zj loussac public library facility master plan report draft report

Transcription

ZJ LOUSSAC PUBLIC LIBRARY FACILITY MASTER PLAN REPORT
VOLUME 1
RESEARCH,
ANALYSIS +
ENGAGEMENT
DRAFT REPORT :: MARCH 18, 2013
TABLE OF CONTENTS
ZJ LOUSSAC PUBLIC LIBRARY FACILITY MASTER PLAN REPORT
EXECUTIVE SUMMARY
Acknowledgments
Executive Summary of Master Plan Report
VOLUME 1 :: Research, Analysis, + Engagement
Acknowledgments
Introduction
Background
Anchorage Public Library Today
3
Purpose and Need
5
Scope and Process
8
1
Site and Facility Needs Assessment
Existing Reports Review
9
Facility and Program Analysis
17
Site and Vicinity Analysis
21
Library Services and User Analysis
24
Library Technology Analysis
34
Updated Deficiency List
39
Community Trends
53
Community and Stakeholder Engagement Process
Overview
58
Digital Outreach
58
Physical Outreach
59
Stakeholder Updates
62
Sources
Appendix
VOLUME 1A :: Existing Conditions Diagrams
Acknowledgments
Existing Conditions
VOLUME 2 :: Vision + Guiding Design Principles
Introduction
Key Findings
Vision and Guiding Design Principles
VOLUME 3 :: Facility Master Plan Recommendations
Introduction and Acknowledgements
Executive Summary
Recommendations
Estimated Project Costs Overview
Proposed Schedule
Funding Strategies and Next Steps
ACKNOWLEDGMENTS
This document is one in a series of five (5) publications included in the ZJ Loussac Public Library Facility Master
Plan. The complete set of planning documentation is comprised of:
Executive Summary
Volume 1 Research, Analysis, and Engagement
Volume 1A Existing Conditions Diagrams
Volume 2 Vision and Guiding Design Principles
Volume 3 Facility Master Plan Recommendations
The ZJ Loussac Public Library Facility Master Plan is an informed result of generous and thoughtful contributions
by many community members: long-time library advocates and cardholders, non-library users, business and
community leaders, library staff, library administration, and municipal staff.
Client
Design Team—Master Planning and Entry Design
Municipality of Anchorage Public Works
RIM Architects, LLC
Anchorage Public Library
RIM Design, LLC
Bruce Mau Design
Stakeholders
Himmel and Wilson
Library Advisory Board
Carson Block, LLC
Anchorage Library Foundation
Reid-Middleton Engineers
Friends of the Library
Coffman Engineers
Facility Master Plan Community Task Force
DOWL HKM
ZJ Loussac Public Library Staff Task Force
Corvus Design
Community Members
HMS, Inc.
Candela
INTRODUCTION
BACKGROUND
ZJ Loussac Public Library
Image Source: Library of Congress
The ZJ Loussac Public Library, located at 3600 Denali Street, Anchorage, Alaska, is owned and managed by the
Municipality of Anchorage. This important civic building, the second and current library facility constructed for its
namesake, was completed in 1986, the result of a two-step design competition of Project 80s. The ZJ Loussac
Public Library serves as the main library facility of the Anchorage Public Library system (APL). The APL primarily
serves our community of Anchorage and draws users throughout the Mat-Su region and across the State of
Alaska. Foremost, APL serves a population of approx 295,570 people within the Municipality of Anchorage,
totaling near half of Alaska’s population. APL consists of Loussac, the central location, and four branch libraries
(Muldoon, Chugiak-Eagle River, Gerrish [Girdwood], and Mountain View) spanning 55 miles north-south between
Eagle River to Girdwood. Loussac is currently open seven days a week; branch facilities are open five days a
week.
APL is the largest public library system in Alaska and serves as the largest net lender of materials: much of this
activity takes place at the ZJ Loussac Public Library. Since opening in 1986, the ZJ Loussac Public Library has
remained a landmark destination for our community but has seen significant wear over the past 26 years. More
than half of Anchorage’s residents hold an APL library card: the majority of our cardholders come to Loussac
for books, attend children’s story time, perform research, perform job searches, use computers, host/attend
meetings, or just spend time in this free, public space. Statewide, Alaskans enjoy interlibrary loans, special
programs, and research support from the Loussac.
ZJ Loussac Public Library Open Space
The grounds that surround The ZJ Loussac Public Library are
some of Anchorage’s only open public space of this scale and
provide incredible opportunity for congregation and discovery.
The Z.J. Loussac Public Library is approximately 140,000 gross
square feet of library and community-use spaces constructed
over four floors, which includes the connecting three-story wing
for the Alaska Collection, a unique programmatic component
combined with the library and community functions. The Alaska
Collection contains print and non-print material on Alaska and
the North--including rare books, maps and manuscripts. State
and municipal-focused publications, newspapers, and magazines
are located here, as well as Public Review Documents, which are
Image Source: Corvus Design
RIM ARCHITECTS :: VOLUME 1
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made available for review. The facility also houses the Anchorage Assembly Chambers and the Wilda Marston
Theater; both are important civic, government, and large community gathering spaces. The ZJ Loussac Public
Library also hosts voter registration and elections onsite.
This property and facility are well-loved, well-worn, and
overdue for transformation: the site is challenging
due to heavy non-library traffic flow and minimal
pedestrian circulation; the building entry is tucked
away, not directly identifiable from any surrounding
street and is a safety concern for accessing the facility;
due to the main entry stairs; original building finishes
remind us of the Project 80s era instead of inspiring
us with a new vision of “library”; building systems are
draining on energy resources; operational functionality
within the multi-story building footprint for staffing
is not cost-effective and taxes employee morale;
programmatic way finding for users is haphazard and
ZJ Loussac Public Library Main Entry
unclear. The sustainability of place and re-invention
Image Source: Design Team
of vitality as a library demands thoughtful community
input surrounding “what ifs” and careful attention to existing site and facility conditions with respect to these
“what ifs” that create a bold vision and design principles to guide the library into our future. It is time to renew
the ZJ Loussac Public Library.
The first phase of the Anchorage Library Renewal Initiative, which was launched in 2006 and completed in fall
2010, was a $14 M capital campaign for technology and building upgrades to all branches to improve operations,
increase outreach, and refresh facilities. The $14M campaign was funded by large capital contributions from
state, municipal and private sources. The Renewal Initiative also created an economic valuation study of the
APL (ISER 2008) to determine benefits of the Library through its capacity in:
• Strengthening communities
• Enhancing our local economy
• Serving the humanities
• Cultivating our future workforce
• Improving children’s literacy
The “APL Library Community Plan” (2011) whose consistent message from 6,000 community members was
a transformation of APL and specifically, the Loussac, is critical to ensure Loussac’s relevance and success in
garnering patrons and programs for the twenty-first century.
The second phase of this Initiative must be a robust renovation of the Loussac Library, starting with a
comprehensive main entry redesign based on a new vision forward. Small-scale upgrades to Loussac have
occurred since the Community Plan was completed, with other small-scale projects are in the planning stage.
The Facility Master Plan should produce a bold and inspirational long-term vision for the facility that defines its
contemporary purpose in Anchorage, including its role in the discovery and creation of knowledge; in building
community, and advancing our community and ourselves.
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VOLUME 1 :: MUNICIPALITY OF ANCHORAGE
ANCHORAGE PUBLIC LIBRARY TODAY
PHYSICAL FACILITIES AND OPERATIONS
Anchorage Public Library consists of ZJ Loussac Public Library, the central location, and four branch libraries
(Muldoon, Chugiak-Eagle River, Gerrish [Girdwood], and Mountain View). Loussac is currently open seven days
a week; branch facilities are currently open five days a week; the 2013 budget threatens to cut hours/days of
operation for all facilities.
Mayor
Municipality of Anchorage
Office of the Municipal
Manager
Anchorage Public Library
Library Director
Libraries
ZJ Loussac Library
Muldoon Library
Chugiak Eagle River Library
Gerrish (Girdwood) Library
Mountain View Library
Supporting Organizations
Friends of the Library
Anchorage Library
Foundation
Library Advisory Board
GOVERNANCE AND ORGANIZATION
The Anchorage Public Library falls under the Office of the Municipal Manager within the Municipality of
Anchorage. The APL is managed by the Library Director. The APL is primarily divided into the following managing
components: Adult Services, Collection Department, Automation Support, Technical Services, Branch Libraries,
Youth Services, and Circulation.
SUPPORTING ORGANIZATIONS
APL works closely with three supporting organizations- the Library Advisory Board, the Friends of the Library, and
the Anchorage Library Foundation. Each group is charged with a unique role for APL. These support groups will
be the lead resource for private fundraising and public advocacy for a Loussac capital campaign.
THE LIBRARY ADVISORY BOARD consists of nine members appointed by the Mayor. The Library Director is
the technical advisor to the board. The board’s purpose is to act as the planning body in charge of all library
activities of the municipality, review annually the library budget, operations, and make recommendations to the
administration and assembly.
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THE FRIENDS OF THE LIBRARY The Friends of the Library is a non-profit group dedicated to assisting Anchorage
Public Library through financial support of APL’s collections and programs, and increasing public awareness of
the library.
THE ANCHORAGE LIBRARY FOUNDATION, also a non-profit, is tasked to secure private support for the capital
and long-term financial needs of APL.
A COMMUNITY TASK FORCE is the fourth group of supporters developed primarily to support this Facility Master
Plan effort. As planning efforts were beginning, outreach to a group of passionate community leaders garnered
a strong team to work with the Loussac and the design team in maximizing input through leadership at our
community workshops, facilitating communication, and rallying financial support throughout Anchorage.
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PURPOSE AND NEED
Guiding Mission Statement :: Anchorage Public Library provides resources to enrich the
lives and empower the future of our diverse community, while preserving the past for
generations to come.
PLANNING CORE VALUES
The following core values are outcomes of the “APL Community Plan” and were brought forward in the RFP as
guides in creating the Facility Master Plan:
• The Master Plan should produce an inspiring long-term vision for the facility that defines its purpose in
Anchorage, including its role in the gathering and dispersion of knowledge and in building and advancing
community relationships.
• The plan should seek direction from the community as a whole, not just donors, library staff, or elected
officials.
• The planning process itself should produce broad support for a future Loussac Library renovation capital
campaign.
• Plan recommendations should utilize research-supported evidence that can withstand the different
political winds.
• The planning process seeks to build the Loussac Library as indispensable as a destination, information
source, and community gathering place throughout Anchorage.
• The plan should incorporate design, methods, technology and/or equipment to maximize the operational
efficiency of staff and library activities.
IMPORTANCE OF VISION
The purpose for a Loussac Facility Master Plan is to establish a guided vision through clear, community-supported
planning ideas, which will:
• Foster change in the facility to support the future of our community (twenty five years and beyond)
• Propose future design renovations that address critical needs firstly and enable phased funding, if
necessary
• Maximize the use of current funding-in-hand to begin to address immediate needs without restricting
future innovation and design of the building
• Incorporate maximum flexibility for future technological innovations and consideration for future planning
projects beyond the life of this plan
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TOWARD A NEW VISION :: Guiding Principles from the APL Community Plan
As the design team embarked upon a New Vision for Loussac, we were mindful to also carry forward a number of
important themes about the APL system that emerged in the development of the “APL Community Plan”. These
eight principles forge the groundwork of the collaborative New Vision for the ZJ Loussac Public Library that is
presented in this report. These predecessor principles guide the APL in its efforts to help build a vibrant, strong,
and successful Anchorage community.
ACCESSIBLE
The Library works to remove barriers of public access to information
DEPENDABLE
The Library is a dependable source of reliable information
EFFICIENT The Library is prudent with funds, service, and willing to change functionally
INVOLVED The Library is fully engaged in community life and outreach
RESPONSIVE The Library is proactive with necessary change and action
SUSTAINABLE
The Library ensures information resources are relevant and lasting
INNOVATIVE/DYNAMIC
The Library is a technology leader and innovative in delivery of information
INCLUSIVE/COMFORTABLE
The Library is welcoming, comfortable, and convenient to all who wish to come
THE NEED FOR ENGAGEMENT
How does a planning process stimulate engagement of change? In order to command a place of “first choice
destination”, The ZJ Loussac Public Library must overcome current challenges with site and facility function,
as well as its current business operations and funding. The property and building are challenged to serve the
current and future community in terms of functionality and sustainability: spatial organization creates daily
challenge to users and staff; historic patterns of budget cuts and growing operational costs stifle recruiting, staff
training, and new or enhanced community partner programs.
How do we, as the community, engage about the Loussac to stimulate a plan for revival and fulfillment of the
library mission as a key community facility; a plan for success lasting over the next 25 years?
HOW DO WE?
• We come together to share ideas: what’s working and what isn’t; what important to preserve, what’s
critical to renew, and what’s imperative to change.
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• We collect those ideas, we synthesize them, and we present them back to the community as a shared
Vision and Guiding Design Principles for our future Loussac put forth in this report.
• The Vision and Guiding Design Principles create a framework for all future conversation and action to
follow.
Based on the tenets of the Vision and Guiding Design Principles, this Facility Master Plan serves as the foundation
document for the next 25 years of engagement at the Loussac. It serves as the basis for ongoing planning for
development and operation of the ZJ Loussac Library. Finally, the Facility Master Plan is intended to be used as a
management tool for leaders and community members to explain and communicate needs; to strategize funding
opportunities and development implementation; and to guide short-term and long-term facility decisions based
on general recommendations within this Plan. The Facility Master Plan should be implemented based on the
capabilities and the needs of our Anchorage community.
Through planning, we are declaring our communal intention: to champion a Vision with insight and determination.
The Vision of our future Loussac is bold: the facility and its surrounds are a true connector: a portal of global
thought and our community it serves through: accessibility to content; invitation to enter and participate; comfort
and safety to occupy; energy and inspiration gained; and recognition of our special place we call home. The
Guiding Design Principles, as a set of focused “practices” or behaviors enacted as part of all future planning
outcomes, will lead us to a successful Vision.
CRITICAL STATISTICS SUPPORTING PURPOSE AND NEED
Current Population of Anchorage: 295,570 (20011)
Current Library Card Holders in Anchorage: 184,105 (2011)
INTERPRETATION: APL is much supported through membership.
GOAL: Increase number of community card holders, particularly children, yound adults and
professionals, our future users.
Circulation and visits by community—37/38% less than peers (FY 08)
INTERPRETATION: Community comes less, even though they are card holders.
GOAL: Increase the number of visitors through intrigue of a safer, revitalized site and facility.
Staff reductions since Loussac opened—25% (FY08; 40% less staff than peers)
Total operating expenditures—16% more than peers (FY 08)
Operating expenditures per capita—17% more than peers (FY 08)
Materials expenditures per capita—22% less than peers (FY 08)
INTERPRETATION APL is weak in alternatives/partnerships to current funding structure; APL is week in
staff functionality due to less staff in a large, multi-story facility. GOAL: Improve staff efficiency/productivity.
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Increase number of major funders.
Improve revenue generation potential of facility.
Consider potential for alternative operational models.
Consider alternative partnership models for the facility.
Reduce facility energy consumption.
SCOPE AND PROCESS
SCOPE
In May 2011, the Municipality of Anchorage (MOA), Maintenance & Operations Division, Capital Projects, on
behalf of the Anchorage Public Library, solicited proposals from architect-led planning teams to develop a 25
year Facility Master Plan, as well as to provide architectural services for a new entryway for the Z.J. Loussac
Library. RIM Architects was contracted in February 2012 to fulfill the role of the prime consultant to perform
the master planning and design services. RIM’s charge is to create an overall Facility Master Plan to identify a
series of planning projects, as well as a new entryway as the first design project. Prioritized budgetary project
cost estimates were developed for the MOA, based on the team’s research, community/stakeholder input, and
design recommendations. Recommendations will be used as a communicative document for various decisionmaking entities. The initial design project will completely replace the existing 2nd story entryway plaza with a
new ground floor functional entrance that responds to our climate and provides safer vehicular traffic routing,
more obvious user circulation and a rich, welcoming public entry space. RIM Architects, as the prime consultant,
will be responsible for the design and construction administration of the new entryway design. Construction is
slated to begin early 2014 on the new entryway.
PROCESS
The facility master planning process included multiple activities:
Research and analysis of existing site and facility conditions performed by the design team.
• Community and stakeholder outreach/input organized and led by the design team.
• Development of a broad vision statement and guiding design principles based on synthesis of team
research and community/stakeholder input.
• Prioritized planning recommendations framed around input and the new vision and guiding design
principles, with the first project identified as a new entryway for the Loussac.
