Neighborhood Services and Education Committee
April 9, 2026
Facilities & Customer Experience Plan Executive Brief
SAN JOSÉ PUBLIC LIBRARY
Jill Bourne, City Librarian, San José Public Library
Margaret Sullivan, Library Expert, Margaret Sullivan Studio 1 For over a year, SJPL engaged in a community-driven
approach to developing a plan to guide reinvestment
across the library system.
2 Inclusive
Design
Strategic
Planning
Facility and
Space
Planning
Service and
Program
Design
Community
Goals, Needs
& Assets
Visioning &
Strategy
Facility &
Space
Planning
Service &
Program
Design
PLACEKEEPING
PLACEMAKING
COMMUNITY
CO-CREATION
This plan builds on a
demonstration of
stewardship and ongoing
investment to better serve
a diverse and dynamic city
of more than one million
residents. 3
Through a methodology that was
informed by San Jose research,
staff, leadership, and community
surveys, facility visits, case
studies, and data-driven
demographic tools, we
discovered that SJPL embodies
the shared knowledge, creativity,
and empowerment of the city. 4
The Plan & Executive Brief
5 DRAFT
We engaged in a Community and
Data-Driven Approach to this Plan.
Libraries are trusted, loved,
and heavily used. Facilities are
undersized relative to demand.
6 This gave us the opportunity to develop a
Strategic, Equity-Driven Growth Framework.
7 DRAFT
The time is now to maximize the long-term value of public investment.
8 Every 30 years, facilities
need substantial
investment.
9 Clear evidence for facility growth to meet and exceed industry standards. Nearly 500,000 residents are not adequately served with library services. Within this plan, 400,000 square feet would be intentionally added.
10 Equity analysis helps
to reveal where
library deserts exist
and give us a better
understanding of
complex needs such
as library access and
resident mobility.
11 This plan:
Create a measured, needs-based expansion
strategy designed to align the library system
with projected service demand, bestpractice standards, and operational excellence.
Create a clear target for right-sizing the
system while preserving flexibility to
respond to future growth and evolving
community needs.
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
3) Anticipates hyper-local population
growth and demographic shifts over the
next 20 years
In order to:
12 Over the next 20 years,
SJPL is poised to grow
the city’s social,
educational, civic, and
cultural assets.
An Aspirational
20-Year Vision
13 Phasing Strategy: PHASE 1
14 Phasing Strategy: PHASE 2
15 Phasing Strategy: PHASE 3
16 Phasing Strategy: PHASE 4
17 What This Work Can Accomplish
Position SJPL as essential civic infrastructure
advancing equity, education, and digital
access across the City.
Implement a phased, sustainable investment
strategy that strengthens system performance
over the next 20 years.
Deliver flexible spaces that support learning,
cultural expression, workforce development,
and community connection.
18 Thank you!
Questions or comments?