HomeMy WebLinkAbout1998-03-16 City Council (43)City of Palo Alto
City Manager’s Report
TO:HONORABLE CITY COUNCIL 2
POLICY AND SERVICES COMMITTEE
FROM:
DATE:
SUBJECT:
CITY MANAGER
MARCH 16, 1998
DEPARTMENT: COMMUNITY SERVICES
CMR: 161:98
REFERRAL OF DRAFT LIBRARY MASTER PLAN TO
POLICY AND SERVICES COMMITTEE
REPORT IN BRIEF
This report forwards a draR Libra~ Master Han, entitled Transforming Palo, Alto Libraries:
a Plan for the New Century, to Council for review and action. The report was prepared using
data coLlected through a series of community Focus Groups, statistical comparisons with
other public libraries, and review of national public library research. Incorporating all the
input, the plan envisions a future library system, that contains larger and improved
collections, state-of-the-art technological tools, enhanced customer service, longer hours,
more training (for the public and staff), improved physical environment and a variety of
spaces for increased programming, learning and social intercourse.
To make the vision a reality, however, staffhas prepared a plan based on a new, three library
model, with improvements and expansions to Main, Mitchell Park, and Children’s libraries.
As these libraries are enlarged and capable of providing more services and collections, the
remaining, libraries, College Terrace, Downtown and Terman Park, would be phased out.
Since the community has not had the opportunity to react to the plan, it is recommended that
a period of public review be scheduled prior to review of the plan by the Council’s Policy
and Services Committee.
CMR:161:98 ’ ’Page I’ of 6
RECOMMENDATION
Staff recommends that Council refer the attached draR Library Master Plan to the Policy and
Services Committee, and that the committee defer discussion and action until staff completes
a process to gather community feedback to the report.
BACKGROUND
In 1994, Council approved capital funding to implement the beginning phases of a library
automation plan, developed with the assistance of consultant Joseph Ford and Associates.
It described a rapidly changing technological environment affecting service delivery for
public libraries and alluded to changes in community lifestyles and information needs as
well. The City Manager directed Library staff to develop a plan addressing current and
future library services, programs and facilitieswithin the context of new information systems
and technical opportunities. This report forwards a draft Master Plan to Council for review
and action.
DISCUSSION
The draft plan, entitled Transforming Palo Alto Libraries: a Plan for the New Century, has
been prepared by staff with input received from the community through a series of focus
group meetings involving over 230 library users. The participants in the meetings provided
perceptions of strengths and weaknesses of the current library operations and participated
in a process to describe and seek a consensus on the characteristics of a future vision for
library service. Looking at the community list of expectations~ and without any other data,
staffwas concerned that, while the input was exciting and visionary, it was also costly. Staff
convened two additional meetings in an attempt to identify how the community would
prioritize or weigh some choices. The latter meetings, in retrospect, were only partially
successful in aiding the staff in plan development, .because the sets of options were not
fleshed out for impact and cost and were not mutually exclusive.
Following the community input, staff gathered data about current Palo Alto library
operations and compared it with other public libraries in California, particularly nearby cities
with similar use patterns (e.g., high circulation per capita) and demographic characteristics
(e.g., educational attainment). In addition, research was completed about national public
.library trends. The plan envisions a future library system that contains larger collections in
multiple formats and languages, state-of-the-art technological tools, enhanced customer
service, more training for public and staff, longer hours, an improved physical environment
and a variety of spaces for increased programming, learning and social intercourse.
Using all the input, collected data and research, and themes and vision, staff overlaid this on
Palo Alto, and looked at various delivery systems. The conclusion was that resources--
existing and augmented--will be inadequate to improve current weaknesses, add important
new services, remodel and expand libraries and sustain a six-branch system. This is
especially true considering the changing technological environment whereby librarians will
increasingly be providing instruction, assistance and resources to people at remote sites
(homes, offices, nonprofit agencies and schools).
CMR: 161:98 Page 2 of 6
Staff has, therefore, prepared a plan wldch is based on a new, three library model, utilizing
two comprehensive resource libraries, one at each end of town, Main and Mitchell Park,
and the unique Children’s Library. As these three libraries are enlarged and improved,
College Terrace, Downtown, and Terman Park libraries would be phased out. The plan is
based on the rapid advancement and convenience of technology to serve users at home,
office, et~.; the facility space required to meet the community’s stated needs; and the City’s
long-term capability to provide adequate staffing and operational funding.
Staff recognizes that this recommendation diverges from the public input, although it
responds to most of it, and staff is aware that it will be a controversial decision. Since the
community has not had the advantage of knowing and reacting to all the data presented in
the draft master plan, staff recommends that a period of public input be scheduled prior to
review of this report by the Council and its committee. The time line to enable the input to
occur is described later in this report.
Next month, staff will be forwarding its evaluation of the proposal by the Friends of the Palo
Alto Library for a new library advisory body. One of the responsibilities of such a body
would be to provide advice on long-range planning. Once Council has acted upon that
proposal and the members of the advisory body are appointed, they will be asked to review
the Library Master Plan as part of the process..
ALTERNATIVES TO STAFF RECOMMENDATION
As alternatives to the staff recommendation, Council could decide to immediately review the
Library Master Plan in the Policy and Services Committee and not have a separate process
involving community input, or give the staff other directions for steps to provide public
review of the report.
RESOURCE IMPACT
The Library Master Plan will have both operating and capital budget impacts, but estimates
of costs and alternative funding sources have not been developed pending approval of the
plan’s philosophy of public library service. When the conceptual plan is reviewed and/or
revised and approved, or other direction is provided to staff, a financial analysis and funding
plan will be prepared.
POLICY IMPLICATIONS
Since the 1950’s, Palo Alto has operated a multi-branch (five-six facilities) library system
with collections, staffing and services spread throughout the city. The draft Library Master
Plan changes that approach to that of a smaller but more robust system built upon three larger
and more capable facilities with broader collections, more in-depth staff support and
strengthened services. In the review process for adaption of the Library Master Plan,
Council will decide to endorse a new policy for public library service in Palo Alto or to
retain the current policy.
CMR: 161:98 Page 3 of 6
Several Goals, Policies and Programs in the new Comprehensive Plan are addressed in the
draft Library Master Plan. As originally worded, these include:
Goal C-1:Maximum efficiency in the delivery of community services.
Policy C-2:Where economies of scale are possible, cooperate with neighboring
communities in providing municipal services such as...libraries...
The plan continues to support regional resource sharing opportunities, such as enabling non
resident use of the libraries and deve,lopment of the new joint catalog of pubLic libraries in
the county.
Policy C-4:Maintain a close, collaborative relationship withthe Palo Alto Unified
School District to maximize the use of school services and facilities for
public benefit, particularly for young people, families and seniors.
Program C-4:Consider joint provision of library services with the Palo Alto Unified
School District.
The plan allows opportunities for collaboration through sharing of collections (e.g., by
linking catalogs) and for development of innovative programs. It does not incorporate a joint
Terman/Gunn public/school library with traditional library services.
Goal C-4:~Attractive, well-maintained community facilities which serve current
and future generations of Palo Alto residents.
Policy C-22:Design and construct new community facilities to have flexible
functions to ensure adaptability to the changing needs of the
community.
Policy C-23:Reinvest in aging facilities to improve their usefulness and appearance.
Avoid deferred maintenance of City infrastructure.
Program C-17:Invest in plant,’ equipment and human resources to assure the continued
availability of infrastructure.
Program C-18: Conduct comprehensive analysis of long-term infrastructure
replacement requirements and costs.
Program C-19:Prepare improvement plans for community facilities and implement
these plans over time.
The plan addresses all of these elements to reinvigorate and maintain library facilities.
Goal G-I"Effective oppommities for citizen participation in local government.
Policy G-3:Enhance communication between residents, organizations and the City
Council by providing access to information via electronic media and
other methods.
Program G-5:Provide advanced communication opportunities for the public at City
libraries.
The plan incorporates this program.
Goal L-8:Conservation and preservation of Palo Alto’s historic buildings, sites,
and districts.
CMR: 161:98 Page 4 of 6
Policy L=49:Encourage the preservation of significant historic buildings owned by
the City of Palo Alto. Allow such buildings to be altered to meet
contemporary needs, provided that the preservation standards adopted
by the City Council are satisfied.
Remodeling/expansion improvements for the Children’s Library will be in conformance with
this policy.
Goal L-9:Attractive and-safe civic and cultural facilities provided in all
neighborhoods and maintained and used in ways that foster and enrich
public life.
Policy L-55:Promote the use of... libraries ... as gathering places. Ensure that they
are inviting and safe places that can deliver a variety of community
services during both daytime and evening hours.
Program L-66:Enhance all entrancesto Mitchell Park Community Center so that they
are more inviting and facilitate pubfie gatherings.
This concepf is consistent with public input and a highlight of the plan.
Policy L-56: Provide comfortable seating areas and plazas with places for public art
adjacent to library and community center entrances.
Policy L-57:Encourage small-scale, local-serving retail services, such as small
cafes, delis, and coffee carts, in Civic Centers.
The above two policies will be incorporated into approved library capital projects identified
in the plan.
Goal T-l:Less reliance on single occupancy vehicles.
Policy T-3:Support the development and expansion of comprehensive, effective
programs to reduce auto use.
Program %9:Expand the range of City services that can be received via computers
or through the mail.
Program T-11:Encourage telecommuting, satellite office concepts, and work-at-home
options.
The Library Plan supports the above two programs through emphasis on provision of and
community training to utilize information resources at homes, businesses and schools.
While there are many variables involved, the following time line is projected to complete
review of the plan and to return to Council with a proposal for final action:
March 16, 1998 Plan referred to Policy and Services Committee.
April-July 1998 Public review process. Plan input gathered and staff prepares analysis.
August 1998 Policy and Services Committee discusses report and reviews public
input.
CMR: 16! :98 Page 5 of 6
August -
September 1998
Staff revises/augments plan.
October 1998 Revised plan reviewed by library advisory group.
November 1998 Revised plan reviewed by Policy and Services Committee.
December 1998 Library Master Plan returns to Council for action.
Upon Council direction, staff will prepare to begin implementation
with the 99-01 operating and 99-04 capital budgets.
ENVIRONMENTAL REVIEW
As a planning document, the Library Master Plan is, at this point, stamtorily exempt from
CEQA. At other stage/s in the development or implementation of the plan, an environmental
review may be required.
