L'écosystème numérique du centre des monuments nationaux Laure Pressac
Présentation de la stratégie numérique du Centre des monuments nationaux - lors des rencontres culture numérique, organisées par le MCC, à la maison des arts de Créteil, 13 octobre 2015, par Laure Pressac, responsable de la mission stratégie, prospective et numérique
L'écosystème numérique du centre des monuments nationaux Laure Pressac
Présentation de la stratégie numérique du Centre des monuments nationaux - lors des rencontres culture numérique, organisées par le MCC, à la maison des arts de Créteil, 13 octobre 2015, par Laure Pressac, responsable de la mission stratégie, prospective et numérique
CleanTuesday Paris : Financements innovants des énergies renouvelables // Pré...Lumo
Dans le cadre du CleanTuesday Paris du 23 avril 2013 sur les innovations dans le financement des énergies renouvelables, Marie-Véronique Gauduchon a présenté le modèle de crowdfunding Lumo dédié à la production d’électricité renouvelable. Via son mécanisme d’investissement en ligne, Lumo offre à chaque citoyen la possibilité de participer à la transition énergétique et ce dès 25 €.
#CapCom14 : AT4 – Décryptage : Le Pôle métropolitain européen du Sillon Lorra...Cap'Com
Afin d’éviter les rivalités stériles, Thionville, Metz, Nancy et Epinal ont décidé, à la fin des années 1990, d’avancer ensemble au sein du « Sillon Lorrain », un réseau de villes et d’agglomérations. Ce nouveau modèle de développement qui transcende les périmètres administratifs et les continuités territoriales va permettre la mise en place de grands projets dans des domaines tels que l’université, la culture, l’économie ou encore la santé. Plus de 10 ans après, le Sillon Lorrain devient le premier pôle métropolitain français et un modèle de coopération inédite entre les territoires. Appelé alors à renforcer sa communication, le Sillon Lorrain est un exemple concret de communication concertée qui révèle toute la complexité et les opportunités d’une telle démarche innovante.
Depuis la création du Sillon Lorrain, l’Aduan - Agence de développement et d’urbanisme de l’aire nancéienne - met son expérience de travail en réseau et ses compétences en matière de développement territorial et économique au service de la dynamique métropolitaine et de sa valorisation.
Avec :
Pascale MONTÉFIORE, directrice du Pôle Rayonnement de l’Agence d’urbanisme de Dunkerque
Philippe HÉNAUX, responsable de la Mission Ville Numérique et de l’aménagement numérique du territoire à la ville de Metz
Priscilla PIERRE, directrice adjointe de l’ADUAN, l’agence d’urbanisme de Nancy
Hop1 - Des idées pour booster sa com numériqueCap'Com
En récompensant les meilleures actions de l’année sur le web et les réseaux sociaux, les Hashtags 2023 de l’Observatoire de la #compublique numérique révèlent des démarches créatives, participatives et de valorisation de services publics des collectivités territoriales. Décryptage de six campagnes de collectivités lauréates pour inspirer ses futures communications numériques.
B3. Réussir sa démarche de développement économiqueCap'Com
Comment créer une démarche d'attractivité économique dans un territoire diversifié ? De l'identification et la mise en avant des atouts du territoire, à la mise en place d'une stratégie d'ambassadeurs qui contribue à fédérer les acteurs, quels sont les 10 points clefs pour réussir sa démarche de développement économique ?
Étienne Vicard, directeur associé de l'agence Bastille
CleanTuesday Paris : Financements innovants des énergies renouvelables // Pré...Lumo
Dans le cadre du CleanTuesday Paris du 23 avril 2013 sur les innovations dans le financement des énergies renouvelables, Marie-Véronique Gauduchon a présenté le modèle de crowdfunding Lumo dédié à la production d’électricité renouvelable. Via son mécanisme d’investissement en ligne, Lumo offre à chaque citoyen la possibilité de participer à la transition énergétique et ce dès 25 €.
