economic, social, and cultural assessment€¦ · development. innisfil, halifax, and surrey have...

“Libraries used to be grocery stores. Now we need to be kitchens.” ~ National forum on the future of teen library services ~

(Braun et al., 2014)

Economic, Social, and Cultural

Assessment

Guelph Public Library

December 5, 2017

This document was prepared by University of Guelph students as part of a senior course for their client

the ‘Guelph Public Library’. Any and all findings, recommendations or assumptions made to the client for

the purpose of the project, was in accordance with the stipulated contracted agreement. In no event

will the University of Guelph be liable for any special, incidental or consequential damages of any kind

whatsoever from the disclosure, use or receipt of the information in this report.

Table of Contents Executive Summary ....................................................................................................................................... 4

Summary of Existing Research ...................................................................................................................... 5

Pew Institute ............................................................................................................................................. 5

The Library Project .................................................................................................................................... 5

Martin Prosperity Institute’s ‘So Much More’ Economic Report ............................................................. 6

Makerspaces ............................................................................................................................................. 6

Institute of Museum and Library Services ................................................................................................ 7

Young Adults and Libraries ....................................................................................................................... 8

Baker Street Redevelopment Project .......................................................................................................... 10

Current Downtown Library ......................................................................................................................... 11

Role Model Analysis .................................................................................................................................... 13

Innisfil Public Library ............................................................................................................................... 13

Halifax Public Library ............................................................................................................................... 16

Calgary Public Library .............................................................................................................................. 18

Surrey Public Library ............................................................................................................................... 20

Risk Management Analysis ......................................................................................................................... 22

Future Downtown Library ........................................................................................................................... 24

Further Research ......................................................................................................................................... 26

Conclusion and Recommendations ............................................................................................................ 27

References ................................................................................................................................................... 29

Appendices .................................................................................................................................................. 35

Appendix 1 – Number of Makerspaces Worldwide ................................................................................ 35

Appendix 2 – Innisfil Makerspace Statistics ............................................................................................ 35

Appendix 3 - Innisfil Annual Program Attendance vs. Programs Held Annually ..................................... 36

Appendix 4 – Guelph Annual Program Attendance vs. Programs Held Annually ................................... 36

Appendix 5 – Innisfil and Guelph Average Staff Time per IT Support Request ...................................... 37

Appendix 6 – Innisfil and Guelph Active Library Cardholders ................................................................. 37

Appendix 7 – Innisfil and Guelph Self Generated Revenue .................................................................... 38

Appendix 8 – Innisfil and Guelph No. of IT, Software, and Social Media Support Requests .................. 38

Appendix 9 – Changing Uses of Libraries ................................................................................................ 39

Appendix 10 – Surrey Rates for Renting a Meeting Room ..................................................................... 39

Appendix 11 – Surrey Rates for Computer Learning Centres ................................................................. 41

Appendix 12 - Just How Popular is Surrey’s New Library ....................................................................... 41

Appendix 13 - Surrey’s Vision for their Library ....................................................................................... 42

Appendix 14 – Reviews of Innisfil Public Library and its Events ............................................................. 42

Appendix 15 – Calgary’s Redistribution of Space ................................................................................... 43

Appendix 16 – Innisfil Tinkershop Statistics............................................................................................ 44

Appendix 17 – Nine Year Growth of Maker Faire Events ....................................................................... 45

Appendix 18 – Tools, Equipment, and Materials in Makerspaces .......................................................... 45

Appendix 19 – Communications with Manager of Programming and Outreach at Innisfil .................... 47

Appendix 20 – KPMG Organizational Overview of Current Services and Clients ................................... 48

Appendix 21A – Economic Analysis of Current Downtown Library ........................................................ 49

Appendix 21B – Economic Analysis of Future Downtown Library ........................................................... 50

Appendix 22 – Diminishing Marginal Returns to an Input ....................................................................... 51

Appendix 23 – Library Revenues per Capita by Source ........................................................................... 51

Appendix 24 – Collection Materials Distribution ..................................................................................... 52

Appendix 25 – Programming per Capita Changes ................................................................................... 52

Appendix 26 – NSF Breakdown of Service Gap Areas .............................................................................. 53

Appendix 27 – Service Gaps filled by Functional Plan Proposals ............................................................. 53

Additional Reading ...................................................................................................................................... 55

Executive Summary The objective of this report is to analyze existing data related to Guelph Public Library’s (GPL)

relocation project to create an impact report that highlights the economic, social, and cultural benefits

to Guelph of building a new downtown main library. Although the library is still operating given its

capacity and limitations, the student consultants and the Library Project students both concluded that

the potential impacts of a new library will justify its investment, the limitations of the current model

restrict it from fulfilling the needs of a changing community, and the structure itself has become a

liability to the city.

This report begins by examining existing research to provide context to later sections. It

considers the current state of the downtown library, to highlight what it provides, and what has

potential for improvement. This is compared to the future downtown library to emphasize the needs

that are filled by the new library. Four role models were chosen who had gone through or are currently

undergoing library infrastructure projects, to determine what outcomes and impacts arose from them.

The existing research focuses on six categories: General library research, existing Guelph

research, a benchmark for economic analysis, makerspace research, library trend research, and research

on young adults and libraries. General library research draws from the research of the Pew Institute.

Existing Guelph research focuses on The Library Project and research conducted by the City of Guelph.

The So Much More economic analysis was an analysis done by the Martin Prosperity Institute that

focused on determining the economic impact of the Toronto Public library system, and is being used as a

role model for determining economic impacts of libraries. Makerspace research is included to provide

more context of the makerspace movement, and to look at a trend emerging in libraries: the further

integration of technology, and a place to host community space and programming. Library trend

research will use a report authored by the Institute of Museum and Library Services, which provided

comprehensive trend research on American libraries, which the student consultants believe can provide

valuable high-level insights. Lastly, the research on young adults and libraries is informed by several

sources, and was conducted because the young adult demographic can become lifelong patrons if

sufficiently convinced of the library’s benefits, so further research was warranted.

The role model analysis considers four Canadian libraries, all in different stages of their

development. Innisfil, Halifax, and Surrey have all undergone new library projects, and Calgary is

currently undergoing a library project. Each library plays a role in understanding the changing definition

of libraries, and is used to justify a need, and the benefits to Guelph of undertaking a library project.

Summary of Existing Research

Pew Institute The Pew Research Center in the United States has done significant research on the trends and

projected future of libraries, accompanying their projections with primary research. Relevant insights

included:

• A recent poll showed that 91% of people still believe libraries are important to their communities

(Rainie, 2014).

• The 16-29-year-old demographic dominate library use, both in hard copy materials and online

resources (Rainie, 2013)

• Increasing using of space for meetings and programs (Horrigan, 2016). Library usage is slowly

shifting away from borrowing of books towards community and strategic activities (See

Appendix 9).