ATTACHMENTS
Draft Library Master Plan: Transforming Palo Alto Libraries: A Plan for the New Century
PREPARED BY: Mary Jo Levy, Director of Libraries
DEPARTMENT HEAD:
PAUL THILTGEN
Director, Community Services
CITY MANAGER APPROVAL:
Manager
CMR: 161:98 Page 6 of 6
Transforming Palo Alto Libraries:
A Plan for the New Century
DRAFT
March 1998
Table of Contents
Transforming Palo Alto Libraries: A plan for the new century
Index ................................................ .......................................i
]~xecutive Summary ..........................................................................ii
Introduction and Scope of the Master Plan ........................................................1
Chapter one: Background ......................................................................2
Chapter two: Gathering Data to Develop the Plan ..................................................5
Community Participation .......¯ ........................................................5
Service Delivery Analysis .........¯ ........., ............................................8
Trends in public library service .........................................................10
Chapter three: The Mission and Vision for the Future ...............................................13
The Mission ........................................................................13
The Vision ..........................................................................14
Chapter four: The Master Plan: Public Library Resource Centers ......................................17
The Plan ...........................................................................i8
Summary of public hbrary resources center system ........: .................................18
Building Blocks to implement Master Plan ................................................19
Plan Implications ....................................................................21
Chapter five: Master Plan Milestones ...........................................................22
Phase 1--Building the Base ............................................................22
Phase 2 -Phase 6 ....................................................................26
Chapter six: Roles to Implement the Plan ........................................................29
Attachments
1 Library Focus Groups .............................................................30
2 Community Feedback in Focus Groups ...............................................32
-.-3 General Comparison Statistics - California Libraries 1996/97 ..............................36
4 Staffing Levels/Workload Comparison 1996/97 .........................................37
5 Budget Compared to Collection Size and Use 1996/97 ....................................38
6 College Terrace Neighborhood Circulation .............................................39
7 Downtown Neighborhood Circulation .................................................40
8 Terman Park Neighborhood Circulation ...............................................41
9 Principle Resources in Development of Library Plan .....................................42
10 Outline of Building Plan Strategies ...................................................43
EXECUTIVE SUMMARY
Public libraries across the nation are grappling with the unprecedented change of this Information
Age. In 1994, Council approved capital funding to implement a library automation plan, developed
with the assistance of consultant Joseph Ford and Associates. It described a rapidly changing
technological environment affecting service delivery for public libraries, and alluded to changes in
community lifestyles and information needs as well. In this context, the City Manager directed
Library staff to go beyond immediate short term needs and develop a plan addressing current and
future library services, programs and facilities for the future of library service in Palo Alto through
the first decade of the new century.
The goals of the study were:
To seek community input on its vision for public library service.
To collect and study current data about the Palo Alto libraries and comparable public libraries in
California and trends in the delivery of public library services in the future.
To use the community vision and other collected data to propose a plan for public library service
given changing social, technological and financial environments.,
To develop a Master Plan to incrementally and coherently improve public library service.
Chapter one -- Background
Background is provided about the City of Palo Alto, its population and business characteristics, and
regional library relationships. The Library began with the Carnegie library in the downtown area,
and developed t .hrough the years into a six branch library system. Palo Alto library services, used
heavily by state and national standards, are briefly described ranging from col!ection details to
services for homebound and children.
Chapter two -- Gathering Data to Develop the Plan
To understand the community’s future needs and hopes for library services, a series of 18 focus
group sessions were held between July 1996 and November 1996 representing more than 230
community participants. With professional facilitation services of Snider and Associates, the focus
groups explored the strengths and weaknesses of current library services, ideas for the future vision
of library services and identification of priorities, options for levels of service, drafts of the library
mission, and vision of library service in 2010. ’
A summary of the strengths and weaknesses is included in the report and detail provided about the
following four major themes gathered from the community meetings. The plan is built upon these
themes:
ii
0
The Library as a community gathering place
Libraries providing access to and the delivery of information via technology
Traditional library and programs maintained
Find funding to improve library service .
The next step was collection of data to describe current service performance and to compare the
Palo Alto library service to comparable libraries in California. Some of the key findings are:
The primary library facilities (Children’s, Main and Mitchell Park) ai:e operating beyond
their capacity and together account for 86% of total use.
Library collections are a major challenge, requiring more funding to accommodate increased
proliferation of formats and new subject needs (e.g. non-English languages), improved
maintenance and updating.
Current library facilities and staff capabilities limit the ability to embrace new technology.
The six branch system, although convenient for and i~opular with the community, spreads
resources thinly.
Staff’mg resources are stretched.
Chapter three -- The Mission and Vision for the Future
The Library’s mission was reviewed and a vision statement to be accomplished by 2010 was
developed with input from the focus groups. The report describes the meaning of these in detail:
Mission: The Palo Alto City Libraries enable people to explore library resources to enrich their lives
with knowledge, information, and enjoyment.
The Vision: By 2010, Palo Alto City Libraries will be state-of-the-art centers that are attractive,
comfortable and welcoming gathering places with sufficient, highly trained staff that provide
excellent collections and convenient access to the knowledge and culture of the world.
Trends in public library services were identified through research conducted (bibliography of major
sources is included in an attachment) and some of the key findings are:
Technology is here to stay, but so is traditional print. Both have unique and growing space
requirements.
The role of the librarian is changing from provider of information to consultant, guide and
enabler.
Changing paradigms in the workplace will affect libraries.
Users of technology are heavy public library users.
Public libraries are increasingly viewed as welcoming community gathering places.
o,o111
Chapter four -- The Master Plan: Public Library Resource Centers
Using all the input, collected data and research, and the themes and vision, staff overlaid this on
Palo Alto, and looked at various deliv~ systems. The conclusion was that resources--existing and
augmented--will be inadequate to improve currant weaknesses, add important new services, remodel
and expand libraries and sustain a six-branch system.
This plan is based on a new, three library model, utilizing two comprehensive resource libraries, one
at each end of town, Main and Mitchell Park, and the unique Children’s Library. As these three
libraries are enlarged and improved, College Terrace, Downtown and Terman Park libraries would
be phased out. The plan is based on the rapid advancement and convenience of technology to serve
users at home, office, schools; the facility space required to meet the community’s stated needs; and,
the City’s long-term capability to provide adequate staffing and~operational funding.
The key features of public library resource center system are outlined in two categories, those which
will continue and may be enhanced and those that are new. Full descriptions of building
modifications are listed in attachments.
Th~ building blocks to implement the plan are incremental and include six processes. These include
developing building programs, assessing technology requirements, planning financial strategies, and
developing systems to stay on course through 2010.
The plan impacts three areas: a proposal for a joint City/PAUSD library at Gunn (it does not
incorporate a joint library with traditional services but leaves open the opportunity for development
of other innovative programs); relationships with regional library collaborative projects (it supports
them); and, a proposal to expand the Mitchell Park Library toward the adjacent Community Center,
which would relocate to Cubberley Center.
Chapter five -- Master Plan Milestones
The plan will change as conditions and experience dictate through six phases until the Master Plan
vision is achieved in 2010. The first phase, Building the Base, is detailed through eight goals,
described in detail, and covers a three year timeframe, 1998-2001. Objectives will be developed
to reach each goal.
Other phases are generally outlined and include:
Phase 2-Preliminary Implementation, Timeline--2000-2002
Phase 3-Implementation, Timeline--2002-2004
Phase 4 - Implementation, Timeline--2004-2006
Phase 5 - Implementation, Timeline--2006-2008
Phase 6 - Completion, Timeline--2008-2010
Chapter six -- Roles to Implement the Plan
The community, staff and City Council each have roles to implement the plan. The end result will
be achievement of the dream when Palo Alto’s libraries are state-of-the art centers, that are
attractive, comfortable and welcoming gathering places with sufficient, highly trained staff that
.provide excellent collections and convenient access to the knowledge and culture of the world.
Transforming Palo Alto Libraries:
A plan for the new century
Introduction and Scope of the Master Plan
On the eve of the twenty-first century, public libraries across the nation are grappling with
unprecedented change of the Information Age. These changes affect how information is
transmitted and received, and the kinds of infrastructure required to deliver information.
Coupled with burgeoning technical innovation, significant social and economic forces are
impacting the ways people live their lives which, in turn, impact library service delivery.
Adapting services and supporting lifelong learning are more important for public libraries than
ever before.
In 1994, the City Council approved capital funding to implement beginning phases of
a library automation plan developed with the assistance of consultant Joseph Ford and
Associates. The Ford report described a rapidly changing technological environment affecting
service delivery and collections for public libraries and alluded to changes in community
lifestyles and information needs as well. In the past decade, staff has experienced and
responded to many challenges affecting public library service in Palo Alto. The need,
however, to step back and develop a long term plan which addressed technological
implications and the effective use of City resources (human and financial) for library service
was clear.
The City Manager directed library staffto develop a plan addressing current and future library
services, programs and facilities within the context of new information systems and technical
opportunities. This Master Plan is an opportunity to go beyond immediate, short term needs,
and shape a realistic but robust design for the future of library service in Palo Alto through the
first decade of the new century.
The goals of the study which ensued were:
To seek co’mmunity input on its vision for public library service.
To collect and study current data about the Palo Alto libraries and comparable public
libraries in California and trends in delivery of public library services of the future.
To use the community vision and other collected data to propose a planforpublic library
service given changing social, technological and financial environments.
To develop a Master Plan to incrementally and coherently improve public library service.
Chapter one
Background
The City of Palo Alto
Palo Alto is a medium-sized city, with an estimated 1997 population of 59,900, and an area of
25.98 miles, located at the south end of the San Francisco Peninsula, adjacent to Stanford
University, and is the birthplace of Silicon Valley. The City extends from the bay across almost
fiat lowlands, which are nearly fully developed into residential and commercial/industrial areas,
to foothills which are almost entirely undeveloped due to deliberate City policy of preserving
open space. A charter city, Palo Alto was incorporated in 1894 and is governed by a Council
of nine members, mdnaged by a City Manager, and by staff in nine City departments.
The population is highly educated with 65.2% of adults with college degrees, among the highest
percentage in the nation.* The mean family income is over $72,000 and persons living below
poverty level have declined from 5.9% of the population in 1980 to 4.6%. The population is
relatively stable overall but the median age of population is increasing (40 years for women and
36 for men) and is above the average in the state as a whole. Senior population is rising along
with the number of children. Minority population, low compared to other California cities, is
gradually rising (10,4% Asian, 2.9% African-American, 1.8% other) while persons identifying
themselves as white have declined from 92.7% of population in 1970 to 84.9% in 1990.
Weekday, day-time population of approximately 125,000 population is higher than night-time
population because of the strong employment base composed of university, technical, health,
service and professional related businesses, the Stanford Shopping Center, the thriving
downtown and other restaurant and commercial areas of the City and the currently vibrant
economy. The city is known for innovation, called the birthplace of Silicon Valley, and is
anecdotally described as having the most computers and Internet use per family as anywhere
in the country. This, coupled with the new installation of a fiber backbone throughout the city,
provides potential for use of technology developments at the highest level.
Approximately 30 special (corporate and non-profit) and academic libraries are located in the
city and on the Stanford campus, and curriculum-based collections and relevant technology are
provided in each school operated by the Palo Alto Unified School District.~ The Library
participates in the Santa Clara County wide Silicon Valley Library System, a quasi-
governmental agency of public libraries authorized by a Joint Powers Agreement. Through this
system, anyone who lives in Palo Alto may obtain borrowing privileges from member libraries,
as well as most other California libraries.
*Data in this paragraph is from "City Profile", City of Palo Alto Comprehensive plan Update,
February, 1993.
2
Library History_
Palo Altans have long had a love affair with their libraries. At the instigation of the Palo Alto
Women’s Club, the first library officially opened in the new Carnegie building, at Hamilton
and Bryant, in 1904. In the next forty years, two other libraries came along. The Mayfield
Library, later renamed College Terrace, was incorporated along with the nearby town,
becoming the first branch in 1936. A unique Children’s Library, the first separate facility for
children in the country, was given to the City by Lucie Stem in honor of her daughter Ruth.
It was completed in 1940, with a Secret Garden in the back connecting with the nearby
Children’s Theatre. In the last fifty years, three more libraries have been added to the system.
A new central adult library (Main) and a south Palo Alto library (Mitchell Park) were opened
in 1958. In 1968, the original Carnegie building was demolished making way for a new city
hall and replaced with a new one-story building, the Downtown Branch. Twelve years ago
in 1985, a small browsing branch was opened in southwest Palo Alto, the Terman Park
Library.
By any state and national comparisons, this evolving branch system has sustained a pattern of
unusually high use as measured by percentage of residents registered, number of hours open,
circulation, and number of visitations. With annual visits to the libraries 15 times the
population, the libraries are arguably the most heavily used City service. Reasons for this
include the availability of collections in multiple locations, a commitment to service, the
programs for children, and the exceptionally high educational level of the City’s residents and
workers.