#CapCom14 : AT4 – Décryptage : Le Pôle métropolitain européen du Sillon Lorra...Cap'Com
Afin d’éviter les rivalités stériles, Thionville, Metz, Nancy et Epinal ont décidé, à la fin des années 1990, d’avancer ensemble au sein du « Sillon Lorrain », un réseau de villes et d’agglomérations. Ce nouveau modèle de développement qui transcende les périmètres administratifs et les continuités territoriales va permettre la mise en place de grands projets dans des domaines tels que l’université, la culture, l’économie ou encore la santé. Plus de 10 ans après, le Sillon Lorrain devient le premier pôle métropolitain français et un modèle de coopération inédite entre les territoires. Appelé alors à renforcer sa communication, le Sillon Lorrain est un exemple concret de communication concertée qui révèle toute la complexité et les opportunités d’une telle démarche innovante.
Depuis la création du Sillon Lorrain, l’Aduan - Agence de développement et d’urbanisme de l’aire nancéienne - met son expérience de travail en réseau et ses compétences en matière de développement territorial et économique au service de la dynamique métropolitaine et de sa valorisation.
Avec :
Pascale MONTÉFIORE, directrice du Pôle Rayonnement de l’Agence d’urbanisme de Dunkerque
Philippe HÉNAUX, responsable de la Mission Ville Numérique et de l’aménagement numérique du territoire à la ville de Metz
Priscilla PIERRE, directrice adjointe de l’ADUAN, l’agence d’urbanisme de Nancy
Hop1 - Des idées pour booster sa com numériqueCap'Com
En récompensant les meilleures actions de l’année sur le web et les réseaux sociaux, les Hashtags 2023 de l’Observatoire de la #compublique numérique révèlent des démarches créatives, participatives et de valorisation de services publics des collectivités territoriales. Décryptage de six campagnes de collectivités lauréates pour inspirer ses futures communications numériques.
B3. Réussir sa démarche de développement économiqueCap'Com
Comment créer une démarche d'attractivité économique dans un territoire diversifié ? De l'identification et la mise en avant des atouts du territoire, à la mise en place d'une stratégie d'ambassadeurs qui contribue à fédérer les acteurs, quels sont les 10 points clefs pour réussir sa démarche de développement économique ?
Étienne Vicard, directeur associé de l'agence Bastille
Converting religious heritage into public libraries for the benefit of citizensCathal McCauley
The document discusses converting unused religious buildings into public libraries in Quebec City. It provides examples of three churches that were successfully converted - Claire-Martin Library (circa 1870), Maison de la littérature (Westley Temple built in 1848), and Monique-Corriveau Library (Saint-Denys-du-Plateau Church built in 1964). The conversions maintained important architectural features, increased space for collections and visitors, and led to significant increases in library use, with some locations seeing visitation increase over 100%. Converting religious buildings allows the preservation of heritage and community spaces in strategic locations, while giving new purpose to structures facing declining religious use.
JAC Centre for Academic Excellence - a Library reimaginedCathal McCauley
John Abbott College was founded in 1970 and has over 6500 students enrolled in career and pre-university programs and 2100 in continuing education. The renovated and expanded library houses 60,000 volumes, 10,000 media items, and offers 888 seats for students. In addition to traditional services, the library also houses an English writing center, French language lab, student tutoring services, testing for students with special needs, and a computer teaching lab.
This document discusses sustainable library design trends in Nordic countries. It covers environmental sustainability through green library practices, social sustainability and inclusive design, and economically sustainable design. Several Nordic library examples are provided that showcase these sustainability practices, including the new Oodi Public Library in Helsinki, Finland, which uses sustainable materials and prioritizes inclusivity and public participation. The Carolina Rediviva University Library in Uppsala, Sweden re-used an existing heritage building. The Student House library at Linköping University in Sweden received gold certification for its environmentally friendly design. The recently opened Deichman Bjørvika Public Library in Oslo, Norway also emphasizes sustainability.
