Attachment — San Jose City Council, May 5, 2026

San José
Public Library

FACILITIES & CUSTOMER EXPERIENCE PLAN

EXECUTIVE BRIEF
Attachement 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
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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-in-
class 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 long-
term 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.
7 FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEFSAN JOSÉ PUBLIC LIBRARY6 Attachement A
GeoCortex Viewer
Esri, CGIAR, USGS, City of San Jose, County of Santa
Clara, California State Parks, Esri, TomTom, Garmin,
SafeGraph, FAO, METI/NASA, USGS, Bureau of Land
Management, EPA, NPS, USFWS
City Boundary
1/20/2025, 9:57:44 AM
0 7 143.5 mi
0 10 205 km
1:365,371
Public Works, City of San Jose
County of Santa Clara, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | Esri, NASA, NGA, USGS | City of San Jose | ALVISO

JOYCE ELLINGTON

CALABAZAS

WEST VALLEY

CAMBRIAN

PEARL AVENUE

ROSE GARDEN

BIBLIOTECA
BASCOM
KING

EDUCATIONAL PARK

BERRYESSA

ALUM ROCK

EAST SJ CARNEGIE

VINELAND

ALMADEN

SANTA TERESA
M
T. PLEASANT

EVERGREEN

SEVEN TREES

EDENVALE

VILLAGE SQUARE
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
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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?
13 FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEFSAN JOSÉ PUBLIC LIBRARY12 Attachement A

A CASE FOR

INVESTMENT
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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.
17 FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEFSAN JOSÉ PUBLIC LIBRARY16 Attachement 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 BibliotecaVineland
Tully Community
Edenvale
E. SJ Carnegie
Almaden
Seven TreesAlum Rock
Village Square
HillviewBascom
(21,500) (41,280) (41,000) (44,000) (22,300) (40,100) (42,000) (55,000) (35,000) (47,400) (40,800)

0.75 sf/capita
Branch Existing SF/Cap Required SF/Cap to Achieve 0.75
CambrianEvergreen
Joyce EllingtonRose GardenWillow Glen
Educational Park
Santa Teresa
CalabazasWest ValleyPearl 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) SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement A
2 180
9 6
3 1
8 3
0 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.

SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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.
25 FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEFSAN JOSÉ PUBLIC LIBRARY24 Attachement 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**


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**Identify new site
Renovation planned for 2026-2028
Renew &
Sustain
Growth on
Site
Co-Locate
Build New
Potential to
ild New



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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
SAN JOSÉ PUBLIC LIBRARY
26 27
FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachment A
GeoCortex Viewer
Esri, CGIAR, USGS, City of San Jose, County of Santa
Clara, California State Parks, Esri, TomTom, Garmin,
SafeGraph, FAO, METI/NASA, USGS, Bureau of Land
Management, EPA, NPS, USFWS
City Boundary
1/20/2025, 9:57:44 AM
0 7 143.5 mi
0 10 205 km
1:365,371
Public Works, City of San Jose
County of Santa Clara, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | Esri, NASA, NGA, USGS | City of San Jose | ALVISO
WEST
VALLEY

VINELAND

EDENVALE
+
+
+

BERRYESSA

ALMADEN

CALABAZAS

CAMBRIAN

ALUM ROCK

EAST SJ

EDUCATIONAL
PARK

EVERGREEN

HILLVIEW
JOYCE

ELLINGTON
PEARL

ROSE GARDEN

SANTA TERESA

TULLYBASCOM

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
SAN JOSÉ PUBLIC LIBRARY
28 29
FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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
0 0
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.

SAN JOSÉ PUBLIC LIBRARY
30 31
FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement 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
+
+
33 FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEFSAN JOSÉ PUBLIC LIBRARY32 Attachement 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.

Spe
cial 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 José 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
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-Muñiz
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, Silicon Valley
Council of Nonprofits
Teresa Alvarado, VP, PG&E
Camille Llanes-Fontanilla, Senior Vice
President, Sobrato Philanthropies
San José 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 mission- driven 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
Parks, Recreation, and Neighborhood
Services
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
SAN JOSÉ PUBLIC LIBRARY
34 35
FACILITIES & CUSTOMER EXPERIENCE PLAN – EXECUTIVE BRIEF Attachement A
Attachement A
San José
Public Library

FACILITIES & CUSTOMER EXPERIENCE PLAN
April 2026
Attachment B
v

TABLE OF

CONTENTS
04 Acknowledgements
06 Introduction
08 Executive Summary
12 Aspirational 20-Year Vision
14 SJPL’s Mission & Vision
16 Enriching Silicon Valley Through Cultural Placemaking 18 Background & Opportunities
26 Methodology
40 Findings & Alignments
54 Key Community Learnings
62 Main Libraries
68 King Library
74 City-Wide Recommendations
102 Expected Outcomes
106 Implementation Framework
111 Conclusion
Attachment B
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 today support a wide range of
services - from early learning and student
success to workforce preparation, digital
access, and learning programs for adults.

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
SAN JOSÉ PUBLIC LIBRARY
4 5

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
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.

This plan provides a long-term strategy to
guide reinvestment across the library system,
ensuring that every neighborhood benefits.

Sincerely,
Jill Bourne
City Librarian, San José Public Library
Letter from Jill Bourne
City Librarian, San José Public Library
SAN JOSÉ PUBLIC LIBRARY
6 7

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
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 thank
s 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.

Library & Education
Commission:

San José Youth
Commission:

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:

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
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-in-
class 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 long-
term 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.

LIBRARY AS

SOUL OF THE CITYINTRODUCTION
SAN JOSÉ PUBLIC LIBRARY
10 11

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
The result of an ambitious, nine-month community-
driven, co-creation process, the San José Facilities
and Customer Experience Plan is an aspirational
vision for re-alignment, growth and activation in
the San José Public Library system over the next
20 years. Margaret Sullivan Studio (MSS) led the
process in partnership with the SJPL Leadership
Group, SJPL staff, community partners, and San
José community members. This Plan creates a
comprehensive city-wide approach to investment
and expansion to elevate the impact San José
Public Library will have to foster increased quality
of life initiatives as an equity-driven development
partner for the city, county and region.

This Plan builds on the success of the San José
Public Library Bond Program which was approved
by voters in 2000. This Program which launched
25 years ago to expand access to literacy and
learning opportunities and extend reach to
serve the city’s exploding population. As the city
expands to over one million residents, this Plan is
designed to build on the SJPL’s current strengths,
and position SJPL for responsible future growth.

Since the last Bond Program, SJPL has evolved its
service model to be one of the leaders in providing
outcomes-based educational and digital equity
strategies with robust data-driven assessments.

SJPL staff members have also developed a
competency to listen, learn and respond to
community’s interests as a part of their daily
culture. As a result, SJPL’s library professionals
need the facilities to adapt, flex and work hard
for their community members. This work also has
identified that the library must grow its real estate
portfolio to be on par with national best practice
benchmarks. The proposed growth strategy will be
sustainable, smart and coordinated. This moment
provides an exceptional opportunity for SJPL to
leverage these investments and their resulting
efficiencies for all of its branch locations over the
next 20 years.

Furthermore, this Plan will enable SJPL to more
effectively foster culturally-rooted social, learning,
and civic engagement experiences

for this incredibly diverse city. Building on the
library facilities’ existing strategic role as City as
Classroom, this Plan expands the strategic roles
to be City as Connected Communities, City as
Cultural Connector and City as Civic Activator.

SJPL will also utilize the Plan’s findings and
knowledge of local community conditions, cultural

diversities, and civic assets to deliver place-based
programs and services that result in enriched
quality of life experiences. Backed by a dynamic,
robust set of qualitative and quantitative data,
the Plan not only proves that library services
are essential, but it also demonstrates that
community needs, partner opportunities, and
city and county development alignments best
inform an effective library growth plan. It is in this
context that the libraries are being re-imagined
to provide experiences that activate Key Focus
Areas: Educational Success, Economic Wellness,
Personal Health & Well-Being, Trust and Belonging,
Cultural Identity, and Civic Vitality.

The Plan acknowledges that funding and
development strategies for capital improvements
in the future must be innovative, strategic and

diversified. With a variety of investment strategies
beyond what SJPL’s capital work has typically
utilized, the Plan delivers recommendations for a
nationally recognized library system that leverages
co-location and co-funding models, programming
integration models, and synergistic partnership
activation strategies, among others.

Highlights of this Plan include:

An Aspirational 20-Year Vision:

Elevates SJPL’s Role in Anchoring
San José’s Soul
Foundational to this Plan is a vision that positions
Executive
Summary

EXECUTIVE

SUMMARY
13 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY12 Attachment B
from San José’s 2040 General Plan and Plan
Bay Area 2050. San José’s General Plan is
instrumental to ensuring library expansion meets
communities where growth is planned. Strategic
facility investment aligns with civic infrastructure
development, public transit expansion, affordable
housing initiatives, and neighborhood revitalization
efforts to maximize public benefit and operational
efficiency.

Employs a Comprehensive Growth Strategy
The growth strategy employs multiple pathways:
strategic reimagining at existing sites, optimization
of King Library SJPL space, co-location with
community centers and civic facilities, or the
consideration of new facilities. This multi-strategy
approach ensures sustainable, smart, and
coordinated growth that responds to changing
community conditions. As an additional lens, SJPL
could utilize their Equity Index Tool, to prioritize
investment in areas with higher need.

Repositions King and SJPL Branches’
Relationship
The Plan recognizes that King Library, as the
unique San José State University (SJSU)
partnership and downtown anchor, requires
differentiated strategic treatment from the
neighborhood branch network. Rather than
a hierarchical model, this Plan positions King
and the branches as complementary parts of
an integrated system, each serving distinct but
coordinated roles. King Library’s assessment
and recommendations are addressed separately
to honor its complexity, while ensuring that
the entire system – downtown anchor and
neighborhood branches – works collaboratively to
deliver equitable, excellent service citywide. This
repositioning strengthens both King’s specialized
role and the branches’ capacity to serve as
authentic community anchors.

Provides Staff with a Placemaking Activation
Strategy
Library staff have demonstrated programmatic
excellence that deserves facilities supporting
their innovation. The Plan delivers placemaking
components, facility typologies, and culturally-
responsive design frameworks that enable staff
to activate spaces with intention. From flexible
programming rooms to outdoor activation
strategies to partnership infrastructure, these tools
empower staff to transform facilities into vibrant
community anchors that reflect neighborhood
identity and cultural assets.

Integrates Investment Opportunities and
Scenarios
This Plan recommends a collaborative approach to
identifying resources, stakeholders, partnerships,
and development opportunities comprehensively
– recognizing that capital and programmatic
funding must be considered synergistically to
achieve sustainable impact. Over the next 20
years, the Plan establishes a variety of investment
strategies that remain responsive to annual budget
cycles while maintaining high community impact
regardless of scale. Funding scenarios range from
major measures for system-wide transformation,
to increased philanthropic investment addressing
programmatic aspirations throughout the system,
to small-scale strategic improvements aligned
with Friends of the Library support. This flexible
framework ensures SJPL can advance its vision
through multiple pathways – from comprehensive
co-location and co-funding models with city
partners, to targeted grant opportunities, to
incremental improvements that accumulate into
transformative change. By diversifying funding
strategies and aligning capital investment with
operational capacity, the Plan positions SJPL to
seize opportunities as they arise while maintaining
steady progress toward equitable, excellent
service citywide.

Exemplifies a Decision-Making Model for
Ongoing Success
This Plan is designed to promote ongoing best
outcomes for San José’s diverse communities
and the Library’s ability to catalyze economic
development. SJPL not only achieves this
through its continued work in literacy and
access to information and technology, but also
by leveraging the city’s network of community-
based organizations and establishing an ongoing
communications structure with community
partners. Branch-specific assessments, partnership
evaluation criteria, space utilization standards,
and equity metrics create decision-making
infrastructure that guides SJPL leadership through
the next 20 years of growth and transformation
with consistency and community accountability.

SJPL facilities as active anchor institutions
catalyzing neighborhood community development
and fostering an inclusive, vibrant San José. The
Plan achieves this by connecting SJPL’s facilities
and programs to amplify the city’s greatest
assets: diverse cultural communities, innovative
partnerships, collaborative city government, and
the rich agricultural and immigrant heritage that
defines San José’s identity. Through intentional
cultural placemaking, libraries become places
where residents develop emotional attachment to
their neighborhoods while building cross-cultural
connections that strengthen the city’s collective
soul
Amplifies Strategic Outcomes
The Plan builds directly on SJPL’s existing strategic
priorities and industry-leading Education and
Digital Literacy Strategy that has transformed
San José as “a place for every resident to learn,
explore, connect, and grow.” Building on SJPL’s
successful City as Classroom framework, this
Plan expands to include City as Connected
Communities, City as Cultural Celebration, and
City as Civic Activator. These strategic roles also
align with the Mayor’s priorities of community
safety and neighborhood vitality, advancing the
City’s Digital Inclusion and Broadband Strategy
and coordinating with regional development goals.

Six key focus areas – Educational Success,
Economic Wellness, Personal Health & Well-Being,
Trust and Belonging, Cultural Identity, and Civic
Vitality – provide an operational framework for
delivering measurable outcomes that advance
both library excellence and citywide quality of life.

Applies Equity-Driven Data
Backed by dynamic qualitative and quantitative
data including equity index mapping,
comprehensive community engagement across
200+ partners, citywide surveys, staff workshops,
and branch-specific assessments, this Plan
demonstrates that community needs, partner
opportunities, and development alignments
best inform effective library growth. The equity-
driven approach ensures that facility investment
prioritizes neighborhoods with greatest need while
maintaining system-wide service excellence.

Activates Partnership Potential
Community partners have identified SJPL as
essential civic infrastructure for achieving their
missions. This Plan creates frameworks for
strategic co-location, shared programming,
and coordinated service delivery that multiply
community impact. From educational institutions
to cultural organizations to social service
providers, partners need both the physical
spaces libraries provide and the collaboration
opportunities that libraries uniquely enable as
trusted community anchors.

Utilizes a Community-Driven Approach
The Plan undertook an ambitious
community engagement process, with inputs
from an extraordinarily broad range of community
members. Over 4,400 unique touchpoints were
generated through 2,830 survey responses, 180
community partners representing thousands of
San José residents, 9 focus groups, 6 one-on-
one stakeholder conversations, 3 leadership and
staff workshops, 1 community partner breakfast,
1000+ Viva Calle community members engaged
through street-level conversations and creative
visioning exercises, and 300 ice pops distributed.

