safe, welcoming and comfortable atmosphere where ALL residents are welcome.

Library staff see opportunities to build on this strength by providing areas where residents can “explore, discover and create,” be places that incubate start-ups and small businesses, and provide an introduction to Canada and Brampton for newcomers to the city. Staff generally support the idea of including library branches as part of civic hubs, which lends itself well to the Library’s inherent role as a multi-service access point though there is also recognition that spaces and services provided by multiple organizations need to work cohesively for a hub model to work.

Keeping Pace with Population Growth & Diversification

Even with recent investments in new and existing library branches, the incredible rate of growth in Brampton continually creates substantial pressures and generates needs for additional library space. Higher density and transit-oriented developments will result in greater foot traffic and needs for services, however, the size and/or configuration of existing branches are not conducive to the Library growing with its population. The socio-economic and cultural diversification in Brampton is also quite varied and thus library spaces and services will need to consider such aspects if people are to be drawn to the branches.

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Expanding the Geographic Reach of the Library

In addition to the need for physical space discussed above, travel across Brampton can be challenging for people that do not have access to a personal vehicle as well as in terms of overall travel time. Although Brampton is investing heavily in transit, the ability of certain people to reach a library in a convenient time (particularly during peak travel periods) is somewhat limited due to the city’s historical automobile-centric design.

Gaps were specifically noted in Brampton’s south-east and south-west where residents must travel a considerable distance and time to access library services. Smaller branches embedded in neighbourhoods was one suggestion to improve service and relying on larger community-serving branches to provide specialized programs and services (e.g. makerspaces).

A Focus on the Neighbourhood

Brampton can be described as a “community of communities” due to its geographic size. A number of library branches draw people from a very large catchment area but Library staff see a potential to align with certain Citybuilding initiatives such as being part of healthy, walkable and vibrant community designs.

Existing and future libraries have the potential to form parts of neighbourhoods where residents can “live, work, and play” while delivering programs and spaces that can be tailored to the unique characteristics of the communities in which they are located. This could require a fundamental shift in the Library facility distribution model (e.g. centralized versus decentralized services) and historical catchment areas. Staff see an opportunity to work with the City of Brampton to a greater extent, particularly to integrate library “access points” within existing municipal spaces such as community centres found in neighbourhoods throughout the city to improve geographic distribution.

Study & Quiet Spaces are in High Demand

Library staff note that many Brampton residents place a high value on education and academic achievement. Accordingly, there is strong demand for study space across all branches among students of all ages ranging from school-age children to post-secondary students as well as adults pursuing continuing studies. However, the ability to access study spaces or quiet areas can be affected by other activities that are taking place in a branch as noted above. Library staff note that their branches are hubs of activity and thus interactions between people is desired (and will generate noise) but as one staff member indicated, “Silence is also a service.”

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3.5 Library Board Engagement The Brampton Library Board has been engaged throughout the FMP process to provide an overview of the FMP planning process, inform the Board of the community engagement program and results, present the Phase 1 Insights Report and FMP deliverables. Notable themes from a visioning session with the Library Board in March 2021 (Phase 2 of the planning process) included: •

There are many post-secondary students in the city that rely heavily upon Brampton Library for information needs and study space.

•

There is a high value placed on the Library’s resources including technology, spaces for social gathering, and services for young children and their families.

•

Having both indoor and outdoor library space, including community gardens, particularly in higher density areas where people may not have their own backyards.

•

Lack of space for the local arts and cultural sector was identified and the Library is seen as a place where creative individuals can access spaces and services that they require.

•

Importance of connecting library branches to active transportation and public transportation infrastructure for library patrons that do not own a vehicle or cannot drive.

•

Finding ways to engage more senior’s within library branches through accessible designs and targeted programs and services.

The Library Board was presented with the Insights Report (Phase 1) in May 2021 followed by the Draft FMP in September 2021 prior to its release for public commenting. The Final FMP was presented to the Library Board for their approval in 2022.

3.6 Public Commenting Period The Draft FMP was made available to library stakeholders and the general public for review and comment between November 1 and December 10, 2021. A feedback form was created for people to submit feedback with the following themes emerging from the 39 responses received.

The majority of respondents indicated that the FMP was clear, precise and well laid out. Respondents supported the shift towards a more neighbourhood-oriented model and having branches situated more locally with a focus on walkable distances and accessibility for all. There were requests for Brampton Library to look at different district and area libraries to keep up-to-date on new trends, design elements or programming that may be emerging (including providing space for building/creating and continue to focus on expanding makerspace). Although e-books and audiobooks are convenient, especially during the pandemic, library users still value having a physical collection and would not like to lose these items even as technology continues to advance.

Respondents indicated they would like to see more programs and services offered at libraries including: • • • • • •

presentations by authors or local experts on zoom or in person; programs for new Canadians; a wider selection of books, magazines, e-books and audio books; advanced technologies such as 3D printers and music studios; a focus on locating expanded library amenities and programs as part of community centres; and expanded customer service and staff training to provide guidance to library users.

It bears noting that some of the comments identified above were beyond the FMP’s scope, however, the feedback will be useful as Brampton Library staff plan for future programs and services.

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Section 4.

Facility Model & Space Requirements

4.1 Library Facility Model Brampton Library has historically operated under the premise of a centralized system comprised of one Central Library and several District Libraries distributed across the city. Previous iterations of the Library Facilities Master Plan in 2007 and 2011 supported a new Central Library as part of an expanded City Hall though more recent conversations among elected officials and municipal decision-makers have centred upon the possibility of integrating a Central Library as part of a “Centre For Innovation” in Brampton’s downtown.

Although the centralized model has served Brampton Library well using the Four Corners Branch as the de facto central library, the City of Brampton’s new Official Plan and 2040 Vision documents chart a fresh course for city-building, particularly with policies oriented to delivering neighbourhood-focused services and experiences. With municipal planners, urban designers and elected officials pursuing of multiple community hubs and corridors focused on mixed land-uses and transit-oriented development, Brampton Library must evolve alongside that of the City of Brampton for it to remain positioned to respond to the degree of growth being sought.

This 2021 Library FMP continues to support a centralized system although in a slightly modified format that introduces a new type of branch category referred to as the “Neighbourhood Library.” The Neighbourhood Library is intended to provide services in areas that are not located in reasonable proximity to District Branches and where they can support the concept of 20-Minute Walkable Neighbourhoods, Transit-Oriented Communities and Complete Communities that are advanced through recent and ongoing City planning processes. The role of Brampton Library complements these concepts as its branches are places of community connection, activity, vibrancy and inspiration. The new facility model also builds upon trends and input from community feedback presented earlier in the Library FMP. Through the revised Library Facility Model: •

District Branches include Chinguacousy, Four Corners, Cyril Clark, Springdale and Gore Meadows

•

Neighbourhood Branches consist of South Fletcher’s, South West and Mount Pleasant Village.

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The Centralized Library Model CENTRAL LIBRARY As a key asset in the renewal of Brampton’s downtown as a vibrant, civic-focused centre, the Central Library serves a number of vital functions including acting as a central hub for community activity, a resource centre with expanded reference collections, centre of the inter-library delivery system and house the Library’s administrative staff.

The Central Branch should be a minimum of 175,000 ft2 in size, serving as specialized service location for the entire City as well as a local branch for residents and businesses in the surrounding area.

DISTRICT BRANCH District Branches are intended to provide a broad range of collections, services and programs; they are sometimes curated to the characteristics and preferences of people living in the communities that surround them. They are ideally colocated with complementary civic services such as community centres, arts and cultural facilities, recreational amenities, and other community-focused services.

District Branches should be a minimum of 30,000 ft2 and serve a geographic catchment area of 3.0 kilometres.

NEIGHBOURHOOD BRANCH Neighbourhood Branches support walkable neighbourhoods and are intended to be service points that fill gaps between the District Branches. They may provide a more limited range of services and programs due to their smaller size and may rely on the inter-library delivery system to a greater extent in order to service their customers.

Neighbourhood Branches should be a minimum of 10,000 ft2 and serve a catchment area of 1.5 kilometres or a 20-minute walk for most people. Exceptions to the square footage for “bricks and mortar” branches may include alternative service approaches and service points such as kiosks, bookmobiles and other means.

