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KENNETT PUBLIC LIBRARY216 East State Street P. O. Box 730 Kennett Square, PA 19348
October 2015
Dear Library Patrons and Community Members,
The following document is a redacted copy of a Feasibility Study conducted by
McIntyre Associates. The only difference to this copy and the original is that names of
participants have been removed. We ask that you not copy this document in any way.
The Board of Trustees would like to thank McIntyre and all of the community
members who took time to be part of this study. We are open to your thoughts andideas and are working diligently to respond to the results of this study.
If you have questions or would like to serve on a committee to help the librarymove forward please contact Karen at kammonkpl@gmail.
Board of TrusteesKennett Public Library
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Kennett Public Library
Campaign Planning
Study
Final Report
July 2015
Introduction and Proce
Analysis
of
Questions
and
Responses
Conclusions and Recommendat ions
ddenda
Kennett
Pub
lic
Library
ann ing Study Report Page 1
of
37 7 / 17
2
01 5
Page 2
Page 3
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Kennett Publi Library
Campaign Planning Stud - Jul, 2015Analsis of Results
Irc rce
WHAT MACNRE ASSOCATES WAS ASKED TO D
antre Assoiates (A) was ontrated to ondut a amain lannin stud for Kenntt
Publi Librar (KPL) of Kennett Square Pennslvania. The urose of the stud was to assess theotential or a suessful amain to raise aroximatel $6 million in aital funs to build a newfailit in the Townshi of Kennett Square The Townshi of Kennett Squar enomasses th
Borouh of Kennett Square
But a amain Plannin Stud is not just a test of finanial viabilit of a rojet A roerl
onduted Stud rovides extensiv information from a variet of stakeholders about reations andresonses to our effort t an identif roblems in our ase and lans resistan that miht beenountred ometin auses and the level of riorit of our rojet and onerns about
manaement our future and the rojet And erhas most imortantl it identifies elemntsthat must be in lae to suessfull administer and manae a aital amain.
MA onuted ersonal interviews with 41 individuals who ha been seleted b Kennett PubliLibrar in onsultation with Mantre ssoiates ersonnel and all were aroved b KPL. Thosseleted are reresentative ommunit leaders and KPL stakeholders Prearation for the stud
was beun in late a 2015 and interviews were onduted in June and earl Jul 2015
MA with the aroval of KPL leaershi develoe a questionnaire with 23 ke questionsonstruted strateiall to iv the best ossiilit of useful and revealin answers n additionMA develoed with KPL staff a ase r suort and from that reated a visual ase viewbook that
was used durin the interviews The viewook showed the ission of and histor of Kennett PubliLirar the urrent rorammati oerins the need for exansion the lanned new roramsand the roosed finanin lans f r the new failit
DATA ANALES
Please note that the resonses on a artiular question sometimes do not total the 41 interviews
t a also be noted that omments followin a question ma not seem to be related to thuestion itself Both of these anomalous situations are due to the interview roess whih is othart an siene and whih also allows and enouraes sontaneit in the interviewee A questionoen triers relat thouhts and A ature as man of these as ossile
Not all questions alle f r omment and an resondents oered multile oments so thetaulation of siilar omments oen does not equal the nµmber of resonses
Kenne Publc Lbra Plnnig Stdy Rpot - 2 of 37 7 /17 /2015
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Analysis of Questions and Responses
1. What involvement have you or your family had with The Kennett Library?
Almost all respondents have had some involvement with the Kennett Public Library.
However, underneath the positive comments MA immediately began to
see
another issue
emerging
th t
will factor throughout the rest of this Planning Study,
and
will
be
treated in depth
in
our
section on Conclusions
and
Recommendations.
One respondent said,
..
the Board was procedurally like a train wreck. Another mentioned,
Poor leadership at the Library and their inabi lity
to
make a decision ... It is worthwhile to
remember th t these sorts
of
comments were
in
response to the above question - about
involvement with the Kennett Library. Interviewees were very ready
to
share their opinions that
seemed very near the surface.
Beyond this undertone, respondents mentioned long involvement with the Library
as
users, as
volunteers, as Board members and committee members, and as thankful parents for the variety of
children's programs over many years.
2. How much do you value the Library and its programs, resources, services nd facilities?
Very High
27
High
6
Medium
2
Low
1
Don't Know
5
This high level of positive responses (over 97 approval rating
of
those who had
an
opinion)
speaks
volumes about the long and illustrative service of the Kennett Library. As mentioned above, the
children's programs received high marks, as well as the summer programs and services to the
Hispanic community. Here are some representative comments:
• Cannot have a community without a library.
• A place for self discovery
and
community engagement.
• Fantastic resource
for
the community.
• No matter what people
say,
libraries are essential.
3. What is your overall opinion of
the
Kennett Public Library?
Positive
24
Negative
6
No opinion
11
The
responses
to
this question continued to exhibit the dichotomy of opinion we encountered at
the first question's responses. While some spoke of the outdated facility with high praise for the
staff and programs, interviewees (11) began to make the clear distinction between faci lity and
staff, and the volunteer leadership.
Kennett
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In fact, "The Library" meant different things to different people. Also, the word "Public" in the
Library's name gave respondents the chance
to
express deep interest (and often dismay) in how
the Library Board conducted their affairs.
Some sample responses
that
speak to the building and to the staff:
• Amazing job with what they have (referring to the building).
• t is outdated and average.
• I think that the library is inadequate as far
as
space
is
concerned.
• The librarian is exceptional with vision for program and human resources manager. A Gem
And some sample responses where the interviewee gave opinions about the Board:
• Of the Library, positive.
Of
the Board, negative.
• Organization lacks integri ty, leadership, direction and focus.
• Inst itution positive, Board negative, tempered
with
the fact
of
the important services
they
provide - more about governance than services.
• The Board is not known to, or appears not to know about, the community. Decisions appear to
be made unilaterally and in a non-transparent way.
4 Are you aware of the Kennett Public Library's need
for
a larger facility?
es
38
o
3
There
was
widespread awareness
of
the Library's reported need
for
a larger facility,
but
this was
perhaps due to the high degree
of
coverage
of
Board activities in local media
that
centered on
Library issues beyond those of
an
aging facili ty. There did not seem to
be
detailed knowledge of
the need.
• Aware they say they need more space no real analysis
to
prove this
• No, not really
• Not aware of details
• I heard that they were looking for a new site but that 's all I know.
