Revitalisation Of The Public Library

Revitalisation Of The Public Library A guide discussing how and why libraries can be transformed into a space aimed to facilitate remote work.

By Maja Kaszuba

Contents Introduction What is being suggested Why is this necessary The System

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Campaign Purpose of Campaign Who is it aimed at?

Strategy

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App Purpose and function of app Membership pricing Space Space per person Accessibility Work modes Virtual meetings Noise Design for productivity Benefits User benefits Library benefits Community benefits

8 9 10 11 12 12 13 14-15 16 16 17

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Introduction This guide will discuss how and why we can revitalise public libraries by transforming them into spaces that are fit to facilitate remote workers.

In the post-pandemic world, there is a rise in hybrid working patterns, meaning that working remotely has become the norm for many people. There are many benefits of this, such as flexibility and lack of commute, however there are also some downfalls: • Home distractions – Professionals who work remotely have stated that they sometimes find it hard to focus because of home distractions.

• Work-life Balance – many people also reported that their work-life balance suffered when working from home as lines between work and relaxation were often blurred and people found themselves working late frequently.

• Isolation – this problem was reported to be the highest rated issue with working from home in the Steelcase 360 study into the changing expectations and future of work.

Furthermore, many companies have now gone fully remote, meeting up for only in person collaboration and important faceto-face meetings. One issue with this is the lack of availability in inexpensive meeting places, which is particularly difficult for smaller businesses. Cafés and other hospitality settings don’t offer the required level of professionalism and dedicated co-working facilities aren’t always an affordable option.

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The clear solution to these problems is creating locally available, affordable alternative workspaces, where people can work individually and together in a professional atmosphere. Libraries are a perfect space for this purpose as many private libraries, such as Boots Library, prove to be a success.

English public libraries are struggling “Issues are down, visits are down, and libraries are closing, cutting hours, and replacing staff with volunteers.” (Department for Digital, Culture, Media & Sport, 2016) One of the main reasons for this is that “Libraries have failed to innovate in response to changes in service demand, which prevents the acquisition of new users and hinders repeat use.” (Department for Digital, Culture, Media & Sport, 2016) This could be the perfect opportunity to reconsider the role of the library to suit the clear need of an accessible workspace for those working remotely. Benefiting the library, the workers, and the community.

The System In order to successfully transform public libraries into spaces for remote work various factors need to be considered. These include: the suitability of the library space, the logistics including management and pricing of bookable elements and the marketing campaign to ensure consumers know about the availability of the workspaces. This guide aims to outline how these aspects might be considered.

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The Campaign Percentage of respondents who have visited a library in the last 12 months by age, 2019/20

Fig. 1, graph by gov.co.uk portraying respondents who have visited the library by age.

An important aspect of this system is the marketing campaign which aims to target young professionals working from home. It ensures that people are aware of the opportunity to work in their local library. As seen in the graph above, the age group that uses the library the most is 25-44 and the one who uses it the least is 16-24.

The campaign looks at engaging both those groups, specifically focusing on the 18-28 age range, through encouraging those who don’t use the library to use it for remote work and increasing the frequency of visits from those who already do. It strives to be funny and relatable to catch people’s attention. The QR element aims to ensure easy download of the booking app.

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Marketing campaigns aimed at young professionals often involve social media content on platforms like Facebook or Instagram. These can be boosted through targeted advertising. This strategy has a wide reach and will likely reach people who are working from home – even on their lunch break whilst scrolling through their phone.

Fig. 2, Authors own, image portraying social media campaign.

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Secondly, other brands use strategic print advertising placement in location like tram or bus stops and around the local area. This reaches a local audience who are likely to live within a convenient distance from the workplace. Even if not everyone is interested, this creates familiarity and spreads awareness and is likely to result in information being spread by word of mouth.

Fig. 3, Authors own, image portraying print campaign.

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Fig. 4 and 5, Authors own, image portraying print campaign.

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The App

Fig. 6, Authors own, image portraying Nottingham Works app.

The app is a crucial tool in managing the logistics of the workspace. It allows people to book a space in advance or check the availability to ensure that they do not waste a journey going into a workspace that is already full.

Furthermore, the app creates a bridge between finding out about the workspace and actually working in it. Having an app to download allows people to remember the existence of the workspace without having to go there straight away.

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Pricing Below is an example pricing structure that considers feedback from potential users around what they would be willing to spend.

This pricing structure aims to maintain the accessibility of resources, like computers, in public libraries and thus offers free options for those that may not be able to afford paid services.

Paid elements are those that are additional to the library, thus this system shouldn’t impact existing library services.

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The Space

Fig. 7, Authors own, Library Workspace.

It is important that the workspace is fit for purpose so that people enjoy working there and want to come back. Some of the factors to ensure this are discussed in the following pages.

Space According to the Workplace (Health, Safety and Welfare) Regulations 1992, each person must have at least 40sq ft (3.7m2) to work in. This information should be used in order to work out the maximum number of people that a workspace within a specific library is designed for. To do this, you should identify the area of space (in metres) intended to be used as workspace and divide it by 3.7. This should be considered in the design of the layout in the form of the number of desks and other workstations.

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Accessibility Workstations should be wheelchair accessible with a minimum of 1500mm x 1500mm turning space and 1050mm clear walkway. Where it is not possible for all workstations to be accessible, one of each kind should be.

Individual Pod

Collaboration Pod

Table Toilets Round Table

Book Shelf Meeting Table

Chair Children’s Chair Office Chair Children’s Table Soft Seating Laptop Table

Minimum Walkway Width for Wheelchair Wheelchair Turning Space

Scale - 1:100

Fig. 8, Authors own, Floor plan showing wheelchair accessibility.

