Santa Clara City Library
Library Facilities Master Plan
July 30, 2025
Table of Contents
Planning Principles 5
Executive Summary 7
Recommendations 13
Community and Staff Engagement 20
SCCL Demographics and Circulation Data 26
Mission Branch 38
Library Service Assessment 40
Recommendations 45
Pricing 49
Northside Branch 50
Library Service Assessment 52
Recommendations 57
Pricing 59
Central Library 60
Library Service Assessment 62
Recommendations 67
Pricing 70
New locations Recommendations 71
Staffing 74
Cost Schedule 78
Cost Timeline 80
Funding Strategies 82
Recommendations 83
Library Funding Strategies 86
General Plan 92
Energy Management and Sustainability 105
Appendices 106
A. Stakeholder meeting minutes 107
B. Public Engagement summary 135
C. Staff meeting minutes 139
D. Staff survey 152
E. Peer Library Data 189
E. Property Facilities Assessment 191
Mission Branch Library 192
Northside Branch Library 225
Central Park Library 263
G. FFE Solutions 306
Acknowledgments
The following groups and people have generously given
their time and attention to make this assessment possible.
Santa Clara Libraries Staff
Santa Clara Library Staff
Patty Wong, City Librarian
Mila Rianto, Assistant City Librarian
Sami James, Management Analyst
Lee Hagan, Library Division Manager, Support Services
Central Park Library Staff
Mission Branch Library Staff
Northside Branch Library Staff
Advisory Committees
Development Cabinet
Historical & Landmarks Commission
Parks & Recreation Commission
Planning Commission
Senior Advisory Commission
Station Area Task Force
Youth Commission
Board of Library Trustees
Santa Clara City Library Foundation and Friends Board
Special Thanks
Jōvan D. Grogan, City Manager
Elizabeth Klotz, Assistant City Manager
Reena Brilliot, Director of Economic Development & Sustainability, City Manager’s Office Gaurav Garg, Director and Chief Information Officer, Information Technology Afshan Hamid, Director of Community Development
Craig Mobeck, Director of Public Works
Raj Singh, Senior Information Technology Services Manager, Information Technology Ken Winland, Building Maintenance Manager, Public Works Lesley Xavier, Planning Manager, Community Development
Members of the Santa Clara City Community
Author
MSR Design
Contributors
Pathway Group
June Garcia, LLC
Building Analytics
Rider Levett Bucknall
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SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Santa Clara City Library branch locations
These principles serve as our overarching guidelines for translating the City of Santa Clara Library’s vision, mission, values, and goals. They apply both to the libraries at the system level and the branch level. While each community presents different circumstances and needs that will necessarily impact the library services, these principles assist each location in embodying the core values of Santa Clara City Library and will help accomplish their mission of, “enhancing lives and strengthening our diverse communities by providing the best in information, cultural and technical enrichment, a wide range of programs and services, and opportunities to achieve dreams.”
PLANNING PRINCIPLES
Planning Principles
One Santa Clara—a common experience
Embody the Library’s vision, mission, and values through shared services and experience.
Together, each branch shares resources and programs to provide holistic services to the entire community.
Neighborhood—each branch is unique
Each branch is unique to its neighborhood, and specific services are tailored to meet its community’s needs.
Discover what’s possible—all branches working together
Partnerships, both inside and outside the building, strengthen connections to the community, city, parks and recreation, and other services. Strong partnerships will ensure the library is able to provide information resources, collections, services, and programs to support the diverse interests and needs of customers of all ages.
Along with these principles, it is the intent of this plan to align with, and support, City of Santa Clara’s goals and general plan.
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EXECUTIVE SUMMARY
Executive Summary
Library Facilities Master Plan
A Library Facilities Master Plan for Santa Clara
City Library (SCCL) provides information to
guide decisions regarding future capital
investments for the next 20 years. The plan
utilizes three categories of inputs to help
establish priorities and create a flexible
approach to system-wide updates.
• Stakeholder input
• Usage and demographic data (e.g., SCCL,
City of Santa Clara)
• Existing facilities and service observations
The plan provides an analysis of each existing
branch within the system. The ability of each
location to serve the public is contextualized
by comparing it to national trends in
library service. Additionally, each branch is
considered in the context of other branches
and community dynamics to help reduce
duplication, ensure proper service coverage,
and promote efficiencies. The plan seeks to
establish minimum requirements, prepare each
branch for the future, promote activation of
all locations from both the neighborhood and
community and promote system-wide use.
Paths to funding the recommendations in
this plan have been identified with options
in a flexible timeline that can be adapted to
changing economic conditions. The funding
plan begins with recommendations for current
available bond funds and looks to potential
future funding sources for meeting the
continued community needs and growth.
All existing facilities’ conditions have been
assessed. Year-to-year cost projections
for maintenance required—escalated on a
timeline for budgeting purposes—are included
in this plan. It is recommended that these
improvements be funded through the general
fund annually, as not to pull resources for future
needs. Bond funds typically can not be used for
maintenance needs.
The timeline also takes into account ongoing
new operational energy costs and staffing costs
to provide a holistic look at funding needs. All
recommended projects shall follow the City
of Santa Clara’s Sustainability and Energy
Management and Sustainability Policy, included
in this report for reference.
Stakeholder Input
SCCL and MSR Design held engagement sessions
at all library branches and at community events
that included staff, community members, and
community stakeholders.
The team received 567 online survey responses
and spoke to over 620 participants over the
course of more than 35 combined hours of
engagement. Materials were provided in four
different languages.
Executive Summary & Recommendations
Community engagement at SCCL’s 2024 Comic Con
7 SCCL Facilities Planning + Condition Assessment
EXECUTIVE SUMMARY
The following needs have emerged from the
input:
• Expanded hours including weeknights and
weekends.
• More connection to the outdoors (e.g., learning
gardens, shaded areas, and outdoor play
areas adjacent to libraries).
• 21st century library programming in the form of
hands on learning and access to technology
and AV studio-like learning spaces.
• Continued support, welcoming spaces, classes
and services for ESL community members.
• More meeting rooms and study spaces with
up to date, easy to use technology.
• Materials and services in all languages.
• Places for Santa Clara’s diverse cultures and
communities to come together.
• Ease of access for all community members.
These themes suggest that the existing library
facilities would benefit from:
• More/improved program spaces for all-ages
with after hour access.
• Increased small study and meeting spaces.
• Improved indoor/outdoor access.
• Spaces that support and celebrate the
cultural diversity of the area.
Library Usage and City Demographic Data
To allow comparison to peers, data is collected
from the Institute of Museum and Library
Services (IMLS, www.imls.gov). The below
analysis draws from 2022, the most current data
available from IMLS. Later in the report, more
recent information from SCCL is provided but this
can not be compared to peer libraries.
Library Collection key points
• The size of the physical collection is greater
than the average collection of peer libraries.
• There is a large number of languages spoken
in the city which influences collection size
• Re-balancing based on demographics and
languages spoken is needed (i.e., English
collection should be right sized per the
peer average; the number of international
languages would increase the need for a
larger collection size).
• The collection needs to be updated and
modernized to include more digital collection
• Periodic weeding should continue at all
branches to ensure the collection continues
to stay relevant and all neighborhoods have
access to desired materials in the languages
of the community.
• Future planning at the branch level should
consider neighborhood browsing preferences
and demographic makeup to inform
proportions of program space to collection
space.
• International language collections should be
available to some extent at all libraries but rely
on interlibrary loan to allow the majority of the
collection to be housed at Central Park Library.
Library Circulation and Use Data key points
• The average physical circulation per capita
for SCCL’s peer group is 1.31. SCCL’s physical
circulation rates system-wide are 3.48, over 3x
higher than library peers. Circulation is highest
at Central Park Library; the Northside and
Mission branches are both lower than the peer
library average.
• SCCL has a slightly lower than average
program count with slightly higher than
average program attendance. Children’s
programs attendance rate is exactly average.
• The SCCL is open one-fourth of the hours
of its peer average with almost double the
operating revenue and about 73% of visitors.
FSCS ID Library Name Locale Legal Basis Fiscal Year
Service Area
Population
Branch
Libraries Bookmoblies hours/year
Total Operating
Revenue ($)
Total
Library
Program
Children's
Program
Total Program
Attendance
Childre
Progra
Attendan
CA0125 SANTA CLARA CITY LIBRARY City (12) Municipal Government (city, town or village)
2022 130,127 2 1 2,864 11,024,757 793 169 29,330 11,457 Median Value of Peer Libraries 138,014 2 0 8,390 6,709,519 838 279 23,250 11,45 see appendix
FSCS ID Library Name Locale Legal Basis Fiscal Year
Service Area
Population
Branch
Libraries Bookmoblies hours/year
Total Operating
Revenue ($)
Total
Library
Program
Children's
Program
Total Program
Attendance
Childre
Progra
Attendan
CA0125 SANTA CLARA CITY LIBRARY City (12) Municipal Government (city, town or village)
2022 130,127 2 1 2,864 11,024,757 793 169 29,330 11,457 Median Value of Peer Libraries 138,014 2 0 8,390 6,709,519 838 279 23,250 11,457 see appendix
FSCS ID Library Name Locale Legal Basis Fiscal Year
Service Area
Population
Branch
Libraries Bookmoblies hours/year
Total Operating
Revenue ($)
Total
Library
Program
Children's
Program
Total Program
Attendance
Children's
Program
Attendance Physical Visits
Registered
Users Total Circulation
books and
other
printed
material
Internet
Computers
Computer
Uses
Wireless
Sessions
Total Operating
Revenue ($) Per
Service Pop
Total
Staff
CA0125 SANTA CLARA CITY LIBRARY City (12) Municipal Government (city, town or village)
2022 130,127 2 1 2,864 11,024,757 793 169 29,330 11,457 248,926 59,794 1,798,394 453,506 120 17,013 67,275 85 49.8 Median Value of Peer Libraries 138,014 2 0 8,390 6,709,519 838 279 23,250 11,457 342,043 55,545 727,667 181,094 110 32,650 98,951 66 55 see appendix
When the library is open it is working hard. However some realignment of operating revenue and the number of hours open should be considered.
City of Santa Clara Demographic Data Key Points:
Per the most currently available census data, Santa Clara is a highly diverse and non-white community (32% of the population is white). 45% of the population is foreign born. 56% of the population speaks a language other than English at home. Over 95% of the population has access to a computer and have a broadband Internet subscription. 65% of the population that can have a bachelor’s degree or higher, does. In short, this is a highly educated community with ample access to computers. It is also a community with a large number of people new to the area and country, which should be reflected in library services and materials by:
• Offering introductions to services of the library, community, and government. • Offering programming and materials in many different languages. • Providing educational programming and celebrating the great diversity of cultures.
The need for desktop computers in the library is a lower priority than its peers, due to the high percentage of households with computers and high-speed Internet access. information above is from https://www.imls.gov/search-compare and assumes all library system have 1 central library 8 9
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
EXECUTIVE SUMMARY
2007 first iphone
1999 first blackberry
1992 first smartphone
1985 first commercial laptop
1998 e-books in libraries
2003 free ebook lending
1975 online catalog reality
2015 Smithsonian declares
card catalog dead
2020’s partnerships and
hands-on learning
initial construction
building addition
minor renovation
legend
A System Overdue for Investment
A review of branch operations and space layout
for the SCCL system reveals the following:
• All library locations were designed prior to
major shifts in library service trends related
to hands-on learning and mobile information
access (though the Northside and Mission
branches have elements of the new service
model).
• Central Park Library was designed and built
during the emergence of mobile technology.
It hasn’t been updated to address new
programming elements and staffing models
resulting from mobile technology. Re-planning
Central Park Library provides opportunities for
greater efficiency and a potential net gain of
usable space for updated programming.
2030
2020
2010
2000
1990
1980
1970
1960
1950
NORTHSIDE
CENTRAL
MISSION FAMILY READING CENTER BRANCH
library service transforma-
tion = new approach to
library design
The return on investment in libraries can be
substantial. Studies in Texas, Florida, Indiana,
Ohio, Pennsylvania, South Carolina, Vermont,
Wisconsin, and Minnesota corroborate this
with ROI’s ranging from $2.38 to $6.96 for
every dollar spent.
Bureau of Business Research IC 2 Institute
MISSION
CENTRAL PARK
NORTHSIDE
Residential Building Permit Heat Map
based on CSC development projects story map.
This provides direction to allocate the projected
population growth to a specific library service area.
Current SQ FT: 7,906 sf
Current pop served: 18,546 ppl*
Projected 2045 pop served: 23,357 ppl
Existing Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
Current SQ FT: 17,355 sf
Current pop served: 24,404 ppl*
Projected pop served: 48,460 ppl
Current Sq ft / capita : .71
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
EXECUTIVE SUMMARY
Current SQ FT: 88,550 sf
Current pop served: 89,526 ppl*
Projected pop served: 92,734 ppl
Current Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
MISSION BRANCH LIBRARY
NORTHSIDE BRANCH LIBRARY
CENTRAL PARK LIBRARY
A Growing Community
The City of Santa Clara is a rapidly growing community with a 2025 population of 131,887 people, with a projected 2030 population of 154,524 (table 5.2-1 in the City’s General Plan). By 2040 the population is expected to expand to 159,500 (see City’s May 2024 Housing Element). Projections show the City of Santa Clara will grow more rapidly than other places in Santa Clara County and will be approximately 164,000 by 2045. The area north of the city will see more population growth as demonstrated by the residential building permit heat map, with growth focused around public transportation lines. The south is already developed and zoned for low density housing. Growth is the south is projected to be about a quarter of what is expected north of HWY 101. The below projected populations are estimated based on data provided in the City’s General Plan and Housing Element. The numbers account for a population growth of 32,078 by 2045 with 75% of that in the Northside branch service area (24,059). A projected 60% of the 25% remaining is allocated to Mission branch area due to the Station Area Plan already underway (4,811). 40% of the 25% remaining is allocated to Central Park (3,208). Central Park serves as a main library and includes system administration. For this reason, the required square footage is over the .75 that is a typical SF / capita for 21st century libraries.
In 2045, Mission Branch service area should
have 17,518sf.
As a site-challenged building, Mission Branch
is currently, and will continue to be, undersized
for the population served. However, a modest
addition and its proximity to Central Park Library
alleviates the undersizing issue. This will be
discussed in the recommendations section.
Northside Branch area is projected to double by
2045. To accommodate this growth Northside
Branch service area should have 36,345 sf.
Northside Branch is currently sized well for
its service population, but will quickly be
undersized.
In 2045, Central Park Library service area should
have 69,550 sf. However, administration and
other main library functions are housed here,
requiring more square footage.
Central Park Library is currently rightsized and
will remain so with projected population growth.
*number provided by SCCL
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EXECUTIVE SUMMARY
The Role of Libraries Today
Library services have changed dramatically since the early 2000’s, with less emphasis placed on the physical collection and a greater emphasis on providing access to electronic resources and services for 21st Century literacies, including expanded programming, spaces and technologies for content- creation, community gathering, active learning, and spaces for community partners to expand services to the community. Recommendations to follow bring the SCCL system into alignment with services provided in next-generation libraries.
Flexible program spaces that can be used outside of program hours Dedicated teen spaces
Outdoor community spaces
EXECUTIVE SUMMARY
Production studios
Sensory rooms
Job skills training
Recommendations
RECOMMENDATIONS
The following recommendations reflect the planning
team’s knowledge and understanding of the needs
for Santa Clara City Library. Recommendations may
need to be reordered depending on funds available,
unexpected population shifts, or any number of
outside factors.
1. Maintain all existing libraries.
The existing buildings in the system are well cared-
for and well-constructed. Continued maintenance
is required to ensure they will be an asset to the
community for decades to come. The appendix
includes a Property Condition Assessment (PCA) for
each branch. The assessments include top priority
maintenance issues in 2025 dollars. The maintenance
should be accomplished with funds as they become
available and completed in order of importance.
Primary maintenance recommendations:
• Central Park Library. Replacement or coating of
flat roofs; replacement of joints around exterior
of building. Mechanical equipment was installed
during original project and is at its useful lifespan;
should be replaced.
• Northside Branch. Original installation of the exterior stone cladding is a known ongoing issue with
resolution anticipated soon, and thus not included
as an item in the PCA report. The library is in good
working order and should be maintained as
required.
• Mission Branch. Replacement of the roof;
replacement of asphalt concrete to the south of
the building (due to cracking).
2. Provide updated services and spaces in
existing libraries.
Mission and Northside branches are vital to their
respective communities. Growth projections suggest
that both branches are or will be undersized for the
communities served. Due to site constraints neither
building can be e xpanded enough
to meet projected populations. It is
recommended that these branches
undergo renovation to ensure they
are providing the best services for the
communities they serve, and that new
branches or service points in these
areas of the city
are provided to cover
the additional po pulation growth
projected.
Central Park Library functions as the
main library and is considerably
larger than the two neighborhood
branches. Because of its size Central
Park Library has the ability to offer
more diverse spaces and 21st century
programming with modest renovation
and reconfiguration.
3. E
xpand to serve a growing
population.
Ease of access to library buildings
was noted in stakeholder feedback
as being a critical component of a
successful library system. To make the
library accessible to the entire City of
Santa Clara, it is recommended that a
satellite branch be created as part of
the Station Area Plan and that a new
branch, or a joint-use, leased or
repurposed available space, be created in
the northwest quadrant of the city.
