San José
Public Library
FACILITIES & CUSTOMER EXPERIENCE PLAN
DRAFT EXECUTIVE BRIEF
Attachment A
Dear Community Members,
San José has always been a place where
innovation and community come together
to shape the future. From our agricultural
beginnings in the Valley of Heart’s Delight to
our role today as the Capital of Silicon Valley,
our strength has always come from our
people — and the institutions that help them
succeed.
Libraries are central to that mission. Across
our neighborhoods, they offer welcoming,
accessible spaces where residents can
learn, connect, and grow. Students rely
on them as places to study and explore
new ideas. Families depend on them for
access to technology and educational
resources. And community members
use them to collaborate, build skills, and
pursue new opportunities. From supporting
entrepreneurship to advancing digital literacy
and civic engagement, our libraries help
ensure every resident can fully participate in
our city’s economy and civic life.
As San José continues to grow, we must
make thoughtful, strategic investments in
the spaces that serve our community. The
Library’s Facilities and Customer Experience
Plan provides a clear, forward-looking
roadmap to modernize and expand our
library system over the next twenty years.
Grounded in community input and careful
analysis, this plan positions us to better serve
a diverse and dynamic city of more than
one million residents — while maximizing the
long-term value of public investment. It also
creates opportunities for flexible, adaptable
spaces that can evolve alongside changes in
technology, learning, and community needs.
By investing in our libraries today, we
are investing in the future of San José —
strengthening the foundations of education,
workforce readiness, and economic
opportunity that will keep our city innovative,
inclusive, and thriving for generations to
come.
Thank you,
Matt Mahan
Mayor, City of San José
Letter from Matt Mahan
Mayor, City of San José
Libraries are more than buildings - they are
trusted public infrastructure that supports
learning, workforce development, and digital
access for all San José residents. With 25
neighborhood branches and the Dr. Martin
Luther King, Jr. Library serving more than
one million people, the library system plays a
critical role in supporting our city’s long-term
economic vitality.
The Library’s Facilities and Customer
Experience Plan reflects the City’s
commitment to maintaining high-quality
public services while planning responsibly
for the future. Developed through extensive
engagement with residents, community
partners, and library staff, this plan
establishes a strong framework to ensure
library facilities remain responsive to its
community needs. It identifies opportunities
to modernize spaces, integrate new
technology, and expand programming.
Libraries today support a wide range of
services - from early learning and student
success to workforce preparation, digital
access, and learning programs for adults.
They serve as hubs for collaboration,
innovation, and civic engagement, helping
residents build the skills and knowledge they
need to thrive. As San José continues to
grow, ensuring that our library spaces can
support these services requires thoughtful
coordination, long-term planning, and careful
stewardship of public resources.
At the City of San José, we approach this
work through a shared commitment to
One City, One Team. This plan reflects
the collaboration of City departments,
community partners, and library staff working
together to deliver high-quality services and
ensure that San José’s libraries continue to
effectively serve residents for years to come.
I am grateful for the leadership of the
Library team and the many partners whose
contributions help ensure our libraries
remain strong, responsive, and accessible
community resources.
Sincerely,
Jennifer Maguire
City Manager, City of San José
Letter from Jennifer Maguire
City Manager, City of San José
2 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 3 Attachment A
San José Public Library is one of our
city’s most powerful community anchors,
cultivating connection, learning, and
opportunity. Every day, our libraries provide
welcoming spaces where residents discover
new ideas, develop skills, access technology,
and connect with one another. They are
places where curiosity is encouraged,
learning is lifelong, and community comes
together.
As San José continues to grow, so will
our libraries. The Library’s Facilities and
Customer Experience Plan represents an
important step in preparing our library
system for the future. Over the past year,
we engaged thousands of residents, local
organizations, and City staff to understand
how libraries are used today - and how they
can continue to serve the needs of our city’s
diverse population.
Through this process, we heard clearly
that libraries are deeply valued community
spaces. At the same time, our branch libraries
face increasing demand for modern learning
spaces, access to enhanced technology, and
programming that reflects the wide range of
interests and needs in our community.
This plan provides a long-term strategy to
guide reinvestment across the library system,
ensuring that every neighborhood benefits.
By aligning facility improvements with the
needs of our city and service priorities, the
plan helps ensure that our libraries continue
to inspire exploration, foster innovation, and
strengthen community for generations to
come.
Investing in our libraries is an investment
in San José’s future. I am deeply grateful
to the many residents and partners who
helped shape this vision and who continue
to support libraries as places of shared
knowledge, creativity, and empowerment.
Sincerely,
Jill Bourne
City Librarian, San José Public Library
Letter from Jill Bourne
City Librarian, San José Public Library
4 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF
5 Attachment A
LIBRARY AS
THE SOUL OF
SAN JOSÉ
Throughout 2025, the San José Public Library
(SJPL or Library) embarked on a complex
20-Year Facilities and Customer Experience
Plan (Plan). Led by Margaret Sullivan Studio
(MSS), this highly collaborative co-creation
process was customized to enhance the
strengths of a nationally leading library
system, while bringing the most innovative
methodologies in the industry today. The
process ensures that SJPL’s impactful work
in the realms of social, cultural, educational,
and digital equity is supported by best-inclass facilities and human-centered activation strategies that MSS has developed in
collaboration with leading and peer libraries
throughout the country.