This inclusive approach ensures the Plan reflects
authentic community voice, needs, and aspirations
across San José’s extraordinarily diverse
populations.

Aligns with Population Growth and Needs
The Plan incorporates frameworks and an
understanding of where growth is anticipated

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
GeoCortex Viewer
Esri, CGIAR, USGS, City of San Jose, County of Santa
Clara, California State Parks, Esri, TomTom, Garmin,
SafeGraph, FAO, METI/NASA, USGS, Bureau of Land
Management, EPA, NPS, USFWS
City Boundary
1/20/2025, 9:57:44 AM
0 7 143.5 mi
0 10 205 km
1:365,371
Public Works, City of San Jose
County of Santa Clara, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | Esri, NASA, NGA, USGS | City of San Jose | ALVISO

JOYCE ELLINGTON

CALABAZAS

WEST VALLEY

CAMBRIAN

PEARL AVENUE

ROSE GARDEN

BIBLIOTECA
BASCOM
KING

EDUCATIONALPARK

BERRYESSA

ALUM ROCK

EASTSJ CARNEGIE

VINELAND

ALMADEN

SANTA TERESA
M
T. PLEASANT

EVERGREEN

SEVEN TREES

EDENVALE

VILLAGE SQUARE
TULLY

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.

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.

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
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

AN ASPIRATIONAL
20-YEAR VISION
10 11
9 8
7 6
5 4
3 2
1 Elevates SJPL’s Role in Anchoring San José’s Soul
Applies Equity-Driven Data
Activates Partnership Potential
Aligns with Population Growth and Needs
Integrates Investment Opportunities and Scenarios
Exemplifies a Decision-Making Model for Ongoing Success Provides Staff with a Placemaking Activation Strategy
Employs a Comprehensive Growth Strategy
Repositions King Library and SJPL Branches’ Relationship Uses a Community-Driven Approach
Amplifies Strategic Outcomes

ASPIRATIONAL
20-YEAR VISION
SAN JOSÉ PUBLIC LIBRARY
18 19

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
SJPL’S VISION IS
TO PROVIDE:

Library services that are known and valued by the culturally diverse community, resulting in use from the broadest base of the public.

A welcoming and lively cultural and lifelong learning center for the community.

Timely and accurate information assistance that will inform and empower the public.

Services and collections that are relevant to community needs, readily accessible, and easy to use.

A well-trained and highly capable staff that reflects the diversity of San José and works well together to provide quality service to all users.

Appropriate facilities which are inviting and well maintained.

Technology that appropriately expands and enhances service.

Defense of intellectual freedom and the confidentiality of each individual’s use of the library.

A close working relationship with other libraries, community agencies and organizations that foster cooperation, making the most efficient and effective use of the taxpayer’s resources.

SJPL’S

MISSION
San José Public Library enriches
lives by fostering lifelong
learning and by ensuring that
every member of the community
has access to a vast array of
ideas and information.

SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Enriching Silicon Valley Through
Cultural Placemaking
Over the next decade, San José Public Library
will transform from a collection of neighborhood
service points into a living network of cultural
anchors that deepen the soul of Silicon Valley.

This Plan also envisions a future where each
library branch becomes an authentic expression
of its community’s identity while contributing to a
City-wide ecosystem of learning, connection, and
opportunity.

In a region that has mastered technological
innovation and economic opportunity, our
libraries will amplify these strengths by adding
the human infrastructure that makes innovation
sustainable and inclusive. This means creating
spaces where Silicon Valley’s diverse workforce
can connect across cultural and generational
lines, where emerging technologies serve
community-identified needs, and where economic
opportunity extends beyond traditional tech
pathways to include the full spectrum of skills and
talents our residents possess.

Through culture-driven and partner-driven
strategies, this vision will build upon SJPL’s
proven success in education and community
programming, expanding the definition of what a
library can be in the 21
st century.
23 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY22 Attachment B

BACKGROUND &

OPPORTUNITIES
SAN JOSÉ PUBLIC LIBRARY
24 25

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
1 2
2 2
6 3 5
87 9
10 4
The Youth Commission (YC)
The City of San José has a Youth Commission
that is overseen and managed by SJPL. Mirroring
the City Council, each council district has a
representative allowing for diverse perspectives
and equity throughout the City. Equity between
the districts is important, with the City actively
providing and advocating for comparable levels
of service in each district.

Current Portfolio: Challenges
San José Public Library oversees 25 locations
distributed throughout the nation’s tenth-largest
City – a network that stands as testament to
the transformative expansion in the early 2000s
that revolutionized library service delivery and
established SJPL as a national leader. This bold
reinvestment created the contemporary system
spanning from 6,050 square feet (Alviso Branch)
to the innovative 475,000 square feet Dr. Martin
Luther King, Jr. Library co-located with San José
State University (of which 110,000 square feet
serves as SJPL space for public use). SJPL’s
545,000 total square feet of public space serves
a 2024 population of approximately 1.1 million
residents through programming excellence and
creative facility use to serve growing community
participation – a tribute to staff commitment to
creativity and responsive, culturally-grounded
programs and services.

The system reflects San José’s evolution from
agricultural to global technology capital, with
each branch telling its own story of community
connection through architecture spanning nearly
a century of civic investment. Demonstrating
robust community engagement, total circulation
exceeds 1.8 million items and program
attendance reaches over 200,000 annually –
success proving that SJPL’s facilities are well-
loved and that staff have maximized every square
foot to deliver services the community values.

Today, however, the system stands at an
inflection point. San José’s continued growth,
projected to serve significantly larger and
increasingly diverse populations, will require
strategic facility investment that matches
staff excellence with infrastructure capable
of sustaining it. Challenges facing SJPL
locations include a lack of square footage to
minimally or adequately meet their service area
populations, aging infrastructure and technology
obsolescence, spatial configurations designed
for earlier service models, and needed updates
to fully support contemporary service delivery
aspirations. This Plan takes a strategic approach
to expanding capacity, optimizing facility
utilization, and positioning SJPL’s next chapter of
facilities innovation to effectively serve San José
residents while synergistically collaborating with
the City, County, and community partners.

Infrastructure Age and Deferred Maintenance
Many facilities are approaching or have exceeded
typical 20-30 year renovation cycles. While SJPL
has reduced deferred maintenance from $43
million in 2021-22 to approximately $20 million,
significant infrastructure needs persist. Outdated
HVAC and fire alarm systems, obsolete lighting
fixtures (30-60% non-functional in each building),
worn furniture, cosmetic deterioration, and 22
roofs requiring repair or replacement create
compounding operational challenges. Facilities
generally need paint, carpet replacement, and
deep cleaning but lack dedicated budgets for
these items. Carpet proves unsustainable for
high-traffic public spaces, with newer libraries
showing better performance through mixed
carpet and hard floor configurations
Misalignment Between Facility Design and
Contemporary Service Models
Built environments designed for 20
th-century
library service models focused on book
circulation and quiet reading struggle to
accommodate contemporary demands for
collaborative spaces, technology access,
maker programming, multilingual services, and
community gathering. Built-in furniture limits
San José Public Library’s (SJPL) story begins
with the first dedicated library building funded by
Andrew Carnegie and constructed in 1901. The
cornerstone was laid on February 17, 1902, with
the Classical Revival-style building designed by
architect William Binder opening its doors on June
6, 1903. Initially located on the San José State
Normal School campus, this Carnegie Library
served the public until 1937 before becoming the
Student Union and eventually being demolished
in 1960. Its legacy, however, endures – the current
Dr. Martin Luther King, Jr. Library stands on the
site of this original Carnegie building, connecting
past and present in San José’s commitment to
public access to knowledge.

While SJPL grew steadily throughout the
20 th century, it wasn’t until the 2000s that
the system truly flourished. As San José’s
population boomed and the City expanded
through annexation, it transformed into the
heart of Silicon Valley, and a comprehensive
capital improvement program emerged that
revolutionized the branch network. After
voters approved Measure O: Branch Library
Bond Measure in November 2000, the branch
network grew through a $212 million fund to
build 6 new branches and expand or renovate
14 existing branches. This reinvestment created
the contemporary SJPL system – expanding
from a handful of aging facilities to 25 locations
employing innovative design, sustainable building
practices, and the “San José way” of customer-
centered service delivery.

Today, SJPL stands at another inflection point.

The facilities that revolutionized library service in
the early 2000s require strategic reinvestment,
and the role of public libraries has evolved to
address broader socio-economic conditions
beyond traditional information access. This Plan
positions SJPL to lead the next evolution of
library facilities – from civic amenities to essential
civic infrastructure anchoring healthy, connected,
culturally-vibrant communities.

City Council Districts
The City of San José is divided into ten council
districts as shown in the map below (2021). Each
district is represented by an elected council
member. Following every decade’s census, the
district council boundaries are adjusted to meet
specific criteria.

Library and Education Commission
The Library and Education Commission is an
advisory body to the City Council that provides
guidance on policies, planning, and funding
related to library and educational services
across the City. The Commission helps advance
equitable access to learning resources and
supports the continued development of SJPL.

Background &
Opportunities
SAN JOSÉ PUBLIC LIBRARY
26 27

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
spatial adaptability, front desk configurations
designed for traditional checkout now sit unused
as the “San José way” emphasizes self-guided
experiences, and many facilities lack proper
multipurpose programming rooms, maker spaces,
or outdoor activation areas that are increasingly
preferred and requested by residents.

Technology and Security Infrastructure
Fragmentation
The system operates on fragmented, outdated
technology with decentralized security systems,
incompatible building management systems –
with many of the locations being incompatible
with the City’s Building Management System –
and cybersecurity vulnerabilities. Bringing older
buildings up to current building management
system compatibility requires approximately
$800,000 in server and equipment upgrades, while
cybersecurity improvements face escalating costs
– what was $400,000 in 2022 has increased to
$650,000. Rather than centralized badge systems
at every access point, only King Library has badge
access with all other locations relying on manual
lock codes. Additionally, security officers must
physically visit branches to download footage
rather than accessing centralized monitoring.

Shared Facility Operational Constraints
Several branches operate in shared facilities with
varying success. King Library’s SJSU partnership
provides residents of San José with a destination
library that is able to offer spaces and programs
not available in other locations. The generous
amount of square footage and positioning within
the building allows for an impressive Children’s
area, Teen HQ, AI Center, the California Room,
and all the spaces shared with SJSU including
many meeting rooms and the Center for Digital
Humanities. While there are physical and
operational considerations around programming
flexibility and community identity, there are
many opportunities to strengthen SJPL’s impact.

Facilities co-located with Parks, Recreation &
Neighborhood Services (PRNS) include Almaden,
Bascom, and Seven Trees. All three of these
libraries could better serve their communities
through more intentional, inter-deparatment
collaboration and sharing of spaces that are
currently limited for Community Center use only.

There are many benefits to these facilities
partnerships, including collaborative
programming for expanded community reach,
reducing operating costs and enhancing
strategic resource-sharing. While collaborations
with shared facilities partners offer numerous
points of engagement, adopting a City-focused
partnership strategy is essential. This approach
will ensure a holistic and balanced approach to
partnership opportunities across a diverse range
of entities, reflecting broad community needs and
maximizing collective impact.

Climate Resilience and Long-Term Viability
Some facilities face location-specific challenges
requiring broader strategic conversations, such
as Alviso’s position in a 50-year flood plain that
raises fundamental questions about long-term
accessibility and climate resilience in an era
of increasing environmental uncertainty with
unprecedented extremes.

Refresh Investments
Public facilities require continued public
investment for basic maintenance and operations.

Facilities that are as highly utilized as San José
Public Library’s branches continually need to
renovate and replace well-loved furniture pieces,
refresh worn carpet areas and transition to more
sustainable flooring solutions, repaint walls,
and upgrade lighting for increased sustainability
standards.

Over the past several years, SJPL has
implemented strategic refresh investments that
have had meaningful impacts on community
experience. Grant funding has enabled
cosmetic improvements at select branches,
LED lighting upgrades have been completed at
29 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY28 Attachment B
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.
1CIOB, BSRIA, IHBC, CIAT, ECA and APM. (2022, August).

Facility Condition Index FCI. Designing Buildings - The Construction Wiki. www.designingbuildings.co.uk/wiki/Facility_condition_index_FCI#Defining_the_facility_condition_index several locations demonstrating commitment
to sustainability, and critical HVAC system
replacements have maintained operational
continuity during extreme weather. At older
facilities, Public Works have implemented
patchwork repairs to extend equipment life while
more comprehensive system replacements are
planned.

These small-scale and mid-scale renovation
projects bring pride to community residents
and demonstrate the library’s commitment to
maintaining facilities that honor the diverse
communities served. Each refresh project allows
branches to better express the unique character
of their neighborhoods while maintaining
system-wide service standards. Even with this
demonstrated commitment to maintenance
and operations, all public buildings should be
evaluated for larger infrastructure investments at
their 30-year mark.

Alignment Maintenance & Vision Investments
Every 30 years, public libraries require an
investment that is two thirds the cost to build
new. To better understand expected maintenance
and investment costs, this Plan applied the
Facilities Condition Index (FCI) to SJPL’s facilities
portfolio.

FCI is calculated by the total cost of the existing
maintenance of a facility divided by its current
replacement value

1. In the Plan, the FCI illustrates that even without
implementing a community-driven vision, SJPL’s
facilities will require an investment due to routine
public facilities maintenance over the next 20
years. This investment maintains the facilities
at their current standards by providing basic
building safety and functionality.

Anticipating future facilities needs, 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.
31 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY30 Attachment B
San José stands at a pivotal moment.

This Plan positions library facilities as essential
civic infrastructure supporting educational
outcomes, economic mobility
, neighborhood
safety, cultural vitality, and digital inclusion.

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?
33 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY32 Attachment B

METHODOLOGY
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
CIVIC

VITALITY

ECONOMIC

WELLNESS

EDUCATIONAL

SUCCESS

CUL TURAL

IDENTITY

SOUL OF
SAN JOSÉ

TRUST &

BELONGING

PERSONAL

HEAL TH &

WELL-BEING
Guiding Principles for Facilities
Transformation
The team was critical in upholding guiding
principles across the entire research, community
engagement, assessment, and planning process.