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NEEDS ASSESSMENT
EXISTING REPORTS REVIEW
Over the recent past few years, a number studies have been conducted on the Loussac Library to investigate
problems, deficiencies and general status, at varying levels. The Master Plan design team was asked to review
and comment on these reports, and the following is the compilation:
BUILDING CONDITION SURVEY :: JANUARY 2010
The survey was conducted by USKH, for the MOA, and addressed civil, architectural, structural, mechanical
and electrical aspects of the existing building and property. The survey report presents an extensive list of
deficiencies, and recommendations for improvements, in narrative format by each discipline. Appendix A of
the survey report summarizes, into table format, the issues and recommendations, along with including priority
designations. Estimated cost for each of the items is provided, along with a total estimated cost, including
design and construction, which comes to $9,174,643.
The architectural portion of the report first addresses the exterior envelope. A number of partial re-roofing
projects have occurred between 2000 and 2009, with the latter being the most extensive. The skylight and
curtain wall system over the main circulation space leaks and is a source of glare from daylight. The exterior
soffit over the first level entry is significantly deteriorated, due to the deterioration of the second floor plaza and
plaza seismic joints. Concerns over water intrusion-caused efflorescence on the exterior brick work is noted.
Most all finishes throughout the interior were described as worn, deteriorating, or dated in appearance.
The structural portion of the report indicated that USKH performed a Tier 1 seismic evaluation of the library.
Under Tier 1 procedures, standardized checklists are used to focus on what may be seismic issues. If “potential”
issues are found, basically design features that fail the checklists, these are further evaluated under Tier 2.
USKH did find non-compliant checklist items under the Tier 1 evaluation. A summary of some of the noncompliant seismic issues include:
• Possible inadequate connections of the floor diaphragms to the concrete shear walls
• Possible inadequate connections of the diaphragm drag struts to the concrete shear walls
• Torsional irregularity
• Weak/Soft Story issues
• Steel moment frames may have strong column-weak beam issues
In addition, the Tier 1 evaluation identified “non-structural” issues such as inadequate bracing of the elevators,
book shelves, M&E equipment and suspended ceiling systems. A Tier 2 evaluation was performed by Reid
Middleton Inc. engineers in August 2012. and is included in the Appendix of this volume (Vol. 1).
The mechanical portion of the USKH report identified code violations, systems/components needing examination/
inspection, and systems/components needing replacement or reconfiguration. Significant items include:
• Upgrade faucets with sensors
• Upgrade hydronic heating system gaskets, valves, fitting and/or joints
• Replace heat exchanger
• VAV box replacement
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• Ventilation system upgrades
• Replace boiler
• Replace controls system
• Replace elevators or renovate to code-compliant
A majority of the repair, replacement and upgrade/enhancement items directly address the poor energy efficiency
of the current systems. Capital investments in these systems could make a significant difference in the operating
costs of the facility.
The electrical portion of the report relayed numerous deficiencies in almost all aspects of the electrical system.
Items needing attention include the following:
• Building service equipment
• Emergency/Standby power
• Power distribution
• Wiring systems and devices
• Fire pump
• Security
• Video surveillance
The report also describes deficiencies in the lighting system and fire alarm system. A lighting retrofit project
occurred in 2011 , and a Fire Alarm improvement project began in April of 2012. As a part of the facility master
plan process, the Appendix A list of deficiencies was updated to reflect whether the issues found in the Condition
Survey were resolved.
The accompanying copy of Appendix A provides the detailed list of deficiencies. The facility master planning
process has updated and built upon this list, to incorporate remedies into the master plan and to establish an
appropriate timeline. We incorporated feedback from the MOA and Library maintenance staff regarding which of
the deficiencies may have already been addressed by recent MOA improvement projects at the facility.
ELEVATORS CONDITION REPORT :: JULY 2010
This report, by ThyssenKrupp Elevator Corporation, appeared as Appendix D in the Condition Survey report. All
5 elevators in the building are hydraulic type elevators, and are 27 years old. The report notes they are beyond
their estimated life expectancies of 15-20 years. A complete modernization is recommended, with some repairs
recommended for immediate action.
SAFETY OFFICE FIRE & SAFETY INSPECTION :: JANUARY 2010
The report was prepared by the MOA Safety Director, and focused on life safety issues in accordance with NFPA
and OSHA regulations. The report relays a number of housekeeping or operational problems which should be
remedied outside of any building improvement projects. Examples include improper use of extension chords,
disorderly storage of materials in store rooms, and portable heaters without safety-tip-over switch. Items found,
that should be address in future projects include:
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• Outlets near sinks in Kitchenettes, Janitor Closets, and many other areas are not GFCI type.
• Lounge stove needs fan filter to be cleaned/replaced.
• Fire extinguisher needs to be relocated out of closet in Ann Stevens Room.
• Hazardous chemicals in store rooms need to be stored in flammable lockers.
• Replace/secure sprinkler head escutcheons throughout the facility.
• Rated doors throughout need to be labeled.
A number of items, such as replacing missing electrical box covers, are noted with “Submitted work request 1-1410.” Assumption is that these items were corrected.
LOUSSAC LIBRARY MAIN ENTRY PLAZA ANALYSIS :: OCTOBER 2009
Coffman Engineers performed a visual inspection of the structure of the main entry plaza, focusing on the section
north of the seismic joint. Corrosion on steel beams, and minor spalling of concrete beams, were observed.
Staining on the concrete beams from rusting of the rebar was also present. The conclusion was that the seismic
joint cover was failing and allowing water to enter from above and contact the steel framing. It was assumed that
there also is a crack on the surface of the plaza that allows water to move through the slab and rust the steel
near the concrete beam.
LOUSSAC RENOVATION PROGRAM STATEMENT :: MARCH 2009
This document was prepared by Loussac Library staff, the ‘Loussac Renovation Staff Committee’ in particular, to
convey goals and priorities for renovations from the staff point of view. A significant number of items appear, by
departments/areas of the building, and are organized into “Must Have” and “Would Be Nice.” These departments/
areas include:
• Ground level building entrance and Lobby
• Library proper entrance and lobby
• Outdoor grounds: roof, amphitheater, sidewalks, parking lots, driveway to entrance, signage
• Circulation desk
• Information Commons (Technology lab)
• Teen area
• Adult area
• Children’s area
• Media
• Alaska wing: Alaska Collection, Ann Stevens Room, Galleria
• First floor staff work areas
• Fourth floor staff work areas
• Interior systems (HVAC, lighting, alarm system, security, staircases & décor)
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In the Conclusions section, the document list safety concerns as the first priorities:
• Repair leaking roof that is causing damage to interior of the building
• Remove terrace entrance from ground level to second floor lobby; unsafe makes entering the building
confusing & challenging
• Create indoor book drop to alleviate staff safety issues
This is followed with suggestions to improve workflow and make staffing more effective:
• Realign circulation desk and library lobby to create inviting & functional space with clear traffic flow and
encourage staff interaction.
• Create stand-alone Information Commons (technology lab)
• Create a Teen Area
LOUSSAC LIBRARY CONCEPT :: DECEMBER 2002
This is a Conceptual Planning Sketch of the current Circulation Area, by Livingston SIone, that rearranges the
area. No corresponding cost estimate is provided.
ENTRANCE RENOVATION QUOTE :: JANUARY 2006
This is a draft ‘Proposed Capital Costs’ summary prepared by Livingston SIone, that references a cost estimate
by Estimations and a sketch by Livingston SIone dated December 2005. Neither the estimate nor the sketch is
provided.
HMS LOUSSAC RENOVATION :: SEPTEMBER 2007
This Conceptual Design level cost estimate references sketches and narratives provided by McCool, Carlson
& Green, but no corresponding drawings are provided. The $10,706,324 cost is broken down into 19 items:
Rearrange main entry, reconfigure parking lot, add radiant heat to plaza/stairs/sidewalk, roofing, relocate book
drop, install 50 computer stations, HVAC controls, new fire alarm system, lighting replacement/upgrade, security
system upgrade, replace carpet at library, new carpet at theater, sound resistant glass, motorized roller shades
at skylight, fire rated drapes at Stevens Room, gas fireplace, conference and office sound isolation, stage curtain,
stage overhead, and electronic link from Assembly Chamber to Marston Theatre.
ZJ LOUSSAC ENTRANCE CONCEPT :: 2009
These concept design sketches by USKH depict an expansion of the lobby out to the base of the Alaska Collection
wing. No corresponding cost estimate is provided. (Appendix C of Loussac Renovation Program Statement)
LOUSSAC CHILDREN’S AREA CONCEPT :: 2009 (Appendix C of Loussac Renovation Program Statement)
Creator of concept design is not indicated. No corresponding cost estimate is provided.
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LOUSSAC TEEN AREA CONCEPT :: 2009 (Appendix C of Loussac Renovation Program Statement)
Creator of concept design is not indicated. No corresponding cost estimate is provided.
ANCHORAGE BOWL COMPREHENSIVE PLAN :: ADOPTED 2001
The Anchorage 2020 Land Use Policy Map designates this parcel to be within the Midtown Redevelopment/
Mixed-Use Area, adjacent to the Midtown Major Employment Center. The intent is to create more opportunities
for people to live close to work, with the idea that additional retail and supports services will be needed within
this area. The site is located in the Central Anchorage subarea. Growth allocation in this subarea assumes infill
development of remaining residentially zoned parcels, extensive multi-family housing development along transit
corridors, redevelopment of mobile home parks, and conversion of some under-used industrial tracts along the
Campbell Creek Greenbelt for residential use.
The Anchorage 2020 Plan specifically identifies the Loussac Library as the primary library for the Municipality,
accounting for 70% of circulation and two-thirds of patron visits. It also mentions that the Loussac Library is
near capacity and recommends an update of the Areawide Library Plan and long-term expansion at the Loussac
Library.
ANCHORAGE MIDTOWN DISTRICT PLAN :: DRAFT 2009
This district plan has only been issued in Draft format. It does address the “Loussac Library Superblock” as
an important component of Midtown. The superblock includes the library, Cuddy Family Midtown Park, the
post office, and the proposed site of the Ted Stevens Archives. It is envisioned that this superblock creates an
attractive “civic campus,” as a destination for local office workers and resident, as well as users from around
the community. One of the major issues identified within this superblock was the lack of an internal street
system and pedestrian pathways. 38th Avenue and Barrow Street are planned for construction soon, which will
greatly improve vehicular and pedestrian circulation within this area. It is also contemplated whether a future
connection between Barrow Street and Denali/40th Avenue will be needed in the future. The following specific
connectivity design elements were identified:
• Wide sidewalks (at least 10 feet wide),
• On-street parking on both sides of the street,
• Pedestrian scale lighting,
• Enhanced street furniture,
• Narrow travel lanes,
• Textured, raised crosswalks at the intersections and midblock on Barrow Street between 36th Avenue
and 38th Avenue.
• Site Visit Observation
• The architectural, interiors, civil/planning, and lighting team members visited the site and building, along
with the library and technology consultants, to become familiar with the general condition of the facilities.
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ANCHORAGE PUBLIC LIBRARY COMMUNITY PLAN :: JANUARY 2010
• Library has been struggling for survival for many years, operating on fewer staff and financial resources
than peer institutions in the United States.
• Library use continues to increase – in record numbers.
• Library staff has been expected to do more with less for many years (as documented in the 2010
Anchorage Public Library Community Plan). If this trend is expected to continue, priority should be given
to technology solutions that allow staff to maintain and/or improve current levels of customer service.
• It is vital that the value of any technology solution be measured in terms of both “Total Cost of Ownership”
(TOC) and “Return on Investment” (ROI). In the case of library, ROI is not determined in a direct financial
return on the funds invested, but in resulting savings of staff hours, operational, and other efficiencies.
• Technology should be chosen that enables, strengthens and supercharges the library’s mission and
goals; in terms of the 2010 report, that would mean supporting the vision and mission designed to guide
the library on “the journey from SURVIVE to THRIVE”:
Anchorage Public Library Vision:
The Anchorage Public Library is an essential partner in building and sustaining a
literate citizenry, transforming lives through information and knowledge and enhancing.
The library’s mission statement underscores the Library’s role as an organization that
strengthens the community and provides opportunities for discovery.
Anchorage Public Library Mission:
Anchorage Public Library provides resources to enrich the lives and empower the future
of our diverse community, while preserving the past for generations to come.
• There are fundamental essential pieces of technology the library requires in order to survive, let alone
move forward and thrive. These fundamentals include:
:: Robust and scalable network infrastructure, including wired and wireless
:: Adequate and scalable Internet bandwidth
:: Functionality and maintenance of patron computing tools
:: Functionality and maintenance of staff computing tools
:: Policies and practices promoting access to essential technology tools for patrons and staff
• Technology must be agile: technology funding should be budgeted as in a ratio of Maintenance and
research and development
• Technology must support multi-lingual capabilities to support cultural diversity – 50% of children in the
school district are non-white, and 94 languages are spoken by children in the district. After English the
five most common are Spanish, Hmong, Tagalog, Samoan and Korean.
14
• Guiding Principles
:: Accessible
:: Dependable
:: Efficient
:: Involved in the Community
:: Inclusive/Comfortable
:: User-Driven
:: Sustainable
:: Innovative/Dynamic
• “Library 2.0” vision Library 2.0: Library 2.0 describes a new model of library service that is digitally
focused. This type of service model has the library as a collaborator and creative enabler for the
transference of intellectual content. Key concepts of 2.0:
:: Advanced web based tools for content access/information sharing
:: User defined design and implementation of tools and services
:: User defined/designed library services
:: Interdisciplinary “harvesting” other models of businesses, non-profits, and governmental
agencies into library service models
:: Consistent reevaluation of and evolution of library services to stay relevant and thrive in our
21st century world model
AUDIO VISUAL SOLUTION PROJECT, AV QUOTE FOR WILDA MARSTON THEATRE :: 2008
• Proposal and Statement of Work to Implement a Rich-Media Recording and Webcasting System
• A design for live webcasting using the theater’s existing multimedia system.
• Technologically, this appears to be a good proposal for 2008 (when it was created) but I think the vendor
would choose a different approach for 2012 and beyond.
• The proposal doesn’t take into account necessary improvements in the core audio system for the theater.
• The proposal includes a statement of purpose, but it’s unclear what objectives the system is designed
to address.
• The consultant recommends a new process to perform a needs assessment (including interviews with
stakeholder groups) and identify specific objectives for audio, visual and recording needs for the theater.
From the objectives, systems can be designed, specified, and built.
15
MOA CABLE STANDARDS
• MOA IT has finalized standards and specifications for “communications equipment rooms;” qualifications
for cable connections; and general specifications and standards for building wiring.
• The document specifies standards for telephone wiring. The technology consultant recommends caution
in the design and deployment of and new “telephone” wiring. Since it’s likely the municipality of Anchorage
may consider a migration to IP telephony in the future, prior to creating construction documents the library
should consider eliminating telephone wiring (category 3) and use data wiring and the data network for
voice needs as well.
• The document specifies standards for testing, certification, and documentation.
EXCIPIO STUDY OF MUNICIPAL INFORMATION TECHNOLOGY :: 2011
• Excipio (an IT consulting firm) performed a technology assessment for the Municipality of Anchorage in
2011. The full report is available on the City website at http://www.muni.org/departments/it/pages/
default.aspx
• The libraries were not included in the scope of the report.
• The report notes that the technology support was rated positively by agencies within the document scope
(providing good customer support), technology infrastructure was outdated, and that the posture of the
department was more reactive than proactive.
• The report indicated that operating costs for MOA are generally higher than comparable consulting
clients. It’s unclear if the cost analysis adjusted for some of the unique conditions encountered in Alaska.
• The report recommends further streamlining, consolidation and outsourcing of IT efforts.
• Saying that the MOA is under-invested in IT, most recommendations call for increased IT investments
aimed at creating efficiencies and future cost savings.
• It’s unclear what actions (if any) have resulted within MOA in response to the report.
16
FACILITY AND PROGRAM ANALYSIS
The Z.J. Loussac Public Library is approximately 159,000 gross square feet of library and community-use spaces
constructed over four floors, which includes the connecting three-story wing for the Alaska Collection, a unique
programmatic component combined with the Loussac library and community functions. The result of a twostep design competition of Project 80s, this Building Form is likely one of the best representative examples
of late post-modernism in Alaska. Post-modernism emerged from a rejection of stark and utilitarian designs
from early 20th century architecture and is defined by complex forms that emphasize history and/or symbolic
representation. The formal qualities of the building are very challenging to reorganize in terms of a contemporary
and functional library layout. Sight lines across floor areas are cut off by a central circulation core, which minimizes
the staff’s capacity to view the majority of floor area while at a service point location. Vertical circulation (stairs
and elevators) within the building do not contiguously serve all floors, which creates disruption in patron user
flow, as well as staff work flow.
CURRENT FACILITY PROGRAM
LEVEL 1 contains the Anchorage Assembly Chambers, the Wilda Marston Theater, and a Conference Room
rentable by the public. This meeting room has an adjacent, outdated kitchen. A Book Handling Room, a Garage,
and Library Support Areas exist within the non-public portion of this level. The remote drum component of the
building underneath the Alaska Collection contains a special holdings Vault, High Density Storage Room, and
Librarian Work Room, as well as Mechanical and Electrical Services. The Pre-Function Lobby between the
Chambers and Theater is small, has low ceilings, and offers little in the way of inspiration or welcome to the
public. Large gatherings cannot be currently accommodated without impacting circulation between the adjacent
spaces.