Building on the future-forward capital
improvement plan in 2000, which resulted
in an expanded system with libraries
distributed throughout San José, this Plan
incorporates an inclusive design process to
ensure that library facilities support SJPL’s
evolved educational strategies, deepen
the expansion of cultural, civic, and social
services that the community relies upon,
address the innovative aspirations the
process elicited from community members,
and honor the creativity and imagination of
the staff. This dynamic Plan is designed to
be responsive, flexible, and adaptable to
the community’s interests, support longterm capital investment and sustainable facility stewardship, embrace technological
advancements to enhance operations,
leverage partnerships to optimize facility
usage, and take advantage of a variety
of City and County-wide development
opportunities as they form.
Positioning the San José Public Library as a
partner to the City, community, and economic
development efforts, this Plan enables SJPL
to grow with the City in times of prosperity.
Conversely, this work positions the Library to
be an essential partner to activate, expand,
and synergize with community assets when
financial uncertainties inevitably arise.
Most essentially, this Plan strengthens and
elevates San José’s rich cultural stories, past,
present, and future, which emerged through
this process as one of the City’s greatest
assets. Home to residents from around the
world and a wide range of languages, San
José is defined by its diversity, creativity, and
lived experiences. Through thoughtful facility
investments and service strategies, SJPL will
support cultural placemaking that reflects the
communities it serves, creating welcoming
spaces that celebrate local identity, foster
connection, and support civic life.
As the Valley of Heart’s Delight has
transformed into the Capitol of Silicon
Valley, this Plan positions the Library as a
steward of shared history and community
expression, reinforcing belonging, civic
pride, and the social fabric that underpins
strong and equitable library outcomes.
6 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF
7 Attachment A
ALVISO
JOYCE ELLINGTO
N
CALABAZAS
WEST VALL
E
Y
CAMBRIAN
PEARL AVENU
E
ROSE GARDEN
BIBLIOTECA
BASCOM
KING
EDUCATIONAL
PA
R
K
BERRYESSA
ALUM ROCK
E
AST SJ CARNEGIE
VINELAND
ALMADEN
SANTA TERESA
MT. PLEASANT
EVERGREEN
SEVEN TREES
EDENVALE
VILLAGE SQUAR
E
TULLY
WILLOW GLEN
San José Public Library (SJPL) is one of California’s
largest and most heavily used library systems,
serving one of the state’s most diverse cities. As a
trusted civic institution supporting education, digital access, and community life, SJPL plays a critical
role in advancing opportunity across San José’s
neighborhoods. Over the past year, the Library
engaged residents, staff, partners, and civic leaders
in a community-driven process to define the future of
library facilities and services. The result is a 20-year Facilities and Customer Experience Plan outlining a
responsible, equity-driven strategy for reinvestment,
expansion, and long-term system growth.
This Plan builds on the success of the 2000 Library
Bond Program, which expanded access to literacy,
learning, and neighborhood library services across
San José. However, the City’s growth and increasing
demand for programs, technology access, and
community space have placed new pressures on
facilities designed for a smaller population.
The system’s central facility, the Dr. Martin Luther
King, Jr. Library, serves as San José’s main library
through its joint-use partnership with San José
State University and continues to support residents
citywide in that role.
As a result, this Plan focuses primarily on the
performance and long-term sustainability of
the neighborhood branch network. Analysis of
service demand, geographic access, and facility
capacity found that almost all of SJPL’s branches
are not currently positioned to fully serve San
José residents today or over the next 20 years.
Today, SJPL operates 24 branch libraries and the
joint-use Dr. Martin Luther King, Jr. Library, totaling approximately 434,500 square feet across the branch
system and 475,000 square feet at King Library,
totaling about 909,500 square feet systemwide.
This study establishes a long-term strategy to
address facility deficiencies and bring the branch
network closer to industry best practices for square
footage per population served. Guided by branch
service area populations and anticipated hyper-local
population and demographic shifts over the next 20
years, the Plan recommends expanding the branch
system to approximately 834,800 square feet, an
increase of roughly 400,000 square feet, to support
best-in-class library service in the decades ahead.
A Demonstration of Stewardship and Ongoing Investment
Small >10,000 SF
Medium 10 - 15,000 SF
Large 15,000 SF+
Co-located
SJPL Library Typologies
8 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 9 Attachment A
SOUL OF
SAN JOSÉ
Educational
Success
Civic
Vitality
Trust &
Belonging
Personal Health
& Wellbeing
Cultural
Identity
Economic
Wellness
City As
Classroom
City As
Connected
Communities
City As
Cultural
Celebration
City As
Civic
Activator
Libraries in San José are essential and increasingly
overextended. While this Executive Brief focuses
on the facilities investment needed across the
system, the broader Facilities and Customer
Experience Plan aligns this growth with long-term
operational sustainability. Librarians noted that the
ambition of SJPL’s programs has surpassed the
ability of many existing buildings to adapt.