These principles derive from the vision, mission,
and values foundational to SJPL, and the City of
San José’s priorities for quality-of-life, equity, and
economic opportunity for all:
• Center the community experience:

Design places that celebrate diversity,
reinforce community pride and identities,
welcome all users, and facilitate socio-
economic mixing.
• Meet the community’s learning needs:

Provide learning and growth experiences
and environments to accommodate all ages,
backgrounds, and learning levels.
• Amplify community social impact:

Collaborate with community partners
by providing access to spaces and
knowledgeable, connected staff.
• Elevate SJPL staff to do their best work:

Provide flexible environments that enable staff
to be creative, collaborative, innovative and
adaptable to the community’s needs.
• Maximize SJPL’s strategic goals:

Serve community members daily and
expand reach and impact throughout San
José to ensure its facilities continue to
serve as essential anchor institutions for
the next century.
• Incorporate urban design best practices:

Provide greater visibility and more welcoming
entrances, ensure ease of access promoting
public transit use, and align with future
growth.
• Activate SJPL’s public assets to best serve
the public good:

Elevate San José’s City and County assets to
identify opportunities.

New Critical Inputs
Building on SJPL’s established strategic priorities,
the methodology for this Plan incorporated a
new Quality of Life Framework as a critical input
for decision-making. This framework comprising
six key focus areas, introduced earlier
, was
presented to community partners, stakeholders,
and staff throughout the engagement process.

Encouraging partners to assess library
opportunities through these lenses revealed
alignment possibilities and collaboration potential
that traditional library planning categories
might have overlooked. This approach was
designed to position libraries as comprehensive
civic infrastructure addressing interconnected
community needs, to integrate cross-sector best
practices, and to create partnerships grounded in
shared quality-of-life outcomes that reduce siloed
service delivery
Data-Driven Research
This Plan distinctively applies robust qualitative
and quantitative data about life in San José
and Santa Clara County, from housing and
transportation patterns to socioeconomic
conditions, demographics, education, and
regional projections. This data-driven approach
incorporated current data from multiple
authoritative sources, including SJPL’s proprietary
Equity Index Tool, SJPL’s comprehensive
Programming Analysis Dashboard documenting
service delivery patterns and community
engagement across all branches, the City of
San José’s General Plan providing land use
and development context, and Plan Bay Area’s
regional growth projections and transportation
frameworks. Together, these resources generated
a customized assessment framework to
evaluate facilities needs, prioritize equity-driven
investments, and align library expansion with
regional development patterns.

Over a nine-month period, this Plan employed
a complex and comprehensive discovery,
engagement, and planning process, utilizing a
community-centered methodology focused on
community co-creation and collective impact to
drive development of a plan for current and future
capital projects.

Inclusive Design Process
This approach brings an iterative and
participatory planning process that uses the
aspirations and ideals that celebrate and center
design for intentional learning experiences.

Critical Inquiry Method
The planning process was also designed to
answer the following questions:

1. How should our libraries be designed in
service to our communities today?

2. Are SJPL’s existing facilities able to adapt to
new service models?

3. Do we need to grow our reach? How do we
want to grow?

4. What are the development and philanthropic
funding opportunities we can tap into?
Robust Community Engagement and
Collaborative City-wide Leadership
Margaret Sullivan Studio facilitated this planning
process led by SJPL’s Leadership Team. The
process involved input from and engagement
with over 4,400 community touchpoints including
2,830 survey responses, over 1000 community
members engaged in-person at Viva Calle, 180
partner organizations representing thousands of
San José residents, 9 focus groups, and 6 one-
on-one stakeholder conversations with elected
representatives and local educational, nonprofit,
and community leaders.

The Leadership Team met regularly throughout
the process, including bi-weekly calls to assess
inputs and learnings, and to refine strategies for
engagement. Three in-person leadership and
staff workshops also brought together branch
managers, frontline staff, and administrators
to collaboratively design service concepts and
share branch-specific knowledge. This iterative
approach ensured that findings from early
engagement informed subsequent activities,
creating a responsive process that honored
community voice while building toward strategic
recommendations rooted in authentic need.

Methodology

COMMUNITY CO-CREATION

PLACEKEEPING

PLACEMAKING
VISION
Strategic
Planning
Service &
Program Design
Community Goals,
Needs & Aspirations
Facilities & Space
Planning

INCLUSIVE DESIGN
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
LESS THAN .5 SF/CAPITA
LESS THAN .75 SF/CAPITA
+.75 SF/CAPITA
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
AB
SA
ST
VS
VL
TU
WG
RG
PA
JE
HB
EV
EN
EK
EB
CZ
CB
BLA
BB
BA
AR
AL
WV
MLK

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
SJPL’s Equity Index Tool proved particularly
valuable in revealing disparities between
service capacity and community need, ensuring
recommendations address rather than perpetuate
inequitable resource distribution across San
José’s diverse neighborhoods.

Benchmarks
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.

Examining square footage per capita allows
library systems to evaluate how well physical
library space aligns with the size and needs of the
communities they serve. This metric provides a
foundational benchmark for understanding spatial
equity across branches, revealing where facilities
may be undersized relative to demand, and where
they may be adequately or even generously
resourced. By comparing the total square footage
of each branch to the population of its defined
service area, we can assess whether residents
have sufficient access to space for reading,
studying, gathering, programming, and other
core library services. A lower square footage per
capita may indicate that a branch is operating
under spatial pressure; struggling to meet
demand for seating, study rooms, technology
access, and flexible space for programming.

In the context of San José’s diverse
neighborhoods and service populations, this
analysis helps to identify where future investment
may be needed to right-size facilities, especially
in high-growth or high-equity areas where spatial
limitations may be constraining service delivery.

This study used a 0.5 square feet per capita as
the threshold for residents being minimally served
and 0.75 square feet per capita as residents
being adequately served. This Plan mapped
current capacity against need across all 23
branches and the Martin Luther King, Jr. Main
Library, ensuring all San José residents receive
adequate library service.

As illustrated in the chart below, square feet per
capita benchmarks (by branch) are color coded
on top of SJPL’s Equity Index Map. We can
see that there is not a clear pattern that would
suggest an equity issue as there are square
footage per capita deficiencies throughout the
City. However, there are barriers to access in
areas of higher vulnerability (red) that may include
unsafe pedestrian crossings, spotty public transit
service, and/or a lack of access to a personal
vehicle.

Branch-Wide Square Feet Per Capita
SAN JOSÉ PUBLIC LIBRARY
38 39

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Understanding each branch’s growth potential
requires systematic assessment of three critical
dimensions: ability to grow in place through
building expansion or renovation, ability to grow
in community by leveraging existing civic assets
and partnerships, and ability to grow through
alignment with adjacent future development.

This Plan applied a comprehensive assessment
framework to all branches (evaluating site
typologies, zoning capacity, partnership
opportunities, and coordination with the City’s
planned growth areas) to identify realistic
expansion pathways for each facility.

Existing Library Typologies
SJPL’s 25 locations span a wide range of
facility sizes and configurations, from compact
neighborhood libraries under 10,000 SF to larger
community-scale facilities exceeding 25,000 SF,
plus the unique King Library partnership. The Plan
categorized branches by size to assess capacity,
service delivery potential, and expansion
opportunities based on zoning constraints, site
conditions, and physical development feasibility.

Small branches (under 10,00 SF) provide
essential neighborhood-level access but face
significant constraints in programming capacity,
technology infrastructure, and flexible space
configuration.

Small library branches are similar to a one room
schoolhouse. One service or program can be
done very well, but are too small to offer a variety
of spaces to support concurrent programming.

Medium branches (10,000-14,000 SF) offer
moderate programming capacity but often
struggle to accommodate concurrent activities,
full service delivery, and the flexible spaces
needed for contemporary library services. Many
facilities in this category would benefit from
strategic expansion.

Medium library branches can offer a variety of
spaces but are limited in size. Planning is critical
to achieving operational optimization. To facilitate
frequent transformation of spaces, flexible
furniture and storage are essential.

Large branches (14,000-25,000 SF), termed
“progressive marketplace” facilities, provide
the scale necessary for comprehensive service
delivery including multiple programming
spaces, adequate technology infrastructure,
flexible configurations, and capacity for robust
partnership programming. These branches
demonstrate the service potential achievable
when facilities match community need and
contemporary library aspirations.

Larger library branches can function with greater
operational efficiencies with dedicated areas that
can work hard for the community with flexible,
adaptable spaces to allow for concurrent and
vibrant activations.

Co-located branches share facilities with
community centers, recreation facilities, or other
civic infrastructure. These partnerships offer
potential benefits including shared operational
costs and cross-programming opportunities, but
require careful navigation to ensure library service
excellence and operational flexibility.

King Library, as the unique partnership with
SJSU, operates at a scale and complexity distinct
from the branch network, requiring specialized
strategic treatment addressed separately in this
Plan.

Site Typologies
Through review of all branch locations, three
site typologies have been identified: infill, park
adjacent, and shared. While there may be some
overlapping qualities, these typologies speak to
the capacity for the Library to physically expand
in its current location.

Developed Framework
of Branch Typologies
West Valley
Biblioteca
Tully
Vineland
Santa Teresa
Village Square
Rose Garden
Evergreen
Hillview
Cambrian
Educational Park
Edenvale
Alum Rock
Alviso
Mt. Pleasant
SMALL >10,000 SF
East SJ Carnegie
Willow Glen
Joyce Ellington
Calabazas
Pearl
Berryessa
MEDIUM 10,000 - 15,000 SF
Almaden
Bascom
Seven Trees
Co-Located
MLK Jr.

Central
LARGE 15,000 - 25,000 SF
SAN JOSÉ PUBLIC LIBRARY
40 41

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Method for Assessing
Development Potential
Shown below is the method for assessing
development potential applied throughout this
Plan to evaluate expansion opportunities at
each branch location. This framework provides
a systematic approach for determining how
facilities can grow, whether through on-site
additions, partnerships with community assets,
or alignment with future development, ensuring
recommendations are grounded in realistic
physical, operational, and strategic possibilities.

SJPL can continue applying this method as a
decision-making tool for future evaluations.

What is your
ability to grow
in place?
What is your
ability to
grow in
community?
What is your
ability to grow
in adjacent
future
development?
Existing Facility
Typology (S, M, L,
Co-location, Main)
Study Community
and Assets
Leverage
Foreseen
Development
Opportunities
SF per Capita
(Service Area
Population)
Small/Medium/Large
What are the SF ranges and
what can they to provide?
Infill: Limited room for growth if existing
structure to remain
Park Adjacent: Is there room to grow and/
or partner?
Shared (Co-location): Re-allocate and better
utilize community center spaces
What additions are permitted?
• Branch
Questionnaires
• Community Survey
• Grow into existing
assets like
community centers
• Existing
Partnerships
• Potential to expand
library presence
elsewhere in
community
• General Plan
(Growth Areas)
• Key Economic
Development
Projects
What is the max. site capacity for new construction?
Existing Site
Infill, Park Adjacent,
Shared (Co-
location)
Current Zoning
Infill library sites are bound on multiple sides by
existing buildings, development, or infrastructure.

The library branches are hemmed in with little
room to grow in any direction.

Opportunities: It is possible to capture some
additional square footage through building
additions. In most cases, this would not yield
a significant gain and/or would require a new
approach to on-site parking. Many of these sites
have significant untapped zoning capacity.

Examples: Santa Teresa, Cambrian, Pearl, and
Alum Rock.

Park Adjacent library sites are bound on at least
one side by a park or open space.

Opportunities: In coordination with PRNS, these
branch locations have the potential to expand
into the adjacent park space. It is common
that the library and the park share a lot and
zoning, which would allow for potential facility
additions into park space to be viable in terms of
conformity with the City’s zoning regulations.

Examples: Hillview, Berryessa, and Evergreen
Shared library sites are facilities with one
structure housing the library and a community
center that also share parking.

Opportunities: These sites can better share
spaces and strengthen their partnerships to
better serve their communities.

Examples: Seven Trees, Bascom, and Almaden
43 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY42 Attachment B
Envision
San José 2040

GENERAL PLAN
Adopted November 1, 2011
As Amended on October 24, 2024
Growth Areas
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ALVISO
WEST
VALLEY

VINELAND

EDENVALE

BERRYESSA

ALMADEN

CALABAZAS

CAMBRIAN

ALUM ROCK

EAST SJ

EDUCATIONAL
PARK

EVERGREEN

HILLVIEW
JOYCE

ELLINGTON

PEARL AVE

ROSE GARDEN

SANTA TERESA
TULLY
BASCOM

SEVEN TREES

BIBLIOTECA
MT. PLEASANT

VILLAGE
SQUARE
KING

WILLOW GLEN
Development Studies
The methodology incorporates an analysis of
local general plans including San José’s 2040
General Plan and Plan Bay Area 2050. San José’s
2040 General Plan identifies “Planned Growth
Areas” shown in the adjacent diagram. Three key
growth areas are identified:

Employment Area: Areas where significant
employment opportunities are anticipated. These
areas are often a limited use of industrial and/
or commercial and do not anticipate significant
residential development. Adjacent library facilities
could support workers or facilitate career
pathways to support local industries.

Specific Plan Area: Areas that have vision for
future development with detailed plans and
guidelines. These plans have multiple land uses
for a mix of residential and other development.

These plans were adopted in the 1980s and
1990s. Many of these plans are fully built-
out /implemented while others are partially
implemented. Adjacent libraries may see that they
are minimally serving their communities following
growth in the early 2000s.

Urban Village: Established in the Envision
San José General Plan, these area plans are to
be developed with local communities with an
emphasis on mixed-use development, access to
transit, and walkable. There are 60 urban villages
envisioned across San José. Many of these
plans have not yet been created, while a handful
have already been co-created with communities,
and a few are in the process of implementation.

These areas could provide great opportunities for
public-private partnerships to build new library
facilities in mixed-use development.

Informed Analyses for Growth
This foundation of data-rich inputs and broad
engagement enabled an informed analysis of
SJPL’s existing facilities and library utilization to
identify ideal distribution of services for optimal
impact. Central to this approach is SJPL’s
Equity Index Tool, a data-driven assessment
system incorporating weighted socioeconomic
variables including race/ethnicity, income levels,
educational attainment, language diversity,
housing stability, and access to resources. This
equity lens, combined with analysis of population
density, transit accessibility, proximity to schools
and community assets, and geographic service
gaps, provided comprehensive understanding of
where facility investment would generate greatest
community benefit.

As introduced earlier, this methodology further
incorporated review of local and regional
planning
documents to understand areas of anticipated
growth and demographic change. Assessment
of surrounding civic assets revealed partnership
opportunities and co-location potential.

