College and Research Libraries Two Aspects of Readers' Services Areas: Recommendations to Library Planners T N M A N Y library buildings, utility—the achievement of some practical goal— is the primary consideration rather than the stimulation of amusement, awe, or some other complex of feeling and atti- tude; and it is lucidity rather than mys- tery which is thus chiefly to be valued, even if it can be achieved only at the expense of charm. Unless a library build- ing is to be used only by the fully initi- ated, pains should be taken, in planning it, to achieve utmost clarity so that the least experienced patron may be in- formed at every step in his progress, not only in respect to where he is, but also to where he is going. Signs, exhibits, and guidebooks help; a large reference staff is even better; best of all (but too seldom achieved) is the kind of library planning which enables the building itself— through barriers, vistas, contrasts, repe- titions, and the like—to help keep the patron informed. In getting down to cases—in imagining precisely how built-in information serv- ice, so to speak, might function—I have found myself constantly touching upon a second problem in planning readers' services areas: supervision (by which I mean whatever the librarian does to con- trol and facilitate the activities of patrons while on duty, while "at the desk," as op- posed to what he does while absent from the public areas). Architectural features which make for clarity may make for ease of supervision; but the latter success is by no means an automatic by-product of the former. It is possible to design en- trances, service centers, reading rooms, stacks, and other areas which are clearly laid out but which are unmanageable. BY R O B E R T M. P I E R S O N Mr. Pierson is Humanities Librarian, Uni- versity of Maryland. T h e extent to which the following suggestions regarding these two prob- lems can be applied will vary from li- brary to library. Exceptional situations are to be found. A building recently visited seemed altogether too mysterious: the patron wishing to renew a book had to cross a large lobby, enter a second lobby, climb a flight of stairs invisible from the first lobby, cross a hall, enter a large catalog and bibliography area, cross it, and enter a "circulation room," the door to which is not visible from the head of the stairs. A second building which I visited seemed to be laid out just as impractically. On the first floor were service desks facing a lobby. T h i s was good but otherwise the building— several floors of cozily integrated stack and study areas—was utterly unsuper- vised. Yet at both libraries, staff mem- bers assured me that their arrangements cause no difficulties. E A S E I N F I N D I N G A N D A C C E S S T h e library should be easy to find. Public libraries should stand where pa- trons will pass; college libraries should dominate campuses; libraries within multi-function buildings need not spill into main lobbies, but neither should they be hidden away. But easy to find is not enough; easy to identify is also im- portant: the library should suggest a li- brary—or at least nothing else: not a church, not a prison, nor a court house, 3 9 8 C O L L E G E A N D R E S E A R C H L I B R A R I E S not even a country club. One common way to label a library is to plan it so that books and readers are visible from without. Another way is to be frank about its structure. I am impressed by the number of university libraries whose facades suggest nothing in particular. But go around to their backs—ah, the stacks, like nothing else in academic architecture: multi-windowed blocks ob- viously featuring seven- or eight-foot ceil- ings, with glimpses of books within: structures as true to themselves as are greenhouses. T h e library should be easy to reach. A driveway that takes one past the front door so that one may pick up and de- liver passengers and books and even, at least momentarily, park, is not a point- less luxury—certainly not in a shopping area and not even on a college campus. Hilly campuses should reserve their sum- mits for observatories, presidential man- sions, war memorials, and other inci- dentals; getting to the library should not necessitate a long climb, however impressive the edifice eventually reached. Glass doors dispel mystery, as does a place in which to pause to get one's bearings, and as do clear indications that one is in the right place. In even a large building it should be possible for the incoming patron to