Staff identified a growing program gap across
the system where services, partnerships, and
community programming cannot expand due to
space limitations. Systemwide evaluation also
found that a majority of SJPL’s branches fall below
best-practice square-footage benchmarks (0.75
square feet per capita).
Community engagement reinforced these findings
through more than 4,400 touchpoints, including
nearly 3,000 survey responses, engagement
with 180+ partners, focus groups, workshops,
and citywide outreach. Across communities and
demographics, the message was consistent:
Libraries are trusted, loved, and heavily used.
Facilities are undersized relative to demand.
All libraries lack adequate and adaptable space
for the current Education and Digital Literacy
Strategy programs and efforts. Partnerships
identified opportunities for increased impact
through additional community meeting rooms and
programmatic variety.
Community members expressed strong appreciation
for their libraries and identified clear opportunities to expand the types of spaces available within branches.
Engagement findings highlighted strong demand
for community gardens, reading gardens, outdoor
learning areas, dedicated maker spaces, art galleries
and studios, and flexible wellness and movement
rooms. Partners also noted the importance of spaces
that support nature-based learning, youth creativity,
and shared community experiences. These findings
reinforce the need for library facilities that can evolve to support contemporary roles while strengthening
synergies among nearby public amenities and
community services throughout San José.
Data analysis and equity mapping confirmed
geographic disparities in service levels, identifying
the need for approximately 400,300 additional
square feet of library space to address current
deficiencies and support community needs over
the next 20 years. These findings demonstrate a
clear need for SJPL to invest in the future of its
library system.
A Community and Data-Driven
Case for Growth & Expansion
This Plan does not propose growth for growth’s
sake. It establishes a disciplined framework for
aligning facility investment with:
• Strategic alignment with the Education &
Digital Literacy Strategy, City and partner
impact goals, and the San Jose Children and
Youth Services Master Plan
• Service equity based on population growth
and demographic shifts
• Equity Index data identifying areas of highest
need for all San Joséans to achieve social and
economic mobility
• Community partner capacity and co-location
opportunities with existing public amenities
• Long-term SJPL operational sustainability
including increased capacity needs
The growth strategy includes multiple potential
pathways: reinvestment in existing branches,
targeted expansions, new neighborhood libraries,
co-location with other community centers, and
strategic repositioning of the relationship between
King Library and the branch network.
Under the recommended long-term strategy, the
system grows to approximately 834,800 square
feet, meeting the 0.75 square foot per capita
benchmark and ensuring that library facilities align
with current and projected service demand.
Strategic Roles for the Next 20 Years
Building on SJPL’s City as Classroom framework,
this Plan maximizes the role of library facilities
to effectuate the San José Children and Youth
Services Master Plan and serve as:
City as Connected Communities – strengthening
neighborhood cohesion
City as Cultural Connector – celebrating San
José’s diverse identities
City as Civic Activator – advancing participation,
safety, and civic vitality
These roles directly support six measurable focus
areas: Educational Success, Economic Wellness,
Personal Health & Well-Being, Trust and Belonging,
Cultural Identity, and Civic Vitality.
A Strategic, Equity-Driven Growth
Framework
10 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 11 Attachment A
San José stands at a pivotal moment.
Development patterns are shifting, and community
needs are intensifying. As neighborhoods grow
and diversify, demand for accessible spaces that
support learning, connection, and opportunity
continues to increase. At the same time, SJPL
has demonstrated operational excellence, strong
fiscal stewardship, and deep community trust,
positioning the library system as one of the city’s
most valued and effective public institutions.
This Plan positions library facilities as essential
civic infrastructure supporting educational
outcomes, economic mobility, neighborhood
safety, cultural vitality, and digital inclusion.
Alignment with the San José Children and Youth
Services Master Plan strengthens the City’s
priorities in Early Learning and Childcare, Learning
and Empowerment, and Meaningful and Sustaining
Jobs. By expanding and modernizing library spaces,
the system can continue to provide safe, welcoming
environments where residents of all ages can access
knowledge, technology, and community resources.
Strategic capital investment will ensure the library
system remains equitable, resilient, and capable of
serving San José’s next generation.
The proposed Plan represents an opportunity to
build on past success, close documented service
gaps, and secure a sustainable, community-driven
future for San José Public Library.
Why Now?
12 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 13 Attachment A
m
A CASE FOR
INVESTMENT
14 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF 15
Attachment A
Every 30 years, public libraries require an
investment that is two thirds the cost to build
new. This is based on an industry standard
Facilities Condition Index (FCI) to measure
maintenance and operations investments due to
infrastructure demands.
The FCI is a benchmark in the facility industry
to objectively assess the current and projected
condition of building assets and anticipate
future infrastructure investments in relation to
maintaining the buildings for health and safety.