The Library Project The Library Project (Ridley, 2016) was a report done by a first-year seminar at the University of

Guelph. The report looked at student’s opinions on the GPL renovation, the strategic plan, and more. It

also looked at interviews done with key personnel involved with the relocation, and several other

resources. Some of the points that they examined were:

• Their interviews concluded that the definition of a library is changing • The current downtown library is in disrepair • There is a lack of space for community gatherings, collaboration, studying, and social space • Alignment of the citizens of Guelph needed to be in favour of the new library. This was

emphasized in the report. • Commercialization (i.e primarily non-traditional offerings such as cafés) may be a contentious

issue in the citizen’s alignment with the project, and may contradict the library’s business model.

• The current library is serving its purpose, so skeptics may wonder why it needs to be changed, and whether changing it may even make it less effective at serving the community.

It concluded with recommendations based on different scenarios:

1. Stay with the current library if the budget is strict and the community is not aligned with a new library.

2. Renovate the current library if the library needs to increase its offerings, but the plan for a new library is not moving forward adequately. This will be less costly than building a new facility.

3. Build a new library if the public is not satisfied with the current library and the budget allows for it. It will be more accessible, safe, and able to provide more services.

4. Brainstorm ways to align community with the new library if there is no community alignment and no funding available. This will provide a better opportunity to make sure an argument made for the new library can be supported by bringing in citizen support as a factor.

Martin Prosperity Institute’s ‘So Much More’ Economic Report The So Much More report done by the Martin Prosperity Institute is an economic model of the

benefits provided by the Toronto Public Library (TPL) system. It divides the benefits into three primary

categories: Direct tangible benefits, direct spending, and indirect tangible benefits. Direct tangible

benefits are the opportunity cost of the services the libraries provide, in other words, how much it

would cost a community member to obtain the library service elsewhere. Direct spending is the

spending a library does on its operations. Indirect tangible benefits arise out of the economic concept of

the multiplier effect, where every dollar spent in a community is spent again by the person in the

community who received it. This dollar is spent several times, yielding a much higher economic benefit

than that of the original dollar spent.

The report concluded that the Toronto Public Library system delivers $5.63 of economic impact

for every dollar spent on the library, which is a high return on investment (Martin Prosperity Institute,

2013). An analysis in Appendix 21A and 21B shows how this framework applies to the Guelph Public

Library.

Makerspaces Definition

Makerspaces, also known as hackerspaces and many other names, are workshops where

members pay for the use of physical and digital tools, as well as workspace. They have increased

significantly in popularity in recent years, with a user-reported 1,400 active spaces, a 14-fold increase

between 2006 and 2016 (See Appendix 1 and 17). Additional support for this is seen in the interest and

participation in Innisfil’s makerspace in Appendix 16. Since the cost of the machinery and tools is often

very expensive ($10,000 USD - $100,000 USD in value), this often deters hobbyists from acquiring these

tools themselves. An interesting result was also found: socialization was a primary reason for members

joining makerspaces (Holm, 2015).

According to a survey done of 51 youth-oriented makerspaces across the United States (and one

from Korea), the most common tools available in these spaces are (Peppler et al., n.d):

• laptop and computers (51%),

• 3D printers (40%),

• everyday crafting materials (39%)

• See Appendix 18 for further breakdown

Makerspaces and Entrepreneurship

In almost all the research found in this report about makerspaces, it is said that they encourage

entrepreneurship. Since most of it was not substantiated, additional research revealed there are several

examples of makerspaces stimulating entrepreneurship. Square Inc., a major disruptor in the mobile

payment and merchant services industry, first created a prototype for venture capitalists in a

makerspace in San Francisco (Techshop, n.d). DODO Case was also developed in a San Francisco

makerspace (Holm, 2015). More examples of businesses that arose from makerspaces shown in Innisfil’s

role model analysis. The businesses that come out of makerspaces do not have to be large to create

economic impact. Small businesses and start-ups contribute significant employment, and make up most

of the businesses in North America. Small and Medium-Sized Enterprises (SMEs) contribute (OECD,

2015):

• An average of 65% of the workforce

• 75% of total gross job creation and destruction

• Young SMEs are primary source of net job creation (42% job creation, 22% job destruction)

Makerspaces and Job Training

Makerspaces also help train their users for manufacturing and technology sector jobs. As noted

by Vossoughi (2014) in a review of makerspace literature, making as an educational style has lower

barriers for participation. Traditional education can exclude certain types of learners from meaningfully

participating in learning, and has been a topic at TED and the RSA by Sir Ken Robinson and other

educational activists (Peritz, 2017). Students who are more hands-on learners are likely to learn more

effectively in a makerspace than from a book. Vossoughi also says that industry leaders have

championed programs that support that development of engineering and STEM skills through practical

project-based learning using advanced tools and machines (similar to makerspaces), revealing that many

in the business world believe that these skills (creative problem solving, critical thinking, collaboration)

are relevant, and these skills are being taught in makerspaces (or similar environments). Furthermore, a

researcher cited in the review of makerspace literature wrote: “students have the opportunity to come

across several concepts in engineering and science in a highly meaningful, engaging, and contextualized

fashion. Abstract concepts such as friction and momentum become meaningful and concrete when they

are needed to accomplish a task within a project” (Blikstein, 2013, p. 18). Although this is more in the

context of structured makerspace STEM programs, it is well known and documented that individuals and

groups in makerspaces create projects for themselves without instruction, and practice the STEM skills

mentioned above to complete the project.

Recently Techshop, where Square Inc. and many others were created, went bankrupt

(Kumparak, 2017). Although this may seem like an omen for makerspaces in general, and may be used

as a counterargument to makerspaces in libraries, the student consultants would argue that the

differences between private and public makerspaces are numerous. The primary difference is that a

public makerspace is not designed to generate a profit for its owners, and most public institutions are

more concerned with their impacts on the whole city/community as opposed to just their organization

(increased foot traffic, better culture, more consumer choice, increased tax revenue, etc.). Hence, due

to these differences, it is thought that this news has minimal effect on the arguments made for

makerspaces in this report.

Institute of Museum and Library Services The Institute of Museum and Library Services (IMLS), according to their report: “is responsible

for providing policymakers, researchers, and the general public with information about public libraries in

the United States” (The Institute of Museum and Library Services, 2017, pg. 9). This section is designed

to provide broad context to trends in public libraries, to help understand the environment the role

models and GPL are operating in.

Many libraries realize the need to appeal to the needs of the younger generation, since they will

be the patrons of the future libraries. According to a 2017 analysis of data from 2014, provided by 97.4%

public libraries (9,000+) and outlets1 (17,000+) in the U.S (The Institute of Museum and Library Services,

2017):

• Program attendance has been on the rise in the past five years (17.6% rise), whereas circulation

has been decreasing (2.3%).

o Children’s programming attendance has increased 15.9% in the past five years, and

makes up 68.8% of all program attendance.

o Young adult programming attendance has increased 36.3% in the past five years, but

makes up significantly less of the total aggregate programs (Appendix 25). This shows

an opportunity for potential high returns per dollar spent (Appendix 22).

o These program attendance trends have been underway since 2004.

• Operating expenditures on electronics have increased 109.6%.

• Public libraries with e-books average more visits per capita than those without e-books.

• Visits per capita have decreased by 9.4% in the past five years.

