HomeMy WebLinkAboutStaff Report 235-06TO:HONORABLE CITY COUNCIL
4
FROM:
DATE:
SUBJECT:
CITY MANAGER DEPARTMENT: LIBRARY
MAY 15, 2006 CMR: 235:06
TRANSMITTAL OF LIBRARY ADVISORY COMMISSION INTERIM
REPORT TO COUNCIL OF FINDINGS AND DRAFT
RECOMMENDATIONS FOR LIBRARY SERVICE MODEL ANALYSIS
AND RECOMMENDATIONS (LSMAR)
RECOMMENDATION
The Library Advisory Commission (LAC) and staff recommend the Council review the attached
draft report: Library Service Model Analysis and Recommendations, and provide feedback to the
LAC prior to its presentation of the final report on June 26.
BACKGROUND
In December 2004 the Palo Alto City Council directed the Library Advisory Commission to
"recommend a strategy for creating a full-service library at the existing or another site, a
strategy to include maintaining neighborhood facilities and distributed services; to maintain
collection services, and to direct the LAC to recommend a redefinition of branch services. "
Since that time, the Commission has been conducting research, writing the attached draft report,
and soliciting community input on the proposed plan.
A key set of data for this plan is a community library survey. With the approval of the Council,
the Library commissioned a random-sample survey of the community in January 2006 to assess
priorities and preferences for library services and service delivery methods. Overall, the
Commission agreed there were four important take-aways from the community survey. The
survey showed that having a strong and comprehensive collection of books and other materials is
of critical importance to Palo Altans. Also receiving high ratings were convenience and access,
including more convenient hours of operation, and more services and programs for children and
teens. Comfortable and convenient facilities and maintaining the branch library system were
also emphasized.
Other information considered in developing these recommendations included census and
demographic data about Palo Alto, interviews with the directors of neighboring libraries, a
CMR235:06 Page 1 of 3
review of best practices and trends in public library service, and two public meetings jointly
sponsored by Palo Altans for Government Effectiveness (PAGE) and the City of Palo Alto.
Four community meetings were held between May 4 and May 10 to share an overview of the
plan and to hear comments from members of the community. Due to the tight time frame in
which these meetings, the May 11 LAC meeting and the deadline for the Council agenda packet
took place, the comments from these meetings have not been incorporated into the draft report.
They will be summarized during the Commission’s presentation.
DISCUSSION
In an early brainstorming meeting, prior to establishing the draft recommendations, the Library
Advisory Commission agreed on the following fundamental ideas, or guiding principles.
1. Branches are important. We are starting with the existing five locations and defining
what needs to be done to each one.
2. Collections need to be bigger, better and more current. Collections go beyond books and
media.
3. Hours need to be increased.
4. The Library needs more space. There need to be appropriate spaces for expanded
collections and for different library uses.
5.The Library needs a staffing plan that will meet changing needs.
6.Successful homework areas or similar services will require a strong partnership with the
schools.
7. Palo Altans want seamless access to other libraries’ collections with their Palo Alto
Library cards.
8. Flexibility is important because everything is going to change.
9. The Library must be able to scale in appropriate technology.
10. People value the library as a place to go, so all facilities need to be renovated. At
Mitchell Park, cosmetic improvements will not be sufficient. Only a substantial
expansion and upgrade will provide the required extra space for enhanced services.
RESOURCE IMPACT
As of this date, a major section of the report remains unwritten. A discussion of Next Steps and
Implementation will be prepared once the LAC receives Council feedback on the attached draft
analysis and recommendations. The Commission realizes the Council and the community will
need to know more about one-time and ongoing costs and funding options when considering the
final report.
PREPARED BY:
PAULA- SIMPSON
Library Director
CMR235:06 Page 2 of 3
CITY MANAGER APPROVAL:
..~..... f-.... /i (--~
EMILY HARRISON
Assistant City Manager
ATTACHMENTS
Attachment A: Draft Library Service Model Analysis and Recommendations
Attachment B: 4/12/06 Letter from the Friends of the Palo Alto Library
CMR235:06 Page 3 of 3
Library Service Model Analysis and Recommendations
ATTACHMENT A
DRAFT- - PACLAC - - DRAFT
DRAFT
Library Service Model Analysis and Recommendations
Palo Alto City Library Advisory Com~!ssion
June, 2006
Executive Summary
(pending)
Recommendations
In December 2004 the Palo Alto City
"recommend a strategy for
strategy to
collection services,
.~cted the Library Advisory Commission to
library at the existing or another site, a
and distributed services; to maintain
to recommend a redefinition of branch services. "
The Library Advisory
in this Library
on
unique
following
’s (LAC) recommended strategy, presented to the Council
and Recommendations (LSMAR) report, is based
library trends, and takes into account Palo Alto’s
¯ ; realities. It responds to the Council’s directive in the
¯.. creating a , at the existing or another site;
¯Designate .=11 Park Library and Community Center as the site for the full service
library. Given the severe overcrowding of this branch and the large geographic area
it serves, and the historic nature of Main, which makes the building problematic to
expand, this was determined to be the most logical site.
¯Define full-service in a limited way, to include services offered at other Palo Alto
Library locations but not to include all services that a public library might offer - for
example, do not include multiple meeting rooms, a technology lab, a homework
center or an exhibit/gallery area, and:
¯Due to space limitations at Mitchell Park, designate the Newell Branch as the center
for reference and research, where the Guy Miller archives and Palo Alto history
collection will continue to reside, under improved conditions.
¯.. strategy to include maintaining neighborhood facilities and distributed services;
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¯Maintain all existing facilities.
¯Distribute services through expanded outreach partnerships and web-based services
to maintain collection services;
¯Buy more copies of high-demand materials
¯Weed current collection
¯Improve access to collections by displaying materials more effectively and
decreasing crowding
¯Improve access to the collections of other libraries to PACL cardholders (through
Link Plus or similar resource-sharing program
¯. o recommend a redefinition of branch services.
¯Improve access to existing branches by increasing hours ~
¯Scale back collections and services to focus on certain p ervice areas (e.g. at
College Terrace, stress cookbooks, home improveme avel rather than
maintaining a full range of adult non-fiction titles)~’;~~¯Staff smaller branches with technical (non-librari~) staff, while iding phone and
internet access to librarians at Newell ~~
¯Do not ~ncrease number of fac~ht~es to creat re n~ghborhood branches at th~s
time, however, be open and responsive to ~u~nterest in a shared service
point, with a school or other entity ~n southwes~al~ Alto.
The Palo Alto City Library is one of Palo community institutions. It provides
a distinctive ~lace where all citizens have opportunity to query, congregate,
research, dream or sel~-educate without qu,motive, race, age, gender or
physical challenge. Th,e follow~g~_recom~er will help forge a path toward the
creation of Palo Alto’s ’libra rrow’, a~ ~stitution that wilt:
¯Serve today’s cu rs ~ passion a~d excellence;
Support traditional ~[~s
¯Deploy appropriate t Iogies ~ they prove useful; and
cre )eir
3. Hours need to be increased.
4. The Library needs more space. There need to be appropriate spaces for expanded
collections and for different library uses.