These new service
locations will
provide library services to both newly
developing areas and round out
coverage of the SCCL system.
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RECOMMENDATIONS
moderate
renovationmajor renovation
+ addition
Recommended investments in North Santa Clara
• Short term | Allow after hours access to the large program room of Northside Branch by modifying existing doors to the library and providing additional security at required doors. Replacement of automatic material handling (AMH) system is underway which will provide additional usable staff space.
• Intermediate term | Renovate interior of Northside Branch to provide more meeting and/or study rooms. Move shelving and equipment and purchase new furniture to provide more places for patrons to study and meet and allow staff better sight-lines throughout the building. Due to the exterior stone cladding issues, the timing of a renovation of this location may be affected. • Long term | A new branch of 18,000-20,000sf should be added to the northwest area of the city to accommodate planned development. The branch should provide collection, meeting space, outdoor programming space, and 21st century programming (e.g., hands-on learning). A joint use, such as pairing the new northwestern branch with other services (e.g., a recreation center, senior center) would provide residents access to multiple services with efficient use of city funds. The branch could also be incorporated into a development project, leased space, or make use of existing inactive city-owned facilities. • easy access for future
populations and
development
• shared facility to
efficiently use public
funds in providing the
community with both a
library and recreation
function
• services and spaces
that provide 21st century
library programs,
technology, collection,
and meeting rooms
• outdoor space for
gathering, library
programs, connections
to parks for large
community events
• improved entry
• flexible seating
• meeting rooms
• after hours
access to
community
room
• improved staff
space to allow
collaboration
• improved
outdoor space
to include
community
gardens and
shade
new branch
RECOMMENDATIONS
major
renovation
satellite
branch
• 21st century
program spaces
like maker space,
production studio
• special collections
to celebrate Santa
Clara, Read Santa
Clara; expanded
international
language
collection
• meeting spaces of
all sizes
addition
• after-hours
access to the
program room
and additional
toilets, storage,
and tool library
• staff space
efficiencies;
relocate and
update library
technologies
• easy access to
library services
• market place
and other areas
for people to work
and collaborate
Recommended investments in South Santa Clara
• Short term | Minor renovation and addition to Mission Branch. Although this building has the newest renovation in the system, the community would benefit from after hours access to the programming room. Accommodating expanded access requires a bathroom and would benefit from a larger storage room to allow the existing kitchen to be used for its intended purpose. After hours access to restrooms benefits the park as well. Therefore, ideally the renovation is designed to allow safe access to the restrooms from the meeting room outside of regular library hours as well from the park when the library is not in use. Activation at Senior Center and Community Resource Center is also recommended. •
Intermediate term | Add a satellite branch near the Station Area Plan development, ideally as part of a larger complex (e.g., as a storefront in a shopping center). The branch location should provide access to library services north of the rail line. Provide 24 hour library kiosks in this zone to test interim need and
use.
• Long term
| Major renovation of Central Park Library. This branch should provide 21st century library programming—and has the square footage to do so. Realignment of staff and public spaces will make room for additional spaces meeting 21st Century library needs (e.g., a maker lab, production studio,
enhanced community lounge with larger international collection, additional meeting spaces, a cafe that extends service to the park).
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RECOMMENDATIONS
An analysis of community needs, population projections, demographics, and an evaluation of existing library spaces influence the order of priority, and availability of resources. The geographic location of planned development and population growth in relationship to the geographic location and size of existing facilities are the leading factors in the priorities of the recommendations. These plan recommendations reflect current need.. Factors may change over time and necessitate an adjustment of priorities.
Below is a summary of priorities (in order from high to low priority)
1. Northside Branch Modernization / Renovation
2. Mission Branch Addition
3. Station Area Satellite Branch (new location)
4. Northwest Branch (new or re-purposed city-owned location; noted potential for joint-use partner as library / recreation center)
5. Central Park Library Modernization / Renovation
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.
Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.
FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.
Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.
The below estimates may change depending on the project’s design and options implemented. All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction.
See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.
1. Northside Branch Modernization / Renovation: $1,063,983 • Construction Project Cost: $792,450
• FF&E: $55,200
• Additional Building Needs: $213,333
2. Mission Branch Addition: $1,476,603
• Construction Project Cost: $1,252,800
• FF&E: $10,470
• Additional Building Needs: $213,333
Priority of Needs
RECOMMENDATIONS
3. Station Area Satellite Branch: $4,502,550
• Construction Project Cost: $4,202,550
• FF&E: $300,000
4. Northwest Branch: $37,277,200
• Construction Project Cost: $36,277,200
• FF&E: $1,000,000
5. Central Park Library Modernization / Renovation: $10,838,633 • Construction Project Cost: $8,912,700
• FF&E: $910,000
• Additional Building Needs: $1,015,833
At the intersection of the City of Santa Clara residents’ needs and the cost to meet those needs are the potential funding mechanisms to provide the resources necessary to meet such needs. Our recommendations take into account current and potential (future) funding sources.
Utilization of 2024 Bond Funds
• Santa Clara passed Measure I in 2024 with ~$9M designated for library improvements. • The plan prioritizes renovations for Northside Branch, Mission Branch, and Central Park Library • The possibility for using bond funds for the Station Area Satellite Branch could be explored pending timing of securing potential development partners. However, if the development partnership is in a leased space there may be restrictions on the use of bond funds for this new branch location.
• Partner with Santa Clara City Library Foundation and Friends to identify philanthropic support for projects (similar to recent Northside Branch and Central Park Library projects).
Philanthropic Support
• Strengthen collaboration with the Santa Clara City Library Foundation and Friends by aligning its mission with the library’s strategic and master plans.
• Develop a fundraising plan and provide training for The Santa Clara City Library Foundation and Friends and library leadership.
Potential funding strategies based on project
Future Northwest Branch
• Once the Central Park Library COP fund is paid off (2032), reallocate the funds to support a new joint use facility
• Explore public-private partnerships and launch a capital campaign with philanthropic funding to Funding Recommendations
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RECOMMENDATIONS
enhance community support and limit taxpayer costs.
• Leverage GFOA’s (Government Finance Officers Association) Putting Assets to Work Program to incorporate mixed-use development and generate ongoing revenue. https://www.gfoa.org/paw • Collaborate with Parks & Recreation to advocate for a joint-use library and recreation center, maximizing city resources.
• Evaluate a General Obligation (GO) Bond option instead of a COP for future library projects, incorporating philanthropic support to increase voter approval.
Station Area Satellite Branch
• Explore opportunities for a partnership with a developer to fund construction. • Explore philanthropic support for innovative service models, such as satellite locations, that bring library resources closer to where community members live and gather..
Deferred Maintenance
• Work with city management to create a capital maintenance plan for high-priority deferred maintenance projects that won’t be covered in upcoming renovations. • Consider funding deferred maintenance projects not included in the master plan renovations through capital funds from the city, or through an opt-in round-up program or a parcel tax within the next 2-3 years.
Growth Based Funding Analysis
When communities consider building new infrastructure or enhancing existing facilities, it’s important to acknowledge that resultant fees or taxes can have financial implications for developers, taxpayers, and the broader community. Our work is designed to provide public administrators and policymakers a comprehensive overview of funding tools, including examples of how Santa Clara’s peer communities have effectively utilized such tools. We have also provided high-level justifications and data for their application now and in the future.
We are recommending the following per-capita library space needs based on community needs, future growth, population service area, and physical access to library services:
• Central Park Library: 0.75 sf per capita
• Northside Branch Library: 0.75 sf per capita
• Mission Branch: 0.75 sf per capita
With new development comes additional needs to serve those specific geographic areas. Part of the infrastructure needed to support new residents includes additional library facilities.
This Facilities Master Plan aligns the library with the City of Santa Clara’s General Plan, correlates with the Santa Clara City Library’s Strategic Plan, and recommends facility planning standards by which changes for the next 20 years are made.
RECOMMENDATIONS
Future Needs
This Library Facilities Master Plan Report identifies current deficiencies and future needs of the library and how population growth in the next 20 years will impact the resources necessary to meet the needs of the growing population. Service population growth will create increased demand for library services. This increased demand will create inadequate service levels and inequality of services unless services—and access to services—expand. This facility master plan addresses deferred maintenance needs, additional space needs, and additional staffing needs to support the services necessary to meet the needs of residents and in correlation with the city’s general plan.
Funding and Capital Improvement Plan
This facilities master plan acts as a capital improvement plan that identifies key projects and areas for improvement and provides funding options that bring together public and private dollars to enable the library to achieve the recommendations. Understanding potential funding sources allows the plan to be a comprehensive guiding strategic document. These recommendations will help city leaders, developers, and community stakeholders understand the financial impacts and pathways available to ensure long-term growth and sustainability for the library.
The approach ties current and future community growth to infrastructure demands. By analyzing community demographics, current city budgets, past and current bonds, past philanthropic support and existing library COPs, we have identified opportunities for funding both “low hanging fruit” and more substantial projects that will support the demands of a growing community.
Reasonable Benefit
With population growth and development comes increased demand for facilities that support the growth, heightened wear and tear on buildings, increased maintenance, and needs for expansion and/or replacement. Future growth and development will require additional investments in library facilities to maintain current library service levels. We have outlined growth-related infrastructure needs that must be addressed proactively to avoid overburdening current services.
California law states that in order to charge certain fees to developers a city must demonstrate a “reasonable relationship” between the fees and the impacts caused by the development. A “nexus report” provides the analysis for specific fees that may be charged.
It should be noted that population growth and future development will necessitate the need for expansion of library space and operations. These burdens posed should be taken into account by the city when determining development fees on a per capita basis as outlined in this report. 18 19
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Community Engagement
COMMUNITY ENGAGEMENT
Public & Stakeholder Engagement Summary
620+
Participants
35+
Hours of In-Person
Discussion
2 Open, In Person Public
Sessions
567
Online Survey Responses
9 Stakeholder Organizations or
Groups Engaged
63 Stakeholder Organizations or
Group Participants
4 Languages in Which Materials
Were Available
(Korean, Spanish,
Mandarin, and English)
0 to 18
38%
19 to 34
21%
35 to 54
27%
55+
13%
50%
10%
8%
16%
4%
5%
7% Central
Mission
Northside
Other
Bookmobile
Digital User
Non-User
50%
10%
8%
16%
4%
5%
7% Central
Mission
Northside
Other
Bookmobile
Digital User
Non-User
Age of Participants
Typical Branch Used
21 SCCL Facilities Planning + Condition Assessment
COMMUNITY ENGAGEMENT
Key themes from public engagement
MSR Design collaborated with Santa Clara
City Library (SCCL) at two major events in the
community to provide access to the widest
diversity of library users and non-users. MSR
Design participated in community engagement
during the Art and Wine Festival in September
of 2024 and during SCCL’s Comic Con event in
October of 2024. Feedback boards were also left
in all three branch library lobbies for one month.
Through all the public participation, the above
pictured programming types rose to the top as
priorities.
The number one priority noted in the feedback
was a lack of hours at all branches. The SCCL
system is currently expanding service hours and
should continue to prioritize this before making
building improvements to the branches.
All buildings are deficient on diverse
meeting and program spaces that support
Public Engagement
contemporary library service expectations.
The lack of accessible maker spaces, content
creation studios, flexible programming spaces,
and quiet meeting spaces is broadly observed
by the public.
For all branches there is need to accommodate
more types of programming, and programming
that requires easy clean up, in the large meeting
rooms. There are limited meeting and study
spaces for public use; these are becoming more
of a demand. 21st century library programming
includes hands on learning, healthy living and
wellbeing support, and outdoor programming.
All of these aspects of service are desired but
there is not adequate space to host this type of
programming.
Community members want the library to be the
“third space” of its community (after home and
work) and to provide services to accommodate
a full day in the library. They desire a place that
evolves with the changing technology and
needs of the community.
outdoor community space
teaching gardens
sensory room /
support spaces
children’s play space
library of things age-dedicated spaces
access to food & drink
makers space
fitness studio
Staff Engagement Meetings
MSR Design held meetings with library staff
at each branch to discuss the existing
scope of library services and programs, and
opportunities for improvement to better cater
to the community’s needs. June Garcia, LLC
conducted a survey for staff which is available
in the appendix. Findings of both inputs are
summarized below.
There are two primary obstacles to expanding
library services and programs: staffing and
facilities. All three locations noted a lack of
staffing as an obstacle to providing basic library
services, expanded services, and programs.
Related, staff noted that deficiency of hours
open to the public prevents the system from
being as effective as possible for the community.
The staff at the Mission and Northside branches
shared that their buildings are too small for
their respective communities. Space is limited
for collection, staff needs (office and storage),
and programming. They are unable to provide
adequate meeting and quiet study spaces to
Library Staff Visioning
COMMUNITY ENGAGEMENT
meet patron demand, or 21st century library
programming.
Library staff throughout the system noted that
lack of quiet study space and meeting space
was felt by both the public and staff.
Digital literacy programming and access to
modern and emerging technology is needed at
all locations to reduce the digital divide.
The City of Santa Clara is a constantly changing
and diversifying community. The staff noted that
programs and spaces should be created to help
new residents get to know Santa Clara, find their
local community and support network, and have
a place to come for help navigating the new,
and sometime complex systems of the City.
Community input often reflected a lack of
understanding of all the great library services
and offerings. Communicating this, and boosting
the library’s identity within its communities in
general, is critical.
Staff engagement activities at Northside Branch and Central Park Library. 22 23
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
COMMUNITY ENGAGEMENT
MSR Design led meetings with nine entities
that included boards, committees, and task
forces to inform the Facilities Master Plan and
to gather feedback and insights about how the
library could better serve the community. Below
are common themes from the conversations.
See the appendix for meeting minutes of each
conversation.
System-level improvements identified
• Expand library evening and weekend hours at
all branches
• Ensure easy access to libraries for all.
• Provide more meeting spaces.
• Updated technology for easy of use and to
allow staff to focus on other aspects of their
jobs.
• Provide expanded range of programs and
services and items to check out.
• Collaborate with local companies to
provide more educational / job skills training
programming.
• Celebrate Santa Clara with partnerships,
spaces, and programming.
Branch-level improvements identified
• Allow after hours access to large program
spaces.
• Ensure all buildings are accessible.
• Increased study and workspaces.
• Provide outdoor program spaces and learning
gardens.
• In addition to working and reading, patrons
would like more social spaces.
• More specialty spaces: maker spaces,
recording studios, and object lending libraries
would greatly expand the library user base.
• More activities and programs for all ages.
How could SCCL better serve the community?
• Increase community outreach and promotion
of programs and resources. Several people
said they were not aware of all the library
offers.
• Provide more programming for all age groups.
Adult programming is highly desired in
particular.
• Foster partnerships with other organizations
such as schools, museums, and businesses.
• Provide more technology access.
• Create more community spaces.
• Offer more support for those new to the area
and the United States.
• Be the “third Space” for all ages and
community members.
Stakeholder Summary
this page intentionally left blank
24 SCCL Facilities Planning + Condition Assessment
The analysis of demographic data provides
us with a comprehensive view of the service
area for the Santa Clara City Library system.
By examining demographic factors such as
population, age, race, education, and household
income we can construct a holistic profile of the
communities served by each branch.
This profile serves as a valuable tool for
determining the specific services required by
each community and enables each library to
optimize its facilities by reorganizing services
to better meet local requirements. This data
also assists in making decisions about potential
renovations, expansions, or the addition of new
SCCL branches.
Population and Growth
The city is growing and is projected to increase
125% by the year 2045. The majority of growth
is expected in the north portion of the city.
Low to moderate growth is anticipated in the
southern area of the city, as this area is already
developed and has minimal growth potential
due to zoning.
Branch Library Service Populations
Library service areas do not always perfectly
align with geographical boundaries.
The service areas are defined by the zip code
locations in a geographical area. Central Park
Library serves zip codes 95051, 95052, and 95053;
Mission Branch serves 95050; and Northside
Branch serves 95054. The distance between
the Central Park and Mission branches is only
two miles; some adjustments to that zip code
division were made based on information
provided by Integrated Library System. This
adjustment allocates more of the population
to Central based on library card use statistics.
