HomeMy WebLinkAboutAgenda Item - 2026-01-20 - Number 09.1 - Library Advisory Board Update 9.1
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Subject: Library Advisory Board Update on Community Needs for the Library
Meeting Date: January 20, 2026 Staff Member: Melissa Kelly, Library Director
Report Date:January 9, 2026 Department: Library
Action Required Advisory Board/Commission Recommendation
❑ Motion ❑ Approval
❑ Public Hearing ❑ Denial
❑ Ordinance ❑ None Forwarded
❑ Resolution , ❑X Not Applicable
❑ Information Only Comments:
❑X Council Direction
❑ Consent Agenda
Staff Recommendation: Provide direction to the Library Advisory Board and staff on the
proposed areas of focus for a communications strategy and community engagement plan
around the need for a "library of the future."
Recommended Language for Motion: N/A
Project/ Issue Relates To: Council initiative to "Develop a strategy for an all-ages and all-
activities community center, preferably on the west side of town, that would include event
and meeting spaces, public services, and may include library services."
Issue before Council (Highlight Policy Question):
❑X Council Goals/Priorities ❑Adopted Master Plan(s) ❑Not Applicable
EXECUTIVE SUMMARY
The Library Advisory Board (LAB) is working to support Council's initiative for a new community
center. During this study session, Council will receive an update on what we are hearing about
community needs for a library of the future, as well as considerations for the library's potential
relocation to support the needs and recommendations from the 2023 Library Visioning process.
Staff will also highlight how other new libraries in the region have responded to evolving
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community needs, current constraints for our own library to address those needs, and how we
can prepare to address these needs in the future. Staff seek direction on the proposed
communications strategy themes around Lake Oswego's needs for a library of the future that
will serve as an all ages and all activities community center, as well as considerations for future
engagement efforts.
BACKGROUND
Residents have undertaken efforts to expand our library for decades. Notably, over 50 years
ago voters passed a bond to build a 35,000 square foot library, but due to the constraints of our
current property site, the library was built at 27,000 square feet instead and continues today on
that same footprint. Over those 50 years, the role of the library has expanded significantly and
it continues to grow, as has community usage and demands for new services. The growing
demand for expanded services and programming has exceeded the capacity of our current
facility.
To plan for the future, Council has included an initiative as part of its annual goal setting
process for the past two years to develop a strategy for an expanded library presence that
would include the space and amenities to serve Lake Oswego's current and future needs. This
initiative recognizes that 215t century libraries are vibrant community centers that foster
learning, creativity, and connection for all ages—a vision that our current library facility and site
cannot meet.
To advance Council's initiative, library staff and LAB members have completed the following
work over the past few years:
• In 2023, the LAB advised on and participated in the implementation of a library visioning
process that over 3,000 residents engaged with, as well as developing a 3-year strategic
plan for the library informed by community feedback received. The community's vision
for the essential roles of the library include:
o Serving as a center point for community engagement, collaboration, and
inclusivity;
o Serving as an education partner and trusted source of information for life-long
learning; and
o Serving as a cultural, social, and intellectual hub for the community.
• In 2024, the LAB guided the library through the scoping, implementation, and analysis of
a seismic hazard and general facility condition assessment for the current library facility.
This study found that the current library facility needs $10 million in repairs in order to
make it safe and accessible to today's building standards. LAB also advised on the
strategic growth of the library's outreach services to improve access to the library's staff
and collections beyond the building.
• In 2025, LAB members expanded their commitment to advancing Council's goal for a
community center anchored by a library, including the following work:
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o A survey of Lake Oswego teens was conducted by youth LAB member Anisha
Oruganty, resulting in responses from 355 youth across all four LOSD middle and
high schools. Their responses were presented to Council in July 2025 and confirm
that youth care deeply about libraries as welcoming spaces to learn, create,
connect and recharge. Their priorities for the library include: quiet study areas;
modern technology and creative tools; inclusive, accessible environments; and
youth-centered, evolving spaces.
o The LAB undertook efforts to learn about 215t century library design, tour other
libraries in our region, and meet with strategists to learn about successful
campaign communications.
o LAB members formed work groups to brainstorm and suggest ideas for how to
demonstrate what is possible in a 215t century library, and how to strategically
leverage community partnerships to further develop this vision.