The Hive is a joint library between the University of Worcester and Worcestershire County Council that opened in 2012. It was designed to inspire and connect students, staff, and the local community through learning, integration, and inclusivity. Since opening, The Hive has had over 4.5 million visits and positively impacted university satisfaction scores. Moving forward, its 5-year strategic plan focuses on maintaining partnerships, evaluating impact, prioritizing services, and potential expansion to further establish The Hive as an iconic community hub.
This document summarizes Constance Malpas' presentation on collective collections and right-scaling cooperative stewardship. It discusses how a significant share of institutional collections are duplicated across libraries, both within regions and between regions. There is a growing trend toward more coordinated collection management at various scales, from individual institutions to regional groups to global. The optimal scale for shared print management involves taking a system-wide view of collections and balancing local needs with broader preservation. Key factors for successful shared print programs include robust trust networks between participating libraries and scalable infrastructure to reduce costs.
Cooperative advantages: Lessons in scale and sustainability from ReCAPCathal McCauley
This document discusses re-envisioning library depositories as logistics and service hubs. It describes how the Research Collections and Preservation Consortium (ReCAP) functions as a large-scale shared collection and delivery infrastructure. ReCAP has expanded its physical capacity over time and is exploring automation and high density storage options to further reduce costs and improve operations. As a logistics center, ReCAP is able to provide rapid delivery and access to shared materials across its partner libraries at an affordable cost through economies of scale. The document advocates for ReCAP to develop additional digital capabilities and services above, alongside, within and below its logistics functions to better support research and learning.
Building new library spaces. The Munich University Library’s PhilologicumCathal McCauley
The document discusses plans to build new library spaces at the Munich University Library called the Philologicum. It provides details about the university and current library facilities. An international competition was held in 2013 to design the Philologicum, and construction by the winning architects began in 2016. The new building will open in 2018 and house over 400,000 volumes, with various study areas, equipment, and features. The project team is addressing technical and logistical aspects of the move, such as selecting volumes and applying RFID tags.
Impact des Critères Environnementaux, Sociaux et de Gouvernance (ESG) sur les...mrelmejri
J'ai réalisé ce projet pour obtenir mon diplôme en licence en sciences de gestion, spécialité management, à l'ISCAE Manouba. Au cours de mon stage chez Attijari Bank, j'ai été particulièrement intéressé par l'impact des critères Environnementaux, Sociaux et de Gouvernance (ESG) sur les décisions d'investissement dans le secteur bancaire. Cette étude explore comment ces critères influencent les stratégies et les choix d'investissement des banques.
Conseils pour Les Jeunes | Conseils de La Vie| Conseil de La JeunesseOscar Smith
Besoin des conseils pour les Jeunes ? Le document suivant est plein des conseils de la Vie ! C’est vraiment un document conseil de la jeunesse que tout jeune devrait consulter.
Voir version video:
➡https://youtu.be/7ED4uTW0x1I
Sur la chaine:👇
👉https://youtube.com/@kbgestiondeprojets
Aimeriez-vous donc…
-réussir quand on est jeune ?
-avoir de meilleurs conseils pour réussir jeune ?
- qu’on vous offre des conseils de la vie ?
Ce document est une ressource qui met en évidence deux obstacles qui empêchent les jeunes de mener une vie épanouie : l'inaction et le pessimisme.
1) Découvrez comment l'inaction, c'est-à-dire le fait de ne pas agir ou d'agir alors qu'on le devrait ou qu'on est censé le faire, est un obstacle à une vie épanouie ;
> Comment l'inaction affecte-t-elle l'avenir du jeune ? Que devraient plutôt faire les jeunes pour se racheter et récupérer ce qui leur appartient ? A découvrir dans le document ;
2) Le pessimisme, c'est douter de tout ! Les jeunes doutent que la génération plus âgée ne soit jamais orientée vers la bonne volonté. Les jeunes se sentent toujours mal à l'aise face à la ruse et la volonté politique de la génération plus âgée ! Cet état de doute extrême empêche les jeunes de découvrir les opportunités offertes par les politiques et les dispositifs en faveur de la jeunesse. Voulez-vous en savoir plus sur ces opportunités que la plupart des jeunes ne découvrent pas à cause de leur pessimisme ? Consultez cette ressource gratuite et profitez-en !