Analysis of existing branch utilization patterns,
programming capacity, and spatial constraints
identified where current facilities limit staff’s
ability to deliver services communities need and
deserve.

SAN JOSÉ PUBLIC LIBRARY
44 45

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Community Centers
Our conversations and research revealed
significant opportunity to leverage the existing
network of community centers owned by the City
of San José. In the 1990s, the City constructed
30 community centers across San José in an
ambitious effort to provide neighborhood-level
civic gathering spaces. When the late 2000s
recession hit, this proved unsustainable – many
community centers closed as operational
budgets evaporated, leaving facilities briefly
underutilized or shuttered.

Today, Parks, Recreation, and Neighborhood
Services (PRNS) operates 10 “Hub” community
centers serving each of San Jose’s districts.

Several library branches already successfully
co-locate with community center “Hubs” at
Almaden, Bascom, and Seven Trees. Other
community centers are now operated by third
parties through an RFP process and lease
agreements. Of varying sizes and locations
throughout San José, these remaining community
centers are identified as “Neighborhood Center
Partner Program” (NCPP) locations which are
operated by local non-profit groups.

This understanding of existing City assets
suggests opportunities for library expansion:
• Could SJPL take over operation of select
community centers where library presence
would bridge critical service gaps?
• Would co-location in these existing civic
facilities provide the square footage and
programming flexibility needed to meet
equity goals more cost-effectively than new
construction?
• Could SJPL have greater synergies with
existing co-locations?
San José Housing
San José, like the rest of Silicon Valley, is deeply
and widely affected by a housing crisis. More than
half of renters are cost-burdened, spending more
than 30% of their income on rent, and the City
has only met a fraction of its targets for affordable
housing, leaving a deficit of roughly 6,000
affordable units. County-wide, the issues continue
with housing production failing to keep up with
population and job growth.

Recognizing this urgency, Santa Clara County
voters approved Measure A in November 2016, a
$950 million affordable housing bond that funds
new development, acquisition, and preservation
for low and moderate-income residents. The bond
has supported thousands of affordable units
across the county, including projects in San José
such as Alvarado Park and Bellarmino Place. The
City of San José has since expanded its Housing
and Homelessness Response efforts, coordinating
shelter, supportive housing, and neighborhood-
scale interventions. New modular housing, such
as the new project on Branham Lane across from
the Edenvale Library, illustrates how housing
investments can take many forms and reshape the
City’s civic landscape.

As the City continues to grow, libraries have the
opportunity to play a more active role in San José’s
housing ecosystem.

Neighborhood Center Partner Locations
PRNS Hubs
SAN JOSÉ PUBLIC LIBRARY
46 47

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

FINDINGS &

ALIGNMENTS
SAN JOSÉ PUBLIC LIBRARY
48 49

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
The following outlines this Plan’s key findings
regarding opportunities for alignment with the
City of San José and San José Public Library’s
objectives, community aspirations for their
branches, how library investments can address
demographic and equity issues, and how an
investment and growth plan can optimize
resources for maximum impact.

Diversity and Cultural History is
San José’s Strength
San José’s identity is fundamentally shaped by
waves of immigration and cultural transformation
built upon layers of history. Before Silicon
Valley’s technological boom, the Santa Clara
Valley flourished as the renowned “Garden
City” where 4.5 million fruit trees by 1890 and
specialized farming operations created not just
economic prosperity, but cultural foundations
built on the relationship between human labor,
natural abundance, and immigrant communities
working the land. This agricultural legacy
established patterns of cultural diversity and
immigrant entrepreneurship that continue to
define the City today. San José’s library system
reflects and serves this extraordinary diversity.

SJPL maintains collections in Chinese, Spanish,
Vietnamese, Russian, Persian, Japanese,
Korean, and multiple other languages distributed
throughout the network. Branches like Biblioteca
Latinoamericana provide dedicated bilingual
services, while Family Learning Centers at
multiple locations provide specialized programs
and resources to serve immigrant communities,
achieving measurable outcomes; 98% of Career
Online High School participants identify as Black,
Indigenous, and/or People of Color (BIPOC),
with 96% of Resilience Corps participants also
BIPOC, demonstrating SJPL’s capacity to reach
and serve historically underserved populations
effectively.

This diversity represents San José’s greatest
asset for the future. As captured through
extensive community engagement, residents
across all backgrounds expressed desire for
libraries that honor cultural identity while fostering
cross-cultural connections. This aspiration is
embodied in the legacy of Dr. Roberto Cruz,
a nationally recognized educator, activist, and
champion of bilingual education whose work
helped shape San JOse’s East Side and whose
name is carried forward through the Dr. Roberto
Cruz Alum Rock Branch Library.

Dr. Cruz dedicated his career to advancing
educational equity, bilingual instruction, and
community empowerment at a time when
Spanish-language education and culturally
affirming curricula helped elevate the voices,
histories, and lived experiences of Latinx and
immigrant communities, positioning education
as a pathway to civic participation and social
mobility. Libraries, like schools, served as critical
access points for knowledge, language, and
cultural affirmation; roles that remain central to
SJPL’s mission today.

The Plan positions cultural diversity not as
a challenge to accommodate, but as the
foundation for excellence – ensuring that every
facility investment, partnership strategy, and
service innovation honors the multicultural,
multigenerational character that makes San José
an exemplary model for 21st-century American
cities navigating demographic change.

Findings &
Alignments
51 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY50 Attachment B
KING

TULLY ALUM
ROCK

BERRYESSA
life impact far beyond what library staff alone
could achieve – fulfilling the vision of libraries as
connective tissue binding together the ecosystem
of organizations working toward shared
community wellbeing goals.

Strategic Alignment, Redefined Standards,
and Agile Spaces
The planning process confirmed that SJPL’s
facilities transformation must align with City
and County development planning, redefine
traditional library metrics to reflect cultural
responsiveness and equity priorities, and provide
the flexible, adaptable spaces contemporary
service delivery demands. As San José faces
uncertain growth patterns with population
increases concentrated in specific districts,
housing affordability displacing long-time
residents, and widening socio-economic
disparities, library facilities must anticipate
rather than react to demographic change
by coordinating with planned growth areas
defined in the General Plan and Plan Bay Area
projections.

Most critically, findings revealed that rigid,
single-purpose spaces designed for 20th-century
service models constrain SJPL’s capacity to
deliver the concurrent programming, partnership
services, cultural celebrations, and flexible
community uses that residents expect and
deserve. Buildings designed for book circulation
and quiet reading must be transformed or
replaced with adaptable infrastructure to
support a customized recipe of collections and
technologies.

A Unique Hub and Spoke System
SJPL operates as a unique hub and spoke system
where King Library serves as the downtown
anchor while 24 neighborhood branches function
as interconnected community assets. Unlike
traditional hierarchies, SJPL’s system reflects how
San José residents actually use libraries – fluidly
moving across multiple branch locations based
on convenience, programming offerings, and
community connections rather than rigid service
area boundaries.

Community engagement revealed that patrons
do not limit themselves to their geographically
closest branch; instead, they utilize multiple
locations within the system based on
programming schedules, after-school pickup
logistics, weekend activities, and specialized
services. This fluid usage demonstrates the
system’s strength as an interconnected network
Placemaking as Foundation for
Community Impact
A “place” connotes an emotional attachment
to a piece of land – it encompasses the layered
meanings, memories, and relationships that
transform space into something personally and
collectively significant. Placemaking, however,
is a multi-faceted approach to the planning,
design and management of public spaces
that capitalizes on a local community’s assets,
inspiration, and potential, with the intention of
creating public spaces that promote people’s
health, happiness, and well-being. SJPL has a
unique capacity to excel at this transformation
because it serves as settings for life’s daily
rituals: the parent reading to a child, the student
discovering new ideas, the neighbors gathering
for community conversations, the immigrant
practicing English. These moments accumulate
overtime, creating the emotional bonds that
turn a location into a cherished place – much as
generations of farming families once cultivated
both the land and the cultural fabric of the valley.

To honor and build on San José’s strengths in
diversity and cultural history, our Plan recognizes
that effective libraries must behave as active
placemakers – places that cultivate the emotional
connections that bind communities together and
to the land they share. This means designing
facilities that feel welcoming to diverse cultural
traditions, programming that celebrates both
heritage and innovation, and partnerships that
reflect the full spectrum of community assets and
inspirations, continuing the valley’s tradition of
nurturing growth and possibility.

Community Members Want All of Their
Resources in One Place
A consistent finding across all community
engagement activities revealed strong desire
for libraries to serve as comprehensive
community anchors where diverse needs can
be met in one accessible location. Rather than
fragmenting services across multiple institutions
and addresses, residents envision libraries
as recreational and social infrastructure hubs
containing the full spectrum of resources
supporting quality of life.

In an era when many accessible gathering
spaces have disappeared, community members
are ready to embrace libraries as places
centering all aspects of life, traditional and non-
traditional, recognizing that in contemporary
San José, information access and community
connection are inseparable. This finding informed
recommendations for flexible multipurpose
spaces, robust partnership infrastructure,
extended hours, and design supporting both
programmed activities and informal gathering.

Partners Need The Library to Expand Quality
of Life Impact and Their Services
The community partner breakfast engaging 180
organizations revealed a critical finding: partners
view SJPL as essential infrastructure for achieving
their missions. From educational institutions to
social service providers, partners consistently
identified need for physical space access and
collaboration opportunities that libraries uniquely
enable as trusted, universally accessible anchors.

Partners recognize that libraries reach
populations they struggle to connect with
independently. SJPL’s established trust across
diverse communities, multilingual capacity,
and commitment to barrier-free access create
pathways for partners to extend their impact.

Whether providing health screenings, offering
legal clinics, conducting workforce training, or
facilitating cultural programming, partners can
leverage library spaces and relationships to serve
residents who might otherwise be disconnected
from specialized services.

By positioning libraries as platforms that amplify
community capacity rather than standalone
service providers, SJPL can multiply quality-of-
53 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY52 Attachment B
Berryessa Branch Library, as the heart of its
community, serves as a vital after-school hub for
the many elementary and middle school students
in the area and their families. The 15,000 SF
facility was built in 1968 and last renovated in
2005. The branch boasts the highest annual gate
count in the SJPL system and the second-highest
circulation.

Although Berryessa is among the highest-
performing branches in the SJPL system,
it struggles to adequately serve its modern
community demands. Because of the high
number of annual visitors and large, dedicated
children and family populations, the branch is in
need of more space for educational resources
for youth and caretakers. Despite these growing
needs, Berryessa has a loyal community that love
the staff and resources that keep them coming
back for generations.
compared to other facilities in the system and
is located in a high-priority area based on the
Equity Index, where equitable access to learning,
technology, and support services is essential.

The library’s positioning on the site with the
community center has created several challenges
such as the separation of the library’s spaces
like the community room and classroom to
the second floor, while the bulk of the library
remains on the ground level. With strategic
facility updates and stronger interdepartmental
coordination, the Bascom Branch has the
potential to become a more vibrant, accessible
and responsive hub for its community.

Biblioteca Latinoamericana
Located in San José’s Washington-Guadalupe
neighborhood, Biblioteca Latinoamericana is an
18,350 SF facility that serves community with a
strong focus on Latino and Spanish-speaking
residents. Built in 1978 and last renovated
in 1999, the branch shares its site with the
Washington United Youth Center, creating a
shared civic hub for youth and families.

The branch offers robust programming, yet sees
low traditional library use, with circulation at
11,128 and only 1,309 annual holds, pointing to
potential barriers in access or service alignment.

At the time of this Plan, SJPL is advancing a
design refresh to improve both the interior and
exterior and increase the library’s visibility and
usability.

Calabazas
The Calabazas Branch Library is one of SJPL’s
smaller facilities at 10,400 SF, though it efficiently
serves its nearly 34,000 residents living in its
service area. Located in West San José, it is
across from Calabazas Park, offering a scenic
and well-trafficked setting that connects the
library to a vibrant outdoor space.

Individual Branch Assessments
Through observations, interviews, and
discussions over the course of the discovery
and engagement processes, the Plan developed
assessments for each branch location. These
examine current strengths and challenges,
what communities especially need from their
branches, relevant demographic trends or shifts,
and opportunities there might be for aligning
resources to enhance services for community
impact.

Neighborhood locations are valued as vibrant
neighborhood hubs, and provide an infrastructure
across the City and County to address equity
needs such as digital access, technological
proficiencies, and quality-of-life amenities.

The following outlines opportunities identified
in response to how the community already uses
the facilities, inputs from community surveys, and
the deep knowledge SJPL staff have about the
communities they serve.

Almaden, nestled in the southern region of San
José, serves a well-established community with
suburban charm, scenic foothills, and a strong
sense of neighborhood identity. With a diverse
and engaged population, Almaden is home
to top-performing schools, expansive parks,
and a mix of long-time residents and growing
families. The Almaden Branch has strong family
participation and high circulation that reflects
its affinity toward engaging their community.

The facility was built in 1971 and renovated in
2006. It is currently co-located with the Almaden
Community Center, with 20,000 SF dedicated
solely to SJPL. Though this facility model has
been successful, with 20 years since its last
intervention, the library experiences some
operational difficulties with changing community
needs and public space expectations.

Alviso is a small, intimate facility serving a
close-knit community with deep historical
roots. The branch was built in 1934 and
underwent renovation in 1999. Located near
the southernmost point of the Bay near the
Guadalupe River in a flood-prone area, the
branch faces long-term resilience questions
requiring strategic conversation about its future.

The community values the dedicated staff and
friendly atmosphere, but the facility’s size and
location constraints limit programming capacity.

Bascom Branch Library, located in the heart of
San José, opened in 2013 and is one of the newer
facilities in the SJPL system. It is co-located with
the Bascom Community Center and combined
spans 40,000 SF.

Though the library has a dedicated service area
population, the branch sees lower circulation
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
East San José Carnegie
The East San José Carnegie Branch Library is
a historic landmark, originally built in 1911 as
part of the Carnegie library investments and is
one of the oldest public library buildings in San
José. At just 12,000 SF, the small facility stands
as a symbol of enduring public investment in
education and success, though its age and
design now present significant challenges in
meeting the needs of a dynamic 21st-century
community.

Serving a diverse and high-need population
with a score on the high-end range of SJPL’S
Equity Index, the branch is located in a vibrant
neighborhood in East San José with deep cultural
roots.

Though the circulation, gate count, and program
attendance are lower at this location, the
community’s potential and need remain strong.