FCI is calculated by the total cost of the existing
maintenance of a facility divided by its current
replacement value. In evaluating the age of the
buildings, nearly two thirds of the facilities will
require significant investment in the next 10 years.
Anticipating future facilities needs (as shown
on the right), it is both responsible and prudent
for the City of San José and SJPL to align
maintenance investments with the Plan. Thus,
SJPL has the potential to increase impact for all
residents of San José with a greater return than
the cost of investment.
Alignment Maintenance &
Vision Investments
Branch Year Built Last
Renovated
Years Since
Intervention
Mt. Pleasant Neighborhood Library 1998 2019 7
Village Square Library 2016 - 10
Bascom Library 2013 - 13
Educational Park Library 1976 2013 13
Seven Trees Library 1967 2013 13
Santa Teresa Library 1984 2010 16
East San José Carnegie Library 1911 2009 17
Joyce Ellington Library 1975 2008 18
Pearl Avenue Library 1971 2008 18
Willow Glen Library 1937 2008 18
Calabazas Library 1966 2007 19
Edenvale Library 2007 - 19
Hillview Library 1965 2007 19
Almaden Library 1971 2006 20
Cambrian Library 1961 2006 20
Evergreen Library 1976 2006 20
Rose Garden Library 1960 2006 20
Berryessa Library 1968 2005 21
Dr. Roberto Cruz Alum Rock Library 2005 - 21
Tully Community Library 2005 - 21
Vineland Library 2004 - 22
West Valley Library 1964 2003 23
Alviso Library 1934 1999 27
Biblioteca Latinoamericana Library* 1978 1999 27
*Biblioteca design update underway
Good Condition Plan Updates Soon Needs Intervention Act Now Every 30 years, facilities need
substantial investment.
16 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 17 Attachment A
Branch-Wide Square Feet Per Capita
Room for San Joséans to
Learn and Grow
To gauge how SJPL’s facilities are performing,
the Plan evaluated the system’s facilities against
industry best practices and national standards for
library systems serving comparable populations and
service areas. This benchmarking research examined
peer library systems across the country to establish
baseline metrics for square footage per population
served, distribution of facilities relative to service area geography, and optimal branch sizing for effective
service delivery. Square footage per capita measures
how well physical library space aligns with the size
and needs of the communities served. By comparing
Square Feet Per Capita
Branches & Branch Service Area Population
1.00 0.90
0.80 0.70
0.60 0.50
0.40 0.30
0.20 0.10
0.00 Biblioteca
Vineland
Tully Community
Edenvale
E. SJ Carnegie
Almaden
Seven Trees
Alum Rock
Village Square
(21,500)(41,280)
(41,000)
(44,000)
(22,300)
(40,100)
(42,000)
(55,000)
(35,000)
Hillview (47,400)
Bascom (40,800)
0.75 sf/capita
Branch Existing SF/Cap Required SF/Cap to Achieve 0.75
Cambrian
Evergreen
Joyce Ellington
Rose Garden
Willow Glen
Educational Park
Santa Teresa
Calabazas
West Valley
Pearl Avenue
Berryessa
Alviso
0.5 sf/capita
Currently, ~497,000 residents are not being
minimally or adequately served (0.75 sf/cap)
each branch’s total square footage to its service
area population, this metric reveals whether residents
have sufficient access to space for reading, studying,
gathering, programming, and other core services.
This analysis uses two benchmarks:
• 0.5 sf/capita = residents are minimally served
• 0.75 sf/capita = residents are adequately
served (SJPL’s 20-year goal)
As illustrated below, nearly
500,000 residents are not
being adequately served with
library services. Within this
plan, 400,000 square feet would
be intentionally added to the
system.
(66,600)
(54,500)
(36,600)
(45,100)
(40,100)
(55,300)
(78,300)
(33,400)
(74,000)
(58,300)
(70,700)
(32,600)
18 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 19 Attachment A
LESS THAN .5 SF/CAPITA
LESS THAN .75 SF/CAPITA
+.75 SF/CAPITA
AB
SA
ST
VS
VL
TU
WG
RG
PA
JE
HB
EV
EN
EK
EB
CZ
CB
BLA
BB
BA
AR
AL
WV
MLK
Equity Index Score
70 to 120 = higher priority
60 to 70 = high priority
40 to 60 = aligns with most of SJ
<40 = lower priority
Legend
1. AB- Almaden
2. AL- Alviso
3. AR- Alum Rock
4. BA- Bascom
5. BB- Berryessa
6. BLA- Biblioteca
7. CB- Cambrian
8. CZ- Calabazas
9. EB- East SJ Carngie
10. EK- Educational Park
11. EN- Edenvale
12. EV- Evergreen
13. HB- Hillview
14. JE- Joyce Ellington
15. MLK- King
16. MP- Mt. Pleasant
17. PA- Pearl
18. RG- Rose Garden
19. SA- Santa Teresa
20. ST- Seven Trees
21. TU- Tully
22. VL- Vineland
23. VS- Village Square
24. WG- Willow Glen
25. WV- West Valley
Based on an assessment of the current service
area populations, two-thirds of the Libraries
are not meeting the recommended benchmark
of 0.75 square feet per capita to achieve the
goals of a best-in-class library system that will
include providing a variety of program spaces
to support strategic goals, to create adapability
and flexibility, and to serve the projected 20 year
growth.
