Public Library Facilities for the Future

Margaret Sullivan Studio

Public Library
Facilities for
the Future1

Public Library Facilities for the Future

Table ofContents

Margaret Sullivan Studio01

Executive Summary

02

Building for the 21st Century
A Changing Mindset

03

Designing the Contemporary
Library
The Need for Public Libraries in the
21st Century
National Trends, Future Direction
and Best Practices

04

Methodology
An Emerging Set of Values

05

Alternate Service Models

06

Components of a 21st Century
Library		This report was created by Margaret Sullivan Studio for
Sno-Isle Libraries
Acknowledgments:
Melanie Huggins, Executive Director, Richland Library
Marc Futterman, President & CEO, Civic Technologies
Roberta Phillips, Planning and Projects Manager, Richland Library
Las Vegas-Clark County Library District
Cover photo of ImaginOn, the Joe and Joan Martin Center, Public
Library of Charlotte and Mecklenburg County and the Children’s
Theater of Charlotte, NC
Photo credit Kessler Photography

2

Public Library Facilities for the Future

Margaret Sullivan Studio

3

Executive
Summary
Public libraries all over the country are introducing
new programs and services to execute strategic
goals that positively impact the customer’s
experience. In some of the most innovative program
models, library directors and leadership haveredefined learning experiences and what they
believe library programming can do. As a result of
the transformation of public programs and services,public libraries need to create a new methodology fordesigning appropriate spaces.

Will we continue to need physical libraries in
the future?

This methodology, based on the library’s strategic
goals, its relevancy to the community being served,
and its focus on design for positive customer
experience, is outlined in the following document.

How much space should we call for when we
size a new library? What factors will influence
this decision? For example, do the age
demographics of a community have a bearing
on the projected size of a facility?

The goal of the document is to provide public
library leadership, including directors and executive
leadership, public library board members andtrustees, and community leaders involved at any
level of public library facility planning, with thetools to envision and design a successful physicalenvironment to advance the community.

How will emerging technologies impact libraryservice delivery and library spaces?
What other societal trends are significant? For
example, a shift toward collaborative work
might point to a need for group study rooms ofa particular size.

By specifically addressing these questions, thisdocument presents a process that can be applied
to library building and space design projects, ona small and large scale, effectively creating anenvironment customized and designed for 21st
century library services.

Richland Library, Cooper Branch, Columbia, SC

Building for the
21st Century

Public Library Facilities for the Future

Margaret Sullivan Studio5

Building for the
21st Century
A CHANGING MINDSET
In the 1980s and 1990s, library systems all over thecountry engaged in building projects that followed
rules of equitable distribution with guiding principles,
which included formulaic sizes for buildings, formulaic
size and composition of collections, technology,
reader seating and standardized programs andservices. “Prototype” programs for “small,”“medium” and “large” branches were created basedon population served, state standards and national
standards resulting in a single building design forevery branch in the system.
Motivated by equitable distribution, this approach has
proven not to serve a single community effectively.
Guerrilla customization is evident through signage,
decoration, furniture re-location and any numberof do-it-yourself tactics to make a unique mark anddifferentiate. Increasingly, distinction is occurringorganically through the ways the library is being usedby customers and by how staff is responding to realcustomer needs and changing expectations.
By acknowledging changes to the service model thatare naturally occurring, libraries can be designed tobe more community-based and less place-based.
The challenge today is that most libraries were notbuilt with contemporary learning, needs and activitiesof people in mind. They were designed to hosttransactions and for the delivery of the book to thepatron. Sizes were determined not by how people
would use the space but by how many linear feet ofshelving they needed to contain and standards suchas “population served.” Libraries built as recently
as the 1990s lack the infrastructure—meeting areas,
space and electrical support for computers anddevices—that today’s users expect.
Today’s savvy users also expect more than thebasics; they expect an exceptional, customer-centric
experience. With more options of places to spend
free time, libraries have to live up to expectations
and standards set by the private sector. No matter
how many items in our collection, citizens will lose
interest if the Wi-Fi is not lightning fast, the space is
not comfortable or conducive to their needs or theservices and space are not highly customizable. If
libraries continue to be under-resourced, they will be
under-utilized; if facilities aren’t current, customers will
inevitably choose to spend their free time elsewhere.
Additionally, if the design of a library space hampers
service delivery it thwarts the efforts of staff,
making them work harder and less efficiently to get
results. For any library system, innovative efforts
and progressive vision of the library team cannot be
fully realized unless investments are made to makethe physical library facilities work just as hard forcommunities.