Edenvale
The Edenvale Branch Library, built in 2007 and
spanning 25,000 SF is one of the larger in the
SJPL system. Serving a population of nearly
44,000 residents in South San José, the branch
plays a steady and reliable role in meeting
community needs. With a mid-range Equity Index
score, the area reflects moderate need, and the
library has consistently provided dependable
access to essential resources and services.

However, as the surrounding community grows
and evolves, Edenvale will need to adjust to
better provide 21st century library services.

Edenvale is well-positioned to partner with the
Edenvale Community Center to expand its
services and reach.

Educational Park
The Educational Park Branch Library is a dynamic,
high-engagement hub serving a richly diverse
area of the City. The facility stands out in the
SJPL system for its exceptional programming
volume, hosting 920 programs annually that draw
in nearly 19,000 attendees, the highest program
attendance across all branches. It also maintains
one of the largest gate counts in the system.

The branch sits on the campus of Independence
High School, making it a natural magnet for
students especially during after-school hours. The
Equity Index Score for Educational Park’s service
area indicates a higher-need population. The
Educational Park Branch Library is well situated
in its community to meet some of these needs,
but there are opportunities to deepen the library’s
reach.

Cambrian
Located in a well-established residential area of
South San José, the Cambrian Branch Library is
a cornerstone of its community, both in footprint
and impact. At 27,000 SF, it is the largest
branch in the SJPL system and serves a sizable
population of approximately 67,000 residents.

Originally constructed in 1961 and extensively
renovated in 2006, the facility continues to serve
as a high-performing and high-traffic community
hub.

Cambrian consistently leads the entire library
system in annual circulation, with over 190,000
The surrounding neighborhood is primarily
residential, characterized by tree-lined streets,
established single-family homes, and a highly
educated, more affluent population. Families,
retirees, and long-time residents contribute to a
community that values stability, education, and
high-quality public amenities. The area is known
for its access to good schools, clean parks, and a
tight-knit community.

However, the library lacks quiet space
entirely, limiting individual work and solo study
opportunities within the community. Because
this branch is nearly 20 years old, the facility is
facing some issues such as high sun exposure
and overheating in the community room and light
failures throughout the branch that leave areas of
the reading space in darkness.

Despite its modest size, the Calabazas Branch
maintains steady use and has the potential
to serve as a more integrated hub for lifelong
learning, leisure, and civic connection, especially
due to its proximity to the adjacent park space.

Dr. Roberto Cruz Alum Rock
As a vital anchor to San José’s East Side, the Dr.

Roberto Cruz Alum Rock Branch serves a vibrant
and historically underserved community with
deep cultural roots and strong intergenerational
ties. Built in 2005, the 26,000 SF facility is the
second largest in the SJPL system and serves a
high-priority population of approximately 55,000
residents.

Despite its size and gate count, the branch
experiences relatively low circulation and low
hold activity, suggesting potential barriers to
deeper engagement with the library’s materials
and collections. Additionally, the facility has
never undergone a significant renovation since its
opening nearly 22 years ago.

Looking ahead, reinvestment in the facility
through renovation, modernization, and
reimagined space use offers a major opportunity
to better align services with the needs of this
growing and engaged community, and to honor
the library’s namesake.
materials circulated annually, and maintains
one of the highest gate counts across all SJPL
locations. The branch also leads the system
in number of total annual holds and has high
program attendance. The surrounding area is
predominantly residential, home to families,
professionals, and retirees.

Despite its size and success, the Cambrian
Branch faces some limitations due to its aging
infrastructure. While the building remains
functional, it is not fully optimized for modern
library service delivery.

SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Mt. Pleasant Neighborhood
The smallest branch at 2,200 SF operates as a
“bridge branch” model with high programming
activity (243 programs, 4,443 attendance) relative
to its size, demonstrating effective neighborhood-
scale service delivery. Operating under a lease
agreement with the school district that owns the
property, Public Works handles maintenance with
focus on HVAC (many service calls to keep the
building cool in summer) and ensuring sufficient
lighting. The facility faces no major accessibility
problems but serves as a small library bridging
gaps in library access rather than a full-service
branch.

Pearl Avenue
The Pearl Avenue Branch Library, located in South
San José, is a 14,000 SF facility that has served
its community since 1971 and was last renovated
in 2008. With a service area population of nearly
59,000 residents, one of the largest in the SJPL
system, the branch provides just 0.24 SF per
capita – among the lowest across all locations.

Despite this, Pearl Avenue maintains moderate
circulation. However, it currently hosts a lower
volume of programming, just 149 events a year,
making it the second lowest in total programs
systemwide.

As community needs grow and expectations for
flexible, inclusive public spaces evolve, the Pearl
Avenue Branch is increasingly constrained.

Rose Garden
The Rose Garden Branch Library, named for
its proximity to the San José Municipal Rose
Garden, is an 18,500 SF facility and one of the
only two-story branches in the SJPL system. It
was built in 1960 and renovated in 2006, serving a
service population of around 45,000 residents.

The layout contributes to constraints: the library’s
large community room and ground-floor parking
garage occupy the first floor, while the rest of
the library is entirely on the second floor. These
spatial limitations mean that certain services
are less accessible or visible than they might
otherwise be in a more optimally organized
facility. As usage patterns evolve, the branch’s
role could be enhanced by addressing these
design and functional gaps.

Santa Teresa
Tucked into the foothills of South San José, the
Santa Teresa Branch Library serves as a vital
connector in one of the City’s most populous
residential areas. Built in 1984 and renovated in
2010, the 25,000 SF facility supports the largest
service area population in the SJPL system –
over 78,500 residents. Though located along
busy Santa Teresa Boulevard, the branch sits
Evergreen
Built in 1976, the Evergreen Branch Library
has over 21,500 SF and is a well-utilized and
high-performing facility in East San José. Like
many other branches in the SJPL system, it
was renovated in the early 2000s, specifically
2006. It is situated along Aborn Road, a main
thoroughfare, adjacent to Aborn Park &
Playground and Thompson Creek. This branch
has a service population of over 54,000 residents
in a largely suburban and more affluent area.

Evergreen consistently ranks among the top
SJPL branches for circulation, with over 108,000
annual check outs, reflecting a strong community
of readers and engaged users. The surrounding
Evergreen neighborhood is known for its cultural
diversity, with a significant Asian American
population.

Hillview
The Hillview Branch Library, a 21,000 SF facility
located in East San José, plays a vital role in
serving a high-priority. Originally built in 1965 and
last renovated in 2007, the branch is approaching
two decades since its last major renovation.

Hillview stands out for its extensive programming,
offering 605 annual programs and drawing a high
Joyce Ellington
Located just north of Downtown San José,
the Joyce Ellington Branch Library is a 14,500
SF facility built in 1975 and renovated in 2008.

Nestled within a historically rich and tightly
knit residential area, the branch serves a well-
resourced service area.

Library usage is consistent, with medium to
low circulation, programming, and gate count.

The branch remains well-integrated into its
neighborhood and continues to meet the steady
needs of its service area, though as the region
grows and diversifies, Joyce Ellington’s role as
a local hub will remain important within a larger
strategy to ensure equitable library access across
Central and North San José.
number of attendees. However, its circulation
remains low, indicating that the library functions
more as a gathering place and service hub rather
than a traditional lending center.

SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Vineland
Located along Blossom Hill Road near Dartmouth
Middle School and the Almaden Winery
Community Center, the Vineland Branch Library
is one of the largest in the SJPL system at
26,000 SF. Built in 2004 and not yet substantially
renovated, the facility continues to serve its
41,280 residents, offering ample space and
strong service delivery.

Vineland demonstrates high performance across
all key metrics, including 130,091 in circulation,
505 programs annually, and consistently strong
gate count and holds. It has good street visibility
and proximity to schools and community
destinations that contribute to regular foot traffic
and diverse patron use. The library successfully
balances traditional lending services with robust
programming, making it a reliable and well-utilized
branch for this South San José community.

West Valley
The West Valley Branch Library, located in a
dense residential area, serves the second-largest
population in the SJPL system, nearly 74,000
residents, within a 21,000 SF facility. Originally
built in 1964 and last renovated in 2003, the
branch remains a highly active location with a
gate count of 103,674 and circulation of 132,995
annually.

Despite the age of the building, West Valley
delivers consistently high performance and
remains a key access point for materials,
technology, and study space. Its strong metrics
reflect a well-established user base and sustained
demand for traditional library services, especially
in a growing and well-educated community.

Willow Glen
Tucked in the heart of a well-resourced and
family-friendly neighborhood, the Willow Glen
Branch Library combines historical charm with
active community use. Originally built in 1937
and renovated extensively in 2008, the 13,500 SF
facility is smaller in scale but deeply valued by its
patrons.

The branch is known for its shaded courtyard,
a popular outdoor space for children’s
programming and family seating. Storytimes are
so well attended that multiple sessions (A and
B) are needed to meet demand. Inside, while the
interior shows signs of wear, the space remains
heavily used, especially by seniors who come for
tech help or to relax in the cozy living room area.

Circulation is high, driven largely by children’s
materials, underscoring the branch’s family-
oriented focus in a tight-knit, affluent community.

Seven Trees
Co-located with the Seven Trees Community
Center, the 20,000 SF Seven Trees Branch Library
serves a high-priority community in South San
José. Built in 1967 and renovated in 2013, the
branch is a key neighborhood anchor, especially
known for its exceptional programming, with 825
annual events drawing nearly 14,000 attendees –
among the highest in the SJPL system.

While circulation and holds are modest, the
branch thrives as a community gathering space,
especially for youth and families.

Tully
The Tully Community Branch Library, built in 2005
and spanning 25,500 SF, is one of the larger
facilities in the SJPL system and serves a high-
priority community.

Tully is a high-traffic library with a strong gate
count and is particularly known for its extensive
programming (862 annual events) much of it
centered around immigrant support services;
including immigrant support services, digital
literacy support, and workforce development
programming for new Americans.

Tully’s value lies in its role as a community
resource hub. Many visitors come not just for
books, but for access to Wi-Fi, public computer
use, and receive help navigating local services.

Village Square
Opened in 2016, the Village Square Branch Library
is San José’s newest library facility, serving a 16,000 SF space in the heart of the Evergreen Village
Square, a vibrant plaza surrounded by single-family
homes, walking paths, and the adjacent Evergreen
Village Duck Pond. As a branch ranking in the mid-
priority equity range, the branch staddles services
among a range of socio-economic groups, including
the City’s more affluent and well-resourced
neighborhoods.

Though the facility is modern and well-maintained,
aspects of its interior layout present some functional
challenges. The community room is positioned away
from the main public areas, which can limit visibility
and ease of access during events. Additionally,
the teen space is small and underutilized, not yet
meeting the full potential for youth engagement in
this otherwise family-oriented community.
back from the street and lacks sufficient signage
that SJPL is actively working to address. A
new hospital parking structure currently under
construction next door may further shift the
branch’s immediate landscape.

Santa Teresa consistently ranks among the
top-performing branches in terms of circulation
and holds, with some of the highest totals in the
system.

SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

KEY COMMUNITY

LEARNINGS
SAN JOSÉ PUBLIC LIBRARY
62 63

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
1000+
300

VIVA CALLE

COMMUNITY MEMBERS

ENGAGED

ICE POPS

DISTRIBUTED

INFINITE MOMENTS OF JOY
2 180
9 6
3 1
8 3
0 SURVEY

RESPONSES
1:1

STAKEHOLDER

CONVERSATIONS
FOCUS
GROUPS

LEADERSHIP
& STAFF

WORKSHOPS

COMMUNITY

PARTNER

BREAKFAST

COMMUNITY

PARTNERS
representing thousands of
San José residents
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.

Learnings From the Community
Attachment B
What other spaces and places system-wide would help you achieve your personal, family, and community goals?
1 6
Community
Garden
Wellness
Center
2 7
Reading
Garden
Quiet Study
Room
3 8
Center for
Happiness
Pilates/Yoga
Studio
4 9
Art Gallery
& Studio
Children’s
Playground
5 10
Nature
Center/Trails
Outdoor
Living Room
The community wants EVERYTHING in one place!

1. Reader looking to borrow books, attend
author readings and book clubs, and/or
receive reading recommendations.

2. Family or Individual looking for free
educational/cultural activities in the area.

3. Caregiver/Parent looking for books, tech,
and programs for my kids, grandkids, or
others in my care.

4. Volunteer looking for opportunities with
SJPL.

5. Community Member looking for place to
hangout and/or meet up with friends.

6. Maker or Creative looking for access to
crafting, laser cutting, and/or 3D Lab tools;
design or engineering software; and/or
studio space.

7. Community Member looking for gardening
resources or access to a seed library.

8. Community Member looking for meeting
space.

9. Older Adult looking to build connections
with other adults, learn a new skill, volunteer,
or learn how to use technology.

10. Professional looking for a place to network
and/or work remotely.

How would you describe yourself and your interest in SJPL? Reader
Family or Individual
Caregiver/ParentVolunteer
Community Member (Hangout)
“I appreciate that we
have a wonderful and
wide-ranging library
system in San José!”
“I am especially
interested in
having a library
of tools—sewing
machines,
garden tools”
“A city is only as
good as its Library.