DISCUSSION
Communications & Engagement Focus Areas
Looking ahead, the LAB proposes to work with Council in 2026 and beyond to develop a
comprehensive communications strategy and engagement plan with residents about their
priorities, desires, and concerns related to a future library investment.
The LAB has identified key focus areas that should be part of this communications and
engagement plan. LAB seeks Council discussion and direction on the proposed approach:
Lake Oswego Public Library lacks community spaces and places for services that other libraries
offer:
• Lake Oswego's 2025 community survey results highlight what spaces people feel are
needed in our community, including:
o Multi-purpose rooms for large meetings, classes, storytime, and events
o Indoor children's play area designed for learning through play
o Smaller rooms for meetings, workshops, or study groups
o Makerspace with tools and technology to create, invent, and learn
o Dedicated space for teens to socialize, study, and connect
o Auditorium space for speakers, events, concerts, and community performances
o Community outdoor space that connects to a public building
• These top priority spaces are consistent with libraries in the region and across the
nation. This has been supported by research and firsthand tours of the region's newest
libraries by LAB, recognizing these spaces as both highly functional today and adaptable
for the future.
• A communications plan should highlight that these spaces are now standard and
popular in other libraries. Additionally, the plan should highlight that Lake Oswego
community members, particularly children, should also have access to these offerings to
support Lake Oswego's high quality of life.
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• The enhanced services that these spaces could provide would give Lake Oswego new
opportunities for learning, creating, collaborating, or building community—consistent
with the service levels found in newer libraries throughout the region and beyond.
Libraries ARE community centers:
• The LAB advises that future communications about this project should be strongly
anchored by the concept of a "library of the future." We believe it is imperative to
communicate that libraries of the future are community centers and community
builders. Libraries serve as the social, cultural, and intellectual soul of a community,
which was affirmed during the library visioning process by residents.
• Positioning the "library of the future" as a civic anchor creates a positive vision for this
project. This approach transforms the library from a constrained, deteriorating facility
into an expanded hub where staff can better facilitate essential community work.
The current library building is deteriorating infrastructure and we need to use public tax dollars
responsibly:
• Documenting structural deficiencies and sharing the current state is essential, as the
current facility faces seismic vulnerability, water intrusion, failing building systems, and
accessibility barriers that do not meet modern standards.
• The current library infrastructure requires a strategic approach to ensure the effective
and responsible use of public funds. Investing in a safe, future-ready facility represents a
more sustainable use of taxpayer dollars than the escalating maintenance costs of a
deteriorating structure or the limitations of renovating an undersized site.
• LAB recommends framing this project as part of a cohesive long-term plan to prevent
aging infrastructure from becoming a liability. This strategy follows the successful model
of the Maintenance Center, City Hall, Adult Community Center, the Municipal Golf
Course and the Community Pool in transforming aging facilities into high-value
community assets.
• There are opportunities for efficiency and cost savings by exploring the incorporation of
other city services and/or community partners into a future facility, creating a multi-use
community asset.
The library needs a larger footprint to provide the services and spaces our community is missing.
To achieve this growth, the library must move to a site that can support a larger building:
• Multiple facility needs assessments over the past two decades have identified that the
library is significantly undersized based on the population it serves and its usage.
• It will be important to provide the community with more information about the
constraints of the current site, to explain why a new site is necessary to accommodate
the library's service requirements—both for today's needs and future needs.
• A new site should be large enough to accommodate service needs and ideally in a more
visible, accessible, and prominent location.
Key Community Sentiments and Strategic Considerations
The communication and engagement strategy must be developed to address diverse
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community perspectives, including fondness for the existing facility and concerns regarding
neighborhood change.