5. The Library needs a staffing plan that will meet changing needs.
6. Successful homework areas or similar services will require a strong partnership with
the schools¯
7.Palo Altans want seamless access to other libraries’ collections with their Palo Alto
Library cards¯
8. Flexibility is important because everything is going to change¯
9. The Library must be able to scale-in appropriate technology.
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10.People value the library as a place to go, so all facilities need to be renovated. At
Mitchell Park, cosmetic improvements will not be sufficient. Only a substantial
expansion and upgrade will provide the required extra space for enhanced services.
The Library Advisory Commission recommends that Palo Alto City Library invest in and
improve its library system in the following ways:
1. Support the branch system so that it functions more efficiently and with fewer
operational and funding redundancies.
2. Implement automated materials handling and establishing adequate space for staff
and volunteers to improve service.
3. Enhance and improve library collections.
4. Address infrastructure problems¯
5. Leverage current and emerging library technologies and a~mmodate new
developments in technology.
6. Build an expanded Mitchell Park Library, which will be ull-service library,
v" " r " "pro ~d~ng a ange of serwces for all segments of the commun nd housing those~.~hbrary operations which support the branches an~ are most Iog~co-located ~n
the same facility.~
A VISION FOR THE PALO ALTO CITY LIBRARY
Five libraries comprise the Palo Alto City Library, each specific focus. It would be
expect the Downtown Branch ~)e largest library in the system so the name is proposed to
be changed to ~ t Brancl". ~;
THE MITCHELL PARK £1BRARY is Palo Alto’s full-service Library, and holds the biggest,
most compreh e coll~ion.
¯~i.~¯The build~n~i!5lit and expanded to feature a bigger collection which is
highlighted t h bookstore-style merchandising displays.
¯It offers convenient hours of service.
¯It has flexible spaces that can change to meet evolving community needs.
¯There are services for all ages, including children’s services and teen services areas,
as well as an area for quiet study, conference rooms for small group study and at
least one flexible program room.
¯A community information center (and associated website) is maintained here.
¯The Library is staffed with employees and volunteers who can assist customers find
what they need¯
¯Since this is the largest and busiest library location, RFID and automated materials
handling technologies are in place here.
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Administration offices, technical services, outreach and branch support operations
are located here. There is a loading area for deliveries as well as for the outreach
van.
¯Abundant parking is available in an underground lot beneath the building and also as
surface parking¯ Traffic circulation and pedestrian access safety issues are resolved.
¯There is a Friends of the Library-sponsored and operated store near the entrance,
offering used books, gifts and supplies. The proceeds are used to enhance library
services and programs.
¯Maybe acaf~?
¯A cooperative agreement with the Community Services Department (CSD) will be
established to deal with the potential impact on the Mitchell Park Community Center.
A shared space for programs and events, for use by the Libra..ry and CSD, is an
integral part of this building. ~
The vision for this buildi,n,,g differs from the building proposed e 2002 Dbrary
bond issue ("Measure D ) in the following ways:
¯This building will be smaller because a) there is ~t as much spa Ilowed for
collection growth; b) there is no Technology La~) there are fewe~ommunity
meeting/program rooms; d) there is no exhi~ac~;~nd e) the Community Services
portion of the building has been scaled back~:~-pie, the large multi-purpose
room with catering kitchen has been eliminate
¯This building is recommended to occupy the curr otprint of the
Dbrary/Commun~ty Center or the g area to the south of the Community Center,
rather than park land or tennis cou;~.
THE MAIN LIBRARY, RENAMED THE NEW~.L~L (or E.D. Stone?) BRANCH is Palo Alto s
¯Given its location in a predominantly residential neighborhood, the Newell Branch
offers a small (contracted-out) caf&
¯This distinctive Edward Durrell Stone designed building is renovated in keeping with
its historic significance and is well-maintained and well-preserved.
THE CHILDREN’S LIBRARY, Palo Alto’s heritage library, introduces children to the joy of
books and reading.
¯Due to limited space, this library’s primary clientele is children through the 3rd grade
and the adults who love them. (If the full-service library proposed for the Mitchell
Park site does not materialize, including a comprehensive collection of children’s
materials, including materials for 4th and 5t" graders, then the scope of services at the
Children’s Library cannot be limited as recommended here.)
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¯Staff are experts in children’s literature and this branch serves as a center for early
childhood literature
¯Upon entering the historic Birge Clark-designed Children’s Library, customers step
back in time to a quieter, simpler environment.
¯The focus here is on the wonders of children’s literature and the magic of the Secret
Garden and outdoor program space.
¯Currently being renovated and expanded, this historic building is meticulously
maintained.
THE COLLEGE TERRACE BRANCH AND FOREST (RENAMED DOWNTOWN) BRANCH
offer comfort, convenience and community for their surrounding neighborhoods.
¯Emphasizing popular collections for adults and young children, there are best sellers,
a mix of classic and new children’s titles, and a variety of m~qa for check-out.
¯Customers can choose study-style or lounge style seati r reading, visiting with
neighbors.
¯There are desktop computers for public use.
¯The Downtown Branch has a room that can used for pr s and meetings
by the Library, the City and community
THE VIRTUAL BRANCH brings together the
downloadable books and commercial databases, alon
such as Link Plus, and other online services, and r
Library website, providing 24/7 library se
¯Online reference materials ~ ~
¯Online registrat=on for hbrary cards ~
¯Podcast storyt~mes and other download
¯RSSfeeds (RSS of~
used by (among news wet
¯Online worksho
ital materials, such as
resource sharing opportunities
through the portal of the
~b feed formats used for Web syndication,
~tes, weblogs and podcasting.
¯Reference assistan~
¯Perhaps a library biog.
(Instant Messaging)
expansion of the Operation Homebound service
¯Partnerships with schools, community non-profit organizations and other groups are
explored and nurtured, bringing the library more broadly into the community.
¯Outreach Services sponsors library participation in events and activities such as the
Chili Cook Off, the Arts Festival, and Stanford Community Day.
¯Educational and informational programs are offered for service clubs, neighborhoods
and schools.
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Collections.
Increasing the size of the Library’s collections will require additional funding, including staff
time, money for the materials themselves, and the costs associated with cataloging and
processing. Increasing collection size will also require more space. Displaying materials
more conveniently and attractively will require even more space. For example, book stacks
that include books on the lowest and tallest shelves will allow more books to be available,
but they will be inconveniently placed. Displaying more items with the covers facing out
takes up more space than shelving materials with spines facing out.
Mitchell Park, as Palo Alto’s full-service library, houses the most comprehensive collections
in all areas except local history.
¯Adult, children s and teens fict=on, non-fiction, med~a, magazines and newspapers
are available here.
¯To respond to the growing clientele of people who us es besides English,
particularly Chinese, Russian, Spanish, Hindi and other: lang , Mitchell Park
offers substantially expanded collections in thes~ angua #es. T .brary subscribes
to collection services to develop these collect~which m=n~m~zes’~~Jelays and
alleviates the demand on staff.
Newell specializes in reference and research.
¯It also offers popular collections for adults and
¯A sizeable children’s collection is~t~ed at Newell
reopens.
Local history is emphasized, and s~
provided for.
Children’s serves young ~ugh 3rd
of titles for older childrer
¯Books are emphasi;
¯Children’s Library’s
the Children’s Library
for growth of this collection is
~de, with a small but representative selection
"ze, even after the building expansion, requires collections
representative collection for teens and children.