This combined approach led to a more
accurate distribution of service across branches
Demographics
SCCL DEMOGRAPHICS AND CIRCULATION DATA
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
90,000
Mission Central Park Northside
population served
https://www.zip-codes.com/city/ca-santa-clara.asp
Service Population by location
SCCL Demographics and Circulation Data
27 SCCL Facilities Planning + Condition Assessment
SCCL DEMOGRAPHICS AND CIRCULATION DATA
Fact
Santa Clara,
California
Santa Clara
County,
California United States
POPULATION
Population estimates, July 1, 2023, (V2023) 131,062 1,877,592 334,914,895 Population estimates base, April 1, 2020, (V2023) 127,862 1,936,279 331,464,948 Population, percent change - April 1, 2020 (estimates base) to July 1, 2023, (V2023) 2.50% -3.00% 1.00%
Population, Census, April 1, 2020 127,647 1,936,259 331,449,281 Population, Census, April 1, 2010 116,468 1,781,642 308,745,538
AGE AND SEX
Persons under 5 years, percent 5.60% 5.00% 5.50%
Persons under 18 years, percent 17.80% 19.90% 21.70%
Persons 65 years and over, percent 11.10% 15.40% 17.70% Female persons, percent 47.90% 49.10% 50.50%
RACE AND HISPANIC
White alone, percent 31.90% 49.20% 75.30%
Black alone, percent (a) 2.10% 2.90% 13.70%
American Indian and Alaska Native alone, percent (a) 0.50% 1.20% 1.30% Asian alone, percent (a) 47.60% 41.90% 6.40%
Native Hawaiian and Other Pacific Islander alone, percent (a) 0.70% 0.50% 0.30% Two or More Races, percent 9.10% 4.40% 3.10%
Hispanic or Latino, percent (b) 16.10% 25.00% 19.50%
White alone, not Hispanic or Latino, percent 28.60% 27.60% 58.40%
POPULATION CHARACTERISTICS
Veterans, 2019-2023 2,512 41,154 16,569,149
Foreign-born persons, percent, 2019-2023 45.40% 41.00% 13.90%
HOUSING
Owner-occupied housing unit rate, 2019-2023 41.20% 55.30% 65.00% Median value of owner-occupied housing units, 2019-2023 $1,527,900 $1,382,800 $303,400 Median selected monthly owner costs - with a mortgage, 2019-2023 $4,000+ $4,000+ $1,902 Median selected monthly owner costs -without a mortage, 2019-2023 $899 $1,083 $612 Median gross rent, 2019-2023 $2,985 $2,814 $1,348
FAMILIES AND LIVING ARRANGEMENTS
Households, 2019-2023 48,601 654,467 127,482,865
Persons per household, 2019-2023 2.57 2.85 2.54
Living in the same house 1 year ago, percent of persons age 1 year+ , 2019-2023 77.60% 85.90% 87.30%
Language other than English spoken at home, percent of persons age 5 years+, 2019-2023 56.20% 54.70% 22.00%
COMPUTER AND INTERNET USE
Households with a computer, percent, 2019-2023 98.10% 97.80% 94.80% Households with a broadband Internet subscription, percent, 2019- 95.80% 95.10% 89.70%
EDUCATION
High school graduate or higher, percent of persons age 25 years+, 94.00% 89.30% 89.40% Bachelor's degree or higher, percent of persons age 25 years+, 2019- 65.30% 55.90% 35.00% HEALTH
With a disability, under age 65 years, percent, 2019-2023 4.80% 5.00% 9.10% Persons without health insurance, under age 65 years, percent 3.30% 4.10% 9.50%
TRANSPORTATION
Mean travel time to work (minutes), workers age 16 years+, 2019-2023 23.1 27 26.6
INCOME AND POVERTY
Median households income (in 2023 dollars), 2019-2023 $173,670 $159,674 $78,538 Per capita income in past 12 months (in 2023 dollars), 2019-2023 $84,533 $77,018 $43,289 Persons in poverty, percent 7.80% 7.60% 11.10%
The above information is from the census bureau (https://www.census.gov/data.html). Anything highlighted in pink is notable for the area (higher or lower than the united states average).
with Central Park Library serving 68% of the
population, Mission Branch 14%, and Northside
Branch 18%.
Household Composition and Age
A comparison of household composition data
reveals that 71% of the population of Santa Clara
is between 18 and 65. 5.6% of the population is
younger than 5 years, aligned with the national
average. Population of over 65 years of age
is 6.6% lower than the national average. Older
adults are spread evenly across all SCCL branch
service populations, while the under 18 cohort
is slightly higher in the service populations for
Central and Northside branches.
One-person households are highest for Mission
Branch’s service population. Multi-generational
families are highest near Northside Branch.
Race & Ethnicity
The Santa Clara community is quite diverse and
has a significantly a smaller proportion of white
residents (31%) than the national average (75%)
and Santa Clara County average (49%). Asians
make up the largest proportion of the population
at 48%, followed by Hispanic or Latino at 16%. The
area will continue to diversify as the number of
persons not born in the United States continues
to rise per the current trend. The need to provide
a sense of community for newcomers to the
country, meaningful programming in multiple
languages, and ESL library materials for an
ethnically diverse community is a distinguishing
characteristic of this system.
Education
With multiple higher education institutions
in the region and with a work force primarily
for technology companies housed in the city,
education levels are markedly higher than the
national average and Santa Clara County. 65%
of residents have a bachelor’s degree or higher;
35% have a master’s degree or higher.
SCCL DEMOGRAPHICS AND CIRCULATION DATA
Access to computer and Internet use
Many people in the area are involved with the
technology industry and area schools provide
laptops and tablets to students. 96% of residents
have access to broadband as compared to the
national average of 90%.
Social Vulnerability Index
The social vulnerability index describes
communities that are vulnerable to disasters
based on 15 social factors grouped into four
themes: socioeconomic, population, housing,
and transportation. Factors accessed include
poverty, housing, and vehicle access.
Santa Clara housing is becoming exceedingly
expensive in comparison to wages. The
unhoused community is growing, mirroring a
national trend. Even in this tech-heavy area the
gap in digital literacy and access is still present.
The City of Santa Clara has medium-to-
high levels of vulnerability in housing and
transportation near each branch library. There
is a medium-to-high level of vulnerability near
Northside Branch regarding socioeconomic
status and household characteristics. This is
also an area of the city with high percentage of
multi-generational households.
28 29
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
SCCL DEMOGRAPHICS AND CIRCULATION DATA
Population Density Over 65
Population Density Over 18
Population Density White Alone
Population Density Asian Alone
Graphic Source: https://www.census.gov/library/visualizations/2021/geo/demographicmapviewer.html None of the library locations have a significant senior population.
Central Park has the largest precentage of the population under 18.
Santa Clara Caucasian population is lower than US
average.
Santa Clara Asian population is significant all libraries in the system but most significant near Central Park.
SCCL DEMOGRAPHICS AND CIRCULATION DATA
Population Density One Person Households
Population Density Multi-generational Households
Population Density
Graphic Source: https://www.census.gov/library/visualizations/2021/geo/demographicmapviewer.html Mission Branch has more single household users and may
have more patrons looking for social activities.
Northside has the highest number of multi-generational
households and should accommodate larger groups of
people and address the need for people who need quiet
place to conduct business and study.
The population is denses near Central and Mission. With the most room for growth in the Northside service area.
30 31
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
SCCL DEMOGRAPHICS AND CIRCULATION DATA
Graphic Source: https://www.fema.gov/node/cdc-social-vulnerability-index Santa Clara has a low level of vulnerability in relationship to racial and ethnic minority status. If levels were high in a particular area, the library that provides service to that area would need focused programming to address that need.
Santa Clara has areas that are medium high and low medium in relationship to housing type and transportation. It is critical that libraries serving these areas have additional programming and services that help these communities such as book mobiles, shuttle services, and access to social services on a regular basis. All three libraries have this need.
The Center for Disease Control and Prevention (CDCs) combines various census data to establish areas of vulnerability. It is important to understand vulnerable groups to establish library locations and services to help address these vunerabilities. The following maps provide visual clarity where library locations and specialty services are needed.
SCCL DEMOGRAPHICS AND CIRCULATION DATA
Graphic Source: https://www.fema.gov/node/cdc-social-vulnerability-index Santa Clara’s median household income is over double the national average and has a lower percentage of the population that are below the poverty line. However, Northside has a significant portion of medium high vulnerability in socioeconomic status and could provide such services as free lunches during the summer months and provide access to other social services.
Santa Clara has some areas of medium high vulnerability for household characteristics. Things considered in this index are people who are very young or old, single parent households, and limited english proficiency. Both Northside and Central should focus on ESL classes and programming.
32 33
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
SCCL DEMOGRAPHICS AND LIBRARY USE
Library Use
Library Circulation
Circulation has steadily increased but is not yet
back to its rate before the Covid-19 pandemic
even with the growth of digital circulation that is
4 times of the pre-pandemic numbers.
Investment in digital materials and regular
weeding of physical materials should be
continued system wide.
Circulation Per Capita 2022
Library Collection Size
According to the National Center for Education
Statistics, the average collection size in
U.S. public libraries is 2.2 times the service
population. SCCL’s peer libraries (see appendix
G) have an average collection size of 1.3 times
the service population.
SCCL’s physical collection is higher than
average, at 3.5 times the service population. This
is in part due to the large number of languages
spoken in Santa Clara, and the importance of
having materials reflective of its community.
However, the collection—in particular English
language materials—may benefit from weeding
to maintain a relevant collection, make room
for more materials in other languages, and free
floor space for much-desired study and lounge
seating or program space. Expanding the digital
collection matches the growth of digital check
outs
Collection and circulation per capita are in
alignment at the Central Park and Mission
branches. Circulation is proportionately half at
Northside Branch, suggesting that its collection
should be realigned to better suit patron needs.
Collection Per Capita 2022
0.00 0.50
1.00 1.50
2.00 2.50
3.00 3.50
4.00 4.50
Mission Central Park Northside
collection / capita
0.00 2.00
4.00 6.00
8.00 10.00
12.00 14.00
16.00 18.00
Mission Central Park Northside
Circulation/capita
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
2018 2019 2020 2021 2022 2023
system circulation
circulation electronic
circulaton physical
System Circulation System Wide
digital
physical
Annual Library Use Data
The annual number of visits doesn’t provide
sufficient perspective on how well the library
is performing within the community. To gain a
better understanding of library use it is important
to compare annual visits against the overall
service population.
Annual visits to the SCCL system are under 1/3 of
pre-pandemic numbers. This may be attributed
to the limited hours the library is open. SCCL was
open 1/4 of the time of its peer libraries in 2023.
SCCL is making an effort to continue to increase
its hours and this should increase the number
SCCL DEMOGRAPHICS AND LIBRARY USE
of visits. Northside Branch has the highest visits
per capita in the system, and also the system’s
lowest circulation numbers. This may indicate
that people use the library primarily to study,
socialize, or attend programs.
Computer use
SCCL has a higher number of desktop
computers per capita (.92) compared to
peer libraries (.79), but has half the number
of computer uses per year. Residences in
this area due to higher education levels and
income use their own devices within the library
and rely more on WiFi and less on desktop
computers. This suggests that SCCL can reduce
computers throughout the system to make more
room for study areas, collaboration zones, or
programming.
Annual Visits per Branch 2022
Annual Visits Per Capita 2022
Computers Per
Branch
Computers Per
Capita
0.00 0.50
1.00 1.50
2.00 2.50
3.00 3.50
4.00 system wide Central Park Northside Mission
visitors / capita
399,409
269,798
82,625
31,388
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
450,000
system wide Central Park Northside Mission
V isitors
12 81
27 0
10 20
30 40
50 60
70 80
90 Mission Central Park Northside
computer terminals at
each branch
0.00 0.20
0.40 0.60
0.80 1.00
1.20 Mission Central Park Northside
computers / 1000 capita
0 200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
2018 2019 2020 2021 2022 2023
V isitors
Annual Visit System Wide
34 35
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
SCCL DEMOGRAPHICS AND LIBRARY USE
Library Programs
Library programs give community members opportunities to learn about new topics, expand their skills, and access technology. Programs draw new people to the library, encourage lifelong library use, and build community. Drop-in and informal programming for teens can support connected learning and provide opportunities outside of school and home to socialize with peers.
Programming for children supports literacy and provides caregivers with opportunities to connect.
SCCL provides less than the average number of programs compared to its peers but has 126% more participation. SCCL’s programming for children is 21% of total programming compared to its peer libraries at 33%. Community input shows a desire for more adult and multi-generational programming.
Number of Programs Program Attendance
Programming events at SCCL locations
0 200
400
600
800
1,000
1,200
1,400
1,600
2018 2019 2020 2021 2022 2023
Number of Programs
0 20,000
40,000
60,000
80,000
100,000
120,000
2018 2019 2020 2021 2022 2023
Program Attendance
virtual programming was provided during
COVID pandemic years
SCCL DEMOGRAPHICS AND LIBRARY USE
Space Use Data
Due to wide differences in community needs and resources there is not a fixed square foot (SF) per capita target for a library system. General rule-of-thumb standards range from 0.5 SF/capita to
0.75 SF/capita. The median SF/capita of SCCL branches is 0.67 which suggests the system is able to perform as a whole; however this number is skewed due to the size of Central Park Library.
Central Park Library has the largest square footage in the SCCL system. Large portions of the building are occupied by inefficiently planned staff and back-of-house functions. A more efficient layout of Central Park would yield more space for public functions and 21st Century library programming. Mission and Northside branches contain staff work spaces that are efficiently planned (bordering on too tight) and do not allow similar reshuffling in order to gain public space.
Building Square Feet Per Capita
Total Building Square Feet
Space Use at Each Branch
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Mission Northside Central
Space Use (Library Only)
-5000
5000
15000
25000
35000
45000
55000
65000
75000
Mission Northside Central
Space Use (Library Only)
Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH
0.42 0.89
0.71 0.00
0.10 0.20
0.30 0.40
0.50 0.60
0.70 0.80
0.90 1.00
Mission Central Park Northside
square footage / capita
36 37
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Santa Clara City Library
Mission Branch
MISSION BRANCH
Branch Information (FY23-24)
Square Feet: 7,906 sf
Collection Size: 20,023
Annual Circulation: 48,281
Annual Visits: 54,302
Annual Program Attendance: 16,680
10 Min Drive From Each LibraryWalkability Map (30 Min Walk) Northside Branch
Mission Branch
Central Park Library
89 98 51
Ease of access to libraries is critical. The scores to the left (out of 100 for each mode of transportation) and
maps above demonstrate how accessible Mission
Branch is to the surrounding community and relative
to the other libraries in the system..
39 SCCL Facilities Planning + Condition Assessment
MISSION BRANCH
Library Service Assessment
Space Use Allotment
Branch Circulation (physical materials only,
eResources not counted by branch)
Branch Visits
Branch Information
Mission Branch is located in a historic area of the city and serves as a vital resource for multiple generations, and especially families. This branch’s patrons visit their library more frequently than patrons at the other SCCL libraries. They are also more likely to visit simply to enjoy the space (as noted in the 2023 Learning Report).
The library is housed in the oldest building of the system. The building was built in 1955 and subsequently renovated in 2000 and 2018. The library provides space for collection, seating, computers, study and meeting rooms, children’s area, and large program room. It is located within a park with a ring of parking that serves both the library and park. Read Santa Clara (RSC) is very active at this branch and currently utilizes one meeting room. This branch is undersized for its current community and will continue to be undersized in the future due to site constraints.
Technology - 393 sf
Adult Collection - 2,118 sf
Children’s Collection - 1,258 sf
Marketplace - 917 sf
Meeting / Study - 472 sf
Staff - 832 sf
Restrooms - 359 sf
Program Room - 1,159 sf
Mech/BOH - 1,006 sf
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2018 2019 2020 2021 2022 2023
Mission
Circulation by branch (physical materials only,
eResources not counted by branch)
SQ FT: 7,906 sf
Current pop served: 18,546 ppl*
Projected 2045 pop served: 23,357 ppl
Existing Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
2018 2019 2020 2021 2022 2023
2018 2019 2020 2021 2022 2023
MISSION BRANCH
1. Deficient evening and weekend hours.
2. Lack of room for community-requested tool library and Library of Things and dedicated parking.
3. Lack of outdoor playground at park, and other exterior amenities, including a walkway linking parking to library.
4. Community room lacks storage, access to existing kitchen, and after hours access (security controls + access to restroom).
5. Space is loud and lacks wall and counter space for convenient location for self checks and information and OPAC stations.
6. Lack of separation between staff and public spaces.
7. Read Santa Clara occupies a meeting room that is needed for programs and community meetings..
DN
1/8" = 1'-0"000
1 CONCEPT 1 LEVEL 1
1/8" = 1'-0"000
2 BASEMENT EXISTING FLOOR PLAN
DN
1/8" = 1'-0"000
1 CONCEPT 1 LEVEL 1
1/8" = 1'-0"000
2 BASEMENT EXISTING FLOOR PLAN
Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH
N
2 3
4 5
6 7
2 BASEMENT
Assessment Summary
40 41
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
MISSION BRANCH
Branch Programs Quantity
Visitors per Capita
Circulation per Capita
Branch Program Attendance
Visitors per Square Foot
Circulation per Square Foot
0.00 0.50
1.00 1.50
2.00 2.50
3.00 3.50
4.00 4.50
system wide Mission
visitors / sf
2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 system wide Mission system wide Mission
system wide Mission system wide Mission
MISSION BRANCH
unusable program room kitchengated play area; too much sun for use children’s collection and seating open
to all areas of library
study rooms are well used business center
circulation corridor off program room
cramped staff workspacecovered patio non-ADA basement storage area 42 43
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
MISSION BRANCH
Energy Use by Source (2021-2023)
EUI Analysis (2021-2023)
Energy Use Intensity, or EUI, is a measure of how much energy a building uses relative to its size, expressed as energy per unit of area per year (kBtu/ft²/yr). A lower EUI indicates a more energy-efficient building.