En rapport avec les " conseils pour les jeunes, " cette ressource peut aussi aider les internautes cherchant :
➡les conseils pratiques pour les jeunes
➡conseils pour réussir
➡jeune investisseur conseil
➡comment investir son argent quand on est jeune
➡conseils d'écriture jeunes auteurs
➡conseils pour les jeunes auteurs
➡comment aller vers les jeunes
➡conseil des jeunes citoyens
➡les conseils municipaux des jeunes
➡conseils municipaux des jeunes
➡conseil des jeunes en mairie
➡qui sont les jeunes
➡projet pour les jeunes
➡conseil des jeunes paris
➡infos pour les jeunes
➡conseils pour les jeunes
➡Quels sont les bienfaits de la jeunesse ?
➡Quels sont les 3 qualités de la jeunesse ?
➡Comment gérer les problèmes des adolescents ?
➡les conseils de jeunes
➡guide de conseils de jeunes
M2i Webinar - « Participation Financière Obligatoire » et CPF : une opportuni...M2i Formation
Suite à l'entrée en vigueur de la « Participation Financière Obligatoire » le 2 mai dernier, les règles du jeu ont changé !
Pour les entreprises, cette révolution du dispositif est l'occasion de revoir sa stratégie de formation pour co-construire avec ses salariés un plan de formation alliant performance de l'organisation et engagement des équipes.
Au cours de ce webinar de 20 minutes, co-animé avec la Caisse des Dépôts et Consignations, découvrez tous les détails actualisés sur les dotations et les exonérations, les meilleures pratiques, et comment maximiser les avantages pour les entreprises et leurs salariés.
Au programme :
- Principe et détails de la « Participation Financière Obligatoire » entrée en vigueur
- La dotation : une opportunité à saisir pour co-construire sa stratégie de formation
- Mise en pratique : comment doter ?
- Quelles incidences pour les titulaires ?
Webinar exclusif animé à distance en coanimation avec la CDC
The story of the revitalization of Edmonton Public Library (EPL's) downtown branch
1. The Story of the Revitalization of EPL’s downtown branch
L'histoire de la revitalisation de la succursale du centre-ville de l'EPL
Tina Thomas
Edmonton Public Library
Executive Director, Strategy & Innovation
5/5/2020
3. A Service Edmonton Uses
Un service utilisé par Edmonton
3
More than Rec Centers, Festivals, Sports Teams combined /
Plus que les centres de loisirs, les festivals, les équipes sportives
combinés
15.4
7. 7
"The time has passed when
square boxes with minimal
features and lame landscaping
are acceptable. Our tolerance
for crap is now zero."
Mayor Stephen Mandel, delivering his state of the city address, April 20, 2005
17. Challenges
• No Community Engagement /
Pas d'engagement communautaire
• No Functional Program /
Pas de programme fonctionnel
• Budget very tight /
Budget très serré
• Limited fundraising /
Levée de fonds limitée
18
20. 21
People are looking for a place to spend time /
Les gens cherchent un endroit pour passer du temps
“For many the
library seems
THE OPPOSITE
OF
LONELINESS.
A place to connect
and feel a part of
something bigger
than ourselves.”