In San José’s diverse neighborhoods, this analysis
identifies where investment is needed to right-size
facilities, especially in high-growth or high-equity
areas where spatial limitations constrain service
delivery.
As shown on the map on page 14, the square
feet per capita benchmarks by branch are layered
with SJPL’s Equity Index Map. This combined
analysis helps illustrate how existing library space
aligns with the social, economic, and mobility
characteristics of surrounding neighborhoods. By
evaluating facility capacity alongside the Library’s
established equity measures, the Plan identifies
areas where additional investment can strengthen
access to services and better support community
needs. The analysis also highlights how factors
such as transportation access, pedestrian
connectivity, and broader neighborhood
conditions influence how residents are able to
reach and benefit from their local libraries.
Benchmarks and Equity Analysis
20 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 21 Attachment A
2 180 963
1 830
SURVEY
RESPONSES
1:1
STAKEHOLDER
CONVERSATIONS
FOCUS
GROUPS
LEADERSHIP
& STAFF
WORKSHOPS
COMMUNITY
PARTNER
BREAKFAST
COMMUNITY
PARTNERS
representing thousands of
San José residents
1000+
VIVA CALLE COMMUNITY
MEMBERS ENGAGED
Learnings From
The Community
The Plan undertook an ambitious community
engagement process, with inputs from an
extraordinarily broad range of community
members. Through three staff workshops,
staff co-designed service concepts revealed
consistent priorities: strong interest in skills
exchange between generations, desire for
large intergenerational community living rooms,
emphasis on maker spaces and hands-on learning
across all ages, wellness programming and
sensory-rich celebrations of cultural diversity, and
adaptable spaces with open layouts and portable
equipment.
Cross-cultural and multi-generational themes
emerged prominently, reinforcing the need for
environments supporting San José’s immigrant
communities. Partners and stakeholders, including
City and County leadership, emphasized
positioning libraries as opportunity hubs
embedded in all frameworks moving forward.
This inclusive approach ensures the Plan
reflects authentic community voice, needs, and
aspirations across San José’s diverse populations.
22 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF 23
Attachment A
A Targeted Approach to Services
The purpose of the Facilities and Customer
Experience Plan is to align organizational capacity
and operational sustainability with facilities
investment and expansion. Successful customer
experiences depend on the effective activation
of library buildings, referred to as “placemaking”
and “placekeeping” in community economic
development work.
With that guiding principle, this document supports
recommendations for investment and expansion that
are responsible within citywide operational budgets,
coordinated with the broader portfolio of public
amenities, and informed by a long-term public library
capital improvement strategy.
The Facilities and Customer Experience Plan outlines
a flexible framework for reinvestment, expansion,
partnerships, and long-term system evolution. It
presents multiple pathways for growth that can be
implemented over time as funding opportunities,
development patterns, and community priorities
evolve.
This Executive Brief focuses on one central objective:
closing the documented square footage deficit
across the San José Public Library system over
the next 20 years. The recommendations center
on achieving the 0.75 square feet per capita
benchmark and addressing service gaps in identified
neighborhoods.
This Plan uses San José’s current population as
a baseline while evaluating service needs based
on the service area populations served by each
branch library. When considered collectively, these
service areas represent a planning population of
approximately 1.1 million residents, reflecting both
current demand and anticipated growth across
the City. The strategy reflects a targeted approach
that accounts for projected development patterns
and localized demographic shifts. Specifically, the
Plan: (1) establishes a long-term strategy to bring
the branch system into alignment with industry
best practices for square footage per population
served; (2) uses service area populations for each
branch community to guide the equitable distribution
of library space; and (3) anticipates hyper-local
population growth and demographic shifts over the
next 20 years. Together, these factors inform the
recommendation to achieve the 0.75 square feet per
capita benchmark across the system.
These square footage targets represent a
measured, needs-based expansion strategy
designed to align the library system with
projected service demand, best-practice
standards, and operational excellence.
While the Plan includes broader strategies related
to partnerships, co-location opportunities,
placemaking, operational innovation, and phased
investment models, this Executive Brief focuses on
the capital investments required to close the facility
capacity gap. It clarifies the scale of investment
needed to meet service benchmarks while maintaing
the flexibility embedded in the larger Plan.
Grounded in documented service gaps and realistic
planning assumptions, this Executive Brief reflects a
fiscally responsible, data-driven approach to capital
planning. It establishes a clear target for right-sizing the system while preserving flexibility to respond to
future growth and evolving community needs.
24 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF 25
Attachment A
SJPL Branches in the chart on page 21 are in order
of the recommended project phasing, further
detailed on starting on page 26.