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4.2 Library Space Requirements Brampton Library has long understood that its branches are often seen as cornerstones of their respective communities; this understanding is broadening to Brampton’s other planners, designers and decision-makers whose recent plans and studies increasingly recognize the importance of the public library in a vibrant and dynamic public realm.

The Library FMP consultations reinforce a shared view that Brampton Library is a welcoming place and a critical source for information among newcomers and long-time residents alike. With an increasing emphasis on popular materials, electronic resources, collaborative technologies, new and interactive programs, and opportunities for studying and gathering, there continues to be steadfast support for ongoing investment in Brampton Library.

Expanded library uses - combined with the evolving role of public libraries as community hubs and gathering spaces - are creating a need for MORE space, not less.

Expanded library uses, combined with the evolving role of public libraries as community hubs and gathering spaces, are creating a need for more space as opposed to less. The demand for individual and group study areas, comfortable seating options, places to connect to Wi-Fi, flexible activity space and barrierfree spaces (including wider aisles, shorter book stacks and accessible washrooms) are other reasons why demand for library space is increasing.

Library space provision targets must take this evolution into account.

Similarly, Brampton’s demographic characteristics and population forecasts are a significant influence on the usage of (and requirements for) library space and services. The library is a space for everyone with public input and Brampton Library user data suggesting that: •

young families are accessing active/learning space, early literacy materials and programs;

•

teenagers and young adults are looking for quiet study space, places to create, and technology resources;

•

older adults and seniors are seeking popular materials, continuing education and community events;

•

persons experiencing low incomes are relying upon services for schooling and keeping them competitive in the labour force through access to technology, licensed software applications (e.g. MS Office, Adobe Creative Suites), printing and photocopying services, and volunteer/employment databases;

•

vulnerable persons such as those experiencing homelessness or mental health conditions are increasingly seeking out libraries for social services, respite from extreme heat or cold, washroom facilities, safety and more.

•

newcomers are utilizing resources for multicultural learning and spaces for social gathering.

Brampton is still very much in a growth stage and will continue to expand at a rapid pace over the next 10 years and beyond. Brampton Library will require a building programme involving the creation of new library buildings, as well as the expansion of services and more efficient use of space within existing and intensifying neighbourhoods.

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Per Capita Standards Library facility needs are best assessed through a combination of space requirements and geographic distribution (Section 4.3), with consideration being given to potential joint use locations with other civic facilities. Use of per capita standards continues to be a reasonable methodology for projecting needs at the master planning level. Despite the recent evolution of library holdings and roles, library usage levels have remained strong and the use of a standards-based approach endures.

The amount of space required by a public library depends on the unique needs of the individual community. The assessment of local needs may be assisted by documents such as the Ontario Public Library Guidelines (Federation of Ontario Public Libraries, 7th edition 2017) and Guidelines for Rural/Urban Public Library Systems (Administrators of Rural and Urban Public Libraries of Ontario – ARUPLO, 3rd edition 2017), which provide several measures to assist libraries in future planning in areas such as staffing, space, collection size, collection use and hours. Although a metric of 0.6 square feet per capita has traditionally been used for system-wide library space assessments, a higher measure has been promoted within the sector. Unfortunately, these traditional benchmarks do not convey quality, convenience, or user satisfaction. Regular public engagement is vital to identifying local measures of success.

The per capita library space provision is a snapshot in time. While Brampton’s population grows each day, library building projects occur once every few years. Based on Brampton’s growth, Figure 15 shows how the Library’s total gross floor area and per capita space supply has changed over the past 10 years.

Brampton Library’s investments in Gore Meadows Branch elevated the per capita provision after its construction though the escalating growth demonstrates that despite the much-needed additions of the Springdale and Southwest Branches, along with added space through the Chinguacousy Branch renovation, were not enough to keep pace on a per capita basis. The current gap between population and library space can be expected to widen in the future unless accompanied by an appropriate library development strategy.

Figure 15: Brampton Library GFA & Square Feet Per Capita, 2011-2021 0.40

300,000

Gross Floor Area (ft2)

0.29 200,000

0.30

0.25

150,000

0.20

100,000

Square Feet Per Capita

0.33

250,000

0.10 50,000

0

126,636

169,131

205,070

2011

2016

2021

Gross Floor Area

0.00

Square Feet Per Capita

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Comparisons to Other Systems A benchmarking exercise (Table 1) was undertaken to provide a simple comparison of Brampton Library with five nearby library systems in the Greater Toronto Area. The average per capita library space provision for the benchmarked communities is 0.57 square feet, nearly twice the rate attained in the City of Brampton. While it is easier for municipalities with smaller populations to change their per capita rates with branch developments (due to their population denominator), Mississauga as a large city example achieves a rate 50% higher than Brampton as a result of providing far more branches than any of the GTA benchmarks. It does bear noting, however, that all of the benchmarked library systems fall short of their targeted per capita space levels with the exception of Vaughan Public Libraries.

Among Canada’s 10 largest cities, Brampton Library currently provides the fewest number of library branch locations and ranks last in library space per capita.

A comparison was also undertaken among library systems across Canada’s 10 largest cities by population. Unlike the previous table which reflects 2020 data, Table 2 is based on 2019 statistics which is the most recent set published by the Canadian Urban Libraries Council. It shows that Brampton provides the fewest number of library branches, the lowest gross floor area apart from Surrey, and ranks last in library space per capita.

It is noteworthy that almost 9 out of 10 Library FMP community survey respondents indicate that Brampton Library is “Fairly” or “Very” important to them while other consultation initiatives resulted in strong support for additional library space. This suggests that there are many residents that would strongly welcome further investments in libraries across Brampton.

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Table 1: Library Space among GTA Benchmarks, 2020 Population

Number of Branches*

Library Space (ft2)

Library Space (ft2) per Capita

Target Space (ft2) Per Capita

Markham

349,007

8

151,401

0.43

0.60

Mississauga

779,100

18

342,043

0.44

0.50

Oakville

211,000

7

100,935

0.48

0.58

Richmond Hill

185,545

4

102,000

0.55

0.60

Vaughan

329,000

10

312,767

0.95

0.61

Average

370,730

9

201,829

0.57

0.58

Brampton

696,975

8

205,070

0.29

0.60

Library System

*includes main/central branches Sources: Ontario Public Libraries 2020 Statistics; Library Master Plans (various) Table 2: Library Space in the 10 Largest Canadian Cities, 2019 Population

Number of Branches*

Library Space (ft2)

Library Space (ft2) Per Capita

Space Per Capita Rank

Toronto

2,965,713

100

1,883,890

0.64

2

Calgary

1,246,337

21

594,602

0.48

3

Ottawa

979,175

33

441,081

0.45

T-5

Edmonton

972,223

21

304,446

0.31

9

Mississauga

777,200

18

349,138

0.45

T-5

Winnipeg

763,900

20

360,669

0.47

4

Fraser Valley

722,592

25

255,625

0.35

7

Brampton

696,975

8

205,070

0.29

10

Vancouver

648,286

21

547,619

0.84

1

Surrey

557,310

9

188,246

0.34

8

1,032,971

28

513,039

0.46

1,032,971

Library System

Average

Note: Brampton figure reflects 2021 data Source: Canadian Urban Libraries Council, 2019

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Future Space Needs As has been reinforced through previous iterations of the Library FMP and ongoing benchmarking, Brampton lags behind a number of Canadian and GTA communities with respect to the number of branches and total library space relative to its population size. Without further investments to increase the supply of library space city-wide, the gap will undoubtedly grow in response to the sheer scale of population growth; 156,000 new residents are expected to arrive in Brampton over the next 10 years alone. Further exacerbating space demands is Brampton Library’s ongoing evolution to provide greater community programming and gathering space as it aligns with the City of Brampton’s placemaking and neighbourhood-centric initiatives in strategic centres, nodes and corridors.

Based upon the role that Brampton Library is expected to serve for the City, it is difficult to rationalize a reduction in the 0.6 square feet per capita historically endorsed by the Brampton Library Board and pursued by peer library systems. Accordingly, it is recommended that Brampton Library continue to plan its future library space based upon a targeted of 0.6 square feet per capita.