Current Library_ Services and Programs
Under the umbrella of the Community Services Department, Library funding of $3.5 million
accounts for four percent of the City’s General Fund budget, with additional support of
$50,000- $75,000 received thro’agh grants and girls. Many of the services required to operate
these public facilities (e.g., maintenance, purchasing, etc.) are managed by other City
departments.
The libraries, three of which are open seven days a week, share a collection of 270,025
volumes (in a variety of formats) plus magazines and newspapers. The catalog of holdings has
been accessible, online, since 1987 and available from home or office, 24-hours-a-day since
1990. Recent in-house access to the Intemet has broadened collections to provide full-text
access to magazines and information resources of all kinds.
Palo Alto’s Six Branch Libraries 199,6/97
Branch Sq. footage Circulation...&...% Visits & %
Main 26,313 327,496 32 284,789 36%
Mitchell Park 10,984 291,746 29 211,192 24%
Children’s 3,360 258,097 25 155,529 17%
College Terrace 2,392 69,576 7 60,563 7%
Downtown 8,774 55,750 5 101,426 13%
Terman Park 5.760 21,075 2 24,589 3%
TOTALS 57,583 1,024,140 100 838,008 100%
Currently, the libraries serve 55,900 residents, plus people who work or study in town,
resulting in 59,559 registered borrowers. Services. are increasingly delivered in the most
efficient, user-friendly, self-service modes, such as enabling renewal of overdue items by
phone or electronically by computer.
Children, from toddlers to age 11, have many opportunities for educational and recreational
experiences, including regular Library events. In addition, Library outreach includes class
visits, homebound services, special collections and equipment for persons with disabilities and
opportunities for volunteer assistance.
One of the greatest strengths of any library is the support from its community. The Friends
of the Palo Alto Public Library (FOPAL), a nonprofit support group, raises funds through
book sales, bequests and donations, and fosters public support of the Library. In 1996/97,
$50,000 was contributed by FOPAL in direct support of library programs and collections.
Chapter two
Gathering Data to Develop the Plan
What should library service in Palo Alto look like in the year 2010? To find out, staff
embarked on a series of steps to:
1) better understand the community’s perception of current library services and
their expectations for the future,
2) gather base line data about Palo Alto library operations, and
3) identify trends in public library service.
The following sections summarize the above tasks.
C..ommuni~_ Participation
To better understand the community’s future needs and hopes for library services, a process
was developed to collect information to formulate a vision that would carry Palo Alto libraries
into the next decade. Snider and Associates, of Oakland, California, was hired to facilitate
the process.
With Snider and Associates’ guidance, focus groups of library users were convened to gather
information. A total of eighteen focus groups, representing more than 230 participants, were
assembled over a five-month period, July 1996-November 1996. The focus group meetings
were led by Marilyn Snider, with staff providing only an introductory welcome. Individuals
were self-selected and invited to participate through newspaper advertisements, brochures,
phone calls and personal, letters. During the first round of meetings, each focus group
represented a particular segment of library users, e.g. users of each library branch, areas of
interest (arts, technology, business, etc.) and different ages including children 6-10 and
teenagers. (See Attachment 1 for a complete list.)
Three series of meetings were held to explore:
¯Strengths and weaknesses of current library services
¯Ideas for the future vision of libr~ary services and identification of priorities
¯Options for levels of service
¯Feedback to drafts of the library mission, a vision of library service in 2010
¯Draft goals and objectives for the next three years
Some of these overall observations, repeated frequently across groups, are below and a more
detailed summary appears as Attachment 2.
5
Observed Strengths
Collections:
All formats/topics represented; high
borrowing limits; Spanish/Russian
materials; community information (e.g.
Council packets); delivery system to/from
libraries; Palo Alto historical materials
maintained.
Places for people:
Space for children, all ages, homeless,
business persons; nice landscaping & patios;
branches in neighborhoods all over town;
pride in Children’s Library.
Services:
Homebound service; quality staff & fair rules;
self service for renewals & holds;
weekend/night hours; variety of programs for
children, including story times; services for .
people with disabilities.
Access to information technology:
Catalog online; Interact access; dial-up from
home/office; phone renewals; magazine
indexing/articles via computer.
Observed Weaknesses
Collections inadequate:
Dated, not weeded; insufficient depth and
coverage of subject areas; damaged/lost
items; need more in non-book format and
non-English languages.
Dissatisfaction with facilities:
Poor lighting; dated, unattractive interiors;
too crowded; no space for meetings or small
or large groups; cafe or coffee outlet;
uncomfortable seating; insufficient parking;
no air-conditioning; facilities not sufficiently
adapted forpersons with disabilities;
inadequate for increasing technology.. ’
Services:
Crowded children’s programs; insufficient
staffing; limited hours/inconsistency of hours
among branches; insufficient
technology (e.g. some branches without
Interact access) & training; busy phones; no
specialized services for teens.
Miscellaneous:
Insufficient funding to support needed service
level and improve facilities; no Library "
Commission to assist City; high photocopy
price; people unaware of available services.
All community input,-including future vision of library service, was collated and is available
for public review. It should be noted that, throughout the process and among all groups, strong
community support for the Palo Alto branch system was expressed.
Themes to build the plan upon
Four major themes for future library service arose out of the community meetings. The
concepts that emerged are among those of most significance facing all California public
libraries and form the foundation of this plan..The themes are synthesized below and must be
addressed if the Palo Alto Library is to continue to play a vital role in the lives ofPalo Altans.
6
Themes
The Library As a Community Gathering Place: Nearly every focus group
highlighted the desire for Palo Alto libraries to be centers for community gathering.
This vision included libraries that are aesthetically pleasing and welcoming places and
serve as comprehensive community resource centers. The public envisioned enlarged
and renovated facilities with adequate parking, comfortable furniture, and spacious
rooms for meetings, socializing, programs and study. A place to eat and meet in a quiet
atmosphere, was also described. Observations were made about the crowded feeling
in Palo Alto libraries; Main and Children’s libraries were frequently mentioned as
needing expansion.
Libraries Providing Access to and the Delivery of Information Via Technology:
Another major request is that the Palo Alto libraries should use every technological
advance to deliver information. This included giving the public access to online
information from anywhere - home, office, school, etc., and providing access to
technology from within each library facility. Specific new needs include establishing
teleconferencing capabilities, the increased use of CD ROM technology, technology
training programs, access to collections in other libraries, and increased access to print
(e.g. books, magazines) materials online.
Traditional Library Services and Programs Maintained: Although technology
plays a major role, today and in the future, the long-standing public libraries role to
provide books, story hours; and quiet places to s~dy is alive and well. The need to
maintain traditional library services was articulated loud and clear by focus group
participants and shows in continuing high use of printed materials. Palo Altans want
increased book and non-book collections, an expanded outreach program, a higher level
of reference service, an increased focus on teens, the enhancement of children’s
programming, and more efforts to be a resource to support community needs, e.g.
parmerships with non-profit agencies. The public also saw a need for increased hours
of operation and more educational and leisure programming (which would enhance the
library as a community gathering place).
Find Funding to Improve Library Service
To see the community’s wish list become reality, the focus groups recognized and
articulated the necessity to develop additional funding for library services and placed
an emphasis on preparing and implementing a multifaceted effort to increase monetary
support. Suggestions ineludedestablishing a library foundation, soliciting additional
City support, utilizing ballot measures, establishing endowments, seeking grants, and
developing community partnerships.
7
Service Deliver_ Ana!ysis
A new long-range library plan in a community with a history of providing over 90 years of
library service cannot begin from scratch. TO build toward the new vision, it is necessary to be
cognizant of the capabilities or limitations in the cu.rrent service program. Data has been
collected to describe current service performance and to compare Palo Alto library service
where appropriate with comparable libraries in California. The key findings are summarized
below.
1. Palo Alto continues to be one of the highest public library-using communities in
California. Consistently, Palo Alto ranks among the top five most heavily used California
libraries based on a per capita circulation. However, when compared to cities of like population
and service experience (e.g. annual circulation), Palo Alto is the only one supporting six
facilities and doing it with fewer staff to handle the high traffic and longer hours of service.
(See Attachments 3 and 4.)
2. The primary library facilities (Children’s, Main and Mitchell Park) are operating
beyond their maximum capacity. These facilities do not have sufficient seating, shelving or
equipment stations, adequate parking, quiet study, small group work and designated program
space, or adequate collections to meet current needs, even without incol~orating the future
community vision.~
3. Three libraries (Children’s, Main and Mitchell Park) comprise 86% of all library use
and use rates (over past ten years) are steady or are declining at the smaller ~branches
(College Terrace, Downtown and Terman Park). While Children’s and Mitchell Park use
has increased by 236% and 48% respectively in the past ten years, no additional staffing
resources have been available to support this use. College Terrace, Downtown and Terman
Park libraries account for 14% of use but provide 38% of service hours. Furthermore, data of
circulation use by residents in census tracts closest to the three smaller libraries shows that the
majority of library use is not at their closest library but at the other three system libraries. (See
Attachments 6, 7, and 8.)
4. Library collections are more of a challenge than ever before. While the traditional book
is still in high demand, the proliferation of information formats has created new requirements
for more funding and additional resources to purchase, catalog and process, circulate, shelve and
maintain collections. Library collections are increasingly dated with need to spread funding
and staff resources to support modern media formats. Emerging community needs (e.g. non-
English languages) cannot be met. Collection depth is inadequate. While Palo Alto collections
are above average in total size comparison to other libraries, they are 11% below the average
in the depth, of collection as measured by individual titles because of the redundancies inherent
in maintenance of branch collections. While the circulation level is high, Palo Alto’s collection
funding is 29% below the average and is being stretched for six facilities. (See Attachment 5.)
5. Current library facilities and staff capabilities limit ability to embrace new technology.
Technology is increasingly used to provide library services and information, requiring skilled
human resources for the planning, installation, maintenance and support of the hardware,
sot~are and networking mechanisms which operate seven days a week. Yet, neither the library
or city structure has staff designated to respond adequately to these requirements. Training
programs, and space to conduct them, for both the staff and the public to become proficient in
the new information environment are inadequate. No Palo Alto library facility has the
infrastructure to provide the kind 0fpublic library service being built into new and remodeled
public libraries throughout the country.
6. The six branch system, although convenient for and popular with the community,
spreads resources thinly through redundancies of shared collections and staff resources
that are needed to operate each location. Major examples of repetitious operations in the
Palo Alto branch system include:
¯six circulation and five reference desks equipped and staffed;
¯collections which lack depth and breadth overall because of expenditures required to
duplicate basic books, encyclopedias, magazines, newspaper and media;
¯five day/week delivery system to move new, returned and requested items around to
maximize use of collections;
¯multiple levels of handling returns, e.g. "checking in" numerous times (via bar codes)
to track items being returned to non-owning facility, passed on to fill a hold, etc.;
¯daily travel around city by staffto present youth programs, repair and replace equipment,
cover lunches/dinners, illness (especially at smallerfacilities);
¯tracking of"lost/claims returned" items across all facilities;
¯troubleshooting computer problems through networks between branches;
¯coordinating intra-library communications, reference assistance, training across all
branches;
¯complications of management oversight of six facilities, staff security concerns in
smaller buildings, scheduling, etc.
7. Staffing resources are stretched. Palo Alto libraries are highly cost effective in comparison
with other public libraries, especially when comparing the current staff size with hours of
service provided and the high volume of use (annual visits and circulation). This level of
service has been accomplished through a variety of strategies including: routinely heavy pace
required of staff; daily reassignment of staff across the city to cover schedules; limited staffing
when vacancies, illnesses, etc. occur; high turnover of hourly clerical staff; use of year-round
scheduling of overtime to cover public service operations; insufficientdedicated staff for the
growing technical environment; extensive use of managers to staff public service desks;
neglect of collections; and inability to adequately supervise and train staff and perform planning
functions.