• Federal and State level expenditure on libraries have been primarily falling. Local expenditure

has increased in the last ten years, decreased in the last five years, and increased in the last year

(See Appendix 23).

• The mix of collection materials available to patrons have become much more diversified in the

last ten years. In 2005, E-books, video, and audio materials made up 10% of the collection. In

2014 they made up over 30% (see Appendix 24).

Young Adults and Libraries Similar to the IMLS section, this section is designed to provide context of the young adult and

teenage demographics, and why their needs are different and require a different approach. As was

noted in research done by Lee Rainie of the Pew Institute, teenagers live in a different information and

learning ecosystem (Rainie, 2013) than the other demographics. A variety of statistics were accumulated

on this demographic:

• Young adult’s demographic weight is declining, unemployment is higher among them than any

other demographic, and are more likely to be born outside Canada or have parents born outside

Canada (Galarneau & Usalcas & Moressette, 2013).

• 99% of young adults use the internet (“Internet/Broadband Fact Sheet,” 2017)

o 96% of 30-49, 87% of 50-64, 64% of 65+

• 86% of young adults use social media (“Social Media Fact Sheet,” 2017)

o 80% of 30-49, 64% of 50-64, 34% of 65+

• 60% of a young adult demographic surveyed used the library, and did so to conduct research,

borrow printed materials and audio and electronic books (“Young People Frequent Libraries,”

2012).

• One of teen’s needs for a library is a place to ‘hang out.’ (Braun et al., 2014) This is further

articulated by Lam (2011), whose says that two out of three of young adult’s typical library

1 An outlet, as referred to in the report, is a central library, a branch library, or a bookmobile.

usages are regarding the space itself, emphasizing social interaction, entertainment, and just

generally beneficial.

• The teenage portion of the young adult demographic would prefer many more technological

(and convenience based) offerings, such as E-readers preloaded with books, and library boxes

throughout the community to check out materials (Rainie, 2013).

• A 2012 study found that 61% of the Americans surveyed believed that there is value in having

different spaces for different services (Zickuhr, 2013).

• Studies have shown that over 40% of Toronto parents would like for their children to be

engaged in after school programs, however only 13% of the children are being served (Lopata &

Grundmann, 2015).

• Research done in the U.S has shown that government and non-profit funding for the youth ages

12-18 lags in funding compared with children (“Teens Need Libraries," 2015).

A librarian in an online panel that there were measurable effects to this separation. Keeping the

teen section away from adult areas caused teen behaviour and noise level to improve. Extending this

result, children’s areas tend to be louder than teen areas, so a separation would likely enable more

noise conscious young adults to engage more freely in the activities they believe a library should be used

for (Zickuhr, 2013).

As is articulated in the executive summary of a national forum conducted by Young Adult Library

Services Association: “many libraries are continuing to grapple with diminishing resources while at the

same time struggling to meet the needs of a changing teen population. Additionally, significant

developments in technology have led to the need to rethink how services for and with teens are best

created and delivered” (Braun et al., 2014) The data and research provided above support this summary.

Having a designated space for young adults would enable their needs and aptitudes to be targeted,

which is generally more effective than a broad strokes approach.

As an interesting addition to this section, and closely related to makerspaces, is that there is a

staffing model called the ‘Maker Jawn Approach,’ which employs experts in different field to provide

STEAM oriented programs in libraries. This allows teens in the community where it is implemented to

develop knowledge of job fields not a part of their daily experience (McDonald, 2014). It also fits in well

with the findings of the national forum mentioned above, which emphasizes the need for co-creation of

teen programming by library staff, experts, and young adults. This idea of co-creation is also supported

by other young adult programming professionals, such as Velasquez (2016), and has been encountered

several times in young adult programming literature.

Baker Street Redevelopment Project To provide context to how the new library would fit into the overall redevelopment plans of the

Baker Street area, the report will briefly summarize the documentation publicly available by the City of

Guelph.

In 2010, the City of Guelph began moving forward with a Community Improvement Plan. The

goal of the plan to stimulate revitalization and investment in the downtown. Through both private and

public investment, the city is hoping to achieve positive physical and social change in the downtown

landscape (“Downtown Guelph Community Improvement Plan,” 2011).

The Community Improvement Plan argues that although the city has seen significant population

growth in the last decade (8.2% between 2001 and 2006, 5.9% between 2006 and 2011, 8.3% between

2011 and 2016) (Statistics Canada, 2017), the downtown has lagged in its population growth. Between

2001 and 2006, the Downtown of Guelph saw a population decline of 6% (“Downtown Guelph

Community Improvement Plan,” 2011). According to the plan put forth by the City of Guelph, the

updated Baker Street Development would be an “unprecedented opportunity that will have a region-

wide impact and recognition” (“Downtown Guelph Community Improvement Plan,” 2011). The focus of

the Community Improvement Plan is to attract more public and private sector investment to ensure long

term economic, social, and cultural vitality of the downtown. It also seeks to improve local skills

development, further education and increased employment and engagement opportunities (“Baker

District,” 2017). The goals of the City Improvement Plan align with the impact that the Guelph Public

Library would like to achieve with a new public library, and this report will further evidence why there is

strong evidence for these impacts to occur.

Conceptual rendering of the new Baker Street Redevelopment (“Baker District,” 2017).

Current Downtown Library Even though there are several areas for improvement in the current downtown library, it is still

an incredibly valuable aspect of the downtown community. This is evident from the increases in its

active members every year, which averages (arithmetically) 4.7% per year from 2012-2015 It has also

added 7000+ new members every year between 2012-2016 (“Guelph Public Library 2012,” n.d; “Guelph

Public Library 2013,” n.d; “2014 Annual Report Guelph Public Library,” n.d; “Together we do more:

Annual Report 2015,” n.d; “2016 ANNUAL REPORT,” n.d).

The library currently offers a variety of services, including:

• Books clubs for various demographics and interests • Computers and technology, including a Tech Bar with more advanced technological services • Newcomer to Canada programming, such as ESL Book Club, and English learning programming • Numerous events aimed at the older adult demographic • Two room rental options in the main library (for a fee), the program room (1314 NSF) and the

boardroom (358 NSF)

According to a KPMG organizational overview (Appendix 20), several gaps were found in the services patrons (members) need, and what Guelph Public Library provides. Some of the service gaps include:

• Lack of space to provide non-traditional lending opportunities • No dedicated space to young adults • Serious deficiency of multipurpose space • Lack of space to expand technology

A library tour with The Library Project 1st year seminar. (Ridley, 2016)

• Insufficient public computers • No large public assembly space • Lack of space for community partners

See Appendix 26 for details on net square footage (NSF) figures. As articulated in the Summary of Existing Research section, noise, differences in demographic’s needs, and other considerations suggest the integration of the children and young adult sections is not optimal. The Tech Bar, which has 3D Printer, scanners, and several other technology offerings (“Tech Bar,” n.d), is integrated with circulation desk area on the first floor of the library. This area is 160 square feet (informed from internal sources), which is a small area for any service offering (a bit less than 13 x 13 feet), and the library has also received complaints about the activities of the Tech Bar and the noise it generates. Furthermore, in a survey of 25 academic libraries with Makerspaces, 18 of them had a dedicated space for their makerspace (Benjes-Small & Bellamy & Resor-Whicker & Vassady, 2017).