98 33.5
10.0 39.2
0 20
40 60
80 100
120
2006 Baseline EUI Existing EUI Target EUI EUI to Meet Energy Code Today
(Estimated)
Opportunity to Optimize Energy Use:
Existing EUI Compared to Targets
Mission Branch
0 0.1
0.2 0.3
0.4 0.5
0.6 0.7
0.8 0.9
1 0
5000
10000
15000
20000
25000
22-Feb 22-Apr 22-Jun 22-Aug 22-Oct 22-Dec 23-Feb 23-Apr 23-Jun 23-Aug 23-Oct 23-Dec Monthly Energy Use
Mission Branch
Electricity (kWh) Gas (CCF, or cubic feet)
Mission Branch is LEED Silver Certified V3 New Construction from its 2018 renovation and uses all electric energy. The building is currently meeting 2021 building codes for EUI and is the highest- performing building of the three current SCCL buildings. While this building is performing in accordance with the energy code requirements, there is room for improvement to achieve the target EUI of 10 kbtu/sf/year. To decrease the EUI solar panels could be applied to the roof as part of the roof replacement strategy.
Energy Use
MISSION BRANCH
Recommendations
1. 660 sf addition
2. area of site modifications, 5,900sf
Renovation
Major Renovation
Outdoor Space
Addition
What does this branch need to be a great neighborhood library? • Additional storage and after-hours access to the community room, with restrooms that are accessible both to the exterior and community room. Storage would allow existing kitchen to be used as intended.
• A tool library with dedicated parking on-site.
• Access for public to all meeting rooms and study rooms. Relocate the Mission contingent of Read Santa Clara (RSC) to Central Park Library to combine all of RSC in one location and provide regular scheduled hours at Mission Branch to serve this community. • Up-to-date and user-friendly technology for patrons, allowing staff to focus on other tasks. • Clear delineation between public and staff space. Add “pod” for staff when privacy when needed. • A teen space that can be utilized by others during school hours DN
1/8" = 1'-0"02
1 LEVEL 1 FURNITURE PLAN Copy 1
44 45
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Recommendations Addition
MISSION BRANCH
DN
1/8" = 1'-0"02
1 LEVEL 1 FURNITURE PLAN Copy 1
1. Rework staff area improve workflow.
Remove the sink to allow for more counter
space and storage
2. Install privacy pod in this alcove (non ada)
which can be used for lactation, private
phone calls, or decompression time.
3. Ensure accessible service desk and provide
barrier between public and staff.
4. Allow after hours access to community
room by replacing doors and security
access.
5. Provide tool lending library with overhead
garage door access to park side. Provide
dedicated parking to allow ease of use.
6. Provide enlarged storage room for
community room. This allows existing
1 2
3 4
5 6
7 8
6 community room kitchen to function as
intended.
7. Add restrooms that serve for after hours
access to community room and for park
users. Provide door security to allow access
to either or both.
8. Move self checks to streamline service and
space, improve usability. Provide iPads that
function as OPACs on ends of shelving to
free up floor space for other functions.
9. Meeting room that is currently occupied by
Read Santa Clara.
9 Recommendations Flipped Program Option
MISSION BRANCH
DN
1/8" = 1'-0"02
1 LEVEL 1 FURNITURE PLAN Copy 1In addition to the building recommendations, below is an option that looks at furniture and
programming to reduce noise and increase
functionality of the building
1. Teen area relocates to north end, with
separate computers.
2. Marketplace: relocate new/display
materials and holds & public computers
3. Adult collections and seating remain near
study rooms.
4. Children’s area re-locates to have direct
access to program room (less travel
between and can use program room as
louder play space with acoustic control
when not in use).
1 2
3 4
46 47
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Recommendations outside of library scope
MISSION BRANCH
1. Provide path around site to connect street
parking safely to library entrances
2. Provide play equipment near library
3. Provide parking for tool library
This scope is provide to reflect all feedback
provided by community engagement and
opportunity for Parks and Library collaboration.
It is not included in any budgeting in this report
1 2
3 N
Cost Estimate
Mission Branch would benefit from a renovation and modest addition to enhance its ability to serve the community. Existing finishes are in good condition and it is assumed that minimal work would be necessary outside of the construction zones. It may be possible to keep the library open during most of the construction; however, there will be disruption to the program room and service desk if the recommendations are carried out as described.
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.
Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.
FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.
Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.
The below estimates may change depending on the project’s design and options implemented.
All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.
The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs.
Mission Branch Addition: $1,476,603
• Construction Project Cost: $1,252,800
• FF&E: $10,470
• Additional Building Needs: $213,333
48 49
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Santa Clara City Library
Northside Branch Library
NORTHSIDE BRANCH LIBRARY
Branch Information (FY23-24)
Square Feet: 17,355
Collection Size: 59,267
Annual Circulation : 132,050
Annual Visits : 142,008
Annual Program Attendance: 15,451
74 81 43
10 Min Drive From Each LibraryWalkability Map (30 Min Walk) Northside Branch
Mission Branch
Central Park Library
Ease of access to libraries is critical. The scores to the left (out of 100 for each mode of transportation)
and maps above demonstrate how accessible
Northbranch is to the surrounding community and
relative to the other libraries in the system..
51 SCCL Facilities Planning + Condition Assessment
Northside Branch is the newest branch of the system. It opened in August 2014. Northside Branch experiences the highest number of visits per capita in the system and has the lowest circulation per capita. It currently has the highest number of computers per capita at a number well above peer averages. This library’s service population seems to value its programming and space higher than its physical collection. Visits and circulation are both well below pre-pandemic numbers, likely due to decreased hours. Increasing operational hours may impact both metrics. Therefore, it is not recommended to reduce collection before testing the impact an increase in hours may have on use.
Focus for this library should be on creating more space for people to study, meet, and learn.
Library Service Assessment
NORTHSIDE BRANCH LIBRARY
Space Use Allotment
Branch Circulation (physical materials only,
eResources not counted by branch)
Branch Visits
Branch Information
Technology - 737 sf
Adult Collection - 3173 sf
Teen Collection - 883 sf
Children’s Collection - 2533 sf
Marketplace - 2045 sf
Meeting / Study - 640 sf
Staff - 1823 sf
Restrooms - 562 sf
Mech/BOH - 563 sf
Program Room - 2003 sf
Circulation - 1283 sf
SQ FT: 17,355 sf
Current pop served: 24,404 ppl*
Projected pop served: 48,460 ppl
Current Sq ft / capita : .71
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
2018 2019 2020 2021 2022 2023
2018 2019 2020 2021 2022 2023
NORTHSIDE BRANCH LIBRARY
1. Underutilized exterior space (windy, lack of shade).
2. No after hours access to program room.
3. Too few meeting rooms with poor acoustics between rooms.
4. Large service desk without functioning storage for Library of Things.
5. 4 person study tables occupy significant amount of space but are seldom used by 4 people at the same time.
6. Inefficient staff area and Automatic Material Handling system..
7. Shared parking with adjacent park. ADA parking is remote from library entrance.
8. Large number of underutilized public computers and inefficient business center.
N
UP
1/8" = 1'-0"
02 1
NORTHSIDE PROGRAM PLAN
1 Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH
2 3
4 5
6 7
8 Assessment Summary
52 53
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
NORTHSIDE BRANCH LIBRARY
Branch Programs Quantity
Visitors per Capita
Circulation per Capita
Branch Program Attendance
Visitors per Square Foot
Circulation per Square Foot
0.00 2.00
4.00 6.00
8.00 10.00
12.00 14.00
system wide Northside
circulation/ capita
0.00 2.00
4.00 6.00
8.00 10.00
12.00 14.00
16.00 system wide Northside
circulation / sf
0.00 0.50
1.00 1.50
2.00 2.50
3.00 3.50
4.00 4.50
5.00 system wide Northside
visitors / sf
0.00 0.50
1.00 1.50
2.00 2.50
3.00 3.50
4.00 system wide Northside
visitors/ capita
2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 system wide Northside system wide Northside
system wide Northside system wide Northside
NORTHSIDE BRANCH LIBRARY
community postings
gated outdoor patio
business center
main entry
AMH and staff workroom
children’s play area
holds & friends book sale
main service desk wiht large study table
enclosed teen area
54 55
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
NORTHSIDE BRANCH LIBRARY
Energy Use by Source (2021-2023)
EUI Analysis (2021-2023)
Energy Use Intensity, or EUI, is a measure of how much energy a building uses relative to its size, expressed as energy per unit of area per year (kBtu/ft²/yr). A lower EUI indicates a more energy-efficient building.
98 45.9
10.0 39.2
0 20
40 60
80 100
120
2006 Baseline EUI Existing EUI Target EUI EUI to Meet Energy Code Today
(Estimated)
Opportunity to Optimize Energy Use:
Existing EUI Compared to Targets
Northside Branch
0.00 50.00
100.00
150.00
200.00
250.00
300.00
350.00
400.00
0 5000
10000
15000
20000
25000
30000
35000
40000
45000
50000
22-Feb 22-Apr 22-Jun 22-Aug 22-Oct 22-Dec 23-Feb 23-Apr 23-Jun 23-Aug 23-Oct 23-Dec Monthly Energy Use
Northside Branch
Electricity (kWh) Gas (CCF, or cubic feet)
Northside Branch is certified LEED V3 Silver and uses both gas and electric for energy use. 104 solar panels are installed on the roof, which generate 40 kW of power. The building heating and cooling is provided by a Variable Air Volume (VAV) system. Heat is produced by two gas-powered boilers serving hot water coils to perimeter VAV boxes. The building is currently being assessed through a Strategic Energy Management (SEM) program with the goal to optimize energy use. In addition to any fine-tuning or changes made to the system based on outcomes of the SEM program, an all-electric boiler and hot water heater and increased solar panels on the roof could have a positive impact on energy use.
Energy Use
EUI for the Northside Branch
is estimated using KBtu.
Estimated gas usage is
based on invoiced dollar
amounts (rather than
actual therms) and is likely
represented as slightly
higher than the building’s
actual EUI.
NORTHSIDE BRANCH LIBRARY
Recommendations
Renovation
Major Renovation
Outdoor Space
Addition
What does this branch need to be a great neighborhood library? • After-hours access to program room with improved entry sequence. • Additional meeting and study rooms.
• Flexible furniture designed for 1-2 person use.
• Reduction of public computers and more efficiently designed business center. • More efficient staff space (reduce restroom size, provide more efficient AMH configuration). • Right-sized meeting room to allow for more meeting rooms or expanded staff space. • Reconfigured service desk for improved Library of Things storage. • Community gardens and a more user-friendly outdoor space. • More space: however the site constraints will not accommodate an addition that meets the growth in this area. Instead, build a new branch or otherwise provide services for northwest portion of city. • If possible, reduce shelving count by removing low circulating collection when weeding.
RREF
LM2100
LM2100
1/8" = 1'-0"000
1 LEVEL 1 FLOOR PLAN
56 57
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
NORTHSIDE BRANCH LIBRARY
Recommendations
UP
RREF
LM2100
LM2100
1. Better use of outdoor space
• community gardens
• shade
• tables and chairs
2. After hours access to program room
• security controls
• after hours restsrooms existing
3. More quiet space/rooms
4. No reduction of collection, would like growth
5. Ease compressed staff space
• more efficient AHM layout
• add collaboration space
• more staff desk area and storage
• smaller staff bathroom
6. Modify service desk for better storage of
Library of Things.
7. Adjust shelving to allow for better
connection to daylight/views
8. Replace 4-person tables that get used by 1
person with independent seating in lounge
& booth style.
9. Shift shelving north (no reduction) for better
sightlines; add browsing benches and table
for puzzles/tabletop games (tween)
10. Open collaboration spaces.
11. More variety in adult lounge furnishings.
12. Right-size meeting room for room width.
13. Additional space becomes study room or
staff room.
14. Move self-checks and business center
activities to the existing niches.
1 2
3 5
6 7
9 10
11 12 1314
8 7
Cost Estimate
Northside Branch would benefit from a renovation to improve staff and patron experience and use.
Existing finishes are in good condition; it is assumed that minimal work would be required outside of the construction zones. Due to the nature of the renovations recommended, pricing assumes that Northside Branch will be closed during renovation.
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.
Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.
FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.
Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.
The below estimates may change depending on the project’s design and options implemented.
All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.
The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs.
Northside Branch Modernization / Renovation: $1,063,983 • Construction Project Cost: $792,450
• FF&E: $55,200
• Additional Building Needs: $213,333
58 59
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Santa Clara City Library
Central Park Library
CENTRAL PARK LIBRARY
Branch Information (FY23-24)
Square Feet: 88,550 sf
Collection Size: 311,093
Annual Circulation: 1,383,329
Annual Visits: 385,988
Annual Program Attendance: 33,653
10 Min Drive From Each LibraryWalkability Map (30 Min Walk) Northside Branch
Mission Branch
Central Park Library
Ease of access to libraries is critical. The scores to the left (out of 100 for each mode of transportation) and
maps above demonstrate how accessible Central
Park is to the surrounding community and relative to
the other libraries in the system..
78 80 38
61 SCCL Facilities Planning + Condition Assessment
CENTRAL PARK LIBRARY
Library Service Assessment
Central Park Library, open in 2004, is on the south side of Central Park. It is accessed from large parking lots to the south and west, and from the park to the north. The building was designed for a now outdated and less efficient staffing model and prior to hands on learning and technology being a cornerstone in library services. This two story library houses administration, the foundation, and the Read Santa Clara (RSC) offices.
Visits and circulation remain below pre-pandemic levels, likely due to reduced library hours. However, Central Park Library matches peer library levels for visits and circulation per capita. The bookmobile is stationed at Central and is a key service element for the system.
Space Use Allotment
Branch Circulation (physical materials only,
eResources not counted by branch)
Branch Visits
Branch Information
Adult Collection - 27, 638 sf
Children’s Collection - 9068 sf
Teen Collection - 2442 sf
Marketplace - 6966 sf
Meeting / Study - 1398 sf
Staff - 15,879 sf
Restrooms - 2214 sf
Circulation - 5344 sf
Program Room - 3923 s f
Partner Space - 2900 sf
Mech/BOH - 1279 sf
78 80 38
SQ FT: 88,550 sf
Current pop served: 89,526 ppl*
Projected pop served: 92,734 ppl
Current Sq ft / capita : .42
Historic guideline SF / capita : .6 -.65
21st Century library SF / capita : .75
2018 2019 2020 2021 2022 2023
2018 2019 2020 2021 2022 2023
CENTRAL PARK LIBRARY
UP
UP
UP
DN
DN
UP
DN
1" = 10'-0"000
1CONCEPT 1 LEVEL 1
N
1" = 10'-0"03
1CONCEPT 1 LEVEL 2
LEVEL ONE
LEVEL TWO
1. Teen area is not flexible
and lacks collaboration
space and technology.
2. Inadequate storage for
Library of Things
3. Fire-rated corridor and
building services that
would be difficult to
move shown dashed.
4. Inefficient and visually
hidden business
center.
5. Limited connection to
park.
6. No public face for Read
Santa Clara.
7. Genealogy room is
tucked away.
8. Undersized
international collection.
9. Underutilized
periodicals area.
10. Outdated study space.
11. Too few meeting
/ study rooms for
demand.
12. Shelving hides entries
to pavilions (space
10,9,8,7).
13. Underutilized staff
space that is hard
to convert to public
use due to building
infrastructure and
security to staff
elevator.
14. Current Foundation
office space is better
utilized for public
space; adjacent
inefficient business
center.
1 2
3 4
5 6
7 9
8 10
11 12
12 13
14 Technology
Adult Collection
Children’s Collection
Marketplace
Meeting / Study
Staff
Restrooms
Program Room
Mech/BOH
Assessment Summary
62 63
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
CENTRAL PARK LIBRARY
Branch Programs Quantity
Visitors per Capita
Circulation per Capita
Branch Program Attendance
Visitors per Square Foot
Circulation per Square Foot
-
100
200
300
400
500
600
700
800
900
1,000
2018 2019 2020 2021 2022 2023
Central Park
Programs by branch
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2018 2019 2020 2021 2022 2023
Central Park
Program Attendance by branch
0.00 2.00
4.00 6.00
8.00 10.00
12.00 14.00
16.00 18.00
system wide Central Park
circulation / capita
0.00 0.50
1.00 1.50
2.00 2.50
3.00 3.50
system wide Central Park
visitors / capita
0.00 0.50
1.00 1.50
2.00 2.50
3.00 3.50
4.00 system wide Central Park
visitors / sf
0.00 2.00
4.00 6.00
8.00 10.00
12.00 14.00
16.00 18.00
20.00 system wide Central Park
circulation / sf
2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 system wide Central Park system wide Central Park
system wide Central Park system wide Central Park
CENTRAL PARK LIBRARY
level one staff workroom and AMH
level two focus pavilion
level two central vaulted space
level one main service desk
level two pavilion
level two pavilion
level one cafe seating and park exit
level two genealogy room
undefined teen zone
64 65
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment
CENTRAL PARK LIBRARY
Energy Use by Source (2021-2023)
EUI Analysis (2021-2023)
Energy Use Intensity, or EUI, is a measure of how much energy a building uses relative to its size, expressed as energy per unit of area per year (kBtu/ft²/yr). A lower EUI indicates a more energy-efficient building.