Designing theContemporary
LibraryPublic Library Facilities for the Future

Margaret Sullivan Studio

7

The Need for Public
Libraries in the 21stCentury
21st century public libraries are necessary for thesame reason that public libraries were created in the
19th and 20th centuries: to provide platforms forsocial equity, income equality, social cohesion andpathways to economic success and opportunity.
“All libraries and museums—and the people they
serve—stand to benefit from becoming more
intentional and purposeful about accommodating thelifelong learning needs of people in the 21st Century
and doing this work collaboratively in alignmentof community needs.” This statement hails from a2009 report by the Institute of Museum and LibraryServices which served as a wake-up call about theimportance of aligning library services to learning,educational opportunities and community needs.

The Aspen Institute’s report is an integral tool andresource to help local communities articulate their
proposed values to community leadership andconstituencies. This allows for community buy-in, andit encourages public libraries to work with community
leadership, such as government leaders, trustees andcommunity partners. Together, they can articulate
the needs of the communities being served, as well
how the public library can serve the community mosteffectively.

Six years later, the Aspen Institute, in its “ReImagining Libraries” report , reframed this discussion
for libraries to work more intentionally to level theplaying field so that anyone, regardless of race, classor gender etc., can enter the knowledge economy.
The report challenges today’s libraries to understandthat “lifelong learning must be abundant and people
need skills as knowledge creators, not simply
information consumers.”
Public librarians throughout the country recognizethat libraries are not only providing different services
to customers, but customers’ needs and expectations
are also changing, forcing the library’s physicalspaces to support a variety of activities and programs
unimagined even ten years ago. As a result, 21st
century libraries must not only advance the library, butmore importantly the community.

It is the community’s responsibility and opportunity
to articulate the public library’s value for its users.
Only once it has been defined, the service-design
methodology can be used to create the library.

Public Library Facilities for the Future

Margaret Sullivan Studio

8

National Trends,
Future Direction andBest Practices
A public library is not a commercial enterprise, andyet, public libraries of the 21st century are operating
more like retail operations competing for a communityof users with limited time and limited resources. Theseusers will judge transactions in the public library
based on positive and negative experiences that they
have daily with other commercial enterprises (i.e.
cafes and bookstores) and other learning institutions,such as museums and arts centers. The goal of the
public library is to create a positive transactional
experience for every customer. Libraries must assume
every customer will come to the public library with a
specific need and expectation of services.
As a result, a more complex toolkit is required todesign a public library to best service its community.
A new strategy is emerging that combines traditional,
cultural, library and non-profit strategic planning andprogramming with best practices and trends fromthe service design industry. Currently there is lessreliance on standard benchmarks, but rather on an
emerging methodology that provides the tools todesign the most effective customer experience for thecommunity served.

This methodology is rooted in the Service Design
Methodology. Service Design is a method
for improving the quality of an institution’s
services, especially when significant institutionaltransformations and innovations are impacting anorganization’s ability to reach its audience effectively.
Central to the service design approach is the humancentered, human driven design thinking process,where real customer needs and requirements ofusers are utilized to provide real solutions to inform
real institutional change. Firms such as IDEO
and Adaptive Path have been applying this highlyinteractive and stakeholder driven methodology
to large corporations for the last 30 years. Thismethodology is now being applied to Public Libraries
and having positive results in Strategic Planning,
Visioning, Building Programming and Public Library
Building Design.

“The purpose of service design
methodologies is to design according
to the needs of customers or
participants so that the service is userfriendly, competitive and relevant to thecustomers.”- The Service Design Network
At the core of the new trends is the question: What
are the needs of the specific community and how willthe 21st century public library fulfill its institutional
mission in achieving these needs?

UdK Bookshop, Berlin, Germany

Public Library Facilities for the Future

A shifting mindset must be assumed in order tomaximize the potential of the 21st century library toachieve an optimized experience for the customer andan optimized building design.
This mindset assumes:
The public library is a network, especially ina system where there are multiple branches.
The buildings do not have to be “containers”
of equitable distribution; the public librarybranch can be regarded as a unique institution
with unique characteristics, both its physicalcharacteristics and service model.
Emerging technologies enable this network in avariety of ways: the public library has a virtualpresence to complement the physical presence.
Libraries are utilizing new services forcollections management and display intended
to assist in getting the material into the handsof the customer faster. (Anecdotally, almost
all library directors, when asked about thecollections size upon completion of a new
library building, say they wish they had weeded
more materials and devoted more floor space topublic programming and activities).