According to the 2011 Functional Plan and the 2017 updated Functional plan, there is currently no non-traditional services offered, such as a Café, ATMs, bookstore, gift shop, etc. There is currently 398 net square feet assigned to adult computers, which currently contains 33 workstations as of 2011 (Gardwood-Jones & Hanham, 2011; Invizij Architects Inc. & Holzman Moss Bottino Architecture, 2017). As is evidenced in the service gaps assessment done by KPMG, young adult space and large assembly space currently have no net square footage allocation.

Appendix 21A is an analysis of the economic impact of the Guelph downtown public library, which was generated by GPL internally. The conservative estimate of the economic impact of the current main library is $20,724,528, so it is upon the new library to generate an economic impact of at least:

Depending on the multiplier used, the amount of economic impact the new library would need

to produce is variable. The multipliers used in the So Much More report (1.4 and 2.0) was based on a

variety of different sources, including Statistics Canada, and many other library projects. Any multiplier

above 1.0 would indicate that the construction costs of the new facility would be offset by the economic

impact of that spending in the Guelph area. Hence, if an assumption was made to discount the So Much

More multipliers to reflect that some or even close to half of the spending would be done outside of the

Guelph region, the costs of the library would still be made up by local economic stimulus.

It is noted, that if the new library breaks even according to formula (1), there are direct and

indirect benefits to the library which are not covered in the So Much More framework, due to their

intangibility.

(1) $20,724,528 + All costs of new facility – Economic Impact of spending on new facility

Role Model Analysis

Innisfil Public Library Innisfil Public Library (IPL) finished its Lakeshore Branch renovation in May 2015 (Innisfil Journal,

2015), and the IPL was rebranded a year later to celebrate the renovation (Ramsay, 2016). The

rebranding included calling the library ‘ideaLAB,’ which residents of the community adopted, and the

motto ‘The Future Starts Now.’ This library created lines down the street to get in, and has been busy

every day since (Finney, June 2015). IPL realized that libraries are “beyond the books on our shelves,”

(Galbraith & Colgoni, 2016) and they need to serve a broader role in terms of technology,

entrepreneurship, and community.

As demonstrated in Appendices 5 and 8, more individuals became involved with Innisfil’s library

since its renovation, and began asking more complicated technological questions to the library staff.

Since this is unlikely to be a statistical anomaly, it is likely that this was due to the makerspace and other

technological services that were added. This is a positive outcome since it means patrons are trying to

learn more complicated skills, and are comfortable reaching out to the library’s professional staff for

assistance.

In the last two years, Innisfil has experienced a significant increase in the total number of

participants participating in its technologically focused programs, as evidenced in Appendix 16, including

a doubling of its participation at the Lakeshore branch (where the Makerspace is located), and a close to

doubling at both its other branches. This either shows an increase in the desire for such programming

Kids work with an instructor in Innisfil’s makerspace (Landgraf, 2014)

due to cultural trends, or due to the new makerspace and encouragement of the hacker ethic (defined

later in this section). Either cause would provide support for conclusion that libraries are beginning to

serve a different and expanding role to its patrons, particularly with regards to technological education.

Lastly, Innisfil’s renovated space has lead to more opportunities of community partnerships. As

mentioned in an email by the Manager of Programming and Outreach (Appendix 19), in the last few

years since the renovation they have:

• Expanded their partnership with Ontario Early Years Child and Family Centres

• Space for the Canadian Mental Health Association (CMHA) to provide services to both adults

and youth

• Had the Elizabeth Fry Society, YMCA, Scouts Groups, and several more groups use the space to

meet clients, hold meetings, have training sessions

There are also several success stories that originated out of the Makerspace (Appendix 19).

• A man runs a local Escape Room made with items made in the Makerspace.

• A local woman bought a laser cutter and started an Etsy business because of the experience in

the makerspace.

• Patrons felt more prepared for a job search or career change due to skills learned in Microsoft

Office programs taught at the library

One effective way of making meaningful friendships is connecting over a common interest

(Vozza, 2016), and as was discussed in the Existing Research section, one of the primary reasons people

join a makerspace is for the socialization factor it presents. Many sources of research show that a sense

of belonging and community are essential to mental well-being (Sargent et al. 2002), and regular

socialization is also important to mental health and community belonging (“Community Belonging”,

2016) and productivity, which is also an economic benefit (Rajgopal, 2010). If the concept of search costs

is borrowed from economics (“Search Costs,” n.d), people are more likely to come to and build

community in a space if it reduces their search costs of meeting a need (such as socializing or

community belonging). The increased density of programs evidenced in Appendix 3 would therefore be

more likely to create social connections. Innisfil Public Library has several programs that encourage

community building, including Appy Hour (a program where you learn one new tech skill), Mini Makers

(for children 7-9 years of age), and Makerfest (to encourage more interactions between educators,

entrepreneurs, and community makers) (“OLITA Project Award”, n.d), which attracted hundreds of

attendees and had 30 exhibits in 2017 (Finney, October 2015).

Innisfil has a significant focus on creating a ‘hacker ethic’ at its library, and it received an award

for its dedication to this strategic goal (“Awards and Celebrations,” n.d). The library did this primarily by

leading by example. For example, the library set up special screenings of a video art project to

encourage the artistic community in Innisfil and support the local artist Jeanette Luchese. It was also

mentioned that this screening tied in with their digital media lab, one of their services to emphasize

hands on learning with visual arts (Ramsay, 2017). The benefits of leading by example is also found in

economic game theory, as articulated in a paper by Potters, Sefton, and Vesterlund (n.d): “a leader’s

contribution may signal to followers that it is in their interest to contribute as well,” as well as in

business literature (Schrage, 2016). Since a hacker ethic in Innisfil is something that many people benefit

from, but very few have an incentive to help cultivate, it is often up to leaders to encourage its

cultivation. The results of this is shown through numerous examples of the community participating

more and more in Innisfil’s Makerfests and maker-oriented programming. Lastly, as evidenced in

Appendix 14, the renovation of the library and the new direction it has taken with creativity and

innovation has led to dozens of positive comments, and other engagement from the community on

social media.

Halifax Public Library The new Halifax Central Library was built in 2014, replacing the old Spring Garden Road

Memorial Library, which was open for more than 60 years. Many of the same complaints about Guelph’s

library were said about Halifax’s, including that it was out-of-date, and overcrowded. The new library

features a 300-seat auditorium, a music studio, and a café. Designed to look like a stack of books, its

interesting architecture won the Governor General’s Medal in Architecture and landed it a spot on

Wired.com’s Top 10 Most Beautiful Libraries list. The Halifax library successfully achieved what the

current Guelph Public Library aims to do; realize its potential in becoming a space for the community to

gather, socialize, and learn.

Halifax’s new library has both direct and indirect economic effects. CanadianArchitect.com says

the new building is “a catalyst for the regeneration of the downtown area” (Canadian Architect, 2014).