98 77.6
10.0 39.2
0 20
40 60
80 100
120
2006 Baseline EUI Existing EUI Target EUI EUI to Meet Energy Code Today
(Estimated)
Opportunity to Optimize Energy Use:
Existing EUI Compared to Targets
Central Library
0.00 500.00
1000.00
1500.00
2000.00
2500.00
3000.00
3500.00
4000.00
4500.00
5000.00
0 50000
100000
150000
200000
250000
300000
350000
22-Feb 22-Apr 22-Jun 22-Aug 22-Oct 22-Dec 23-Feb 23-Apr 23-Jun 23-Aug 23-Oct 23-Dec Monthly Energy Use
Central Library
Electricity (kWh) Gas (CCF, or cubic feet)
Central Park Library was built in 2004 and is cooled by a Variable Air Volume (VAV) system with roof top units and heating provided by two gas boilers. Gas is also used for the hot water heater.
This building’s energy use is slightly better than the baseline for buildings of its age. This building is also going through the SEM program which will provide SCCL with a list of suggestions regarding upgrading the building for improved energy use.
Energy Use
The EUI for Central Park
Library is estimated using
actual Kbtu. Estimated gas
usage is based on invoiced
dollar amounts (rather
than actual therms) and is
likely represented as slightly
higher than the building’s
actual EUI.
CENTRAL PARK LIBRARY
Recommendations
Renovation
Major Renovation
Outdoor Space
Addition
What does this branch need to
be a great central library?
• A literacy center for RSC.
• Maker space hub with green
screen and podcast studio.
• Enhanced teen space .
• More mobile, flexible furniture.
• A celebrate Santa Clara /
genealogy space with gallery.
• Become the community hub
with an ESL and International
language focus.
• Reorganized and reduced
adult collection by reducing
the number of books that aren’t
circulating.
• Enhanced cafe that can be
used as a teaching kitchen to
celebrate and teach about all
the cultures of Santa Clara.
• More space allocated for
public use.
• More efficiently organized staff
areas including conference
rooms and reorganized
storage areas..
REF
Oven
1/16" = 1'-0"A903
1LEVEL 1 FURNITURE PLAN-REC-OPTION 1 - no furn1/16" = 1'-0"A903 2LEVEL 2 FURNITURE PLAN-REC-OPTION 1 Copy 1
REF
Oven
1/16" = 1'-0"A903
1LEVEL 1 FURNITURE PLAN-REC-OPTION 1 - no furn1/16" = 1'-0"A903 2LEVEL 2 FURNITURE PLAN-REC-OPTION 1 Copy 1
Level 1
Level 2
66 67
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment REF
Oven
1/16" = 1'-0"06
1LEVEL 1 FURNITURE PLAN-REC-OPTION 1
1/16" = 1'-0"06
2LEVEL 2 FURNITURE PLAN-REC-OPTION 1
Recommendations level one
1 Collection
large print
media
new books
periodicals
2. International Hub
community living room
area for learning/groups
expanded collection
3. Library of Things storage
move office to back of house
move business center to atrium niche
4. Meetings/study rooms
move fiction collection upstairs
5. Business Center
printers in niche
collaboration table
6. Maker Space
podcast room
activity area and storage
green screen
7. Enhanced Cafe
demonstration kitchen accessible from
maker space and cafe zone
1 2
3 4
5 6
7 CENTRAL PARK LIBRARY
1/16" = 1'-0"06
2LEVEL 2 FURNITURE PLAN-REC-OPTION 1Recommendations level two
1. Santa Clara Pavilion
larger entry
enhanced genealogy, local history
meeting space / workroom
2. Community Pavilion
lounge area
collaboration area
3. Business Pavilion
w/ meeting rooms and coworking space
4. Focus / study Pavillion
5. Foundation Offices move to back of house
use existing space for public
6. Genealogy Workroom move to back of house
use existing for public
7. Read Santa Clara Literacy Center
public facing
private meeting room
offices in staff area
8. Relocated Teen Zone
viewable from service desk
can be used for others when not used by teens
shared service desk with adult collection
9. Reduced collection of adult fiction and non fiction for better access to meeting room and
collaboration space
1 2
3 4
5 6
7 8
8 CENTRAL PARK LIBRARY
9 9
7 68 69
SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Cost Estimate
CENTRAL PARK LIBRARY
The scope of renovation at Central Park Library is presented as a range of interventions. The recommendations shown and priced are the most minimal intervention to provide the services requested and needed by the community. Quantity of interior finishes, lighting, and mechanical updates have been minimized. The costs assume the areas renovated will be shut down during renovation to provide maximum return on investment. A temporary building utilizing additional funds or a phased renovation approach are both possible solutions to provide continuity of services, and carry additional costs. Furniture updates are a large part of the recommendations and could be completed prior to building renovation(s). It should be noted, however, that while updating the furniture will improve building function, that alone will not provide the 21st century library programming the community needs and desires.
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.
Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.
FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.
Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.
The below estimates may change depending on the project’s design and options implemented.
All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.
Central Park Library Modernization / Renovation: $10,838,633 • Construction Project Cost: $8,912,700
• FF&E: $910,000
• Additional Building Needs: $1,015,833
STATION AREA SATELLITE BRANCH
Recommendations
The Station Area Plan will bring an influx of people to the Mission Branch’s region of the city. Mission Branch is already undersized for its community and the rail line will make it difficult for new Station Area neighbors to access Mission Branch. Therefore the plan’s recommendation is to identify an additional library location, ideally housed with another community program or in a shared building.
The recommendation based on anticipated service population is for a 9,000 sf of additional library space in this region. Rather than a stand-alone building of this scale, which would likely be cost- prohibitive and delay provision of needed library services to the area, this team’s recommendation is for a leased tenant space of approximately 6,000 sf. This would provide appropriate services for the area—a curated collection, patron holds, focused hands on learning area, and small meeting and study spaces—while relying on the building owner to provide shared programmatic needs (e.g., restrooms, loading, mechanical).
Cost Estimate
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.
Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.
FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.
Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.
The below estimates may change depending on the project’s design and options implemented.
All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction. See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.
The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs. The below costs are for the build out only not the ongoing cost of rent.
Station Area Satellite Branch: $4,502,550
• Construction Project Cost: $4,202,550
• FF&E: $300,000
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NORTHWEST BRANCH
Recommendations
Based on service area population projections a new Northwest Branch should be sized at approximately 20,000 sf. This new branch should be easily accessible by all modes of transportation (e.g., bus, rail, biking, walking, automobiles). The branch should provide hands-on learning and 21st century programming akin to that provided at Central Park Library, albeit at a smaller scale.
Northwest Branch will provide patrons with places to meet and study, collection, community gathering spaces with after hours access, and a connection to shaded green space and learning gardens. The Northside and Northwest branches will work in tandem to provide a full scope of library services and access to residents living north of Highway 101.
Given the recommended scale, it would be appropriate for this branch to be a standalone building. The branch could also be part of a development project or paired with another city function to optimize use of public funding (e.g., recreation center, park). Should projected development materialize at a lower level, or funding a new branch prove inadvisable, lower-cost alternatives would include activating services at other available city-owned facilities, developing a joint-use space, or leasing space. Recommendations and cost estimates for a new branch apply if development keeps pace with projections.
C
ost Estimate
Estimates are provided as Rough Order of Magnitude (ROM) costs for each project.
Construction Project Cost includes the cost of construction, including permits, testing, contingencies, design fees, project contingency and the contractor’s markups and contingencies.
FF&E (Furnitures, Fixtures, and Equipment) refers to furniture, shelving, displays, and other items traditionally purchased outside of the construction contract.
Additional Building Needs refers to specific updates that address long-desired functionality adjustments that have been expressed by SCCL after initial feedback and pricing were established.
The below estimates may change depending on the project’s design and options implemented.
All dollars are shown in 2025 dollars and must be escalated based on the actual timeline of construction.
See timeline graphic in this report for adjusted project costs and anticipated escalation for the recommendations based on a suggested timeline. The timeline graphic takes into account new operational, energy, and staffing costs to provide a holistic look at funding needs.
The following costs are in 2025 dollars. See timeline graphic for recommended timing and escalated costs.
• Northwest New Building: $37,277,200
• Construction Project Cost: $36,277,200
• FF&E: $1,000,000
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Potential funding strategies based on project
Future Northwest Branch
• Once the Central Park Library COP fund is paid off (2032), reallocate the funds to support a new joint use facility
• Explore public-private partnerships and launch a capital campaign with philanthropic funding to enhance community support and limit taxpayer costs.
• Leverage GFOA’s (Government Finance Officers Association) Putting Assets to Work Program to incorporate mixed-use development and generate ongoing revenue. https://www.gfoa.org/paw • Collaborate with Parks & Recreation to advocate for a joint-use library and recreation center, maximizing city resources.
• Evaluate a General Obligation (GO) Bond option instead of a COP for future library projects, incorporating philanthropic support to increase voter approval.
Santa Clara City Library
Staffing Recommendations
Staffing
Additional staff will be needed to accommodate the increased services for an increased population.
Planning for the increased staffing impacts on longterm operational costs is accounted for in funding models that are developed for each of the recommendations.
The purpose of the facility master plan staffing recommendations is to identify the staffing need for each facility based on recommendations and to provide an estimated annual cost (in 2025) dollars for the staffing. As funding models are developed based on these recommendations, annual staffing costs will need to be updated to current and predicted standards.
The staffing costs in this document are based on current salary and pay scales for the library, including benefits.
The following are each of the facility master plan recommendations with associated staffing and cost recommendations.
Ongoing Deferred Maintenance
No additional staff are recommended to meet the needs of the ongoing deferred maintenance recommendations.
Northside Branch Library Modernization
No additional staff are recommended to meet the needs of the interior reconfiguration of the Northside Branch. Existing staff levels will still be able to support the programming associated with this interior renovation.
Mission Branch Library Addition
With the introduction of the Tool Library, additional staff will be needed to meet the needs of Mission Branch per the below.
• (2) Half-time Library Assistant
Total 1 FTE
Annual Cost in 2025 Dollars: $123,989
Recommendations
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Station Area Satellite Branch Library
This new leased or partnered tenant space of +/- 6,000 sf is meant to provide a small collection, focused hands-on learning, and small study spaces. Using the Mission Branch Library staffing count as a guide, and assuming this location will be open 47 hours per week, it is recommended that the following staff will be needed to provide services to the community:
• (1) Program Coordinator
• (1) Librarian I
• (2) Full-time Library Assistants
• (3) Half-time Library Assistants
• (1) Half-time Page
Total 6 FTE
Annual Cost in 2025 Dollars: $817,546
Northwest Branch Library
This new branch library of approximately 20,000 sf will provide collections, study rooms, meeting rooms, a maker space, and children’s and teen spaces. Using the Northside staffing count as a guide, and assuming this location will be open 48 hours per week, it is recommended that the following additional staff will be needed to provide services to the community. The proposed FTE may need to be increased depending on how the service model for the design is set up (e.g., multiple floors may require additional staff; the focus and nature of the maker space may require staffing during open hours). Ideally this location has more than one central service point, even if it was not staffed every hour the branch was open. Eleven (11) FTE is the minimum number of staff recommended. • (1) Program Coordinator
• (2) Librarian I
• (1) Senior Library Assistant
• (1) Library Technology Assistant
• (3) Full-time Library Assistants
• (2) Half-time Library Assistants
• (2) Half-time Library Technology Consultant
• (2) Half-time Page
Total 11 FTE
Annual Cost in 2025 Dollars: $1,495,809
Central Park Library Modernization / Renovation
The recommended interior renovation and reconfiguration of Central Park Library will provide new services including a maker space, expanded teen area, and international community hub. The reconfiguration will provide a more efficient layout. The building’s public space will be expanded and the staff area will be reduced and made more efficient and supportive of workflows. Based on these new services and additional public space, and assuming this location is open 53 hours per week, it is recommended that the following additional staff will be needed to provide services to the community:
• (1) Library Technology Assistant (Maker Space)
• (2) Library Technology Consultant (Maker Space)
• (1) Librarian I (International hub)
• (1) Librarian I (Local History)
• (1) Facility Support (Building Maintenance Worker)
Total 6 FTE
Annual Cost in 2025 Dollars: $745,348
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Cost Schedule
The cost timeline provides options that align anticipated funding landscapes and capital investment recommendations. Costs are escalated according to our suggested order of priority to provide a flexible tool for mapping investment and planning purposes.
As funding availability and economic markets change these recommendations and timeline will naturally need to be revisited. It is recommended that costs and escalation are updated to current market data and trends at critical points in the future for sound decision making and planning.
Cost Timeline
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Cost
Schedule
Timeline
YR 1 YR 2 YR 3 YR 4 YR 5 YR 6 YR 7 YR 8 YR 9 YR 10 YR 11 YR 12 YR 13 YR 14 YR 15 YR 16 YR 17 YR 18 YR 19 YR 20 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 Northside $5,239 $1,719 $1,719 $5,171 $28,221 $1,851 $120,989 $124,080 $276,025 $3,696 $2,146 $2,210 $77,465 $2,345 $2,415 $4,413 $160,615 $2,639 $7,978 $2,799 Mission $11,646 $857 $887 $29,747 $50,955 $955 $14,513 $156,370 $40,187 $2,419 $26,708 $1,141 $2,643 $1,210 $239,031 $2,888 $1,322 $64,139 $3,156 $1,445 Central Park $214,503 $44,991 $604,251 $176,722 $19,361 $52,538 $27,672 $27,236 $21,529 $143,799 $604,183 $1,271,066 $691,679 $62,772 $46,739 $88,259 $27,272 $34,049 $36,473 $29,801 TOTAL PER YEAR $231,388 $47,567 $606,857 $211,640 $98,537 $55,344 $163,174 $307,686 $337,741 $149,914 $633,036 $1,274,416 $771,788 $66,327 $288,185 $95,560 $189,210 $100,827 $47,608 $34,045 Deferred Maintenance 3% escalation per year General Funds, Round-up Funds, and Parcel Tax are the funding tools available for options to meet these ongoing deferred maintenance costs.
Northside (portion of current bond and building fund??) Option 01 and 02 and 03 Modernization / Renovation 792,450$
FF&E 55,200$
Additional Requests 213,333$
Recommended Capital Funding Sources Option 01 1,060,983$ 2024 Bond Recommended Capital Funding Sources Option 02
Recommended Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Staffing Operations Funding Needs No additional staffing cost - existing staffing levels will adequately support this addition.
Mission addition (portion of current bond) Option 01 Option 02 and 03 Addition 1,252,800$ $ 1,342,031 FF&E 10,470$ $ 11,216 Additional Requests 213,333$ $ 228,528 Recommended Capital Funding Sources 1,476,603$ 2024 Bond 1,581,774$ 2024 Bond Recommended Additional Building Operations Funding Needs 40,502$ 41,717$ 42, 968$ 44,257$ 45,585$ 46,953$ 48,361$ 49,812$ 51,306$ 52,846$ 54,431$ 56,064$ 57,746$ 59,478$ 61,263$ 63,101$ 64,994$ 66,943$ Recommended Additional Staffing Operations Funding Needs $131,540 $135,486 $139,551 $143,737 $148,049 $152,491 $157,066 $161,778 $166,631 $171,630 $176,779 $182,082 $187,544 $193,171 $198,966 $204,935 $211,083 $217,415 Central Park Modernization / Renovation Option 01 (Phase 01) Option 02 Option 01 (Phase 02) Option 03 Addition 4,750,720$ $ 10,850,512 6,018,070$ 12, 956,079$ FF&E 970,218$ $ 1,107,975 1,229,043$ 1, 322,980$ Additional Requests 1,082,935$ $ 1,236,697 Completes in Phase 1 1,476,681$ Recommended Capital Funding Sources 6,803,873$ 13,195,184$ COP Transition / Bond with New Northwest 7,247,113$ 15,755,740$ COP Transition Bond with New Northwest 6,532,413$ 2024 Bond 2024 Bond 6,427,242$ Potential for use of parcel tax for phase 2 271,460$ 2024 Bond Interest Philanthropy 6,767,942$ Recommended Additional Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Additional Staffing Operations Funding Needs 838,896$ 864,063$ 889,984$ 916,684$ 944,185$ 972,510$ 1,001,685$ 1,031,736$ 1,062,688$ 1,094,569$ 1,127,406$ 1,161,228$ 1,196,065$ 1,231,947$ 1,268,905$ 1,306,972$ Station area satellite branch (+/- 6,000 sf) Leased tenant space or Partnership Opportunity based - should start conversations now with developers / potential partners and make happen when opportunity is there Tenant Improvement Cost shown escalating each year 4,202,550$ 4,349,639$ 4,501,877$ 4,648,188$ 4,799,254$ 4,943,231$ 5,091,528$ 5,244,274$ 5,401,602$ FF&E shown escalating each year 300,000$ 310,500$ 321,368$ 331,812$ 342,596$ 352,874$ 363,460$ 374,364$ 385,595$ Recommended Additional Capital Funding Sources Development fees, parcel tax, P3 public private partnership (Opton to use current bond funds instead of Central Phase 01 only if bond funds can be used under the terms of a potential lease or agreement with a developer.) Recommended Additional Building Operations Funding Needs 24,929$ 25,677$ 26, 448$ 27,241$ 28,058$ 28,900$ 29,767$ 30,660$ 31,580$ 32,527$ 33,503$ 34,508$ 35,543$ 36,610$ 37,708$ 38,839$ 40,004$ 41,204$ Recommended Additional Staffing Operations Funding Needs 867,335$ 893,355$ 920, 155$ 947,760$ 976,193$ 1,005,478$ 1,035,643$ 1,066,712$ 1,098,713$ 1,131,675$ 1,165,625$ 1,200,594$ 1,236,612$ 1,273,710$ 1,311,921$ 1,351,279$ 1,391,817$ 1,433,572$ Northwest (+/-20,000 sf) New Branch (potential pairing with recreation center) COP Transition Timing Recommendation New 20,000 sf branch library $43,951,027
FF&E $1,211,533
45,162,560$
Recommended Capital Funding Sources Option 01 COP Transition Planning (COP on central is paid off in 2032 and could allow for new COP if planned ahead properly) Recommended Capital Funding Sources Option 02 Development Fees , Foundation / philanthropy Recommended Capital Funding Sources Option 03 Bond with Rec Center Recommended Additional Building Operations Funding Needs 177,452$ 182, 775$ 188,259$ 193,906$ 199,724$ 205,715$ 211,887$ 218,243$ 224,791$ 231,534$ 238,480$ Recommended Additional Staffing Operations Funding Needs $15,862,295 $16,338,164 $16,828,309 $17,333,158 $17,853,153 $18,388,747 $18,940,410 $19,508,622 $20,093,881 $20,696,697 $21,317,598 NOTES:
Project Costs for building new construction, additions, and renovations / modernizations use 2024 prevailing wage and are increased by 35% from the RLB report to include owner soft costs including 10% owners contingency, 10% A/E fees, 15% permits, internal costs, project management Escalation is applied to maintenance, construction and renovation costs as in the RLB report with 3.75% for 2025, 3.50% for 2026 and 2027, 3.25% for 2028 and 2029, and 3.00% for all years thereafter and should be adjusted based on current or new projected rates of inflation over time Operational utility energy costs are escalated at 3% annually and should be adjusted based on current or new projected rates of construction escalation over time.