LEVEL 2 contains the Main Circulation Desk, Holds Pickup, Children’s Area with a Story time Room, Child’s Media,
Adult Fiction, a tenant-occupied Coffee Shop, and Security Office. The main level of the Alaska Collection is
located at this level, as well, yet accessed via Level 3. The Alaska Collection contains print and non-print material
on Alaska and the North and represents a very unique and special collection for the Loussac and for Alaskans.
LEVEL 3 contains Adult Non-fiction, Teen Underground, Reference Desk, Periodicals, Genealogy and the recently
relocated Adult Media. The Ann Stevens Room, adjacent pre-function area/gallery, and public space overlooking
and open to the Alaska Collection below are also located on this level.
LEVEL 4 contains Library Administration and Staff Offices, Board room, Workrooms, Technical Services, IT/
Server Room, and miscellaneous staff-focused spaces. Non-library uses include an A/V Production Studio run
by the MOA Fire Department to serve the Assembly Chambers, as well as the production of fire safety films. This
uppermost floor, in particular, is highly underutilized, by as much as 40%, with the recent vacancy of the Media
area.
17
BUILDING SYSTEMS
As described at length in the Building Condition Survey
(2010-by others), the majority of the Building Systems (heating, cooling, and ventilation systems) are the original
components. They are near the end of their useful
life expectancy, or are significantly behind in terms of
technology and efficiency. The lighting system was recently
upgraded for energy efficiency, but limited budget did not
allow deficiencies in location and quality of lighting levels
to be addressed. The building is lacking in quantity of data
outlets to accommodate the current patrons’ needs. The
building floor structure is concrete, which has limited adding
power and data outlet additions in the floor over the years.
This has hindered the library’s ability to respond to library
service and patron needs in a flexible way because of the
cost and operational impact/disruption of adding these
outlet locations.
Original (1986) Boilers
Image Source: RIM Architects Design Team
Replacement of the majority of the building systems, as
recommended in the Building Condition Survey and analyzed in a recent Investment Grade Energy Audit on
the Loussac Library (Alaska Housing Finance Corporation, May 04, 2012; http://www.akenergyefficiency.org/
sites/default/files/CIRI-ANC-CAEC_MOA_Loussac_Library.pdf), will markedly improve the Energy Efficiency of
the facility and systems. Correction of over-active energy consumption (such as continuously running boilers and
ventilation system) will improve energy consumption.
The 2012 AHFC Energy Audit reported annual energy cost estimation for the existing
building to be $377,900, based on 2009 and 2010 energy cost data.
Major inefficiencies outlined in this report are:
• Low efficiency boilers and water heaters (consuming more energy to “keep up”)
• Ventilation system over-activity during unoccupied hours
• Heating system over-activity during unoccupied hours
• Windows and skylight systems—low U-factor (low insulating value)
• Lighting, interior—outdated fixtures, bulbs, lighting controls
• Lighting, exterior—outdated fixtures, bulbs, lighting controls
The AHFC Energy Audit report maintains if all sixteen (16) recommended energy efficiency projects are
implemented and managed appropriately for an approximate initial cost of $2.6 Million, facility utility cost savings
could be as high as 35% over an 18.7 year payback period ($134,033 estimated savings per year). Alternately,
taking the nine (9) most cost-effective measures into consideration, at an initial cost of approximately $750,000,
utility costs will be reduced by $119,652 per year, for a savings as high as 32% with a 6.2 year payback period.
Notes: The quantitative figures quoted here are specific to the AHFC Loussac Library Energy Audit report and are
not part of cost estimating scope of this report. The Energy Audit did not make recommendations for improving
the thermal envelope of the building having any remarkable impact to energy savings over time.
18
TECHNOLOGY
Technology resources are outdated for 21st century public
library needs. Public computers and access for mobile devices
used by patrons, provide reasonable accommodation as far
as functionality of library catalog and on-line programs. The
current internet bandwidth is significantly deficient and affecting
patron and staff satisfaction. The physical quality of technology
support spaces, including first floor telecom room and server
room, and equipment need improvements. Patron self-check
machines are first generation and at the end of their life. There
are half the number of public computers needed and there is a
lack of stations for multiple users at one computer.
COLLECTIONS AND INTERIOR FUNCTIONALITY
Existing Computer Equipment
Image Source: RIM Architects Design Team
Current Collections at the Loussac contain primarily Adult Fiction and Non-fiction books; large print books; audio
books; and a variety of digital media platforms. Periodicals include hardcopy newspapers and magazines, as
well as microfilm and microfiche with historic periodical information. The size of Loussac’s collection falls in the
middle compared to its peers’ collection sizes. The Collection is spread out on Levels 2 and 3 of the library. Adult
Media recently relocated from Level 4 to Level 3 and Children’s Media to Level 2, within the Children’s Area, in
order to eliminate the existing service point on Level 4 which required a dedicated staff member during hours of
operation. The trend for Media within the Loussac is a reduction in the collection size within upcoming years as
more and more digital/online resources become available. The same case can be made for periodicals—reduction
in collection size, and therefore, there is a reduced need for floor area that can be utilized for more seating areas
or other flexible use spaces. Current shelving heights for Collections are taller than the current norm, block views
outside, do not afford ample natural light to enter into the building interior, and create a warehouse feel.
The existing Circulation Counter/Station located on the second floor is the first point of contact for library
visitors. Unfortunately, it has an unwelcoming and barrier-like physical presence. It was originally designed to
accommodate ten workstations/positions, and has become extremely oversized as staff size has been adjusted.
Its current size and layout creates a barrier to service to patrons and lacks flexibility.
There are limited Patron Seating Areas for large group gatherings or areas for concentrated library users to
gather together. Furniture within the facility is dated and worn. Unfortunately, the Loussac provides significantly
less Program Spaces for both adults and children as compared to peer libraries, mainly due to lack of librarydesignated program space, staff, and lack of funds. Loussac-sponsored programs currently share use of publiclyaccessible conference and meeting rooms, as well as outdoor spaces. The building needs to be reorganized
to improve the capability to host library-sponsored programs. The building has very few spaces for meetings,
conferences, group study, and collaboration for public or library use. Spaces available for use are outdated in
finishes, environmental controls, and technology. Those with kitchen facilities are also outdated. Pre-function
and open gathering areas are sparse and minimal. Outdated finishes, environmental controls, and technology
in these areas are in need of upgrades or general reconfiguration to meet current and future flexible design
considerations.
Other general deficiencies include unused/underutilized spaces and ADA access issues. A noticeable number
of rooms have become unneeded, mostly in support spaces. Under utilized spaces occur in both public and
back-of-house area. This can be attributed inefficient layout of furniture/furnishing, inconvenient locations of
power/data infrastructure, and a lack of emphasis on maximizing use of space. Many spaces do not comply
with accessibility standards, both in public and support areas. Inadequate door approach space is the most
predominant deficiency, but a variety of non-compliant items are present.
19
ADMINISTRATIVE AREAS
Administrative Areas are mainly located on Level 4. The layout
and area accommodated the original staff count for the facility,
but is now very underutilized. Finishes and equipment in kitchens
and break rooms are outdated and worn. Offices are over-sized for
today’s space requirements for comfort and efficiency for library
staff. Some of the Youth Services staff sit on Level 2 within the
confines of the Children’s Areas. Some staff sit adjacent to the
Vault and Storage Rooms in the Alaska Collection “drum”, which is
very isolated from the remainder of the staff. The Circulation Desk
has one office near the book check area.
Administrative Office Area
Image Source: Bruce Mau Design
20
SITE AND VICINITY ANALYSIS
The Loussac Library is located on a Municipality of Anchorage owned 736,568 square foot (16.91 acre) parcel of
land located in mid-town. It is currently bound by 36th Avenue (north), Denali Street (west), Barrow Street (east),
and Cuddy Park/40th Avenue (south). The street address is 3600 Denali Street. The property is zoned Public
Lands and Institutions (PLI).
The library is centered on the site, with the main building axis rotated 45 degrees to the site. Employee/assembly
parking is located to the northwest and west of the building, with entry doors on the northwest and southwest
facades. The main public parking lot is south of the building, and a small amount of public and accessible
parking is located to the east of the building. Currently there is a total of 362 parking spaces, 17 of which are
accessible. The main public entry is on the southeast façade, located at both the first floor and second floor
levels. The site is roughly bisected by Sharrock Way, running between Denali and Barrow streets, and running
under an elevated portion of the library. It is important to note that a water permit easement exists, underlying
almost the entire length of Sharrock Way.
DOWL HKM has performed an ‘as-built’ survey of the site, to document the locations of site features and
encumbrances such as easements. A copy of the ‘as-built’ is contained in this volume.
LOUSSAC LIBRARY AERIAL
Image Source: CRW
21
VICINITY
In the Anchorage Bowl Comprehensive Plan (Anchorage 2020), the library is within the Midtown Redevelopment/
Mixed-Use Area and is slated as an area with opportunities for people to live close to work, and for additional
retail and support services. New developments in the neighborhood are happening, and Loussac should be
seen as a positive contribution to neighborhood livelihood and future development, but seems under-utilized/
under-realized currently. Being located in mid-town Anchorage, the library is readily accessible from all parts of
town. 36th Avenue, and nearby Tudor Road, C Street and Seward Highway are major arterial roadways. Traffic
counts at key nearby intersections were conducted to understand existing conditions. Due to there being no
connecting streets between 36th and Tudor, “cut-through” traffic is happening from 40th/B Street through the
Post Office parking lot to Barrow, from Barrow to Denali via Sharrock Way, and from Barrow to Denali/40th via
the library parking lot. Traffic patterns in the immediate area will be changing due to the construction of a new
grocery store at the southeast corner of C Street and 36th Avenue, and the construction of 38th Avenue from B
Street to Barrow.
ANALYSIS
While vehicular access to the area is convenient, a portion of
the general public is not sure on where to actually enter the
site, and where to park. The current location of majority of the
parking on the south side of the building is a major determinant
on the “entry” side of the building. There is inadequate area on
the north side of the building to relocate significant amounts
of parking to that side of the building. While 36th Avenue is
the most heavily traveled roadway bounding the site, new road
construction coupled with the opportunity to create a better
access roadway around the perimeter of the Loussac site,
could improve the utilization of roads leading to the library
from the south, west and east.
Accommodation of pedestrians arriving at the perimeter of the
site varies. There is a bus shelter on Denali, with sidewalk
leading to the library entrance. Both of these elements are
missing for the bus stop on 36th Avenue. A sidewalk is located
along the east side of Barrow Street, from 36th to Sharrock
Way, then along Sharrock to the building entrance. A paved
trail is located along the parking drive that connects to 40th
Avenue to the southeast.
Worn Paths from Parking to Main Entry
The primary category of pedestrians on the site are those that
park in the main parking lot. There are no interior or perimeter
sidewalks leading to the library entrance, forcing people to
walk in the drive aisles. As has been expressed by the general
public on many occasions, the current situation of pedestrian
traffic needing to cross Sharrock Way, or climb exterior plaza
stairs is undesirable.
Book Drop
22
The existing Book Drop area is a collection of stand-alone book collection bins well outside the building footprint
and within the parking lot. These exterior book drops are heavily used and staff must transport books in heavy
carts many times a day across a parking lot during all weather conditions, many conditions which are unfavorable
for such activity. Likewise, patrons either use these exterior book drops year-round or must carry loads of books
up and into the building to the main circulation desk area on Level 2 for return. There are no other book drops
designated for Loussac in the facility.
The grounds and Open Spaces that surround The ZJ Loussac Public Library are some of Anchorage’s only open
public space of this scale and provide incredible opportunity for congregation and discovery. Unfortunately, the
property is not well organized in terms of pedestrian circulation and flow. Foot-worn pathways are created yearround in both grass and snow as evidence pedestrians utilize particular patterns that are not accommodated as
a site amenity. Little connectivity, neither physical nor visual, exists between the Loussac site and neighboring
properties, particularly Cuddy Park.
Beyond the site deficiencies listed in the Building Condition Survey, a number of additional site items needing to
be addressed are noted on the Site Analysis Diagram contained in this volume.
The overwhelming site issue, conveyed from patrons, staff and community supporters, is the uninviting nature of
the approach to the building; consisting of the dark first level entry under the plaza, and the inconvenient route
up the exterior stairs and across a dilapidated exterior plaza to the second floor entry.
Open Space
23
LIBRARY SERVICES AND USER ANALYSIS
BACKGROUND
Public library statistics are collected annually by state library administrative agencies in each of the states.
The data gathered from over 9,000 libraries nationwide are then collected by the U.S. Institute of Museum and
Library Services (IMLS) using the Public Library Survey (PLS). Descriptive statistics are reported by IMLS for all
public libraries in the United States. These statistics are available for individual public libraries and are also
aggregated to state and national levels.
The Anchorage Public Library (APL) is one of fifty-nine (59) public libraries that served populations of between
250,000 and 350,000 during 2008 and 2009 (2009 is the latest year for which complete national comparative
statistics are currently available from the Federal Government). Libraries in this peer group are located in 28
states. Much of the following analysis is based on an examination of these statistics and of the 2010 data
set for Anchorage as reported by the Alaska State Library. This 2010 data is being used by IMLS to create the
national report for 2010. Derivative statistics such as circulation per capita, registrations as a percentage of
service population and percentages for various budgetary categories were calculated by the consultants using
the information contained in the national and state data sets.
OVERVIEW
The Anchorage Public Library (APL) is comprised of a “main”
library (the Z.J. Loussac Library) and four branch facilities
(Chugiak-Eagle River Branch Library, Gerrish [Girdwood] Branch
Library, Mountain View Branch Library and the Muldoon Branch
Library). APL is unusual among its peers in a number of ways.
First, the Anchorage Public Library serves people living in one of
the largest geographic areas of any of the peer libraries. Only
a handful of the libraries included serve areas larger than the
1,955 square miles covered by the Anchorage library system. All
of those serving larger geographic areas are systems that cover
county or multi-county regions.
Loussac Patrons
In spite of the enormity of its service area, APL has among the
fewest library service outlets (branches and main libraries) of any of the peers. Only the Henderson Public Library
District in Nevada , which serves a geographic region one-twentieth the size of Anchorage, has fewer outlets (a
main library and three branches). Four other peer libraries have the same configuration as the Anchorage Public
Library (a main library and four branches). However, the largest territory covered by any of these libraries is
one-half the geographic area served by APL. With one library facility for every 391 square miles of territory, APL
serves the largest area per library facility of any of the 59 peer institutions.
Among the fifty-nine peer libraries, the mean number of people served by each library facility is 35,219 people.
The ratio in Anchorage is one library for every 58,118 people. Only two other libraries in the peer group (the
Hamilton County Bicentennial Library in Tennessee and the West Florida Regional Library in Pensacola, Florida)
have ratios that exceed that of Anchorage. The tables on the next two pages present basic data for the Anchorage
Public library and the fifty-nine peer institutions serving populations between 250,000 and 350,000.
24
TABLE 1
Statistical Comparison – Anchorage Public Library and Peer Institutions Serving
250,000 – 350,000 Populations
Category
Population
Number of
“Main” Libraries
Number of
Branch Libraries
Number of
Facilities
Circulation
Circulation
(Children’s)
Library Visits
Number of
Registered
Borrowers
Reference
Questions
Answered
Number of
Children’s
Programs
Number of
Young Adult
Programs
Number of Adult
Programs
Children’s
Program
Attendance
Young Adult
Program
Attendance
Adult Program
Attendance
Circulation per
Capita
Anchorage
Public Library
(FY 2008)
Mean for
Libraries Serving
250,000 350,000 (FY
2008)
284,994
294,938
1
1
Anchorage
Public Library
(FY 2009)
Mean for
Libraries Serving
250,000 350,000 (FY
2009)
290,588
297,877
1
1
Anchorage
Public Library
(FY 2010)
291,826
1
4
9
4
9
4
5
10
5
10
5
1,532,662
445,026
2,349,789
820,621
1,591,657
613,097
2,522,737
863,692
1,513,221
562,279
840,113
153,520
1,401,693
161,641
871,036
170,686
1,490,075
159,028
758,601
187,675
180,877
330,725
219,414
366,726
145,320
768
1,908
886
1,944
731
NA
NA
30
164
25
50
855
40
609
79
29,142
57,118
41,067
57,650
33,068
NA
NA
693
3,464
630
11,386
12,884
13,085
11,635
11,386
5.38
7.97
5.48
5.48
5.19
25
TABLE 1 CONT.