The true hidden gem
(Holy Grail?) of any community.”
“I’ve sent postcards to all the
elected officials asking them
to protect our libraries. Keep
fighting the good fight.”
Maker/Creative
Community Member (Gardening)Community Member (Meeting Space) Older Adult
Professional
Community
Inputs
This community engagement process produced a
tremendous amount of inputs and insights that will help inform SJPL and the City of San José in prioritizing Library decisions and creating a mechanism for the City to apply these learnings when considering future City-wide library investments. The following pages represent select system- wide results from the community survey and Viva Calle.
“I’ve lived in
5 states and
9 cities in my
adult life, and
this is the best
library system
I’ve ever come
across. Warm,
inclusive,
and provides
incredible
opportunities for
people from all
walks of life.”
“Even if I
didn’t use
libraries I
consider
them a vital
part of our
community.”
SAN JOSÉ PUBLIC LIBRARY
66 67

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

IN THE FUTURE, OUR LIBRARIES
WILL FOSTER A MORE.........
.........SAN JOSÉ!
familyliterate
accessible
civically-engaged
healthy
walkablecivically
green prosperous
equitable
curiouscompassionate
community-focused
fun
peaceful
happy sustainable
friendly
educated
communal
empathetic
inclusive
creative engaged
safe
beautifulentrepreneurial
innovative
vibrant
connected
Peaceful and
democratic
Connected, Vibrant,
Empowered,
Engaged
Welcoming Collaborative Pet-friendly
Diverse
A Few “Other” Responses
West Valley Branch
Rose Garden
Edenvale
Tully
Almaden Branch
Educational Park
Bascom
Alum Rock
Berryessa Branch
Village Square Branch
Joyce Ellington
Alviso
Biblioteca Latinoamericana
Willow Glen Branch
Evergreen Branch
Pearl Avenue
Calabazas
East San Jose Carnegie
Santa Teresa Branch
Vineland Branch
Seven Trees
Hillview
Mt. Pleasant
Dr. Martin Luther King, Jr. Library 254254
162162
112112
8888
4545
193193
160160
107107
8787
4242
188188
122122
9797
6666
2424
180180
116116
9090
6464
1313
170170
116116
8989
5959
Almaden
Edenvale
Seven Trees
Hillview
Rose Garden
Vineland
Bascom
Tully
Willow Glen
Evergreen
Joyce Ellington
Alviso
Biblioteca Latinoamericana
Santa Teresa
Dr. Martin Luther King, Jr. Library
Educational Park
Calabazas
East San José Carnegie
West Valley
Village Square
Pearl Avenue
Alum Rock
Mt. Pleasant
Cambrian 211211
158158
109109
8787
5757
Berryessa 199199
126126
106106
8383
5757
180180
125125
105105
7373
4343
177177
111111
102102
6363
2323
175175
110110
9797
6060
1616 88
Closest Library to Home Preferred Library to Visit
Cambrian Branch
69 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY68 Attachment B

CITY-WIDE

RECOMMENDATIONS
SAN JOSÉ PUBLIC LIBRARY
70 71

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

SOUL OF
SAN JOSÉ
Civic
Vitality
Cultural
Identity
Economic
Wellness
Trust &
Belonging
Personal Health
& Wellbeing
Educational
Success
City As
Cultural
Celebration
City As
Connected
Communities
City As
Classroom
City As
Civic
Activator

STRATEGIC ROLES

KEY FOCUS AREAS
Soul of San José
At the heart of our strategic framework lies a
fundamental truth: San José’s libraries are not
simply repositories of information, but creators
of the City’s emotional and cultural soul. The
“Soul of San José” that anchors our strategy
recognizes that public libraries operate in the
realm of feelings as much as facts, creating
experiences that evoke deep connections to
place and community.

Strategic Roles
The strategic roles are built as an active,
community-building function rather than
passive service delivery model, emphasizing the
library’s role in catalyzing broader community
transformation.

City As Connected Communities
Positioning SJPL as social infrastructure
that bridges diverse populations, fostering
relationships across cultural, generational, and
economic lines while strengthening neighborhood
cohesion and collective efficacy.

City As Classroom
Building on SJPL’s existing education and digital
literacy strategy, the entire City becomes a
learning laboratory where SJPL coordinates
educational experiences beyond their walls,
partnering with local institutions, business, and
community organizations to create authentic,
place-based learning opportunities for all ages.

City As Civic Activator
Motivated by deep conversations that emerged
from engaging with the youth commission, this
strategic role/goal positions SJPL as democratic
infrastructure that empowers residents to engage
meaningfully in civic life through voter education,
community organization support, public dialogue
facilitation, and leadership development
programs that strengthen participatory
democracy.

City As Cultural Celebration
SJPL actively preserves, showcases, and
amplifies the rich cultural traditions of San José
diverse communities while creating spaces
for intercultural exchange and the emergence
of new, hybrid cultural expressions. Through
culturally-responsive programming, multilingual
collections, celebration of diverse cultural
holidays and traditions, and facilities designed
to honor multiple identities, SJPL can position
cultural diversity as the City’s greatest strength
and foundation for community building.

Together, these four strategic roles position
SJPL as comprehensive system that addresses
the full spectrum of human needs, from learning
and economic opportunity to cultural identity
and civic participation. Rather than operating
as isolated service categories, these roles
work synergistically to transform libraries
from information providers into essential civic
anchors where residents connect across
difference, celebrate cultural heritage, pursue
lifelong learning, and engage in shaping their
communities’ future.

Key Focus Areas
These four strategic roles require specific
operational foundations to achieve transformative
community impact. The six Key Focus Areas
represent the roles and purposes that every SJPL
facility must embody to support the strategic
framework’s community-building vision. They
encompass the heart of SJPL’s work: defining
what must happen within library spaces to
enable the broader City-wide transformation the
strategic roles envision.

Cultural Identity (preserving and celebrating
diverse heritage) and Trust and Belonging
(creating inclusive spaces for all residents)
provide the foundational conditions that allow
libraries to serve as celebratory hubs and
connected community anchors. Civic Vitality
(strengthening democratic engagement)
operationalizes the Civic Activator role through
specific building programming and partnerships.

Educational Success (fostering lifelong learning)
creates the infrastructure necessary for the
City as Classroom vision to extend throughout
San José. Economic Wellness (supporting
financial stability and opportunity) and Personal
Health and Wellbeing (promoting individual
and community wellness) ensure that the
strategic roles advance equity by addressing
the socioeconomic barriers that prevent full
participation in community life.

Strategic Framework
The following recommendations are organized around SJPL’s strategic framework – a comprehensive vision for transforming libraries into essential civic infrastructure that serves all of San Jose’s diverse communities. This framework builds upon SJPL’s existing successful initiatives while creating a more holistic approach that provides clear pathways for facility investment, programming innovation, and partner activation. At the heart of this framework lies the Soul of San José, surrounded by four strategic roles in the middle ring. These strategic roles work in tandem with six Key Focus Areas in the outer ring to create a comprehensive vision for community transformation. 73 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY72 Attachment B

AND WILL BE REALIZED

IN THESE COMPONENTS

OUR LIBRARY WILL EVOKE

THESE EXPERIENCES
City As Classroom City As Civic ActivatorCity As Cultural Celebration
OUR STRATEGIC GOALS CREATE A LIBRARY THAT FOSTERS...

Innovation
Joy
Sense of
Belonging
Empowerment
Culture
Celebration

WE ARE THE
San José
PUBLIC LIBRARY!
Outdoor Spaces
Tween/Teen
Art Studio
Senior
Learning Zone
Outdoor
Living Room
Cafe Vibe Intergenerational
Living Room
Neurodivergent/
Sensory Learning
Early Childhood
Community Gallery
Creation Stations
Outdoor Classroom
Homework Help
Community Garden
Small
Meeting Room
Nature Center/
Trails
Medium
Meeting Room
Video Production
Labs
Maker Suite
Career Studio
Greenhouse
Educational Zones
Quiet Room
While the previously introduced strategic
framework provides the “why” behind library
transformation, the following Placemaking
Recipe translates this framework into the “how”
– demonstrating how strategic goals create
experiences through the dynamic interaction of
people, tools, and intentionally designed spaces.

The recipe shows what tools activate meaningful
experiences and what those experiences should
evoke.

These experiences are then realized through
specific placemaking components: 25 distinct
spaces and programs derived directly from
community input that will later translate differently
at each branch based on size, community demand,
and partnership activation opportunities.

Placemaking
Recipe

WHAT TOOLS WILL ACTIVATE
THE EXPERIENCE...

THROUGH OUR PLACES DESIGNED

FOR ACTIVITIES AND PROGRAMS
Staff Skills
& Talents
Technology
Program
Equipment
Collections
Partners
Volunteers
Vibrant Marketplace
Tech Zone
Welcome Area
AI Literacy
Recording Studio
Education Lab
Culinary Kitchen
Reading Garden
Multi-Purpose
Room
Large
Meeting Room
Children’s
Playground
Immersive
Storytelling
City As Connected
Communities
SAN JOSÉ PUBLIC LIBRARY
74 75

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
In the concept plans, all library locations are composed of a mix of open spaces that include a vibrant
marketplace, a cafe, an intergenerational living room,
a tech zone, and outdoor spaces. This is augmented
by a variety of flexible meeting spaces that can be
modified for specialty programs and partnerships. All
locations also have a variety of core space modifiers
and customized specialty spaces or destination features derived from community inputs.

Core Spaces
All libraries are recommended to have the core spaces
shown on the diagram to the right. These spaces have
been proven to all be necessary, 21st-century areas that foster connection, learning, and activation amongst
the community. These spaces can transform beyond
their use for typical library programming with elements like modular furniture, mobile partitions, and integrated power where possible.

Customizable Core Spaces
Not all core spaces are made equal. There are many
factors of a library that can dictate the complexity of a core space, such as the building’s footprint or staffing model. A customizable core space differs in that each of these zones can look different for every branch. These
spaces allow for the library to have choice in what is
being prioritized in their building, and/or what gaps they want to fill based on the community’s needs.

Core Space Modifiers
The customizable core spaces shown in the diagram
to the right are exemplary areas that can be mix and
matched when re-evaluating a library’s needs and goals
for their future models. By using a mix of supporting
spaces, libraries can further activate their core spaces with modern and interesting program that is sought after by the San José community.

Specialty Experiences and Destination Features
By prioritizing a specialty experience or destination
feature per branch, the SJPL system has the opportunity to stand out and be a vital resource for their community members. These suggestions were evident throughout
the community and staff engagement process.

Concurrent Programming
This variety of spaces will allow for simultaneous
programming for all ages.

SOME LIBRARIES WILL HAVE

THESE SPECIALTY EXPERIENCES
Culinary Kitchen
Woodshop/CNC
Black Box Theater
Coding Lab
Tiered Auditorium
Genealogy Center
Art StudioArt Gallery
Video Gaming Hub
Special Collections
Dance Studio
Film Studio
Fashion Studio
Music Studio
Ceramic Studio
Workforce/Immigrant
Incubation
Civic Innovation
Lab
Partner Spaces/
Hub
Wellness
Center
Business & Career/
Co-Working Center

SOME LIBRARIES WILL HAVE

THESE DESTINATION FEATURES
Language
Learning Hub
Family Learning
Center
Innovation
Lab
Placemaking Components
Core Spaces
Customizable Core Spaces
Core Space Modifiers
Community
Intergenerational
Living Room
Multi-Purpose
Room
Outdoor
Spaces
Educational
Zones
Homework
Help
Immersive
Storytelling
Education
Lab
Senior
Learning
Zone
Nature
Center/
Trails
Career
Studio
Reading
Garden
Outdoor
Living Room
Greenhouse
AI
Literacy
Neuro-
divergent/
Sensory
Learning
Children’s
Playground
Community
Garden
Outdoor
Classroom
Tween/
Teen
Early
Childhood
Maker
Suite
Welcome
Area
Cafe
Vibe
Vibrant
Marketplace
Creation
Stations
Community
Gallery
Culinary
Kitchen
Recording
Studio
Art
Studio
Video
Production
Labs
Tech
Zone
Small Meeting
Room
Medium Meeting
Room
Large Meeting
Room
Quiet
Room
77 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY76 Attachment B
SM.

MTG
RM

COMMUNITY

INTERGENERATIONAL

LIVING ROOM

WELCOME
AREA

EARLY CHILDHOOD
QUIET
ROOM

CAFE VIBE

VIBRANT

MARKET-
PLACE
LARGE

MEETING
ROOM
MEDIUM

MEETING
ROOM

MAKER SUITE

TWEEN/ TEEN
MEDIUM

MEETING
ROOMSM.

MTG
RM

OUTDOOR
SPACE

OUTDOOR
SPACE
SM.

MTG
RM
SM.

MTG
RM
Community
Gallery:

Cultural
Celebration &
Art Workshops
Bill Wilson
Support Info.

Gathering
Bay Area
Partner
Education
Classes
New Tech
- Digital
Literacy
Homeschool/
Homework
Center
Children’s
STEM Play
Space
Bilingual
Storytime
Space
Bilingual
Book Club
Student
Transport
Station
Author
Meet&Greet
TED Talk
Theatre
Garden
Classroom
E-Resource
Open Hours
Private Tutor
Space
Group Study
Space
FOCUS AREA ACTIVATION:

Educational
Success
Shown below are placemaking components that
foster lifelong learning opportunities that support
early childhood development, K-12 academic
achievement, workforce readiness, and continuous
skill-building across all life stages.

FOCUS AREA ACTIVATION:

Civic Vitality
Shown below are placemaking components that
strengthen democratic engagement, community
organizing, civic participation, and resident
empowerment to shape neighborhood and City-wide
decisions.

SM.

MTG
RM

COMMUNITY

INTERGENERATIONAL

LIVING ROOM

WELCOME
AREA

EARLY CHILDHOOD
QUIET
ROOM

CAFE VIBE

VIBRANT

MARKET-
PLACE
LARGE

MEETING
ROOM
MEDIUM

MEETING
ROOM

MAKER SUITE

TWEEN/ TEEN
MEDIUM

MEETING
ROOMSM.

MTG
RM

OUTDOOR
SPACE

OUTDOOR
SPACE
SM.

MTG
RM
SM.

MTG
RM
Coffee &
Convos
Community
Candid
Conversations
Community
Volunteer
Organization
Meeting
“Gateway“
Programs
Youth
Advisory
Committee
Children’s
Playground
Family Play
Studio
Mail-in
Ballot Box
Small
Business
Pop-Up
Bi-weekly
Townhalls
Community
Reading
Garden
ESL Classes
Private Space
for Citizenship
Assistance
ESL Study
Space
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
FOCUS AREA ACTIVATION:

Personal Health
& Wellbeing
Shown below are placemaking components that
promote individual and community wellness through
programs, spaces, and resources that support
physical health, mental wellness, stress reduction,
and holistic wellbeing.

SM.

MTG
RM

COMMUNITY

INTERGENERATIONAL

LIVING ROOM

WELCOME
AREA

EARLY CHILDHOOD
QUIET
ROOM

CAFE VIBE

VIBRANT

MARKET-
PLACE
LARGE

MEETING
ROOM
MEDIUM

MEETING
ROOM

MAKER SUITE

TWEEN/ TEEN
MEDIUM

MEETING
ROOMSM.

MTG
RM

OUTDOOR
SPACE

OUTDOOR
SPACE
SM.

MTG
RM
SM.