¯Media collections are small but regularly refreshed.
¯Paperbacks are only minimally processed.
¯Reference help is available by phone and online.
¯Local newspapers and general interest magazines are available, but they are not
processed-in and are thus not represented in the catalog.
.Forest provides popular materials and best sellers for adults, and a small but representative
collection for teens and children.
¯Media collections are small but regularly refreshed.
°Paperbacks are minimally processed.
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All reference materials are eliminated, but reference help is available by phone and
online.
¯Local newspapers and general interest magazines are available, but they are not
processed-in and are thus not represented in the catalog.
The digital collection includes downloadable print and audio books, web-based databases,
and other digital information resources.
¯This collection is more aggressively developed.
¯The budget for these materials allows for experimentation with new formats.
¯A way to provide media downloadable to iPods is secured when Apple makes this
capability available.
¯Access to the collections of other libraries through technology, such as membership
in Peninsula Library System and/or Link Plus is provid
A pilot program will be tried, allowing limited, selected collecti at" from branch to
branch based on where they are returned by customers, rathe~ than shipped back to
their owning branch. This type of system, when im ited in multi-b libraries, has
been shown to reduce inter-branch deliveries by ~’
Services and programs.
Mitchell Park: Trained staff are availabl~p people
services and programs are offered to chil~nd
Children’s programs and activities include:~:~
¯Daily toddler ~.
¯Once-per-week ~rytimes ~’
Teen
adults.
they need. A variety of
¯Once-per-week
¯Frequent storytimes
¯Afterschool programs
Evenin s for
Sum~r read~ngip~ogram
t~ome~,Y0~K assistance
programs ~n~:l~d
Speakers an ents
Teen summer reading program, book discussions and other activities
= Homework assistance
than English, such as Mandarin and Hindi
.C-school age children
and families
and other reading incentive programs
For adults and families:
¯Community information center
¯Author visits or other literary or cultural programs
Newell Branch:
Trained staff are available to help people find what they need, including skilled and
experienced reference librarians who are ready to help researchers, scholars and people
with in-depth or complex information needs. Reference staff are also available via email
and phone, to remote customers at home, work or school, or in other library branches.
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For families:
¯ Once-per-week family storytimes (volunteer-presented, coordinated by staff)
For teens:
¯Speakers and events
¯Teen summer reading program, book discussions and other activities.
¯Homework assistance
For adults:
¯ Orientations and workshops on using online databases, getting the most out of the
Library catalog, using commercial databases, presentations qn the ,s_pecialcollections and resources in neighboring libraries, such as ford s Green Library,
the Health Library, the County Law Library, etc.,¯Workshop materials are made available on the Libra .
¯Local history programs are offered in partnership with the Pal ~.o Historical
Association.
Children’s Library
¯ Trained staff who have particular expertise children’s literature are
available to help children, parents and what they need
¯Daily toddler storytimes
¯Once-per-week preschool storyt~
¯Once-per-week baby storytimes ~
College Terrace ~
¯ peolS|~ fint
(volun~6er-
Trained staff are avai help find what they need
¯Once-per-week fa~l~:sto es er-presented, coordinated by staff)
Forest
¯Trained staff are availa o help people find what they need
¯Once-amily st~mes (volunteer-presented, coordinated by staff)
¯~, such as author visits, lectures and other cultural programs, are
space that is vacated once the Administration and Technical
the full-service library at Mitchell Park.
System-wide:
¯ The Library website is developed as a virtual branch, offering online reference
materials, online registration for library cards, podcast storytimes and other
downloadable data, RSS feeds, online workshops and training, reference assistance
by IM, and perhaps a library biog.
¯Summer Reading Program for elementary-age children.
¯Summer Reading Program for teens.
¯Homework assistance programs to meet defined needs and offered, in partnership
with Palo Alto Unified School District, in the schools, in branch libraries or in other
locations.
¯Link Plus or other resource sharing program.
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Hours of service.
Service hours at all locations are expanded to provide hours that are convenient to
customers’ busy lives, including more evening and weekend hours. Hours are standardized
where possible from location to location, to make it easier for people to remember opening
and closing times.
Additional staff time will be required to augment library hours of operation. Hours of service
could be phased in, in order to reduce the number of new staff positions added.
Mitchell Park Library
Gain of 10 hours per week
Monday-Thursday
Friday-Saturday
Sunday
Proposed:
10am to 9pm
10am to 6pm
lpm to 9pm
Current:
11-9 Mon~, 12-6 Th
same
1-5
Newell Branch
Gain of 2 hours per week
Monday-Thursday 10am to 9pm 1 12-9 Thurs
Friday-Saturday 10am to 6pm sam
Sunday 1 pm to 5D 1-5
Children s:
Ga=n of 4 hours per week
Monday-Saturday ~9a~ to 6pm ~10-6 M-T, 12-8 W-Th, 12-5 F, 10-5 S
Sunday p 5pm ~-1-5
College Terrace
Gain of 25 hours per week
Monday-~10~ to 8pm 11-6 - 3 days wk
Thursday 10a~o 8pm closed
Friday-Satu[10am to 6pro 11-6
Sunday lpm to 5pm closed
Forest
Gain of 25 hours
Monday
Tuesday-Thursday
Friday-Saturday
Sunday
10am to 8pm closed
10am to 8pm 11-6
10am to 6pm 11-6
lpm to 5pm closed
Altogether this represents an increase of 66 hours per week, for a total of 304 service hours
per week once the Children’s Library reopens.
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Facilities.
All library facilities are in need of updating. Planned infrastructure improvements at the
College Terrace, Mitchell Park, Main and Downtown locations between 2007 and 2012 will
provide much-needed upgrades to the mechanical and electrical systems, seismic
retrofitting where necessary, and accessibility. The scope of these projects is increased to
include updates to public and staff spaces, however, in the form of fresh paint, carpeting,
new furniture, better lighting and improved shelving. Some operational space will likely be
lost as full accessibility standards are implemented, requiring, for example, wider aisles and
larger restrooms.
Existing city funding does not support regular upgrades to library bu~;,d.ings, furnishings and
fixtures. Therefore, a funding plan is put in place so that each fac including its
furnishings, gets at least a minimal renovation at least every 15 ~. The Children’s
Library, Newell Branch and College Terrace Branch are each uildings to different
degrees. Each will need, and deserves, a higher level of maintenan care than is
currently received.
The Library has a source of funding for new furn~tu equl£ment or shelwng needs, and for
repairs and minor improvements as required.
Mitchell Park: This facility needs to be the largest buil~i6g~in the system, in order to
house expanded collections and the add~ .staffing that ~il make possible extended
hours of service and programs. Room fo@ .ncluded in the plan, and all spaces are
designed with maximum flexibility in mind, ~ 3 Eibrary can adapt to meet changing
societal and community needs¯~
¯
¯
¯
¯
¯
the p;
The
here
Space is
The
istration, Technical Services and support operations are located
efficiency of the library system.
)r automated materials check-in and handling.
is adjacent to dedicated program space
Bookstore-style display and merchandising are emphasized here.
A Friends of the Palo Alto Library store is part of the design.
The new building includes plenty of parking, a pick-up and drop-off zone, a drive-up
materials return with a conveyor to the check-in area, and a loading area for inter-
branch deliveries and the outreach van. The system for handling returned materials
is overhauled so that returns made curbside or inside the building are moved
automatically to the sorting/check-in area.