While this is not a measurable economic impact, the area is now a more complete and welcoming place

to live, work, and do business.

In 2009, Canmac Economics Limited conducted an Economic Impact Assessment for the

proposed new library. The report focused on construction and operational spending which would

benefit the local economy. The planned building would be 108,000 square feet, have 14 meeting and

study rooms, and more than 300 computers. The library cost $57.6 million (CBC, 2014), and estimates

revealed a tangible net present value benefit of $49 million over 10 years. Even though this value does

not recover the full cost of the library, non-measurable effects also need to be considered. The study,

which estimated the net present value of the project, emphasized the non-measurable effects of the

(“Halifax Central Library,” n.d)

new library. This included more foot traffic among downtown retail and the contribution of the library

to a strong urban core (Canmac Economics Limited, 2014).

Within a year of the library being built, benefits realized from the new building included a 27%

increase in meeting room bookings, a 19% increase in adult program attendance, and a 106% increase in

Wifi connections (Annual Report, 2015). These meeting rooms provide revenue to the library and the

Wifi programs hold tangible value for users. This was made possible through the increased available

space for meetings and programs in the new facility. The library also has shown increased revenue

generation capacity (Zaccagna, 2015). Halifax Central Library generated revenue of $504,377 in the year

immediately after construction, which increased to $911,055 two years later.

Calgary Public Library In 2011, Mayor Naheed Nenshi moved forward with the creation of a Community Investment

Fund, which included $252 million allocated to the redevelopment of the community in the city. Of that,

$135 million was the original budget for a new library. In 2014, Calgary’s Public Library (CPL) appointed a

new CEO, who drastically reduced collection size and incorporated more social space by his next year

(Klaszus, 2015). The costs of the project are covered in part by the sale of property to private developers

who are going to develop more housing to increase population density (O’Kane, 2017).

After further council research, an updated investment budget of $245 Million was announced by

the City of Calgary in 2013. Since 2013, the Calgary Library has been under construction, with above

ground construction beginning in 2015 (“New Central Library,” 2017). On completion, the City of Calgary

is expecting more than 11,000 new residents in East Village, who will assist in revitalizing the East Village

of downtown. The city expects increased foot traffic, higher population density, and therefore more

retail, which will lead to economic growth (O’Kane, 2017). The Calgary Library is hoping to take

advantage of this by engaging in non-traditional library services as well. Specifically, the CPL is

developing a location that will include an in-house café, magazine stands, and ATM’s (Markusoff, 2013).

Calgary has allocated 47% of its new square footage to support public interaction (Daorcey,

2011). Within this allocated square footage, is a 350-seat auditorium, 30 multipurpose meeting rooms,

an Idea lab, to promote local collaboration and skill development, as well as an upgraded teen space-

consisting of gaming stations, and music/video studios (“New Central Library,” 2017). Appendix 15

shows the basic split of net square footage for Calgary’s new public library.

A rendering of the Central Library in Calgary – scheduled to open next year (Conrad, 2017).

Demonstrating the alignment of the community with the new library project, one of the

developers in the area donated $500,000 for a public art installation within the library, bringing the

aggregate art installation funding to $2 million. One of the developers who is helping to develop the

property sold to pay for the library also made a $100,000 donation as well, citing it as economic stimulus

for the downtown (O’Kane, 2017).

Surrey Public Library The Surrey City Centre Library in British Columbia was opened in September 2011, replacing the

Whalley Public Library. The four-storey, 80,000 square foot building features a coffee shop, teen lounge

and gaming area, quiet study areas, meeting rooms, and a meditation and prayer room. The open

concept library focuses on providing space for people to learn and create and gather as a community, as

opposed to a space for exclusively books. The library continues to be one of the most popular public

services in Surrey (refer to Appendix 12). During the building process, the architects encouraged citizens

of the community to send them images and descriptions of what they would like to see for the new

library. This encouraged a sense of community around the new library and allowed individuals to engage

with the process. Since the library was built in 2011, the average visits per day in 2015 were up by 11%

(“The 2016 Literacy Day Report”, n.d).

The City of Surrey provided $16 million to the re-vitalization of Surrey’s main public library, and

the federal and provincial governments contributed $20 million total (Reid, 2010). The library has

generated revenue from renting meeting rooms of various sizes (refer to Appendix 10) to government

and non-profit organizations. The library also offers the community with the opportunity to rent

computer learning centres (refer to Appendix 11) to host a variety of programs. Empty meeting rooms

on the fourth floor of the library are rented to Simon Fraser University for classes and DiverseCity

English for second language courses. The value of Surrey’s library has been calculated to be very high:

providing approximately $7 in value for every dollar of funding (“The 2016 Literacy Day Report,” n.d).

Grand opening of Surrey Central Library, Sept. 24, 2011 (Waferboard, 2011)

Surrey’s vision for the library included nine dimensions (refer to Appendix 13) that when

combined, aimed to satisfy the needs of the present generation without compromising the ability of

future generations to meet their own needs. The library offers outreach services to vulnerable

populations, programs to help job seekers and entrepreneurs, and books and films in 18 world

languages (Diakiw, 2011). In 2016, 155,442 youth participated in library programs (“Surrey Libraries

Annual Report 2016,” n.d), which shows the incredible difference that the library services have on the

younger generation. The programs offered have the goal of helping people to connect and integrate

within their community. The library’s “Read-Ability” program has audio books, videos, and a special

computer for those who have vision disabilities that has the capability to reads words to them from the

screen (Diakiw, 2011).

The library relies on volunteers for their “Human library”, where those with specific life

experience or knowledge can be on loan to users for approximately an hour to talk about a certain

subject matter. The 2016 Literacy Day Report found that more people are coming to the library and that

they require the help of library staff to find answers to a large range of questions. The new public library

aims to reflect the community around them and is a venue for public art and a hub for special events or

programs.

Risk Management Analysis Aside from expanding its service and program offerings, the Guelph Public Library is faced with

structural issues. The library and the City of Guelph need to provide a safe and accessible space for

patrons and staff in their facilities. The following issues were outlined in the 2017 Building Condition

Assessment provided by Invizij Architects Inc, and have been identified as impossible to remedy without

a facility change or a major renovation. These include:

• Non-wheelchair accessible shelving for collections

• No washrooms on the main level

• Small, old, and slow elevator

• Stairs and doors do not conform to Ontario Building Code (OBC) Wheelchair Accessible Shelving

Wheelchair accessible shelving would require double the flooring space to accommodate the

width of a wheelchair between rows. Shelving length would also have to increase by 50% for the top

shelf to be at a wheelchair accessible height. This is not attainable with the current building and requires

a larger facility.

Wheelchair Accessible Washrooms

Having accessible washrooms is a large part of the OBC, and the library’s only barrier-free

washroom is on the second floor. This requires someone with disabilities or a parent with a stroller to

take a slower than usual (documented) elevator to the second floor. This cannot be remedied

realistically within the current building.

A library tour with The Library Project 1st year seminar. (Ridley, 2016)

Slow Elevator and Path Obstruction

The only elevator in the building was built during its initial construction, and is too small and

slow for current standards. Its slow pace often results in a wait for the elevator, which often causes an

obstruction of the path of entry and exit. The cost for replacing the elevator is estimated at half a million

dollars.