And there were some who had a deeper knowledge of the history of the Library's attempt to
upgrade the facility:
• Known about it
for
12 years
•
es
and have been for 15 years
• Abundantly
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Responses to Questions s
6 7,
8, 9, 13, 14,
21
On the next page
is
a graph showing responses to Questions
5,
6,
7,
8, 9, 13, 14, 21.
Each
of these
questions relates
to the
appropriateness
of
the
proposed project and general impressions
of
the
ability of the Kennett Public Library
to
accept this challenge
and
raise these funds.
For convenience, on
the
next page after
the
graph
is
a list
of
the questions which are covered in
detail
further
along in the report.
Our thirty-nine years of experience at Macintyre Associates conducting feasibility planning studies
and managing capital campaigns
has
shown that each
of
these questions demands a 70% positive
response in
order
to
pursue a campaign
with
a high degree of success.
In
those
cases
where the
70
positive response rate is not met, delaying a campaign until expressed concerns are answered
or revising
the
goal of the campaign is recommended. This allows
the
client
to
address the issues
uncovered in
the
report and develop strong support for a successful campaign in
an
adjusted
timeframe.
The black line shows
the
70
threshold marker for each question. The scale on
the
left shows the
number of responses.
The most encouraging responses would
be
those in
the
category
of
Very High, High, Positive,
Yes,
Very Much (light blue on
the
graph). The next category - Medium, Mixed, Somewhat - are shown
as
red.
For this study, M considered the combined blue and red categories (Very High, etc., and Mixed)
as
posi tive responses
to
give this worthwhile project
the
best possible chance
to
proceed. These
questions measure the overall support for the project. However,
the
percentage of blue categories
by themselves was
less,
as many of those
who
selected Mixed had misgivings about the project
due to
their
concerns about the current volunteer leadership
of
KPL.
It is
therefore critically
important
in this instance for
KPL to
know
the
strength of the fu lly positive support, and it further
underscores
the
issues mentioned in Question 1, and which will be dealt
with
more thoroughly in
Conclusions and Recommendations. The ful ly posit ive percentages are noted on the graph.
Question 14 was a special case and
has
a
different
numerical interpretation and base. The question
related to organizational support, and 12 of
the
41 interviewees were either retired, nonprofits
themselves,
or
belonged to organizations that did
not
support capital campaigns. Therefore, for
clarity, 28 (instead
of
41) was used as
the total
against which the mix of responses would be
measured in this question.
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Study Report -
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45
40
35
30
25
2
15
10
5
0
76
49
39
34
34
22
22
14
Question 5 Question 6 Question 7 Question 8 Question 9 Question 13 Question 14 Question 2
Kennett Public Library Planning
Study Report - Page 6
of 37
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Don t Know
Negative/Low
Mixed Medium Somewhat
Very High/High/Positive/Yes
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Questions represented on the graph
Question 5: Does this project
seem important for
the future
of
the Library?
(76 positive, 93 positive and mixed)
Question 6: Do you think that it is feasible to seek funds through a capital campaign
requesting gifts and pledges paid over a three-to-five year period?
(39 positive, 76 positive
and
mixed)
Question 7: Do you think the 6.0M goal is attainable over a three year period?
(49 positive)
Question 8: Do you believe the giving scale
for gifts and pledges from friends
of the
Library or
others are possible
to
secure?
(22 positive,
51
positive
and
mixed)
Question 9: Would you guess that one-third
to
one-half
of
such a goal might be achieved from
ten or fewer gifts?
{34 positive, 63 positive
and
mixed)
Question 13: What level
of
priority
would you consider for such a campaign in your own
personal, or family, giving?
(22 positive,
54
positive
and
mixed)
Question 4:
What
level of priority
would
you consider
for
such a
campaign in your
business,
corporation or foundation?
(14 positive, 36 positive
and
mixed)
Question 21: Do you
think
the Kennett Library should proceed with a campaign at this
time?
(34 positive)
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5: I would like
to
show you a visual summary of the Library programs and the proposed
plans for the future. (The M interviewer then showed the Case Viewbook)
Does this project seem important for the future of the Library?
Very Much
31
Somewhat
7
No Don't Know
3
(Note: At this stage
in
the interview, the interviewees have answered some general questions
about their relationship
to
the Kennett Public Library, and have been shown the
case
viewbook
with the basic overview of the project.)
While there were 37 (out of 41) positive and supportive responses, there were also multiple
additional comments from respondents.
The responses
can be
grouped into several large categories.
The
main categories are shown here,
and specific responses are included as Addendum 1.
• Sounds good - what could be more important
• Concerns about the Library's leadership and their activities
• Questions about the specifics
of
the new facility
There were a number of
negative comments, almost all dealing with the Board and the public
perception of discord .
These comments will
be
treated in our Conclusions and Recommendations.
6. Do you
think
that
it
is feasible to seek funds through a capital campaign requesting gif ts
and pledges paid over a three-to-five year period?
Very Much
16
Somewhat
8
Mixed
7
No
2
Don't Know
7
There was widespread optimism about the funding possibilities of this project. However, as with
responses to other questions in this study, there was an abundance
of
Yes,
but .. answers.
Some representative comments:
•
Yes,
but perceptions have to be addressed; need transparency and openness, build community.
• In the Borough, very much. Outside, somewhat.
• Under the right circumstances with the right leadership.
• Based
upon a lot of
PR and
cultivation.
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Public
Library Planning Study
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7. Do
you
think the $6.0 million goal is attainable over a three year period?
Yes
19
No
9
Don't know
12
The previous question addressed
the
general possibility
of
funding,
while
this question
put
a
number on
the
campaign.
While
there were a good number
of
Yes responses, this respondent
expressed the feeling of many:
It is possible, if it is
done with community
input. It will be extremely belabored with this
leadership.
Another
said, Only if donors feel
they
have been heard in
the
process.
8.
Do you believe the giving scale for gifts and pledges from Friends of the Library or others
are possible to secure?
Yes
9
Maybe
7
Mixed
4
No
8
Don't
Know
12
(Note: The ase Viewbook contained a chart showing the necessary number of gifts at each giving
level.)
The responses to this question, paired with the response to the previous question, tested the
specifics of the proposed capital campaign. They also tested the level of optimism about the
current giving climate and the
community's
enthusiasm
for
this project, given
the
mixed feelings
about the Library.
9. Would you guess
that
one-third to one-half of such a goal might be achieved
from
ten or
fewer gifts?
Yes
13
Maybe
9
Mixed
3
No
4
Don't Know
11
The
only comments
that accompanied these responses dealt with the methods
of
soliciting these
larger gifts - 200,000to $750,000. Essentially, who
would
make the ask and when, and of
whom.