MTG
RM
Warming
& Cooling
Center
Intergenerational
Knitting & Crafts
Pilates/ Yoga
Studio
Culinary Kitchen
with Nutrition
Education
De-Stress
Arts & Crafts
Sensory/
Tactile Skills
Garden
Music &
Movement
Parent
Groups
Gratitude
Wall
Medical
Partners
Info Fair
Wellness
Center
Activated By
Partners
Meditation
Garden
Mental Health
Workshop
Mobile Clinic
Telehealth
Calls
FOCUS AREA ACTIVATION:

Economic
Wellness
Shown below are placemaking components that
support financial stability, workforce development,
entrepreneurship, and economic mobility through job
resources, digital skills training, and connections to
opportunity.

SM.

MTG
RM

COMMUNITY

INTERGENERATIONAL

LIVING ROOM

WELCOME
AREA

EARLY CHILDHOOD
QUIET
ROOM

CAFE VIBE

VIBRANT

MARKET-
PLACE
LARGE

MEETING
ROOM
MEDIUM

MEETING
ROOM

MAKER SUITE

TWEEN/ TEEN
MEDIUM

MEETING
ROOMSM.

MTG
RM

OUTDOOR
SPACE

OUTDOOR
SPACE
SM.

MTG
RM
SM.

MTG
RM
Community
Food Pantry
Flex Space for
Community
Meetings
Tech Skills
Business
Building &
Expansion
College Prep
Loans &
Budgeting
Skill Swap
Picnic
Parent-Child
Financial Play
Marketplace
Small
Business
Club
Park &
Museum
Passes
Friends
Bookstore for
Work Experience
Business
& Career
Co-working
Space
Community
Garden: Food
Production &
Garden
Volunteers
Support for Career
Transitions
Meeting
Space for
Businesses
Partners
Remote
Workers Office
Space
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Cultural
Identity
FOCUS AREA ACTIVATION: Shown below are placemaking components that preserve, celebrate, and amplify diverse cultural
traditions, languages, and heritage while honoring
the multicultural character that defines San José’s
soul.

SM.

MTG
RM

COMMUNITY

INTERGENERATIONAL

LIVING ROOM

WELCOME
AREA

EARLY CHILDHOOD
QUIET
ROOM

CAFE VIBE

VIBRANT

MARKET-
PLACE
LARGE

MEETING
ROOM
MEDIUM

MEETING
ROOM

MAKER SUITE

TWEEN/ TEEN
MEDIUM

MEETING
ROOMSM.

MTG
RM

OUTDOOR
SPACE

OUTDOOR
SPACE
SM.

MTG
RM
SM.

MTG
RM
Cultural
Historical
Displays
Celebrating
Generational
Culture
Partner
with SJISFF
Cultural Film
Screenings
International
Cuisine
Cooking Class
Craft & Learn:

Cultural Arts
Ethnobotany
Garden
Heritage
Costume
Storytime
Community
Heritage
Scrapbooks
Interactive
Community
Culture Map
Culture Swap
Marketplace
Seasonal
Cultural
Festivals
Community
Garden:

World
Vegetables
Language
Programs
“Hidden
Heritages”
Podcast
Studio
FOCUS AREA ACTIVATION:

Trust &
Belonging
Shown below are placemaking components that
create inclusive, welcoming environments where
all community members feel safe, valued, and
connected regardless of background, identity, or
circumstance.

SM.

MTG
RM

COMMUNITY

INTERGENERATIONAL

LIVING ROOM

WELCOME
AREA

EARLY CHILDHOOD
QUIET
ROOM

CAFE VIBE

VIBRANT

MARKET-
PLACE
LARGE

MEETING
ROOM
MEDIUM

MEETING
ROOM

MAKER SUITE

TWEEN/ TEEN
MEDIUM

MEETING
ROOMSM.

MTG
RM

OUTDOOR
SPACE

OUTDOOR
SPACE
SM.

MTG
RM
SM.

MTG
RM
“Meet Your
Neighbor”
Community
Feature Wall
Community
Puzzle Table
Pop-Up
Sensory
Room
Tech Skills
based on
Demographics
Anime/
Manga Club
Community
Created Mural
Interactive
Musical
Storytime
Board Game
Lounge
Greeter
Volunteers
Class Visits
Community
Conversations
Public Art
“Host-a-Hobby”
Program
Peer
Mentoring
Sensory Safe
Space
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
system-wide. Destination “services” are rooted in
the community’s culture, and will be hyper-local,
yet also attract from throughout the City, county
and region. This builds on how residents currently
use their libraries... as a complementary network!
Many community members have a connection
with King as a destination and two to four
branches as their “own.”
The vision for King will continue to strengthen
downtown community economic development,
City-wide partnerships, and the unique vibrancy
that the University (SJSU)/ Public Library (SJPL)
joint location offers.

The results of this will be transformative and will
be a first of its kind approach to the hub and
spoke system to serve with both equity and the
variety that honor what residents repeatedly
stated as San José’s greatest strength: the
diversity of its people and the diversity of its
cultural histories. It will also bring people together
in unique ways, in service to the good of nurturing
multi-lingual and multi-generational experiences.

The SJPL Development Strategy with a target to
reach .75 SF/ person is intended to frame both
needed growth based on this study, and realistic
growth based on future funding and operational
capacity scenarios. The national average for best
practice is .5-1.0/SF.

To create the 20 year growth strategy, this Plan
analyzed with a variety of approaches that
toggled back and forth from a City-wide macro
lens to a local library building/site assessment to
create a realistic growth strategy.

The approach outlines a way of making decisions
in the future, and encourages this methodology
be applied ongoing to respond to changing
conditions and opportunities.

Overall, this Plan recommends an approach that
phases the work alongside a customer activation
strategy that expands staff’s facilitation and
activations for placemaking and place keeping;
leverages the City’s assets to be smart with
growth, bringing value to the City, partners with a
responsible re-investment strategy for City-wide
community assets; provides a framework for real
estate growth that is responsive to development
and funding opportunities.

Pearl Branch Library, Exterior
East San José Carnegie Library, Community Room
Development Strategy
Development Strategy
This Plan illustrates a development strategy
approach to renovation, expansion, and growth
to create the conditions for services and
programs to create their greatest impact for all
San José’s residents.

SJPL’s recipe for placemaking provides the
Strategic Framework’s spaces and activation
strategies to honor the community’s requests
and support the library’s continued commitment
to innovative programming.

We recommend an annual/ bi-annual facilities
decision-making process be practiced with a
growth and investment strategy outlined below:

Renew & Sustain
Creative experimentation through temporary
activations, flexible furnishings, or pilot projects
Strengthen Partnerships
Deepen collaboration with surrounding schools,
community centers, and other organizations to
extend the library’s reach
Growth on Site
Expand existing library buildings on their current
parcels
Growth in Existing Community Assets
Add or enhance library services within already-
established civic or community facilities
Growth in Future Development
Integrate new library spaces into planned
housing, mixed-use, or civic development
projects in growth areas of the City
Untapped Site Capacity
Identifies library sites with available square
footage that could support future facility
expansion
Although the Bay Area Regional Plan predicts
that San José could grow up to 1.3 million by
2040, this Plan is using the current population
of 1.1 million - a combination of each branch’s
service area population - to assess the real estate
metrics based on national best practices. It is
recommended that the population growth be
evaluated on an ongoing basis.

The current overall square footage of the system
is 545,000 SF, including the publicly accessible
SJPL areas of King. For our study, we separated
King and the branches because of their key
differences. The focus in this study primarily
investigates the additional square footage needed
in the branches, assuming that SJPL will not
capture more space in King, expand, or relocate
the system’s main location.

The other factor we identified in the analysis of
King is that in comparison to leading central/
main peer libraries, King cannot house all of the
innovative program spaces that we are seeing in
peer city’s main libraries, like art studios, coding
labs, dance studios, music studios, partner hubs,
black box theater, a tiered auditorium, and much
more.

Yet, with an already thriving branch program this
Plan recommends that specialty destinations
and services will allow the contemporary library
services are being met complementary and
Tully Community Library Branch Interior, Teen Space
85 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY84 Attachment B
Capacity and Utilization Drives Growth
While the Plan lays out the growth recommended
in square feet , the most important aspect of
this Plan is the activation strategy that continues
to right size the materials, collections, and
technologies to enable flexible adaptable
program areas to allow for concurrent
programming and optimal utilization. This Plan
recommends that optimization will be the key
factor in determining growth and expansion.

The play and prototype phase and the realign
and recapture phases are essential first steps
to validate or re-direct the long-term growth
strategy (with a larger financial investment)
outlined in this document.

Two metrics were used in this study to
recommend square footage growth: .5 SF/capita
and .75 SF/capita. The overall SF increase that
gets the system to .75 SF/capita is 390,500 SF.

Each of the branch’s service areas are used in a
per branch assessment, with 17/24 locations not
meeting minimally adequate standards (.5 SF/
capita). In applying this to the urban conditions
of each location, the results revealed that the
Plan needs a City-wide approach to growth and
a customized approach to development based
on the location’s site constrains and adjacent
community assets, as outlined in the location
profiles.

What this Plan will deliver is an exciting vision
for the library. This Plan sets up success in the
unique conditions that SJPL has grown and
leverages those strengths and acknowledges
that the main library King are working for their
strength, the system can not only absorb it, but
be more robust as a result.

Overall, the Plan assumes the total square
footage of the branches to be:
... and advises to get to:
an increase to the overall system of:

The graphics on the following pages illustrate a
20-year growth Plan. The corresponding chart
makes recommendations for each location.

The branch profiles, located in the Appendix,
provide the library development approach for
each location.

Adaptable Recommendations
Because San José is an established, expansive
urban area with ever-evolving needs and
projected growth patterns, this Plan strives to
be flexible and responsive to these conditions.

For many of SJPL’s facilities, there are several
scenarios possible given growth possibilities and
existing site capacity.
434,500 SF
825,000 SF
+390,500 SF
87 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY86 Attachment B
+SF in
Portfolio
Strategic
Growth
Opportunities
500,000 SF
400,000 SF
300,000 SF
200,000 SF
100,000 SF
0 SF
Current Growth Scenario
A
700,000 SF
600,000 SF
800,000 SF

INCREASE

IN USABLE,

PUBLIC SPACE
+140,000 SF
Public
Space
Public
Space
Public
Space
Growth Scenario
B
Support
Spaces
Support
Spaces
Support
Spaces
+SF in
Portfolio
Strategic
Growth
Opportunities
Other:

Community Center
Synergy
Growth with Future
Development
Existing Branch SF
Responsible Growth
Growth Scenarios
By simply reimagining and realigning SJPL’s
existing locations, it is possible to add around
140,000 square feet of active public space into
the system. However, in order to bridge the
nearly 390,500 square foot gap, further growth
must occur.

SJPL’s system-wide branch growth by 390,500
square feet can be achieved either by growing
with on-site additions and net new facilities,
or by strengthening partnerships and building
library presence in nearby community centers,
growing with future development, and recapturing
untapped outdoor space.

SYNERGIZE

PLACE MAKE

EXPAND BUILD NEW
Re-align Interiors
(Renovation)
Recapture & Activate
Outdoor Spaces
Play + Prototype
Strengthen Partner/
Community Org
Relationships
Adjacent
Community
Assets
(Parks &
Community
Centers)
Leveraging
Existing
Community
Assets to
Grow Library
Presence
Future
Development
Opportunities
(Areas of
Growth)
Strategy and Structure
Represented below is this Plan’s development
strategy and structure. All library strategies will
first recommend that all locations placemake
through different levels of intervention based
on the need (play and prototype, strengthen
partnerships, realign, and recapture).

Where determined, the recommendation for each
SJPL branch will be to build new on site or to
expand library presence or square footage either
on the existing site, through growth into existing
community assets, or into future development
opportunities.

SAN JOSÉ PUBLIC LIBRARY
88 89

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
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: branches can be
modernized through interior renovations and
strategic reconfiguration of current space,
• Growth on Site: Branches with available land,
structural capacity, or underutilized outdoor/
parking areas can accommodate physical
additions without land acquisition costs.
• Co-Locate: Branches in urban growth areas can
grow in and with future development in the area
through co-location.
• Build New: Full replacement of select facilities
where lifecycle performance, resilience, and
long-term efficiency warrant new construction.
• Potential to Build New: 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 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.

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
=
Current State Recommendations
BRANCH Current SF Added SF Total Branch SF Recommendation Almaden Library (co-located) 20,000 SF 0 SF 20,000 SF Realign to capture usable SF in Almaden Community Center Alviso Library 6,050 SF 18,300 SF 24,350 SF New right-sized library inside of new development Bascom Library (co-located) 18,000 SF 0 SF 18,000 SF Realign to strengthen synergy with Community Center Berryessa Library 15,000 SF 8,000 SF 23,000 SF Grow on current site Biblioteca Latinoamericana Library 18,350 SF 0 18,350 SF Strengthen partnership with Washington Youth Center Calabazas Library 10,400 SF 15,000 SF 25,400 SF Grow on current site Cambrian Library 27,000 SF 23,000 SF 50,000 SF Grow on current site Dr. Roberto Cruz Alum Rock Library 26,000 SF 15,000 SF 41,000 SF Grow on current site East San José Carnegie Library 12,000 SF 0 12,000 SF Realign and strengthen community partnerships Edenvale Library 25,000 SF 0 SF 25,000 SF Renew and create library presence at Edenvale Community Center Educational Park Library 18,000 SF 23,500 SF 41,500 SF Grow on current site Evergreen Library 21,500 SF 20,000 SF 41,500 SF Grow on current site Hillview Library 21,000 SF 14,500 SF 35,500 SF Grow on current site Joyce Ellington Library 14,500 SF 13,000 SF 27,500 SF Renew and recapture untapped outdoor space Mt. Pleasant Bridge Library 2,200 SF 0 2,200 SF Continue to assess bridge library model Pearl Avenue Library 14,000 SF 30,000 SF 44,000 SF Build new on current site Rose Garden Library 18,500 SF 15,500 SF 34,000 SF Grow on current site Santa Teresa Library 25,000 SF 14,500 SF 39,500 SF Grow on current site Seven Trees Library (co-located) 20,000 SF 0 SF 20,000 SF Renew and strengthen synergy with Community Center Tully Community Library 25,500 SF 5,500 SF 31,000 SF Grow on current site Village Square Library 16,000 SF 0 16,000 SF Renew & Sustain Vineland Library 26,000 SF 15,000 SF 41,000 SF Grow on site and create library presence with Community Center West Valley Library 21,000 SF 34,500 SF 55,500 SF Grow on current site Willow Glen Library 13,500 SF 0 13,500 SF Renew & Sustain District 4 Net New Library 25,000 SF 25,000 SF Build New District 5 Net New Library 25,000 SF 25,000 SF Build New District 6 Net New Library 25,000 SF 25,000 SF Build New District 8 Net New Library 25,000 SF 25,000 SF Build New District 10 Net New Library 25,000 SF 25,000 SF Build New +
SAN JOSÉ PUBLIC LIBRARY
92 93

VINELAND

EDENVALE
+
+
+

BERRYESSA

ALMADEN

CALABAZAS

CAMBRIAN

ALUM ROCK

EAST SJ

EDUCATIONAL
PARK

EVERGREEN

HILLVIEW
JOYCE

ELLINGTON
PEARL

ROSE GARDEN

SANTA TERESA

TULLYBASCOM

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 to the left, the
development strategy for SJPL is intentionally
designed to remain adaptable and responsive to
future conditions. While this 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.