Margaret Sullivan Studio

9

Another shift in services has been an increasein public library programming to support
lifelong learning. As a result, spaces in a libraryneed to be flexible to accommodate new tools
and special equipment such as 3D printers,
ready animators and sewing machines, notenvisioned even 10 years ago.
Because this programming can and should vary
both on a short and long term basis, buildings
should be designed to accommodate thevariety of programming the library is doing now
and in the unforeseen programming future. The
library design should enable librarians to beinnovative, flexible and adaptable to provide
programs and activities the community would
enjoy. The building should not hinder thispotential.
As a result of these assumptions, a new criteria
for defining program spaces based on the Service
Design Methodology is being created by library
programmers, as outlined in the following pages.

Libraries are learning institutions and how
learning occurs is being re-defined. Therefore,
spaces in public libraries need to be redesigned to support this variety of learning
experiences, including spaces for social
learning, active learning and collaborative
learning.
Idea Box, Oak Park Library, IL

Methodology

Public Library Facilities for the Future

Margaret Sullivan Studio11

An Emerging
Set of Values
EXPERIENCES DESIGNED TO SATISFY EVERYONESATISFY NO ONE

THE PUBLIC LIBRARY BUILDING IS A
FRAMEWORKThe Library cannot be all things to all people, but if
the design is based on serving real customers, current
and future, a positive experience will be intentionallycreated for those who need or enjoy the services
most. In addition, emerging technologies have an
impact in an information age. Abundant content
dissemination enables libraries to access and provide
resources more broadly, freeing the building frombeing a repository of materials. This library building
is part of a larger network of people, places andplatforms, enabling the building to embody uniqueand customized characteristics, providing more
relevant services and programs to its community ofusers.

The public library building is most effective for the
future if it is designed to be adaptable. The architects
should develop this criteria at the beginning of thedesign project, but examples of characteristics for a
flexible facility framework are the following:
30’x 30’ structural grid
Raised floor system for electrical andmechanical distribution
Building intentionally designed for expansion
and growthInterior walls and mechanical, electrical andbuilding systems designed to be as flexible
as possible for easy and cost effective interioralterations
The library building is an extension of the strategic
goals and brand promises of the library system.
Services delivered to meet the goals and brand canand should adapt regularly to respond in real time tochanging customer needs and expectations.
THE PUBLIC LIBRARY BUILDING IS PART OF A
LIBRARY SYSTEM’S COMPLETE NETWORK OFSERVICES

Richland Library, Main Branch, Columbia, SC

Especially in a network of branch locations, the librarybuilding can be treated as a single entity, with aunique set of customers and services. The building
design and interior space can embody an exclusive
character, look and feel.

Public Library Facilities for the Future

Margaret Sullivan Studio

Before the library location is selected and the physicalspace design begins, a public library staff and its
customers must answer the following questions:

The biggest shift in mindset is that developing
programming for a contemporary library building
requires a library system to embark on a visioning
and strategic planning process. This process had
not been necessary on the basis of standards andbest practices that defined successful library building
design of the 20th century. The charge for the
successful 21st century library building is to provide
a balance between the customized experience withspaces dedicated to specific types of activities andcreating multi-purpose spaces that ensure future
flexibility. This customization will enable staff to serve
the customer’s needs more effectively.

Why is the public library and its location
relevant in the community? What are thestrategic goals of the location? How do thesestrategic goals support the library system’s
strategic goals?
Who are the customers being served?
What is the library’s brand promise?
What services are you providing to thiscustomer group?
What is the definition of success for serving
this customer group? What outcomes andexperiences are envisioned for the customer?
To most effectively serve the customer group,
does the service model need to change? Do
partnerships need to be developed and/or
amplified? Do skills and talents of the staff
need to be developed? What marketing andoutreach effort will be required from the library?

Fibre Space, Alexandria, VA

12

The methodology does not assume that standard
benchmarks and best practices are not useful, butthat they are only starting points. This methodology
also assumes that the most effective results occur
when stakeholders are included in the process. Eachlibrary will define who these stakeholders are andwhat format the community engagement occurs (i.e.:large community meetings, specifically defined focus
groups, one-on-one conversations, etc.).

Alternate
Service Models

Public Library Facilities for the Future

Margaret Sullivan Studio

14

Alternate
Service Models
Libraries all over the country are introducing new
programs and services to execute strategic goals
and impact the customer’s experience positively. In
some of the most innovative program models, library
directors and leadership have redefined learning
experiences and re-defined what they believe library
programming can be. Typically, this change in mindset
stems from identifying real community needs andthinking strategically about what programs andactivities can be most effective to create real impact.