Given that the existing per capita rate is less than half this target, Brampton Library will need to continue being pragmatic in that more than doubling of its library supply (see Table 3) would be fiscally challenging within the 10-year Library FMP period. That being said, previous iterations of this Library FMP have also impressed upon the urgency of building up the per capita space provision but library space funding has been unable to keep pace with population growth. Therefore, it is imperative that Brampton Library increase its service level so that growth-related funding through Development Charges and Community Benefits Charges – which are directly indexed to historic levels of service based on population – can be used to offset growth-related costs of capital expansion.

Table 3: Projection of Library Space Needs based on Recommended Provision Target, 2021-2031 Year

Forecasted Population

Library Space Needs @ 0.6 ft2 per capita

Deviation from Current Supply of 205,070 ft2

2021

698,000

418,800 ft2

- 213,730 ft2

2026

789,000

473,400 ft2

- 268,330 ft2

2031

854,000

512,400 ft2

-307,330 ft2

Population Source: Hemson Consulting. Historical and Forecast Total Population for Peel. November 2020.

Section 5.0 of the Library FMP articulates how Brampton Library can work to address the library space deficit in order to support the City of Brampton’s ongoing civic-centric planning and placemaking principles, as well as bring the local library system more in line with its GTA and Canadian big city counterparts. Specifically, the facility development strategy involves the provision of a new Central Library, two District Branches and five Neighbourhood Branches.

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4.3 Striving for Geographic Equity & Walkability The addition of the Neighbourhood Branch to the Library Facility Model discussed in the pages above is provided in direct response to the need to ensure spatial equity as much as it is in intended to promote neighbourhood-based placemaking and walkable, transit-supportive environments. To the greatest extent possible, Brampton Library should provide an accessible distribution of library facilities that meets the diverse range of community needs in an efficient and cost-effective manner. Effective space allocation and distribution is essential to this evaluation as there is an expectation that branch libraries be geographically accessible to all Brampton residents, to the greatest degree possible.

Central areas of Brampton, generally those falling between the Hurontario Street and Airport Road corridors, have the strongest distribution with their District Branches. Sizeable gaps are found outside of these areas to the west and east where recent and ongoing residential developments are creating new pressures. These pressures are compounded in the western parts of the city where the Mount Pleasant Village and South Fletcher’s Branches – both sized to service a neighbourhood-catchment than their counterparts – service a smaller territory. Figure 16 applies the new service catchments associated with the revised Facility Model whereby the District Branches continue to serve a 3-kilometre radius while the two Neighbourhood Branches service a 1.5-kilometre radius.

Figure 16: Distribution of Existing Library Branches

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4.4 Recommendations #1.

Adopt a three-tiered Library Facility Model comprised of a Central Library supported by District Branches and Neighbourhood Branches to guide long-range infrastructure planning.

#2.

Continue to plan for future library space needs using a target of 0.6 square feet per capita as historically endorsed by the Brampton Library Board and library governing bodies in Ontario.

Library Facilities Master Plan Library Facilities Master Plan

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Section 5.

The Renewed Library Branch Development Strategy A renewed library branch development strategy is proposed to address needs for library space discussed in Section 4.0 of the Library FMP. The space provision strategy also aligns with the recent and ongoing studies and planning processes being undertaken by the City of Brampton that recognize the value of libraries as part of broader city-building objectives such as the Brampton 2040 Vision, the Term of Council Priorities, the Brampton Official Plan Review and various Secondary Plans and Hub Studies. The renewed library branch development strategy is also tailored to help the City of Brampton become the progressive, leading Canadian municipality that many of the aforementioned studies and initiatives are striving towards.

5.1 A Central Library to Inspire Learning, Creativity & Productivity A Central Library has been contemplated in Brampton for more than a decade. A past proposal to construct a 130,000 square foot central library as part of City Hall expansion was supported by the 2011 Library Facilities Master Plan. The proposal was deliberated but ultimately not pursued in favour of colocating a new Central Library as part of a future civic project being referred to as the Brampton Centre For Innovation located at the intersection of George Street and Nelson Street in the downtown. The most recent update provided to Brampton Library by the City identified 122,500 square feet within the Centre For Innovation that which would be devoted to a library. 12 Figure 17 illustrates the proposed break down of library space. The design tender for the Centre For Innovation was recently awarded in July 2021 with construction expected to commence in 2023.

Figure 17: Centre for Innovation, Overall Program Area Summary, April 2020

Collections Adult Area Children’s Area Teen Area Merchandising / Marketplace / Retail Library of Things / Lending Space Innovation Areas Study Areas Concierge / Customer Service Areas Art Gallery / Public Display Area* City Library Staff and Administrative Staff Area Back of House (LAN / security rooms, storage rooms, book drop) Café / Retail ** Event / Conference Space Main Lobby / Circulation, LAN, M&E, loading, washrooms, etc. (33% gross up)

Sq. ft. (net) 16,000 10,000 6,000 6,000 2,500 2,000 8,900 9,500 3,200 1,000 12,000 2,400 2,000 10,000 31,000

PART 2: FUTURE EXPANSION***

(gross)

PART1: CITY LIBRARY

Up to five (5) Future Expansion Floors @ 24,000 sq. ft. / floor 120,000 Notes: Total Sq. ft. (gross) 242,500 * Included in Main Lobby area ** Common Areas accessible to all facility users *** Finished to base building standards subject to future T.I. (n.i.c.)

Source: Table derived from City of Brampton, CFI Project Update To Brampton Library, March 5, 2020

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Central Library Space Requirements Past benchmarking among Canada’s cities with populations over 300,000 has shown that central libraries tend to average 170,000 square feet or amount to 0.2 square feet per capita. Interestingly, Brampton’s projected 2031 population of 854,000 persons would necessitate a Central Library of 170,800 square feet, aligning to the big city average.

As a result, the 122,500 square feet currently being proposed for the Centre For Innovation would be substantially below the average and is in fact lower than the 130,000 square feet previously recommended as the minimum floor area by Brampton Library’s 2011 Facilities Master Plan. 13 Although a lesser gross floor area could be rationalized based on some shared common areas within the rest of the Centre For Innovation, the current proposal appears to be undersized for the long-term needs of the Library.

To best position Brampton Library to respond to the growth in the downtown as well as other areas, a minimum of 175,000 square feet is recommended for the Central Library, potentially provided in multiple construction/expansion phases.

To best position Brampton Library to respond to the City’s growth in the downtown as well as other areas, it is important to recognize an investment as substantial as the Central Library will need to serve residents beyond the current 10-year master planning period. Looking further out to Brampton’s projected year 2041 population which is projected to fall between 900,000 and 1,000,000 persons, a Central Library between 180,000 and 200,000 square feet could be required; the importance of ensuring sufficient library space is particularly critical given the number of active high density residential planning applications that have already being processed by the City’s Planning Department and can be expected to be processed over the foreseeable future.

Given that the Centre For Innovation includes a future expansion component, the design of the Central Library should occur in such a way that allows the Library to grow into at least one of the identified “future expansion floors” assuming the space program in Figure 17 is followed.

Considering the needs of the City within the next 10 years and beyond, it is recommended that a minimum of 175,000 square feet be allocated to a new Central Library. Brampton Library may wish to phase the square footage whereby the previously conceptualized 122,500 square feet is constructed and the remaining 52,500 square feet be added through future expansion.

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Design Considerations The Central Library will be one of the most ambitious and important undertakings by Brampton Library in decades. In addition to its critical functions of providing the broad spectrum of library services necessary to enrich and empower residents, the Central Library will be a major catalyst in the rejuvenation of Downtown Brampton. It will be a prominent focal point of the city, forming part of an integrated set of civic infrastructure intended to provide inspiration for the thousands of people that will walk in or walk by the Library every day.

Planning principles established for the Centre For Innovation as a whole are that it will be a hub for education and innovation. In addition to the Central Library, the building will be anchored by postsecondary institutions in the city while providing space for established businesses and start-ups.

Therefore, the Central Library will play a critical role as a “connector” and “integrator” among the many tenants and programs found inside the hub.

Accordingly, the trends and design principles advanced in Section 2.0 of this Library FMP will be of paramount importance when designing the Central Library. The Central Library would ideally emphasize learning, digital creation, arts and culture, entrepreneurship, and social enterprise to support not only its partner tenants but residents and businesses across the entire city. With such a diverse range of services and programming expected to take place, it will be important to reflect input from Library FMP consultations such as segregating “noisier” library uses such as children’s programming, makerspace and group collaboration from the quieter zones intended for academic uses, individual study and reflection. A multi-floor library branch would be conducive to this end.