Ontario Building Code Standards Issues

Issues with the stairs include guard heights that are too low, too large a space between vertical

pickets and handrails are missing features and are not to the standard of the OBC. Many doors within

the building are too narrow to comply with the OBC. These issues are made worse by the presence of

asbestos, which complicates the process of interior renovation.

These issues, combined with aesthetic considerations, construct a strong argument that the

current library building is not sufficient in meeting structural requirements, and the needs of the

community members.

Future Downtown Library

The 2011 Functional Plan details several key changes to the library that are deemed necessary

to address the issues presented by the KPMG gap analysis:

• Larger collection areas

• A larger lobby including a café

• An auditorium to meet the needs of the downtown area

• Larger dedicated teen and children’s space

• Larger workspaces and Makerspace

• Multipurpose space

The new library’s collection area is approximately the same size as the current collection area,

however there is significantly more collection service areas allocated for the new library. Furthermore,

the collections (such as teens) are separated in the proposed building, and there is more space in each

of the rooms, so this meets the accessibility need of the current library. The teen space has been

allocated 1,978 NSF, where it currently has none. See Appendix 27 for details on net square footage.

A larger lobby and café would create a more welcoming atmosphere as well as a revenue stream

for the library. It was found by the University of British Columbia that their patrons overwhelming

requested some sort of café or coffee service (Diers & Simpson, 2009). Empirically observed by most

people, coffee shops target millennials with a comfortable and welcoming environment, and knowing

Conceptual rendering of one of several possible designs for the new Guelph main library (Invizij Architects Inc. & Holzman Moss Bottino Architecture, 2017)

that teenagers and young adults often have more disposable income. Overall, young adults are likely to

gather and socialize in a café, increasing the quantity and quality of the social aspect of the library while

generating cash flow.

Although the Library Project stated that commercialization of libraries may be contentious, the

student consultants would argue there are numerous examples in the role models, at the University of

Guelph, and in many other places that show that the integration of certain non-traditional services, such

as a café is often well received. It is speculated that this is because citizens see the service as convenient

and filling a need (an atmosphere for socialization, and for buying beverages to enjoy while reading), it is

not interpreted in the same way as other commercialization attempts may be, such as a convenience

store. Cafés especially have grown to have a natural place in libraries, and have lost that contentious

element referred to in the Library Project.

An auditorium would also provide revenue for the library and could host various community

events and shows. A 250 to 300-seat auditorium would also fill a need in the current downtown event-

space market, and has been allocated almost 6,000 NSF, a large space in a 48,000 NSF library. Although

there are already options for larger spaces in Guelph, such as spaces rented from the City of Guelph, the

University of Guelph, and others, the space at the new library would be more central and convenient

than many current spaces, would charge a competitive rate (since its purpose is not to profit maximize).

Specifically, it would be convenient because it would be a part of a large library and retail district.

As shown in Appendix 2, Innisfil’s makerspace usage adjusted for Guelph’s population shows

that Guelph’s usage of technological services has potential. As articulated in Innisfil’s role model analysis

and the existing research on makerspaces, one of the ways to begin utilizing this potential is providing a

separate space for the makerspace. According to the 2017 updated Functional plan, the makerspace has

been allocated 800 NSF in a separate room, compared to the 160-square foot Tech Bar currently in the

main library.

Multipurpose space would allow the library to be flexible in accommodating various special

exhibits or events (Guelph Public Library, 2017). Multipurpose space could be used in a great way to

meet current service gaps such as ESL courses, young adult services, and other community partners

programming. A new library would have the opportunity to increase capacity and provide additional

revenue through the rental of meeting space. Current meeting spaces in downtown Guelph can be

priced between $200 to $500 per day dependent on room size (“Need Some Space,” n.d). The proposed

library would include 2,200 NSF of multipurpose space (a 150-person multipurpose room, divisible by

three).

The bookable boardroom and program room identified in the Current Downtown Library section

have been increased to 650 NSF (from 358) and 1350 NSF (from 1314) respectively. An additional 915

NSF is proposed in the new library for new meeting rooms and group study rooms. These additions and

expansions address the need for more multipurpose space, and the space for community partners.

In addition to changes in the size of areas, design is a crucial aspect to any place with a strategic

purpose. For example, many office spaces are designed to encourage social interactions and productive

collaboration, such as Pixar (D’Onfro, 2015) and Apple (Hess, 2017). In the 2011 Functional Plan, an

adjacency diagram has design elements cohesive with the library’s new purpose. Examples include:

• 1st Floor: The lobby with the café/coffee bar is adjacent to the children’s section, so parents can

mingle between the two rooms during programming sessions. The coffee shop also has the most

traffic, ensuring it is more likely to be a good investment for a business.

• 2nd Floor: The teen’s section it is also close to the business centre, for teenagers interested in

networking with business people and entrepreneurs.

It is evident from the square footage analysis and the design considerations that the new library

was designed to meet the needs of the community identified by KPMG.

Lastly, a model was assembled in Appendix 21B to create a highly conservative estimate of the

economic impact of the new main library. It is already evident from the So Much More model that any

direct spending undertaken by the library is economically paid off by economic impacts to the

surrounding community through the multiplier effect (assuming it is above 1.0). It was assumed, due to

lack of reliable data, that the operational spending would remain at its current level. Therefore, the only

part of the analysis that changed was the direct tangible benefits. Using the assumptions informed by

the functional plan, the collection size was modified by the proportional change from the 2011 level to

the guideline 2031 level. Program attendance, reference information, and meeting space were modified

using linear trend extrapolation from the data provided by the Institute of Museum and Library Services.

Finally, technology was once again informed by proportional changes to workstations and reader seating

in the 2011 functional plan.

The result of this basic analysis was an approximate 10% increase in economic impact above

that of the current library. Although this seems uninteresting, as noted in the Current Downtown Library

section, the construction costs would be offset through the multiplier effect, and the direct spending

(and consequently the indirect tangible benefits) are significantly underestimated. Hence, the new

library is worth the investment based on several of the aims of the Baker Street Redevelopment Project.

Further Research The student consultants were asked an interesting question at the final presentation of the

summary of this report: “What further research would they do if they had more time and resources?”

The student consultants thought this was a good idea for another small section of the report, since some

of the value provided by the student consultants is that they have looked over the research quite

thoroughly, and bring different viewpoints. The research they thought would be valuable is:

• Primary research on the businesses affected by the new library and the downtown

redevelopment. More in-depth economic analysis regarding foot traffic and extra retail

spending.

• Primary research on the community’s alignment with the new library project, how necessary

they feel it is, and how educated they are on the benefits that libraries bring to communities.

• Obtain more accurate forecasts to analyze the economic impact of the new library using the So

Much More report’s methodology.

• Analyze the returns per dollar spent on other city budget items, to justify there are diminishing

returns on potentially many of them, and that investing in Guelph Public Library would generate

larger returns per dollar since it only receives 3.9% of budgetary funding (“Annual Report 2016,”

n.d) (see Appendix 22). As a practical example, if the City of Guelph were to increase the budget

on transit significantly (which already uses a significant portion of the budget), the benefits per

extra dollar spent on transit would be lower, because it already has significant service capacity.