The following summarize the key community sentiments and strategic considerations that will
inform ongoing engagement and communication efforts:
• Diverse Perspectives on Geographical Location: A significant number of community
members are happy with the library's current location. Community members who
currently live close by appreciate the location's walkability. Some community members
who live farther away value the library's proximity to downtown and to transit lines.
However, it is also important to note that many community members find the location
of the library—in the NE quadrant of the city and tucked into a neighborhood with
"local resident access only" signs on many of the entrance roads—to be inconveniently
located and unwelcoming.
• Mitigating Impact on Local Walkability: To address concerns of residents accustomed
to walking to the current site, we recommend exploring alternative service models to
maintain some walkable access to library services in the downtown area. Options may
include a small satellite location, hold pickup lockers or a regular library event at a
nearby City facility such as the Adult Community Center (ACC) or City Hall, regular
bookmobile visits, or some other model. In the library's future location, walkability will
continue to be appreciated by the adjacent neighborhoods.
• Clarity on Future Site Use: A critical factor for community support is defining the future
of the current property. A common community question has been "Will the property
need to be sold to help finance a new facility?" Without clarity, there is high risk of fear
that could lead to intense opposition. LAB members feel it is important for Council to
discuss potential limitations on future development on the current site that would
reassure residents that the First Addition neighborhood's character would not be
negatively impacted by the library's relocation.
• Addressing Facility Perception and Service Gaps: While resident satisfaction with library
staff and customer service remains high, there is a distinct gap in perception regarding
the building itself. Community survey results show that community members are highly
satisfied with the level of customer service received from the library. Community
members who don't regularly visit libraries in other communities are largely unaware of
what our library lacks and could be offering to them, whereas people who do visit other
libraries clearly see what we are lacking. Communications should bridge this gap by
highlighting the modern standards and services available in contemporary facilities that
the current infrastructure cannot support.
• Community Legacy and Nostalgia: Generations of Lake Oswego residents have made
core memories browsing collections, interacting with caring librarians, attending events
or making new friends at our current facility. There are concerns that those connections
and memories could be lost with the building. The engagement plan should emphasize
that core library values and experiences will transition to the new space. This includes
the potential to incorporate beloved design elements or "charm" from the current
interior into the new facility's design.
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These themes highlight the importance of balancing physical infrastructure needs with the
community's connection to the current facility. Addressing location concerns, service
continuity, and site-specific transitions will remain a priority as the team refines the project
scope and prepares for the next phase of community engagement. To do so, we envision
creating structured opportunities for residents to express their connection to the current
library, while discussing and collaborating on options of a transition and future use of the site.
Community Engagement
In the coming year, LAB will continue coordinating with the City Council, advisory groups, and
community partners to refine the strategic positioning for a community center anchored by a
modern library facility. A primary strategic objective involves partnering with the community to
refine the location and service model, ensuring the final facility aligns with public expectations
and fiscal limitations.
In addition to a communications strategy, we will plan for ongoing community engagement,
specifically including discussion on potentially relocating the library, the scope of the project,
and options for funding and investment. To build upon existing visioning data and survey
results, the recommended engagement strategy includes a phased approach: beginning with
targeted focus groups to explore key issues, followed by statistically valid polling later in the
project development. LAB will continue to brief the City Council on the development of the
engagement plan, seeking formal guidance before implementation begins.
RECOMMENDATION
Provide direction to the LAB and staff on the proposed areas of focus for a communications
strategy and community engagement plan around the need for a library of the future that
serves as an all ages and all activities community center.
At the City Council meeting, it would be helpful to receive clarity on the following questions:
1. Do the communications focus areas resonate?Are there points missing or needing to be
refined/removed?
2. Are there recommended community organizations, non-profits, businesses, or
educational institutions that we should be partnering with to amplify our reach?
3. What specific outcomes is City Council hoping to achieve through these communication
and engagement efforts? How will we measure success?
4. What level of involvement and updates would City Council like to receive?
ATTACHMENTS
None
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