Staffing Costs are escalated at 3% annually and should be adjusted based on current or new projected rates of inflation over time.
Current bond funds of $9M area available plus an additional $70,000 of current library funds identified to be used for FF&E upgrades in the Northside Library for a total of $9,070,000 of current funding available. It is recommended that these funds be used now to minimize the affect of escalation.
Ongoing Deferred Maintenance Reccommended Budget: See Building Analytics Report in Facility Master Plan for base non-escalated costs
YR 1 YR 2 YR 3 YR 4 YR 5 YR 6 YR 7 YR 8 YR 9 YR 10 YR 11 YR 12 YR 13 YR 14 YR 15 YR 16 YR 17 YR 18 YR 19 YR 20 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 Northside $5,239 $1,719 $1,719 $5,171 $28,221 $1,851 $120,989 $124,080 $276,025 $3,696 $2,146 $2,210 $77,465 $2,345 $2,415 $4,413 $160,615 $2,639 $7,978 $2,799 Mission $11,646 $857 $887 $29,747 $50,955 $955 $14,513 $156,370 $40,187 $2,419 $26,708 $1,141 $2,643 $1,210 $239,031 $2,888 $1,322 $64,139 $3,156 $1,445 Central Park $214,503 $44,991 $604,251 $176,722 $19,361 $52,538 $27,672 $27,236 $21,529 $143,799 $604,183 $1,271,066 $691,679 $62,772 $46,739 $88,259 $27,272 $34,049 $36,473 $29,801 TOTAL PER YEAR $231,388 $47,567 $606,857 $211,640 $98,537 $55,344 $163,174 $307,686 $337,741 $149,914 $633,036 $1,274,416 $771,788 $66,327 $288,185 $95,560 $189,210 $100,827 $47,608 $34,045 Deferred Maintenance 3% escalation per year General Funds, Round-up Funds, and Parcel Tax are the funding tools available for options to meet these ongoing deferred maintenance costs.
Northside (portion of current bond and building fund??) Option 01 and 02 and 03 Modernization / Renovation 792,450$
FF&E 55,200$
Additional Requests 213,333$
Recommended Capital Funding Sources Option 01 1,060,983$ 2024 Bond Recommended Capital Funding Sources Option 02
Recommended Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Staffing Operations Funding Needs No additional staffing cost - existing staffing levels will adequately support this addition.
Mission addition (portion of current bond) Option 01
Option 02 and 03
Addition 1,252,800$ $ 1,342,031 FF&E 10,470$ $ 11,216 Additional Requests 213,333$ $ 228,528 Recommended Capital Funding Sources 1,476,603$ 2024 Bond 1,581,774$ 2024 Bond Recommended Additional Building Operations Funding Needs 40,502$ 41,717$ 42,968$ 44,257$ 45,585$ 46,953$ 48,361$ 49,812$ 51,306$ 52,846$ 54,431$ 56,064$ 57,746$ 59,478$ 61,263$ 63,101$ 64,994$ 66,943$ Recommended Additional Staffing Operations Funding Needs $131,540 $135,486 $139,551 $143,737 $148,049 $152,491 $157,066 $161,778 $166,631 $171,630 $176,779 $182,082 $187,544 $193,171 $198,966 $204,935 $211,083 $217,415 Central Park Modernization / Renovation Option 01 (Phase 01) Option 02 Option 01 (Phase 02) Option 03 Addition 4,750,720$ $ 10,850,512 6,018,070$ 12,956,079$ FF&E 970,218$ $ 1,107,975 1,229,043$ 1,322,980$ Additional Requests 1,082,935$ $ 1,236,697 Completes in Phase 1 1,476,681$ Recommended Capital Funding Sources 6,803,873$ 13,195,184$ COP Transition / Bond with New Northwest 7,247,113$ 15,755,740$ COP Transition Bond with New Northwest 6,532,413$ 2024 Bond 2024 Bond 6,427,242$ Potential for use of parcel tax for phase 2 271,460$ 2024 Bond Interest Philanthropy 6,767,942$ Recommended Additional Building Operations Funding Needs No additional energy costs: Ongoing Existing Operational energy / utility costs Recommended Additional Staffing Operations Funding Needs 838,896$ 864,063$ 889,984$ 916,684$ 944,185$ 972,510$ 1,001,685$ 1,031,736$ 1,062,688$ 1,094,569$ 1,127,406$ 1,161,228$ 1,196,065$ 1,231,947$ 1,268,905$ 1,306,972$ Station area satellite branch (+/- 6,000 sf) Leased tenant space or Partnership Opportunity based - should start conversations now with developers / potential partners and make happen when opportunity is there Tenant Improvement Cost shown escalating each year 4,202,550$ 4,349,639$ 4,501,877$ 4,648,188$ 4,799,254$ 4,943,231$ 5,091,528$ 5,244,274$ 5,401,602$ FF&E shown escalating each year 300,000$ 310,500$ 321,368$ 331,812$ 342,596$ 352,874$ 363,460$ 374,364$ 385,595$ Recommended Additional Capital Funding Sources Development fees, parcel tax, P3 public private partnership (Opton to use current bond funds instead of Central Phase 01 only if bond funds can be used under the terms of a potential lease or agreement with a developer.) Recommended Additional Building Operations Funding Needs 24,929$ 25,677$ 26,448$ 27,241$ 28,058$ 28,900$ 29,767$ 30,660$ 31,580$ 32,527$ 33,503$ 34,508$ 35,543$ 36,610$ 37,708$ 38,839$ 40,004$ 41,204$ Recommended Additional Staffing Operations Funding Needs 867,335$ 893,355$ 920,155$ 947,760$ 976,193$ 1,005,478$ 1,035,643$ 1,066,712$ 1,098,713$ 1,131,675$ 1,165,625$ 1,200,594$ 1,236,612$ 1,273,710$ 1,311,921$ 1,351,279$ 1,391,817$ 1,433,572$ Northwest (+/-20,000 sf) New Branch (potential pairing with recreation center) COP Transition Timing Recommendation New 20,000 sf branch library $43,951,027
FF&E $1,211,533
45,162,560$
Recommended Capital Funding Sources Option 01 COP Transition Planning (COP on central is paid off in 2032 and could allow for new COP if planned ahead properly) Recommended Capital Funding Sources Option 02 Development Fees , Foundation / philanthropy Recommended Capital Funding Sources Option 03 Bond with Rec Center Recommended Additional Building Operations Funding Needs 177,452$ 182,775$ 188,259$ 193,906$ 199,724$ 205,715$ 211,887$ 218,243$ 224,791$ 231,534$ 238,480$ Recommended Additional Staffing Operations Funding Needs $15,862,295 $16,338,164 $16,828,309 $17,333,158 $17,853,153 $18,388,747 $18,940,410 $19,508,622 $20,093,881 $20,696,697 $21,317,598 NOTES:
Project Costs for building new construction, additions, and renovations / modernizations use 2024 prevailing wage and are increased by 35% from the RLB report to include owner soft costs including 10% owners contingency, 10% A/E fees, 15% permits, internal costs, project management Escalation is applied to maintenance, construction and renovation costs as in the RLB report with 3.75% for 2025, 3.50% for 2026 and 2027, 3.25% for 2028 and 2029, and 3.00% for all years thereafter and should be adjusted based on current or new projected rates of inflation over time Operational utility energy costs are escalated at 3% annually and should be adjusted based on current or new projected rates of construction escalation over time.
Staffing Costs are escalated at 3% annually and should be adjusted based on current or new projected rates of inflation over time.
Current bond funds of $9M area available plus an additional $70,000 of current library funds identified to be used for FF&E upgrades in the Northside Library for a total of $9,070,000 of current funding available. It is recommended that these funds be used now to minimize the affect of escalation.
Ongoing Deferred Maintenance Reccommended Budget: See Building Analytics Report in Facility Master Plan for base non-escalated costs
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Santa Clara City Library
Funding Strategies
FUNDING STRATEGIES
Priority of Needs
This master plan analyzed community needs, population and demographic projections, and existing library spaces. The geographic location of planned development and population growth in relationship to the geographic location and size of existing facilities is a leading factor in the priorities of the plan recommendations.
The following is a summary of project priorities (listed from higher to lower priority):
1. Northside Branch Modernization / Renovation
2. Mission Branch Addition
3. Station Area Satellite Branch (new location)
4. Northwest Branch (new new or re-purposed city-owned location; notable potential for joint-use or partnership)
5. Central Park Library Modernization / Renovation
Funding Priorities and Timelines
Funding secured at the publishing of this report includes bond funds of $9,000,000 and $70,000 of library funds earmarked for FF&E upgrades in the Northside Branch, bringing the total available funding to $9,070,000. While a significant sum, it is not enough to cover all of the identified needs.
Necessarily, currently available funding will influence the order of the project priorities in order to utilize currently available funding most effectively (and to avoid delays in using the money that effectively reduces “buying power”). Considerations influencing a reordering of the above priority list include:
Station Area Satellite Branch
• The addition of this new branch assumes reliance on opportunities for partnership in the planned development. The timeline for a project is variable based upon when a partnership is found and agreement forged (e.g., with a developer, business, or organization). • The Station Area Satellite Branch may rely on use of a leased space, if a condominium agreement isn’t available. It would be difficult to utilize bond funding for the build-out of a leased space. • Due to the above considerations the Station Area Satellite Branch is not recommended for use of the current bond dollars.
• This team’s recommendation is to immediately begin discussions regarding funding strategies and to investigate potential partnerships to seize the opportunity presented by the Station Area development.
Northwest Branch
• The need for this branch is dependent upon future development and carries significant cost.
Recommendations: Cost and Funding
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FUNDING STRATEGIES
• This team’s recommendation is to delay this new branch and instead utilize COP funds that become available in 2032 (or utilize a new a general obligation bond).
Should a partnership and/or desirable space open quickly for Station Area Branch, or development in the Northwest get underway sooner than anticipated, this team suggests maintaining the needs- based order of priority. However, given the above considerations and current landscape an adjusted prioritizing of projects follows (listed in order of priority, highest to lowest):
Project Priority 01: Northside Branch Modernization / Renovation • Interior renovation as described in this document
• Furniture, fixtures and equipment (FF&E) updates
• Additional building needs:
◊ Re-installation of security systems to create after-hours public access to meeting rooms and restrooms.
◊ Replace automatic doors.
◊ Provide power and data ports in floor at patio enclosure. ◊ Add window tint on north clerestory windows.
Project Priority 02: Mission Branch
• Addition / renovation as described in this document
• FF&E: wire racks for tool lending storage
• Additional building needs:
◊ Re-installation of security systems to create after-hours public access to meeting rooms and restrooms.
◊ Replace automatic doors.
◊ Renovate staff break room to resolve needed repairs that have an impact on electrical system, walls, roof, and HVAC within the break room space.
Project Priority 03: Central Park Library Modernization / Renovation While the preferred priority for Central Park Library renovation would be after the new Station Area Satellite Branch and new Northwest Branch there will be additional 2024 bond funds available after the Northside and Mission Branch projects are completed. These funds should be applied toward the Central Park Library modernization. If additional funding through philanthropy or other means becomes available the entire renovation could be completed. However, the assumption at this report’s writing is that the Central Park Library renovation will be divided into two phases, with phase two being completed concurrent with the New Northwest bonding (i.e., timed to take advantage of paying off the current COP).
Central Park Library scope:
• Modernization / renovation as described in this document
FUNDING STRATEGIES
• FF&E refresh
• Additional building needs:
◊ Re-installation of security systems to create after-hours public access to meeting rooms. ◊ Toilet room renovations for Level 01 (Level 02 is included in the plan’s modernization / renovation scope).
◊ Staff work area renovation for loading, facilities, foundation, friends, and technical services on level 01.
◊ iStar panel for access badge readers.
◊ Replace automatic doors.
The following is a summary of costs for each project, in 2025 dollars and minus associated staffing needs. See timeline graphic for timing and escalated costs.
Northside Branch Modernization / Renovation: $1,063,983 • Construction Project Cost: $792,450
• FF&E: $55,200
• Additional building needs: $213,333
Mission Branch Addition: $1,476,603
• Construction Project Cost: $1,252,800
• FF&E: $10,470
• Additional building needs: $213,333
Station Area Satellite Branch: $4,502,550
• Construction Project Cost: $4,202,550
• FF&E: $300,000
Northwest Branch: $37,277,200
• Construction Project Cost: $36,277,200
• FF&E: $1,000,000
Central Park Modernization / Renovation: $10,838,633
• Construction Project Cost: $8,912,700
• FF&E: $910,000
• Additional building needs: $1,015,833
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FUNDING STRATEGIES
The planning team has identified project needs that would be best funded outside of the current bond funding to optimize the current available bond funds for the main priorities. The following list includes recommendations that fit into other funding sources:
• Solar panel parking lot shade structures at Central Park Library and Northside Branch. This type of project is well-suited for grants and philanthropy.
• Generator to support cooling / warming centers at Central Park Library and Northside Branch.
This type of project is well-suited for grants and philanthropy. • Central Park Library roof replacement. Recommendations for roof are included in deferred maintenance report by Building Analytics (see appendix). Utilize annual operational funds. • Central Park Library boiler replacement: Recommendations for boilers are included in deferred maintenance report by Building Analytics (see appendix). Utilize annual operational funds. • Central Park Library exterior lighting. Recommend adding to deferred maintenance projects list, utilizing annual operational funds.
• Lighting software and hardware switchboard at the Central Park Library: Recommend adding to deferred maintenance, utilizing annual operational funds.
Utilization of 2024 Bond Funds
Santa Clara passed Measure I in 2024 with ~$9M designated for library improvements. • Prioritize renovations for Mission Branch, Northside Branch, and Central Park Library. • Work with Santa Clara City Library Foundation and Friends to identify additional philanthropic support to maximize the projects (similar to the past Northside Branch and Central Park Library projects).
Philanthropic Support
• Strengthen collaboration with the library foundation by aligning its mission with the library’s strategic and master plans.
• Develop a fundraising plan.
• Provide fundraising training for Santa Clara City Library Foundation and Friends and library leadership.
Potential strategies for specific project needs:
Future Northwest Branch
• When the Central Park Library COP is paid off in 2032, consider reallocating the funds to support a new facility.
• Explore public-private partnerships and launch a capital campaign with philanthropic funding to
FUNDING STRATEGIES
Future Station Area Satellite Branch
• Explore opportunities for a developer partnership to fund construction. • Utilize potential philanthropic interest for a new approach to meeting the community where they are.
Deferred Maintenance
• Work with city management to create a capital maintenance plan for high-priority deferred maintenance projects that aren’t otherwise covered in renovations. • Deferred maintenance projects not included in the master plan renovations could be funded through capital funds from the city or supported by an opt-in round-up program or a parcel tax within the next 2-3 years.
At the intersection of the City of Santa Clara residents’ needs and the cost to meet those needs are the potential funding mechanisms to provide the resources necessary to meet such needs.
Whenever communities consider building new infrastructure or enhancing existing facilities, it’s important to acknowledge that any fees or taxes can have financial implications for developers, taxpayers, and the broader community. This section is designed to provide public administrators and policymakers with a comprehensive overview of funding tools, including examples of how Santa Clara, or peer communities have effectively utilized them to support community growth. We have also provided some high-level justifications and data for their application now and in the future if updated.
This includes not only traditional mechanisms like development fees, parcel taxes, and bonds but also philanthropic contributions, public-private partnerships, and small opt-in opportunities. Strategic use of diverse funding mechanisms will help minimize financial strain, maximize community benefit, and provide flexibility to adapt to future needs and opportunities.