Conclusion and Recommendations As evidenced in this report, a 21st century facility would enable Guelph Public Library to fill many

of the service gaps identified by its staff and by KPMG. The proposals set forth in the functional plan and

its 2017 update show allocations and design changes to the facility to meet the changing needs of the

community. The proposed facility is also well aligned with the main goals of the Baker Street

Redevelopment Project: Economic and social development of the downtown, encouraging private

investment, local skills development, and education.

Makerspaces, meeting rooms, auditorium, non-traditional offerings, construction of the library,

citizen alignment with the project, and accessibility considerations all impact the economy of the Guelph

region. Makerspaces provide hands-on education, and are known to stimulate entrepreneurship, and

entrepreneurship (and start-ups/SMEs) have been shown to have impacts on job growth and local

economies. An auditorium, meeting rooms, and non-traditional offerings all provide additional revenue

earning capacity above the level of current library, while providing these services at a competitive rate

relative to other organizations. The construction of the library, through the multiplier effect, will act as

an economic stimulus to the local economy if the money is spent primarily locally. Guelph’s citizens

alignment with the project will be a critical determinant of its success. As evidenced in the role models,

increased foot traffic to downtown regions was one of the major ways libraries stimulated the local

economy, but if citizens do not approve the use of the municipal funds on the library, then this effect

could be dampened. Another potential effect of citizen alignment is more private donations and

investment. As evidenced in Calgary, two developers in the region donated their own money to be put

towards library offerings, realizing its potential to stimulate economy activity. The new facility would

also address accessibility concerns, which would enable more citizens to use the library fully, and would

decrease the possibility of an accessibility related event. Finally, the economic impact of libraries is also

conservatively articulated through a basic economic analysis in Appendices 21A, 21B, and evidenced

through a similar analysis done by Surrey and Halifax.

Teen space, makerspaces, increased space, non-traditional service offerings, and increased visits

to the library all generate social impacts in the community. Having a separated teen space will allow

teens to feel comfortable doing the activities they wish to do in a library, without the noise

considerations of the children’s or adult’s section. Having a separate section will also allow the services

provided to them to be more targeted, such as co-created programming and having physical resources

catered to them (gaming stations, socializing area, etc.). Makerspaces are a place for hobbyists and

entrepreneurs to gather to create projects, and their mutual interest in ‘making’ encourages

interactions and productive collaboration. Increased space will allow more people to feel more

comfortable working and socializing in the library, combined with the design of the facility encouraging

social interaction will lead to more interactions, more community partners, and more citizen-created

clubs. This is supported by the role models, where the new facility led to increased visits. These social

impacts have also been shown to increase the sense of community belonging a person feels, which is

essential to mental health, and consequently productivity and further involvement with the community.

More space for community partners, makerspaces, and the new facility would all impact the

culture of Guelph. Having more space for community partners, as evidenced by Innisfil, will lead to more

community partnerships if the library makes active efforts to cultivate them. Makerspaces, and maker

events such as Makerfest in Innisfil, encourage a collaborative, innovative, and technologically savvy

culture, if the library makes active attempts to cultivate this culture through leading by example. A new

library will have more service capacity and resources to do so. Many of the role models have shown that

a new facility also increases program attendance, which is often necessary to justify the creation of new

programs. Having a wide variety of programming for a diverse range of needs benefits the culture of

Guelph.

To conclude, the new library would fill the current service gaps of the Guelph Public main

library, and would stimulate economic, social, and cultural impacts that sufficiently justify its costs.

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Appendices

Appendix 1 – Number of Makerspaces Worldwide (Peek, 2016)

Appendix 2 – Innisfil Makerspace Statistics (Ontario public library statistics, 2014)

Library has a MS, DML, DLC, etc.?

How many:

Attendance MS, DML, SPC

Programs MS, DML, SPC

No. of people using MS, DMLs, SPC

Original Figures

1 3 99 24 31

Adjust for City Size

360% 360% 360%

Adjust for Time Factor

200% 200% 200%

Adjusted Figures

714 173 223

Guelph Figures

0 0 160 7 46

Ms = Makerspace, DML = Digital Media Lab, DLC = Digital Learning Centre, SPC = Self Publishing Centre

Appendix 3 - Innisfil Annual Program Attendance vs. Programs Held Annually (Ontario public library statistics, 2014)

Appendix 4 – Guelph Annual Program Attendance vs. Programs Held Annually (Ontario public library statistics, 2014)

1150

1200

1250

1300

1350

1400

1450

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

1 2 3 4

Innisfil Public Library

Annual Program Attendance No. of Programs held annually

0

200

400

600

800

1000

1200

1400

1600

1800

0

10000

20000

30000

40000

50000

60000

1 2 3 4

Guelph Public Library

Annual Program Attendance No. of Programs Held Annually

Appendix 5 – Innisfil and Guelph Average Staff Time per IT Support Request (Ontario public library statistics, 2014)

Appendix 6 – Innisfil and Guelph Active Library Cardholders (Ontario public library statistics, 2014)

0

5

10

15

20

25

30

35

1 2 3 4

Average staff time in minutes per Information Communication Technology, software and social media

support request:

Innisfil Public Library Guelph Public Library

16000

17000

18000

19000

20000

21000

22000

23000

53000

53500

54000

54500

55000

55500

56000

56500

57000

57500

1 2 3 4

Active Library Cardholders

Guelph Public Library Innisfil Public Library

Appendix 7 – Innisfil and Guelph Self Generated Revenue (Ontario public library statistics, 2014)

Appendix 8 – Innisfil and Guelph No. of IT, Software, and Social Media Support Requests (Ontario public library statistics, 2014)

$-

$10,000.00

$20,000.00

$30,000.00

$40,000.00

$50,000.00

$60,000.00

$70,000.00

$260,000.00

$270,000.00

$280,000.00

$290,000.00

$300,000.00

$310,000.00

$320,000.00

$330,000.00

$340,000.00

$350,000.00

1 2 3 4

Self Generated Revenue

Guelph Public Library Innisfil Public Library

0

50

100

150

200

250

300

350

400

1 2 3 4

No. of IT, Software, and Social Media Support Requests

Innisfil Public Library Guelph Public Library

Appendix 9 – Changing Uses of Libraries (“Younger Americans’ Library Habits and Expectations,” 2013)

Appendix 10 – Surrey Rates for Renting a Meeting Room (“Rent a Meeting Room,” n.d)

Appendix 11 – Surrey Rates for Computer Learning Centres (“Computer Learning Centres,” n.d)

Appendix 12 - Just How Popular is Surrey’s New Library (“Surrey Libraries Annual Report,” n.d)

Appendix 13 - Surrey’s Vision for their Library (“Surrey Libraries Facilities Master Plan,” 2014)

Appendix 14 – Reviews of Innisfil Public Library and its Events

Appendix 15 – Calgary’s Redistribution of Space (Markusoff, 2013)