Category
Holdings (# of
Volumes)
Expenditures for
Collections &
Resources
All Other
Operating
Expenditures
Total Operating
Expenditures
Circulation per
Registered
Borrower
Total Staff
(Full-Time
Equivalents)
Library Visits per
Capita
Library Visits
per Registered
Borrower
Reference
Questions
Answered per
Capita
Volumes per
Capita
Collection/
Resources
Expenditures per
Capita
All Other
Operating
Expenditures per
Capita
Total Operating
Expenditures per
Capita
26
Anchorage
Public Library
(FY 2008)
Mean for
Libraries Serving
250,000 350,000 (FY
2008)
749,839
785,429
Anchorage
Public Library
(FY 2009)
Mean for
Libraries Serving
250,000 350,000 (FY
2009)
751,310
788,118
Anchorage
Public Library
(FY 2010)
713,865
$979,574
$1,268,533
$1,081,747
$1,277,871
$1,026,895
$10,238,389
$8,262,644
$11,332,674
$8,590,781
$10,457,384
$11,217,963
$9,531,177
$12,414,421
$9,868,652
$11,484,279
9.98
14.54
9.33
15.86
8.06
86.00
136.97
88.30
136.00
89.11
2.95
4.75
3.00
5.00
2.60
5.47
8.67
5.10
9.37
4.04
0.63
1.12
0.76
1.23
0.50
2.63
2.66
2.59
2.65
2.45
$3.44
$4.30
$3.72
$4.29
$3.52
$14.40
$6.53
$13.94
$7.02
$12.71
$39.36
$32.32
$42.72
$33.13
$39.35
TABLE 1 CONT.
Category
Anchorage
Public Library
(FY 2008)
Percentage
Staffing
Expenditures
Percentage
Collections/
Resources
Expenditures
Percentage
Other Operating
Expenditures
Circulation per
Staff Member
Mean for
Libraries Serving
250,000 350,000 (FY
2008)
54.7%
66.5%
Anchorage
Public Library
(FY 2009)
Mean for
Libraries Serving
250,000 350,000 (FY
2009)
58.7%
65.9%
Anchorage
Public Library
(FY 2010)
58.8%
8.7%
13.3%
8.7%
12.9%
8.9%
36.6%
20.2%
32.6%
21.2%
32.3%
17,822
17,156
18,026
18,550
16,981
BASIC INPUT MEASURES
Anchorage ranks in the bottom quartile on several input measures. For example, Anchorage ranks 44th among
the 59 peer libraries in regard to the number of full-time equivalent staff (2009). It is instructive to note than APL
has almost 30 fewer FTE staff in 2012 than it had in the 1990s. APL staffing levels are poor.
However, APL fares better on some other significant measures. In spite of having far fewer branch facilities than
most of its peers, the Anchorage Public Library ranks 21st in terms of the size of its collections. Anchorage also
rates in the middle of the pack (27th) in terms of its expenditures per capita for new resources/materials.
Overall, the Anchorage Public Library is funded at a level higher than many of its peers. At approximately $ 40
per capita (average of 2008, 2009 and 2010 was $40.48), APL is in top quartile of its peers in terms of overall
operating expenditures. However, this statistic disguises an issue that appears to have a significant negative
impact on the Anchorage Library’s ability to serve the public. The following table shows the percentage of APL’s
total budget expended on three basic categories compared to the mean percentages among peers:
TABLE 2
Budget Percentages by Major Category
Staffing & Benefits
Materials & Digital Resources
All Other Operating Expenditures
Anchorage Budget
Percentage (2009)
Peer Library Budget
Percentage (2009)
58.7%
8.7%
32.6%
65.9%
12.9%
21.2%
27
Many public library management texts and library science courses have presented budget allocations for staffing
in the range of 65% - 70%, materials and resources in the range of 12% - 15% and all other operating expenses
in the range of 18% - 20%. As the table above shows, Anchorage expends a considerably smaller percentage of
its budget than these “rules-of-thumb” or its peers on both staffing and materials and allocates a significantly
higher percentage of its budget on other operating expenditures.
Many, if not most of these “other expenditures” are out of the direct control of the Anchorage Library and take the
form of “Inter-Governmental Charges (IGCs)” that are assessed by the municipality on the Library. For example,
charges are assessed by the Information Technology (IT) Department to cover costs associated with the
maintenance and servicing of APL computers. While this is a rational approach to providing technology support,
the consultants’ examination of APL’s technology support costs indicate that the “per device” assessment
charged by the Municipality is nearly double prevailing rates. Controlling IT costs is particularly important for
public libraries because libraries are increasingly technology rich environments.
That said, the number of public access computers offered to the public by the Anchorage Public Library is very
low. A widely applied standard suggests a ratio of one public Internet-accessible computer for every 1,000
individuals in the library service area. In 2009, Anchorage ranked 41st among its peers on this measure with
121 computers for a population of nearly 300,000. APL would need to more than double the number of public
access computers to even approach the 1 computer per 1,000 standard. Combining the need for a considerably
larger number of computers and the IGCs that would result from such an increase is sobering in regard to the
budgetary impact.
Furthermore, the bandwidth available to the Library is inadequate. Simply adding computers without addressing
the need for greater bandwidth would simply make a bad situation worse because all computer users would
suffer from poorer response time.
BASIC OUTPUT MEASURES
The combination of a small number of library facilities in a large geographic area significantly reduces the public’s
opportunity to use the public library. These factors, at least in part, result in APL’s mediocre performance on
typical output measures. Anchorage does have a reasonably high number of registered borrowers.
The Anchorage Public Library’s circulation for 2009 was just above sixty-three percent (63.09%) of the mean for
peer libraries (35th of the 59 peer libraries in circulation per capita). The circulation of materials to children was
slightly higher (70.9%).
APL’s performance was similar in regard to reference services. Anchorage’s public libraries fielded less than sixty
percent (59.83%) of those handled by peer libraries. The number of visits to the public library was even lower
(58.46%) compared to the peer group.
Circulation per capita (the average number of items checked out per individual) in Anchorage was 5.48 in 2009
and fell to 5.19 in 2010. This compares to a peer mean of 8.47 items per capita. Anchorage logged three (3)
visits per capita in 2009 compared to an average of five (5) among peers.
It was noted earlier that the size of the Anchorage Public Library’s collection placed it in the middle of the pack.
However, a measure of collection usage (turnover rate) indicates that the Library’s collections aren’t used as
heavily as collections in most of its peer institutions. Turnover rate divides the number of total circulations by the
number of items owned to create a statistic that indicates the number of times an average item in the collection
is circulated in the course of a year. APL’s turnover rate of 2.12 in 2009 places the library in 45th place among
the 59 peer libraries on this measure.
28
USER ANALYSIS/IMPLICATIONS
The small number of libraries and the distance between libraries clearly have an impact on library use. Although
the Loussac Library’s Midtown location is more centralized than many “main” libraries, the vast majority of users
arrive by automobile. One obvious impact of this situation is that the children of Anchorage visit the public library
only when someone is available to drive them there. A sense of the opportunity to serve children that is lost can
easily be observed by visiting the Mountain View Branch Library. The Mountain View Library is heavily used by
children because it is more accessible to them on foot or via public transportation.
It is also apparent that adults visit the Loussac Library less frequently than is typically the case in similar sized
communities. Both visits per capita and visits per registered borrower are considerably lower in Anchorage than
in most peer communities. However, user behaviors also show that when people do visit the library, they check
out more materials than their counterparts in other communities. Anchorage ranks 17th among its peers in the
number of circulations per library visit. In other words, it appears that Anchorage residents visit the Library less
often, but when they do, they take out a larger number of items.
Access to the Loussac Library via public transportation is
somewhat limited and the proximity of bus stop locations to
the Library entrance is poor. Improvements in bus routes
and bus stop locations would likely encourage greater use
of the facility.
This report is being written in the context of improving the
Loussac Library. While a strong case can be made for the
development of a more robust system of branch libraries
in Anchorage, the key issue under examination is how to
maximize the value that the Loussac Library offers to the
taxpayers of Anchorage. The Loussac Library is already
recognized as a valuable community resource. Increasing
that value by increasing public use is a worthy goal.
Bus Stop :: 36th Avenue & Denali
The analysis of input and output data paints the picture of a rather ordinary library. In some respects, the
Loussac Library is sub-par. Ongoing efforts designed to save taxpayer dollars have resulted in a declining return
on the taxpayers’ investment. Increasing the taxpayers’ return on investment will require a variety of changes
designed to attract more people to the Library more frequently.
For the purpose of this study, it is a given that many residents of the Municipality will need to travel considerable
distances to get to the Loussac Library. The question becomes “what services, features and amenities will
result in greater use?” While the simple answer is an exceptional library, the components of what constitutes an
exceptional library in Anchorage differs depending on the audience.
A look at what might make a difference for four different audiences may prove instructive. The four groups are:
• Existing users
• Parents/caregivers and their children
• Teens
• Disengaged (from the Library) Young Professionals
29
EXISTING USERS
As was mentioned earlier, more than half of Anchorage’s residents are associated with the Library by virtue of
being registered for a library card. Specific efforts should be made to encourage these users to visit the Loussac
Library more frequently.
Recommendations
• Increasing the “user-friendliness” of the facility by
reorganizing the location of resources/services
• Improving the quality of the user experience by
making the facility more intuitive and improving
way-finding
• Improving customer service by redesigning
customer/staff service points and retraining
staff to take a more proactive role in engaging
customers
Existing Circulation Design
• Improving technologies (the number of public
access computers, the speed/response time,
providing additional software/peripherals to expand the scope of the work that can be done on the
Library’s computers)
• Increasing the number/quality/relevance of adult programs
• Providing a greater variety of casual seating areas designed for specific purposes including quiet study
and group meetings
• Providing ongoing informal activities in the Library that consistently surprise and delight the customer
(artists, readings, concerts in open areas designed for this purpose)
• Improving amenities such as the café and perhaps adding a retail component
PARENTS/CAREGIVERS AND THEIR CHILDREN
An unusual aspect of the Loussac Library is that it serves as the primary “branch” library for a large percentage
of the Municipality’s population. “Main” or “Central” libraries often serve as research centers and the “popular
library” role is frequently secondary. This is not the case in Anchorage. If the Loussac Library is going to
successfully fulfill this role as a “super-branch” library, it must become a “destination” that parents/caregivers
consider on a regular basis and it must be a place that children will remember! Parents/caregivers are far more
likely to take their children to the library if their children constantly request a visit.
Recommendations
• Creating a fun, learning environment that is whimsical but purposeful
• Improving the definition of the youth services area as a children’s space through the use of color, a
themed entrance and a design that makes a visit to the area special
• Creating separate and distinct environments within the youth services area for pre-school children,
primary-aged children and intermediate-aged children
30
• Creating opportunities for intergenerational activities
(read-to-me chairs, computer workstations designed for
adults and children to use together)
• Creating opportunities for creative play (puppetry,
educational games, interest centers, chalkboards on
shelf ends, etc.)
• Adopting the children’s museum approach of providing
the maximum opportunity for interaction
• Addition informal, drop-in programming as well as
additional formalized scheduled children’s programming
TEENS
Children’s Area
The Teen Underground area has been successful in attracting additional teens to the Library. However, it is
both too small and too limited in scope. Attracting large numbers of teens to the Loussac facility will require the
creation of a space that offers a variety of opportunities that are not available elsewhere in the community.
The visionaries, funders and designers of the Teen Underground took the first steps in testing concepts and
ideas that include the opportunity for creativity and media production in an information/media-rich environment.
Recommendations
• Identifying and redesigning a space at least six times the size of the
existing Teen Underground room
• Providing specialized technology tools and space for video/media
production
• Providing reconfigurable, technology-rich group study/group meeting
space(s)
• Providing space within the new teen area for small performances
(poetry slams, open mic opportunities, library-user produced movie
showings, etc.)
• Providing additional opportunities for gaming (both technologybased and simple board games)
Teen Underground
DISENGAGED YOUTH PROFESSIONALS
Surveys and interviews conducted as part of the APL Community Plan process revealed a high level of
disengagement from the Library by young professionals in the community. The Library was largely seen as being
irrelevant to their lives.
While some efforts have been made in the last few years to rectify this situation (e.g., the use of social media),
the Loussac Library has a long way to go if it is going to attract a significant number of individuals from this next
generation of library users.
31
The four primary keys to engaging young professionals are:
• Save them time
• Save them money
• Increase opportunities for networking
• Entertain them
Many libraries have been successful in their endeavors to attract teens to their libraries by creating “teen
advisory groups” that largely set the agenda for programming and activities that are offered for their age group.
The consultants believe that this user-driven approach is most likely to achieve success in engaging young
professionals as well.
Recommendations
• Seek opportunities to create “one-stop” opportunities related to relevant topics including technology,
outdoor activities, business networking.
• Consider the provision of “hoteling/virtual office” spaces that can be used for small business meetings,
presentations and demonstrations (must provide an exceptional level of technological sophistication)
• Consider the provision of access to such spaces in hours beyond normal library hours
• Provide a space for user-designed technology zoo/genius bar activities
STAFFING IMPLICATIONS
The transformation of space will not, in itself, change the organizational culture of the Library. The Anchorage
Public Library has a very small staff that is hard-pressed to keep up with the existing workload. It has already
been noted that the Anchorage Public Library once had almost 30 more full-time-equivalent staff than it does
today.
An answer to this dilemma will not be found by tinkering around the edges. Staff will need to embrace new, very
different service models if the Library hopes to achieve a significant transformation. Staff will need to recognize
that change is in their own self interest. The probability of job security is greater in an organization that is highly
relevant to the community that it serves.
Recommendations
• Seek to reduce the number of public service points while improving the quality of public service
• Increase the “intuitiveness” of the facility and improve signage/way-finding to reduce the number of
directional queries
• Equip staff to become more pro-active/interactive with customers through the use of technologies such
as Vocera, handheld devices and enhanced security technologies
• Complete a comprehensive analysis of the function of each public service point and staff appropriately
• Reduce the handling of physical items (both the number of times handled and time/distance in transit)
32
• Replace inefficient, staff-intensive activities, such as serving the drive-through boxes, with streamlined
facilities/processes
• Provide incentives for staff offering exceptional customer service
33
LIBRARY TECHNOLOGY ANALYSIS
A technology analysis provides a subjective analysis of technology at the Loussac Library and make
recommendations for consideration as part of the current Master Planning process. Two documents (the Site
Visit Report, April 2012 and this Technology Analysis, May 2012) are provided in the Appendix of this Volume
(Vol. 1) and together provide a complete picture of findings and resulting recommendations from the technology
consultant at the time of publication.
KEY FINDINGS AND RECOMMENDATIONS FROM SITE VISIT
Technology Infrastructure
• The greatest immediate need is an increase in the Internet bandwidth for public services. Bandwidth at
the public library should be superior to what a user can experience at home, and be dependable service
anchor to attract and support users. The current 6 MB Internet connection is insufficient to serve the
public demands for wired and wireless computers at five busy library locations.
• The telecom rooms should be redesigned to serve as dual-purpose (telecom and equipment) rooms. The
redesign should provide identical and scalable telecom and server locations on each floor.
• The design of telecom rooms should be enhanced to include appropriate control of the room environment
(including temperature and humidity) and enterprise approaches to security, fire suppression, equipment
racks & wiring support, room-to-room conduits, uninterruptible power supplies, and review of any noncompatible uses of the telecom rooms, including any utilities. All equipment in the room should observe
proper clearances for access. Each room should be designed to have capacity to grow to support new
needs over time, and/or to allow for equipment reconfiguration, concentration or moves over time.
• The connectivity for the Alaska Collection should be audited to determine any new needs tied to a
strategic plan for the facility.
• The 802.11x wireless system for public Internet use should be configured to be as friendly and easyto-use as possible. A security certificate from a recognized issuing authority should be installed on the
wireless system immediately.
• Statistics should be gathered on wireless use – it’s an important and silent service that should be counted
like other measures of library use.
• The 802.11x public wireless system should be audited and then augmented to improve coverage
throughout the building.
• The library should consider providing access to the 802.11x wireless system outside of the building. This
would be especially welcome to users during summer events on the grounds surrounding the library.
• The library should reconfigure the 802.11x wireless system to provide longer DHCP lease times for users.
• The library should begin counting usage of the 802.11x system immediately to determine, understand
and report usage if what is a vital yet silent public service.
34
Public Computing
• The design philosophy for public computing should Change from a “resource of last resort” to a first
choice for patrons (comments from second focus group)
• The library currently does an excellent job of providing power to most locations where patrons might sit
to use their own portable electronic devices. Any new design for the building should continue to support
easy-to-access power for library patrons. The library should consider technology seating that is close to/
integrates access to power, and also proves “easy chair” comfort for users.
• The feel and configuration of the “Teen Unrground” is excellent and could be a model for other technological
improvements.
• Consider further use of decentralized self-check machines. Current media self-check is properly placed
out of necessity, but self-service technologies can be integrated into other places as well, supporting
people’s walk-flow and functional needs.
