In 2011, a review of the South Taranaki Libraries by consultant Nikki Moen identified the need for a new Hāwera Library as a multi-purpose library, community, culture and heritage facility. South Taranaki District Council agreed to the build as part of a wider town revitalisation and the project made it through the long-term planning process. Then the difficult search for a suitable site began.
By 2017 we could start, and architects Warren & Mahoney were selected. To our delight, the main architect, Daniel Thompson, is originally from Hāwera so the project is close to his heart.
From day one we’ve wanted our new build to act as a cornerstone of a wider project to rejuvenate the town centre, increasing foot traffic, encouraging new retail experiences, and giving people a reason to stay here at the weekends rather than heading to New Plymouth which is an hour away and in another district.
The 1,600 square meter building incorporates the AA and iSite centre, a café, meeting rooms and moves a Council-supported art gallery from leased premises into a new purpose-built space. It almost doubles the library space from our existing beautiful, but cramped, heritage building.
By 2017 we could start, and architects Warren & Mahoney were selected. To our delight, the main architect, Daniel Thompson, is originally from Hāwera so the project is close to his heart.
From day one we’ve wanted our new build to act as a cornerstone of a wider project to rejuvenate the town centre, increasing foot traffic, encouraging new retail experiences, and giving people a reason to stay here at the weekends rather than heading to New Plymouth which is an hour away and in another district.
The 1,600 square meter building incorporates the AA and iSite centre, a café, meeting rooms and moves a Council-supported art gallery from leased premises into a new purpose-built space. It almost doubles the library space from our existing beautiful, but cramped, heritage building.
Image shows the original library. Image credit Cath Sheard.
We have worked closely with iwi from the start. Ngati Ruanui, as mana whenua, gifted us the name Te Ramanui o Ruapūtahanga which means the beacon or signal fire of Ruapūtahanga, a revered ancestress. When there was a need, she would light the beacon as a signal for iwi to meet so they could talk, share ideas and knowledge. The name perfectly symbolises the new build’s purpose.
Five years on from appointing architects, where are we at? We are due to move premises in late October. We’ve gone from an 8 million dollar build to a 15-million-dollar build. Some of the pre-cast panels broke at the manufacturing site on the East Coast during Cyclone Gabrielle. We had to slightly decrease the footprint early on when we realised the cost would be too high. There’s been substantial delays due to COVID, and then not-COVID. Something leaked, something broke, something got put in the wrong place, so we had to alter a bathroom plan. Does it matter? No, not really … grey hair aside!
Five years on from appointing architects, where are we at? We are due to move premises in late October. We’ve gone from an 8 million dollar build to a 15-million-dollar build. Some of the pre-cast panels broke at the manufacturing site on the East Coast during Cyclone Gabrielle. We had to slightly decrease the footprint early on when we realised the cost would be too high. There’s been substantial delays due to COVID, and then not-COVID. Something leaked, something broke, something got put in the wrong place, so we had to alter a bathroom plan. Does it matter? No, not really … grey hair aside!
WHAT HAVE WE LEARNED?
The first lesson is that my old project manager colleague Kobus was right – take the original cost estimate, double it, and then add a bit for good measure.
Know what you’re good at, then pay for expertise in your weaker areas. My colleague Phil, the project manager, and I decided the soft fit out was not our area of expertise, so we have willingly paid for additional work by the architects. They looked at what’s happening in libraries around the country, mainly with new builds. They talked about using a bookshop style layout, flexible seating, interactive children’s areas and collaborative workspaces etc. Was there anything we didn’t know? No, but it helped solidify our ideas and was cheaper, and less stressful, than a grand tour!
Find ways to keep staff engaged in the project, especially when it doesn’t look like anything is happening. When work first started there was a lot going on. But it was all underground services - a million dollars’ worth in fact. For months at a time, it looked like the project had stalled. Providing updates, showing them fabric or furniture samples and asking their opinion, has helped keep staff engaged. That aside, I still feel we haven’t done anywhere near enough.
The biggest lesson for us has been that what you need changes over time, and the process doesn’t easily allow for that. We have two key examples, and I hope talking about them helps others avoid the same mistake.
The first lesson is that my old project manager colleague Kobus was right – take the original cost estimate, double it, and then add a bit for good measure.