The Central Library will be the signature branch and will benefit from the international design talent that the City has selected through its recent architectural tender for the Centre For Innovation. In this spirit, the Central Library should seek a bold design that possibly does not follow all of the existing library branding, desire for flexibility, etc. as the end goal should be to create a destination within the system.

Brampton Library should advocate strongly for the square footage discussed in earlier paragraphs as well as the design and configuration of the space so that it is able to operate as a “21st Century” branch that can be a Canadian and possibly an international example of excellence. Brampton Library’s participation throughout the upcoming design process is deemed to be essential in order for its vision, along with that of the City’s, to come to fruition.

Implications for the Four Corners Branch The proposed site for the Centre For Innovation is located approximately 500 metres (a 5-minute walk) from the existing Four Corners Branch, thereby creating a significant service overlap. Should the Centre For Innovation ultimately be located in such close proximity to Four Corners, this would support the closure of that branch though as will be discussed in the pages that follow, the Brampton Library should strongly consider redistributing this space to other future library branches, including those servicing a neighbourhood-level.

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5.2 Enhancing the Number of Library Branches In addition to the recommendation to ultimately build a 175,000 square foot Central Library, enhancing library space system-wide will require investments in additional District and Neighbourhood Branches if Brampton Library is to move closer to its 0.6 square foot per capita target over the next 10-years and achieve a level of library service comparable to other large Canadian cities. The geographic distribution of the new branches is illustrated through Figure 22, contained in Section 5.4, of the Library FMP. Downtown Brampton / The Queen-Rutherford Hub Complementing the Central Library is a proposed Neighbourhood Branch located along Queen Street at Rutherford Road where an intentional community is being planned as per the Brampton 2040 Vision. A community hub is being contemplated through ongoing city planning exercises, which if implemented would benefit from a Neighbourhood Branch given Brampton Library’s role as a civic integrator and inherent function as a multi-service hub.

This Queen-Rutherford Neighbourhood Branch would be conducive for residents in the Downtown Major Growth Area that wish to access more localized services rather than the specialized services of the Central Library. The Branch would also be highly complementary to the City’s 20-minute walkable neighbourhood model and transit-supportive development vision along Queen Street. In line with the recommended Library Facility Model (Section 4.1), the minimum space allocation should be 10,000 square feet as a Neighbourhood Branch.

Figure 18: Downtown Brampton Concept Plan

Source: Brampton 2040 Vision

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The Uptown Community Hub The Brampton 2040 Vision established the Uptown Community Hub located south of the city’s core.

Subsequent work through the Uptown Community Hub Study and business case analysis project projects more than 73,000 residents and 25,000 jobs within the Uptown Community Hub by the year 2035. 14 Based upon the projected population for the area, 43,800 square feet of library space would optimally be targeted to service the Uptown Community Hub. The South Fletcher’s Branch is presently the only library located in the Uptown and as a Neighbourhood Branch it alone cannot address the needs of this key redevelopment area. An additional 31,000 square feet of space would be required to attain a per capita service level of 0.6 square feet per capita based on 73,000 residents in the Uptown Hub. In reviewing plans for the Uptown, two sites present themselves as strong candidates to supplement the 12,750 square feet of library space found at South Fletcher’s and build out towards the 43,800 square foot target: • •

An “Uptown Core / Shoppers World Neighbourhood Branch” at 21,500 square feet; A “CAA Neighbourhood Branch” at 10,000 square feet (minimum); and

Such a strategy would create strong geographic distribution within the Uptown, support the higher density land uses being proposed for the area, and reinforce the “20-minute walkable neighbourhoods” approach being advanced by the City of Brampton for those lands.

Figure 19: Uptown Hub Concept

Source: Uptown Brampton Urban Community Hub and TransitOriented Communities: Value Creation Toolkit, November 2020 (Draft)

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The Uptown Core / Shoppers World Branch The Uptown Core / RioCan Shoppers World Anchor is envisioned as an integrated hub and walkable neighbourhood to meet social, educational, economic, tourism and environmental needs of all ages.

The City is working with RioCan to explore a 7.5 acre “Hub Campus” where a new 21,500 square foot library branch is tentatively identified on the ground floor of a three-storey community facility referred to as the Uptown Pilot (Figure 20: Uptown Hub Pilot Floor Plan); library services identified through this plan include space for collections, programs, creative/maker areas, study areas and internet stations. The Uptown Pilot also combines recreation, arts and culture, technology and innovation, environmental, and health and social service components onsite alongside a new community park and proposed enhancements to Kaneff Park.

A CAA Neighbourhood Branch A residential precinct has been identified for the CAA lands (formerly known as the PowerAde Centre) as part of the 20-minute walkable neighbourhood framework. As these lands are located approximately 3.5 kilometres from the Uptown Core / Shoppers World site – equating to a 30 to 40 minute walk – a Neighbourhood Branch would support the City’s walkable neighbourhood concept.

In line with the recommended Library Facility Model (Section 4.1), the minimum space allocation should be 10,000 square feet as a Neighbourhood Branch.

South Fletcher’s Branch Future opportunities associated with the South Fletcher’s Branch are presented in Section 5.4. No net additions to its total gross floor area are envisioned at this time.

Figure 20: Uptown Hub Pilot Floor Plan

Source: Uptown Brampton Urban Community Hub and Transit-Oriented Communities, November 2020 (Draft)

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The Heritage Heights Community The “Heritage Heights Community” is an undeveloped area located in Brampton’s northwest stretching from Mayfield Road to the Credit River valley, and from Winston Churchill Boulevard to Mississauga Road.

The Brampton 2040 Vision designates a new Town Centre in Heritage Heights while the City’s Planning and Development Committee has endorsed a Conceptual Land Use Plan for the Heritage Heights Community. A number of Principles were created to guide future policies, design, and growth in Heritage Heights including: • • • •

the creation of walkable communities for people to gather, recreate, work, and live; implementing sustainable and resilient plans, technologies, and design approaches; inclusion of arts and cultural uses that leverage diversity and attract investment; and planning for wellbeing of residents through the design of people-centric spaces.

Population forecasts for Heritage Heights are still being determined by the City of Brampton, however, the initial range could fall anywhere between 95,000 and 210,000 by the year 2051 according to the Council-approved Land Use Concept for the area. 15 At 0.6 square feet per capita, this could result in a high-level forecast of between 57,000 and 126,000 square feet in the Heritage Heights Secondary Plan.

Heritage Heights District Branch For the purposes of the Library FMP’s 10-year planning period, the preferred space allocation strategy begins with the provision of a District Branch to serve Heritage Heights. The Heritage Heights Visioning Report identifies the “Town Centre” slightly north of Bovaird Drive along the Heritage Road corridor that will be a main hub of activity of the area, anchored by a grand boulevard and in the vicinity of a future mobility hub. 16 A future District Library would be a plausible and complementary component of the Heritage Heights Town Centre.

A 40,000 square foot District Branch is recommended in Heritage Heights but should be designed in such a manner that facilitates a future expansion if required based on the population ultimately attained in the area.

Heritage Heights Neighbourhood Branch By providing a 40,000 square foot District Branch, approximately 17,000 square feet would remain unallocated if attaining the lower-end projection of 57,000 square feet in Heritage Heights. This 17,000 square feet allocated to a Neighbourhood Branch would support the 20-minute walkable neighbourhood concept contained in the Heritage Heights Land Use Concept; part of that 17,000 square feet could also be assigned to an expansion of the District Branch.

A Neighbourhood Branch is included in this Library FMP to illustrate implications on the space provision strategy but also the strong possibility that its construction may be required after the year 2031 depending upon the pace of residential development. The Neighbourhood Branch is envisioned along the Wanless Drive corridor where the Heritage Heights Visioning Report identifies two Nodes.

As an alternative to constructing two Library Branches in Heritage Heights, the space for the Neighbourhood Branch could be re-allocated to create a larger District Library in the range of 55,000 to 60,000 square feet. That said, a Neighbourhood Branch could still be required to ensure adequate space exists in the northwest post-2041.