SJPL’s first branch: East San Jose Carnegie Library
Alviso Library
West Valley Library
Vineland Library
Tully Community Library
Dr. Roberto Cruz Alum Rock Library
Berryessa Library
Rose Garden Library
District 4 Net New Library **
Evergreen Library
Cambrian Library
Almaden Library (co-located)
Hillview Library
Edenvale Library
Calabazas Library
Willow Glen Library
District 8 Net New Library **
Pearl Avenue Library
Joyce Ellington Library
East San Jose Carnegie Library
Santa Teresa Library
Seven Trees Library (co-located)
District 6 Net New Library **
Educational Park Library
Bascom Library (co-located)
Village Square Library
Biblioteca Latinoamericana Library
Mt. Pleasant Bridge Library
District 10 Net New Library**
District 5 Net New Library**
**Identify new site
Renovation planned for 2026-2028
Renew &
Sustain
Growth on
Site
Co-Locate Build New Potential to
Build New
Branch
Investment and Development Possibilities
The table (right) illustrates the development
possibilities and recommendations for each of San
José Public Library’s branch sites. It identifies
development opportunities across three strategic
pathways: • Renew & Sustain ($800/sf): branches can be
modernized through interior renovations and
strategic reconfiguration of current space,
• Growth on Site ($1,200/sf): Branches
with available land, structural capacity, or
underutilized outdoor/parking areas can
accommodate physical additions without land
acquisition costs.
• Co-Locate ($1,200/sf): Branches in urban
growth areas can grow in and with future
development in the area through co-location.
• Build New ($1,200/sf): Full replacement of
select facilities where lifecycle performance,
resilience, and long-term efficiency warrant
new construction.
• Potential to Build New ($1,200/sf): Some
existing library sites have Public-Quasi-Public
(PQP) zoning that allows significantly larger
buildings than currently exist. While not
required to achieve this Plan’s square footage
targets, these sites could accommodate
larger development if community needs or
opportunities warrant.
FF&E ($50 per square foot) is not included in these
scenarios.
Investment Scenarios to Guide
Decision-Making
To support thoughtful phasing and funding
alignment, the Plan outlines scalable investment
scenarios:
Short-Term Reinvestment – Renovation and
modernization of existing facilities (no added
square footage) to address deferred maintenance
and improve functionality.
Recommended Long-Term Growth–
Renovations, targeted expansions, and five new
branches, bringing the system to approximately
834,800 square feet plus King Library.
These scenarios are not mutually exclusive.
The Plan provides a flexible framework that allows
the City to align investment levels with funding
availability, development timing,
and community priorities.
The Aspirational 20-Year Vision
26 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF 27
Attachment A
ALVISO
WEST
VALLEY
VINELAND
EDENVALE
+
+
+
BERRYESSA
ALMADEN
CALABAZAS
CAMBRIAN
ALUM ROCK
EAST SJ
EDUCATIONAL
PARK
EVERGREEN
HILLVIEW
JOYCE
ELLINGTON
PEARL
ROSE GARDEN
SANTA TERESA
BASCOM TULLY
SEVEN TREES
WILLOW GLEN
BIBLIOTECA
MT. PLEASANT
VILLAGE
SQUARE
Renew & Sustain
Growth on Site
Community Center
collaboration
Co-locate
+ Net new library
Multiple Development
Possibilities
+
SJPL Development Strategy
KING
SJPL Development Strategy
As illustrated in the map on page 24, the
development strategy for SJPL is intentionally
designed to remain adaptable and responsive to
future conditions. While the Plan outlines clear
recommendations for each of the 24 branches
and the Dr. Martin Luther King, Jr. Library, it also
acknowledges the importance of flexibility in
facility planning over a 20+ year horizon.
Several library locations are marked with
a dashed blue circle, indicating multiple
development possibilities. This Plan considers
factors such as changing neighborhood needs,
land use decisions, partnerships, and future
infrastructure development. Each branch is further
explored in the individual Branch Profiles, which
detail the rationale for each recommendation and
scenario. This flexible approach allows SJPL to:
• Respond to community growth and shifting
demographics over time, ensuring services
remain equitable and accessible.
• Adapt to land availability and real estate
changes, allowing for recapture, expansion, or
relocation when more favorable opportunities
arise.
• Pursue innovative co-location opportunities,
such as collaborations with community
centers, schools, or housing developments.
• Pilot new models for library design and use,
particularly in areas with overlapping needs or
where new service delivery methods (outdoor
spaces, flexible interiors) could have greater
impact.
By allowing multiple development paths for
several locations, SJPL preserves its ability to
stay nimble and user-focused in a rapidly evolving
urban environment.
This vision for SJPL’s future creates new and
dynamic collaborations with San José’s libraries and
community centers, encourages innovative facility
growth alongside future development, envisions
new opportunities for SJPL’s existing parcels,
identifies where library interiors can improve for
their communities, and recaptures outdoor space
for a more exciting library experience.