Parking, pedestrian and vehicle access, circulation and safety problems are resolved
by relocating sidewalks, walkways, and parking spaces.
Newell: The historic Newell Branch should be renovated in keeping with its historic and
architectural significance.
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¯Public restrooms are expanded and all areas of the building are made fully
accessible.
¯The building is scheduled to get air conditioning and a better air circulation system as
part of an infrastructure upgrade in 2009/10, and additional power outlets are due to
be funded through a grant from the Friends of the Library and Cable Co-op, but
additional improvements are also implemented, particularly lighting.
¯Furniture, shelving and display furniture are upgraded.
¯The system for handling returned materials is overhauled so that returns made
curbside or inside the building are moved automatically to the sorting/check-in area.
¯Installing one or more elevators and a stairway to the outside provide necessary
accessibility to the basement
center.
¯The space formerly
ectric
oc by the Administration and Technical Services
fl~ble
¯
the patios.
Outreach: The Library operates a delivery van for outreach services to senior residences,
schools, daycare centers, special programs and events. It is painted with the City and
Library Iogos, making it a mobile billboard for library services.
The Library could explore interest in a shared library of some sort with a school in southwest
Palo Alto, such as Gunn High School or Terman Middle School.
System-wide: All facilities are fully accessible. There is a comprehensive physical
maintenance plan in place for each location. Wiring, plumbing and mechanical systems are
brought up to date, furnishings and equipment are upgraded. A furnishings program is put
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in place so that shelving, chairs, tables and equipment can be upgraded according to a
planned schedule.
More frequent deliveries among branches, based on use patterns, will improve accessibility
of materials and put them into the hands of customers, faster.
Staffing.
Staffing is the most essential component of the public library. Staff develop and present the
programs and services, evaluate them in light of changing needs, and assist the public in
getting the most out of library resources.
¯Existing staff are reorganized, retrained and redeployed
needs of Library customers and service areas, such
technical processing, web-based services and the use of
¯Sufficient trained staff are available to support
programming.
¯Staff support current and future technology,
commercial databases; public computing,
Staff should be trained and available to offer te
within a defined program scope.
meet the changing
models,
:rs.
~nd
website, catalog and
a technology training lab.
customer training and support
=.stablished,g the responsibilities of
ting partnerships with non-profits and
i0re collaborative programs with PAUSD,
such as a shared cat bared =se subscriptions and cross-training of staff.
Community Relations?Coordinator (new ~osition, doesn’t need to be a librarian?)
makes sure the coi~un~~s abou services and programs; arranges library
participation in even mff~]ibr~ry news to newspapers, newsletters; does public
speaking ~
¯
development, safety training, and updating essential policies.
Technology.
¯Plan for automated materials handling at the busiest locations, and a future RFID
implementation.
¯Provide Link Plus or equivalent resource sharing system; do a cost analysis of the
best way to do so (join PLS? interface for non-Innovative systems? Buy
Innovative?)
¯Develop website as virtual branch
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¯Develop a technology plan, including a reserve fund or another form of planned set-
aside funding that will support future upgrades proprietary library systems and
software, such as:
o the integrated library system (ILS)
o the wireless network
o the express check-out stations
o time management and print management system
¯Establish a plan that will provide funding to introduce new system modules or
functionalities such as media dispensing kiosks, or future technologies, whatever the
next big thing is
¯E-commerce on website and at library service points.
¯Upgrade telephone system and voice mail
¯Wdeoconferenc~ng between branches w~th hve reference hb~nans at Newell
¯Loaner laptops at all facilities (except Children’s?)
¯Funding for conferences and workshops for technolog~ta~
Supporting the distributed branch s
¯Inter-branch deliveries are handled by librar~
deliveries are provided based on need and use
¯Ordering, cataloging and processil
public within 7 days.
¯Staff are cross-trained so em
¯A Library Facilities Attendant or sim
maintenance, moving, for all facilities.
¯A higher level of is
clean, to keep su
establish a more
sontracted out, more frequent
new materials get out to the
~r with all library locations
established to do small
ided to all library buildings to keep them
paper ~nd paper towels adequately stocked, and to
.=nt.
THE
most com
° Housesth~
¯Offers adult,
newspapers
Palo Alto’s full-service Library, and holds the biggest,
collections in all areas except local history.
:lren’s and teens’ fiction, non-fiction, media, magazines and
¯Includes collections in languages other than English, such as Chinese, Russian,
Spanish and Hindi
¯Trained staff are available to help people find what they need
¯A variety of services and programs are offered for children, teens and adults
¯Children’s programs and activities include daily toddler storytimes; preschool
storytimes; baby storytimes; storytimes in languages other than English; afterschool
programs for elementary-school age children; evening programs for children and
families; summer reading program and other reading incentive programs; and
homework assistance
¯Teen programs include speakers and events; summer reading program, book
discussions and other activities; and homework assistance
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Services for adults and families include a community information center and author
visits or other literary or cultural programs.
Monday-Thursday
Friday-Saturday
Sunday
Proposed hours
10am to 9pm
10am to 6pm
lpm to 9pm
Current hours:
11-9 Mon, 10-9 T-W, 12-6 Th
same
1-5
(Gain of 10 hours per week)
¯Largest building in the system, room for growth is included in the plan, all spaces are
designed with maximum flexibility in mind
¯Could be built on the footprint of the existing Community C~er and Library or
adjacent parking lot
¯Building pursued with the Community Services Depa the Parks and
Recreation Commission as a collaborative effort, so that the ne~ds of both
organizations can be satisfactorily met.~¯The building, probably two stories, is "green",archit6cture of the
surrounding neighborhoods.
¯Building capitalizes on the natural setting
¯Technical Services and support operations
¯Space is allocated for automated materials
¯The children’s area is adjacent to~
¯Bookstore-style display and
¯A Friends of the Palo Alto Library
park.
here to increase efficiency
nd handling.
)ace
here.
design.
¯The local history collection is a highlight, and sufficient space for growth of this
collection is provided for.
¯Popular collections for adults and teens are offered
¯A sizeable children’s collection is retained after the Children’s Library reopens.
¯Trained staff are available to help people find what they need, including skilled and
experienced reference librarians who are ready to help researchers, scholars and
people with in-depth or complex information needs.
¯Local history programs are offered in partnership with the Palo Alto Historical
Association.
¯For families, once-per-week family storytimes (volunteer-presented, coordinated by
staff)
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
¯For teens, speakers and events; teen summer reading program, book discussions
and other activities; and homework assistance
¯For adults, orientations and workshops on using online databases, getting the most
out of the Library catalog, using commercial databases, presentations on the special
collections and resources in neighboring libraries
¯Workshop materials are made available on the Library’s website.
Proposed hours Current hours:
Monday-Thursday 10am to 9pm 10-9 M-W, 12-9 Thurs
Friday-Saturday 10am to 6pm same
Sunday 1 pm to 5pm 1-5
(Gain of 2 hours per week)~
¯The Newell Branch should be renovated in keeping wi and architectural
significance.~¯Public restrooms are expanded and all area building ar~:~e fully
accessible.~~...... ~~,~;*". ..¯The budding ~s scheduled to get a~r cond~t~on~£~,a better a~r c~rculat~on system as
part of an infrastructure upgrade in 2009/10, a ditional power outlets are due to
be funded through a grant from the Friends of th rary and Cable Co-op, but
additional improvements are also ented,pa larly lighting.