see (1) a person, ob- viously a staff member, who is ready to help him, (2) a counter (not a charming desk more suited to a parlor) or other piece of equipment at or through which books may be returned, (3) a catalog or evidence as to where one is, (4) a place to sit and read, and (5) books. If the library is so arranged that the main serv- ice floor is not the floor at which the patron enters, care must be taken that the lobby (1) is so designed as to direct, even impel him to the service area (lest he wander down blind alleys into class- rooms, staff lounges, etc.) and (2) is staffed with a person competent to di- rect him or is furnished with a readable directory and has space for exhibits that proclaim the character of the institution in unmistakable terms, i.e., exhibits that tell about the library and its collections and services—not about the Boy Scouts, the Red Cross, the garden club, the school band, and the like. For various reasons, it may not be pos- sible for the incoming patron to behold the collection, i.e., the main collection, as opposed to reference books, rentals, new books, and other items more or less on ex- hibit. Such is generally the case in sizable buildings with separate stack areas. T w o things will help: (1) a librarian stationed conspicuously and (2) a conspicuous stack entrance. Reading areas should be visi- ble or at least clearly indicated and should be adjacent to or within the stack area but not, I should think, be- tween the incoming patron and the stack area. Ideally, too, the stack area should be clearly accessible from what- ever point in the building from which the patron may need to approach it. Once within the stack area, no matter where he came in, the patron should be able to determine easily: (1) how the se- quence of shelving runs, (2) where tables and chairs are, and (3) where to go when he is ready to leave. What is needed is a simple rectangle (no aisles to cross) with aisles on all four sides, with ranges open at both ends, with study tables along one or more of the surrounding aisles, and with conspicuous stairs and exits. If there is a stack assistant, it should be ob- vious where he is normally to be found. Some sort of fenestration should be pro- vided, if only because there are few rooms more mysterious than a cave-like stack room when the power fails. If the library contains several reading rooms, these should, if possible, be placed according to some simple and repeated pattern, so that the patron may learn, for example, that reading rooms are at the east and west ends of each floor. Within rooms, a similar uniformity will aid the reader, e.g., files always to the right, service desk always opposite the S E P T E M B E R 1 9 6 2 399 door. Incidentally, the fact that every part of a room is visible from the en- trance will not only simplify supervision, but will also enable a patron to spot a librarian who has momentarily left his post to go to a remote part of the room. T h e location of the service desk in re- lation to the door is also important: it should intercept but not block the pa- tron's progress, if such a distinction may be made; i.e., it should either be at the end of a brief vista or just a third of the way across the patron's view, so that al- though he may easily pass it by, he can- not very well ignore it. And so on throughout. Color varia- tions will provide a clue to which of sev- eral virtually identical areas one is in. Counters that look like counters will tell the patron where public areas leave off and staff areas begin. T h e route to take to get to the librarian's office, the cata- log room, and other areas occasionally visited by the public should be easy to follow. Continuous shelving in reading rooms does not cause the confusion in- herent in a series of detached ranges set on various planes. Furniture which avoids the hotel lounge look will, to younger patrons in particular, communi- cate the fact that a library is not a recre- ation center. Smoking rooms, typing rooms, and rest rooms need not display themselves to passersby; but from "seri- ous readers" who have penetrated the outer barriers such conveniences should certainly not be concealed. E A S E O F S U P E R V I S I O N W e have noted some ways in which clarity may be achieved. In considering our second problem, ease of supervision, it will be helpful to think of it under four headings: visibility; accessibility; maintenance of silence in areas where silence is needed; and economy of per- sonnel. Visibility is an