• Great care should be given in technology furnishing designs to integrate wire management to store,
route and/or hide unsightly cable runs. This design philosophy should include the actual power outlet
itself. Equal care must be given to allow easy access to all wiring (including power) for IT and library staff
members who would be required to install, service, or monitor computers.
• The library should consider a new approach to computer furnishings that would be ergonomic, flexible,
and with design aspects in harmony with the architectural redesign.
• The library should consider adding “comfy” and shared computer areas in children’s area that would
allow parents and children to share a single computer.
• The library should consider dividing public computing areas into designated “noisy” and “quiet” areas to
accommodate difference (for instance) between a patron doing quiet work (such as word processing) and
another doing noisy work (such as conducting a Skype call).
• The current arrangement of public library computers is a “cluster” approach – which allows staff to
monitor and assist all computer users in one area. However, computers distributed throughout the floor
plan in strategic areas can offer an improvement in convenience for patrons. The library should consider
sustainable ways to offer computers in more areas of the library.
• Among the top recommendations from the Loussac Staff Renovation Committee (March 2009) was
the addition of an “Information Commons.” To a great degree that goal has been achieved in the
current clustering of patron workstations. The library may consider placing some computer clusters
in a “classroom”-type environment that would allow for computer classes and other activities. This
environment could be in regular floor space, using glass walls and other means to create transparency
(looking inward and outward) as well as design in harmony with any redesign.
• The library should add “SOHO” (Small Office/Home Office) space to meet the needs of young professionals.
These spaces would be ergonomically comfortable, have excellent connectivity (specifically wireless), have
some level of privacy, and provide access to reliable and consistent services such as video conferencing.
:: These business-type spaces can be configured in a variety of ways, and several rooms can be
configured to met the needs of single or multiple users.
:: Single-user spaces would have a workspace much like a desk. Enhancements could include a
large-screen monitor, speakers, webcam and/or computer.
35
:: Multi-user spaces would have a conference table and a large-screen monitor or data projector and
speakers. Enhancements could include a telephone line, speakerphone, webcam and/or computer.
• The library should consider adding a content creation space or spaces inspired by the Chicago “You
Media” project. http://youmediachicago.org/
Staff Computing
• Please see bandwidth issues in the “Infrastructure” section above. Although much more bandwidth is
allocated for staff needs, staff still report connectivity issues and are reticent to use essential modern
services such as video conferencing.
• Library staff machines should be configured to access all resources necessary for staff to do their jobs.
Staff report that City content filters are blocking vital sites.
• If the library considers a different approach to customer service on all floors, the technology should
be designed to support it in a flexible manner (please see “Miscellaneous” section below – discussing
raised access flooring). Specific tech approaches would follow service recommendations from the library
consultant (Himmel & Wilson) but it’s conceivable that large, barrier-like staff desks could be replaced by
patron-friendlier approaches such as “jump stations.”
:: “Jump Stations” (also called “One Desk” and other names) refer to a stripped-down staff desk that
provide the tools staff need to server patrons without the barrier – the feeling of “us and them” –
that a traditional desk can provide.
:: Jump Stations can be configured in a variety of ways, but most invite side-by-side interaction with
patrons, including a single computer monitor that can be shared between the two.
:: Jump stations can be designed to support single or multiple staff members.
:: An important caution in designing jump stations is to do a thorough needs assessment with staff
so that the designer understands what non-computer resources staff will need at the desk. Some
jump stations are under-designed for the needs, and staff respond by adding shelves or other
clutter-prone areas to meet their needs.
Alaska Room
• The Alaska Collection is a hidden treasure; technology should be employed to both protect and preserve
the resources. In need of urgent attention is the facility housing the historic newspaper collection.
Potential for funding and partnership opportunities.
• Changes should be made to the archive to create a higher level of safety, security and preservation to the
historical materials, including access control systems, video monitoring/logging, humidity control, and
appropriate placement of fragile and unique materials in relation to water pipes.
• The Alaska Room Collection should be digitized as a means of both access and a modern means of
preservations. New technologies exist to scan historic documents without destroying them. This would
require considerable expense and effort.
36
• The technology consultant recommends a separate, specialized
audit of the Alaska Room, including current and future workflows
and organization of staff and materials, as the first step in creating a
specialized, strategic plan for the future of the archive.
Wilda Marston Theatre
• The Wilda Marston Theatre appears to be an excellent performance
and meeting space. Data wiring and sound systems could be
improved. The technology consultant recommends an audit of the of
the room to move the mix position for audio and lighting into a proper
place in the room (allowing sound and lighting engineers to hear and
see the performances as audiences do) and consider more modern
technologies for audio, such as a line array for the house speakers.
Jump Station Example
Miscellaneous
• The library should refresh its technology plan to, among other things,
respond to emerging needs and have a replacement strategy for
essential technology resources. This plan should be designed as a
living document to guide IT investments and actions over a period of
two years, and then reviewed and revised 18 months into the plan.
• Flexible, reconfigurable spaces are powerful over the life of the
building. The architects may want to consider using raised floor
(also called access flooring) in some areas of the library to create
maximum flexibility over time. A raised floor strategy allows wiring
(including data and power) to be easily moved by maintenance
Alaska Room
staff as needed. Even a very slight clear space (as little at 2”-3”)
can provide substantial flexibility. Raised floor systems for this
application typically require sturdy, concrete panels to withstand
loads and traffic. In some libraries, the raised floor space serves double-duty as an air-handling route for
building HVAC systems.
• The library should consider the merits of RFID (Radio Frequency Identification) and AMH (Automated
Materials Handling) systems. Since both require considerable expense and effort to implement, careful
study showing the Total Cost of Ownership and Return on Investment (gained mainly through staff
efficiencies) should be performed before any investment or implementation.
• If the library increases spaces devoted to meeting rooms, it may want to consider an automated system
to manage room reservations, room setup, equipment needs, and more.
• The library should take advantage of deep discounts on software and licensing available to libraries.
Most commercial software aggregators offer discounts, and the library can also pursue options such as
Tech Soup (http://www.techsoup.org/)
• The building PA system should be examined for suitability for any redesign. Investigate replacing with a
integrated video system to enhance communications on each floor. Something as simple as a webcam
37
or a portable device (such as an iPad or iPod)could allow staff members to make live audio and video
announcements over the system.
• The Public Conference Room (first floor, between Assembly Chambers and Wilda Marston Theater) has
a powered projection screen but surprisingly no permanently mounted AV projector. When a projector
is needed, a portable unit is used. Library staff says expensive price quote for installation (attributed to
difficulties installing wiring into solid concrete ceiling) has prevented permanent installation of projector.
The technology consultant recommends alternate and less-expensive installation options be pursued,
including surface-mounted raceways for wiring, to provide a permanently mounted AV projector.
38
UPDATED DEFICIENCIES LIST BY RIM
The following is an updated deficiencies and recommendations list for the ZJ Loussac Library (MO Building
410001) compiled and updated by each discipline of the design team. There is a table completed by each
discipline that outlines the following:
Item #: Provides a reference number for each deficiency and recommendation.
Priority: In order to establish an order of importance, the team has created the following priorities:
1 - Health Safety
2 - Code Deficiency
3 - ADA Deficiency
4 - End of Useful Life
5 - Energy Savings
6 - Asset Protection
7 - Functional Improvement
Reference: Provides reference to the code or standard that applies to the deficiency and recommendation.
Category: Assigns a category for the deficiency
Item: Describes the deficiency
Recom:
Describes the recommended strategy to fix the noted deficiency.
Source: Provides the source of the lists deficiency
BCS - Building Condition Survey, USKH, January 2010
ECR - Elevator Condition Report, Thysen Knapp, July 2010
SOI - Safety Officer Inspection, MOA, January 2010
SI - Stakeholder Input at Various Times
WFR - William Fowler Response - Wish List Request Form, February 7, 2012
Change in
Status: Status as of March 13, 2013 per each deficiency item. Blank cells indicate no change from original recommendation.
RMI - Reid Middleton Inc.
WFR - William Fowler
CE - Coffman Engineers
39
CIVIL DEFICIENCIES AND RECOMMENDATIONS
Priority
C1
C2
4
4
Reference
Category
Good Practice
Good Practice
Pavement
Item
Snow storage area is in poor
condition.
Manhole drain has pavement in poor
condition surrounding it.
Recommendation
Regrade.
Source
BCS
Reconstruct & pave.
BCS
Repair curb damage. Replace damaged
sidewalks.
BCS
Repave.
BCS
Change in Status
Trying to get done inhouse. (WF)
No longer applicable to Master Plan & proposed
site improvements.
No longer applicable due to Master Plan &
proposed site improvements.
proposed site improvements.
C3
4
Good Practice
Concrete
Curbs & sidewalks are damaged.
C4
4
Good Practice
Concrete
North and east parking lots are in
poor condition.
C5
4
Good Practice
Concrete
ADA parking sign is missing.
Replace.
BCS
Completed.
C6
7
Good Practice
Landscape
Irrigation system is not functioning
Replace and upgrade
WFR
Need to review affect on water usage.
40
STRUCTURAL DEFICIENCIES AND RECOMMENDATIONS
Item #
Priority
Reference
S1
1
ASCE 31
S2
1
ASCE 31
S3
1
ASCE 31
S4
1
BCS
See item S1. (RMI)
BCS
The torsional irregularity in the building
was accounted for in the Evaluative Tier 3
analysis and the resulting stresses do not
overstress any of the lateral elements
beyond their capacity. No upgrades are
required. (RMI)
The weak and soft stories were
considered and accounted for in the
Evaluative Tier 3 analysis and the
resulting stresses do not overstress any of
the lateral elements beyond their capacity.
No upgrades are required. (RMI)
Moment frames may not be strong More thorough seismic evaluation
column - weak beam. (AK
warranted. Perform an ASCE Tier 2
Collection)
Evaluation of the facility.
BCS
More thorough seismic evaluation
BCS
BCS
Anchor bookshelves against movement.
BCS
Add bracing and restraint with next major
elevator servicing.
BCS
Recommend bracing in conjunction with
remodel.
BCS
remodel.
BCS
Apply mylar film to strengthen glass.
BCS
remodel.
BCS
remodel.
BCS
remodel.
BCS
The edges of integrated
suspended ceilings are not
separated from enclosing walls.
remodel.
BCS
Exterior concrete column is
weathered and cracked.
Excavate around column, clean and
repair concrete.
BCS
1
ASCE 31
S9
1
ASCE 31
S10
1
ASCE 31
S11
1
ASCE 31
S12
1
ASCE 31
S13
1
ASCE 31
S14
1
ASCE 31
S15
1
ASCE 31
S16
1
ASCE 31
S17
1
ASCE 31
S18
1
ASCE 31
Structural
BCS
S8
1
proposed building improvements. (RIM
Arch)
ASCE 31
S23
BCS
BCS
1
1
S7
S22
BCS
BCS
ASCE 31
1
1
S21
Change in Status
An Evaluative Tier 3 analysis of the
building has been performed - diaphragm
connections are inadequate and in need
of strengthening. Further evaluation to
take place to determine if DCVR changes
already strengthened diapghragm
connections. (RMI)
The buildings appear to have
weak and soft stories. (Both
Buildings)
S6
1
Spaceframe connection to
concrete shear walls and
supporting steel frame may be
inadequate. (Main Building)
North emergency exit stair towers
shear wall connections to
diaphragms may be inadequate.
(Main Building)
Source
A significant torsional irregularity
appears to exist. (Main Building)
ASCE 31
S20
Diaphragm connections may be
inadequate. (Main Building)
Recommendation
ASCE 31
1
1
Item
S5
S19
Category
ASCE 31
Concrete non-structural spandrels
do not appear detailed as
coupling beams or for deflection
compatibility. (Main Building)
Interior non-load bearing masonry
partition walls may not be
adequately restrained to the
structure. (Main Building)
Moment frame members may not
be seismically compact. (AK
Collection)
Brick veneer does not appear to
be detailed to accommodate
deflection of the lateral force
resisting system. (AK Collection)
Bookshelves do not appear to be
adequately restrained. (Both
Buildings)
Elevator bracing and seismic
detailing may not be in
conformance. (Both Buildings)
Equipment weighing over 20 lbs
attached 4 feet above the floor
may not be adequately braced.
(Both Buildings)
Fire suppression piping may not
be adequately braced. (Both
Buildings)
Exterior glazing may not be
designed to remain in the frame if
glass is cracked. (Main Building at
from entry and north skylights)
Pipes, ducts and cable trays may
not be adequately braced.
Light fixtures in suspended grid
ceilings may not be adequately
braced. (Both Buildings)
Suspended ceilings may not be
laterally restrained. (Both
Possible water infiltration into
veneer around various locations of Recommend further investigation.
the building. (Main Building)
Possible water infiltration into sky
Recommend further investigation.
bridge veneer.
Water infiltration into stair tower.
Repair in conjunction with plaza repairs.
Page 1 of 2
Initial Tier 2/3 analysis focused on
primary lateral resisting system.
Additional analysis will occur. (RMI, RIM
Arch)
Arch)
The Evaluative Tier 3 analysis showed that
these connections are inadequate and
need to be strengthened.
Recommendations are in report. (RMI)
The Evaluative Tier 3 analysis considered
the compactness of all elements, issue
addressed. (RMI)
Arch)
Bookshelves in Dungeon are braced. In
public areas, they are bolted in with (2)
3/8 Red Heads post. Adequacy to be
verified. (RIM Arch)
Bracing restraint will be reviewed at next
major elevator servicing. (RMI)
Per Dave Grubs, MOA (343-8454), repair
was undertaken. Shallow reinforcing on
one side of columns discovered.
BCS
BCS
BCS
3/18/2013
41
STRUCTURAL DEFICIENCIES AND RECOMMENDATIONS CONT.
Item #
Priority
S24
1
S25
1
S26
1
Reference
Category
Item
Some of the exterior concrete
spandrel beams have significant
cracks exposed to weather. (Main
Building)
Water infiltration through exterior
deck surrounding main building.
Plaza shows signs of significant
water infiltration and sealant
failure.
Structural
42
Recommendation
Repair and seal cracks exposed to
weather.
Repair and seal cracks exposed to
weather.
Repair and reseal plaza as temporary
solution; consider a canopy to divert
snow and water off plaza as more
permanent solution.
Page 2 of 2
Source
Change in Status
BCS
See S6. (RMI)
BCS
BCS
Arch)
3/18/2013
ARCHITECTURAL DEFICIENCIES AND RECOMMENDATIONS
Item #
Priority
Reference
Category
Item
A1
6
Good Practice
Interior
Finishes
A2
6
Good Practice
Interior
Finishes
All First Floor Hollow Metal Door
Frames.
Doors in the following Rooms: 103
Vestibule; 104 Press; 108
Community Meeting; 110 Storage;
122 Corridor; 123 Vestibule; 124
Mechanical; 125 Pump; 127
Emergency Generator; 128
Electrical; 129 Mechanical; 131
Workroom; 132 Office; 133 Toilet;
134 Foyer; 135 Elevator
Equipment;
136 Corridor; 137 Men's Toilet;
141
Storage; 143 Conference; 151
Women's Dressing; 152 Women's
Good Practice
Interior
Finishes
A3
A4
A5
6
6
6
Good Practice
Good Practice
Recommendation
Source
Change in Status
Repaint.
BCS
Replace 3'-0" W x 7'-0" H plastic
laminated
door and hardware with a new 3'W x 7'H
solid core wood door and hardware.
BCS
Kitchen; 121 Storage; 122
Corridor;
131 Workroom; 161 Storage; 162
Vestibule.
Replace pair of 3'-0" W x 7'-0" H plastic
laminate doors and hardware with new
pair of 3'-0"W x 7'-0"H solid core wood
doors and hardware.
BCS
Interior
Finishes
Ceilings in the following Rooms:
102
Lobby; 104 Press; 113
Conference;
137 Men's Toilet; 144A Storage;
144B Storage; 146 Kitchen.
Repave.
BCS
Interior
Finishes
112
Hall; 119 Shipping & Receiving;
122
Corridor; 136 Corridor; 149
Telecommunications Equipment;
151
Women's Dressing; 139 Vending;
154 Hall.
Replace all 12" x 12" Mastic Applied
Acoustic Ceiling Tiles (on GWB).
BCS
A6
6
Good Practice
Interior
Finishes
All Walls in the following Rooms:
104
Press; 108 Community Meeting;
110
Storage; 115 Office; 116
Conference;
118 Custodial; 121 Storage; 131
Repaint (patch GWB as required).
Workroom; 141 Storage; 146
Kitchen; 147 Vestibule; 154 Hall;
155
Men's Toilet; 156 Men's Dressing;
158 Platform; 161 Storage; 162
Vestibule; 163 Vestibule; 165
Vestibule; 168 Workroom.
A7
4
Good Practice
Interior
Finishes
All Rooms on the First Floor with
carpet floor coverings.