In an ever-changing economic and regulatory environment, we recommend that these tools be regularly evaluated and updated to ensure that all potential funding avenues are still allowable and optimized.
Growth based funding analysis
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Existing and Future Growth Projections
When population growth occurs, certain needs require a per-capita increase in order to meet the continued service levels in new and growing communities. For example, developers pay impact fees to pay for new infrastructure associated with the impact of the development. In the example of impact fees, a “Nexus Study” is often completed to assess and justify the impact fee. This growth- based funding analysis similarly shows the impact population growth has on the necessary infrastructure of the library system.
A Nexus Study assesses the impact fee for a “public facility or capital facilities including public buildings, community facilities, land, infrastructure, and/or other public improvements, as well as equipment and supplies with a long duration of use… A development impact fee that is used to mitigate the impacts of new development on facilities and will be spent on capital projects that improve or expand facilities to accommodate growth in service demand from new development.” (https://www.hcd.ca.gov/sites/default/files/docs/policy-and-research/plan-report/nexus-study- template.pdf)
The purpose of the report is to ensure there is a transparent process and that any fees placed on developers is proportional to the project’s impact. This “Growth Based Funding Analysis” incorporates the potential of impact fees as one of many mechanisms that can be used to meet the needs of new development and the needs of the existing community residents where improvements or additional space is needed.
These increased needs for the Santa Clara City Public Library take on the form of its ability to deliver library services (i.e., facilities, facility operation and maintenance, and staffing operations).
State of California population projections and City of Santa Clara staff and development task forces suggest the City of Santa Clara has an approximate 2025 population of 132,000 with 25% growth projected in the next 20 years, for a population of 165,000.
Determination of Facility Standards and Demand
Historically libraries used a per-capita ratio of approximately 1 square foot of space per person to determine a library facility size. Per historic library planning standards this would mean that in 2025 the library needs a total of 132,000 sf across its system (versus its current 105,125 sf, or .79 sf per capita). However, library planning now takes into account other factors such as more efficient use of flexible and adaptable spaces, shared and partnered spaces, increasing digital collections, and identifying specific community needs (and the space required to meet those needs).
Santa Clara City Public Library has a disproportionate allocation of space to geographic location of the population. Central Park Library is a larger building than the service population would suggest.
However, this location serves as an administrative hub for the system and also provides system-wide programming and so the larger size is appropriate.
FUNDING STRATEGIES
This is important to understand in the context of square footage per capita, as there is currently enough space per capita system-wide, but much of that space is at Central Park Library and not easily accessible geographically to those that need it. The plan provides different square footage per capita numbers for different regions of the city to ensure the square footage is allocated properly across the city:
Central Park Library: 0.75 sf per capita
Northside Branch Library: 0.75 sf per capita
Mission Branch: 0.60 sf per capita
Future Needs
This Library Facilities Master Plan Report identifies current deficiencies and future needs of the library and how population growth in the next 20 years will impact the resources necessary to meet the needs of a growing population. Library service population growth will create increased demand for library services. Left unaddressed, increased demand will create inadequate service levels and inequality of services. As noted in this facility master plan deferred maintenance, additional building needs, and additional staffing are required to support the programming and services for residents in correlation with the city’s general plan.
Future needs include ongoing maintenance of building assets and updates and new facilities required to maintain the existing level of service as the population grows. With the recommendations for expanded or new infrastructure comes the potential for new staffing and operation cost. Our report outlines those needs, potential efficiencies, and funding recommendations for building-related costs for city and library leaders to consider. Future staffing projections are also included; however, funding strategies for staffing will need to be identified internally within the city funding structure.
The plan’s recommendations are plotted against a proposed timeline and recommended funding sources. The schedule of maintenance, space modernization, and new facilities acts as a priority list.
There is flexibility to adjust the timeline of projects based on economic, market, and funding factors.
Funding Sources and Purpose
The following are potential funding sources to meet the plan’s needs in alignment with the city’s General Plan.
Certificate of Participation (COP): A lease-financing tool that provides flexibility without requiring the same level of approval as a GO bond. The City used a COP to fund the Central Park Library, with final payments expected in 2032.
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FUNDING STRATEGIES
Library Parcel Tax: A flat annual property tax to support library operations, facility improvements, or service expansions. A proposed tax of $36.88 per home could generate approximately $1.7M annually.
Similar taxes have been implemented and successfully renewed in Santa Clara County.
Developer Impact Fees: A fee for new developments to fund public infrastructure and community services. Note that current California law requires a nexus report before implementation.
General Obligation Bond: A voter-approved funding mechanism that allows municipalities to raise funds for pulbic projects by issuing bonds and are typically repaid through property taxes.
Public-Private Partnerships (P3s): A model that leverages private investment to reduce taxpayer burden and enhance community services. Mixed-use developments could generate revenue for operations and construction costs.
Mixed-Use Government Facility: A joint-use space combining a library with other community services (e.g., recreation or senior centers) to maximize efficiency, community support, and funding opportunities.
Municipal Bond: A financial tool that does not require a vote and is typically repaid through lease payments from teh facility it funds rather than general taxes.
Round-Up Program: A voluntary utility bill donation program where residents round up their payments to support library initiatives. A 25% participation rate in Santa Clara could yield $200,000 annually for ongoing operations.
Philanthropic Support: The library’s foundation has historically funded programming and capital projects. Strengthening and aligning the relationship between the two organizations will help with fundraising efforts and support the library’s strategic goals.
FUNDING STRATEGIES
Funding and Capital Improvement Plan
This facilities master plan acts as a capital improvement plan that identifies key projects and improvement provides funding options that bring together both public and private dollars.
Understanding potential funding options provides a comprehensive document to strategically guide the organization.
The approach mirrors the principles of a Nexus Report by tying together current and future community growth to infrastructure use and demands. By analyzing current community demographics, city budgets, past and current bonds, past philanthropic support and existing library COPs, we have identified opportunities for funding the “low hanging fruit” as well as opportunities for more substantial projects that will support the demands of a growing community.
Reasonable Benefit
With population growth and development comes increased demand for facilities that support the growth, heightened wear and tear on buildings, increased maintenance, and needs for expansion and/or replacement. Future growth and development will require additional investments in library facilities to maintain current library service levels. We have outlined growth-related infrastructure needs that must be addressed proactively to avoid overburdening current services.
California law states that in order to charge certain fees to developers a city must demonstrate a “reasonable relationship” between the fees and the impacts caused by the development. A “nexus report” provides the analysis for specific fees that may be charged.
Development fees may only provide a portion of the funds toward a municipal project; other funding mechanisms may be required to cover the full cost. It should be noted that population growth and future development will necessitate the need for expansion of library space and operations to maintain current library service levels. These burdens posed should be taken into account by the city when determining development fees.
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City of Santa Clara General Plan 2010-2035
FUNDING STRATEGIES
The following recommended additions / changes to the Santa Clara General Plan are intended to provide language regarding library development to meet current and future community needs. Existing references to the library in the General Plan are included to emphasize opportunities to better integrate library priorities with the General Plan.
TABLE OF CONTENTS
5.9 Public Facilities and Services
Add: 5.9.4 Library Goals and Policies
Remove the library text from 5.9.2 Schools and Community Facilities Goals and Policies, and create a new section specific to Libraries. Much like Parks, Open Space, and Recreation, libraries are connected directly to community needs and population growth. The information generated by the library’s facilities master plan provides important planning data and recommendations that support and enhance the current General Plan. 8 Appendices
Add: 8.16 Library Inventory
• Existing Libraries
• New Library Facilities and Proposed Development
List of Figures
Add: 5.9-3 Libraries and Growth Map
Add: Figure 5.9-4 Community Engagement Summary
List of Tables
Add: 8.16-1 Existing Libraries
Add: 8.16-2 New Library Facilities with Proposed Development
THE SANTA CLARA VISION
Text to remain: Library facilities are referenced as an amenity provided in part by the “robust property and sales tax revenues.”
City of Santa Clara 2010 – 2035 General Plan:
recommended changes
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1.3.2 VISION FOR THE FUTURE
Add the words “and libraries” to bullet point 9: “Continue high quality public services and amenities, including open space and parks, and libraries, and;”
1.5.7 PUBLIC FACILITIES AND SERVICES
Pages 1-18 and 1-19 (PDF pages 28 and 29)
Add these bullet points to the end of section 1.5.7 as follows:
• Providing existing and new neighborhoods with a connected network of libraries for the community as a whole (the 2025 Santa
Clara City Library Facilities Master Plan outlines
recommendations and locations consistent with future development).
Supporting rationale: The Library Facilities Master Plan provides planning recommendations through 2045, and funding scenarios to meet the needs of the plan. Library services should be based on a combination of population (sf per capita as shown in the plan) and specific community needs. Funding the plan’s recommendations based on new development can be connected to development fees, potential development partnerships, and/or agreements that leverage existing facility and real estate assets.
1.7 TURNING THE GENERAL PLAN INTO ACTION
Text to remain: the reference to “libraries” in the quote from the Letter to the Future Children of Santa Clara signifies the importance of libraries in conjunction with police, fire, parks, and recreation.
2.2 PLAN ORGANIZATION
Edit the final bullet point on that page as follows:
• Other Technical Appendices. Included in these Appendices are other documents, such as the noise analysis, historical resources inventory, heritage tree list, parks and open space resources inventory, library services inventory, and school district and facilities information.
2.5 PLAN PREREQUISITES
Text to remain: “This process will identify adequate infrastructure and services, access to transit, open space, recreation and retail and sufficient public facilities (such as parks, schools, libraries and utilities).
3.2.2 EXISTING CHARACTERISTICS
Text to remain: “These uses include civic facilities, such as City Hall, police and fire stations, electric substations and libraries...”
3.3.2 THE VISION
Edit the 9th bullet point as follows:
“Continue high quality public services and amenities, including open space, parks, and libraries.”
4.1 ENHANCE THE CITY’S HIGH QUALITY OF LIFE
Text to remain: The reference to libraries as and example of “Affordable and high quality services and amenities”
5.1 PREREQUISITES
(PDF page 79)
Edit the second paragraph as follows:
“Prerequisite Goals support the Major Strategies and generally recognize the importance of planning from the “big picture” perspective. They are intended to take into account the availability of public resources and infrastructure in order to enable the development identified in each phase of the Plan in the long-term, and not overburden existing community resources, such as schools, parks, libraries, and utilities, in the short-term.”
5.1.1 PREREQUISITE GOALS AND POLICIES
(PDF page 80)
Text in 5.1.1-P8 to remain: the reference to libraries in the 5th bullet point related to “Public Services.”
5.3.4 MIXED USE LAND USE GOALS AND POLICIES
(PDF page 102)
Edit 5.3.4-P15 as follows:
“Maximize opportunities to connect streets, bicycle facilities and pedestrian pathways to improve accessibility between mixed-use development and surrounding neighborhoods, parks, open spaces, transit, libraries, and public amenities. Provide...” 94 95
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5.8.6 PARKING GOALS AND POLICIES
(PDF page 147)
Reference to libraries in 5.8.6-P10 to remain.
5.9 PUBLIC FACILITIES AND SERVICES
(PDF page 148)
Reference to libraries in 1st paragraph of 5.9 to remain. (PDF page 151)
Figure 5.9-1: Parks, Recreation and Open Space (2035) map references the Central Park Library as a part of Central Park. All existing libraries sit within parks. Recommendation is for Mission Branch and Northside Branch to also be referenced on this map.
5.9.2 SCHOOLS AND COMMUNITY FACILITIES GOALS AND POLICIES (PDF page 153)
Remove library text from 5.9.2 Schools and Community Facilities Goals and Policies, and create a new section specific to libraries. Much like Parks, Open Space, and Recreation, Libraries are connected directly to the community needs and population growth. The 2025 Library Facilities Master Plan provides important planning data and recommendations that support and enhance the current General Plan.
(PDF pages 154)
Move the heading “Library” and subsequent three paragraphs to new recommended section “5.9.4 Library Goals and Policies” with modifications and additions as indicated below.
(PDF page 155)
Figure 5.9-2 Public Facilities Map references the Central Park Library and Mission Branch. Add Northside Branch.
(PDF page 157)
Move 5.9.2-P2 and 5.9.2-P3 to new recommended section “5.9.4 Library Goals and Policies” with the modifications and additions indicated below.
5.9.4 Library Goals and Policies
Libraries are critical in satisfying the diverse needs of all Santa Clara residents, new Americans, and visitors; improving the
wellbeing of the community, outreach, and providing
opportunities for social interaction and engagement. Library spaces, services, and programs offer activities for a culturally
96 and generationally diverse population. As residential populations increase it will be essential for the City to actively plan for library reconfigurations, modernizations, additions, and property for new recommended location(s).
Library Facilities
Existing libraries in Santa Clara are the Central Park Library, the main library, located on Homestead Road, and the Mission Branch Family Reading Center, located in the historic core of the City. The Central Park Library is 88,550 square feet and was reconstructed and expanded in 2004. With more than 463,000 visitors per year, and averaging over 1,200 people
per day in FY 2024-25 using the library, the facility size is able to handle the existing volume of people and activities; features include: group study and large community rooms, a computer training classroom, genealogy and local history collection, and an extensive collection of materials for educational and recreational use. In order to continue to meet these and future community needs the library is in need of reconfiguration and updates.
The Mission Library Family Reading Center, located on Lexington Street at Main Street, is a full service library facility. The development and population around this small branch is growing, including the station area development. Library services for population growth in this area need to be considered.
In addition to existing facilities, a 15,700-square-foot Northside Branch Library was approved for development in Rivermark and built in 2014. Rate of use since the library opened confirms demand for services on the north side. Increased community needs and projected development and population growth in the north side of Santa Clara require additional space and an increased library size.
Additional library facilities may be needed to meet the demand from the addition of approximately 33,000 new residents anticipated as a result of this General Plan 2010-2035, including the Housing Element, at its outset in 2010 with a population of approximately 116,000 and now in 2025 has grown to over 131,000 with growth of approximately 15,000 people and anticipated growth of over 40,000 (still under evaluation with city staff) more people based on currently approved developments. Given that the large Central Park Library facility is located in the southern portion of the City, it is relatively close to, and could serve, anticipated new development along El Camino Real, Homestead Road, Kiely Boulevard and Stevens Creek Boulevard. New library facilities may, however, be needed to serve the anticipated development in the northern portion of the City. This will need to be evaluated as part of the comprehensive planning process for new residential development in the Future Focus Areas.
Figure 5.9-3 illustrates future locations of approved development and resultant recommendations for reconfigurations, modernizations, additions and a new library facility.
All existing libraries in the city are located within a park; new libraries should be coordinated to be in a park in conjunction with 5.9.1 Parks, Open Space and Recreation Goals and Policies. 97 SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Figure 5.9-3 Libraries and Growth Map
(A map will be provided showing existing libraries, approved development growth, and recommended modifications, additions, and new library facilities).
Library services and facilities are maintained by Santa Clara City Library in tight coordination with other city departments including Parks and Recreation. It is feasible that the need of both a park and recreation center in northern Santa Clara could provide a unique opportunity for a partnership with a shared facility.
Community engagement informed the 2025 Library Facilities Master Plan. Figure 5.9-4 indicates community needs as a summary of the community engagement process.
Figure 5.9-4 Community Engagement Summary
(a graphical summary of community engagement outcomes).
Top community needs that the library can support include sensory rooms, a library of things, access to food and drink, age-dedicated spaces, children’s play spaces, community spaces (to support and collaborate with parks and recreation), and teaching gardens. Space to meet these needs can be an opportunity for Parks and Rec to more deeply collaborate with the library.
Additional themes, spaces and community needs include:
• Sensory rooms
• Quiet space
• Welcoming and flexible teen spaces
• Maker space
• Collaboration space
• Technology space with equipment for creating pod casts and green screens for video production and editing.
• English as a second language (ESL) services and an international language hub • Connections between parks and libraries
• Playgrounds
• Galleries celebrating Santa Clara History
• Partnerships with local galleries, historical and landmark commission, and arts commission
• Many more meeting rooms of all sizes
• Expansion of library hours
• Café
• Literacy Center
• Genealogy
• Tool Library
• Community gardens
The recommended spaces based on community needs will change over time and with population, age, and demographic changes. Spaces should be flexible and adaptable to accommodate library service needs to follow changes with community needs.
5.10.6 NOISE GOALS AND POLICIES
(PDF page 175)
Text to remain: The reference to libraries in the 1st paragraph of 5.10.6. (PDF page 179)
Text to remain: The reference to libraries in 5.10.6-P6.
7.1.4 RESPONSIBILITIES FOR IMPLEMENTATION
(PDF page 202)
Add a paragraph for the library, directly after “Parks and Recreation Department” (as all of the existing libraries are set in parks). The library should take on similar responsibilities as other departments to actively implement library services and facilities as outlined in the current General Plan. The following text is recommended:
Library
The Library is responsible for the administrative implementation of, and facilities for, library services. The library currently operates three libraries: Central Park Library, Mission Branch, and Northside Branch. These libraries provide partnerships with social services, programming and activities for all ages, resources for all populations including under- served populations, group study and large community rooms, genealogy and local history collection, and an extensive collection of materials for educational and recreational use.