9
Trends in.public libra,_ service
Public libraries across the nation are exploring the same issues this report and plan addresses.
To incorporate the thinking of other professionals and research in Palo Alto’s plan, the
following steps were completed:
¯
Review of relevant professional articles and research reports;
Review of long-range plans and planning projects from other libraries;
Review of relevant City documents (e.g. Draft Comprehensive,.. Plan, Phase I andlI of
¯ Hughes, Heiss and Associates’ organizational review of City general fund departments
and local news reports;
Participation in development of Community Services’ facility infrastructure
needs assessment;
Participation in the Institute of the Future’s research for the California State Library on
critical issues facing California’s public libraries and strategies to respond to the
changing environment;
Attendance ~at professional workshops and symposia;
Visits to new and newly renovated public libraries.
Many of the most relevant and valuable source materials are listed in Attachment 9 and the key
trends in public library service today are listed below:
¯1. The future of technology is unpredictable.
Implications for public library service:
What is known is that technology is here to stay, that innovation will be continual, pervasive
and rapid, and that the best public library institutions will position themselves to provide
community access in its full potential. Public library buildings, and organizational and staffing
structures must be designed for constant adaptation and change. It is not possible to predict very
far into the future. To stay on track, mechanisms for measurement, evaluation and constant
improvement are a given.
2.Technology is here to stay, but so is traditional print. Both have unique and growing
space requirements.
lmplications for public library service:
Technology not only requires an electronic infrastructure (fiber, connectivity, etc.) but
individual public work spaces requirements are larger, incorporating multimedia. This trend
will not change even with the miniaturization of individual components. And, with the
increased use of PCs and networked devices, the traditional reference room desk configuration
is changing in the most advanced libraries. Wired areas for public and stafftraining are needed.
With the phenomenal growth in information resources, the demand for depth and breadth of
collections for all ages and in all (and future) media formats is high. Books, magazines, compact.
discs, CDROMs, books-on-tape, videos and electronic resources are all used and have unique
10
storage units. While more information is available electronically; very limited storage space
is actually saved. ’
3.The role of the librarian is changing from provider of information to consultant,
guide, and enabler as well.
Implications for public library service:
As the proliferation of information explodes, the librarian’s role is changing dramatically and
being likened to a navigator: knowledgeable about the information environment and prepared.
to help people evaluate sources, develop efficient search paths and find reliable information.
Librarians will daily train users to exploit new technologies to find information that may be
used to improve their lives. In order to do this, library staffmust constantly hone and improve
their skills.
4. Changing paradigms in the workplace will affect libraries.
Implications for public library service:
A growing number of workers telecommute (or are otherwise employed in the home) and are
more likely to use newer technologies. Santa Clara County’s information industries require an
educated, flexible workforce. Both of these examples demonstrate the potential libraries have
to support lifelong learning and the economic vitality of the community in new ways. Some
examples include providing technological access and information resources to augment those
available to the home worker, adjusting collections to meet identified local worker needs,
enabling people through training to improve their information-seeking skills, and providing
library services and collections to the home and 24 hours/day (and providing the side benefit
of reducing automobile trips).
5.Collaboration and partnerships are keys to growth, demonstrate good use-of
resources, and provide community benefit.
Implications for public library service:
The opportunity for libraries to become indispensable is amplified when the organization
actively seeks to work with the community groups to help them fulfill their mission. Examples
abound: help an environmental organization hone their information seeking and evaluation
skills when beginning research on a contentious issue; co-sponsor teleconferencing connection
to a symposium on writing held in another City with local writers’ organization, act as a
community repository of information for neighborhood groups/projects, subscribe to online
resources and share access with PAUSD and other local schools, and, accept funds from a local
business for materials to Support their employee educational needs.
6. Users of technology are. heavy public library users.
Implications for public library service:
In this regard, Palo Altans are way" ahead of the curve in use of technology (e.g. per a recent
report, 80 percent of Palo Alto homes have a PC) and they expect no less from their public
11
library. Nevertheless, throughout the city there is inequity of access to technology and many
others are unsophisticated, in use of computers. The library staff must instruct and provide
personal assistance for all levels of users and provide, through a variety of means, up-to-date
information on the total range of resources available, especially in the dynamic and changing
information milieu.
7. Public libraries are increasingly viewed as welcoming community gathering places.
lmplications for public library service:
Pride in the architecture, ambiance, values and opportunities provided by the public library as
an institution is repeated in report after report. With the advent of heavy doses of technology,.
people still want the facility to provide quiet and be a place.to meet friends, experience new
things (through a stimulating speaker, a teleconference exchange, a story-telling presentation,
a volunteer assignment) and feel a sense of community.
12
Chapter three
The Mission and Vision for the Future
Any long-term plan is founded on the purpose of theorganization, its mission, and a statement
describing what it.will become at a given point in time, its vision. Using the input from the
public, learning from current Library operations, and information about trends affecting the
direction of public libraries, the Library’s mission statement has been reviewed and a vision
statement developed with input from the Focus Groups. These are presented and described
below.
The Mission
The Palo Alto City Libraries enable people to explore library resources to enrich their
lives with knowledge, information and enjoyment.
The Palo Alto City libraries enable people...
Our community enjoys use of multiple libraries and many hours of operation¯ Service is
provided to all ages. Homebound residents receive service at their houses, those with limited
vision can hear books on tape, and people can access many of the library’s electronic resources
remotely from their homes, offices and schoo! classrooms. With assistance and guidance from
the staff, patrons’ use of the library collections and services is enhanced.
:.. to explore library resources...
A mix of traditional collections, both print and non-print, combined with electronic access to
information and materials not contained within the walls of the libraries is available in subject
areas of the user’s choosing. Programs are provided to enhance and stimulate use of these
collections.
... to enrich their lives...
People, from the preschooler sharing a picture book with a parent to the entrepreneur
developing a proposal.for a start-up business, receive benefit from the Library and its services.
¯.. with knowledge, information ~md enjoyment.
People use the Library and its resources for many different reasons. The Library serves a wide
variety of users and their needs from cradle to grave.
13
The Vision
By 2010, Palo Alto City Libraries will be state-of-the-art centers that are attractive,
comfortable and welcoming gathering places with sufficient, highly trained staff that
provide excellent collections and convenient access to the knowledge and culture of the
world.
By 2010,..¯
The year 2010 was chosen as the target date for the achievement of the vision statement. This
is far enough in the future to have time to accomplish the ambitious goals of the plans, but not
too far to plan ahead in our rapidly evolving society.
¯.. Palo Alto City Libraries will be state-of-the-art centers...
To provide quality library service, the facilities must be adequate to the task. The facilities
envisioned for 2010 will be professionally designed to accommodate a mix of traditional and
technology-based services. While books and other print materials continue to be a major
portion of library collections, other resources will grow in importance with sufficient and
appropriate shelving provided.
Up-to-date electrical and wiring systems, sufficient computers and other equipment for public
use, teleconferencing capabilities for the exchange of information, improved security systems,
and more efficient methods of handling materials will be features of improved facilities.
Library patrons can use more self-serve methods to get service and plug in their lap tops in
spaces designed to accommodate this use. Libraries will be points of access for those who
choose to use them remotely, from their home, office or school. By 2010, the libraries will be
altered to incorporate flexibility into their designs to adapt to new technologies and other
changing demands, not now envisioned.
... which are attractive, comfortable and welcoming...
Library buildings will be aesthetically pleasing, secure, clean, well-maintained and inviting.
There will be sufficient comfortable and varied seating and work surfaces for all ages and a
variety of needs: Modem lighting, heating and air conditioning systems will be in place:
Buildings will be fully accessible by people with a variety of disabilities and special needs.
Interiors will be light and open feeling.~ Food service will be available in some facilities. The
grounds of the libraries will be attractively landscaped and professionally maintained. Outside
spaces can be used by individuals, groups, and for library programming. Parking is convenient
and sufficient.
14
¯.. gathering places . . .
Public libraries have always been community gathering places, but this role of the Library will
be enhanced by the year 2010. The strongest message received from the focus groups was that .
they want their libraries to be centers for community gathering, places for them to meet and
interact with their fellow neighbors, a convenient place for one-stop access to information and~
other resources (photocopying, technology, fax, paper cutters, etc). Our community wants
meeting spaces for clubs, neighborhood associations, and service and non-profit organizations.
Students need homework centers and places where they can work on group projects. Many
people seek a place for quiet study or tutoring. Adequate space is needed for larger programs,
both those offered by library staff and by community groups.
¯.. with sufficient, highly trained staff...
Staffing levels should enable the Library to provide quality service to each user, to provide and
support collections and other resources, and to manage adequately and administer library
services. Libraries will be fully-staffed during all hours of operation and users can get
assistance either in person, by telephone, fax, or through computer access. Waiting times to
receive service will be reduced. Library staff will be available to take services out into the
community and can provide library programs and training in information access to community
groups.. New materials will be ordered and processed quickly. Collections and equipment will
be adequately maintained. With adequate staffing, service levels will not be reduced when
some library staff are on paid leave or are in training. Staff is available to conduct regular
planning and can adapt and change to respond to new needs.
Staff will participate in continual professional growth opportunities. They will be skilled at
working with people, have expertise in traditional library services and new informational
solutions. Staff will be sufficiently trained to keep abreast of changes in service and can train
library users in efficient ways to utilize library resources adequately.
¯.. that provide excellent collections...
The Library will provide materials in sufficient numbers and in a variety of formats for all ages
and literacy levels. Formats will include printed materials such as books and periodicals,
audiovisual items like audio and video tapes and CDROMs, and electronic databases, and will
change over time. The collections will be diverse to meet the needs of the community and to
represent the wide variety of opinions, languages, and cultures. The community will have input
into what materials the Library purchases for its collections.
The collections will be kept current through timely selection and quick processing of new
materials. Selection decisions will be based on a knowledge of community needs and demands,
15
and on the quality and authoritativeness of the publications. Collections will be physically well
maintained. Library staff will conduct ongoing evaluations of the collections to remove
outdated materials to ensure that thescope and types of collections adequately serve community
needs.
¯.. and convenient access...
"Convenient access" as presented in the vision has two aspects. The first relates to ease of use
for those who come to the library buildings. Library hours will be scheduled and expanded to
meet community needs. Parking is convenient and sufficient. Staff will work as opportunities
arise to support improved transportation systems, such as a shuttle to each library. Good
signage outside and inside library facilities will facilitate use. The Library will utilize more
self-service equipment where patrons can benefit by handling their own transactions, such as
checkout of library materials. Shelving systems will be in place that facilitate use of library
collections. Sufficient numbers of computer terminals for obtaining information will be in place
at all facilities.
The other aspect of convenient access relates to use of library services from homes, classrooms,
and offices. Homebound residents.will receive service at their houses. Access to the library
staff is available via telephone, fax, and E-mail and other methods that teehnol0gy brings.
There will be 24-hour-per-day access to the library’s catalog and research databases that can be
provided electronically. Delivery of materials directly to homes via the mail or other systems
may be in place¯ There will be more cooperation with public school libraries and other Bay
Area libraries (public, corporate, and academic) so that Palo Altans can locate, have delivered,
reserve and use resources not available at local public libraries.
¯.. to the knowledge and culture of the world.
The Library will provide its patrons with a variety of means to satisfy their informational needs
and to become more knowledgeable citizens of the world. This will be accomplished through
the collections housed in the libraries, through programs offered by and in the libraries, and by
the libraries serving as points of connections to resources not owned by the Library.