Remove existing carpet and
accompanying
carpet or rubber wall base; reinstall new
carpet along with a new rubber wall base.
BCS
A8
6, 7
Good Practice
Interior
Finishes
101A Elevator Mechanical Room Repair water damaged gypsum wallboard.
now Storage Room.
BCS
A9
6
Good Practice
Interior
Finishes
102 Lobby wall finishes.
Replace wall carpet at curved wall
opposite
the entry way.
BCS
No longer applicable due to
Master Plan & proposed building
improvements. (RIM Arch)
A10
6
Good Practice
Interior
Finishes
103 Vestibule interior walls.
Replace wall carpet.
BCS
A11
4, 7
Good Practice
Specialties
108 Community Meeting Room
(Assembly Chambers) seating.
Replace seating.
BCS
A12
2
Replace smoke seals at all doors.
BCS
A13
6, 7
Good Practice
Replace weather stripping.
BCS
A14
4
Good Practice
Replace toilet partitions.
BCS
Architectural
2006 IBC Sec
Fire Protection 121 Storage interior doors.
508.2.2 & 715
Doors, Frames
121 Storage exterior doors.
&
Hardware
Interior
137 Men's Toilet
Finishes
Page 1 of 4
BCS
3/18/2013
43
ARCHITECTURAL DEFICIENCIES AND RECOMMENDATIONS CONT.
Item #
Priority
A15
6
Reference
Good Practice
Category
Interior
Finishes
Interior
Finishes
Item
Recommendation
Source
Change in Status
154 Hall walls.
Install corner guards at exposed corner.
BCS
158 Platform floor finishes.
Screen and re-finish hardwood floor at
stage.
BCS, WFR
A16
4
Good Practice
A17
6, 7
Good Practice
Interior
Finishes
143 Conference Room walls.
Install chair rail on painted wall surfaces;
clean/replace fabric covered walls.
BCS
A18
6
Good Practice
Interior
Finishes
All Second Floor Metal Door
Frames.
Repaint.
BCS
Doors in the following Rooms: 2D6
Stairs; 2C5 Stairs; 208 Story
Room;
210 Workroom; 212 Youth
Services;
215 Men's; 216 Women's; 218
Janitor; 223 Boys; 224 Girls; 227
Catwalk; 228 Control; 229
Catwalk;
225 Office; 231 Gift Shop; 232
Security; 233 Equipment; 239
Vestibule, 242 Men's.
laminated
door and hardware with a 3'W x 7'H solid
core wood door and hardware.
BCS
Under way.
A19
6
Good Practice
Interior
Finishes
A20
6
Good Practice
Interior
Finishes
A21
6
Good Practice
Interior
Finishes
A22
4
Good Practice
Interior
Finishes
All rooms on the Second Floor with accompanying
carpet floor coverings.
BCS
Carpet in WMT is fairly new.
A23
7
Good Practice
Interior
Finishes
201 Entry, 220 Main Lobby and
221
Circulation ceiling (skylight space
frame system). Adjoining
curtainwall
Needs sun and water penetration control;
recommend remodel design using a
translucent structural composite
sandwich panel.
BCS
A24
7
Good Practice
Interior
Finishes
2D6 Stair interior curtain wall.
Patch leak where exterior bridge
connection in curtain wall system. Repair
damage to interior finishes.
BCS
A25
6
Good Practice
Interior
Finishes
223 Boys toilet partitions.
Replace.
BCS
Interior
Finishes
217 Hall walls.
Install 4'-0" tall corner guards on all
corners
(4).
BCS
232 Security floor finishes.
Replace VCT tile floor.
BCS
Repaint.
BCS
laminated
solid core wood door and hardware.
BCS
A26
6
A27
6
Good Practice
Good Practice
Interior
Finishes
Interior
Finishes
208
Repaint GWB ceiling, patch as required.
Story Room; 214 Electric; 229
Catwalk; 231 Gift Shop.
204
Control; 206 Vestibule; 209
Puppet
Theatre; 212 Youth Services; 218
Janitor; 227 Catwalk; 228 Control;
229 Catwalk; 235 Volunteers
Office;
All Third Floor Hollow Metal Door
Frames.
Doors in the following Rooms:
303A
Workroom; 305 Men's; 306
Women's; 311 Genealogy; 313
Electrical; 314 Kitchen; 318
Vestibule.
BCS
BCS
A28
6
Good Practice
A29
6
Good Practice
Interior
Finishes
A30
6
Good Practice
Interior
Finishes
Doors in the following Rooms: 315 laminate doors and hardware with new
Piano; 317 Reading.
pair of 3'-0" W x 7'-0"H solid core wood
doors and hardware.
BCS
A31
6
Good Practice
Interior
Finishes
301
Adult N-F South; 302 Adult N-F
North; 305 Men's, 306 Women's.
BCS
A32
6
Good Practice
Interior
Finishes
Replace all 2' x 2' Suspended Acoustic
Ceiling Panels.
BCS
A33
6
Good Practice
Interior
Finishes
Repaint GWB ceiling, patch as required.
BCS
310
Workroom.
301
Adult N-F South; 302 Adult N-F
North; 313 Electrical.
Architectural
44
Page 2 of 4
Under way.
3/18/2013
Item #
Priority
Reference
Category
Item
Recommendation
Source
Change in Status
Interior
Finishes
301
Adult N-F South; 303A Workroom;
307 Hall; 308 Janitor; 310
Workroom; 313 Electrical; 314
Kitchen; 315 Piano.
BCS
305 Men's toilet partitions.
Replace.
BCS
306 Women's doors.
Replace sound seal.
BCS
306 Women's toilet partitions.
Replace.
BCS
BCS
A34
6
Good Practice
A35
4
Good Practice
A36
6
Good Practice
A37
4
Good Practice
A38
7
Good Practice
Interior
Finishes
316 Galleria east wall windows.
Requires sun control; to be accomplished
as part of glazing treatment for seismic see Structural.
A39
7
Good Practice
Interior
Finishes
317 Reading floor finishes.
Screen and re-finish hardwood floor
throughout room.
BCS, WFR
Convert existing wood fireplace to a gas
fireplace.
BCS, WFR
Interior
Finishes
Interior
Finishes
Interior
Finishes
A40
7
Good Practice
Specialties
317 Reading fireplace.
A41
6
Good Practice
Interior
Finishes
All Fourth Floor Hollow Metal Door
Repaint.
Frames.
Listening; 437A COT; 454
Workroom; 477 Corridor; 478
Electric; 484 Corridor.
A42
6
Good Practice
Interior
Finishes
A43
6
Good Practice
Interior
Finishes
A44
6
Good Practice
Interior
Finishes
A45
6
Good Practice
Interior
Finishes
laminated
solid core wood door and hardware. 402
Listening Door to be Solid Core Wood
Sound Proof.
Doors in the following Rooms: 476 laminate doors and hardware with new
Reception.
pair of 3'-0"W x 7'-0"H solid core wood
doors and hardware.
448
Toilet; 453 Storage; 462 Office;
463
Hall.
Replace all 2' x 4' Suspended Acoustic
412
Ceiling Panels.
Media Collection; 435
Communication.
BCS
BCS
BCS
BCS
BCS
BCS
A46
6
Good Practice
Interior
Finishes
401
Piano; 412 Media Collection; 417
Production; 419 Preview; 421
Project; 423 Circulation; 428
Vestibule; 429 Computer; 431
Office;
432 Workroom; 440 Women's;
453
Storage; 456 Hall; 473 Office; 482
Janitor.
A47
4
Good Practice
Interior
Finishes
All Rooms with carpeted floors on
the
Fourth Floor. (402 Listening; 461
Office; 475 Workroom).
accompanying
BCS
A48
7
Good Practice
Interior
Finishes
402 Listening walls.
Replace acoustic wall panels.
BCS
A49
6
Good Practice
Interior
Finishes
417 Production door floor finishes. Replace VCT floor tiles.
BCS
A50
6
Good Practice
Interior
Finishes
483 Hall walls.
BCS
Under way.
A51
7
Good Practice
Specialties
228 Projection window
A52
4
Good Practice
Interior
Finishes
158 Stage & "fly" curtains
A53
7
Patron Benefit
Way-finding
Exterior signage/way-finding
Install electronic information sign/smart
board facing 36th and Denali
WFR
A54
7
Patron Benefit
Specialties
Wall clock system
Replace with new throughout
WFR
Architectural
Install (3) full-height corner guards on
exposed corners.
Replace fixed with operable, for
cleanability
Replace stage curtain, install new "fly"
curtains
Page 3 of 4
WFR
WFR
3/18/2013
45
Item #
Priority
Reference
Category
Item
Recommendation
Rated doors, prefered to be set
open
Intercom system
Fire extinguisher in Ann Stevens
Room
Install magnetic hold-open/release
devices so doors are code compliant
Replace with new throughout
Remove from inside closet and relocate to
code compliant location
Remove paper towel dispensers and
replace with electric hand dryers, to avoid
'vandals' deliberately plugging and
overflowing toilets
A55
2
Good Practice
Doors
A56
7
Good Practice
Specialties
A57
2
Good Practice
Specialties
A58
6
Preventative
Maintenance
Specialties
All public toiltet rooms
A59
7
Safety
improvement
Interior
Finishes
Create new room 161a Lift
Storage
Architectural
46
To avoid injury from public playing on
theater lift equipment, create a dedicated
storage room with locked door.
Page 4 of 4
Source
Change in Status
WFR
Under way.
WFR
SOI
SI
SI
3/18/2013
MECHANICAL DEFICIENCIES AND RECOMMENDATIONS
Item #
Item
Recommendation
M1
2
IFGC-2006
Fuel System
Chapter 5 Sec
502,503 &
504
Gas vent piping is not adequately
sized, location of termination is
prohibited by code.
Upsize gas vent piping prior to penetration
of exterior wall. Reroute gas piping to terminate clear of the
building overhangs or eaves.
BCS
M2
1, 6
Good Practice Fuel System
The system should be examined and
repaired as necessary to ensure proper operation
BCS
M3
2
Leak detection system indicates
trouble light, unclear if system is
operational.
Location of day tank vent
termination
is prohibited by code.
The existing hot water recirculation
line has significant corrosion and
resulting leakage.
Day tank vent should be rerouted to
terminate clear of the building overhangs or eaves
BCS
Replace the hot water recirculation line.
Consider water treatment to reduce the future risk of
corrosion.
BCS
M4
Priority
Reference
IMC-2006
Chapter 13
Category
Fuel System
1, 4, 6 Good Practice Plumbing
M5
5, 7
M6
3
M7
1, 7
Good Practice Plumbing
M8
6
M9
5
AWWU service provides water for
irrigation and exterior fountain
NFPA 13
Rooms 106 Storage, 113
Conference, 215 Mens, 218
Janitor and 242 Janitor.
Hydronic heating system operates Replace the gaskets for all of the Victaulic
year round to prevent leaks in the fittings or replace the pipe fittings and joints.
hydronic distribution piping. This
measure results in considerably
higher energy costs.
M10
M11
Source
Change in Status
Lavatory faucets are not equipped Upgrade lavatory faucets with sensors to
with automatic sensors.
reduce water consumption.
BCS
ADA
Lavatory waste traps are not
protected to prevent scalding.
Abandoned domestic water
booster
pump is no longer required for
domestic water service.
Drip pans inside air handling units
are not adequately sized and
cause leaking and water damage
to occupied spaces.
BCS
Plumbing
Plumbing
4, 5, 6, 7 Good Practice HVAC
Install appropriate p-trap guards on
lavatory waste pipes.
Pump should be removed to prevent
stagnant water and other health risks.
BCS
The drip pans should be enlarged to
properly drain condensate from the cooling coils.
BCS
Piping should be reconfigured so that
irrigation and fountain water can be provided from the
cooling water well.
Per building code, provide missing
escutcheon at sprinkler head.
BCS
6, 7
Good Practice HVAC
M13
6, 7
Good Practice HVAC
M14
6, 8
Good Practice HVAC
M15
5, 7
Good Practice HVAC
Original VFD for chilled water pump Replace original VFD with new drive for
is antiquated.
better performance.
BCS
M16
4, 7
Good Practice HVAC
Expansion tank should be removed and replaced with a
bladder type expansion tank.
BCS
M17
6, 7
Good Practice HVAC
Tank type expansion tank for
chilled water system regularly
saturates.
Penthouse outside air intake is
showing signs of water damage
due to intake and melt of frost and
snow in the plenum.
Various mixing fans inside AHU-1,
2
are no longer operational
Airflow for AHU-1, 2 is modulated
by
a sliding damper operated by a
pneumatic actuator.
Toilet room exhaust fan , EF-4 is
not
accessible for maintenance and
has exceeded its useful life.
Steam wands and velocity sensors
for the Alaska Collection ventilation
system are located too close in
proximity for proper operation.
Ductwork should be reconfigured to
reduce moisture intake and allow proper drainage of the
plenum.
BCS
Fans should be replaced to prevent
stratification and possible damage to chilled water coils.
BCS
The current equipment for modulating
airflows is not energy efficient, both fans should be
equipped with VFDs.
BCS
EF-4 should be removed and replaced in
an accessible location.
BCS
Reconfigure equipment to ensure proper
operation.
BCS
All access panels are too small to
conduct proper maintenance.
All access panels should be enlarged to
accommodate normal maintenance practices.
BCS
4, 6, 7 Good Practice HVAC
M19
M20
M21
7
Good Practice HVAC
M22
6, 7
Good Practice HVAC
Mechanical
Dielectric unions should be replaced with
brass unions that do not require dielectric material. Another
option is to provide insulating nipples.
A water treatment injection system should
be installed to facilitate the introduction of corrosion
inhibitors. Any galvanized piping currently should be
removed and replaced subsequent to installation of water
treatment system.
Single walled plate and frame heat Single walled heat exchanger should be
exchanger should be removed
replaced with double walled, insulated plate and frame heat
subsequent to installation of water exchanger.
treatment system.
BCS
M12
M18
Dielectric unions are a regular
point
of failure.
Water treatment for chilled water
and
hydronic fluid is provided under a
service contract.
BCS
Page 1 of 3
BCS
BCS
BCS
3/18/2013
47
MECHANICAL DEFICIENCIES AND RECOMMENDATIONS CONT.
Item #
Priority
Reference
Category
Item
Recommendation
Source
Change in Status
M23
4, 7
Good Practice HVAC
VAV boxes for circulation desk and VAV boxes should be replaced in an
main entry are no longer functional accessible location.
or accessible for repair.
M24
7
Good Practice HVAC
7
Good Practice HVAC
Ventilation system for this area (including
the elevator machine room) should be reconfigured to
ensure proper operation, control and protection of fire rated
spaces.
Control valve will likely need to be
replaced.
BCS
M25
M26
7
Good Practice HVAC
Ventilation for ground floor book
storage room and surrounding
spaces is not properly zoned or
controllable.
Control valve for entry vestibule
room
162 is not operating properly.
VAV boxes for the core of the
administrative offices are not
equipped with reheat coils. Core
spaces are not adequately heated.
VAV boxes should be replaced with new
boxes with integral reheat coils.
BCS
M27
7
Good Practice HVAC
System should be balanced and
connected to terminal units for the current usage.
BCS
M28
7
Good Practice HVAC
Ventilation system for the fire
station
television studio is partially
complete and inefficient.
Fume hoods located in tech
services
are not accessible or operational.
(2) fume hoods should be removed.
BCS
M29
1, 2
Inspect, clean and exercise all fire and
smoke dampers. Replace fusible links as required to ensure
proper operation.
BCS
M30
4
Replace boilers with current higher
efficiency boilers.
BCS
Replace control system with direct digital controls. This will
allow better and customized control of the building systems.
BCS
Perform a seismic upgrade to all building
equipment as required by code.
BCS
Perform a seismic upgrade to all domestic
water, hydronic heating and cooling water, sanitary and fuel
piping as required by code.
BCS
NFPA 90.A
HVAC
Good Practice HVAC
M31
M32
1, 2, 6 IMC-2006
ASCE 7
Section
301.15
1, 2, 6 IMC 2006
HVAC &
Sections
Plumbing
301.15 & 305
M33
Many fire dampers are installed
throughout the facility. They should
be inspected and exercised
regularly.
The boilers have reached the end
of
their useful life.
The existing controls are
pneumatic and are not functioning
properly.
This control system is antiquated
and does not allow for
programmable control of energy
consuming equipment.
Most equipment in the facility is
not
seismically braced.
Most piping (with the exception of
sprinkler piping) in the facility is
not seismically braced.
BCS
BCS
M34
1, 2, 6 IMC 2006
HVAC
Sections
301.15 & 603
Most ductwork in the facility is not Perform a seismic upgrade to all
seismically braced.
ventilation ductwork as required by code.