Expanding the System
As part of SJPL’s long-term vision, this Plan
recommends the addition of five net new library
facilities to serve areas of San José with growing
populations, underserved communities, and
limited library access. These new libraries aim to
address gaps in service and provide innovative
and inclusive spaces that respond to the unique
character of each community.
West Valley Branch, Recommended to grow with new
development or expand on existing site
28 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 29 Attachment A
ALVISO
District 4 New Library
WEST VALLEY
VINELAND
TULLY COMMUNITY
ALUM ROCK
BERRYESSA
ROSE GARDEN
EVERGREEN
District 8 New Library
CAMBRIAN
ALMADEN
HILLVIEW
EDENVALE
CALABAZAS
WILLOW GLEN
District 6 New Library
PEARL AVENUE
JOYCE ELLINGTON
EAST SJ CARNEGIE
SANTA TERESA
SEVEN TREES
EDUCATIONAL PARK
BASCOM
VILLAGE SQUARE
BIBLIOTECA**
District 10 New Library
District 5 New Library
$4.84M
$16.8M
$20.8M
$20.4M
$20.8M
$12M
$14.8M
$17.2M
$21.6M
$16M
$16.8M
$20M
$8.32M
$10.8M
$11.2M
$11.6M
$9.6M
$20M
$16M
$14.4M
$14.4M
$12.8M
$14.68M
New SF
24,350
25,000
55,500
41,000
31,000
41,000
23,000
34,000
41,500
25,000
50,000
20,000
35,500
25,000
25,400
13,500
25,000
44,000
27,500
12,000
39,500
20,000
41,500
18,000
16,000
18,350
25,000
25,000
6,050 0
21,000
26,000
25,500
26,000
15,000
18,500
21,500 0
27,000
20,000
21,000
25,000
10,400
13,500 0
14,000
14,500
12,000
25,000
20,000
18,000
18,000
16,000
18,350 00
Existing SF
Phasing Strategy Renew &
Sustain*
Phase 3
Phase 4
Phase 1
$298.512M
Phase 2
$279.264M
$194.88M
$185.376M
Growth
on Site
$32.8M
$27M
$38.8M
$18.4M
$33.4M
$41.2M
$49.2M
$16M
$34.2M
$26.32M
$42.6M
Co-Locate/
Build New
$21.96M
$35M
$41.4M
$35M
$35M
$52.8M
$37.4M
$35M
$35M
(total project cost)
(total project cost)
(total project cost)
(total project cost)
Quick Wins
SJPL Development
Strategy
Legend
*Renew & Sustain
An Explanation of “Quick
Wins”
These are targeted
investments in existing
facilities to realign interior
space and recapture
underutilized areas, optimizing
buildings for current public
use without adding square
footage. These improvements
also focus on activating
existing outdoor spaces for
programming and community
use. At $800 per square foot
of existing library space,
this approach emphasizes
interior renovation and
reconfiguration to enhance
functionality, flexibility, and
program delivery. Distinct from
the broader phasing strategy
and the SJPL development
strategy, it illustrates the level
of investment required to
modernize and better utilize
each library within its current
footprint.
As illustrated in the legend
below, the grey dollar amounts
show the cost for quick wins in
each branch, while 8 branches
will show in the phasing colors
as the recommendation for the
development strategy.
30 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF 31
Attachment A
The Plan organizes recommended projects into a
clear investment framework that prioritizes both
immediate needs and long-term system growth.
Projects are grouped to reflect where investment
will have the greatest impact, beginning with
targeted improvements to existing facilities and
extending to strategic expansion opportunities
across the system.
The Renew & Sustain category represents
targeted reinvestment in existing facilities,
focused on realigning interior spaces, recapturing
underutilized areas, and activating outdoor
spaces for programming. These improvements
optimize buildings for current use without adding
square footage and reflect a cost-effective
strategy to enhance functionality and service
delivery across the system’s existing footprint.
The Growth on Site category includes expansions
and additions at existing branch locations
where capacity can be increased to better meet
community demand. The Co-Locate / Build New
category identifies opportunities to deliver new or
expanded library facilities through partnerships,
co-location with other civic amenities, or new
construction in underserved or high-growth areas.
Together, these investment categories represent
a comprehensive, systemwide approach to
improvement. Project costs are based on a
dollar-per-square-foot methodology, with an
additional 20% applied to account for soft costs.
This framework provides a practical and flexible
roadmap for implementation while reinforcing
the study’s central conclusion: that a strategic,
system-wide investment is necessary to enable
SJPL’s libraries to meet the needs of San José
residents today and over the next 20 years.