obvious aid to supervision. Although we blanch at the thought of installing a system of mirrors such as chills the air of many a ten-cent store, we can imagine a situation, in at least one respect ideal, in which the desk- bound librarian can see every inch of the public area (this suggests a large fan, with shelves on the periphery and, con- ceivably, along the spokes—the librarian sufficiently raised that he can see over nearby patrons and penetrate, like Big Brother, the heights and depths). For various reasons, this too Orwellian effect some may not wish to adopt; but the principle need not be altogether dis- carded. Four practical suggestions for increasing visibility are: (1) L o n g n a r r o w items, l i k e c a t a l o g s , b a n k s o f v e r t i c a l files, a n d r a n g e s o f shelv- ing, s h o u l d be p l a c e d e i t h e r flat a g a i n s t walls o p p o s i t e service desks o r end- wise; i f t h e y s t a n d cross-wise t h e r e will b e h i d d e n areas b e h i n d t h e m . (2) E x i t s f r o m b u i l d i n g — o r f r o m areas w h e r e c o n t r o l m u s t b e m a i n t a i n e d — s h o u l d r e q u i r e p a t r o n s to pass service desks. (3) S u b s i d i a r y service desks, e.g., those i n s p e c i a l r e a d i n g r o o m s , s h o u l d b e so p l a c e d t h a t l i b r a r i a n s c a n see i n t o ad- j a c e n t h a l l s . (4) R e a d i n g areas s h o u l d i n c l u d e a m i n i - m u m o f r e m o t e alcoves, s e c l u d e d mez- z a n i n e s , a n d t h e l i k e (my i m p r e s s i o n b e i n g t h a t l i b r a r y p l a n n e r s s o m e t i m e s a d o p t a t o o i d e a l i z e d v i e w o f h u m a n n a t u r e o r h a v e a n u n d u e a d m i r a - t i o n f o r i n f o r m a l effects). When I speak of accessibility I have in mind not how far the librarian must walk but rather how far and how fast he must run if he is to watch the door, stay near the phone, greet the public, help at the index table, prepare bibliog- raphies, inspect stacks, encourage re- search, discourage romance, etc., etc.,— in other words, function as the one per- son on duty in a library (or in a reading room therein) must ordinarily function. In planning details of readers' services areas, various points should be kept in mind—if the librarian is to have access to what he needs to have access to. Stack 4 0 0 C O L L E G E A N D R E S E A R C H L I B R A R I E S entrances, even if uncontrolled, should be adjacent to service counters. Counters should be so constructed that one may emerge from behind them readily, with- out having to cut back through work areas, around pillars, etc. If books and briefcases are to be inspected, some means must be found of forcing patrons to come all the way up to counters rather than stroll by out of reach. Most im- portant, main entrances, charging desks, catalogs, index and bibliography areas, vertical files, reading areas, and shelf areas should all be as accessible as possi- ble to reference librarians—whose role, when fully realized, is to give service at all these points, not just at two or three. C O N T R O L L I N G N O I S E How can library planning help con- trol noise? Obviously, through well-de- signed floors, walls, and ceilings. Some other ways are as follows: (1) B y so p l a c i n g a u d i t o r i u m s , classrooms, a n d t h e l i k e t h a t traffic in a n d o u t o f t h e m does n o t e n t e r l i b r a r y service areas. (2) B y a r r a n g i n g t h e v a r i o u s areas so t h a t t h e least f r e q u e n t e d will b e t h e most r e m o t e . (3) B y a v o i d i n g traffic l a n e s t h a t cross r e a d i n g areas. (4) B y e r e c t i n g b a n k s o f rooms—offices, r e s t r o o m s , stairs, e l e v a t o r s , s e m i n a r r o o m s , a n d t h e l i k e — b e t w e e n q u i e t a n d noisy areas. (5) B y s e p a r a t i n g r e f e r e n c e (i.e., i n q u i r y ) areas f r o m study areas. T h i s last suggestion is, I gather, some- what iconoclastic. I agree that reference and study areas should be adjacent, so that the transition from "look it u p " to "read about i t " and its converse may be easily achieved; but it should not be nec- essary always to answer sotto voce, nor always to try to answer Patron A's ques- tion while considering how best to dis- courage the conversation of Patrons B and C. Economy of personnel is a considera- tion of particular importance in library planning. My study of library plans sug- gests to me that buildings are