10.
an
you
think
of
prospective donors
who would
pledge
in the
range
of
$25,000
or
more
over 3
to
5 years?
In our
experience, this question gives
the interviewee
a chance to express positive feelings about
the
proposed campaign by
letting them identify
civic-minded people in
their community who
have
resources and who might support a
project
of this type.
The names we received are listed in Addendum 2.
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11. Could you suggest
other
sources of
gifts
you think might be
interested
in being
significant
donors to the Library building project?
This is essentially a follow-up question, and while the list includes foundations and corporations, it
also gave respondents a chance
to
add in some additional individuals. Please
see
Addendum
3.
12 Who are the persons you think could lead a capital campaign in the 8 communities
served by the library?
A
total of
29 people were mentioned and are in Addendum 4.
13. What level
of
priority would you consider for such a campaign in your own personal,
or
family, giving?
Very High
6
High
3
Medium
13
Low
15
Don't Know
3
Typically, we would hope
for
a 70% or higher positive response. This study's results give cause for
concern, and we felt
that
a number of respondents were hedging their bets because of
the
issues
they had with the Library leadership. We treat the possible remedies for this in our Conclusions
and Recommendations section.
A typical comment:
If there
was no more arguing, I might consider a larger campaign gift, especially
if the
board
repaired the past damage.
14. What
level of
priority
would
you consider for
such
a
campaign
in your
business,
corporation
or
foundation?
Very
High
High
4
Medium
6
Low
11
Don't
Know N/
A
7 12
It is worth
noting that
not
one respondent to this question rated the priority Very High.
(Note: We include here the explanation
for
the Not Applicable category firs t seen on page 5.)
Question 14 was a special
c se
and has a
different
numerical
interpretation
and base. The question
related
to
organizational support, and
12
of the
41
interviewees were either retired, nonprofits
themselves,
or
belonged to organizations that did
not
support capital campaigns. Therefore,
for
clarity, 28 (instead of 41) was used s the total against which the mix of responses would be
measured in this question.
The low percentage of positive responses
is
another cause for concern.
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15. Would you consider a
voluntary
or leadership role in such a campaign?
Yes
3
Maybe
10
No
23
Don't Know
3
Several interviewees
said
this, Been there - done that. It will be important going forward wi th
this proposed campaign
to
identify a new coterie
of
volunteers who are
not
burned
out
and who
cannot
be seen
as having any stake
in
the recent history
of
the Library.
Those answering Yes
and
Maybe are
in
Addendum 5.
16
an
you think
of
others
who
might
take
a leadership
role
in a capital campaign for
the Library?
We received a good list of possible campaign leaders,
but
interspersed with the names
were
concerns
and
cautions about
how
these suggested leaders might find
it
difficult
to
operate
effectively in the current climate
of
controversy.
The
suggested names are in Addendum
6.
17 What
do you think
might
be
the
most effective ways
to
motivate
or persuade
contributions
to
this campaign?
This question produced many interesting responses
as
interviewees were given
the
chance to put
forth
some ideas about
how
to position this project
to the
general public.
On the
other hand, interviewees again made their feelings known about
the
problems
the
campaign effort will face while there
is
still perceived to
be
disharmony
and
discord swirl ing around
the
activities of
the
Library.
Therefore responses fell
into
two main categories - helpful
and
enthusiastic ideas about
how to
promote
the campaign, and further concerns about leadership.
The specific responses are thus grouped and presented in Addendum 7.
18. Do you think naming opportunities
would
be appropriate
in
this campaign?
Yes
3
No
9
The high percentage
of
positive responses
is
typical, and led easily
into
another chance for
interviewees to think
of further
community resources.
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Can you name those who might be interested?
Responses to
this question are collected in Addendum #8.
19.
Are there any significant issues
that
you
think
would affect donors' willingness to
support such a capital campaign in the near
future?
Responses
fell into six major categories:
• Board concerns - 16
• Location issues - 12
• Name change issue and procedure - 10
• Will need a selling job - 9
• Get the right people to lead
it
- 2
• Operating costs - 2
The
complete response list
is
in
Addendum
9.
20.
Do
you know of competing capital campaigns in Southern Chester County in 2015-2016
that could affect potential support
for
a Library campaign?
Fourteen campaigns were mentioned. They are listed in Addendum
10.
It has not been verified
that they are all in-process or active.
21
Do you
think the
Kennett Library should proceed with a campaign at
this
time?
Yes
14
Why or why not?
No
15
Don t Know
11
There were eight Yes responses that were unequivocally positive, and six Yes responses that
could be termed Yes, but .. . A number
of
the Don't Know responses fell into this category, as
well, and a number of No respondents included the caveat that their answer might change
if
there was new volunteer leadership at the Library.
All responses are listed
in
Addendum
11.
22. Wil l Kennett Public Library remaining
in
the Borough of Kennett Square influence your
willingness
to
financially support
the
library?
Yes
12
No
22
No opinion
6
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This question identi fied some feelings that
can
only be described
as
Borough loyalties, and some
other
thoughts about the value of its location to Kennett Square's downtown.
As
the data shows,
for most it
is not
a primary issue.
Wh~t did come out was the feeling
that
the location
for
the Library should be a community
conversation -
not
a decision made solely by the Board.
It
also was mentioned by a
number
of
interviewees
that
the issues of
the
availability of parking and the working relationship
with
Borough officials have been misrepresented and misstated.
The individual responses are listed in Addendum #12.
23.
Is
there anything else
we
haven't discussed
that
you think should be considered?
This question served as a chance for interviewees to have a last go at expressing any remaining
thoughts they might have had at the end of the interview.
As
one might anticipate, there were few
new ideas, and many reiterations
of
previous comments.
In
all, we collected eleven pages
of
additional comments.
We include here the new ideas, and the more constructive criticisms.
• Board should be a mix of old and new. New for enthusiasm, old
for
• Don't be in a hurry; reevaluate, reassess plan.
• Every
time
the board changes - everything gets reopened.
• The notion
that
everything needs
to be
vetted
is
false. Need metrics
to
back decisions
• Interested in knowing why things fell apart.
• Facilities are worn and broken. A/C and heat erratic. Does the public know that the need is not
just cosmetic - that systems fail or don't work. Not enough space for literacy programming and
meetings.
• Small town politics has been getting in the way for 15 years. Lack of communication and poor
leadership have held the library back.