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Work Modes Areas should support individual and collaborative work, either through creating distinct areas for different work functions or using flexible furniture that can be used for both modes (this can include things like movable screens).

Individual Pod

Collaboration Pod

Table Toilets Round Table

Book Shelf Meeting Table

Chair Children’s Chair Office Chair Children’s Table Soft Seating Laptop Table

Pods Individual Work Collaboration Other

Scale - 1:100

Fig. 9, Authors own, Floor plan showing work mode zones.

Virtual Meetings It is important to provide users with a space in which they can take part in virtual meetings via platforms like zoom. This may entail zoom pods designed to serve as in-office phone booths.

Users need to be able to have a degree of noise privacy but also must be able to use their cameras without the potential of accidentally recording any other library user without their consent.

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Noise In spaces that are big enough, it is good practice to create noise zones. People have different noise preferences while working and doing this allows the facility to cater to both people who like to work in a quiet environment or with a light ‘buzz’. Noise zones can be maintained through strategic placement of furniture that encourages different levels of social interaction (putting large tables in a noisier zone and putting individual workstations in a quiet zone) and through clear signage.

Individual Pod

Collaboration Pod

Table Toilets Round Table

Book Shelf Meeting Table

Chair Children’s Chair Office Chair Children’s Table Soft Seating Laptop Table

Quiet Moderate Active talking Scale - 1:100

Fig. 10, Authors own, Floor plan showing noise zones.

In the above example the main quiet zone is strategically placed in a corner which won’t have people walking through it. The active taking zones are mostly surrounded by bookcases which drown out the noise. In a building as small as the Meadows library it’s hard to create distinct noise zones but the consideration of noise when organising the layout means that people can still easily find a quieter corner.

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Design for Productivity Design for productivity is important in creating a space that feels as though it is catered for work. This will ensure people will feel like they’re in a good working environment and will likely want to return. Things to consider include: • Colour - If redecoration is appropriate there are colours that can be considered in order to create a productive working environment. These include blue, which is associated with productivity; green, with is associated with balance; and yellow, which is associated with creativity and positivity.

Fig. 11, Lasse Fløde, Bakken & Bæck Oslo Office

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• Biophilia - the presence of plants and natural light have been shown to increase productivity. Using daylight spectrum lighting and having indoor plants will help to create a good working atmosphere. Plants should be maintained by library staff.

Fig. 12, Lasse Fløde, Bakken & Bæck Oslo Office

With this in mind, current furniture in the library space can be utilised in order to be cost efficient. The given example consists of existing furniture at Meadows library with the addition of pods and a few tables (additional elements have been highlighted).

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The Benefits User This system creates an affordable workspace for those working from home who are overwhelmed by distractions, feeling lonely or struggling with work-life balance. It also provides a meeting place to those without an office.

It also creates a place that is likely close to home and accessible via public transport which allows to keep some of the newfound benefit of no commute.

Library This system aids with the acquisition of new users and potentially increases repeat use for those that are happy with the service.

Getting people in the library for work purposes will allow them to become acquainted with the services and result in use of the library for other purposes. Those who enjoy being in the space may want to bring their friends or children on the weekend, and thus through word of mouth the library would gain more users.

The possible financial benefits mean that more money can be put into libraries which will hopefully contribute to helping libraries stay open and hire staff rather than volunteers.

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Community Libraries are important community hubs, bringing people back into them together will create a better sense of community locally and get people engaging with their neighbours. Additionally, giving people a reason to work locally will increase the chances of them supporting local independent businesses, for example whilst getting lunch.

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References Department for Digital, Culture, Media & Sport (2016). Libraries Deliver: Ambition for Public Libraries in England 2016 to 2021. [online] GOV.UK. Available at: https://www.gov.uk/government/publications/libraries-deliver-ambition-for-public-libraries-in-england-2016-to-2021/libraries-deliver-ambition-for-public-libraries-in-england-2016-to-2021 [Accessed 12 Dec. 2021].

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Figures List Fig.1, Gov, 2020‌, Percentage of respondents who have visited a library in the last 12 months by age, 2019/20 [Graph]. Available at: https://www.gov.uk/government/statistics/taking-part-201920-libraries/libraries-taking-part-survey-201920 [Accessed 11 Dec 2021] Fig.2, Authors own, 2021‌, social media campaign [Digital Image].

Fig.3, Authors own, 2021‌, print campaign [Digital Image].

Fig.4, Authors own, 2021‌, print campaign [Digital Image].

Fig.5, Authors own, 2021‌, print campaign [Digital Image].

Fig.6, Authors own, 2021‌, Nottingham Works app [Digital Image].

Fig.7, Authors own, 2021‌, Library Workspace [Illustration].

Fig.8, Authors own, 2021‌, Floor plan showing wheelchair accessibility [Digital Image].

Fig.9, Authors own, 2021‌, Floor plan showing work mode zones [Digital Image].

Fig.10, Authors own, 2021‌, Floor plan showing noise zones [Digital Image].

Fig. 11, Lasse Fløde, 2018, Bakken & Bæck Oslo Office [Photograph]. Available at: https://medium.com/ bakken-b%C3%A6ck/feeling-blue-refreshing-our-oslo-office-67aacb73b48a [Accessed 11 Dec 2021] Fig. 12, Lasse Fløde, 2018, Bakken & Bæck Oslo Office [Photograph]. Available at: https://medium.com/ bakken-b%C3%A6ck/feeling-blue-refreshing-our-oslo-office-67aacb73b48a [Accessed 11 Dec 2021]

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