24. Mitigation Strategies /
Stratégies d'atténuation
• Hiring freeze /
Gel des embauches
• Increased fundraising /
Augmentation des collectes de fonds
• Provincial and federal government support /
Soutien des gouvernements provincial et fédéral
• Scaled back programming /
Réduction de la programmation
25
27. RE-IMAGING THE CUSTOMER EXPERIENCE /
RÉINVENTER L'EXPÉRIENCE DU CLIENT
…It’s what’s on the inside that counts /
Ce qui compte, c'est ce qu'il y a à l'intérieur
28
43. Fundraising - $17.8M
Goal: $10M
Actual: $10.5M
$10.5M
$2.78M
$4.55M
Total Fundraising
Community Fundraising Past Contributions Grants
Community Fundraising
12,000+ Individual Donors
44. Key Learnings / Principaux Enseignements
- Community engagement / L'engagement communautaire
- Have functional program ready
Préparer un programme fonctionnel
- Don’t settle / Ne vous contentez pas de moins
- Bring $$ to the table / Apportez $$ à la table
- Reno's: expect the unexpected / s'attendre à l'inattendu
- Do not release any renderings until 100% final
Ne pas publier les rendus avant qu'ils ne soient définitifs à 100%.
- Demonstrate other impacts of project – energy efficiencies/safety /
Démontrer les autres impacts du projet - efficacité/sécurité énergétique
- Opening Date – do not announce until 100% certain /
Date d'ouverture - ne pas annoncer avant d'être certain à 100%.
47
I am going to talk about our experience with revitalizing our main downtown library. It’s been a real roller coaster – and in many ways it represents how NOT to do a project, as much as it does represent a good ending and ways to build a case for a capital project.
20 branches, 2 eplGO, 2 epl2go
Budget $60M; 700 Staff
Award-winning library. Innovator in the library world
#1 – Library of the Year 2014
July 2014 EPL named Library of the Year
Awarded by Library Journal Magazine and Gale Cengage Learning
Highest honour to be given to a library
First time outside of US
WHY DID WE WIN?
EPL is recognized as a place where new ideas come to life
Where a history of innovative, customer-centered services and forward thinking is a critical part of daily operations
I think I can guarantee that you will learn something new about the Edmonton Public Library during my discussion but let me start by giving you some quick info about us as an organization.
We are mid sized organization in the city with approximately 700 staff, 21 locations, four literacy vans and a budget of $60 million. We are predominately funded through the municipal taxes. Similar to hospitals and universities, libraries are also charities with fundraising supporting our efforts to grow and expand services beyond what we get from governmental funding.
We are also really well used with approximately 16 million annual visits and almost 50% of Edmonton households using the library in the past year.
#2. Second Most Visited Place in Edmonton
No surprise, when people use us they are often borrowing stuff. Pretty traditional library services but also still pretty well used. Edmontonians borrowed from EPL over 12 million times. That means every 3 seconds someone is borrowing from EPL.
In the 90’s, EPL did not have strong support from its municipality in comparison to other CULC libraries – lower per capita operating funding.
Similarly, decades went by where very little investment was made in EPL infrastructure.
Not only was EPL unable to build new branches in growing areas of the city, existing infrastructure was in poor condition.
And EPL was not alone in experiencing a lack of financial support. There was drought of public infrastructure during the 1990s, and what was built was not attractive.
Until we elected a mayor in 2004 with a new vision for city architecture…
"The time has passed when square boxes with minimal features and lame landscaping are acceptable. Our tolerance for crap is now zero." Mayor Stephen Mandel, delivering his state of the city address in April 2005.
For years, we sat back and accepted mediocre, or downright awful, urban development. It was great to hear a mayor talking like this about our city, and what it could be.
And over several years, this has led to exceptional Council support, credibility and pride. We had done incredibly well in raising our profile and communicating our value. Our current mayor describes EPL as a “brain factory”.
So, a 2008 capital budget presentation (2009-14) resulted in Council approving $100M for 6 projects.
Over the years, however, the mayor would frequently remark at the view he saw from his office window at City Hall.
He saw the beautiful Winspear theatre
The iconic Alberta Art Gallery
The Citadel Theatre
A new arena was under development
Revitalization of downtown was underway.
And…
The Stanley A. Milner Library – the look of which he deplored.
And he was not alone.
Comedian Craig Ferguson stated on several tour performances on stage at the Winspear Centre that the Library was built to look like a 1950's medium security prison.
