CONSULTATION IS THE KEY: THE GEORGETOWN BRANCH PROJECT Jane Diamanti, Director of Library Services Halton Hills Public Library
LIBRARY AS PLACE Focus: importance of key stakeholder consultation Renewal of the Georgetown Branch Took 7 years (!); a number of uncontrollable delays Construction management project: normally less than 4 years
LIBRARY AS PLACE Construction Management: o Library projects o Recent Town projects Advantages of CM o Budget flexibility o Transparency re: contractors o Time to consult
KEY STAKEHOLDERS: MUNICIPAL PARTNERS Kept Council/Senior Town staff apprised via: 1.17 formal project-related reports 2.“Growing a Great Library” Newsletter 3.Invitations to Community Forums One-on-one meetings potentially more effective: o Identified barriers o Explored options to reduce barriers
KEY STAKEHOLDERS: MUNICIPAL PARTNERS Council endorsed a new library in principle only No direction re: next steps Disappointing result FACILITY/SITE STUDY
LESSON LEARNED KEY STAKEHOLDERS: MUNICIPAL PARTNERS A strong, evidence- based report not enough Needed to establish strong and open relationships with Councillors and Town staff
KEY STAKEHOLDER: THE BOARD Board updated by Committee Chair GBPC included: Three Board members Architects Project Manager Construction Manager Senior Library and Cultural Centre staff GEORGETOWN BRANCH PLANNING COMMITTEE
KEY STAKEHOLDERS: THE BOARD Sound decision to give oversight to the Georgetown Branch Planning Committee Countless decisions re: schedule and budget Recommendations to the Board when necessary LESSON LEARNED
KEY STAKEHOLDERS: THE BOARD The Board also received: 1.Newsletters; articles 2.Notice re: upcoming Community Forums 3.Invitations to site visits Many opportunities to learn, ask questions, provide feedback Highly recommend cross-representational committee LESSON LEARNED
KEY STAKEHOLDERS: STAFF
Staff representatives from all service areas Visited 19 new libraries Documented ‘likes’ and ‘dislikes’ in writing and photos Established an important network BUILDING COMMITTEE
KEY STAKEHOLDERS: STAFF Staff, architects and interior designer FMFC’s Purpose 1.Scrutinize the floor plan 2.Determine the location furniture/equipment 3.Provide input on interior decor FORM MEETS FUNCTION COMMITTEE (FMFC)
KEY STAKEHOLDERS: STAFF Staff received monthly updates and newsletters Encouraged to attend public consultations Some served as ‘space experts’ COMMUNICATION
KEY STAKEHOLDERS: STAFF Staff time = money (hours for part-timers) Time for architects to review, clarify and revise Patience when staff got ‘stuck in the weeds’ Great Results! o Achieved buy-in and had fewer surprises o Staff very satisfied with building LESSONS LEARNED
KEY STAKEHOLDERS: THE COMMUNITY Sought input early Patron survey Multiple sessions for different audiences PUBLIC CONSULTATIONS
KEY STAKEHOLDERS: THE COMMUNITY Revealed floor plans and interior design features Visuals available Videos on YouTube ‘DESIGNER GUYS’ EVENT
KEY STAKEHOLDER: THE COMMUNITY Concentrated on six high impact channels: 1.“Growing a Great Library” Newsletter 2.Director’s Blog 3.Library website/social media links 4.In-house Library newsletter 5.Conceptual drawings display 6.Outreach activities PUBLIC COMMUNICATION
Construction management allowed for time to consult much better product more support from key stakeholders KEY STAKEHOLDER: THE COMMUNITY IN SUMMARY…
JANE DIAMANTI ext e. p. w. Director of Library Services