Examples include:
The Bubbler at Madison Public Library
Anythink Libraries
Summer Lunches at Newark Library
Idea Box at Oak Park Library

In all cases the consistent characteristics of the newprogram model include:
These programs support specific needs of thecommunity.
These programs have been developed with
community partners.
These programs incorporate passions, hobbies
and interests of the customers and staff.
These programs extend beyond the walls of thelibrary.
These programs serve all ages.
These programs are catalysts to inform newuses and roles for the library.
These projects incorporate project-basedlearning.
These programs are a sub-branded entity of
the institution taking on a character of theirown.

Chattanooga Public Library: The 4th Floor
The Labs at Carnegie LibraryBusiness Incubator, NYDesigns
Best Buy Teen Tech Lab at Hennepin Library

Chattanooga Public Library, Chattanooga, TNComponents of a
21st Century Library
The following pages represent a Standard Program
Template, using a non-specific library district as an
example, which illustrates the use of the methodology
in programming a 21st century library.

Public Library Facilities for the Future

Margaret Sullivan Studio

The Strategic Goals are
executed through Services,
Programs and Activities. These
Activities require a set ofSpaces. Components will bringthe customer experience to life.

The relationship of theComponents to each otherwill create purposeful andmeaningful experiences
for the customer.

These spaces are activatedby Enablers: staff, collections,
technologies and special
equipment will serve as thetools to enable a positive
customer experience.

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Public Library Facilities for the Future

STRATEGIC GOAL

COMMUNITY& CULTURE

LIMITLESSLEARNING

BUSINESS& CAREER

SOCIAL &GOVERNMENT

Margaret Sullivan Studio

ACTIVITIES
PerformancesChildren’s Plays
Birthday Party’s
Pick-Up Games
Zumba Class
Crossfit Classes
Game Night
Cooking Classes
Art Making
Gardening
Car ShowsShow and Tell
Movies on the Lawn
Festivals
Informal Collaboration
Idea Boards/Box
Meditation
Happiness Project
Reflection
Mindfulness
Yoga Classes
LecturesCooking Classes
Recipe Share
Art Making
Pottery Throwing
Parenting Workshops
Rehearsing for Life
Aerial PracticeHands on Exploration
Storytelling in
the Round
Family Readiness
Early Lit Education
Summer Camps
Homework Help
Summer Reading
Coding Classes
Gaming Center

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COMPONENTS
WELCOME AREA
•
•
•
•
•

WELCOME DESK
SELF- CHECKHOLDSINFO STATION
RETURNSPOPULAR COLLECTIONS• BOOK BROWSINGVIBRANT CAFE• HEALTHY SNACKS• COFFEE• DEMONSTRATIONSBOOKSTORE• LOCAL GOODS• USED BOOKS/DVDSCOMMUNITY GALLERY• COMMUNITY ART• PATRON MATERIALSLIVING ROOM
• COLLECTIONS• EQUIPMENT
MULTI-PURPOSE ROOM
• PERFORMANCES• TALENT SHOWS• MUSIC SHOWSQUIET ROOM
• FOR X # OF PEOPLESTUDY ROOMS• MOBILE COMPUTERSTELEPHONE ROOMS
MAKERS SPACE/ DIY••••

3D PRINTERSVINYL CUTTERS
CNC ROUTERARDUINOTECH ARTS LAB••••RECORDING BOOTH
SOUND MIXING STATIONVIDEO EDITING
GREEN SCREEN

Public Library Facilities for the Future

STRATEGIC GOAL

COMMUNITY& CULTURE

LIMITLESSLEARNING

BUSINESS& CAREER

SOCIAL &GOVERNMENT

Margaret Sullivan Studio

ACTIVITIESTechnology Training
Language Classes
Studying
Researching
Writing
RecordingMusic
Filming
Graphics
Printing
Resume Writing
Job Searching
Client Meeting
Career Specialist
Skyping
Town Hall Meetings
Debates
Voter Registration
Teen Engagement
Free Meeting Space
Conversation Circles
Community Fairs
Marketing Classes
Millennial Engagement
Informal Collaboration
Social AwarenessGovernment Info
Partner Meeting
Citizenship Information
Safe Meeting Ground
Voting Place
Local Politician Visits
Passport Services
Civic Clubs
Social Services
Volunteering