Know what you’re good at, then pay for expertise in your weaker areas. My colleague Phil, the project manager, and I decided the soft fit out was not our area of expertise, so we have willingly paid for additional work by the architects. They looked at what’s happening in libraries around the country, mainly with new builds. They talked about using a bookshop style layout, flexible seating, interactive children’s areas and collaborative workspaces etc. Was there anything we didn’t know? No, but it helped solidify our ideas and was cheaper, and less stressful, than a grand tour!
Find ways to keep staff engaged in the project, especially when it doesn’t look like anything is happening. When work first started there was a lot going on. But it was all underground services - a million dollars’ worth in fact. For months at a time, it looked like the project had stalled. Providing updates, showing them fabric or furniture samples and asking their opinion, has helped keep staff engaged. That aside, I still feel we haven’t done anywhere near enough.
The biggest lesson for us has been that what you need changes over time, and the process doesn’t easily allow for that. We have two key examples, and I hope talking about them helps others avoid the same mistake.
As the joiner was about to start making the counters Phil shared the detailed plan with me “just in case”. The plans had been drawn pre-COVID and included fins along the front of the main counter, to keep people back a little, which seemed sensible at the time. No one thought to revise it, me included. During COVID we added glass barriers at the counter in all seven libraries. In addition, for some reason the counter had been designed at a sitting height, but of course we stand at the counter. Between the fins, the glass barriers, and a slightly deeper than normal desk, staff would be reaching too far to get books, paperwork etc and would risk injury over time. Needless to say, the counter design has been reworked.
In the last few years, we’ve faced increasing aggression and COVID has certainly increased people’s aggressive tendencies. We have used a security guard at one of our smaller branches, something I never thought would happen, and have a lockdown procedure which we’ve had to use a few times. Which leads me to the second, far more concerning oversight on my part.
We were looking at the configuration of the workroom, my office, project and staff meeting rooms and realised we had too few locks and had designed a trap. If we retreated into my office or the workroom due to someone being significantly aggressive at the main counter, we had no exit point. We decided to take a two-fold approach to resolve the problem – more locks and an exit of some sort.
We initially looked at more mag locks, but the additional cost was in the region of $35,000. Hard to justify when we’re going out with an 11% rate increase. In the end we went for doors that auto lock but can be opened easily from the inside. I’ve yet to receive the final cost.
At the back of the workroom, opening into a long, narrow alley, we have a series of windows. The architect has changed the configuration of one of the larger windows so that it can be opened and used as an emergency exit. It’s not as wide as we’d have preferred, but it was too late to change the width without substantial cost. We decided in an emergency, even those of us who are less than sylph-like would get through it. We’ll ensure it’s part of building induction for new staff, and practice using it with lockdown drills. Is it ideal? No. Is it workable, and affordable? Yes. Do I wish I had thought of it sooner? Absolutely.
I never thought I’d get a new build in my library career, so it’s a wonderful challenge and we’re all excited to get into our new facility.
In the last few years, we’ve faced increasing aggression and COVID has certainly increased people’s aggressive tendencies. We have used a security guard at one of our smaller branches, something I never thought would happen, and have a lockdown procedure which we’ve had to use a few times. Which leads me to the second, far more concerning oversight on my part.
We were looking at the configuration of the workroom, my office, project and staff meeting rooms and realised we had too few locks and had designed a trap. If we retreated into my office or the workroom due to someone being significantly aggressive at the main counter, we had no exit point. We decided to take a two-fold approach to resolve the problem – more locks and an exit of some sort.
We initially looked at more mag locks, but the additional cost was in the region of $35,000. Hard to justify when we’re going out with an 11% rate increase. In the end we went for doors that auto lock but can be opened easily from the inside. I’ve yet to receive the final cost.
At the back of the workroom, opening into a long, narrow alley, we have a series of windows. The architect has changed the configuration of one of the larger windows so that it can be opened and used as an emergency exit. It’s not as wide as we’d have preferred, but it was too late to change the width without substantial cost. We decided in an emergency, even those of us who are less than sylph-like would get through it. We’ll ensure it’s part of building induction for new staff, and practice using it with lockdown drills. Is it ideal? No. Is it workable, and affordable? Yes. Do I wish I had thought of it sooner? Absolutely.
I never thought I’d get a new build in my library career, so it’s a wonderful challenge and we’re all excited to get into our new facility.
Cath Sheard is the Libraries and Cultural Services Manager at South Taranaki LibraryPlus and a former chair of the LIANZA Professional Registration Board. All images supplied
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