By allowing multiple development paths for
several locations, SJPL preserves its ability to
stay nimble and user-focused in a rapidly evolving
urban environment.

West Valley Branch, Recommended to grow with new
development or expand on existing site
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
EXPECTED OUTCOMES:

SJPL Facilities Will...
1 3 4
2 Provide opportunities for
all SJ residents to learn,
explore, connect, and grow
Be part of a greater City-
wide network in providing
physical spaces for our
partners and engaging with
existing community facilities
Provide welcoming spaces
to facilitate public forums,
workshops, and curated
resources encouraging civic
engagement and dialogue
Provide flexible spaces for
the community to gather,
celebrate, and share the
diverse cultures of San José

EXPECTED

OUTCOMES
97 FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY96 Attachment B
Branch Profiles
Branch Profiles are customized descriptions
of each location’s strengths, assets, and
future opportunities with corresponding
recommendations for how they can
better connect community members and
partners and optimize their facilities for
community impact. They recommend a
selection of placemaking strategies, interior
renovations, and neighborhood development
opportunities to help specific branch
locations better activate programs and
partnerships.

Each Branch Profile consists of:

1. Community Served

2. Facility Utilization

3. Community Context

4. Site Context

5. Community Inputs

6. Community Inputs

7. Exemplary Programs

8. Concept Plan

9. A Day in the Life Calendar

10. Development Plan & Recommendations
1 3
5 7
9 2
4 6
8 10
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

IMPLEMENTATION

FRAMEWORK
SAN JOSÉ PUBLIC LIBRARY
100 101

FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B
Next Steps
Potential Capital
Funding Sources
Programming
Funding Sources
Synergistic Funding Sources
(can be used for both capital and programming)
Institutional
Grants
Individual,
Corporate, &
Foundation
Giving
Program
Investment
as a result
of capital
improvements
Revenue Measures
Public/ Private
Partnerships
Public/ Public
Partnerships
Capital Campaign
Donations
General Fund
Construction and
Conveyance Tax
Friends Group
Donations
Higher Education
Partnerships
Corporate
Sponsorships &
Partnerships
Program Partners
(resources + expertise)
Parcel Tax
1 2
5 3
4 Develop an implementation and
prioritization strategy based on current
and future funding and development
opportunities, SJPL capacity, and
community needs.

At least annually, review and set goals
to identify facilities projects and local
funding sources.

SJPL leadership, in partnership with
the City of San José, will evolve
the branch profiles in response to
ongoing community, partner, and
neighborhood development learnings
and opportunities.

Further develop success metrics as a
City of San José and Library team.

Continue to develop the
Community Partner structure for
facilities development.

Implementation
Framework
Funding and Budgeting
Historically, funding for SJPL capital projects
has come from the San José Public Library Bond
Program, San José’s General Fund, San José’s
Construction and Conveyance Tax, and Capital
Campaign Donations. Funding for programs
comes from Friend’s Group donations, higher
education partnerships, corporate sponsorships
and partnerships, parcel tax, and utilizes the
resources and expertise of program partners.

Synergistic funding sources which can be
used for capital projects and programs include
institutional grants and individual/corporate/
foundation giving.

This plan recommends incorporating
these current funding conventions with a
comprehensive approach to leveraging
partnerships with San José’s philanthropic
community, peer agencies, private development,
and partners. San José residents will benefit from
this strategy and variety of programming and
capital monies, optimizing facilities utilization.

The City of San José has demonstrated a
significant investment in Library facilities in
the 2000s, with many facilities having recently
celebrated their 20th anniversary. This is the
perfect time to take on this planning work as
improvements will be needed soon in alignment
with key building system lifespans (25-30 years).

Funding and Investment Models
This plan will enable a synergistic approach to
capital and programmatic funding by leveraging
the variety of sources to create a sustainable
model of increased funding opportunities, as
illustrated in the Venn diagram (right).

Innovative Partnership and Development
Opportunities
• Partnerships with peer governmental
organizations for co-funded/co-located
facilities
• Partnerships with community organizations to
increase library presence and synergies
• Public-private partnership opportunities
• Incorporation into new mixed-use
development
Decision-Making Framework
The plan’s methodology — from its robust
engagement process, to its guiding principles,
locally-relevant data-centric inputs, and
best practice applications — establishes a
process and provides a set of decision-making
frameworks for SJPL and its communities to
continue to collaborate as they advance and
evolve the plan over time.

The overall framework includes mechanisms
for prioritizing decisions for collective impact
including the dynamic Equity Index, sustaining
engagement with communities, maintaining a
community-centric focus, and leveraging the
library’s trusted relationships with community
members and partners. With an inherent
community feedback structure, the plan ensures
the process, research, engagement, and
alignment is continually self-generated, providing
an ongoing framework for investment and growth
over the next 20 years.

Measuring Success, Capturing Feedback
The 2025 Library Facilities and Customer
Experience Plan incorporates the latest social
impact and upward mobility assessment tools,
positioning SJPL to apply a more sophisticated
and relevant approach to assessing the success
of facility transformations.

Implementation Framework
Annually, SJPL, in strategic collaboration with
the City of San José, will engage community
members and community-based organization
partners to evaluate community needs and
opportunities.

SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

CONCLUSION
San José’s strength lies in its diversity, creativity,
and spirit of innovation, and the San José
Public Library is where those qualities come
together in public life. More than a network of
buildings, SJPL is a City-wide ecosystem of
access, learning, and belonging. It provides every
resident with a trusted space to grow, create,
and connect. In a City defined by technological
progress, the library remains San José’s most
human infrastructure and nurtures curiosity,
empathy, and collective imagination.

This Facilities and Customer Experience Plan
envisions a library system that evolves in
step with its City, expanding, realigning, and
partnering to meet the needs of a changing
population. Through collaboration with housing,
education, and community partners, SJPL can
transform underused space into opportunity
and integrate libraries into the fabric of new
development. Each branch becomes both a
neighborhood anchor and a civic activation,
supporting digital access, cultural exchange, and
resilience among communities.

SJPL’s capital funding model is designed
to leverage, scale, and amplify community
contributions. By pooling resources through local
taxes, philanthropic contributions, and strategic
partnering, the San José Public Library enacts
a collective impact construct. This enables
residents to benefit from a return on investment
greater than the sum of its parts. As an active
component of its communities, San José Public
Library is integral to fostering inclusivity and
equity for San José residents. When optimally
activated for public good, its places will
strengthen community and generate powerful,
positive social impact.

As San José grows, so too will its library’s
capacity to shape equitable and connected
neighborhoods. The library’s future is not only
about new buildings but about creating new
possibilities for learning and shared civic life. With
this Plan as a guide, the San José Public Library
is poised to redefine what a library can be in the
21st century: a dynamic, inclusive, and forward-
looking engine for the City’s collective future.

Investment Strategy
PLAY + PROTOTYPE
Friends of the Library
REALIGN + RECAPTURE
SJPL Foundation

MAJOR IMPROVEMENTS
/ NEW
Capital/Revenue Measure
Community
Etsy Shop
Idea
Box
YouMedia
Activation
Play
Blackbox
Theater
Culinary
Teaching
Kitchen Imagine the Possibilities!
Reconfigure and
refresh interior space,
reclaim shared space,
or capture unused
outdoor space
• Grow/New on
Existing Site
• Grow in
Community Assets
• Grow in Future
Development
Investment Strategy
To give SJPL a spectrum of budgetary options
for systemwide growth, the Plan identifies small,
medium, and large project investment scenarios,
providing a framework for implementation that
takes advantage of investment opportunities for
the greatest impact. Projects can be generally
framed by size and funding sources with an
acknowledgement of other synergistic funding
sources.
• Play + Prototype (Small): Funded by Friends
of the Library
• Realign + Recapture (Medium): Funded by
SJPLF
• Capital Projects (Large): Revenue Measures
This approach provides a set of impactful,
innovative prototype projects to align with
philanthropic investments (or Friends Group
donations), and it enables an equitable
systemwide approach to facilities projects rooted
in community needs, partner activations, and
SJPL organizational capacity. The approach is
also a resource for future funding opportunities
that the City of San José may incorporate.
105
FACILITIES & CUSTOMER EXPERIENCE PLANSAN JOSÉ PUBLIC LIBRARY104 Attachment B
Attachment B
GeoCortex Viewer
Esri, CGIAR, USGS, City of San Jose, County of Santa
Clara, California State Parks, Esri, TomTom, Garmin,
SafeGraph, FAO, METI/NASA, USGS, Bureau of Land
Management, EPA, NPS, USFWS
City Boundary
1/20/2025, 9:57:44 AM
0 7 143.5 mi
0 10 205 km
1:365,371
Public Works, City of San Jose
County of Santa Clara, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | Esri, NASA, NGA, USGS | City of San Jose | GeoCortex Viewer
Esri, CGIAR, USGS, City of San Jose, County of Santa
Clara, California State Parks, Esri, TomTom, Garmin,
SafeGraph, FAO, METI/NASA, USGS, Bureau of Land
Management, EPA, NPS, USFWS
City Boundary
1/20/2025, 9:57:44 AM
0 7 143.5 mi
0 10 205 km
1:365,371
Public Works, City of San Jose
County of Santa Clara, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | Esri, NASA, NGA, USGS | City of San Jose | ALVISO
WEST
VALLEY

VINELAND

EDENVALE

BERRYESSA

ALMADEN

CALABAZAS

CAMBRIAN

ALUM ROCK

EAST SJ

EDUCATIONAL
PARK

EVERGREEN

HILLVIEW
JOYCE

ELLINGTON
PEARL

ROSE GARDEN

SANTA TERESA

TULLYBASCOM

SEVEN TREES

WILLOW GLEN

BIBLIOTECA
MT. PLEASANT

VILLAGE
SQUARE
+
Realign / Recapture
Expand on site
Community Center
collaboration
Co-locate with new
development
+ Net new library
SJPL Development Scenario #1
KING
SJPL Development Scenario #1
This development scenario focuses on the
immediate, actionable steps that SJPL can take
over the next 5-10 years to improve service
quality, respond to urgent facility needs, and lay
the groundwork for more significant long-term
changes. While not every branch will undergo
major transformation in this timeframe, targeted
improvements, particularly through realignment,
recapturing outdoor space, and strategic
partnerships, can yield meaningful benefits
across the system.

Strengthening Core Service Areas
A key focus of this scenario is to set a goal
for each community to be served with 0.75
square feet per capita. This benchmark (see
Methodology chapter) supports equitable access
to library services across communities.

Many development recommendations for this
Plan emphasize the need to realign interior
space and recapture underutilized areas such as
outdoor space or adjacent community spaces.

These interventions allow SJPL to:
• Respond to increased community use without
major reconstruction
• Improve the usability and flexibility of interior
layouts
• Begin addressing disparities in access, space,
and programming
Branches such as Hillview, Educational Park,
Cambrian, and Calabazas are prioritized in the
short-term for expansions on their current sites,
as their surrounding communities show strong
use patterns and growing demand for services.

These early investments are essential for
preparing high-performing branches to continue
scaling their services.

Partnership Opportunities
SJPL Development Scenario #1 efforts also
include building stronger collaborations with
nearby community centers.

This includes:

Vineland and Edenvale, where initial
conversations can
begin to identify space-sharing
or co-location opportunities within existing
community center facilities.

These partnerships offer potential for expanded
programming, flexible use of shared space, and
coordinated service deliver in underserved areas.

Similarly, Alviso Branch
is positioned to explore
opportunities to co-located within future
development. While no immediate construction is
planned, SJPL can begin conversations with the
city to ensure SJPL is part of this process.

Berryessa: New Library Investment
Among the short-term priorities, the most
significant investment recommendation is the
development of a new library facility in the
Berryessa area.

Berryessa is one of SJPL’s highest-performing
branches and serves a family-centered,
densely populated district. Despite this strong
performance, the existing facility is undersized
for its service area and unable to meet space
demands.

To address this, the Plan recommends the
construction of a new 30,000 square foot library
within the district. This facility will relieve capacity pressure and create opportunities to expand
exciting programming.

Berryessa Branch Library,
existing reading and work areas
SAN JOSÉ PUBLIC LIBRARY
107 108

VINELAND

EDENVALE
+
+
+

BERRYESSA

ALMADEN

CALABAZAS

CAMBRIAN

ALUM ROCK

EAST SJ

EDUCATIONAL
PARK

EVERGREEN

HILLVIEW
JOYCE

ELLINGTON
PEARL

ROSE GARDEN

SANTA TERESA

TULLYBASCOM

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 Scenario #2
SJPL Development Scenario #2
As illustrated in the map to the left, this
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. In the Appendix,
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.

The proposed new branches include:

Berryessa Branch (recommended in a short-term
development strategy)
Districts 6 & 9: A 30,000 square foot branch
proposed to serve both Council Districts 6
and 9. This new library aims to meet increasing
community demand between the Willow Glen,
Pearl A
venue, and Cambrian Libraries.

District 4 Library: In addition to the Berryessa
Branch, another new 30,000 square foot library in
Council District 4 is proposed to enhance access
in North San José to address a service gap
between Alviso Library, Educational Park Library
,
and Joyce Ellington Library.

Santa Teresa Area Library: A new 30,000
square foot branch in the Santa T
eresa area will
respond to the area’s residential growth and
improve geographic equity in library access.

Valle Vista Area Library: A new 30,000 square
foot branch that will address new growth in the
area as well as physical barriers to service from
Downtown San José.

West Valley Branch, Recommended to grow with new
development or expand on existing site
KING
SAN JOSÉ PUBLIC LIBRARY
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FACILITIES & CUSTOMER EXPERIENCE PLAN
Attachment B

San Jose City CouncilMay 5, 2026

San Jose City Council
May 5, 2026