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Figure 21: Heritage Heights Preliminary Structure Plan

Source: Heritage Heights Visioning Report, 2020

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Southwest Brampton The area referred to as Bram West or Embleton has been rapidly developing in recent years, leading to the interim South West Branch to serve short-term needs. The City of Brampton is currently proceeding with the first phase of construction for a new multi-use community centre at the Embleton Community Park. Although a library branch is not included in Phase 1 of the community centre’s construction, the City of Brampton Parks and Recreation Master Plan (PRMP) 17 identified that a library could be a synergistic component if combined with recreation and community services. The PRMP also supports provision of community program rooms as part of new civic recreation and library projects (whether new facility development or existing facility redevelopment), recognizing strong demand for programs across the City, as well as support for partnerships recognizing the potential benefits of sharing resources and expertise to deliver a holistic range of services for Brampton residents.

Previous City planning exercises have forecasted upwards of 70,000 persons living in Bram West by the year 2031, suggesting 42,000 square feet of library space could be required over the next 10 years. The optimal means of achieving this square footage would be to create a District Library at the Embleton Community Centre through its second phase of construction. Like the Gore Meadows Branch which has successfully been integrated into its multi-use community centre, a similar model would lend itself well in the southwest to create a one-stop destination for many activities and centralize common infrastructure (such as parking and program rooms) and costs. A District Library would reinforce the Embleton Community Centre as a major destination beyond its first phase focus on sports and recreation.

East Brampton There is a sizeable gap located east of Torbram Road served only by the Gore Meadows Branch, leaving a void in between that branch and its nearest counterparts at the Springdale Branch and Chinguacousy Branch. To supplement the Gore Meadows Branch, one new Neighbourhood Branch at 10,000 square feet is recommended to improve geographic distribution. In 2017, the City purchased the Riverstone Golf Course clubhouse near the intersection of Queen Street and McVean Drive with a long-term vision of converting it into a community centre. This would provide a logical opportunity through which to explore integration of a library branch.

As an alternative, the City of Brampton Parks & Recreation Master Plan recommended that a new seniors’ centre be constructed in the City’s east end through which a public library branch could be considered to complement recreational and social offerings for area seniors. The PRMP envisioned that a library branch – along with other municipal and agency-delivered services - could provide valuable services to multicultural and newcomer populations that would use a seniors centre. 18The PRMP recognizes the role that Brampton Library plays in addressing the needs of newcomers and sees this as being complementary to the parks and recreation services delivered by the City.

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5.3 Existing Branch Redevelopment Strategy Chinguacousy Branch Chinguacousy Branch forms part of the Brampton Civic Centre complex co-located with the Lester B. Pearson Theatre. This multistorey branch is centrally located within the city and primarily services the Bramalea neighbourhood, and has strong access by public transportation and other means by virtue of its proximity to the Queen Street corridor.

1

•

Chinguacousy Branch forms part of a broader community hub at the Brampton Civic Centre where space exists for a number of social services and for-profit enterprises.

Chinguacousy Park, Bramalea City Centre, and a Region of Peel building are also located nearby that provide a mix of recreation, retail, entertainment and social-centred services.

•

The Chinguacousy Branch is the largest and busiest branch in the Brampton Library system, consistently attracting the most foot traffic over the past 5 years - with the exception of 2017 due to a major renovation - recording over 464,000 inperson visits in 2019.

•

The Chinguacousy Branch’s renovation and modernization project in 2017 included the integration of a professional audio recording studio and self-directed makerspace and allowed it to offer more programs (1,300) than any other branch.

Although the renovation reduced the amount of space for physical collections, Chinguacousy Branch had the second highest physical circulation rate in 2019 (572,700 items, trailing only the Cyril Clark Branch) while processing the highest number of holds (52,400) and hosting the most computer sessions (97,800) within the Library system.

•

Within a 3-kilometre catchment area for the branch - roughly defined by Bovaird Drive, Airport Road, Steeles Avenue and Kennedy Road – are an estimated 90,000 persons. 1 The catchment area population estimate is 12% higher than 2016 Census data, and strong future growth continues to be anticipated as the City implements the higher density urban structure advanced in its Brampton 2040 Vision and an updated Official Plan (in progress). Chinguacousy Branch is located in a Major Growth Area referred to as ‘Bramalea New Town and the Queens Boulevard’ where the Brampton 2040 Vision places the branch within a ‘High Street District’ that also includes an envisioned performing art centre, a town square, high and mid-rise residential and retail.

Chinguacousy Branch Address: Year Opened: Major Reno: Gross Floor Area: Visits (2019):

150 Central Park Dr. 1973 2017 43,590 ft2 464,112

Estimates created by Brampton Library using Esri tools and Environics data for the year 2020.

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•

The median age of the catchment area population is 39 years (older by 3 years than the city-wide median), the average household size is 3.0 persons (compared to 3.7 persons for the entire city), and the average household income of $81,250 is the second lowest among all branches at approximately $17,000 below the Brampton average. 2

The Chinguacousy Branch renovation in 2017 has positioned it well to respond to future needs and thus only minor actions are deemed to be required over the next 10 years. While the renovation incorporated Brampton Library’s new branding colour scheme, it was done primarily through surface applications such as painting walls, adding text and films to glazing, etc. Compared to the Library’s more recent branch developments and renovations, Chinguacousy Branch’s aesthetic finishes - while an improvement to before - do not necessarily impart an impression of a quality, warm or welcoming environment.

Opportunities for consideration over the next 10 years are as follows:

2

•

Reconfigure the ground floor stacks that are presently found below taller ceiling area, and move study and seating areas found under the lower ceiling area for improved acoustics;

•

Review options for acoustic baffles or barriers around children’s area;

•

Devote some floor space on the ground floor to display objects that are created in the makerspace;

•

Add individual study pods along with small rooms for video conferencing or 1 to 2 person meetings;

•

Expand the second-floor multi-purpose rooms for added functionality;

•

Review the size of space devoted to collections in favour of repurposing some of this area for collaborative space (particularly on the second floor below the overhang where staff offices are housed above);

•

Expand the makerspace into the Teen corner while consolidating or redistributing the existing Teen collection and lounge to improve sightlines for staff supervision; and/or

•

Creating a “Green Room” in the space immediately adjacent to the recording studio.

Ibid. Brampton Library estimates.

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Cyril Clark Branch The Cyril Clark Branch is a stand-alone library that forms part of a broader civic campus that includes the Loafer’s Lake Recreation Centre in north Brampton. In 2018, Cyril Clark Branch had the highest number of books and DVDs borrowed of all branches in the local library system. Notable recent renovations include an improved lecture theatre and program room.

3

•

Like a number of branches in the Brampton Library system, in-person visits to Cyril Clark Branch have been consistently trending downwards over the past 5 years.

The 214,250 visits to the branch in 2019 was the lowest in the library system with the exception of the South West branch that opened that same year. The opening of the Springdale Branch has also contributed to fewer inperson visits to the Cyril Clark Branch compared to past years.

•

Despite its low visitation, Cyril Clark Branch had the highest physical borrowing rate (581,250 items) of any branch within the library system and processed the second highest number of holds (46,700) in 2019. The branch offered the fewest number of programs (506) and the 16,700 computer sessions were the lowest of any branch due in part to a lower than average number of public workstations relative to the rest of the library system.

•

A 3-kilometre catchment area for the branch - roughly defined by Mayfield Road, Great Lakes Drive, Williams Parkway and McLaughlin Road – results in an estimated population of 92,000 persons, 3 an increase of 17% compared to 2016. Population over the next 10 years is anticipated to grow as a result of approved development plans.

•

The median age of the catchment area is 37 years (older by 1 year compared to the city-wide median), the average household size is 3.6 persons (similar to the entire city), and the average household income of $108,000 in is approximately $9,000 above the Brampton average. 4

Cyril Clark Branch Address: Year Opened: Major Reno: Gross Floor Area: Visits (2019):

20 Loafer’s Lake Lane 1985 2010 25,354 ft2 214,254

Estimates created by Brampton Library using Esri tools and Environics data for the year 2020.

Ibid. Brampton Library estimates.