Collections will be diverse in content and format and serve users of many ages, reading levels,
and languages. Programs, exhibits, and displays will highlight library resources. Electronic
communication technologies will enable library patrons to access local and regional databases,
search through catalogs of libraries located worldwide, to "visit" remotely museums and other
cultural treasures, and to see and converse with people at remote sites without leaving town.
[] Chapter four
The Master Plan: Public Library Resource Centers
The community envisions a futuristic library system that contains larger collections in multiple
formats and languages, -state-of-the art technological tools, enhanced customer service, more
training, longer hours, an improved physical environment and a variety of spaces for increased
programming, learning and social intercourse. In short, Palo Altans want the best possible library
system available. However, current facilities and services are inadequate for this task. Buildings,
collections, furnishings, equipment, services, staffing levels and staff training all require extensive
re-tooling and capital and operations funding.
The Palo Alto library system has evolved over time and was not planned as part of a grand design.
If it were, the design would, most likely, be very different, with one or two strategically-located
larger buildings, serving all ages. The challenge in developing a plan for the future lies in
balancing history and the necessity for improvements and high quality with economic feasibility.
Incorporating our community’s vision, knowledge and data about current library operations and
current trends for public library service, staffstudied possible directions to bring Palo Alto libraries
into the 21st century, as follows:
The most cost and resource efficient model, typical in cities ofPalo Alto’s size or larger, is one
central library for both children and adults. This model would not meet the expectations of
Palo Altans accustomed to multiple library sites, especially on both north and south sides of
.the city, nor would it maintain the beloved, unique and historic Children’s Library.
Another option is to continue and enhance the current six library branch configuration. This
requires significant and ongoing new resources to build and sustain redundant services across
a small city. The six branch structure is vulnerable in times of financial constraints and
results, in the long run, toa gradual eroding of quality library service. This is the situation the
current service level has been trying to sustain through many years of decreasing or fiat
budgets and rising use. It would be extremely difficult to achieve the Master Plan vision in
a six branch system since it is unlikely that sufficient resources would be available. The cost
to remodel and expand six facilities, adequately staffthem, and develop improved collections
would be extremely high.
An original model is to build upon the strengths of the current system, Children’s, Main and
Mitchell Park and concentrate resources and services only at the three locations where 86%
of current use occurs. This option reaches both the north and south areas of the city from
somewhat centralized locations and retains and improves, the Children’s Library. It will
require improved buildings, amenities, collections and services, more staffing and significant
funding.
17
This plan builds upon the last model and the development Of public library resource centers.
The Plan
Implement an integrated system of public library resource centers through operation of three
expanded and enhanced libraries, Children’s, Main and Mitchell Park. Phase out the branch
library system, and the closing College Terrace, Downtown and Terman Park branches.
This plan provides the opportunity to transform the Palo Alto system into a robust and modem
public library. Three enlarged and renovated facilities will house more comprehensive collections
¯ with less duplication, contain the infrastructure to support new and~burgeoning technology, have
increased access to a full-range of library services and accommodate space requirements to
enable the three facilities to become true "community gathering places." Concentrated and
augmented staffwill allow for an increased level of customer service, operational efficiencies and
hours. Administrative time will be reduced and internal communications improved. And, most
importantly, economies of scale and a new funding plan will enable a stable and continuing level
of improved library service.
Summary_ of public library_ resources center system
The following outlines the features of the new plan when implemented,
Features
What continues and may be enhanced
Unique library building for children
Reference assistance
Library services for all ages, and special programs for young and school-age children
in both north and south areas
Collections in all formats
Computer catalog and remote access to it
Homebound service
Equipment and support for information needs of persons with disabilities
Intemet access (remotely and at libraries)
Seven day a week service
Self service circulation features (reneWals, reserves)
General information brochures/flyers
Volunteer program
Palo Alto historical collection
Friends of the Palo Alto Library activities, including specially designed
retail spaces
Distribution of community information
18
What is new
Three full service facilities, Children’s, Main and Mitchell Park.
Space for tutoring, meetings, small groups, special programs at all libraries
Longer hours
Programs and services for teens
On-going public and staff training
Quiet study areas and places for talking
Programs and services for adults, neighborhood groups and non-profit community
.Teleconferencing capability
Coffee shop service
Collaboration to enhance the Family Resource Center program
New collections, including materials in additional non-English languages
Easy physical and electronic access to collections from PAUSD and
California libraries
Outreach to support community information needs
Better promotion of and publicity about services
Development of private funding sources (e.g. through a Library Foundation)
Refurbished interiors ~
Appropriate staffing capabilities
Updated and flexible electrical systems
Improved outdoor spaces and landscaping
Continual assessment of needs, evaluation of accomplishments and
revision of goals and priorities
Facilities
In Attachment 10 are preliminary outlines of Children’s, Main and Mitchell Park libraries
building plans which provide a sense of the needs and improvements projected.
Building Blocks to implement Master Plan
The Master Plan will not appear full blown and quickly. Progress will be incremental and
incorporate the following key elements. Each element will be on its own timeframe and will have
relationships with other elements.
1. Description of service level changes.
This component is a planning tool to describe and prioritize service area improvements so that
staffing, building and funding requirements can be coordinated with their implementation.
Examples will be specifics about services for teens, hours at each facility, training classes,
collection maintenance and enhancements.
19
2. Building programs
The infrastructure needs of each facility must be described and analyzed by architectural and
building professionals to assess feasibility, design options and costs. Facilities will be prioritized
for building and when funding is available, architectural work will be completed and
construction will begin. Very preliminary estimates, derived without comprehensive cost and
architectural analysis, project building expenses to renovate and expand the three buildings to
increase square footage by 40% as between $24,000,000 and $40,000,000 depending on the
complexity of the eventual building program.
3. Technology assessment
Services and buildingneeds will have a relationship to the technology requirements which will
change over time. The Library’s first technology plan is almost completely implemented and a
new plan is underway. Such plans will be revised periodically and integrated into other elements.
4. Financial strategies
The vision for future library service in Palo Alto is exciting and challenging. It cannot be
implemented without expense projections and identified additional funding for both capital .and
operational expense. Forward movement will only occur as funding resources, including the
development of private monies, are available to build and sustain the plan.
5. Library organizational structure
Implementation of the new master plan requires a complete overhaul of the Library
organizational structure, one which matches staffing expertise with needs and which can respond
quickly to changing environments. Specific needs include staffwhich can successfully plan and
implement technology, handle facility and infrastructure developments, develop support systems
to operate and sustain three full service facilities, expand and improve collections and collection
maintenance activities, provide community outreach, respond to private funding opportunities,
incorporate public input, and plan, evaluate and implement priorities.
6. Maintaining the course
To achieve the 2010 vision, it is important to develop systems to identify periodic benchmarks,
evaluate strategies to achieve them and measure success. This will be an on-going, annual
process.
7. Phasing out College Terrace, Downtown and Terman Park libraries
Because the three heaviest used libraries are overcrowded and used to capacity, the libraries
proposed for closing are needed to accommodate collections and patronage. Also, when
buildings are under construction, it will be necessary to transfer some services and staff to other
facilities to continue library service. The timing of these considerations will have to be
determined before any libraries close.
20
Plan,,,Implications
Proposal for Joint Terman Park/Gunn High Library
There has been community discussion about the possibility of a joint public/school facility at the
Gunn High School site. This Master Plan envisions public library services for all a’ges being
provided only through three enhanced facilities, Main, Mitchell Park and Children’s libraries, and
precludes City involvement in a traditional type of library service at Gunn. However, the plan
envisions increased collaborations to enhance library service in the. community across
organizational boundaries. The City and PAUSD may take the opportunity to develop a project
at Gunn which demonstrates an innovative, technologically enabled information service or
capability available for the community and students alike. Collaboration on model projects can
show how combined City~AUSD resources are cost-effective.
Relationships with other libraries
This plan assumes continual participation by the Palo Alto City Library in the county-wide
consortium, the Silicon Valley Library System, SVLS, (aka South Bay Cooperative Library
System), a Joint Powers Authority. The SVLS supports an Internet accessible regional catalog
to the holdings of the public librafi.es in Santa Clara county. In addition, .the Library will
participate in broader regional (Bay Area public, academic and school, e.g. PAUSD) and
statewide library collaboration, currently in various stages of development, with enabling
protocols for access to proprietary collections, reciprocal borrowing and delivery practices, and
inter-library electronic infrastructure to support the sharing of resources between Palo Alto City
libraries and homes, offices and schools.
Proposal for Mitchell Park Community Center/Library site
During the past year, Community Services Department staffhas studied possible alternatives to
the delivery of community services in south Palo Alto. Presently, both the Cubberley
Community Center and the Mitchell Park Community Center (MPCC), merely blocks away from
each other, support recreation programs and activities for the same population.
Combining the operations of MPCC with the Cubberley Center would centralize operations into
one facility in approximately the same geographical area.
Such a move would free up the MPCC to be linked to the adjacent library providing additional
space for library services, community space uses and potential use by/for the Family Resource
Center programs. (Further detail in Attachment 10, under Mitchell Park Branch.)
21
Chapter five
Master Plan Milestones
A guide to the year 2010 should not be a rigid one. Somewhat like a sail boat working toward
a destination that tacks and adjusts, this plan will change as conditions and experience dictate
through the development and use of three year goals and annual objectives. The Mission and
Vision described in Chapter Three tell us the why and what of this plan. This section describes,
in some detail, the first set of three year goals to progressively move the library system toward
achievement of the Vision. It also outlines the six phases which follow to reach the Vision by
2010.
To complete each phase; specific annual objectives will be developed. The objectives will be
evaluated and new ones written. Every three years, new goals will be developed, with the
expectation to achieve the master plan vision by 2010.
Phase 1
The first phase is spelled out in detail to demonstrate the strategic outline in three year
increments. (Subsequent phases, are described only in outline form later in the chapter).
Phase 1--Building theBase
Titnefratne-1998/2001
GOAL 1
¯ Develop and begin to implement a plan to refurnish, renovate and expand the
Children’s, Main and Mitchell Park facilities. Develop a preliminary schedule to
phase out College Terrace, Downtown and Terman Park libraries.
DESIRED OUTCOME
The community will be served by library buildings that can accommodate future needs into the
21st century. Building design options costs will be developed, reviewed, and prioritized for
construction so that financial planning can begin. With this data available, planning Can proceed
to phase out services at smaller facilities.
RATIONALE
Existing libraries are inadequate in design and square footage to meet the community’s current
and future service needs. Until this is remedied, much of the vision for 2010 cannot be attained.
Focus group participants highlighted this need and prioritized expansions of Children’s and Main
libraries. The first step is to document all facility requirements (i.e. a building plan) which an
architectural consultant will use to project square footage, design considerations and elements,
and cost estimates.
22
GOAL 2
¯ Develop a plan which defines Palo Alto libraries as community gathering places that
offer new and diverse opportunities, services and programs.
DESIRED OUTCOME
With a plan in hand, the role of the libraries as physical locations where community members
come ~ogether to work independently or in groups to be educated, enriched, enlightened or
entertained will be enhanced. The Plan will focus on providing programs for children and teens.
The Library will collaborate and partner with community groups in offering activities and make
its facilities available to those who need meeting spaces. This "Community Gathering Places"
plan will be used to develop the building capital plan. An approved plan will then be available
for incremental implementation as resources become available.
RATIONALE
Nearly every focus group who envisioned a future for the libraries mentioned the concept of
"gathering place." There are not enough public meeting places in our very active community.
There is overwhelming support for continuing a focus on children’s programming and for
beginning new services targeted for teens. Planning must occur now -- and can be implemented
in stages -- to ensure that new building designs and spaces incorporate this concept.