• Be seen as bridging silos for service. Consider partnering with other community resources: the
Y and the Senior Center, Garage and Library
to
become more efficient. Make a communi ty HUB
of culture and activity - a campus like setting.
• If ask was done properly
with
proper preparation the door to
the
communi ty would open up.
• New money should be solicited. Check real estate transactions for $1mmm
+
transactions.
• Failures are because it 's too personal - once someone
is
dug in you have a problem. Need
metrics to back decisions. Use facts to keep things from being too personal - Use
to
move the
dial forward.
• Maintaining accessibility for Latino population is vital. Library being in town allows people who
don't
have computers to have them. Need transportation/sidewalks to make sure people can
get there. Need special programs to welcome Latinos to library; bilingual signage.
Be
aware of
diversity of Kennett and celebrate it.
• People want to support a community venture - let them do it.
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• People say things like WAIT UNTIL
THEY TRY TO GET
MONEY OUT OF ME
• They should consider
borrowing to
build if needed using dedicated tax funds
Can the town
float a bond
to
refinance.
• A goal of 3 million might be more realistic
•
How
are
they
going
to
fund increased operating funds in
the
future.
• PECO energy is doing growing greener grants if the building is going to be
LEED
certified the
library may qualify.
• I
think that they
should raise
at
least 90
of
the funding before
they
even
put
a spade
in the
ground. I
think that the
best
time
to raise money is a year
or two
after you have raised money
for
a capital campaign. They
know that they
will
write
a check
for
a
few
thousand dollars.
People love a winner. And
the
library has had loser
written
all over it.
You
need
the
perception
that
you're backing a winner.
• Check out the
RJM
Robert John Mary Foundation
•
How
do
PA
libraries get state funding? Check
with
West Chester Library since
they
recently did
this.
• Create a
priority
list
of
things
that
can be eliminated
from
the
plan should
there
not
be enough
money raised.
•
Must
re-establish public trust. Answer
the
question
Why
is
this
appeal different?
• Create phone bank solici ting public opinion of people's preferences, opinions and needs -
benefits are PR and information. Then do a little selling. Make people stakeholders. We want
to
build
the
library you want.
• People here are used
to
having a say in everything - give
them
a
say
• Library project needs
to
be
thought of as
part
of
a larger
community
need.
• Looking
for
big picture
community
thinking.
• Jennersville
YMCA- community center used much more than originally anticipated. Builds
Community.
• Spend
the
money up
front
on a plan
that
will serve
the
whole
community not just
part of
the
community. Make it work
with
creative thinking
• . Look at
•
Don't
understand
how
all
the
groundwork could be done in 2004 -
now
has
to
be done again.
• Feelings are hard. Knows
of
some merchants who
would
not
participate in
the
Home and
Garden tour because of name change.
•
Must
secure a couple of high profile large donors and gracefully highlight
their gift
to gather
support.
• Make some accommodation
to
list people
who
have supported Library in
the
past.
Acknowledge past large and small donors. Make this a
community
project
not
just a high
profile wealthy person project. You never
know
who has money.
• People
who
move into an area have their
own
opinions and seek to impose their beliefs
without
much in
depth
sensitivity
as to what
the
BTL
meant
to the
community. They don't have
a
clue.
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Conclusions and Recommendations
Macintyre Associates (MA) successfully conducted 41 interviews for Kennett Public Library
KPL)
to
assess the potential for a successful campaign to raise approximately $6 million in capital funds for
a new facil ity in Kennett Square Township. M and KPL developed a questionnaire with 23 key
questions constructed strategically
to
give
us
the
best possibility
of
useful and revealing answers.
In addition, M created a visual case viewbook that was used during the interviews. The viewbook
showed the mission and history of Kennett Public Library, the current programmatic offerings, the
need for expansion, the planned new programs, and the proposed financing plans for the new
facility.
Conclusions
General Comments
M found a great deal of support and awareness
of
the Kennett Public Library in general. Most
interviewees have used the Library's resources, and there was general agreement as to the high
quality
of
programs and staffing.
However, we quickly realized
that
there
was
another issue beyond the Library's current and future
plans for programmatic expansion and a new facility, and this concern insinuated itself
into
most
responses, regardless
of
the question being asked and answered.
This strong concern emerged
as
a virtual third issue beyond the two tested in the case for support
and will factor into our recommendations. Regardless of
the
question asked, respondents almost
universally wanted to
talk about what they saw as
the
primary issue - the recent Board activities -
and not about the project and its funding which they saw
as
secondary issues.
interviewees made the necessary and useful distinction between facility and staff, and the
volunteer leadership. In fact, The Library meant dif ferent things to different people. Also, the
word Public in the Library's name gave respondents the chance
to
express deep interest (and
often dismay) in how the Library conducted their affairs.
The comments we recorded point to a perception among respondents
that
the Kennett Public
Library's volunteer leadership
has
not kept in touch with its base of support. and has not partnered
with
the communities
it
serves
to
fulfill the public part
of
its mission and its societal contract.
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The Study
It
is important to note
that
the Campaign Planning Study was meant to determine 1
support for
the
feasibility of the project as well
as 2
the financial support
for
a campaign
for
capital funds
within
the scope of the original goals expressed in
the
case statement.
1) Support
for
the Feasibility of
the
Project
The vast majority of persons interviewed were impressed
with the
quality and variety of programs
and services offered by
the
library. However, many had little knowledge
of
all the ways that the
library serves the total community. There
is
an opportunity for the Library
to
increase
community
awareness of its services.
The information that we were furnished to build the
Case
Viewbook - the visual representation of
the
case
for support - had
few
specifics about the project beyond expected increases in Library
usage and some proposed new programs and services
that
would be made possible
with
a new
facility.
There were no drawings or architectural plans, and while
the
new location was identified, most
respondents knew that
the
final decision about location was yet to be made. In fact, one of
the
pages in the Case Viewbook mentioned the reopening
of
discussions about relocating in
the
Borough.
The amount of money estimated to be needed
for the
new facility was not itemized
other
than a
rough cost based on square footage. There was no information about the sustainability
of
the new
facility - can
it
make its own way.
All these factors influenced the comfort interviewees had with the proposed project, and therefore
the
feasibility of the project. Do we need it? Will it serve our needs? What will it look like? Where
will
it
be? Can it sustain itself?
As detailed in
the
report of answers
to
Question
5:
Does this project seem important
to
the future
of the
Library? , we noted
that
interviewees
said that
the project sounded good
but
there were
questions about the specifics for the new Library.
And
as
we have noted elsewhere, and as will be discussed in Recommendations, there was great
concern about the Library's leadership and
their
activities in the recent past.