Built as the City of Edmonton’s Centennial Project in 1967, the Milner Library was/is an important downtown anchor, attracting over 1.2 million visitors each year. While interior renovations had taken place over time, and an addition to the front of the library was constructed in 1999, which most architects despised, the exterior had largely remained untouched.
So, in 2011, we went to City Council to request funding for the renewal of the exterior façade and some mechanical.
City Council approved $1,002,000 to develop a schematic design for what was positioned as a “recladding project”.
Trouble was, it wasn’t only in need of exterior renovations, and some mechanical and electrical upgrades that were impacted by exterior work.
It had some significant interior issues, asbestos, did not meet building code, it was literally leaking energy, and most of all and was not meeting the needs of 21st century library users.
Tension resulted. There was gratitude to the city for their generosity and a concern we couldn’t ask for too much / only ask for our fair share. Could we prioritize the downtown branch over other community needs outside the downtown?
The building, it was said, had really good bones and was in good structural shape.
But how would customers benefit from an exterior recladding and a building that looked nice on the exterior, but didn’t improve space for them. How could we sell an exterior cosmetic renovation to our users?
A phrase we often expressed during these discussions …
The EPL Board recommended the latter - re-visioning $62.M interior and exterior modernization In order to bring the building up to code and to ensure the public space met the needs of our customers. EPL also committed to funding $10.0 million through donations/sponsorships. This was presented to council in 2014 as part of the 2015-2018 capital budget request.
And council approved the total $62.5M budget (incl $10M contribution from EPL).
This design was based on a curtain wall concept with minimal interior renovation.
Because of how the project evolved, initially as an exterior façade to a complete interior and exterior modernization, we had spent almost no time on the interior.
No community consultations had been done
And there was no functional program.
The budget was exceptionally tight/not accurate. Costing was based on a hybrid – exterior only and interior/exterior renewal - not as comprehensive as it needed to be.
Finally, while EPL had some fundraising experience, we had never done a $10M capital campaign.
Top interest areas were identified.
So we had some catching up to do. And we did a lot in 8 months before proceeding with detailed design. We undertook extensive community engagement (2015).
In the summer of 2015, EPL staff embarked upon community consultations to gather feedback on the upcoming revitalization to the Stanley A. Milner Library. Responses from these conversations informed the creation of the What We Heard, Milner redesign consultation results. While members of all communities were represented in the extensive consultation process undertaken, we recognized the need and importance of implementing meaningful consultation specific to Indigenous Community Members. A survey was created using six questions from our original consultation and three new questions composed specifically for this group. In April, 2016, a survey was distributed electronically through the City of Edmonton’s Indigenous Relations Office. However the intent was for most responses to be gathered by EPL Community Librarians through in-person conversations. A total of 30 unique responses from a variety of community members were received through this process. Overall responses illustrate strong similarities with the feedback provided during the overall Milner consultations. Several additional comments/ideas were provided to help ensure Milner is more welcoming to Indigenous Peoples and the our space better reflects our Indigenous history. These ideas have been drafted into recommendations and actions for the various teams and departments at EPL.
Displays that intentionally and explicitly welcome the indigenous community
Enablement of indigenous ceremony, through spaces and services
Commitment to education on indigenous history and culture
Celebration of indigenous cultural heritage
Support and exposure for local indigenous artists
Opportunities to practice and learn indigenous languages
Programs to support the hiring of indigenous staff
View of Northwest Corner
September 20, 2016
As more detailed design occurred in 2015 and 2016, and a second costing exercise was conducted in early fall 2016,
we were still facing a budget shortfall
Reluctantly, we had go back to council for an additional ask –for higher than expected needed for hazardous abatement, demolition and mechanical costs
A further $6.5 million was required $4.5 was reallocated from other EPL capital projects and $2.0M from City capital, bringing the total to $69 million.