BCS
M35
1, 2, 6 IBC 2006
HVAC
Section 712,
IFC 2006
Section 703
2, 6
UPC 2006
Fire Protection
Sections
602,603 &
603.4.16
6, 7
Good Practice Fire Protection
Penetrations through rated
assemblies are not appropriately
sealed.
Seal all penetrations through rates
assemblies with appropriate UL listed assemblies for fire
stopping.
BCS
Fire protection riser is not
equipped
with proper backflow prevention.
An approved backflow prevention device
should be installed on the fire protection riser as required
by code.
BCS
M36
M37
The drain for the fire pump packing The drain should be cleared and piping
cooling injection system is
should be rerouted to drain freely and independently to
restricted.
nearby floor drain.
Good Practice Fire Protection (2) halon fire suppression systems Both halon fire suppression systems
are installed for the protection of should be removed. The system for the vault should be
the vault and server room.
replaced with an FM-200 system. The wet pipe sprinkler
system should be extended to protect the server room.
IFC 2006
Fire Protection Service stairwells are not equipped A survey of building sprinkler coverage
Chapter 9
with fire protection.
should be performed to ensure that all required areas are
properly protected.
IMC 2006
Fire Protection The smoke sensor in the supply air The smoke sensor should be reinstalled
Section 606
ductwork has collapsed and may and secured to ensure proper operation.
not be operational.
BCS
M38
1, 7
M39
2, 6
M40
2
M41
2, 4
ASME A17.1- Vertical
2007 Part 8, Transportation
Part 8.7.3 IBC Systems
2006 Chapter
30
Elevator #1(Dover Hydraulic
Passenger Elevator) has reached
the end of its useful life and
therefore needs modernization.
Replace elevator with a new model,
compliant with all current codes; in the interim, install a
battery lowering device and an electronic starter.
BCS, ECR
M42
2, 4
2006 Chapter
30
Elevator #2 (Dover Hydraulic
compliant with all current codes; in the interim, immediately
install a battery lowering device and an electronic starter.
BCS, ECR
Mechanical
48
Page 2 of 3
BCS
BCS
BCS
3/18/2013
MECHANICAL DEFICIENCIES AND RECOMMENDATIONS CONT.
Item #
Priority
Reference
Category
Item
Recommendation
Source
Change in Status
M43
2, 4
2006 Chapter
30
compliant with all current codes; in the interim, immediately
install a battery lowering device and an electronic starter.
BCS, ECR
M44
2, 4
2006 Chapter
30
therefore needs mdoernization. It
also does not have fire service.
compliant with all current codes; in the interim, imeediately
install an electronic door protection device, a battery
lowering device and an electronic starter.
BCS, ECR
2006 Chapter
30
Replace elevator with a new model, compliant with all
current codes; in the interim, imeediately install an
electronic door protection device, a battery lowering device
and an electronic starter.
BCS, ECR
Reconfigure so return air plenum is not needed to be drawn
into exterior soffits.
Re-route or separate line from Vault, to protect collection
M45
2, 4
M46
5, 6
Good Practice HVAC
Exterior soffit ventilation
M47
6, 7
Archive
Protection
Water line in Vault (archive
storage)
Mechanical
Plumbing
Page 3 of 3
improvements.
BCS
WFR
improvements.
3/18/2013
49
ELECTRICAL DEFICIENCIES AND RECOMMENDATIONS
Item #
Priority
Reference
Category
Item
Recommendation
Ground fault protection system
settings and operability unknown.
Calibrate, test, & recertify ground fault
protection system.
Source
Change in Status
BCS
Bolted pressure switch service
Provide mfr's field service to inspect,
disconnects not tested or serviced clean, and test General Electric 1600A
since original installation.
bolted pressure switch.
BCS
E1
1
NEC 230.95
Electrical
Service
E2
7
Good Practice
Electrical
Service
E3
7
Good Practice
Electrical
Service
E4
2
NEC 700.8
Electrical
Service
E5
2
NEC 230.2(E)
Electrical
Service
E6
2
NFPA 110
Emergency/
Standby Pwr
System
E7
1
NEC 700.5(B) Emergency/
NFPA 110
Standby Pwr
NFPA 20
System
E8
2
NEC 250.30
E9
6
Emergency/
IFC, IMC, DEC Standby Pwr
System
E10
2
NEC 110.14
Power
Distribution
Remove cover and provide infrared scan
Conductors & panels (>20 yrs old)
of each MDP section and panelboard
may have loose connections, with
under max load condition. Tighten all
potential for heat or fire damage.
connections to UL required torque.
E11
2
NEC
110.22(C)
NEC
240.86(B)
Power
Distribution
Unknown if 480/277V MDP and
adjacent distr equip requires
series rated OCP.
Verify tested series rated combination for
MDP feeder breaker & 480/277V distr
equipment, & add nameplates to identify
listed combination.
BCS
E12
1
NEC 110.16
Power
Distribution
Indeteminate level of arc-flash
hazard exists for distribution
system.
Provide arc-flash hazard study and mark
all distribution equipment covers with
labels to define hazard and required PPE.
BCS
E13
6
NEC Article
702
Power
Distribution
Verify spare capacity and extend new
480/277v 3ph standby feeder from 3rd
Standby power not provided to 4th
floor panel 3SS to new 15kVA xfmr &
flr computer server rm.
100A panel w/ SPD at 4th floor server
room, and reconnect existing outlets to
E14
6
NEC Article
702
Power
Distribution
Standby power not provided
to 2nd flr circulation desk area
Verify spare capacity and extend new
120v standby pwr branch ckts rom 1st
floor panel 1S to
2nd floor circulation desk, and reconnect
existing outlets to new standby power
circuits.
BCS, WFR
E15
6
Good Practice
Power
Distribution
Standby power not available to
Elevators #2, 3, 4 during power
outage.
Provide kirk-keyed manual transfer panel
at Elec Rm 128 with 125A/480v standby
feed from 1SS, to allow transfer of one
elevator (#2, 3, or 4) at a time to standby
pwr during utility outage.
BCS
E16
6
Power
Good Practice
Distribution
E17
2
NEC 314.25
E18
2
NEC 300.21
E19
2
NEC
695.4(B)(3) & Fire Pump
(5)
Service disconnecting means
requires supervision
E20
2
NEC
695.4(B)(1),
(2), (3), & (5)
Fire Pump
Emergency disconnecting means
requires separation and
supervision
E21
2
NEC
695.4(B)(4)
Fire Pump
Identification of remote
disconnects
Emergency/
Standby Pwr
System
Provide new modular surge protection,
Surge protection is non- existant or
480Y/277V 3-phase, with integral
obsolete at service entrance.
disconnect on front of switchboard.
Install placard at service equipment to
Service identification and signage identify presence of generator and
grounding location.
Install placard at exterior utility meter
Service disconnecting means
location to identify four disconnects, and
identification and signage
number each disconnecting means (1 of
4, 2 of 4, etc.).
Provide separate dedicated generator
Emergency generator status
status annunciator at 2nd floor security
monitoring on fire alarm system.
office, to include status of three transfer
switches.
Verify interlock exists as required for
Unknown if fire pump ATS
emergency generator capacity to start fire
ever tested with emergency
pump, by using fire pump start signal to
/standby power system to
load shed the standby ATS-S.
Separately derived generator
Inspect and verify generator neutral
source must be grounded at
grounding to electrode.
generator
Investigate system trouble, and verify that
UST monitor for generator fuel
UST
tank has 'system trouble' condition;
monitoring is functional. Replace printer
printer paper out.
paper.
BCS
BCS
BCS
BCS
BCS
BCS
BCS, WFR
BCS
Wiring
System
J-boxes and wireways with missing
Add cover, re-secure device cover to box,
or unsecured device covers, mainly
or secure box as required.
in utility rms
BCS
Wiring
System
Floor sleeves for telecom cables
not fire sealed at mech room 205
BCS
Provide fire sealing of (2) 5 inch dia floor
penetrations as required.
Mark fire pump service disconnect as
required by code and lock in closed
position with a padlock.
Remove 100Amp fire pump feeder &
breaker from panel EDP. Replace w/ new
200Amp unit mount breaker to carry
locked-rotor current of fire &
Install placard at fire pump controller to
identify location of remote source
disconnects and
Page 1 of 3
The new fire alarm project does not
include generator monitoring. However,
it may be done through the security
system.
BCS
Provide kirk-keyed interlock at Elec Rm
128 with 125A/480v standby feed from
Standby power not available to
1SS, and manual transfer switch at Elec
Elevators #5 during power outage.
Rm 173, to allow transfer of elev #5 to
standby pwr during utility outage.
Electrical
50
BCS
BCS
BCS
BCS
3/18/2013
ELECTRICAL DEFICIENCIES AND RECOMMENDATIONS CONT.
Item #
Priority
Reference
Category
Item
Recommendation
Install GFCI receptacles and/or GFCI type
circuit breakers for existing outlets in
kitchenettes and/or w/in 6 ft of sink. (est.
20 units)
Install GFCI receptacles and/or GFCI type
circuit breakers for existing exterior
outlets. (est.4)
Replace 100A switch, 50Amp w.p.
receptacle, and control station with NEMA
4 corrosion resistant devices.
Source
Change in Status
E22
2
NEC 210.8(B) Devices
Kitchen outlets require GFCI
protection
E23
2
NEC 210.8(B) Devices
Outdoor outlets require GFCI
protection
E24
2
NEC
314.40(A)
Devices
Corroded electrical enclosures at
trash compactor
E25
2
NEC Article
427;
427.18,
427.19,
427.22
Devices
Improperly connected heat trace
on sanitary drain line at Alaska
Collection mech rm
Provide listed junction box, sheathing
ground, raceway, identification, and 30mA
ground fault protection for installation.
BCS
E26
2
NEC 426.28
Devices
Atrium snow melting heat trace
requires ground fault protection.
Provide 30mA ground fault protection for
installation. (assume 4 ckts)
BCS
No longer applicable due to Master Plan
& proposed building improvements.
E27
4
Good Practice
Lighting,
Interior
Fluorescent T12 lamp fixtures w/ Replace or retrofit remaining fluorescent
mag ballasts near end of useful life fixtures with T8 fluorescent type & high
& inefficient.
efficiency programmed start ballasts.
BCS
All T12 fixtures have been upgraded or
replaced
E28
4
Good Practice
Lighting,
Interior
BCS
All incandescent can light lamps were
upgraded to LED PAR Lamps
E29
4
Good Practice
Lighting,
Interior
BCS
MH lights in the Alaska Collection
Occulus have been replaced with
fluorescent
E30
2
NEC
Lighting,
410.130(F)(5) Interior
BCS
E31
4
Lighting,
Good Practice
Controls
Retrofit existing lighting controls with
Manual switched lighting in staff
automatic occupancy sensing network
areas; incandescent dimmer banks
control system to upgrade local switched
& lighting
areas, and replace
BCS
E32
4
IBC 1011.2
Lighting,
Emergency
Emergency self-contained fixtures
w/ maint-free batteries at end of
useful life.
Occupancy sensor controls added to staff
areas, stairwells, and storage rooms. All
public area lighting controls were not
changed and are controlled manually by
the security guards which are presnet in
building 24/7.
BCS
E33
4
IBC 1011.2
Lighting,
Emergency
Green self-luminous exit signs at
end of useful life.
E34
2
IBC 1011.2
Lighting,
Emergency
Egress illumination required for
occupied spaces.
E35
2
IBC 1006.3
Lighting,
Emergency
Egress illumination required at
exterior landings.
E36
4
Good Practice
Lighting,
Exterior
Ext HPS building-mounted fixtures Replace fixtures w/ equivalent pulse-start
nearing end of useful life (>25 yrs). HID or LED luminaires w/ cut-off optics.
E37
4
Lighting,
Good Practice
Exterior
Parking & pedestrian site lighting Replace fixtures w/ equivalent pulse-start
HPS fixtures near end of useful life HID or LED luminaires w/ cut-off optics.
(>25 yrs)
Reuse existing ckts and poles.
E38
1
NEC
410.30(B)(1)
E39
7
E40
4
Lighting,
Exterior
Lighting,
Good Practice
Exterior
Replace all incandescent recessed &
Incandescent recessed downlights surface mount fixtures w/ high efficacy,
near end of useful life & inefficient. LED or CF units for 55ksf area, of which
36ksf will be dimmable.
Replace (16) 400W MH downlights & (16)
MH fixtures at Alaska Collection
250W MH floodlights w/ (16) 4'-6-lamp
dome near end of life.
T5/HO fluor fixtures, ballast circuited for
bi-level switching.
Unprotected open lamp metal
Replace this fixture with a listed 400W
halide light fixture at Studio
metal- halide luminaire with lamp
407.
containment that complies with code.
Replace self-contained incandescent
decorative recessed dual-head emergency
lighting units (est qty 50).
Remove & dispose as haz-mat selfluminous exit signs (est qty 50). Replace
w/ green LED/ battery- backed type
connected to local ltg ckt.
Add emergency lighting at (19) toilet
rooms, using Bodine self-contained
inverter ballast to exist fluorescent fixture
at each location.
Add emergency lighting at (12) exit doors
for ext. exit area. Assume DC EL,
separate or integral w/ ext fixture,
powered from exit sign battery.
Uncovered hand-hole or exposed
wiring at light pole.
Abandoned LTMF conduit above
grade at light pole.
Replace hand-hole cover at light pole near
main entrance.
Remove abandoned conduit at pole south
of flag poles.
Good Practice Fire Alarm
Original fire alarm system
combined with security system;
near end of useful life
& obsolete. Tamper switches
Replace system w/ new addressable full
coverage system w/ (4) network panels &
remote tabular annunciator. Assume
reuse of existing circuits, except new
circuits in conduit required for new
E41
2
NFPA 72
Fire Alarm
Area smoke detection in high
ceiling storage areas in main bldg Replace smoke detection with linear or
& Ak Collection (Rms
sampling detection system, as part of
130, 174) not adequate for joisted replacement fire alarm system.
ceiling w/ deep beams.
E42
2
IBC
Fire Alarm
Add door holders at staff
Add magnetic door holders for (2) single
lunchroom 441 doors to corridor,
leaf doors, with fire alarm release.
now propped open with door stops.
Electrical
Page 2 of 3
BCS
BCS
BCS
BCS
BCS
BCS
BCS
Majority of building mtd HID fixtures
replaced with LED fixtures except at the
plaza area where major changes
anticipated for new front entry.
BCS
All parking lot and pedestrian fixtures
replaced with LED fixtures. Parking lot
fixtures put on a dimming control panel
with time clock which automatically dims
lights after 11pm. Also has override full
on switch at guard station.
BCS
Not sure but may have been corrected
during exterior lighting upgrade.
BCS
BCS
Existing system is currently being
replaced with new EST-3 fire alarm
system, including new panels,
annunciators, and all field devices.
BCS
Smoke detection in these spaces is being
upgraded as part of the current fire alarm
project. Current code does allow for spot
type smoke detectors to be used on
joisted ceilings so no linear/sampling
detection system was necessary.
BCS
Not done as part of fire alarm project.
3/18/2013
51
ELECTRICAL DEFICIENCIES AND RECOMMENDATIONS CONT.
Item #
Priority
E43
4
Reference
Category
Good Practice Security
Video
Surveillance
Item
Replace video switcher at security office
Video monitoring system limited to
with new digital switcher to include 64
32 camera inputs
camera input minimum capacity.
E44
7
Good Practice
E45
7
Good Practice Lighting
Off-stage lighting
E46
7
Specialty
Good Practice
Lighting
Stage lighting & bars
E47
7
Good Practice Specilalty
Marston Theater A/V system
E48
4
Good Practice
4
Lighting,
Good Practice
Interior
E49
Lighting,
Interior
Lighting in new Teen Center
Track lighting
Electrical
52
Recommendation
Replace system with new security/access
control network panels at floors 1, 2, and
3. Assume reconnect of existing circuits &
Original security system combined devices including (55) security zone
with fire alarm system; near end of inputs, door switches & strikes for (4)
doors. Replace (7) card readers on
useful life
existing circuits. New system to be
& obsolete.
gateway interfaced and monitored by
existing Honeywell EBI graphical user
interface terminal.
Install blue/red lighting @ off-stage
entrances
Upgrade stage lighting & light bars in
Marston Theater
Upgrade for user friendly operation and
access
Lighting was not replaced as part of new
improvement. Components need
upgrading or replacement.
Update old throughout building, install
new around elevator corridors on levels 2
and 3
Page 3 of 3
Source
Change in Status
BCS
RSA contacted Doug Kadrich at
Honeywell and confirmed that the
security/access control system has
already been replaced.
BCS
Although the current recommendation is
to keep the existing analog system and
just replace the matrix switch, RSA
understands that MOA is moving toward
IP video and therefore all of the analog
head-end/control equipment would be
replaced with a new IP network video
recording system
WFR
WFR
WFR
WFR
WFR
Some of the track lighting was removed
around the elevator. Also some track
lighting was replaced with linear
fluorescent on the 2nd, 3rd and 4th floor
on west side of building in reading and
book display areas.