• In conclusion, M did not
find
deep acceptance and suppor t for the specific project in its
present
form as
outlined
to
the interviewees.
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2) Support for a Campaign
for
Capital Funds
Support for a project of this magnitude and of this importance to a community has to come from a
wide and deep donor base - individuals, corporations and governments. There was widespread
optimism about the funding possibilities of this project. However, as with responses to other
questions in this study, there was
an
abundance
of
Yes,
but
..
answers.
While there were a
few
potentia l donors identified, all were contingent upon having
new
Board
leadership or a whole new Board.
There was no commitment from representatives
of
any of the municipal entities interviewed
to
provide additional support
to
the library under the current circumstances. Organizations -
corporations and foundations - were more forthcoming, but not specific. They expressed support
as a
matter
of course,
but
they all seemed to know of the recent activities of the Board, and the
negative publicity and public reaction to those activities. These would have a deleterious effect on
the
level
of
support, because no organizations, especially foundations, want
to
be seen
as
embroiled in a local controversy.
Persons who have given before were unwilling to give again until they had a full accounting
of
how
their previous donations have been used
or
protected. This
was
especially
true
of persons who
gave
or
worked on the previous capital campaign.
Another indicator that caused some concern was the difficulty that MA had in obtaining interviews.
There were ultimately 98 names on the potential interviewee list. 40 names (41%) did not make
themselves available, or refused.
Each
situation is considered below.
Within the total of 98 names we found the following:
• The high number of individuals - 28 -
who
either did not respond or did not make themselves
available
to
be interviewed (29%) is beyond any previous response, or lack
of
same,
that
we
have experienced in any other feasibility study. Given that 9 of the
28 (33%)
were directly
related to Township governance shows the resistance that exists to being involved with the
Library at present.
• Of the 12
(13%)
persons who refused to be interviewed 5 (42%) were previous donors.
Until the eight municipal entities show confidence in and support of the Library and its leadership
there will be little or no public support for a capital campaign.
• In conclusion,
MA
did
not
find adequate strength in
the
ongoing support of donors to warrant
a positive outlook for fundraising
from
individuals at this
time
due
primarily to
the negative
feelings about
the
recent controversy surrounding
the
Board.
• Few individuals said they would come forward and provide major support as long as the
current volunteer leadership remained in place. There was
little
financial support indicated
for this project for the same reason.
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• There is not $6M available for a capital campaign for
the
library
at
this time. In fact, recently
even large capital campaigns with strong community support have
not
made
their
goals and
have had to reduce or phase in
their
projects.
Based on
the
conclusions
noted
above,
Macintyre
Associates does
not
recommend proceeding
with
a campaign
for
capital funds
at
this
time.
Recommendations
Macintyre Associates recommendations and strategies needed before the Kennett Public Library
embarks on a capital campaign:
A decision about expansion
and/or relocation needs
to
be made sooner rather than later. It needs
to
be made
with
good data points about
the
rationale. Above all
it
needs
to
be made in a
joint
announcement with all eight of the municipal entities as a show of transparency, good will and
cooperation.
For whatever reasons the current Board President and Vice- President need
to
consider
withdrawing from Board leadership.
It is
hoped
that
a way can be found to let this happen
natural ly and gracefully.
To
do otherwise would surely build new resentments in the community.
The current Board needs
to
expand by allowing municipal entities
to
nominate representative
to
serve on the Board. These nominees can fill at large positions and can be seen as a partnership
gesture to the community.
Consider establishing, in consultation with
the
townships, an accountability process so that the
Board
is
part of a regular reporting matrix.
A massive communications strategy needs to be designed and implemented that focuses on what
the
Library does, who
it
serves and
the
benefits it provides throughout Southern Chester County.
Some ideas are:
• Personally invite each township and
the
borough to hold one meeting a year at
the
Library.
Create a special orientation program for
the
event.
• Work
with
the
local press on a regular Library column in a dedicated space
to
feature programs,
etc. Use photos and testimonials from participants.
• The press should have a tour to see
the
current crowded conditions and show the actual need
for
expansion.
• Consider polling cardholders to gain
their
opinions about relocation, program offerings etc.
•
lean
up
the
identity
to
be consistent with telephone answering system, website etc.
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Among the programs that got the most positive responses were those
that
served
the
Latino
population. Every bit of publicity these programs receive will build community support for the
library.
A development program that
has
a viable and updated data base strong communication with
current donors, a cultivation process
for
major donors and a strategy
for
engaging donors in
ongoing activity at the library needs to be instituted. In kind,
as
well
as
monetary, donors need to
be included in any development initiative.
An accurate donor data base needs to
be
created
as
it is key to any in additional fundraising.
In
the
capital campaign conducted from 2003 to 2005 there was 1,416,154 pledged according to
KPL
data. However, only 833,073 was collected. This
left
583,081 uncollected. When
the
Board
leadership issues are resolved, the controversies with the municipalities are healed and there is a
clear plan to move forward given location, design and costs, this money might be able to be
recaptured. t would take a quiet approach from persons known
to
and respected by these donors.
When there seems
to
be a new day at the Library, when the necessary hard
work has
been done
with community help and support,
it
might be prudent to confidentially re-interview the original
interviewees and see if there is a new level of financial support. Perhaps by that time, new goals
will have been set, new Board boundaries and rules will have been established, and an excitement
will have developed
for
a Library
for the
future.
By authorizing and funding this Campaign Planning Study, and by carefully considering its findings -
both positive and negative - The Kennett Public Library has taken an important first step in making
this project a reality.
t
is critical to
the
success of this venture to begin immediately to address the
issues we have uncovered. These issues are not uncommon,
and
with proper planning and
professional guidance, do
not
mean the end of the road.
Macintyre Associates has been honored to partner with the Kennett Public Library on this
Campaign Planning Study. We thank you for this opportunity. It is obvious that the Kennett Public
Library is important to this community.
Based
on the recommendations above, we would be willing
to discuss partnering
with
you to determine next steps
for
this project.
Sincerely,
Bonny Anderson,
MSS
Managing Director
Macintyre Associates
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Addendum 1 - Responses
to
Question :
Does
this project seem important
for
the future
of
the
Library?
• Doesn t seem important from presentation. But there needs
to be
community library.
Don t
like
the name - misrepresentation. Doesn t signify the community - users are outside
of
Kennett
Square. People who give money have a feeling
for
Bayard Taylor - Went through all this in 2004.
• What could be more important?