GOAL 3
¯ Determine funding (on-going and capital) requirements to implement Master Plan
and develop financing options.
DESIRED OUTCOME
The City’s financial strategy to improve library facilities and provide the range of library services
desired by the year 2010 will be outlined and ready for implementation.
RATIONALE
Substantial financial resourcesincluding and beyond the City Library’s current operating budget
will be required to implement the mission and goals of the strategic plan. Community members
who participated in the focus groups overwhelmingly supported seeking additional funding from -
a variety of sources. Study is needed to flesh out program and facility cost data and identify and
evaluate funding alternatives.
GOAL 4
°Improve technological capabilities within existing library buildings.
DESIRED OUTCOME
All libraries will provide some level of information technology to the community. Even though
major renovations to library buildings are years away, service enhancements will be made. The
online catalog will be improved to provide an easier "windows" based approach instead of the
23
current "command driven" access. All libraries will have the network configurations and
equipment to connect to local and remote electronic information resources. Efforts will be made
to begin a limited staff and public training program in the use of equipment and electronic
information resources. In addition, planning to meet technological needs of the next three years
will be completed. ’
RATIONALE
New technologies are changing the way that libraries deliver their service. Much of the
information that people need is available in electronic formats or through electronic search tools.
It is the Library’s role to provide equal access to needed resources for its patrons and to assist
people in their search for information. This cannot occur without constant improvement in the
ease of access to and use of electronic resources and through adequate training of the public at
a variety of levels of sophistication.
GOAL 5
¯ Develop and begin incremental implementation of new staffing resources plan
DESIRED OUTCOME
The Library organizational chart will reflect the reporting relationships and job responsibilities
appropriate to support continuing, augmented and new library services and facility infrastructure
requirements consistent with financial resources. Staff will participate in on-going training
programs to maintain and improve performance and their ability to respond to changing needs.
RATIONALE
Staffing levels and job classifications are inadequate to support the existing workload and
technology demands. In addition, continuing education needs of the staff must be addressed.
Staffing requirements will change over time as facility and service changes occur during
different phases of the Master Plan, and support of the plan elements will require resources. A
staff transition scheme must be developed to provide on-going library service and improvements
over time.
GOAL 6
¯Begin imProvement of the book and non-book collections
DESIRED OUTCOME
The Library will offer collections that meet the needs and desires of the community within space
and funding available. In the short run, outdated, duplicate, and worn out items will be removed
from the collection and replaced with current materials and in subject areas where coverage is
now weak and demand is high.
24
RATIONALE
The collection of the Library is the foundation of the services it provides. However, until more
space is available through enlarged shelving capacity andreduction in number of facilities (i.e.
resulting in less duplication of basic materials), the major efforts for collection improvement will
-occur through steadfast attention to maintaining currency, discarding dated materials, and
increasing the purchase of non-books where space is available. In the meantime, it will be
important to begin study of specific community collection needs for future development (e.g.
non-English language materials).
Non-books (book on tape, CD’s, CD-ROM’s, videos, etc.) are very popular, and often the most
relevant way tO convey some information. Funding is insufficient to offer all these formats at all
libraries. The Library strives to add new formats as they become popular and requested by the
community, but this is usually accomplished only by reducing purchases in other areas.
Once purchased, collections must be maintained by repa’n-ing damaged items in a timely way and
ensuring that outdated titles are removed from the collection.
GOAL 7
¯Improve the visibility of the Palo Alto City Library, its services and programs
DESIRED OUTCOME
The Library will increase in importance to the community as a resource serving educational,
informational, cultural, and recreational needs. The Library will develop stronger alliances with
other community agenci.es and organizations in pursuit of the same goals. The community will
take full advantage of the special services, such as 24-hour access to the catalog, scheduling class
visits, service for homebound, utilizing efficient search techniques of the catalog, etc.
RATIONALE
The Library now strives to market its services, but, as was learned through the Focus Groups,
many people are unaware of the full range of its resources. People will only receive benefit from
library services to the extent they are aware of and use them.
GOAL 8
¯Develop a system
implementation.
to prepare, monitor, evaluate and report on Master Plan
DESIRED OUTCOME
To develop and institutionalize a system to track, adjust and support movement toward the Vision
established for achievement in 2010.
- 25
RATIONALE
If systems are not committed to regularly assess and redirect efforts toward the Vision 2010, it
is unlikely that it will or can be achieved.
Other Phases
The remainder of this section summarizes Phase 2 through Phase 6 expecied activities. As each
phase is begun, goals, outcomes and rationale statements will be developed.
Phase 2 - Preliminary Implementation
Timeframe - 2000-2002
1. Begin implementation of first priority service elements of Library Master Plan.
Begin preliminary architectural design for first priority library building and develop
services/staff relocation plan for use during construction.
3. Finalize, get approval of, and begin implementation of financing plan.
4.Begin implementation of Automation Plan II.
Complete architectural design for first library and relocation of services and staff in
construction phase.
Revise three-year goals and develop, monitor, evaluate and report on armual Strategic Plan
objectives.
Phase 3-Implementation
Titnefratne -- 2002-2004
1. Implement Library Master Plan service elements as facilities and resources allow.
o
Support finance plan objectives.
Complete construction of first library.
Begin phasing out of branch libraries with closures keyed to expansions.
Begin preliminary" architectural design for second priority library building and develop
services/staff relocation plan.
Evaluate and revise funding requirements and revenue projections.
-- 26
Continue implementation of Automation Plan II.
Develop, monitor, evaluate and report on three-year goals and annual Strategic Plan
objectives.
Phase 4--Implementation
Timeframe - 2004-2006
1. Implement Library Master Plan service elements as facilities and resources allow.
Support finance plan objectives.
Complete architectural design for second priority building, relocate services and staff and
begin construction.
4.Revise Automation Plan II.
Evaluate and revise funding requirements and revenue projections.
Develop, monitor, evaluate and report on three-year goals and annual Strategic Plan
objectives.
Phase, 5-Implementation
Timeframe - 2006-2008 "
1.Continue implementation of Library
resources allow.
Master Plan service elements as facilities and
Support finance plan objectives.
Complete construction of second library.
Continue phasing out of branch libraries with closures keyed to expansion.
Begin preliminary architectural design for third priority library building and develop
services/staff relocation plan.
Begin implementation of new Automation Plan III.
Evaluate and revise funding requirements and reventie projections.
Develop, monitor, evaluate and report on annual Strategic Plan objectives.
27
Phase 6-Completion
Timeframe - 2008-2010
1. Implement all service elements of Library Master Plan as facilities and resources allow.
Complete architectural design and construction of third priority library building.
Relocate services and staff of third priority library during construction.
Complete phasing out of branch libraries.
5.Continue to implement Automation Plan III.
Develop, monitor, evaluate and report on three-year goals and annual Strategic Plan
objectives.
7.Develop new Library Master Plan.
28
[] Chapter six
Roles to Implement the Plan
This Master Plan, which incorporates the achievement of the Library’s Mission through a Vision
of quality library facilities, services and staff provided through three public library resource
centers, will be years in the making. It will not replace the City’s annual budget process or.
operations and policy manuals. Collaboration, good thinking, choices will all be part of the
journey which will involve the community, the staff and the City Council.
Community
Formally and informally, continuing community input will be important for the development of
services, building programs, timing and funding alternatives as well as for annual and three year
goals and objectives. Community support fxom the Friends of the Palo Alto Library and others
for outside funding initiatives will be sought.
Staff Role
Library staff will be responsible for executing the plan, and periodically monitoring and
evaluating progress toward the three year goals and one year objectives. Staffwill work with the
community in developing each set of three year goals and seek input on directions and will report
at least annually to the City Council detailing accomplishment for the year and adjustments and
new objectives for the new year.
City Council
Every three years new goals and objectives will be presented to the Council for approval. As the
plan is implemented, all policy issues and funding authorizations will be presented for Council
approval.
The dream of this plan is a major and exciting undertaking for the people of Palo Alto. We will
know it is completed, on or about 2010, when Palo Alto’s libraries are state-of-the-art centers that
are attractive, comfortable and welcoming .gathering places with sufficient, highly trained staff
that provide excellent collections and convenient access to the knowledge and culture of the
world.
29
Attachment 1
LIBRARY FOCUS GROUP CATEGORIES
Arts Community
Business Community
Children (age 6-12 years)
Children’s Library Users
City of Palo Alto Staff
College Terrace.Library Neighborhood
Downtown Library Neighborhood
Friends of the Palo Alto Library
Main Library Users
Mitchell Park Library Neighborhood
MulticulturaI Community
Nonprofit & Community Organizations
Persons with Disabilities
Seniors
Teachers
Technology Savvy
Teens (ages 13 & up)
Terman Park Library Neighborhood
LIBRARY FOCUS GROUP PARTICIPANTS
John Abraham
Beverly Albright
Sylvia Alderman
Louis Allen
Jonathan Angel
Ann Atkin
Mary Baker
Becca Ballon
Anita Banning
Becky Bartindale
Helen Beardsworth
Elaine Beckett
Clara Berger
Alice Bethke
Pat Blumenthal
Tobias Bodine
Louis Bookbinder
Donna Bookbinder
Herb Borock
John Braun
Tim Broderick
Sharon Brostrom
Marcie Brown
Beth Bunnenberg
Phyllis Filbert Butler
Nora Cain
Femando Cardoso
Kathryn Carleton
Carol Chatfield
Ron Clemens
Barbara Cleveland
Marge Collins
Keith Cooley
Patricia Comali
Elizabeth Cowell
Linda Craighead
Doris Dahlgren
Cheryl Davis
Kelsey Dayharsh
Peter DeMeo
Bernard Denham
Dorothy Dewing
Cathy Dolton
Francis W. Dresch
Marilyn Dwight
Susana Early
Lia Economos
Evan Economos
April Eiler
Francoise Elliott
Gretchen Emmons
Bob Eustis
Suzanne Everts
Fred Eyerly
Priscilla Feigen
Duane Fickeisen
Sonia Figueiredo
Karen Findley
David Fisch
Bill E.G. Fleenor
Theresa Fo
Diana Forsythe
Ann Frankenstein
William Frye
Romola Georgia
Rosemarie Giamalis
Allen Ginsling
Venetia Gleason
Corrine Goldstick
Evelyn Goodrich
Marilyn Green
Paul Gullixson
Cong He
Matt Henneberg
Ilene Hertz
Marion Hill
Chelsea Hodge
Allison Hoyt
Marie Hu
Laddie Hughes
Jim Hunt
Stan Hutchings
Debbie Iehiriu
Beatrice Israel
Diane Jagler
Barbara L. Jackson
Emily Jennewein
Teri Johnson
Kathryn Johnston
Lenore Jones
Alexander Jozefov
Warren Kallenbach
Leon Kaplan
Bhavika Kaul
Maureen Kavanagh
Roberta Kehert
Peggy Kenny
Floyd Kessler
Flora Kiebert
Ellin Klor,
Ann Knopf
Don Kobrin
Virginia Kolence
Claudia Kruger
Sue Krumbein
Ruth Lacey
Betty Land
Judah Landes
Peter Lazarus
Doug Leadenham
Kay Lee
Alison Lee
Imsong Lee
Lee Lehrberg
Lucinda Breed Lenicheck
Jim Lewis
David Lia
Ric Louchard
Jeanne Low
Elizabeth Lowe
Nancy McDonald Lowe
Ruthe Lundy
Sue Luttner
Doris Maez
Pet’fine Mao
Elliot Margolies
Lyrm Marsh
Tom Mathieu
Nancy Mayo
Mary Ann McCall
Maija McDonald
Monica McHenney
Tom Merson
Harvey Miller
Lita Miller
Kristen Miscavage
John Mone
Jan Moore
Bob Moss
Sue Moyer
Aditi Mukhopadhyay
Jan Murphy
Sharon Murphy
Shirley Nakasora
Ysbrand Nusse
Howard Ocken
Ardis Oglesby
Lucile Oliphant
Jean Olmstead
Jack Owieki
Eugene O’Sullivan
Ana Marie Padilla
Joan Parker
Rebecca Parker
Paul Pease
Laurie Peck
Rupa Penumarthy
Frenchie Perry
Joan Phelan
Palmer Pinney
Mary Jean Place
Naomi Postrel
Rosalie Price
Dave Price
Stephanie Reader
Dr. Brian Reid
Susie Richardson
Lora Roberts
Aija Robertson
James Robertson
Betty Rogaway
Ronda Rosner
Elizabeth Ryder
Max Sacks
Jean Sanderson
Virginia Scardigli
Yolanda Schiller
Lynn Shade
Chris Shockman
Barbara Silberling
Marilyn Simbeck
Carol Simpson
James G. Smith
Tinker Spar
Frances Sportsman
Richard Sportsman
Ross Staley
Jane Staley
Diana Steeples
Cherie Stephens
Rosemary Stevens
Jennifer Sweeney
Barney Tanner
Helen Tao
Valerie Taylor
Jay Thorwaldson
Mary Beth Train
Winifred Trollman
Joan van Gelder
Bill Van Orsdol
Marion Van Orsdol
Penelope Van Tuyl
Kristi Vandivier
Carol Vartanian
Joe Villareal
Kelly Waggoner
Isabel Walker
Lily Wang
Haigeng Wang
Natalie Wells
JoAnne Wetzel
Elinor Wilner
Aaron Wong
Ellen Wyman
Tom Wyman
Kasia Zasoski
31
COMMUNITY FEEDBACK IN FOCUS GROUPS
Each person in the focus group was asked to answer the questions below. The facilitator went around
the room letting each person participate until there were no more ideas. Listed below are a few direct
quotations, exactly as recorded, followed by a summary of the recurring responses across all the
groups.