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The 2010 renovation has helped to create a strong “look and feel” to the Cyril Clark Branch. It is a comfortable and inviting place containing quality materials and offering pleasant views to adjacent green spaces on two sides. Opportunities for consideration over the next 10 years are as follows: •

Convert the community program room into a quiet study area given it has the benefit of offering direct exterior access for after-hours use and branch staff frequently ask studiers to relocate in noisier areas of the branch when a program is scheduled;

•

Carry out an Accessibility Audit or similar assessment for the entire branch in order to identify upgrades for persons with disabilities, particularly if accessing the theatre and its back-of-house areas on the basement level;

•

Explore the potential to utilize the basement level for library programs and services in response to anticipated increased demands arising from population growth in the surrounding area;

•

Update the furniture to refresh the space, increase accessibility and integrate furniture or equipment that enables greater access to power outlets;

•

Reconfigure stacks to open up floor area found below the vaulted ceiling to accommodate larger events and offer flexible seating when no events are taking place; and/or

•

Add a maker space along small study rooms to address current needs and trends being generated by the surrounding community.

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Four Corners Branch Four Corners Branch is a multi-storey stand-alone library that is centrally located along the Queen Street corridor in Brampton’s downtown. The branch was constructed next to the original Carnegie Library with library operations transferred to the Four Corners Branch following amalgamation of the former Chinguacousy Township with the City of Brampton in the mid-1970s. Brampton Library’s corporate administration offices are housed on the second floor of this branch.

5 6

•

In-person visits to Four Corners Branch and number of programs offered were the second fewest in the library system, potentially influenced by limited onsite parking by virtue of its downtown location as well as some historical usage transitioning to the newly opened Springdale Branch.

That said, the number of visits has been generally exhibiting an upwards trend over the past 5 years as residential and employment populations grow in the city’s core.

•

Four Corners Branch’s 54,200 computer sessions were second to only the Chinguacousy Branch and can be partly attributed to the above-average number of public workstations that are available.

•

The Four Corners Branch is located in the Brampton 2040 Vision’s Downtown that will attract tens of thousands of new residents and jobs, while being positioned as an area oriented to arts and culture, academia and employment through various sub-districts. Future development in the Downtown has the potential to continue the trend of increasing inperson visits to the branch along with placing pressures on existing services such as borrowing, access to computer workstations, and creating greater demands for programs.

•

Approximately 110,500 persons are presently estimated to live within 3 kilometres of the branch - roughly defined by Chinguacousy Road, Steeles Avenue, West Drive, and Bovaird Drive. 5 Based on this figure, only the Springdale Branch had more people living within its catchment area. The 2020 population estimate is 14% above 2016 levels, with the catchment area population expected to grow and diversify over the next 10 years as a result of intensification through implementation of the Brampton 2040 Vision.

•

The median age of the catchment area is 39 years (which is 3 years above the city-wide median), the average household size is 2.9 persons (compared to 3.7 persons for the city), and the average household income of $80,900 is the lowest among all branches sitting 18% below the city average. 6

Four Corners Branch Address: Year Opened: Major Reno: Gross Floor Area: Visits (2019):

65 Queen St. E. 1973 1991, 2005 38,939 ft2 239,027

Estimates created by Brampton Library using Esri tools and Environics data for the year 2020.

Ibid. Brampton Library estimates.

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The aesthetic appearance of Four Corners Branch reflects its era of design and construction, albeit its interior finishes are of a high quality and warm in tone thus leading to it being a warm and welcoming space. As noted in Section 5.1, however, the Four Corners Branch would become redundant in its current location should a new Central Library be constructed as part of the Brampton Centre For Innovation located a short distance away.

In the event that the timing of the new Central Library/Centre For Innovation is delayed past the 2023 construction target, Brampton Library may consider the following minor upgrades pending further analysis of its return on investment relative to the time that the branch is to remain open: •

Minor improvements to the multi-purpose room sometimes referred to as the “auditorium” in order to allow a greater range of in-branch programming and leverage its separate exterior access for quiet study and after-hours use.

•

Expand the ground floor and second floor washrooms, while possibly integrating a universal washroom (noting this could be capitally intensive and thus warranted if the branch would continue to operate for at least 7 to 10 years from the time of investment);

•

Lower the book stacks on both floors to improve staff sightlines for supervision and safety.

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Gore Meadows Branch The Gore Meadows Branch forms part of the multi-use Gore Meadows Community Centre located in Brampton’s north-east.

•

7 8

Being part of a multi-use community centre helps Gore Meadows Branch attract strong visitation and program attendance by virtue of sharing foot traffic and program rooms with other community centre components. The 388,000 visits to the branch in 2019 were the third highest in the library system while programs offered (1,100) and program attendance (26,300) trailed only the Chinguacousy Branch.

•

A 3-kilometre catchment area for the branch - roughly defined by Airport Road, Queen Street, Clarkway Drive, and Mayfield Road – encompassed an estimated 56,500 residents in 2020, 7 an increase of 18% compared to the 2016 population due to the ongoing development of residential subdivisions. The Gore Meadows Branch is located in the ‘Bram East Town Centre’ established through the Brampton 2040 Vision; Town Centres are intended to provide localized live-work opportunities through complete, full-service, mixed-use and diverse communities and thus the branch will be an important part of helping to fulfill such a vision.

•

Continued population growth is expected to place additional pressures upon existing library services available at Gore Meadows Branch including program needs for multiple age and socio-economic groups, computer access and borrowing. The recent opening of the Springdale Branch will likely serve to address a degree of future needs given a portion of its catchment area overlaps with Gore Meadows Branch and there is already evidence that Springdale Branch has captured a portion of historical Gore Meadows Branch users.

•

The median age of the catchment area population is 34.7 years (which is 1.5 years younger than the city-wide median), the average household size is 4.7 persons (higher than the 3.7 persons per household for the entire city), and the average household income of $116,300 is 18% above the Brampton average. 8

Gore Meadows Branch Address: Year Opened: Gross Floor Area: Visits (2019):

10150 The Gore Rd. 2013 32,000 ft2 388,227

Estimates created by Brampton Library using Esri tools and Environics data for the year 2020.

Ibid. Brampton Library estimates.

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The Gore Meadows Branch employs a highly flexible floor plan with generous ceiling height and ample natural light. A renovation is presently approved to add a makerspace, expanding into a floor space previously occupied by the City of Brampton. Opportunities for consideration over the next 10 years are as follows: •

Integrate a washroom as part of the current renovation/expansion project given that library customers must presently traverse a lengthy distance down the community centre’s corridor which can be problematic for library users in the far end of the branch (e.g., the children’s area);

•

Review acoustics within the space noting that as a large single space, there is little isolation between the library’s different zones (baffles or softer furniture could help to absorb some sounds);

•

Thoroughly review study areas, which are the predominant use of the branch, with consideration to ”zone” the different types of study areas and segregate individual or small group study spaces;

•

Improve acoustics and temperature comforts within the existing group study rooms, potentially by employing an operable wall to open up the rooms to the larger space so that they may function as an alcove rather than an enclosed room; and/or

•

Add power outlets to the existing computer lab, potentially around its perimeter, in order to support its new use as a quiet study room.

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Mount Pleasant Village Branch Mount Pleasant Village Branch is a multi-storey library that is colocated with an elementary school, serving as the library for the school and the surrounding community in north-west Brampton.

•

Mount Pleasant Village Branch attracted more than 418,700 visits in 2019, making it the second-most visited branch in the Brampton Library system. More notably, however, is the fact that Mount Pleasant Branch recorded the greatest percentage increase in the number of visits over the past 5 years while it is the only branch where physical borrowing increased; these trends can be attributed to residential growth within its catchment area.

•

The catchment area population – living within a 3 kilometre service radius of the branch is roughly defined

by Wanless Drive, McLaughlin Road, Queen Street, and Heritage Road - is estimated to be 101,500 persons. 9 This represents an increase of 21% compared to the 2016 population due to the development of new residential subdivisions and continued population growth is forecasted over the next 10 years, particularly west of Heritage Drive, which can be expected to further drive usage at this branch.

•

The median age of the catchment area population is 33.6 years (which is 2.5 years younger than the city-wide median), making it the youngest among of all branches.

The average household size is 4.1 persons (higher than the 3.7 persons per household for the entire city), and the average household income of $111,250 is approximately 13% above the Brampton average. 10

Mount Pleasant Village Branch Address: Year Opened: Gross Floor Area: Visits (2019):

100 Commuter Dr. 2011 16,500 ft2 418,731

The Mount Pleasant Village Branch is a welcoming space with quality finishes and warm colour tones, not to mention its historical connection within a converted train station. The following potential improvements are recommended over the next 10 years:

9

•

Addition of a makerspace, either within a closed room on the ground floor or in an open area on the second floor (a partnership with the adjacent school should be explored); and/or

•

Carrying out an Accessibility Audit or similar assessment to determine upgrades may be needed to facilitate greater access between the two floors.