• Let me say this. I think that the Library moving
is
very essential. However, I
am
very concerned
about how it
has
been handled. How it has been perceived in the community over the past 1
1/2 years. There
has
been a lot of bad press. At this point, I believe that the Board
has
almost
no credibility because
of
that.
• People may not
be
forthcoming with the funding. People need
to
see a board
that can
articulate
without
infighting. Week after week with stories in the local papers, these things
have destroyed all confidence
in
the organization.
• Board leaders need to work on how they are perceived. They don t handle criticism or
questions well.
• What were the renovations to do initially? Asbestos? Still there?
• I think
that it
is needed but sadly there is a gap between what
is
needed and what is feasible.
Which is a shame. I think that it would be used. There s no question that they need it. They will
have a
lot
of
trouble raising the money. Every capital campaign in the area seems
to
have had
to revise its goal downwards. The library does not have a good reputation and there
has
been
dissention for years.
• A library is critical---do not know if
it
needs to
be
bigger.
•
In
spite of leadership. Should have had a contract with architect given all
that
they did.
• Tired of hearing about parking.
•
Is
it
going
to
be geothermal?
• What happened to the given 10 years ago? Where has it been funneled?
• Why haven t they shared these facts about usage and growth?
• The project has morphed over time so it is never quite sure what is going to happen. Things
keep coming up in the borough that have had to be accommodated.
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Addendum 2 - Responses to Question 10: Can you think of prospective donors who woul pledge
in the range of $25,000 or more over 3 to 5 years
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Addendum 3 - Responses to Question 11: Could you suggest other sources of gifts you thk mgh
be nterested n bng sgnificant donors to the brary buldng oject?
• The mushroom rowers. Is there an ownersfarmers association
• American Mushroom Insttute
• TrM• Lonwood Foundation• Lonwood Garden Foundation•
• Danso• Geness Health• hatham Fnancal• Excelon
·-• Walmart
• WAWA
• Herrs Foundaton
• Gore
• What about crowd-undn It s rett viable and not lmted to ths eorahic area. For
examle, lovers o lbraries
• Loo at who ave to the Y caman
• How about comanies that want to beta test new technolo
• Start cultvatin relationshs with newcomers to the communt-uscale housin and
aartments that are under constructon and drawin new amiles
• The older eole have ther areas o ocus established
• Governmentassume the commssoners and state ocials will hel•
•
•
•
•
• Victor Brew Pub
• Farla Foundation
K 22 7 7 /7205
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Addendum 4 - Responses to Qestion 12: Who are he perss yo hink cold lead a caia
camaign in he 8 commnities served by the library?
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Addendum 5 - Responses
to
Question 15: Would you consider a voluntary
or
leadership role in
such a campaign?
These are those respondents w o answered Yes or Maybe.
•
•
•
•
•
•
•
•
•
•
•
•
•
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Addendum 6 - Responses to Question 16:
Can
you think
of
others who might take a leadership
role in a capital campaign
for
th Library?
•
• here
is
money
in
th area and leadership. These people need
to
be cultivated.
• Look to old board members.
•
• - leadership candidates
•
• Events committee people;
•
•
•
•
•
•
• - knows where the money
is
loves libraries;
• - Kennett Twp; utilizes it heavily
•
•
•
•
• Genesis
or
Excelon are usually public spirited
• Others might change th ir minds
if
they
see
stabil ity in leadership.
•
•
•
•
•
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Addendum
7
Responses to Question 17: What do you think might be the most effective ways to
motivate or persuade contributions
to
this campaign?
• Need some folks with voices to express a need
to
get over issues.
• Need to think of a way to revisit contentious issues to give people a voice so they can get over
objections.
• First
time
around had meetings to show people the plans and gather support. Same could
• be done now.
• I just
think
basically the way that the former board chair was ousted-all of
that
history is going
to
take time to come to terms with. That kind of behavior will not be tolerated in this
community. They need
to
re-establish confidence, which takes time.
• Personal visits with someone who knows them
• PR - identifying and cultivating, Re-visit name change
so
people feel
can be
heard
• PR -through board members; past board; garden tour; branch
out
from there;
don t
get
involved
with
press.
• Don t continue
to
bring up the negative; Stirs the
pot
• No easy answer; things need to be tailored to potential donors; depends on who you re
• reaching out to.
• much
better PR
for
the
Library and
better
services
• Need to persuade people that this
time
is different. Need to make a final decision and
• stick with it
• Social media is key for public support.
Reach
people who would actually use it.
• Vimeo; social media. Public relation campaign
is
important
to
build excitement and overcome
obstacles
• PR strategy first and foremost; clean up
the
mess ; people don t trust organizational structure
of
leadership.
Must
create a
PR
campaign before capital launch
to
address perception
of
mistrust and lack of transparency.
• Need
to
identify key issues at heart of the conflict
• The last
time
we sent
out
invitations and the architect gave a presentation
• People would like to see it stay in the Borough. A lot of history. People would get excited to
work
the
campaign if they were sure that it would stay in the Borough
• Friends of
the
Library - show and tells; need to think further; Library serves community in
positive way; If can get
that
across to community leaders, then the appeal will
be
successful
• Direct mail over a course of years. Public outreach effort - PR
• n organized campaign with a clear concise vision - respected leaders who have proven
community confidence
• They need to address all of the negativity that came before. They should take time to mend
fences with the community. They need
to
act like they have their heads together
• Picnic or some
other
event where speak about the proposals----like park events
• Challenge grants A positive for the library
is
that
it
has not asked for funds for a long time
from Longwood
• Need to
settle the question of location. Work within
the
general community
to
sway opinion.
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• Gather opinions; let the people have a voice; Actually survey a random sample; Will give you
metrics allowing
the
library to make
their
case
for
name/location or whatever. Create a travel
show
with
architectural drawings.
• Show how a cutting edge library in a similar rural area improve the quali ty of life in concrete
terms, such
as
attracting investment, contribute
to
the livability, housing, monetary outcomes.
An example
of
an amazing state of the art, cutting edge library demonstrating a huge impact on
the
community.
• Need to better explain where you are going. It seems vague and unclear at this time.
• Get
their
act together so people know there is a commitment to a clear plan of action.
• Demonstrate a commitment to a real plan of action
with
support from
the
Borough.
• Get
it
together and demonstrate unity and consistency; people will be relieved
• The Library cares about how YOU feel about the Library. Major community conversation
(with food) and make them feel appreciated
• Increase transparency; reach
out
to all members of the community not just the normal
• Go beyond traditional asks Need
to
create community.