18

COMPONENTSMEETING ROOMSCOMPUTER CLASSROOM• TRAINING ROOMS• DEMONSTRATIONS• PRINTING LAB
DEDICATED TO AGES
• TODDLERS
PLAY SPACESTORYTELLING• JUVENILESCRIBBLESTATIONPERFORMING
SINGING
ROLE PLAYBUILDING• TWEENSHARINGTEACHING
HOMEWORKHELP• TEENGAMINGPOETRY SLAMCOMEDYNIGHT
YOUTUBE• ADULTS
BOOK CLUBVOLUNTEERGROUPSWORKSHOPS/
HOW-TO’S• SENIORSDIGITAL 		
LITERACY
MEET-UPSCALL CENTER• TRAINING ROOMS• DEMONSTRATIONS• PRINTING LAB
BUSINESS & CAREER CENTER• RESUME WRITING• VIDEO CONFERENCING• CONSULTATION ROOMSSOCIAL SERVICE CENTER• CONSULTATION ROOMS• MEETING ROOMS• INFORMATION SESSIONSPOP-UPSCULINARY KITCHENTINKERING GARAGE
GARDENSART TRUCK

Public Library Facilities for the Future

Margaret Sullivan Studio

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SPACE

LARGE

SMALL

Welcome Station

1,500 SqFt

900 SqFt

1,000 SqFt

1000 SqFt

750 SqFt

500 SqFt

Bookstore

500 SqFt

500 SqFt

Community Gallery

1,000 SqFt

200 SqFt

1,500 SqFt

1,000 SqFt

600 SqFt

600 SqFt

Study Rooms

50-200 SqFt (6)50-200 SqFt (2)Telephone Room

25 SqFt (4)25 SqFt (1)Makers Space

500 SqFt

250 SqFt

500 SqFt

250 SqFt

•
•
•
•
•

WELCOME DESK
SELF-CHECKHOLDSINFO STATION
RETURNS

Popular Collections• BOOK BROWSING

Vibrant Cafe
• HEALTHY SNACKS• COFFEE• DEMONSTRATIONS• COMMUNITY ART• PATRON MATERIALS

Living Room
• COLLECTIONS• EQUIPMENT

Multi-Purpose Room
• PERFORMANCES• TALENT SHOWS• MUSIC SHOWS

Quiet Room
• DETERMINE # OF PEOPLE

•
•
•
•

3D PRINTERSVINYL CUTTERS
CNC ROUTERARDUINO

Tech Arts Lab••••

RECORDING BOOTH
SOUND MIXING STATIONVIDEO EDITING
GREEN SCREEN

Public Library Facilities for the Future

Margaret Sullivan Studio

20

SPACE

LARGE

SMALL

Meeting Rooms

100 SqFt - 400 SqFt

100 SqFt - 400 SqFt

• 25 SF/PERSON

Computer Lab••••

TRAINING ROOMSDEMONSTRATIONSPRINTING LAB
30 SF/PERSON

Early Childhood Play• # OF ROOMS

1,500 SqFt
• # OF ROOMS• # OF PEOPLE• # OF ROOMS

800 SqFt• # OF ROOMS• # OF PEOPLE

1,000 SqFt

600 SqFt

750 SqFt

400 SqFt

1,500 SqFt

500 SqFt

800 SqFt

400 SqFt

1,500 SqFt

600 SqFt

Tween

800 SqFt

300 SqFt

Teen

1,500 SqFt

750 SqFt

750 SqFt

400 SqFt

5,000 SqFt

2,000 SqFt

4,000 SqFt

1,000 SqFt

600 SqFt

200 SqFt• PLAY SPACE• MESSY SPACE

Education Space• STEAM ACTIVITIESStorytelling• 20 SF/PERSON

Homework Help
• 30 SF/PERSONChildren• DESTINATION FEATURE• ACTIVITY SPACE• MESSY SPACE• GAMING ROOM
• MAKERS STATION• HANG-OUT SPACEAdult• BOOK CLUB/CLUB ROOMS• WORKSHOPS

Language Center• TRAINING ROOMS• DEMONSTRATIONS• PRINTING LAB

Business & Career Center• RESUME WRITING• VIDEO CONFERENCING• CONSULTATION ROOMSSocial Service Center• CONSULTATION ROOMS• MEETING ROOMS• INFORMATION SESSIONSPublic Library Facilities for the Future