3/18/2013
COMMUNITY TRENDS
POPULATION
Population Growth
Total Current Anchorage Population :: 290,558
AGE
Average age :: 32.2
Ages 0-19 :: 32%
U.S. average :: 36.5
Age over 60 :: 10% (fastest growing age group in AK)
NATIVE TO ALASKA
Born in Alaska :: 32%
INCOME
The median household income in Anchorage is higher than the national average.
Median household income (2009) :: $70,151
U.S. average :: $51,425
Alaska Average :: $64,635
53
2010 AVERAGE MONTHLY EMPLOYMENT BY INDUSTRY
Oil, Gas & Mining
1.9%
Transportation7.1%
Construction5.6%
Health & Educational Services* 14.3%
Leisure & Hospitality10.4%
Business & Professional Services
12.2%
Trade14.3%
Government**20.7%
Financial Activities5.9%
Manufacturing1.3%
Information2.7%
Other Services3.8%
*Private education only
54
**Includes University of Alaska, Anchorage and the Anchorage School District
2010 ANNUAL AVERAGE UNEMPLOYMENT RATES
Anchorage average
6.9 percent
U.S. average 9.6 percent
2010 FORCAST AND RESULTS
Return to Growth - Approximately 200 jobs were added to the Anchorage economy in 2010. This far exceeded
the loss of 1,200 jobs predicted for the year. After a loss of 900 jobs in 2009, Anchorage is back on the path
to growth.
ANCHORAGE EMPLOYMENT
EDUCATION
2010 Public School Enrollment
50,000*
One of the 100th largest school districts in the country
*Approximately
Several demographic characteristics that are frequently cited as being correlated with higher than average
library usage are present in the Anchorage population. Both the educational attainment (percentage of the adult
population with at least a Bachelor’s degree),….
Residents aged 25+ possessing a bachelor’s degree (2008) was 31 percent
U.S. 2008 average was 29.4 percent
55
STUDENT DIVERSITY
ASD students speak 94 different languages at home. After English, the five most common are Spanish, Hmong,
Samoan, Filipino/Tagalog, Yup’ik. In the 2009-2010 school year minority students comprised approximately 52
percent of the student population.
White 48%
Black 6%
Alaska Native or American Indian 9%
Hispanic 10%
Asian10%
Pacific Islander 4%
Multi-ethnic 13%
Libraries that focused on traditional service and facilities models are being retooled as interesting, inspiring
spaces intended for a multitude of uses: for study, gathering, and research; light-filled collections; coffee shops
and restaurants; play areas and computer labs, and community rooms for gatherings of all types. Cultural shifts
in work patterns and how we learn and play also influence a library’s physical design including the influence of
digital information. And so, more flexibility than ever before is on demand for this building typology. The library is
more of a cultural and educational focus than ever: a place of safety, discovery, and a place to become confident
56
as an individual. A place to exchange and to leave with more than you came in the door with, at minimal or no
cost. Alaska as a state has seen tremendous efforts at the community, branch library level over recent years
regarding this initiative thanks to high impact state-funded grants and focused community stakeholders and
staff. This level of funding has yet to be realized for the Loussac and other ‘information center’ Alaska Libraries.
Despite the growing availability of free Internet and computer access in libraries, total circulation in Alaska
increased 19% the last 10 years and the number of people attending library programs across the state increased
16%. Although libraries tend to traditionally offer enriched opportunities for children, increased programs and
spatial experiences are a major focus in retaining youth as adult users as they grow up.
57
ENGAGEMENT PROCESS
OVERVIEW
Based on the recommendations of the Anchorage Public Library Community Plan (Jan 2010), the Municipality
and its project partners (ZJ Loussac Public Library and RIM’s design team) embarked upon a facility master
planning effort for the Loussac Library to uncover and define design projects in keeping with a thriving 21st
Century facility:
• Create a more welcoming, community-centered library
• Encourage a new generation of library users while engaging traditional users
• Enhance customer service
• Let people know what the library offers
• Reduce operating costs and secure new sources of funding
The success of the Loussac renovation depends on a high-level of community education, involvement and buy-in
during the planning stages. Community members who have had a chance to share their opinions and who are
educated on the process will be much more likely to donate and/or vote for bonds in a future capital campaign.
Additionally, if the Library embarks on major changes to the facility, we need to ensure that the changes reflect
the needs and desires of the community. In order to garner input, the design team, led by Bruce Mau Design,
created a series of facilitated communication methods to capture meaningful input and inspire both the design
team and participant stakeholders. See Volume 2 :: Vision and Guiding Design Principals for full report on
Engagement and Vision.
DIGITAL OUTREACH
Digital Outreach was the first step for collecting input in engaging the community. Digital outreach was generated
via a community web survey constructed specifically for Workshop 1, the creation of a Tumblr bulletin board
site—which is still open for community input and receiving thoughtful input (loussacfuture.tumblr.com/), a project
website www.anchoragelibraryfoundation.org/loussac.html), the Library’s Twitter (@anchlibrary) site, and project
updates via email.
Community Space that Reflects the Community
“There isn’t anything about the exterior of the Loussac that lures people in from the street and give the impression
that it is a welcoming place where the community can come, share ideas and information, think deep thoughts,
read a book to their kids, and make their life better. I am jealous of the new libraries around the state that fit
into the landscape and the community and seem inviting and welcoming. Loussac feels imposing and fortress
like. This might be too ambitious for a remodel - but if this truly is once in a generation, wouldn’t it be awesome
to have the next generation LOVE the Loussac??!! Can we communicate being both part of Alaska and having
rich cultural diversity in a remodel?? That part of town also doesn’t have any community centers where there
could be dance performances and potlucks and poetry slams and a way for teenagers to feel welcome…all in
one place.”
58
- Community post on Tumblr, May 23, 2012
PHYSICAL OUTREACH
Physical Outreach was designed to include two large-audience public workshops, library staff-led info booths,
eight (8) non-user/underserved focus group sessions and regular updates to stakeholders (library boards and
staff)
Community Task Force
The design team started the ‘Community and Stakeholder Engagement’ process early on by assisting the Loussac
with the Creation of a ’Community Task Force’ –a dynamic group of community members rallied to volunteer as
a bridge in communication and advocacy between the project and the Public. The following is the “call to action”
written and distributed by the design team and the Library in pursuit of task force members:
Task Force—the core group of 8-12 community leaders who will, under the leadership of a committee chair,
organize and promote awareness of this project through strategic outreach (email, social media, face-to-face
networking, phone calls, business exchanges) to colleagues, legislators, and the general community; skill sets
in identifying and assisting in securing funding source opportunities are needed. Task Force community leaders
should exhibit vision, leadership and cooperation in order to maximize effectiveness in outcomes. Content for
info-sharing and communication will be provided by the Library and the design team. Participation is encouraged,
but not limited to, leaders within the following community and business sectors: financial institutions, state and
local government, education, native corporations, small and large business owners, students with interest in
leadership, non-profit managers, oil and gas industry business leaders, retired executives, political leaders, and
technology-focused business leaders.
Community Visioning Workshop 1
Workshop 1 focused on inspiring attendees to think broadly about what a library needs to be today and into the
next 25 years. After a brief presentation outlining the project and the opportunity at hand, the workshop, with
assistance from the Community Task Force members, took participants through a series of group-driven creative
exercises, designed to explore the community’s aspirations and ideas for the future of the Loussac Library.
Participants discussed big picture ideas, such as what makes our community special, what we like to do in our
spare time and what can the library offer that is missing in our community.
Each Scenario includes these eight “No Matter Whats”, the overarching physical and programmatic tenants for
the Loussac renovation:
• Create a balance of new and traditional media
• Ensuring access to information for all, without boundaries
• Ranges of social and solitary—hosting quiet spaces, as well as collaborative
• Welcoming and comfortable—and come back again
• Library as icon of civic life—celebrate the landmark
• Community hub--meet there and set aside differences
• Be true to place—connect to the unique environment of Anchorage
• New entryway—the front door
59
Community Visioning Workshop 2
Workshop 2 brought to life three ‘descriptive scenarios’ of what a renewed Loussac experience might be. The
Scenarios, or conceptual ideas were derived from the host of input from Workshop 1 and the Online Survey
conducted in May. Each Scenario was ‘branded’ in name, was led by a strategic question (‘What if…’), was
described in narrative form, was visual with a graphic, and was also supported in presentation with actual and
relevant quotes (gathered from the APL Community Plan, from the Survey, and from the previous workshop),
keywords, and inspirational design case studies. Finally, each scenario afforded the opportunity for attendees
to participate, again with assistance from the Community Task Force members, in break out groups and refine
the challenges and opportunities of each scenario. The public was asked to help further develop each one and
to determine which directions hold the most promise. Participants also had the opportunity to make design
recommendations and programmatic changes on each floor layout through a sketching/labeling exercise.
This information was synthesized, and from it evolved three distinct frameworks that will help envision the most
exciting and viable way forward for the Loussac Library.
TRAILHEAD
The “Trailhead” scenario opens the library up to guided exploration. The path of information is illuminated
by strong visual cues and the implied reassurance from library staff that you can wander without ever
getting lost. Librarians act as guides—imparting unique knowledge and guidance about the vast array
of information available at the library. The Trailhead positions the library and its staff as interpreters—
guiding the patrons through seemingly endless amounts of information, and providing access to that
which sparks curiosity and discovery.
ALASKAN AMPLIFIER
The “Alaskan Amplifier” puts front and the center the unique knowledge and experiences that Alaska
offers its citizens. The library becomes the epicentre of community activity—there is a strong sense of
self-authorship in that the activities of library patrons within the community curate the library experience.
Librarians act as illuminators, shining light on the richly independent culture that exists in Anchorage.
PORTAL
The “Portal” scenario ensures that the Loussac library is a point of convergence for information and
experiences from all around the world. With a strong focus on thought leadership, creative experiences,
and technology, librarians act as hosts in order to curate a unique thought-provoking experience. Global
and local partnerships insure the constant flow of new insights and ideas, and the use of flexible space
allows the library to be adaptable to an endless amount of situations.
Loussac Staff Task Force Outreach
The staff task force worked on an additional component to spread information about the process to a wider
audience. They set up booths at high traffic points, such as community festivals, parks, and grocery store lobbies
to do basic education and outreach on the Loussac renovation. This work targeted groups, but will cast a wider
net. Using communication tools and topics create by the design team, this work was led by library staff members
under the direction of the design team for continuity in topics
60
Comments from Loussac Staff Outreach:
• Where does funding come from?
• Better parking
• Easier access to the building
• Safer entrance
• Latest technology needed and more of it available
• Concern for budget/closures of branches/what is the future?
• Evening programming for children
• Need more branches
• More hours of operation
• Areas specifically for caregiver grandparents
• Loussac is old and tired now, but Alaska is forward thinking
Community Focus Groups
To further community input, additional time to the project scheduled allowed the master plan process to seek
further public input to maximize success of future fundraising and plan implementation. The Library added an
additional grassroots component to the design team’s scope of work to involve current non-users and groups
who do not traditionally participate in public meetings and online activism:
Small Business/Young Professionals
Immigrants/refugees
Alaskan Natives
Alaskan researchers/historians + Homeschoolers
Homeless
Seniors
Diverse Communities
Veterans and Military
These groups were reached through 6-10 smaller focus groups, made up of 10-20 people, who discussed topics,
such as ‘what are the major issues your community is dealing with right now?’ and ‘how can the library better
serve your community?
Joint-Use Partnership Opportunities
Working with the Library Director, the design team has begun to explore potential joint use partners between the
APL and other agencies, businesses and non-profits in the community that share values such as learning, literacy
61
promotion and job training. Informal meetings have been held with entities for conversation around programbuilding with the Loussac and/or the potential consideration for tenancy within the facility. Those entities included:
• Anchorage Museum Library
• UAA/APU Consortium Library
• Alaska State Library
• Parks and Rec. Department
• thread
• Best Beginnings
• Anc. Econ. Dev. Corp. (AEDC)
• ATMI
• Spirit of Youth
Other synergistic programs and partners may be pursued in dialogue in the near future. The design team and
Library Director met with the head of Real Estate for the Municipality of Anchorage, as well, to determine the
protocols for potential tenants within Loussac. With these protocols in mind, the Loussac may put out an RFI
(Request for Interest) to spark curiosity in potential tenants who may wish to consider public space-focused
small retail, such as a café or print services shop on or around the ground level, or potential tenants with more
business or administrative functions that would co-locate well with continued use of Level 4 as library staff and
administration offices.
STAKEHOLDER UPDATES
Over the course of the planning process, the design team spent many hours with an incredible variety of
stakeholders seeking as much information as possible regarding the Loussac: library board members,
task force members, library administration and staff, MOA projects staff, library users, and non-users.
All stakeholders continue to seek updated info via the project website, as well as communicating to the
design team through the library administration to share their opinions. In November 2012, the design team
formally presented the conceptual programming and planning diagrams-to-date, described the challenges
and opportunities we have uncovered, and gathered formal input from a major stakeholder group consisting
of the three (3) library boards, as well as the Community Task Force and the Loussac staff. In December
2012, an update was given to the Mayor. On March 8th, the planning team presented to the Anchorage
Assembly in a work session.
62
SOURCES
INTRODUCTION :: BACKGROUND
www.google.com/publicdata
www.muni.org/library
http://www.anchoragelibraryfoundation.org/downloads/Newsletters%20and%20Reports/
APLValuationFullReport.pdf
http://www.anchoragelibraryfoundation.org/downloads/Community%20Plan/APL%20Community%20Plan.pdf
http://en.wikipedia.org/wiki/Zachariah_J._Loussac
http://purchasing.muni.org/Web%20E-Bid/History/rfp/2011P018JD%20Facility%20Master%20Plan%20
and%20Renovation%20Design%20-%20Z%20J%20Loussac%20Library/Proposal%20Document/2011P018JD%20Facility%20Master%20Plan%20%26%20Renovation%20Design%20for%20the%20Z.%20J.%20
Loussac%20Library.pdf
INTRODUCTION :: ANCHORAGE PUBLIC LIBRARY TODAY
www.muni.org/departments/library
www.muni.org/budgets/
INTRODUCTION :: PURPOSE AND NEED
http://purchasing.muni.org/Web%20E-Bid/History/rfp/2011P018JD%20Facility%20Master%20Plan%20
and%20Renovation%20Design%20-%20Z%20J%20Loussac%20Library/Proposal%20Document/2011P018JD%20Facility%20Master%20Plan%20%26%20Renovation%20Design%20for%20the%20Z.%20J.%20
Loussac%20Library.pdf
SITE AND FACILITY NEEDS ASSESSMENT :: COMMUNITY TRENDS
http://www.aedcweb.com/aedcnew/index.php/anchorage-fast-facts
http://www.rasmuson.org/blog/?p=3173
http://www.architectmagazine.com/community-projects/stacked.aspx?printerfriendly=true
63
APPENDIX
EXISTING CONDITIONS AND ADDITIONAL RESEARCH
1. Building Condition Survey . ZJ Loussac Library . USKH . January 2010
2. Preliminary Site Visit Report - Technology . ZJ Loussac Library . Carson Block, LLC . April 2012
3. Technology Analysis . ZJ Loussac Library . Carson Block, LLC . May 2012
4. ZJ Loussac Library Seismic Assessment and Upgrade Study . Reid Middleton . August 2012
5. Civil Survey, December 2011
6. Safety Office Fire and Safety Inspection . MOA . January 2010
7. ZJ Loussac Library Entry Geo Technical Report . DOWL HKM . June 2012
8. ZJ Loussac Library Entry Geo Technical Report Addendum . DOWL HKM . June 2012
9. ZJ Loussac Library Original Construction Geotechnical Report . DOWL HKM . June 1983
10.ZJ Loussac Library Renovation Program Statement . Staff Renovation Committee . March 2009
11.ZJ Loussac Library Site Visit and Kick Off Meeting Notes . RIM Architects . May 14, 2012
12.ZJ Loussac Library Impressions/Perceptions from Walk Through . Himmel Wilson . April 4, 2012
13.Anchorage Public Library Observation/Staff Interaction . Himmel Wilson . April 23-24, 2012
14.ZJ Loussac Library Project Observation Report . Candela . May 1, 2012
15.ZJ Loussac Library Draft Interior Narrative . RIM Design . May 14, 2012
16.User Group Design Meetings . RIM Design . May 3, 2012
17.ZJ Loussac Library Site Tour Observations . DOWL HKM . May 11, 2012
18.ZJ Loussac Library Draft Architectural Narrative . RIM Architects . May 14, 2012
19.ZJ Loussac Library Building Condition Survey 2010 Summary . Candela . May 2012
64
GO TO WWW.LOUSSACFUTURE.ORG TO READ THE COMPLETE
FACILITY MASTER PLAN DRAFT REPORT

zj loussac public library facility master plan report draft report

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