¯Furniture, shelving and displayfur~|t~upgraded.
¯The system for handling returned m~daJ~l erhauled so that returns made
curbs~de or ~ns~de the building are m automatically to the sort~ng/check-~n area.
¯ Installing one or more~ators and a’~tairway to the outside provide necessary
accessibility to the .baseme~ ~;
¯Basement water ~n~iJs~o blems are addressed, allowing the basement space to
be used for either st rKspace;~:or public space
THE
books and
repres
¯
¯
~o’s heritage library, introduces children to the joy of
s young people through 3~d grade, with a small but
for older children.
Books are over media.
Children’s L small size, even after the building expansion, requires collections
be limited, and this is possible because Mitchell Park offers a large and very
comprehensive children’s collection. If Mitchell Park is not expanded to become a
full-service library, offering the library system’s largest collections of children’s
materials, limiting the scope of materials at the Children’s Library to 3ra grade and
younger is not an option.
Trained staff who have particular expertise in the area of children’s literature are
available to help children, parents and teachers find what they need
Daily toddler storytimes; weekly preschool storytimes; weekly baby storytimes
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Monday-Saturday
Sunday
Proposed hours
10am to 6pm
1 pm to 5pm
Current hours:
10-6 M-T, 12-8 W-Th, 12-5 F, 10-5 S
1-5
(Gain of 4 hours per week)
¯Children’s services are headquartered at the Mitchell Park Library, so the historic
Children’s Library will not be strained to hold more than its capacity.
¯Augmented funding for maintenance is in place once the building reopens in 2008
THE COLLEGE TERRACE BRANCH offers comfort, convenienc~ community for its
surrounding neighborhoods.J
¯It provides popular materials and best sellers for adult small but
representative collection for teens and children.~
¯Media collections are small but regularly refreshed.
¯Paperbacks are only minimally processed.
¯All reference materials are eliminated, but
online.
¯Local newspapers and a few general interes
not processed-in and are thus not represented
¯Trained staff are available to help
¯Once-per-week family storytimes ,r-~
ce help is available by phone and
are available, but they are
catalog.
need
coordinated by staff)
Proposed hoi hours:
FOREST (RENAMED DOWNTOWN) BRANCH offers comfort, convenience and community
for its surrounding neighborhoods; a peaceful sanctuary in the hustle-bustle of the
downtown and civic center.
¯Popular materials and best sellers for adults are provided, and a small but
representative collection for teens and children
¯Media collections are small but regularly refreshed
¯Paperbacks are only minimally processed
¯All reference materials are eliminated, but reference help is available by phone and
online
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¯Local newspapers and a few general interest magazines are available, but they are
not processed-in and are thus not represented in the catalog
¯Trained staff are available to help people find what they need
¯Once-per-week family storytimes (volunteer-presented, coordinated by staff)
¯Programs for adults, such as author visits, lectures and other cultural programs, are
offered here, using the space that is vacated once the Administration and Technical
Services staff move to the full-service library at Mitchell Park.
Proposed hours:Current hours:
Monday 10am to 8pm closed
Tuesday-Thursday 10am to 8pm 11-6
Friday-Saturday 10am to 6pm 11-6
Sunday lpm to 5pm closed
(Gain of 25 hours per week)
¯The space formerly occupied by the Administrati~p and Te~.~rvices
operations is turned into flexible public space t can be used ~e Library, the
City and community groups for programs a vent~
¯The building should be made fully accessibl
¯The interior space is refreshed and brightened ~i~ new paint, skylights, and better
hght~ng.
¯Many more electrical outlets are ir rated throu~ut the public areas, including
the patios
THE VIRTUAL BRANCH bri
downloadable books and
such as Link Plus, and
Library website, providing
Online reference mate
Online
¯
¯
¯
¯
¯
¯
RSS~
Online
Referenl
Perhaps a lii
!’s varied digital materials, such as
along with resource sharing opportunities
and presents them through the portal of the
including:
and other downloadable data
mary or Real Simple Syndication) feeds
training
by email and Instant Message (IM)
biog.
Review of Library Advisory Commission’s planning process
The Library Advisory Commission (LAC) was formed in 1999. Appointed by the City
Council, the LAC consists of seven Palo Alto residents who serve three-year terms. The
role of the Commission is to make recommendations to the Council on Library policy and
budget matters.
The first task for the newly formed LAC was to review the Library Master Plan that had been
presented to Council by staff. The response was the New Library Plan (NLP), presented to
Council in 2000. The NLP called for maintaining six facilities: resource libraries at
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
Main/Children’s and Mitchell Park, and branch libraries at Terman Park, Downtown and
College Terrace.
The Council endorsed the NLP in concept, which resulted in Measure D, a $49 million bond
issue to renovate and expand the Children’s Library and build a new Mitchell Park Library
and Community Center. Renovation and expansion of Main were to be postponed, in
November 2002 Measure D failed, receiving 61.5% of the vote with 66.7% needed to pass.
At a joint study session with the Council in September 2003, the LAC presented its Plan
Status Report and Recommendations. This report discussed progress made on service
upgrades and concluded that the city needed to downsize the Library in order to bring
service levels in line with existing resources: specifically, it recommended retaining Main and
Mitchell Park plus the Children’s Library, and closing the Downtows~#ranch. (The Terman
branch had been closed in July of that year when the middle sc as re-opened.) The
possibility of needing to close the College Terrace branch in t was also posited.
This plan was not supported by the Council or the community.~
In February 2003 an anonymous donor started a fun novate and ex#~nd the Children’s
Library. In March 2004 the Council approved a pa hip ~ith the Library Foundation and
FOPAL for this roiect ~~p j ¯
In January 2004 three new members joined the LAC an March 2004 a new Library
Director was hired.~
the LAC to recommend a redefinition of branch services."
After discussing the parameters of the motion and exploring various approaches to the
Council’s direction, the Commission crafted a planning process reflecting widespread
community input and active participation by Library stakeholder groups including the Friends
of the Library and the Library Foundation. The Council agreed to fund a community survey
as one data element in the plan. That survey was completed in January 2006.
This report, based on the input from the survey, community meetings, interviews with staff
and other research, was developed in response to the Council directive.
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City Council top three priorities for 2006. In January 2006, the City Council
tentatively determined their top three priorities for the year, and the Library was included in
these priorities under the heading of infrastructure. In March they agreed to remove the
Library from the umbrella heading of infrastructure, and they directed the LAC to bring their
recommendations back to the Council sooner than the planned presentation in June 2006.
They also directed staff to put a Library tax measure on the same track as a bond issue to
fund a new building to house the Police Department.