• Challenge Grant
• Show the plan, have something concrete; action plan and design that makes sense
• Need concrete plans and timeline. Need to overcome the past failures. People need to believe.
• Show studies
that
show benefits of libraries and mentors.
• Get out there and tell the story about all the library does. There is
so
much more going on than
just borrowing books
• Leadership change
is
necessary
• Make it/speak of it as a concrete reality. This is the way it will look. A final decision needs to
be
made. Right now it all seems too vague.
• For each municipality to have a voice and representative on
the
Board
• Need
to
reinforce need
for
a library in this cyber age. The Business Center
is
a great idea.
• A new Board
be
constituted that has a broader representation of the community. Enter into a
public dialogue - change the name back and listen to the community. You have a great
product with abysmal leadership.
• Get rid
of
the
Board if you want forward thinking leadership. Problems with leadership since
the
90's
• I think
is
a wonderful proponent of
the
library.
and then some of the board seemed to step in and were more
publicized and vocal and were much
less
persuasive and negative.
I
have a
lot of
good things
to
say
abou continues to
be
active and is doing
so
well bringing programs. But
that
has been
put
on the back burner because
of
others. should
not
have
to
be the torch bearer
for
everything.
• Their passion
to the
mission. You have to look at your
base
of supporters.
• Better service, education for children, learning environment, green tag for building
• Get into the heart of what the library means to people.
• It's a community gathering place
•
It
serves
the
total population
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Addendum 8 - Responses to Question 18: Do you think naming opportunities would be appropriate
in this campaign? Can you name those who might be interested?
•
• Memor iam gifts -
•
•
•
• History conscious people
• Competition for
naming
Vote with your check
• Naming opportunities
can
be tricky if it looks like you are diluting the brand. Community
organization
not
corporate
• gave a lot toward library, wanted to name Children's room after
Then wanted
the
room after making a larger donation. Don't know
what
happened
• Naming opportunities are important as long
as
done
with
sensitiv ity and fairness.
• All of these questions go back to the same thing. They might
say
why should I name something
when they have changed the name of the library. What do these really mean?
• Does
not
work
• Bricks
•
Not
area of expertise but it worked
for
the YMCA Go
for
it
• Engagement or memorialize portions and services will definitely assist efforts
• Large landowners
• people. residents value education. Collectively or individually will
support an expanded Library
• Get names from
the
Y recognition board
• Need
to
somehow carry forward recognition of those who gave significantly in the past.
• Plaques are all
that
is needed
or
wanted by most
•
•
• -
has
a foundation - look for grants
•
•
•
• If
it
were known and opened up people would respond.
•
• In fact, based on the negative press on this topic, suggest steer clear
of
addressing the name
change
or
naming rights. This has been a
PR
disaster and requires damage control at this point.
• Could influence some donors.
•
• That was part
of
the previous campaign. There were plans
to
name rooms. That
has
all been
talked about before. I think
that
there was one family
that
names something specific.
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Addendum 9 - Responses to Question 19: Are there any significant issues that you
think
would
affect donors' willingness
to
support
such
a capital campaign in
the
near future?
• If
you have the right people on the solicitation can work. Will take more than 3 years. Friends
influencing friends. Will take time.
• Moving out
of
the Borough is a potent ial problem. Need walking access. Accessible walking
Kennett is important. Sidewalks a must to lead back to Town if
the
library moves to Waywood
Road.
• Yes the Library
has
had a lot of negative press and the leadership seems marginal
• Public trust.
• Name, location - need to be addressed
• Convince people
that
decisions are/were based in reasoning and logic.
• Legacy; trust in leadership; public good will.
Take
a step back
from
the personal;
Transportation is large issue for Latino community if you move it
out
• Kennett is becoming very high end. Not economically accessible to much of community.
If
you
move it
out
- how will patrons get there? Need a traff ic study to quantify impact of move.
• Nothing else besides the name change
•
Past
hurts with naming issues. People
not
convinced property site is best. People upset with
the
Library name change and
how
it was handled
• Some people concerned about ongoing operating expenses also flap over name change
• Name and location
• Location.
• Change in general
is
a problem.
• Many people perceive that not a good way
to
spend community money. Need
to
sell benefits
and persuade people
• Need
the
right people working on it.
• Possibly moving
out
of the borough. Don't think it's a problem- personally
• Yes. Board leadership
• Location of the Library
• Name change presented,
not
consulted
with
the larger stakeholders.
• I think that there are opportunities for donors but that they
want
to know if they are funding
something
that
will be successful. I don t think
that they
can prove that now.
• Name of the library----controversy
with the
board
• People need to feel a part of it.
• Asking
not
telling
• Can't
think
of
any
• No
other
than board and community issues
• Need
to
convince people that this is real. Need a site, a plan and an architectural plan -
wow
effect will help people
to
forget the past.
• More than just a place
to
borrow books. Impressive array
of
programs needs to be the message
• Lack
of
trust
in the board and faith in the functionality of the board. Restructure the size and
composition
of
the board; Each
twp
gets one rep and one at large. 11 to 13 at most
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• There appears to be instability at the Board, Staff level/Confidence in CEO/depend on
the
degree of overall public support
• Don't believe the library has done a good
job
of explaining the plan and if there is a real
commitment to the plan.
•
Yes
- There is a perception of incompetence, disorganization and backstabbing. Feels
th t
to
donate money would
be
throwing
it
into a black hole
• Look at earlier parking studies - What
is
the reality of need? What are the operat ing costs
of
expanded facility? Where will these funds be generated?
• Informat ion management does not require square feet. Social implications of the Library
services.
• Community focus.
• The more we ask the question, the most frustrating
it
is
• The pushback on the name change. Someone might feel upset about it moving outside
of
town. But then maybe it's a positive thing
for
someone. Will it have parking?
• Location
• Board reputation
• Current Board.
• The name change with no community input. Community was told. Will negatively impact the
campaign.
• Expand the board and replace
the
leadership. 4 areas are
not
represented currently.
• Need to be representative of all 8 jurisdictions.
• This Board is not accountable
to
the people. For whom are they a voice?
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Addendum 10 - Responses to Question 20: o you know of competing capital campaigns in
Southern Chester County in 2015-2016 th t could affect potential support
for
a Library campaign?
(This list includes
the
comments surrounding
the
names.)
• Boy Scouts
is
running a campaign
to
build SMM.
• Is the YMCA done?