Construction commenced in 2017 and, as hazardous abatement and demolition occurred….
structural, mechanical and building code issues were discovered in the 51-year-old building,
Additional structure was required on the lower level, resulting in unplanned demolition and abatement of the lower level
Footing depth and width was not consistent with the 1966 as built drawings - entaled additional excavation , additional rebar, new concrete slabs
These unexpected issues required an additional $15.54M million with funding coming from: $4.4M EPL (Grants and surplus); $11.14M form other City building rehab projects --- increased the budget from $69.0M to $84.54M
unanimous support again
So much for having good bones….
Exterior panel is shown on the left. It was assumed they could come apart in smaller sections and the brick was not attached. However, it turned out that the brick was completely precast in place back in 66. You can see the need to reduce the weight of the panels by cutting holes in them so the crane could lift them.
The second photograph on the right shows one of the footings and the depth and width were not consistent with the 1966 asbuilt drawings – needed to be much wider and deeper. Required additional excavation , additional rebar, new concrete slabs
All along we were aware the budget was inadequate, and knew we needed to mitigate risks
As we would be closing Milner and redeploying Milner staff to a temporary service point and to other branches during construction, we instituted a hiring freeze in 2015 so positions were filled on a temporary basis only, and employees would be transferred to branches once we close.
We began to pursue federal /provincial government support
And we rallied our fundraising campaign, identifying EPL champions to help us.
Scaled back on program
Shelled spaces for culinary centre, black box studios and more.
Couldn’t renovate the lower level
Couldn’t finish the sixth floor
As more detailed design occurred in 2015 and 2016, and a second costing exercise was conducted in early fall 2016,
How will the revitalized downtown library reflect the changing needs of our community, better support the delivery of services our community needs and address the feedback received in our community consultation – that the library is a place to learn and spend time.
While we will have extensive collection and spaces for people to read, meet, hang out, we will continue to offer innovative new services that allow customers to make, create, experiment and learn.
Then we initiated and completed a functional program
Now we were ready to proceed with detailed designed.
A much larger Makerspace, allowing more opportunities for creating with leading-edge and emerging technologies such as 3D printing, sound and video production, and robotics, as well as new opportunities for fabrication.
Additionally, there will be a separate gaming centre.
Collections and reading/study spaces
The Robert Tegler Trust has provided funding to support new outreach offices for our social workers. In addition to the outreach offices, we will also have drop-in space for other community agencies to use for helping vulnerable populations.
Plans for a future culinary centre.
Something we’re really excited about is this an experiential learning and digital display space, modeled after the CUBE. I had the chance to see this when I she visited Queensland University of Technology in Australia. “It consists of multi-touch screens extending 2 stories. It facilitates the opportunity for the public to discover, visualize and to even contribute to research projects. The public becomes the ‘citizen scientists’” and we are now collaborating with post secondaries and other organizations in Edmonton to plan the service model.
Curated content from Local celebrities. Rotating features. Available in larger quantities. Easily accessible on the main floor.
A much larger Makerspace, allowing more opportunities for creating with leading-edge and emerging technologies such as 3D printing, sound and video production, and robotics, as well as new opportunities for fabrication.
Additionally, there will be a separate gaming centre.
Collections and reading/study spaces
The Robert Tegler Trust has provided funding to support new outreach offices for our social workers. In addition to the outreach offices, we will also have drop-in space for other community agencies to use for helping vulnerable populations.
Plans for a future culinary centre.
Quite the ride.
Has been a bit of a roller coaster, but we did get to where we needed to be.
And we have a long list of things we would have done differently and definitely things we did well: Our learnings:
Build relationships
Demonstrate value of library
Credibility/Trust
Community engagement
Have functional program ready
Don’t settle
Reno's = expect to find the unexpected
Conduct feasibility study for fundraising
Bring $$ to the table
Demonstrate other impacts of project – energy efficiencies/safety
Don’t release any renderings until you are a 100% certain that’s the final rendering
Opening Date – don’t announce until you are absolutely certain
Resilience and go with the flow – expect the unexpected.