The library is responsible for meeting the changing community needs with library services, programs, and space. This includes the modernization of, addition to, and new facilities required to meet community needs and population growth. The library will have primary responsibility for library needs assessments, facility assessments and Library facility master 98 99
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5.9.1 of the Public Facilities and Services Section of the General Plan. (PDF page 204)
Text to remain: reference to the “Board of Library Trustees.” (PDF page 205)
Text to remain: reference to libraries in the 2nd paragraph..
APPENDIX ONE: INDEX
(PDF page 215)
Adjust appendix for “Libraries” to match new content.
LEVEL OF SERVICES APPENDIX
Maintain reference to library in Level of Service (LOS) item 3.
IMPLEMENTATION ACTION 35
Text to remain: reference to libraries in main paragraph.
TABLE 8.13-1: SUSTAINABILITY GOALS AND POLICIES MATRIX
Text referring to libraries in to remain in Section 5.8.6-P10.
8.14 NOISE
Text to remain: the reference to libraries in 3rd paragraph.
NEW INSERTION PRIOR TO ACKNOWLEDGMENTS
(PDF page 524)
Insert 8.15 Library Inventory
Existing Libraries
The three existing libraries provide services, partnered social services, activities, access to computers and other resources unavailable to many residents. Such services, equipment, programs, and activities require space. The required space correlates to community need and population. The existing Central Park Library requires reconfiguration to reduce unused and unnecessary staff space to provide more public space. Mission Branch, due to its historical designation and lack of space for expansion without greatly impacting the park in which it resides, is undersized for its service population. The new Station Area Development will increase population within Mission Branch’s service area but without easy access to the library by the transportation corridor. Providing services to this development must be considered. The Northside Branch provides library services to the northern portion of the city where the most planned development will occur. To meet future needs a modest new library addition is recommended to increase needed space. • Table 8.16-1 Existing Libraries
• Central Park Library (description from library facilities master plan) • Mission Branch (description from library facilities master plan) • Northside Branch (description from library facilities master plan) New Library Facilities and Proposed Development
Development of housing and associated increase of population has a direct impact on the services the library provides and the space required to meet those service needs. Access to library services requires that those services are near and accessible to neighborhoods.
The geographic location of housing developments and resultant population growth in comparison with existing library locations and size determines the placement and size of future library facilities. The following table provides insights to proposed development and resultant library service needs.
Table 8.16-2 New Library Facilities with Proposed Development Table (PDF page 525)
Change 8.15 Acknowledgments to 8.16
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Current pop served: 18,546 ppl*
Projected 2045 pop served: 23,357 ppl
2025 Sq ft / capita : .42
21st Century library SF / capita : .75
Current SQ FT: 17,355 sf
Current pop served: 24,404 ppl*
Projected pop served: 48,460 ppl
2025 Sq ft / capita : .71
21st Century library SF / capita : .75
Current SQ FT: 88,550 sf
Current pop served: 89,526 ppl*
Projected pop served: 92,734 ppl
2025 Sq ft / capita : .42
21st Century library SF / capita : .75
MISSION BRANCH
NORTHSIDE BRANCH
CENTRAL PARK LIBRARY
In 2045, Mission Branch should have 17,518sf.
As a site-challenged building, Mission Branch
is currently, and will continue to be, undersized
for the population served. However, a modest
addition and its proximity to Central Park Library
alleviates the undersizing issue.
Northside Branch area is projected to double
in population by 2045. To accommodate this
growth Northside Branch should have 36,345 sf.
Northside Branch is currently sized well for
its service population, but will quickly be
undersized.
In 2045, Central Park Library area should
have 69,550 sf. However, administration and
other main library functions are housed here,
requiring more square footage.
Central Park Library is currently rightsized and
will remain so with projected population growth.
TABLE 8.16-1 EXISTING LIBRARIES
21st Century library SF / capita : .75
Projected 2045 pop served: 10,000 ppl
21st Century library SF / capita : .75
Projected 2045 pop served: 30,000 ppl
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TABLE 8.16-2 NE W LIBRARIES
STATION AREA SATE LLITE BRANCH
6,000 SF Satellite B ranch
The Station Area Plan will bring an influx of people to the Mission Branch region. This branch is already
undersized for its community. The rail line will make it difficult for the new neighbors to access Mission
Branch. The plan recommendation is to identify an
additional location for a new satellite library, ideally housed with another community program or in a
shared building. The recommendation for this
location would be approximately 9,000sf for a stand-
alone building, or 6,000 sf as a leased tenant space.
This branch would provide a curated collection,
patron material reserves, a focused hands on
learning area, and small meeting and study spaces.
NORTHWEST LIBRARY
2 0,000 SF Branc h
Should development in north Santa Clara keep pace
with projections based on pulled permits, the new
Northwest Branch should be around 20,000 sf and be
easily accessible by all modes of transportation (e.g., bus, rail, bike, auto, and walking). It will provide hands on learning and 21st century programming similar to
that which will be provided at Central Park, albeit at a smaller scale. The Northside and Northwest branches
will work in tandem to provide full library services to residents living north of Highway 101. This library could be a standalone building due to its size or paired with a development or city function to optimize use of
public funding (e.g., recreation center). Northwest
Branch will provide patrons with places to meet and
study, collection, community gathering spaces with
after hours access, and a connection to shaded
green space and learning gardens.
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Santa Clara City Libraries | Facilities Planning + Condition Assessment Energy Management and Sustainability Policy
City of Santa Clara has a reputation for excellence in City Management. As part of our commitment to excellence, we will identify and implement improved financial and operation efficiencies, particularly in how we purchase and use energy, striving toward world-class status in energy management and sustainability.
Commitment to Energy & Sustainability Management
Energy Management and Sustainability will continually play a role in achieving our strategic objectives. Specifically, the City of Santa Clara Management and Sustainability Strategy is to:
Support the organization’s strategic plan to maximize ownership value and provide customers and partners with the highest quality of service, including reducing operating costs, increasing comfort and increasing competitiveness.
Support our commitment to our employees, partners, environment and community in which we conduct business through active efforts to reduce energy use and adapt more sustainable operations.
Maintain world-class status by striving to maximize opportunities for sustained energy efficiency and take a continuous process improvement towards overall sustainability.
Continue to conduct comprehensive energy retrofits of existing City equipment and implementation of previously identified energy efficiency projects with a benefit cost ratio of 1 or greater. Advantages of this include saving energy costs to the City and supports green job growth by providing an opportunity for local contractors to complete retrofit projects.
Management Objectives
• Achieve targeted improvements at existing owned and managed properties which include:
• Continuous process improvement approach towards improved satisfaction to support at or above market tenant satisfaction and occupancy
• An overall reduction of 5% in energy consumption
• A total annual savings of 5% in energy costs
• An increase in portfolio and per property Energy Star Rating • Identify and implement highly attractive capital investments that provide superior financial returns, where ever possible and financially feasible.
• Develop awareness programs designed to educate partners, investors, employees and associates about opportunities to save money and protect the environment through improved energy efficiency and our high performance sustainability strategy. • Create and continually foster a business environment that will support sustainable efforts and best management practices in energy efficiency.
CITY OF SANTA CLARA
ENERGY MANAGEMENT AND SUSTAINABILITY POLICY
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APPENDIX B: COMMUNITY ENGAGEMENT
In addition to an online survey in multiple languages and several key stakeholder focus group meetings MSR Design conducted public engagement with SCCL at two major events: the weekend Art & Wine Festival and SCCL’s ComicCon. Both events were attended by 5,000+ people—library users and non-users alike. A series of key questions were posed through a variety of engagement methods, including dot boards, focused conversations, and a zine-making activity. Following is a summary of the input and themes that arose from these engagement activities.
Comic Con participants
age
library useage
Art & Wine Event & Concurrent Online Survey
What’s Important to You?
APPENDIX B: COMMUNITY ENGAGEMENT
14 8
35 25
39 18
3 11
7 28
1 8
4 15
30 6
8 3
38 7
10 1
7 10
8 7
11 24
11 12
2 3
13 2
17 12
3 3
4 1
2 3
1 2
video gaming
multi- lingual materials
café/snacks
books/resources (physical resources, hard copies)
social events for families or all ages
community garden, native planting garden (outdoor play ) partner programs
community group spaces (study rooms)
outdoor reading/resting space
art/maker programming
business center needs (printing)
makers space resources (3d printing)
performance / rehearsal space
quiet reading space
language classes (ESL, all ages)
more libraries / library space
childrens resources (toys, stickers,etc)
wellness activities /mental health support
expanded hours (sundays, evenings, etended/multiple …
children's play area (exhibits, stimulation tools)
safety concerns (lighting, traffic, crosswalk, driving) outdoor amenitites (birdhouses,)
book club
digital resources (more e- boks, academic search engines, … support for those experiencing homelessness
swimming pool fixed
better public transit / bike lanes
fitness / active living classes (roller skating, …
computer progarms / assistance
tool lending library/library of tings
math classes / academic classes or tutoring
childcare
support for people with disabilitites (ssensory room, physical … mutual aid / exchange (stems exchange like seed library) seperated age materials/collection
tabletop games
grocery
computer access
restrict materials or no AI
limit cultural/ethnic showcasing
ev charging
work spaces for community
more restrooms
art display
“Classes for
becoming a
citizen”
“ESL Classes
(all ages)”
“More hours
after work”
“Martial
arts, tai-chi,
stretching”
“Helping kids with
disabilities play
games, learn
something new,
express their
creativeness”
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SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment SCCL ComicCon Event
APPENDIX B: COMMUNITY ENGAGEMENT
MSR Design hosted a booth at Central Park Library’s ComicCon event, which was attended by 5,000+ members of the public. Expanding on the input received through the Art & Wine events and online surveys, MSR created a zine fill-in activity, the public expressed their preferences based on the below themes. MSR Design received 90+ zines, 50% of the participants were 6-14 years old, 30% were 35-54 years old, the majority of which primarily use the Central Park library, second to 32% of the participants using libraries outside the system.
The top 5 answers to each programming theme are listed below:
What would you like to see outdoors at the library?
• shaded reading area
• public art
• sensory garden
• food garden
• playground
What spaces would you use at the library?
• access to drinks/snacks
• children’s play area
• teen room
• social lounges
• sensory room
• collaboration space
What would you like to learn or make at the library?
technology hands-on-learning space (maker space)
• 3D printing
• sewing
• animation
• coding
production / studio-like learning space
• music-making
• photography
Appendix C: Staff Visioning Meeting Minutes
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APPENDIX C | STAFF VISIONING MEETING MINUTES
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APPENDIX D | STAFF SURVEY
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Peer Library Data
APPENDIX E | PEER LIBRARY DATA
FSCS ID Library Name Locale Legal Basis Fiscal Year
Service Area
Population
Branch
Libraries Bookmoblies hours/year
Total Operating
Revenue ($)
Total
Library
Program
Children's
Program
Total Program
Attendance
Children's
Program
Attendance Physical Visits
Registered
Users Total Circulation
books and
other
printed
material
Internet
Computers
Computer
Uses
Wireless
Sessions
Total Operating
Revenue ($) Per
Service Pop
Total
Staff
CA0015 BURBANK PUBLIC LIBRARY
City (12) Municipal Government
(city, town or village
2022
105,451 2 0 7,288 8,112,961 488 162 9897 7972 378,266 84,653 695,837 291,032 85 54,728 13069 77 64.3 CA0020 CARLSBAD CITY LIBRARY
City (12) Municipal Government
(city, town or village
2022
115585 2 0 7,597 12,908,037 632 299 17437 9122 363,803 96,564 1,008,522 253,356 122 22,029 94311 112 104.3 CA0085 ORANGE PUBLIC LIBRARY
City (12) Municipal Government
(city, town or village
2022
137,676 2 0 6,423 5,955,054 245 115 11517 4463 217,211 57,231 423,529 134,884 95 21,451 70974 43 41 CA0104 ROSEVILLE PUBLIC LIBRARY
City (12) Municipal Government
(city, town or village
2022
151,034 2 0 6,752 3,588,054 332 270 14561 13411 296,886 113,166 1,152,484 152,544 99 22,872 8717 24 27.5 CA0121 SAN MATEO PUBLIC LIBRARY
City (12) Municipal Government
(city, town or village
2022
107,576 2 0 7,488 7,644,100 621 399 16896 13835 255,644 72,053 983,224 243,089 130 27,852 606574 71 72.4 CA0125 SANTA CLARA CITY LIBRARY City (12) Municipal Government (city, town or village)
2022 130,127 2 1 2,864 11,024,757 793 169 29,330 11,457 248,926 59,794 1,798,394 453,506 120 17,013 67,275 85 49.8 CT0151 FERGUSON LIBRARY City (12) Non-profit Association or Agency
2022 136,309 3 0 9,611 10,837,936 838 279 23,105 10,724 358,400 62,323 558,830 149,085 250 32,301 106,782 80 70.5 IA0355 DAVENPORT PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 101,724 2 0 8,460 6,239,038 1,055 427 25,009 10,881 231,616 47,800 423,739 143,386 122 32,998 67,916 61 57.1 IL0368 NAPERVILLE PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 149,540 2 0 11,092 15,768,184 1,999 1,288 64,457 47,117 871,051 58,726 3,248,498 391,542 338 45,000 138,072 105 154 MI0078 DEARBORN PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 109,976 2 0 5,658 7,718,035 816 165 8,959 2,887 200,013 27,371 281,973 136,107 90 19,089 37,230 70 52.8 MT0006 BILLINGS PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 157,509 0 2 5,928 4,081,534 527 179 11,557 4,508 256,609 52,364 620,126 172,046 94 26,849 301,542 26 33.8 ND0026 FARGO PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 125,990 2 0 8,320 5,262,838 669 261 23,250 6,251 361,529 32,746 835,207 220,375 88 19,089 91,120 42 46 OR0005 EUGENE PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 176,626 2 0 7,669 15.908,653 505,270 112,695 2,090,182 369,322 126 52,976 90 102.7 TX0012 DENTON PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 148,146 2 0 9,419 6,709,519 976 464 17,411 12,296 368,360 117,153 991,683 190,142 78 52,479 29,784 45 49 TX0110 ABILENE PUBLIC LIBRARY City (12) Municipal Government (city, town or village
2022 125,070 2 0 9,518 3,027,227 1,372 667 36,012 17,108 325,686 45,652 500,004 144,879 70 41,291 24 36 VA0053 NEWPORT NEWS PUBLIC LIBRARY
SYSTEM
City (12) Municipal Government
(city, town or village
2022 181,000 2 0 8,736 5,954,149 482 214 21,342 12,914 236,265 9,008 553,620 170,652 100 22,129 263,489 3 90 IN0180 MONROE COUNTY PUBLIC LIBRARY City (13) Library District 2022 139,718 1 0 7,922 10,468,171 1,408 538 24,956 14,250 501,627 61,823 1,973,339 363,266 130 61,697 1,446,014 75 116.3 Median Value 138,014 2 0 8,390 6,709,519 838 279 23,250 11,457 342,043 55,545 727,667 181,094 110 32,650 98,951 66 55 Appendix E: Peer Library Data
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Appendix F: Property Facilities Report
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APPENDIX F | PROPERTY FACILITES REPORT
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SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Appendix G: FF&E Solutions
Furniture, fixtures, and equipment (FF&E) are an
aspect of a library interior that customers and
staff interact with personally and at an intimate
scale. Furnishings must be durable, flexible, and
welcoming to all body shapes and sizes.
Furnishings that help define space and offer
semi-private study areas provide flexibility, as
they can be moved throughout the floor plan as
programming and collections needs evolve.
The following furniture solutions address needs
that came up in community and stakeholder
input, and are shown in several of the planning
recommendations.
Furniture Solutions for Open Floor Plates
APPENDIX G l FF&E SOLUTIONS
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SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Group Study Semi-Enclosed Lounge
High back, shrouded lounge grouping provide
visual and acoustic privacy for individuals and
small groups. Placing these types of furnishings
strategically in a space can supplement fully
private and acoustically-separated rooms.
Key Features
• enclosure height options: low, mid and high
• soft, durable upholstery
• 17-19” seat height
• lumbar and back support
• durable base (powder coated metal)
• plug & play system for power access at
worksurface
• integrated table with ADA access
Examples
Manufacturer: Hightower Group
Product: FourLikes Booth
Manufacturer: Teknion
Product: Zones Enclosures
Manufacturer: OFS
Product: Heya Retreat
Manufacturer: OFS
Product: Heya Collaborative
2. 2.
3.3. 4.
4. 1.
1. Furniture Solutions for Open Floor Plates
APPENDIX G l FF&E SOLUTIONS
Independent Focused Work
Shrouded focus work points provide
individuals with visual and acoustic
privacy. These furnishings provide areas
of respite for those needing an alternate
environment by blocking visual and audible
distractions at an individual’s periphery.
Key Features
• upholstered shroud
• height adjustable worksurface
• plug & play system for power access at
worksurface
• durable base (powder coated metal)
Examples
Manufacturer: OFS
Product: Heya Workstation
Manufacturer: NaughtOne
Product: Pullman Desk
Manufacturer: Muuto
Product: Outline Highback Work 120
2. 2.
3. 3.
1. 1.
Furniture Solutions for Open Floor Plates
APPENDIX G l FF&E SOLUTIONS
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SCCL Facilities Planning + Condition Assessment SCCL Facilities Planning + Condition Assessment Santa Clara City Libraries | Facilities Planning + Condition Assessment End of document