sometimes designed with expectations of considera- ble increases in staff. Years may pass be- fore such expectations are fulfilled. In many libraries, especially those with con- siderable subdivision, the minimal staff for minimal service is enormously large in proportion to the number of people employed by the library or the number of patrons likely to be in the building at certain times. "Here I sit, chaperon- ing five couples, when I could be help- ing out at the catalog downstairs" is a typical comment; one difficulty is that one never knows at what point the couples may need bibliographical assist- ance. A sign saying, in effect, " N o one on duty here; go to the Circulation Desk for help" is not an ideal solution; nor is closing the area; nor is placing an in- competent person at the desk. Some bet- ter solutions are these: (1) P l a c i n g t h e r e f e r e n c e desk a n d t h e cir- c u l a t i o n desk n e x t t o e a c h o t h e r so t h a t o n e p e r s o n c a n m a n b o t h . (2) P l a c i n g t h e r e f e r e n c e desk so t h a t t h e same p e r s o n c a n assist w i t h i n d e x e s , supervise t h e c a t a l o g , a n d d i r e c t in- c o m i n g p a t r o n s . (3) P l a c i n g two r e a d i n g r o o m s w i t h t h e i r service desks c o n t i g u o u s o r c o n t i n u - ous, so t h a t o n e p e r s o n c a n supervise b o t h r o o m s . (4) R e l a t i n g service desks a n d offices so t h a t a p e r s o n w o r k i n g i n a n office is r e a d i l y v i s i b l e t o t h e p a t r o n at t h e desk a n d so t h a t p a t r o n s , w h e t h e r in- c o m i n g o r seated, a r e v i s i b l e f r o m t h e office. (5) A v o i d i n g u n n e c e s s a r y d u p l i c a t i o n s of such c o n t r o l p o i n t s as b u i l d i n g e x i t s . Careful planning can thus smooth the patron's path and can assist the librarian in guiding the patron and in maintain- ing an appropriate atmosphere. In other words, careful planning can facilitate ref- erence service. In the foregoing recom- mendations (recommendations which, if (Continued on page 404) S E P T E M B E R 1 9 6 2 4 0 1 STAMP HERE F I G U R E 2 tices that actually go into the mail are obtained. T h e second benefit is increased availability of books and periodicals, for in the first six months of 1955 (following the installation of the original system in December 1954) the recorded circulation increased 18 per cent, excluding renew- als, over the first six months of the previ- ous year, despite the fact that in each Readers' Services . . . (1Continued from page 401) not particularly novel, bear repetition) a point of view regarding reference serv- ice is implicit which has been expressed before but acceptance of which is not always implicit in library plans. Refer- ence service should be pervasive. Library activities can scarcely survive inadequate acquisition, catalog, and circulation serv- ice; but they can—and do—survive in- adequate reference service. Why is ref- erence service so often inadequate? Be- cause for thing, it is, unlike Mount Everest, so often simply not there. In too many libraries, reference service is available in the sense that it is on call (if you know how to call it) but is not present at various points, e.g., front doors, catalogs, stack entrances, where it is month of the last six of 1954, circulation had been lower than the corresponding month of 1953. During the six months following the installation, there was no other variation to affect the amount of circulation such as more borrowers or new educational or research programs. Here, then, is a nearly one-fifth increase in service achieved at relatively low cost. needed. One solution is to station non- professional help at such points and to train it to call on professional help when uncertain how to answer inquiries: surely a rather roundabout approach— and hardly foolproof, as so often it is just the thing one is least correct about that he is most certain about. A second solution is to hire more professional li- brarians, but this may result in a waste of professional skill (as one sits and waits for people to wait on); and, in any case, who has that much money? Still another solution is the one offered in this paper: to plan buildings so as to make arrange- ments of rooms, services, and collections easy to apprehend and so as to enable reference service, however small the ref- erence staffs, to be as nearly as possible ubiquitous. 4 0 4 C O L L E G E A N D R E S E A R C H L I B R A R I E S