Appendix 16 – Innisfil Tinkershop Statistics

Tinkershops – 2016 Totals

Cookstown Branch – # of programs

Participants

Stroud Branch – # of programs

Particpants

Lakeshore Branch – # of programs

Participants

Total Programs

Total Participants

Vinyl Workshop 11 37 0 0 6 37 17 74

Laser Workshop 2 4 1 11 27 92 30 107

3D Printing Workshop

4 4 0 0 10 58 14 62

Coding Workshop

2 19 1 4 9 46 12 69

DML Workshops 0 0 1 33 26 90 27 123

Craft Workshops 0 0 8 25 5 44 13 69

SUBTOTALS 19 64 11 73 83 367 113 504

TINKERSHOPS – 2017 (Jan-Oct)

Cookstown Branch – # of programs

Participants

Stroud Branch – # of programs

Particpants

Lakeshore Branch – # of programs

Participants

Total Programs

Total Participants

Vinyl Workshop 7 76 0 0 13 71 20 147

Laser Workshop 9 53 0 0 39 572 48 625

3D Printing Workshop

1 5 0 0 10 55 11 60

Coding Workshop

6 6 0 0 9 56 15 62

DML Workshops 4 5 1 2 7 20 12 27

Craft Workshops 0 0 19 90 5 32 24 122

SUBTOTALS 27 145 20 92 83 806 130 1043

Appendix 17 – Nine Year Growth of Maker Faire Events (Peek, 2016)

Appendix 18 – Tools, Equipment, and Materials in Makerspaces

(Peppler et al. n.d)

(Burke, 2015)

Appendix 19 – Communications with Manager of Programming and Outreach at Innisfil

Appendix 20 – KPMG Organizational Overview of Current Services and Clients

Appendix 21A – Economic Analysis of Current Downtown Library

Low Estimate High

Direct Tangible Benefits

Collection Use $8,351,893

Programs $391,590

Reference and Database Services $1,812,075

Technology Access $350,425

Meeting and Study Space $823,468

Total Direct Tangible Benefits $11,729,451

Direct Spending

Operations $996,490

Capital (3-year average) $34,285

Employment $3,847,011

Materials $542,216

Total Gross Spending $5,420,002

Revenue Offset to Costs $339,383

Total Direct Spending $5,080,619

Indirect Tangible Benefits

Operations $697,543

Capital (Annual average) $24,000


Materials $379,551

Pages Employment Experience Benefits $120,456

Total Indirect Tangible Benefits $3,914,458

Total Economic Impact $20,724,528

Impact per Dollar Spent $4.08

Impact per Guelph Resident $414.49

Impact per Guelph Household $164.48

Total Benefits $15,643,909

Return on Investment 308%

Average Value of One Open Hour at a Branch $1,395

Appendix 21B – Economic Analysis of Future Downtown Library

Low Estimate High

Direct Tangible Benefits

Collection Use $9,279,425

Programs $563,498

Reference and Database Services $1,467,781

Technology Access $664,098

Meeting and Study Space $744,920

Total Direct Tangible Benefits $12,719,721

Direct Spending

Operations $1,080,620

Capital (3-year average) $34,285


Materials $542,216

Total Gross Spending $5,504,132

Revenue Offset to Costs $339,383

Total Direct Spending $5,164,749

Indirect Tangible Benefits

Operations $756,434

Capital (Annual average) $24,000


Materials $379,551

Pages Employment Experience Benefits $120,456

Total Indirect Tangible Benefits $3,973,348

Total Economic Impact $21,857,818

Impact per Dollar Spent $4.23

Total Benefits $16,693,069

Return on Investment 323%

Average Value of One Open Hour at a Branch $ 1,417

Appendix 22 – Diminishing Marginal Returns to an Input (“The Production Function,” n.d)

*Highlighted area is where returns are highest per unit of input, so looking for underfunded resources is

a way to identify potential highly efficient use of inputs. This model is typically used for labour and

production, but the same logic applies to the creation of value for patrons.

Appendix 23 – Library Revenues per Capita by Source (The Institute of Museum and Library Services, 2017)

Appendix 24 – Collection Materials Distribution (The Institute of Museum and Library Services, 2017)

Appendix 25 – Programming per Capita Changes (The Institute of Museum and Library Services, 2017)

Appendix 26 – NSF Breakdown of Service Gap Areas (Invizij Architects Inc. & Holzman Moss Bottino Architecture, 2017)

Appendix 27 – Service Gaps filled by Functional Plan Proposals (Invizij Architects Inc. & Holzman Moss Bottino Architecture, 2017)

Additional Reading 1. Koh, K. & Abbasm J. (n.d). Competencies for Information Professionals in Learning Labs and

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2. Doctorow, C. (2013, February 24.) Guest Post: Cory Doctorow for Freedom to Read Week.

Retrieved November 29, 2017, from http://www.raincoast.com/blog/details/guest-post-cory-

doctorow-for-freedom-to-read-week/

3. OECD. (n.d). SMALL BUSINESSES, JOB CREATION AND GROWTH: FACTS, OBSTACLES AND BEST

PRACTICES. Retrieved November 25, 2017, from https://www.oecd.org/cfe/smes/2090740.pdf

4. Rendina, D. (2015, April 2). Defining Makerspaces: What the Research Says. Retrieved November

02, 2017, from http://renovatedlearning.com/2015/04/02/defining-makerspaces-part-1/

5. Alini, E. (2011, September 21). The future of manufacturing in Canada. Retrieved November 02,

2017, from http://www.macleans.ca/economy/business/economy-up-off-the-factory-floor/

6. Brewster, S. (2013, August 06). How TechShop is changing the way hardware companies are

born. Retrieved November 02, 2017, from https://gigaom.com/2013/08/06/how-techshop-is-

changing-the-way-hardware-companies-are-born/

7. Wiens, J., & Jackson, C. (2015, September 09). The Importance of Young Firms for Economic

Growth. Retrieved November 02, 2017, from http://www.kauffman.org/what-we-

do/resources/entrepreneurship-policy-digest/the-importance-of-young-firms-for-economic-

growth

8. Library As An Incubator Project. (2015, September 24). Innisfil Public Library Resident Tinker.


http://www.libraryasincubatorproject.org/?p=12274,%20https://www.entrelaunch.org/event/

makerfest-17-innisfil-idea-lab/

9. Ferguson, L. (2016, October 17). Creative Spaces to Learn. Retrieved November 02, 2017, from

http://now.tufts.edu/articles/creative-spaces-learn

10. Savage, M., Florizone, R., Rogers, J., Hanlon, R. (2017). Halifax’s Clusters of Cleverness, Creativity.

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halifax%E2%80%99s-clusters-of-cleverness-creativity

11. Tischler, L. (2011, August 8). How Twitter and Facebook Helped Bing Thom Design A Public

Library. Retrieved November 02, 2017, from https://www.fastcodesign.com/1664711/how-

twitter-and-facebook-helped-bing-thom-design-a-public-library

12. Visconti, A. (2015, March 11). An inspiring challenge for young Ottawa innovators. Retrieved

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inspiring-challenge-for-young-ottawa-innovators