The librarian as manager of the processes towards a new library building. Bas Savenije University librarian Utrecht University, the Netherlands

Transcription

1 The librarian as manager of the processes towards a new library building Bas Savenije University librarian Utrecht University, the Netherlands LIBER Architecture Group, Bozen/Bolzano, 19 March 2004

2 Overview Utrecht University Library and its new building Demands for new library buildings The project: its phases and organisation The role of the librarian Momentum for change Summary and conclusion Encore: The building

3 Utrecht University Library Founded in 1584 Co-operative network of Central Library 14 branch libraries Books: Medieval manuscripts: 650 Books printed before 1801: Serial subscriptions: (more than 50% electronic) Patrons: Circulation/year: Staff: 200 fte; 280 persons Acquisition/year: euro Turn over: euro.

4 A new building: Considerations Solution to a number of problems: dispersion lack of space fire risk inferior climatological quality insufficient security Anticipation of future developments Improvement of public facilities Campus: De Uithof

5 Planning start approval of the program final design start construction construction finished library in use

6 The new building: dimensions New Library Building Shops Parking (cars) Parking (bikes) Total m2 500 m m2 400 m m2

7 Functions of the building Public areas m2 Book-stacks m2 Offices m2

8 Public areas ( m2) Lounge / cafetaria Lecture room (130 p) / exposition room Lending desk General reading room Reading room Social Sciences and Geographical Studies Reading room Theology and Philosophy Reading room Special Collections 550 reader seats Wireless

9 Collection open access in reading rooms m stacks pre m stacks after m total m

10 Costs Total budget at the start euro Total budget corrected euro Total budget needed euro after public transmission (including furniture euro moving costs euro)

11 Demands on new library buildings: public facilities Integration of different desks Open stacks as much as possible Study places (reading rooms + more private) PC s, network connections, wireless Group activity (not only silence areas) Copying & printing Video conferencing

12 Stacks Not too much space for closed stacks: limited growth Climatological demands for special collections

13 The library as meeting place Originally: a place for consulting sources and literature: decreasing The atmosphere attracted people studying their own material: decreasing because of less consulting, more noise small scale decentral facilities Future: attractive meeting place

14 Flexibility Functional changes must be possible: Less books, more study places More visitors => more facilities But: concentration of branch libraries: more books Less offices? Integration of functions instead of separated compartments for each function

15 The project s phases 1. Program definition 2. Design 3. Construction 4. Furnishing and equipping 5. Moving 6. In use

16 Phase 1: Program definition Stages: Start Approval by the board Selection of the architect Final program

17 Phase 1: Program definition Lesson learned The program is constantly changing: under the influence of the architect, under the influence of new developments. Most changes are improvements: so don t be too rigid. Postpone those decisions that are closely interlinked with technology developments.

18 Phase 2: Design Stages: Start Preliminary design Final design Construction specifications

19 Phase 2: Design Lesson learned At the end of each stage the architect s product has to be corrected for financial reasons. Dilemma: ask for a completely new document (time consuming), or define corrections to be carried out in the next stage (efficient, but often a postponement of problems Solution: intensive financial checks on the ongoing design activities during the process (not to be carried out by the architect himself).

20 Phase 3. Construction Stages Public submission contractors Start construction Construction finished

21 Phase 3. Construction Lessons learned There are always mistakes in the construction specifications The architect keeps designing new details Strong, professional process management is needed Keep your purse closed

22 Phase 4. Furnishing and equipping Furniture, desks, PC s, equipment for facilities, audio-visual equipment A program made at the beginning of the project will be outdated at the moment you actually need it Review/revise the program as late as possible The architect s role: advisory

23 The principal s project organisation Steering group: librarian (chair) director of the university s building dept in the construction phase: process manager Project manager from the building dept Coordinator for the library s activities Working groups: program definition, check of the design against the program

24 Role of the university librarian In this project: final responsibility Advantage: strong user involvement Disadvantage: lack of experience Intensive interaction is needed with the building dept of university

25 Role of the university librarian Lessons learned The lack of expertise of the librarian has to be corrected in two ways: financial control during the design phase; an advisor in not enough; permanent checks during the design phase are needed process management during the construction phase by an experienced manager with farreaching authorisations

26 Momentum for change: organisational Integration of collections of branch libraries Concentration of administrative staff of branch libraries: new work flow processes Efficiency

27 Momentum for change: culture Strengthening of user orientation The library as a cultural centre: exhibitions scientific symposia The library as a meeting place

28 Summary and conclusion The building: THE library of the future does not exist Flexibility is the key word The process: Continuous communication with the architect is necessary: tension between functionality and architecture Financial control is vital

29 Encore: The building Architect: Wiel Arets

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