WHAT DO YOU LIKE ABOUT THE PALO ALTO CITY LIBRARIES?
"Letting very young children get library cards."
"Little mechanical voice when you renew by phone."
"The Library has responded to the new emigres, especially with the Russian
collection."
"Remarkable ability to respond to need over the years."
"Helps me convince my kids that people other than their parents are respectful of
books and education." --
"The Children’s Library--that it exists is extraordinary."
"You don’t have to be a wonderful artist or belong to a group to have your art put up
at the library."
"You can tap into libraries all across the state."
"The Palo Alto library is a good advertisement for the City and says something about
the people who live here."
"Homeless using the library--it is an island of safety and respite for them."
The collections
Range of information, materiaFsubjects covered
Books on tape, large print books
The various media: CD’s, videos, sound recordings
Reference materials
City and School district packets, videos
Good/current books
Purchasing policies
Business, art, art prints, cookbooks, fiction, mysteries, etc.
Juvenile materials, picture books, board books, Grandparent kits.
Palo Alto history collection
Technology
24-hour access to catalog from home/office
Computer catalog
Internet Access
CD ROMs
Computer access to magazine articles & newspaper indexing
32
The buildings
That there are so many
Children’s Library and the Secret Garden and the horse and the tiles around
the fireplace
The architecture, the personality of each building
Bathroom and phone access
Grounds, patios, public spaces
Quiet places
Attachment 2
Circulation policies/practices
Fair rules, minimal bureaucracy
Renewals and ways to renew (over phone, in person, etc.)
Return policies/delivery system
Loan periods
Hold service
Self service capabilities
Staff
Patient, fantastic, helpful, friendly.
Skilled, customer-oriented, efficient
Reference help
Quality staff
Staff at X library are especially good! (Frequent type of comment)
Programs and services
Children’s story times and special programs
Reference librarians, help using library/tools
Homebound service
Copy machines, tax forms
Night, weekend hours
Exhibitions, bulletin boards, displays, information packets
Inter-library Loan
Reciprocate with other libraries
Courtesy phones to call other branches
WHAT DON’T YOU LIKE ABOUT THE PALO ALTO LIBRARIES?
"We are resting on our laurels--not looking for new and innovative things to do
with libraries."
"No place to be loud if you’re working on a group project or something."
"Long queues for checking out books."
33
Attachment 2
"Computer catalog is not accepted by elderly."
"Lack of library services or facilities to attract teens."
"Trying to be too many things to too many people."
"Terman doesn’t meet the standards of the other libraries."
"Computers don’t give you enough information; don’t understand what
it’s telling me."
"Parking at Main Library forces you to walk through the ivy where there are rats."
"No place where people can watch things together and interact."
Collections
Much out-dated material
Lack of depth in collections (overall)
Limited selection in branch collections
Slow acquiring new materials
Lack of non-English materials _
Not enough books, large print books, videos (especially classics), non-print items,
magazines, copies, etc.
Need more in business, sculpture, current topics kids need to know about, medical
topics, Irish history, Chinese history, classical music, and many other topics
Shelving aisles and shelving crowded
Practice of discarding a book for each book added.
Buildings
Main and Children’s are too small
Lighting is bad
Lack of air-conditioning (except at Downtown branch)
No areas for meetings, small groups, talkers
Furnishings dated; buildings old-looking
Lack of sufficient parking, comfortable chairs, variety of study spaces
Things aren’t clearly marked.
Hours
, Inconsistent hours from library to library
Branch hours inconvenient for working people
Don’t like hours at X branch because... (frequent comment)
Staff
Too busy for personal attention
Not enough at critical times
Don’t enforce quiet.
Need to help find resources at other libraries
Attachment 2
Programs and services
Photocopying is too expensive
More collaboration with school district
Not enough handouts about how to use computers, services provided, what’s available
_at other libraries, how all the services fit together, etc.
Lack of library tours, computer training, etc.
People unaware of services available (e.g. dial=up access to catalog from home/office;
homebound program, how to find/get items from other libraries)
Phone system
Technology
Insufficient Internet/Web access
Computer catalog hard to use, not intuitive, user-friendly, or window-based.
Don’t like computer catalog
Catalog needs more cross-references
Aging software
Miscellaneous
Concerns expressed about homeless people, smelly people and people sleeping in
libraries.
No Library Commission or Library Foundation
Budget is small
35
Attachment 3
GENERAL COMPARISON STATISTICS - CALIFORNIA LIBRARIES
1996/97
The libraries in this chart have been selected for their similarity to Palo Alto in demographics and library
use patterns, with emphasis-in northern California on neighboring cities. Beverly Hills was chosen as the
only public library in California which consistently exceeds Palo Alto in circulation per capita
measurement.
Palo Alto
Mountain View
Redwood City
Santa Clara
Sunnyvale
Beverly Hills
Carlsbad
Cerritos
Newport Beach
AVERAGE
Population
59,900
73,000
73,200
100,000
129,300
33,700
70,100
56,200
70,000
73,933
# Outlets
6
12
3
22
12,6
1
27
1
4
2
(All Bldgs)
57,5831
60,000
57,200
51,9565
65,350
91,000
33,4008
41,0009
70,795
58,698
Library
Visits
838,008
349,3803
669,521
650,311
667,175
697,110
780,000
¯ 844,716
899,800
710,669
Circ
1,024,140
599,2393
796,247
1,245;163
1,384,223
869,855
1,081,210
701,232
1,427,772
1,014,342
Staff
FTE
54.50
52.104
62.30
54.88
68.92
78.65
.62.37
38.50
63.71
59.55
Usage patterns, as measured by number of library visits and circulation, at Palo Alto Libraries
are some of the highest in the state and above the average.
Staffing levels at Palo Alto libraries are below the average when compared to comparable cities
with similar usage patterns, and only Palo Alto operates six facilities.
Palo Alto is the only library with a one-month loan period which reduces its already high annual
circulation. This was implemented to decrease workload (!ess handling/shelving/circulation).
1
2
3
4
5
7
8
9
Some of this space is dedicated to non-library purposes at Mitchell Park & Downtown.
Also has a bookmobile.
Figures reflect one-time decreases in 96/97 because of operation from a small temporary facility while new building under
construction.
97/98 staff level.
Planning underway for addition to Central Library and a new branch proposed t’o add 53,150 sq. ft. for total of 105,106 sq.
ft.
Sunnyvale Public Library also provides a separate, specialized patent and trademark service, the Sunnyvale Center for
Innovation, Invention, and Ideas (SCI3).
Carlsbad also operates a small station for Hispanic Outreach.
New central library under construction, opening in 1999, will increase total to 90,000 sq. ft.
Planned expansion open in 2000 will add approximately 13,000 sq. ft. for total of 54,000 sq. ft.
36
Attachment 4
STAFFING LEVELS/WORKLOAD COMPARISON
1996/97
The libraries in this chart have been selected for their similarity to Palo Alto in demographics and
library use patterns, with emphasis in northern California on neighboring cities. Beverly Hills was
chosen as the only public library in California which consistently exceeds Palo Alto in circulation
per capita measurement.
Palo Alto
Mountain View
Redwood City
Santa Clara
Sunnyvale
Beverly Hills
Carlsbad
Cerritos
Newport Beach
AVERAGE
# Outlets
6
3
2~
11,2
1
23
1
4
2
Annual Hrs
of Service
13,910’
4,019
8,216
6,603
5,992
3,262
7,852
3,327
11,036
7,135
Staff FTE
54.50
52.104
62.30
54.88
68.92
78.65
62.37
38.50
63.71
59.55
Hoilgs Opell
/ FTE
255
77
132
120
87
41
126
86
173
122
Visitors
/FTE
15,376
6,706
10,747
11,850
9,680
8,863
12,506
21,941
14,123
12,421
Visits
838,008
349,3805
669,521
650,311
667,175
697,110
780,000
844,716
899,800
710,669
¯ Staffing levels at Palo Alto libraries are below average especially when compared to:
1. The number of separate facilities operated (Pa!o Alto has the most and three times
the average).
2. The number of hours of service (Palo Alto provides the most and the highest per
staff member).
3.The number of visits (only two libraries, Newport Beach and Cerritos, have more
visitors than Palo Alto).
¯Palo Alto has fewer staff to handle higher volume of traffic and more hours of service
than virtually all other libraries in comparison chart.
Also operates a bookmobile.
Sunnyvale Public Library also provides a separate, specialized patent and trademark service, the
Sunnyvale Center for Innovation, Invention and Ideas (SCI3).
Carlsbad also operates a small Hispanic outreach station.
97/98 staff level.
Annual visit calculation experienced one-time decrease in 96/97 because of operation from a small
temporary facility while new building under construction.
37
Attachment
BUDGET COMPARED TO COLLECTION SIZE AND USE
1996/97
The libraries in this chart have been selected for their similarityto Palo Alto in demographics and
library use patterns, with emphasis in northern California on neighboring cities. Beverly Hills was
chosen as the only public library in California which consistently exceeds Palo Alto in circulation
per, capita measurement.