Community survey
A key set of data for this plan is a community library survey. With~approval of the
Council, the Library commissioned a random-sample survey of mmunity to assess
priorities and preferences for library services and service deli~ds. The survey was
conducted by Godbe Research of Half Moon Bay, California. Princip m Godbe
conducted a town hall meeting in November of 2005 to~licit communi~£ut about the
survey content and methodology. The questionnair developed by G~:~be staff with
input from three members of the Library Advisory ~m~iss~£p. The questionnaire was
reviewed by a representative of the Palo Alto Libra ion Board of Directors and two
representatives of the Board of the Friends of the Pal(~’~ Library, and they each
suggested revisions. The final report was received in ea~rch, 2006. The Godbe
presentation can be found in Appendix report. ~
At the outset of the survey project, Library
from Godbe Research identified several res~
Godbe was asked to:
and staff and representatives
objectives for a community survey.
aggregate responses in the survey is between 2.47% and 4.t 1%. Questions were
randomized to avoid the problem of systematic position bias. This means several of the
questions in the survey were not consistently asked in the same order. Some questions
within the survey were presented in a multiple response format, meaning respondents were
given the opportunity to select more than one response option. Thus response percentages
will typically sum to more than 100%.
Overall, the Commission agreed there were four important take-aways from the community
survey. The survey showed that having a strong and comprehensive collection of books
and other materials is of critical importance to Palo Altans. Also receiving high ratings
were convenience and access, including more convenient hours of operation, and more
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services and programs for children and teens. Comfortable and convenient facilities
and maintaining the branch library system were also emphasized.
Proximity to library. Overall, 84% of the residents surveyed considered their residence
close to a public library. When asked to state approximately how far they were from the
nearest library, 63% reported one mile or closer. Additionally, 90% of those who reported
living within one mile of the nearest library considered themselves close to the Library,
compared to 77% of lower for those who reported living more than one mile from the nearest
library.
Those who have lived in Palo Alto for three or more years were also more likely to consider
their residence close to a public library (86% to 89%), compared to respondents who have
been residents of Palo Alto for less than three years (71%).
Frequency of library use. Most respondents stated they vis
a month" (29%), followed by "once a week" (18.6%), and "few
ibrary "less than once
~nth" (16%).
Satisfaction with PACL. Overall, 87% were satisfied with the library (55.9% "very satisfied"
and 31.3% "somewhat satisfied"). A total of 8% were "somewhat dissatisfied, and 3.4%
were very dissatisfied." Age made a difference. Specifically, those between the ages of 18
and 29 had a significantly higher representation of "very satisfied" library users (75%) than
their older counterparts of 50 years or older (43% to 55%). Those who reported having lived
in Palo Alto for 3 to 10 years were significantly more likely to be "somewhat satisfied" (40%)
than residents of the city for 10 to 20 years (24%).
All PACL branches garnered the same satisfaction ratings, with one exception: Downtown
and Mitchell Park users were more likely to be "somewhat satisfied" (34% and 32%,
respectively) than those who use the College Terrace branch (19%). In addition,
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
significantly more northwestern Palo Alto respondents reported being "very satisfied" (72%)
than those living east of El Camino Real (54% for both northeast and southeast).
Reasons for satisfaction and dissatisfaction. By a wide margin, the most common
theme of the positive comments offered was around good library collections (60.1%),
followed by helpful staff (27.6%), and the library being close or convenient (16.4%). The
most common theme weaving through the negative comments was around inadequate
collections or programs (44.7%), followed by cramped facilities/bad environment (29.1%)
and inconvenient hours (14.5%). Significantly more respondents residing east of El Camino
Real cited "inadequate collections/programs" as a source of dissatisfaction (48.2 % to
50.3%) than northwestern Palo Altans (8%).
Potential programs and services. Potential programs and servicers.that garnered the
largest percentages of very =mportant respondent rat=rigs wet re ch=ldren s services
(44%), and "better access to the collections of other local libra your Palo Alto library,,card (43%). These were followed by more serv=ces and program ens (38%), more¯’0 ,1 "~. ~web-based hcensed databases and reference resources (37’/o)outre~ programs forpreschools and daycare centers" (35%), "homework (34%) and °i~rmation about
Palo Alto community events" (31%).
Not surprisingly, parents and guardians of children
children in the household to consider more services
,re likely than those without
rams for children and teens to
vs 27%) and "more
Library design options.
materials" garnered the
by "a library close to where
"a more robust
books and oth~
,of "very important" responses (50%), followed
"the library to be open longer hours 39%),
me to do more online" (38%), and "more copies of
for me to check out (37%).
Delivery
cannot physic~
responses (52%)
margin, "outreach services to deliver materials to people that
garnered the highest percentage of "very important"
Multiple vs single locations. As part of the "library design options" battery of questions,
respondents were asked to rate how important the following were to them:
¯Library collections and services divided among multiple locations, with services at
each site, like it is now;
¯Library collections and services based in a single location, with limited services and
collections in smaller branches; and
¯Library collections and services based in a single location, with limited services and
collections in branches and alternative service points, such as kiosks in coffee
shops.
With 32% rating the first item being "very important", compared to 18% for one location plus
limited service in smaller branches, and 12% for one location plus smaller branches and
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
alternative service points, there was a clear preference for keeping the current distributed
PACL system.
A series of possible library service options were also tested for user preference for single or
multiple locations. Respondents expressed strong preference for the following to be
available in multiple locations: "homework centers", "trained staff" and "children’s programs
and events". Between 65% and 67% of respondents wanted these options available in
multiple locations, compared to 15% to 24% preferring a single location. "Longer, more
convenient hours (54%) and "a larger, more comprehensive collection of books and other
materials" (52% garnered preferences for multiple locations, but not as strong as the first
three items. Finally, residents showed a slight preference for a single location for "cultural
and literary programs for adults (47%), "technology resources and training programs (46%)
and "meeting rooms" (40%).
Need for improvement. To wrap up the survey, respondents~~t asked to state any
needs they would like the PACL to address, followed by whet~" th ought the current
PACL system met their needs or needed improvement. ~ total of 48.9~ the respondents
did not have anything to add beyond what was addre in the survey. ~other 11.8% of
residents wanted to see bigger collections of book other materials, while 9.6% wanted
to see more updated hbrary fac~ht~es.
Improvement needed or not. Of the total number of r ndents, 56.2% thought that the
current library system is adequate but th ere is some for improvement. Eighteen
percent considered the PACL facilities o d felt they°~o longer met their needs.
Seventeen percent responded that no ch~iges uired for the current PACL system.
Significantly more Main ers than Mitchell Park users thought that no changes were
required of the PACL. I~and guardians thought that the PACL no longer meets
their needs (23%) when responde~ts without children at home (15%). This
latter group was more current system adequate with some room for
improvement (60%).
Length of
Alto, the mo
who have
residents to
Those who have
changes were
in opinions. The longer someone has lived in Palo
want to see the current PACL improved. Specifically, those
years or longer were more likely than the 3- to 10-year
adequate with some room for improvement (64% vs 50%).
Io Alto for 3 to 10 years were also most likely to report no
to the current PACL system (28%).
In terms of age, those between the ages of 18 and 29 were least critical of the PACL than
their older counterparts. Thirty one percent reported no changes needed, compared to 11%
to 18% of the older respondents.
Top drivers of library use. Library collections, consisting of books, magazines, media and
other materials, appeared throughout the survey as a priority in which the PACL should
invest. In particular, library collections represented the top motivator of library usage - at
both PACL branches and non-PACL libraries. It was also a top reason for satisfaction and
dissatisfaction with the library. In addition, collections consistently emerged as some of the
most important program and service improvements tested, including access to other library
collections with a Palo Alto library card, and access to web-based references and electronic
databases.