Estimates created by Brampton Library using Esri tools and Environics data for the year 2020.

Ibid. Brampton Library estimates.

10

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South Fletcher’s Branch South Fletcher’s Branch forms part of the multi-use South Fletcher’s Sportsplex. A 3-kilometre service radius of the branch is roughly defined by Queen Street, Highway 410, Derry Road and James Potter Road in which the following notable characteristics are prevalent:

11 12

•

Although South Fletcher’s Branch benefits from foot traffic shared with its multi-use community centre, its number of visits and program attendance is below the Brampton Library average. This is a likely result of the branch’s limited square footage (only the South West Branch is smaller) and it is the only branch that does not have its own meeting/program room thereby its programs compete for time with other City programs being run out of the community centre.

•

South Fletcher’s Branch is located in the Uptown identified by the Brampton 2040 Vision as an area that is envisioned to become a transit-oriented live-work civic core for business, commerce, leisure and tourism. More specifically, the branch forms part of a civic/institutional sub-district anchored by Sheridan College through the Brampton 2040 Vision.

•

The catchment area population was an estimated 104,500 persons in 2020, 11 an increase of 14% compared to 2016. Despite the large number of people living within its catchment area, South Fletcher’s Branch’s physical footprint of 12,754 square feet makes it one of the smallest branches (only the South West Branch is smaller). The population is anticipated to grow and diversify over the next 10 years as a result of intensification/infill developments and implementation of the Brampton 2040 Vision.

•

The median age of the catchment area population is 36 years (which is on par the city-wide median), the average household size is 3.5 persons (slightly below the city average), and the average household income of $93,300 is $5,000 below the Brampton average. 12

South Fletcher’s Branch Address: Year Opened: Gross Floor Area: Visits (2019):

500 Ray Lawson Blvd.

1996 12,754 ft2 299,346

Estimates created by Brampton Library using Esri tools and Environics data for the year 2020.

Ibid. Brampton Library estimates.

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South Fletcher’s Branch employs a flexible, open plan with a high ceiling. Its exposed concrete block, hollow metal framed, wired glass windows to adjacent indoor spaces, outdated colours and furnishings all contribute to an ‘institutional’ feeling in the space.

Opportunities for consideration over the next 10 years are as follows: •

Expand the library into the outdoors with a reading garden in order to announce the library on the exterior and create a more welcoming entry for customers;

•

Cover the aforementioned concrete blocks while upgrading the glazing, ceiling system, flooring, etc. in order to contribute to an improved aesthetic experience;

•

Carry out a full interior renovation that is coordinated with a broader community centre upgrade to determine how to make better use of the adjacent corridors and improve overall safety and sightlines to discourage negative behaviours that have been taking place in those areas;

•

Reconfigure the entry sequence and activate the wall shared with the corridor in order to introduce passive supervision of the spaces shared with the community centre; and/or

•

Make use of the door to the community centre and expand out into the lobby of the community centre with a kiosk or activity area.

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South West Branch The South West Branch is the newest library in Brampton, opening in 2020. It is a purpose-built, stand-alone branch situated within a retail plaza that is intended to be an “interim branch” to serve populations in the city’s burgeoning south-west until a larger, permanent branch is constructed for the area.

•

As a new branch, visitation and programming information has not been made available since 2020 represents the first full year of operation and data is still being compiled at time of writing. It bears noting that any data for 2020 and 2021 will be subject to the effects of branch closures resulting from the COVID-19 pandemic.

•

A 3-kilometre catchment area for the branch - roughly defined by Queen Street, Chinguacousy Road, Winston Churchill Boulevard and Highway 407 – contains an estimated population of 39,000 persons in 2020.

Whereas the land was largely undeveloped prior to 2011, the southwest is one of Brampton’s last remaining tracts of greenfield development and strong population growth is projected over the next 10 years and beyond.

•

Longer-term growth is also anticipated by virtue of the library’s location within the Bram West Town Centre as established in the Brampton 2040 Vision. Town Centres are intended to provide localized live-work opportunities through complete, full-service, mixed-use and diverse communities and thus the South West Branch will be an important part of helping to fulfill such a vision.

•

The median age of the catchment area population was 35 years (1 year below the city-wide median), the average household size is 3.9 persons (similar to the city average), and the average household income of $127,000 in 2015 made it one of the most affluent areas of the city.

South West Branch Address: Year Opened: Gross Floor Area: Visits (2020):

8405 Financial Dr. 2020 6,000 ft2 n/a due to COVID-19

The South West Branch offers a retail-style environment with a colour scheme that creates a similar look and feel as the Chinguacousy branch. As an interim branch, no design direction is offered in recognition that this branch will cease operations upon opening of the proposed Embleton District Branch assuming the facility implementation strategy identified in Section 5.2 is followed.

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Springdale Branch The Springdale Branch is another recent addition to the Brampton Library portfolio, opening in 2018 as a stand-alone branch and designed to achieve a LEED Gold certification for energy efficiency.

•

As a new branch, use of library services at Springdale Branch is expected to grow into the future. Brampton Library has found that Springdale Branch has already captured a portion of users from Gore Meadows Branch, Cyril Clark Branch and Four Corners Branch.

•

Springdale Branch has already become one of the most important branches for library programming. In 2019, over 850 programs were attended by more than 24,000 people resulting in an average of 28 participants per program; the average program participation rate is the highest of all branches (and 32% above the system-wide average). Springdale Branch also hosted the second highest number of computer sessions across the system.

•

The branch catchment population - within a 3-kilometre service radius roughly defined by Mayfield Road, Airport Road, North Park Drive and Heart Lake Road - is the highest of any branch in the Brampton Library system with an estimated 124,000 persons, 13 an increase of 19% compared to 2016. Population growth over the next 10 years will primarily be attributable to new subdivisions located north of Countryside Drive.

•

The median age of the catchment area population was 35.4 years (similar to the city-wide median), the average household size is 4.2 persons (above the city average of 3.7 persons), and the average household income of $102,000 is $4,000 above the Brampton average. 14

Springdale Branch Address: Year Opened: Gross Floor Area: Visits (2019):

10705 Bramalea Rd. 2018 25,000 ft2 296,517

Springdale Branch is an award-winning modern design with high quality finishes and good access to natural light and views. The bold design results in it being a showpiece within the library system. No upgrades or changes recommended over the next 10 years.

13 14

Estimates created by Brampton Library using Esri tools and Environics data for the year 2020.

Ibid. Brampton Library estimates.

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5.4 How the Library Development Strategy Impacts Space Needs Section 4.1 illustrated that attaining the recommended 0.6 square feet per capita across the Brampton Library system would require 307,300 square feet of net new library space to be added by the year 2031. The proposed facility development strategy could address up to 88% of this growth-related requirement through the addition of up to 280,500 square feet.

Clearly this is an ambitious strategy. Discussions with Brampton residents and the Brampton Library Board have emphasized the need for the Library FMP to be forwardthinking as it relates to providing space. This approach to building out space would also bring Brampton Library in line with – and in certain instances exceed that – of its peers while strongly being a part of other innovative city-building activities that are being advanced throughout Brampton.

Table 4: Summary of Proposed Library Space Additions & Reductions

Library Branch 1. Central Library 2. Embleton District Branch 3. Heritage Heights District Branch 4. Downtown Neighbourhood Branch 5. Uptown Core/Shoppers World Neighbourhood Branch 6. CAA Neighbourhood Branch 7. Heritage Heights Neighbourhood Branch 8. East Brampton Neighbourhood Branch Sub-Total: Library Space Added Less: Four Corners Less: South West Sub-Total: Library Space Removed Net New Library Space Added Total Library Space Available System-Wide (based on current supply of 205,070 ft2) Per Capita Service Level (based on 2031 population of 854,000)

10-Year Space Allotment (square feet) 122,500 to 175,000 42,000 40,000 10,000 21,500 10,000 17,000 10,000 273,000 to 325,500 (38,939) (6,000) (44,939) 228,061 to 280,561 433,131 to 485,631

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The space program carries an estimated capital cost of construction of $189,775,000.

Over half of this cost is attributable to the new Central Library (Table 5) with the remainder split fairly equally among proposed District and Neighbourhood Branches.