Palo Alto
Mountain View
Redwood City
Santa Clara
Sunnyvale
Beverly Hills
Carlsbad
Cerritos
Newport Beach
Average
Population
59,90O
73,000
73,200
100,000
129,300
33,700
70,100
56,200
70,000
73,933
# Outlets
62
14
3
24
14,6
1
27
1
4
2
Materials
Budget
$386,4223
370,736
395,407
503,565
553,726
1,146,670
478,005
408,798
668,876
545,801
Coll Size
(Items)1
270,025
251,316
209,353
275,900
354,538
261,219
259,725
155,193
330,556
263,092
Coll Size
(Titles)I
158,662
189,477
NA
177,000
214,833
NA
214,246
111,746
180,032
177,999
Circ
1,024,140
599,2395
796,247
1,245,163
1,384,223
869,855
1,081,210
701,232
1,427,772
1,014,342
Circ per
capita
17.5
8.25
10.9
12.5
10.7
25.8
15.4
12.5
20.4
14.9
¯Although Palo Alto Library collection is above average in total size, it is 11% below the
average in the depth of its collection as measured by number of individual titles. This is due to
the redundancy in titles required to operate six outlets.
¯Although Palo Alto boasts a high level of circulation, its materials funding, is 29% below the
average, and must be stretched to operate six facilities.
Includes cataloged collections of books, art prints, audio materials, videos, CDROMs, etc.
Some of this space is dedicated to non-library purposes at Mitchell Park and Downtown.
In addition, the Friends of the Palo Alto Library contributed $31,810 for library collections.
Also has a bookmobile.
Circulation experienced one-time decrease in 96/97 because services operating out of temporary facility while new
building under construction.
Sunnyvale Public Library also provides a separate, specialized patent and trademark service at the Sunnyvale Center
for Innovation, Invention and Ideas (SCI3).
Carlsbad also operates a small station for Hispanic outreach.
38
Attachment 6
College Terrace Neighborhood, Census Tract
5115
Items Circulated by Library Used
6,271
511
10,064
[]Children’s
1~College Terrace
¯Downtown
[]Main
ElMitchell Park
¯Terman Park
16,275
2,022
25,660
39
Attachment 7
Downtown Neighborhood, Census Tract 5113
Items Circulated by Library Used
25,502
4,946 252
15,486
1,108
15,947
[]Children’s
[]College Terrace
[]Downtown
[]Main
[]Mitchell Park
¯Terman Park
4O
Attachment 8
Terman Park Neighborhood, Census Tract 5106
Items Circulated by Library Used
9,104
4,336
[]Children’s
[]College Terrace
[]Downtown
[]Main
[]Mitchell Park
¯Terman Park
3,752
1,562
30,628
15,257
41
Attachment 9
Prine|ple Resources in Development of L|brar~ Plan
Binder, David, David Binder Research, Opinions of California’s Public Libraries: Results and Analysis of
-a Survey of California Voters, California Library Association, 1994.
Buildings, Books .andBytes: Libraries and Communities in the Digital Age, Benton Foundation, 1996.
CLA Task Force on the Future of the Library Profession in California, Future directions for the library_
profession and its education, California Library ,Association, 1996.
California Library Statistics 1996, Library Development Services Bureau, California State Library, 1996.
Community Services Strategic Plan 1994-2002, City of Palo Alto, Department of Community Services.
(Updated annually since 1994)
Estabrook, Leigh S., "Polarized perceptions" (about Benton Foundation report), Library_ Journal, February
1, 1997, 46-48. --
Facilities Assessment Report. City of Palo Alto, Community Services Department, 1997.
Hall, Richard B., California Library Referenda Campaigns, California State Library, 1996.
Holt, Glen F., "On becoming essential: an agenda for quality in twenty-first century public libraries, Lib_j.hL_r_r_r_r_r~
Trends, Winter, 1996, 545-570.
Institute for the Future, Entering the 21st Century_: Califomia’s Public Libraries Face the Future,
California State Library, 1996.
.A Library_ for the 2 lst.Century_: Oakland Public Library_. Strategic Plan, 1995-2010, Oakland Public Library,
1995.
Organizational Review, various reports on City General Fund departments prepared by Hughes, Heiss &
Associates, 1993.
Palo Alto Library_ Branch Study,,,, Report: College Terrace, Downtown, Mitchell Park, Terman Park,
1990/1992, Palo Alto City Library, 1992, rev. 1993.
Rodger, Eleanor Jo, Repositioning for the Future: Baltimore County Public Library, Long Range
.Plan IV, 1994-1999, Baltimore County Library, 1994.
Seattle Public Library_: Ten-Year.Technology Plan, Draft, revised 6/11/96.
StatiStical Report ’96:.. Public Library_ Data Service, American Library Association, 1996.
Also, notes transcribed from twenty-three community focus groups held, July-November, 1996.
42
Attachment 10
OUTLINE OF BUILDING PLAN STRATEGIES
Each facility has different building needs and opportunities to exploit as facilities are
renovated. Preliminary estimates increase overall library square footage from 57,583 sq. ft.
to 82,600 sq. ft.
Children’s Library
A gi~ to the City from Lucie Stern, the building opened in 1940. Designed by Birge Clark, it has not had a major renovation
or remodeling.
Current facility use: 155,529 visits annually, 442per day average, 64per open hour.
Facility expanded and remodeled maintaining exterior in compliance with historic building
preservation guidelines;
Retention of child-sized appeal with specially-sized furniture and book stacks, storybook/tale
themes and 1940’s look and feel throughout;
Size increased by 2,600 sq. ft., or 56%, providing:
complete redesign of space utilization;
dedicated indoor space for children’s story hours and special programs;
shelving space to accommodate collection demands;
efficient and sufficient space for circulation activities in public areas, including
storage for recently returned materials;
sufficient seating and quiet study capacity, separated from program areas, including
addition of small study room/s;
space to accommodate more computers and related equipment;
improved staff work areas; and,
storage for literature-based story hour props and display materials;
Secret Garden re-furbished, along with sprinkler systems, adjacent brick walls and gates,
and all landscaping surrounding building exterior.
Building infrastructure improvements:
updated electrical systems with high capacity and flexible management systems to
support increasing electronic equipment through building;
air-conditioning added;
heating system and plumbing replaced;
lighting replaced, upgraded and added, inside and out;
unique hand-thrown tile roof replaced (for first time) reusing existing tiles;
seismic retrofiring throughout building, including the fireplace;
repair and cleaning of historic and unique fireplace tiles;
gas fireplace insert installed to eliminate need for wood and cleaning of ashes;
_43
building insulation;
replacement/addition of drinking fountains;
improved kitchen facilities to support children’s festivities; and,
improved access to Secret Garden to improve safety of passage.
Attachment 10
Furnishings -and equipment added including:
computers, printers, multi-task workstations, individual computer video-conferencing
systems, etc.;
new drapes and blinds;
couches, study carrels, chairs, tables, etc.;
improved circulation desk configuration;
audio-visual systems for use at group programs;
improved display areas and systems;
listening and/or view stations; and,
quality signage system.
Main Library
Funded by a bond issue approved by voters in 1956, the building was opened in 1958. Designed by architect Edward Durrell
Stone, the library was renovated in two phases from 1982-1984.
Current facility use: 284, 789 visits annually, 812 average per day, 86perhour.
Facility remodeled and expanded on current site, extending into City property (organic
garden).
Size of building increased by 30,000 sq. ft., more than doubling current building, providing:
redesign of total building space utilization;
additional areas to house variety of collection formats;
rooms for public meetings, programming, public and staff training, small group projects,
tutoring, and for larger gatherings;
space for more computer workstations, printers, and related equipment;
redesign of reference delivery space to adapt service to changing information
environment; ~
dedicated space to accommodate growing Palo Alto historical collections;
retail site for Friends Of the Library book sale;
adequate parking (in addition to square footage of building);
ability to provide care services;
operational storage spaces;
provision for quiet reading and study areas; and,
separate space for ancillary activities, (e.g. photocopying, recycling, etc.).
Building infrastructure improvements:
Attachment I0
updated electrical systems with high capacity;
flexible cable and other electronic management systems to support increasing electronic
equipment throughout building (for laptop use, video conferencing, computer work
stations, etc.)
air-conditioning;
heating system replaced/upgraded;
lighting improved throughout building;
gas fireplace insert installed;
seismic bracing of basement stacks;
installation of compact shelving in selected areas;
redesign of roof drainage system to eliminate seepage during heavy rains;
replacement of aging, non-functional hardware on interior doors/windows;
redesigned and furnished patio areas; and,
modem systems for building security.
Fumishings and equipment added or refurbished including:
variety of chairs, tables, couches, chairs, study carrels, meeting room tools, etc.;
computers, printers, multi-task workstations, individual computer video-conferencing
systems, and other electronic equipment;
audio-visual systems for use at group programs;
improved display areas;
listening and/or viewing stations;
shelving and other display and storage units; and,
quality signage system.
Mitchell Park Library
Funded by a bond measure approved by voters in 1956, the building opened in 1958. Also designed by architect Edward Durrell
Stone, the library was renovated and expanded in I974-75 with federal Revenues Sharing funds.
Current facility use: 211,192 visits annually, 597 average per day, 75per hour.
Facility remodeled and expanded, linking it to the adjacent Mitchell Park Community Center
building to provide additional space for library services; provide space for community
meeting purposes and the potential support for the Family Resource Center programs.
A brief summary of the rationale for this proposal appears on page 21 of the report. If
implemented, it would meet some identified community needs, which include:
Providing a potential site for the Family Resource Center (FRC) approved by the City
Council. This location is adjacent to both a park and a library, serves several elementary
schools and a middle school, and is on a public transportation route. In addition, there are
many child care centers, family child care homes, and community organizations
45
Attachment 10
located within a block. These groups currently frequent the Mitchell Park Library.
Providing additional space for library Ol~erations. Library use at the Mitchell Park branch
is high and continues to increase with about 30 percent of all library use taking place at
this relatively small facility. By combining these two facilities through a remodeling
program, space would be available for enlarged collections, technology and services.
Providing space for community meetings. One of the pressing needs of residents, is
suitable space to hold meetings, workshops, tutoring sessions, etc. By expanding services
from the Mitchell Park Library, probably joining the buildings, space would become
available for enhanced library services, as well as space for community gatherings.
Providing a recreation presence by continuing the operation of the children’s gym
program. Currently, this very successful program occupies the basement area of the
MPCC. Its continued presence will add to the vitality of the complex, and be an attraction
for parents and children to the FRC and library.
By mixing all of these compatible elements, the Mitchell Center complex could truly be a
unique, multi-use community facility, providing residents with a one-stop location for
education, information, recreation, and family and children’s services. This thinking has
been built into the preliminary building plans for Mitchel! Park Library. ¯
Size of building increased by 9,300 sq. ft., or by 45%, providing:
total redesign of building space utilization;
shelving space to accommodate collection requirements;
dedicated space for programs;
efficient and sufficient spaces for circulation activities in public areas,
including storage for recently returned materials;
sufficient seating and study capacity;
quiet reading/study area, separated from program areas;
rooms for public meetings, programs, small group projects, tutoring;
space for more computer workstations, printers and related equipment;
redesigned reference service delivery to adapt to changing information environrnent;
storage for literature-based story hour props and other operational storage;
sufficient and appropriate space for and accessibility tO special equipment for users
with disabilities; and,
separate area for ancillary activities (e.g. photocopying, recycling, etc.);
potential for Friends of the Palo Alto Library retail space.
Building infrastructure improvements:
updated electrical systems with high capacity;
flexible cable and other electronic management systems to support increasing
46
electronic equipment throughout the building (for laptop use, computer
,work stations, etc.);
air-conditioning;
redesign ofbuildifig landscaping;
modern systems for building security; and,
lighting improved throughout building.
Attachment 10
Furnishing and equipment added or refurbished, including:
variety of chairs, tables, couches, study carrels, meeting room tools, etc. designed
and sized for all ages and special needs;
computers, printers, individual computer video-confereneing systems, and other
electronic equipment;
audio-visual systems for use at group programs;
improved display areas;
listening and!or viewing stations; and,
shelving and other display and storage units.
47