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
Outside of library collections, other drivers of library use include the condition of the library’s
facilities, (such as the available space, lighting and technology employed), and convenience
(in terms of the location, hours and the library website). Last but not least, Palo Alto
residents surveyed wanted to see more teen and children’s services, especially among
those library users with children in the household.
Satisfaction with the library. Overall, 87% of residents are either somewhat or very
satisfied with the library. At the same time, 17% thought no changes were needed for the
current PACL, which 56% thought the library was adequate, with some room for
improvement. About one in five respondents thought the current system is outdated and no
longer meets their needs. On the whole, these results are strong, though clearly showing
room for improvement. Making improvements in the areas that ar st important to Palo
Alto residents will enable the PACL to serve its constituents mor ctively.
Library system configuration. Results in this study show r the current
distributed configuration of the PACL. In general, there was strong pre nce for¯.,~.. ~.homework centers, trained staff and children s progra be ava=lable ult~ple
locations. Users also wanted better hours and large~re comprehensive collections in
multiple locations. Users also wanted better hours~# lao[~e~?more comprehensive
collections in multiple locations. There was a slight p ce for a single location when it
came to cultural/literary programs, technology and mee ~,ooms.
Analysis of Existing Service
Palo Alto GiW kibrary is an "of cd~munity life in the City of Palo Alto.
services include a
assistance, and programs
computers with Internet acc~
are provided thro
grade. It
offers
the 5th
have a teen
operations are in
adults and children,
computers to customers for in-house use. There is no headquarters library. The Main
Library has the largest collection and the Mitchell Park Library checks out the most items.
Its
media and other materials for check-out, reference
and teens. All facilities offer public
nd a free WiFi (wireless Internet access) network. Services
model. The Main Library serves people above 5th
or services for children. The Mitchell Park Library
for all ages. The Children’s Library serves people through
Branch has materials for adults and children, but does not
Library’s administrative offices and technical services
~town Branch. The College Terrace Branch also has materials for
teens. The Main and Mitchell Park Libraries loan laptop
The intent of this section is to use available statistical and budgetary measures of PACL,
regional comparisons, interviews with neighboring library directors and PACL staff to assess
strengths and limitations of the existing service model.
Collections. When measured against similar public libraries in California, in terms of
items-per-capita and other standards, the Library has a good basic collection, suitable for a
medium-sized public library. The quality materials in the collection tend to be overlooked
because of the large number of old, outdated materials still being held. Limited staff time
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
and the lack of rigorous weeding standards mean the Library has been slow to dispose of
older, more dilapidated items. Weeding needs to be made a priority.
The materials budget is approximately $600,000 per year. This total amount includes
reference materials including electronic databases, as well as magazine and newspaper
subscriptions and digital books, or eBooks. The Library subscribes to some collection
development services, including materials in languages other than English, travel guides,
children’s and teen paperback series, and reference materials. Through these services,
staff time is not required to select the materials, but rather pre-selected titles are sent
automatically according to established criteria and quotas.
The Library provides media in addition to print materials.
audio and video cassettes. The audio and video cassette collectio#~re
to, and they are gradually being replaced by CD and DVD form~’
Collections Total Books ~ D~.
Children’s
College Terrace
Downtown
Main
Mitchell Park
Total
2004/05
36,786
19,991
12,566
117,597
77,571
264,511
2003/04
37,916
20,970~
15,469
117,590
75,748
Media include DVDs, CDs and
no longer added
1,03~~
676
321
2,422
3,646
8,097
CDs Other
910 3,288
1,199 901
460 922
3,255 3,282
2,639 3,476
8,463 11,869
* Downtown was opened on Saturdays beg nn ng inFebrua~2005 ..
The materials budget covers e~ntial duplication of resources across the five branches.
For example, basic adult m l~ust be palEbased or the Main and Mitchell Park,libraries, and basic childr~mat~[~ls must bdacquired for the Children s and Mitchell Park
libraries. Some duplicati~a i~e#~to stock the College Terrace and Downtown
branches. This means the on I~ ss breadth than it might otherwise have.
The materials year, or $10 per capita, compares favorably to other
public librari and in particular those in the Bay Area.
Visits to the Librz
count)
2004105 2003/04
Children’s "129,022 131,016
College Terrace 61,981 67,945
Downtown 71,303 68,959
Main 276,528 262,785
Mitchell Park 334,760 352,213
Total 873,594 882,918
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
Library circulation
2004/05 2003/04
Children’s 272,130 302,703
College Terrace 95,819 93,667
Downtown 42,012 43,558
Main 386,919 392,822
Self-service check-outs 153,078 134,994
Mitchell Park 484,754 481,841
Self-service check-outs 153,441 36,507
eBooks 1,254
Total 1,282,888 1,314,591
Reference questions handled
Children’s
College Terrace
Downtown
Main
Mitchell Park
email
Total
2004/05
21,255
8,805
4,225
58,435
43,433
463
136,616
2003/04
27,39~
63,886
52,468
451
Services and program~
for children, including
and special afterschool an~
,rary regular calendar of programs and events
toddlers and preschoolers, family storytimes,
for school-age children and families.
Teen services a
reading and
!ingly emphasized, with special attention to summer
’such as book discussion groups) with local schools.
Reference set
Main, Mitchell
~le for adults, teens and children for customers who visit the
Library in person, and also by telephone and email.
Library staff work with ~ustomers on an individual basis to provide specialized instruction in
using library resources. Volunteers offer basic Internet training on a one-on-one basis.
Interlibrary loan is available, although the $7.50 per item charge is a deterrent to widespread
use. The Library does not participate in a customer-initiated interlibrary loan service such as
Link Plus.
All library facilities offer indoor and outdoor places where people can sit, study and read.
Cultural and literary programs for adults are not offered by the Library, nor are literacy
tutoring programs. The Mitchell Park Library hosts visits from ESL (English as a Second
Language) classes.
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
The Library offers a volunteer-based program that delivers books and other materials to
customers who are disabled or for other reasons are unable to travel to the Library. The
program, called Operation Homebound, has a very small number of clients. It would benefit
from being more actively promoted in the community.
Hours of service. The Main and Mitchell Park libraries are open seven days per week,
with a variety of morning, afternoon and evening hours. The Children’s Library also
maintained a seven-day-per-week schedule, and will resume that schedule when it reopens
in 2008. The College Terrace and Downtown branches are open five days per week: four
weekdays and Saturdays. They are not open before 11am, and generally not after 6pm,
although on Thursday nights the Downtown Branch is open until 7pm. They are not open on
Sundays. In general, hours of service are not consistent enough f£9~ branch to branch and
from day to day, making it difficult for customers to remember o ing schedules. This
was remedied somewhat when the service hours were adjust 2005, but further
improvement is needed.~ ....~
~TotalHours of y
Thur~ ....F~service
Children’s 1
College Terrace
Downtown
Main
Mitchell Park
Mon
10-6
11-6
closed
10-9
11-9
Tues
10-6
11-6
11-6
10-9
10-9
Wed
12-8
11-6
11-6
closed
12-7
~, 12-9
~_10-6
1 Hours of operation until closure for construction in
Facilities. The Main
Road, in a mostly resident
next door to the Palo Alto Art
been onl’opened in 1958
renovation in
restrooms
adults, as the
benefit from a
variety of seating
together and thus
Sat
10-5
11-6
11-6
10-6
10-6
Sun
1-5
closed
closed
1-5
1-5
hrs/wk
48
35
35
62
58
near the corner of Embarcadero and Newell
It is across the street from Rinconada Park and
Designed by architect Edward Durrell Stone and
I.htly modified since that time. An expansion and
work area and a remodel in 1996 made the public
Its collections consist almost entirely of materials for
rary is only about four blocks away. While the collection would
g, limited staff time to do so presents a challenge. There is a
tables and in reading chairs. Computer stations are too close
little privacy. Modern public libraries frequently provide quiet study
areas, group study rooms and community meeting rooms, but these amenities are not
available at Main. Many contemporary public libraries also offer cafes and Friends of the
Library stores, but these are not available at Main, either. The lighting is insufficient in most
public areas. Aisles do not meet current accessibility standards. While the building offers
wireless Internet access, there are not enough electrical outlets to meet demand. There
were no designated areas for teen services or children’s services until the closing of
Children’s Library for construction.