• LaComunidad is already engaged in a campaign
• West Chester is
trying
to rehab the Armory
to turn
into the ter space
• United Way
• Kennett Parks new dog park
• Oxford Lighthouse and Y
• Stroud
is
finishing up one
• Food Bank
is
coming up
with
one, and the Chester County
Land
conservancy.
• Always something in Jenners Pond/Jennersville - medical faci lities; always something
• Believe the Garage is starting a campaign
• Upland School
• Firehouses are coming up soon
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Addendum 11 - Responses to Question 21: Do you think the Kennett Library should proceed
with a campaign at this time?
Why
or why not?
• But issues need to be addressed. Get people
on
board.
• Have no choice must keep going. Can t afford to put it on hold.
• Changes to process must occur simultaneously with campaign.
• It s
time
for people to put feelings aside and work for what we need - the Library
• Need
to
clean up; can prepare but should be quiet until they have improved public face.
• What s the down side? Should probably proceed
• Proceed but think
of
it as longer term project.
• Unsure.
• Need is there and apparent. Will enhance the community.
• Not sure
if
people have quieted down after name change and location decision
• They have to proceed - they can t linger
• There is no clear vision, no confidence in the Board, and no plan.
• Sooner the better
• Need to get the location squared away, and see actual plans and timeline.
• I think that
the
library needs to proceed
with their
plans. I
am not
a
PR
person
but
I really do
not
know
what
they can do to repair
the PR
problems. I would
say
it is way past the time when
it should have been started, but success at this time is questionable.
• When I heard that they changed the name, it seemed like a smart idea but that s not
how
it was
perceived in the community. I think
that
they should take the time to develop a better
reputation. They probably could accomplish this with some thoughtfulness and competence.
• There is never a good time
to
do a capital
campaign-it s
a lot of work. Perhaps they could
whip up some enthusiasm during the quiet phase.
On
the other hand, people in Kennett Square
seem
to
be
more receptive
to
change. Then again the market
is
up.
• Need to straighten out issues. Can t ask people for money when there is active dissention
• Board issues need to be settled. They need to build good will and trust. There is no community
passion for a campaign under the current board leadership.
• Reignite the passion
for
what a library means to the community
•
Might
as well times will not get any better
• Depends on the result of the study/would examine results closely
• Need to do some P.R. damage control.
• Need to get organized - will take a year to get everything organized.
• Won t get a thi rd chance to ask people.
• But
not for
GM;
this isn t attainable.
• They need to do an intensive educational campaign before going forward.
• · Not ready. Need to mend fences and act cohesively - plan and identify
the
need not the
• want. It s about the community need.
• Yes, because - time
to
start fresh. Lots of people
don t
know the history and are ready
to
go.
But, need to gather community support and provide reasoning for location choice ; need
to
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gather support for choice; do that by sampling
the
public. o valid dedicated market research
study; 10 Questions
•
o
this once issues have been resolved re: site, location, cost. Create a road show fi rst.
• Not with this leadership
• Goal is
too
high
• Controversy - need to repair the perception
• Not until they straighten
out
their problems
• I don t have enough knowledge
• Board membership is critical to this process. Unless municipalities feel they are a part of
the
decisions made by the Board, the campaign will be unsuccessful.
• Ready
as
they are going to get but need
to
work on keeping mouth shut
• Not ready - to much controversy
• Not understanding that the community cares.
• The Board isn t showing
that
you want others included and value their opinions
• Leadership has offended everyone.
• Inclined to
say yes
but
don t
have inside information.
• Haven t laid the groundwork.
Have
confused the message given the dithering.
• I
don t know how
it can
proceed because I
don t think that
it
has
the backing
of
the community
and how that will be obtained I do not know.
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Addendum 12 - Responses to Question 22: Will Kennett Public Library remaining in
the
Borough of
Kennett Square inf luence your willingness
to
financially support the library?
• But need systems
to
get people there.
•
Love
it but
the
numbers say most people live outside
the
borough
• Don't
think
location
is
the issue; cultivation
is
the issue
• It does not matter. It
is
only a
few
yards outside of the borough. It
is
the only solution.
• Makes no difference
• I'll support i t wherever
it
is
• Not really. It needs to make a change.
• How much
of
the borrowing is electronic vs in person? Does the physical location matter
as
much as the virtual site?
• A
lot
of history having the Library in the Borough. Like the idea of a walkable village.
Uses the Y
, the Library, considers Kennett home. What makes
the
Borough work makes
the community
work.
KS
has become the town center for all
the
contiguous area. Even though he lives in
the
Township, he values the library
as
a
town
center.
It
is
the village
for the
entire area.
• Would like
to
see
it
ful fill its mission inside the borough
• Will influence level of support. Would very much like to see
it
stay in
the
borough.
• Strongly
want
it in the borough; Genesis employees use
it
; The company wants it in the
borough.
• Will probably not support
it
if
it
moves out
of
the borough.
• Would be nice for Kennett
but
not total ly necessary
• Not
as
important as it once
was
Address location in an open fashion.
• I
guess that
it
has
been deemed to
be an
impact
but for
some people
I
think
that
i t
is
a factor.
• Move it.
•
It
has
NEVER
been
true that
the Borough
didn t want
the Library. The Borough always wanted
to solve the parking and convince the library to stay
• Doesn't think the Borough deserves to have it.
Feels that
the Borough
didn t
play fair in the
past with
the Library. Made them look foolish.
• No opinion - one way
or
the other, just be clear about the decision and demonstrate
commitment to it.
• Have heard so much about this
that I think
it
is
a BIG factor
for
a lot of people though tax base
and/or
parking issues take it in another direction
• I certainly would prefer they stay in the borough but recognize
that
a reality check may take
them in another direction.
• Not sure why the Borough
wouldn t
work
with
them
to
keep
it
there,
but
if
that
can't be
worked out, fighting a losing batt le and wasting time. This has gone on for some time/move
on.
• Why not expand over the parking lot in the rear?
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Addendum 13 - Results of Inerviewee Contact Efforts
There are four categories:
• Those successfully interviewed
• Those who were contacted but declined to be inerviewed• Those we contacted or attempted to contact, with notes about their responses
• Persons not contacted and thus not interviewed
• The * denotes those who gave to the previous capital campaign.
Individuals Interviewed
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Individuals declining to be interviewed
Contacted or attempted to contact
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Peoples names were redacted from this list
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Each of hese individuals received at least 3 phone alls when phone numbers were availale, with
essages lef on achines or callbacks
They also received at least 2 emails when eail adresses were available. The * denotes those
who gave to the previous capital campaign.
Persons not cotacte
Peoples names were redacted from this list