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PAGE 52 VOL. 75, NO. 2 • SUMMER 2012 MISSISSIPPI LIBRARIEStypical job duties, there were three majorbenefits to the redesign. First, we becameintimately acquainted with the stepsinvolved in a renovation project. If we everwant to go into administration, we will befamiliar with how some of the processworks. Second, it allowed us as newemployees to have some ownership of thespace. Finally, with four reference librarianshaving sometimes very different ideas aboutthe new layout, it became necessary for usto hone our compromise skills so that weended up with a space which representedthe ideas of all of the librarians.During the renovation, we worked withstaff from different departments. Thisallowed us to become better acquaintedwith and bond with co-workers much morequickly than we probably would have otherwise.We became part of the work teammuch faster than new employees typicallydo and quickly learned where our strengthslay and what our role was in this process inrelation to other employees and departments.REFERENCESPersily, Gail L. and Karen A. Butler. 2010.“Reinvisioning and Redesigning ‘a Libraryfor the Fifteenth Through Twenty-firstCenturies’: A Case Study on Loss of Spacefrom the Library and Center for KnowledgeManagement, University of California,San Francisco.” Journal of the MedicalLibrary Association 98(1): 44-48. doi:10.3163/1536-5050.98.1.015.Thibodeau, PL. 2010. “When the Library isLocated in Prime Real Estate: A Case Studyon the Loss of Space from the Duke UniversityMedical Center Library andArchives.” Journal of the Medical LibraryAssociation 98(1): 25-28. doi: 10.3163/1536-5050.98.1.010Tobia, RC and JD Feldman. 2010. “MakingLemonade from Lemons: A Case Study onLoss of Space at the Dolph Briscoe, Jr.Library, University of Texas Health ScienceCenter at San Antonio.” Journal of the MedicalLibrary Association 98(1): 36-39. doi:10.3163/1536-5050.98.1.013.Tooey, Mary Joan. 2010. “Renovated, Repurposed,and Still ‘One Sweet Library’: ACase Study on Loss of Space from theHealth Sciences and Human ServicesLibrary, University of Maryland, Baltimore.”Journal of the Medical Library Association98(1): 40-43. doi: 10.3163/1536-5050.98.1.014.TOP TEN PIECES OF ADVICE FOR NEW LIBRARIANSFACING A RENOVATION PROJECT1. Be flexible. The original plan called for a three week period of no access to collections,but that quickly fell by the wayside, and instead, we had partial access formonths. Because the upstairs was considered a construction zone, there was nopatron access to collections. We were a closed stack library with all items retrievedby library staff for patrons. Parts of the collection were available at various times, andthings were frequently moved to new locations. We had to continually reassess whatwe could do on any given day. It really wasn’t something we could document either.Most of the time, we had to go upstairs and determine if we could retrieve the itemthat the patron needed.2. Keep a positive attitude and a smile on your face. Focus on the upside (in our case,a beautifully redecorated space and new group study rooms.) Always be ready to tellpatrons about the wonderful results the renovation will produce. Even if you are reallytired of noise and dust and have been up and down the stairs (because the elevatoris shut down) about 15 times that day, never vent to a patron. Find your closest,trustworthy colleague and tell her instead.3. Be willing to go above and beyond and don’t wait to be asked to help. Startingnew jobs at RML, neither of us anticipated that we would be relocating the entirereference collection, rearranging tons of chairs, scraping glue off bookcases, or otherrenovation activities, but everyone needed to pitch in and help in order to get thingsfinished which made us feel like we were an important part of the process.4. Know well (research if necessary) the other (non-print) options to which youcontinue to have access. We have a substantial e-book collection which was fullyavailable during the renovation, but many patrons didn’t think of looking at theseresources. We had to be knowledgeable about what we had in order to offer suggestionsfor alternatives for print books that were unavailable.5. Get to know the people who are moving your stuff. Their good will and assistancecan be invaluable. In our case, once things were at a standstill waiting on the off-sitefacility, we wanted to separate the book trucks that were pushed tightly together sothat we could get to the books and journals they contained. The movers had by thispoint bought into the library and were willing and able to help us devise a plan torearrange the carts in order to maximize our access.6. Try to offer patrons something extra to acknowledge their inconvenience. In ourcase, the library offered to suspend any ILL fees which would normally be associatedwith borrowing items that are owned by the library. We had to offer this servicesince many of our items were unavailable.7. Know what other public or academic library resources are available in your area.We were fortunate that Melissa had previously worked for the Mississippi LibraryCommission and had extensive knowledge about other local library resourceswhether it was study space or print materials.8. If your renovation causes substantial inconvenience, it’s a big help if your boss“has your back.” Our library director had cards printed and when a patron wasunhappy we could give them a card to fill out and offer to set up an appointmentwith the director. This helped save us from the venting of unhappy patrons.9. Be patient. If there is one absolute about renovation projects, it is that they nevergo exactly as planned. Know that things will go wrong, not fit, break, or plans willchange. Just remember...one day the renovation will be over, and hopefully, it will bebefore you retire!10. View the renovation as an opportunity. Working to mark books and journals to bemoved, searching the plastic wrapped carts for a needed journal, moving books andjournals to their new locations gave each of us an opportunity to get to know thecollection. We feel that working together with the rest of the library staff on such amajor project so soon after we were hired helped to fully integrate us into the workplaceand given each of us a stake in the library’s future.