Margaret Sullivan Studio

Programmatic
Considerations
Special Considerations
During the design process the following questions
should be considered: How does the space support
activities to create desired outcomes? What are
the tools, spaces, and conditions that foster
desired outcomes? How do the tools—collections,
technology, equipment, furnishings, and the look andfeel of the space—enable positive user experiences?
Service Points
Consider Service Points as any touch-point in thelibrary that enables a user to achieve their goals.
Service Points may be expert-assisted or selfdirected. Consider the function of the Service Point,and design to achieve those transactional goals.
Collections
Consider designing to prioritize program and activity
space over space dedicated to collections. This
may require the design team and client to verify
collections quantities at each iteration of the design
process. The Library should develop a Collections
Philosophy to help guide the design team.
Technology and Equipment
Consider the plethora of technology and equipmentthat a public library now houses. Consider special
electrical and ventilation requirements.

21

22

Primary Program
Spaces
Welcome Station

A place that is inviting,approachable on all sides, andfull of information or someone
who knows where to find it!

Popular Collections

A dedicated area for browsing
the popular collection andoffering serendipitous discovery
in a store-like atmosphere.

Vibrant Cafe

A place to casually meet,
converse, and/or have solitary
time to relax.

Bookstore

An area where books and otherrelated material can be sold.
This area can be a partnership or
sell goods made by community
members.

Community Gallery

A museum-like open area thatgives locals and traveling artists
a place to display, giving visitors
a new reason to come every
time the show changes!

Living Room

Makers SpaceMulti-Purpose Room

Tech Arts Lab

A vibrant place for all
members of the community tocome together. It promotesintergenerational interaction,exchange and connections.

A large open room with varying
program functions. This spacecan be used by other membersof the community for after houractivities.

Quiet Room

A space for messy projects
where users can work together,alone, or with librarians on
special projects, with easy
access to tools and supplies.

A room or area dedicated todigital arts. The space will
be equipped with the latest
technology and printers.

Meeting Rooms

A peaceful place to look forbooks, study, or work with
reduced noise.

Open and Closed Spaces thatcan be used to varying typesof meetings, both formal andinformal.

Study Rooms

Computer Lab

Rooms or spaces with varying
types of seating that promotegroup collaboration or solitary
studying.

Telephone Room

Designated room(s) for
telephone conversations andvideo conferencing.

A dedicated room that supports
digital learning and exploring ingroups or individually and canalso facilitate classes.

23

Areas DedicatedTo Age Groups
Early Childhood PlayA place for Early Literacy
development, interactive
learning and play.

Education Spaces

Thoughtful spaces and rooms
that promote multiple styles oflearning for all different ages.

Storytelling

A fun, creative space that
promotes lecture-like seating foryouth, but still allows them tohave room to stand, dance androam.

Children’s Computers

A dedicated space that
supports digital learning andexploring for children.

Homework Help

A place where children andteens can get personal
assistance from librarians ortutors.

Tween Area

A dedicated area to bridge
the gap between childhoodand teenagers, giving a place
for tweens to hang out, playgames, study and teach.

Teen SpaceA dedicated area for teens toescape the chaos of younger
age groups. This is a place forthem to hang out, play games,
study and teach.

Adult

A cleaner, quieter, moresophisticated area designed fora mature audience that is similar
to a traditional library setting.

24

Spaces to
SupportStrategic Goals
Language Center

A dedicated area of thelibrary for English as a Second
Language. A combination of
meeting rooms, classrooms, andopen spaces.

Business & Career CenterA space that resembles an officelike structure for entrepreneurs,
job seekers, and upcoming or
recent graduates.

Social Services Center

A more privatized meeting
space for individuals or family
counseling/guidance on socialand government issues.

25

Destination
FeaturesPop-ups

Carts or smaller mobile units
that can be used for multiple
functions such as a store, cafeor makers station. Pop-ups are agreat tool to prototype alternate
service models.

Culinary Kitchen

A space/room dedicated toculinary study. This can beanything from a fully functioning
culinary kitchen to a mobile
culinary demo cart.

Tinkering Garage

A place for hands-on activities
that explore art/science andencourage tinkering, curiosityand creative thinking.

GardenAn outdoor space that invites
relaxation, community gatheringand sustainable living.

Art Trucks

Mobile trucks that have beenreconfigured for art-related
events, both inside and outside
the truck, that can be set up
anywhere in town.

Hjørring Central Library, Hjørring, Denmark

307 7th Avenue, STE 504
New York, NY 10001
Margaret Sullivan
p. 646 687 7923
e. margaret@margaretsullivanllc.com
www.margaretsullivanllc.com