Budget & Phasing Strategy
Renew & Sustain
(All existing branches) $415,008,000
Growth on Site $431,904,000
Co-Locate/ Build New $394,272,000
Overall Cost $958,032,000
Quick Wins
Renew & Sustain
(Recommendation for select 8 branches) $131,856,000
SJPL Development Strategy
++
32 SAN JOS
É PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN
– DRAFT EXECUTIVE BRIEF 33
Attachment A
Acknowledgements
This Plan also recognizes the San José Library and Education Commission for its leadership in advancing SJPL’s strategic initiatives through an equity-driven lens, and for its role advising City Council on library facilities, programs, services, and future-forward investments. The San José Youth Commission’s thoughtful and challenging perspectives strengthened the Plan’s focus on civic engagement and long-term community impact.
Special thanks to the San José Public Library Foundation for its leadership and financial support, which made this work possible and continues to strengthen a dedicated library community and staff. Finally, this Plan was enriched by the insights of Mayor Matt Mahan, City Manager Jennifer Maguire, Assistant City Manager Leland Wilcox, Deputy City Manager Angel Rios, County Supervisor Betty Duong, and numerous community leaders and partners. A full list of contributors is included in the Appendix.
The San José Public Library (SJPL) and the San José Public Library Foundation (SJPLF) extend their sincere thanks to the more than 5,000 community members and 200+ community partners who contributed to this Plan.
Library & Education
Commission:
San Jose Youth
Commission:
Angelica Ramos
Charea Bustamante
Coco-Nicole Banks
Daphna Woolfe
Deniz Lanyi-Hill
Gerard Roney
Gini Bossenbroek
Jose L. Abastida
Karina Solano
Kristen Brown
Marvin McCrary
Patricia Mendoza
Ramnik Saandal
Sharon Holt
Westley Baker
José Magaña, Chair
Patricia Gardner
Melanie Sellar
Janice Allen
Akshadha Babu
Anushka Deshmukh
Dali Guerrero Fernandez
David Huynh
Edwin Sanchez
Fiona Canfield
Jingru (Ruby) Yu
Jinyoung (Kyle) Park
Marian Kucharewski
Micah Chung
Neyha Pradeepkumar
Aanya Mishra
Genesis Arroyo
Andrew Lieu
Amiya Bansal
Peter Vu
Aldojoell Gonzalez-Muniz
Agam Singh
Nolan Mascarenhas
Plan developed in
coordination with:
Margaret Sullivan Studio
Margaret Sullivan
Liz Opper
Grace Tilghman
Jenny Lau
Matt Mahan, Mayor
Betty Duong, County Supervisor
Jennifer Maguire, City Manager
Leland Wilcox, Asst. City Manager
Angel Rios, Deputy City Manager
Kyra Kazantzis, CEO
Teresa Alvarado, VP PG&E
Camille Llanes-Fontanilla, VP
San Jose Local
Leadership:
Jill Bourne
Dawn Coppin
Ann Grabowski
Jenny Choi
Anh Rodrock
The SJPL Executive Team and Working Group, who engaged in workshop sessions, incorporating their deep knowledge of San José’s neighborhoods and the missiondriven services they facilitate daily for the City’s diverse communities.
Staff Workshop participants, for helping the Facilities and Customer Experience Planning Team understand the Library’s strengths and opportunities and providing essential feedback and guidance:
The following organizations for their support and participation:
Candice Tran
Elizabeth Castañeda
Elizabeth Nolan
Karla Alvarez
Meri Maben
Michelle Amores
Paul Wilson
Rebekah Gonzalez
Abigail Shull
Afsaneh Nasiri
Ana Fabela
Aracely Garcia
Ben Fernandez
Bill Bynum
Cassidy Pham
Dionisa Perez
Eboni Harris
Eric DeBold
Howard Yeilding
Jean Herriges
Jeff Brenion
Jessica Mendez
Josh Castro
Juvenal Flores
Kat Cloud
Lee Pendleton
Lee Tran
Lisa Molson
Marly Young
Mayra Cerda
Megan Maloy
Mia Korman
Michele Rowic
Michelle Clark
Moises Moreno
Monique Garcia
Nancy Macias
Nari Ferderer
Penelope Gomez
Renee Bettencourt
Romano Rivera
Sal Telly
Sharon Fung
Stephanie Budros
Vidya Kilambi
AACI
Ainak
Campbell Union High School District
Catholic Charities of Santa Clara County
City of San Jose Office of Cultural Affairs
City Year Bay Area
Comcast
Employment Development Department
Escuela Popular
Gardner Health Services
Georgian Heritage Foundation
Grail Family Services
Hispanic Foundation of Silicon Valley
ICAN
International Rescue Committee
Latino Education Advancement Foundation
LEAD Filipino
Local Color
Luna
Moreland School District
NorCal Public Media
Office of Racial and Social Equity
Parents Helping Parents
PRNS
Rocketship Public Schools
San Jose City College
San Jose Sharks
Somos Mayfair
Sourcewise Digital Link
Spartan Keyes Neighborhood
Study Smart Tutors
Tech Exchange
The Tech Interactive
YMCA Project Cornerstone
34 SAN JOSÉ PUBLIC LIBRARY FACILITIES & CUSTOMER EXPERIENCE PLAN – DRAFT EXECUTIVE BRIEF 35 Attachment A
Attachment A