MISSISSIPPI LIBRARIES VOL. 75, NO. 2 • SUMMER 2012 PAGE 53Storage Room to Conservation Lab:How the University of Miami LibrariesBuilt the First Lab in South FloridaScott David ReinkePreservation AdministratorAssistant ProfessorUniversity of Miamis.reinke@miami.eduDuvy ArgandonaConservation TechnicianUniversity of Miamidargandona@miami.eduABSTRACTRepurposing buildings or space insidebuildings is a common practice, but onethat often comes with limitations and compromises.When the library administrationat University of Miami Libraries decided tobuild the first paper and book conservationlab in south Florida they had to look atlibrary spaces in a new way and hired thelibraries’ preservation administrator to overseethe project. Richter Library, the flagshiplibrary for the University of Miami, has agate count of over a million visitors a year,so there is constant pressure to expand individualand group study areas, add computers,and find storage space for growing collections.With these constraints, there wasno way to convert potential public spaceinto a conservation lab, so the search wentbehind the scenes.INTRODUCTIONIn the last 30 years, most of the largeacademic research libraries in the UnitedStates have invested in preservation programsand dedicated space for conservationlabs. The University of Miami Librarieslagged in this trend, and only in 2010, formallycommitted resources to this endeavor.Under the leadership of a new dean anduniversity librarian, the UM Libraries hasgone through a rapid transformation. Thecollections that were amassed during thepast 50 years were suffering from heavy use,and the excellent special collections materialsneeded professional care. Under his leadership,Dean William Walker made thedevelopment of a preservation program apriority and a fundamental goal of thelibraries’ strategic plan.The entrance to room 136 is the door on the right.ROOM 136Ideally, a conservation lab is included inthe plans of a larger project, such as a buildingrenovation or the construction of a newlibrary. When this is not an option, manyconservation labs have been created in basements,but Richter Library has no basement.Other universities have built conservationlabs at offsite or high density storagebuildings where space is relatively inexpensive,but this was not a viable option withthe UM Libraries’ offsite facility twelvemiles from campus. The only remainingalternative was to locate an underutilizedspace in a non-public part of the library.After exploring all of the options, thelibrary administration settled on RoomRoom 136 looking towards the back wall and plywoodwalled closet.136, located on the first floor between anelevator shaft and a mechanical room nearthe loading dock. It took vision to look atthis storage space and see a state-of-the-artfacility designed to handle UM Libraries’rare and unique treasures, but it was underutilizedand could never serve as a publicspace. The location provided the opportunityfor security, elevator access to the collections,load bearing concrete floors forequipment, and access to water anddrainage. Although it is not overly spaciousat approximately 1000 square feet, it wasthe best option available and could be transformedinto a functioning lab with properplanning and monetary investment.FUNDINGIdentifying a space to repurpose wasonly the first step in a process that took overa year to complete. Next, the proposalneeded the approval of the provost in orderto develop a project budget. Within a university,there are always competing interestsfor funding, so the library administrationdrafted a program statement to justify theimportance of building a conservation labillustrating how the lab would support thelibraries’ strategic goals of supporting studenteducation and improving access to thecollections. Once the provost approved theproposal, the library contacted the campusOffice of Real Estate and Facilities, and aproject manager was assigned to the project.The project team generated a “Request forServices” document with a budget estimate,and an architect joined the team, allowingfor the design process to start in February2010. These steps were accomplishedbefore the preservation administrator cameon board in March 2010, primarily underthe direction of Cheryl Gowing, the directorof information management and systems.DESIGNINGDesigning a space is far different fromworking in a space. All of the features that
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