Note that these order of magnitude cost estimates will need to be refined through future design exercises based on their construction as stand-alone or integrated branches.

Table 5: Estimated Capital Cost of Construction

Proposed Library Branch 1. Central Library - Phase 1 @ 122,500 ft2 - Phase 2 @ 52,500 ft2 2. Embleton District Branch

Estimated Capital Cost (2021$) Phase 1: $77,297,500 @ $631 per sq.ft.* Phase 2: $33,127,500

3. Heritage Heights District Branch

$21,000,000 @ $500 per sq. ft. $20,000,000 @ $500 per sq. ft.

4. Downtown Neighbourhood Branch

$5,000,000 @ $500 per sq. ft.

5. Uptown Core/Shoppers World Neighbourhood Branch

$10,750,000 @ $500 per sq. ft.

6. CAA Neighbourhood Branch

$5,000,000 @ $500 per sq. ft.

7. Heritage Heights Neighbourhood Branch

$11,100,000 @ $650 per sq. ft.

8. East Brampton Neighbourhood Branch

$6,500,000 @ $650 per sq. ft.

Sub-Total: Central Library Sub-Total: District Branches Sub-Total: Neighbourhood Branches Total Capital Costs – All Branches

$110,425,000 (58% of total) $41,000,000 (22% of total) $38,350,000 (20% of total) $189,775,000

* Derived from preliminary costing estimates prepared for the Brampton Centre For Innovation (as of December 2021) Note: Capital cost estimates are stated in 2021 dollars and exclude escalation, construction contingency, soft costs and FFE. Costs should be interpreted as high level estimations with a range of accuracy at +/- 30% that should be confirmed through future design exercises. Costs do not include those associated with repurposing or demolishing Four Corners Branch (to be determined) or vacating the South West branch.

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Central Library The new Central Library is currently being contemplated at the Brampton Centre For Innovation could add between 122,500 and 175,000 square feet of library space depending upon the concept ultimately endorsed by Council for the development; however, this development would likely result in the permanent closure of the Four Corners Branch which is located a short distance away. In the event that library space from Four Corners is not re-allocated elsewhere in Brampton, the net gain in total library floor area would be approximately 83,500 square feet (assuming a 122,500 square foot Central Library).

By itself, the Central Library would reduce the 10-year space deficit to 223,800 square feet and increase the system-wide service level to 0.33 square feet per capita.

District Branches Two new District Branches in Heritage Heights and Embleton could collectively add up to 82,000 square feet of library space. The Embleton Branch would result in the closure of the interim South West Branch which result in a net gain of 76,000 square feet in District Library space.

Combined with the Central Library, the District Branches would reduce the 10-year space deficit to 147,800 square feet and increase the system-wide service level to 0.43 square feet per capita.

Neighbourhood Branches Five Neighbourhood Branches have been proposed for the City to attain its 20-minute walkable neighbourhoods, particularly in the key focus areas of the Downtown Major Growth Area, Uptown Hub, and Heritage Heights while also reconciling a large geographic gap that presently exists in East Brampton.

Collectively, the five Neighbourhood Branches would add 68,500 square feet of library space to the system-wide supply.

Combined with the Central Library and District Branches, the Neighbourhood Branches would reduce the 10-year space deficit to 79,300 square feet and increase the system-wide service level to 0.51 square feet per capita.

As interim or permanent measures, Brampton Library should also explore alternative service delivery approaches to facilitate neighbourhood access to library services including areas where new library branches are not proposed. Establishing service points such as holds lockers, kiosks, vending machines, etc. may address certain gaps at a lower cost but may not always result in the full library experience. Use of bookmobiles may also reach geographically isolated or marginalized where libraries are not readily located in proximity to such users.

Spatial Distribution Strategy Figure 22 illustrates how the proposed library facility development strategy will strengthen the geographic distribution of library services and support the City of Brampton’s vision of attaining walkable neighbourhoods in a number of key centres, hubs and corridors. Please note that locations of future branches are intended for illustrative purposes; while they are generally aligned with a number of the City’s ongoing conceptual land use planning initiatives, locations may be subject to change based on the decisions ultimately made by the City of Brampton and Brampton Library.

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Figure 22: Geographic Coverage of the Proposed Development Strategy

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5.5 Recommendations #3.

Pursue a minimum of 175,000 square feet for a Central Library forming part of the Brampton Centre for Innovation, potentially constructed in multiple phases in response to the significant and ongoing population growth in Downtown Brampton and the City as a whole beyond the 10-year Library Facilities Master Plan period.

#4.

Advocate the importance of the Central Library through the upcoming design process for the Centre For Innovation. At a minimum, the design of the space should allow for a diverse range of services and programming, segregation of “noisy” versus quiet zones, and provide opportunities for learning, entrepreneurship, and social enterprise. The design should also permit future expansion if intended to build the Library in multiple phases.

#5.

Pursue a total of three (3) District Branch typologies that collectively add a minimum of 103,500 square feet to the library system. District Branches should be constructed as part of the Uptown Core / Shoppers World development, the second phase of the Embleton Community Centre, and within the proposed Heritage Heights Town Centre.

#6.

Construct a total of four (4) Neighbourhood Branches in order to support the City of Brampton’s 20-minute walkable neighbourhoods objectives for key development and redevelopment areas. Neighbourhood Branches should add 47,000 square feet of library space between them.

#7.

Close the Four Corners Branch upon completion of a new Central Library while also discontinuing operations of the interim South West Branch upon opening of the new Embleton Branch.

#8.

Establish a required level of sustainable building design for new and substantially redeveloped library branches. This should include requiring a minimum LEED Gold certification (or Net Zero building standards) while exploring connections to nature or other ways to reflect best practices in environmentally sustainable and resilient designs.

#9.

The library staff and user experience within new and existing library branches should allow for barrier-free accessibility, comfort and welcoming environments, and programmatic flexibility to the greatest degree possible through design and building systems.

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References

1

Ontario Heritage Act e-Register. Notice of Intention to designate from the City of Brampton to the Ontario Heritage Foundation regarding the Carnegie Library dated December 2, 1981.

2

City of Brampton. 2019. Brampton 2040 Vision: Living the Mosaic.

3

Brampton Library. Strategic Plan, 2017-2021.

4

City of Brampton. 2006 Official Plan. Approved in Part by the Ontario Municipal Board by Order dated October 7, 2008. Office Consolidation September 2020.

5

Peel Public Health. 2018. Rapid Risk Factor Surveillance System.

6

Hemson Consulting. Historical and Forecast Total Population for Peel. November 6, 2020. Includes net census undercoverage.

7

Ibid. City of Brampton. Brampton 2040 Vision: Living the Mosaic.

8

Watson & Associates Economists. City of Brampton Official Plan Review – Draft Growth Scenarios: Council Presentation. December 7, 2020. Current Trends & Preferred Scenario, includes net census undercoverage rate of 3.5%.

9

City of Brampton. 2019. Energy and Emissions Management Plan 2019-2024: A Zero Carbon Transition.

10

Statistics Canada. 2018. Canada's Core Public Infrastructure Survey. Table 34-10-0179-01 Inventory of publicly owned culture, recreation and sport facilities by year of completed construction, urban and rural, and population size, Infrastructure Canada; Table 34-10-0180-01 Inventory distribution of publicly owned culture, recreation and sport facilities by physical condition rating, Infrastructure Canada.

11

American Library Association. 2010. The State of America’s Libraries.

12

City of Brampton. CFI Project Update To Brampton Library, March 5, 2020

13

Brampton Library. 2011. Facilities Master Plan Update. p.22.

14

City of Brampton. Uptown Brampton Urban Community Hub and Transit-Oriented Communities: Unlocking the Value of a Walkable, Healthy, Age-Friendly Neighbourhood and the Ecosystem of Complete Communities. Draft dated 11-05-2020. p.66.

15

City of Brampton. Recommendation Report: Conceptual Land Use Plan – Heritage Heights Secondary Plan (Areas 51 & 52), Ward 6. Dated 2020-06-05. p.7.5-11.

16

City of Brampton. 2020. Heritage Heights Visioning Report. p.53.

17

City of Brampton. 2016. Parks and Recreation Master Plan.

18

City of Brampton. 2017. Parks and Recreation Master Plan. p.62, p.97.

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