Parking is generally sufficient, although at peak times, particularly when the adjacent
community garden is busy or there is an event at the Art Center, there are not enough
parking spaces to meet demand. Similarly, at peak times there are not enough seats to
meet demand.
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The 26,000 sq ft building includes a 5,000 sq ft basement underneath a portion of the
existing first floor space. If an adequate elevator and other access requirements were met,
and the water intrusion problem addressed, this space could be used for staff work space or
automated materials handling, allowing more of the space on the ground floor to be turned
over to public space. If the materials in the basement are kept, this would require that they
either be severely weeded or stored offsite or in costly compact shelving
There are spacious patios at both ends of the building. They are available for use by
customers during Palo Alto’s many temperate days.
There are two public entrances to the building. One is accessible from the Library parking
lot and the other leads to the Art Center parking area next door. T~ual public entrances
make security, wayfinding and orientation difficult. ~
budding has remained basically unchanged and un oved~§~nce that t~me. Thus up until
its scheduled renovation and expansion starting in , i tured outdated mechanical,
electrical and plumbing systems, seriously undersize and staff spaces, and shabby
furnishings. The limitations of the building site, the hist ature of the building and lack of
sufficient funding mean the construction "ect will not re~i~jn enough square footage to
meet demand. However, all systems inc m~c bracing will be upgraded and a wing
to the north and a small addition to the sot~tided to alleviate the worst of the
overcrowding. The original building consis 00 sq ft. The additions will expand
~0~the
Roads. It is with a recreation center and park, schools, daycare centers
and a senior the Main Library, it was designed by E.D. Stone and opened in
1958. It is Park complex, adjacent to the Mitchell Park community
center. Access is requiring drivers to wend their way either from East Meadow
Drive or Middlefield.building is not readily definable as a library. It is surrounded by a
latticed cinderblock wall which prevents passersby from seeing what goes on inside.
It serves most of south Palo Alto, generally defined as the area bounded by the Oregon
Expressway to the north. It offers collections and services for all ages, and is the library
system’s busiest outlet. The collection is severely overcrowded and would benefit from a
heavy weeding, although limited staff time makes this a challenge. Extreme overcrowding
exists, particularly during the afterschool hours when children from the surrounding schools
use the Library. It is not uncommon for every seat to be taken, and adults regularly
complain about the number of children and the stir they create. A recent architectural study,
commissioned because the facility and its systems are seriously outdated, showed that if
current building standards were applied to this building, it should consist of a minimum of
16,000 sq ft, simply to house the collections, seating, staffing and other resources now in
the building. The existing building is approximately 10,000 sq ft in size. It is frequently
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suggested that the patios on either side of the "breezeway" area in the Mitchell Park Library
be enclosed to gain much needed space. If these spaces were enclosed, along with
enclosing the long patio space under an overhang at the west end of the building, the
Library could gain up to 1,600 sq ft of additional space. However, this would still fall far
short of meeting current needs and would eliminate outdoor seating areas.
There is a variety of seating at study tables and in reading chairs. Because of limited space,
computer stations are situated close together afford little privacy. Modern public libraries
frequently provide quiet study areas, group study rooms and community meeting rooms, but
these amenities are not available at Mitchell. Many contemporary public libraries also offer
cafes and Friends of the Library stores, but these are not available at Mitchell, either. Aisles
do not meet current accessibility standards. While the building offers wireless Internet
access, there are not enough electrical outlets to meet demand. ~)~le there are designated
areas for teen services and children’s services, they fall far sho eeting current needs.
There are two public entrances to the building, one from a wa~ ay ~een the Community
Center and the Library, and the other from the north side.of the buildin e dual
entrances make security, wayfinding and orientation c~nging.~
The College Terrace Branch is located on Wellesle~~ en College and California
Avenues, near the Stanford University campus and the ~£ford Research Park. It is the
library system’s smallest branch, but the has a gr~eal of charm, pleasant natural
light, and a lovely setting in a little park.ch offers small collections for adults and
children. In an effort to provide a variety e collection is overcrowded and
difficult to browse. It would also benefit fror weeding, although limited staff
time and community concerns 3rary services make weeding a challenge. It
partnership with one or more community service organizations. The Downtown Branch
houses the Library’s administrative offices and, scheduled for the spring of 2006, the
Technical Services staff. It consists of about 8,700 sq ft.
PACL square footages
Children’s 1 5,960
College Terrace 2,392
Downtown 8,774
Main 26,313
Mitchell Park 10,596
Total 54,035
New square footage once Children’s Library reopens
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The City of Palo Alto has identified a series of four capital improvement projects, tentatively
scheduled over the next five years, to upgrade the mechanical, electrical, plumbing and
other systems in the Library buildings. In terms of priority and need, the Children’s Library
was the first project on the list, and this project is already underway. Thanks to a funding
partnership between the City of Palo Alto, the Friends of the Palo Alto Library, and the Palo
Alto Library Foundation, the Children’s Library will also receive a modest expansion and
complete renovation. The scopes of the remaining projects do not include any expansion of
space or renovation of public spaces or staff work areas. It is also important to note that in
meeting accessibility requirements in each of the buildings, it is quite likely that floor space
will be lost. Larger restrooms require more space, as do wheelchair-accessible aisles.
Architects doing cost estimates for planned Mitchell Park infrastructure improvements
estimate that between 10% and 30% of the collection would need t~be eliminated to allow
sufficient space for the building to fully meet federal and state bility standards.
2005-2010 Library capital improvement projects ....
ClP #
PE-
04010
PE-
05010
PF-
09001
PF-
07010
PE-
04012
Title
Children’s Library
College Terrace Library improvem#nts 2
Downtown Library mechanical a cal
upgrades ~, ~
Main Library improvements
Mitchell Park Libra mmunity ter a
Total J
Amount
budgeted
$1,999,825
$1,283,000
$325,000
$1,073,000
$1,209,000
$5,889,825
1 Project already u~erway; th=s figure represents City funding only; additional
funding provide@ , FoPAL, ts other
Estimate is~:~ost likely ab6t~t 50% of what actual costs will be
a Estimate is fo ~ary a~ommunity Center; initial design work indicates budget
is about 50% of an ~ ~ctual costs
Staffing. Staffing at the Library is comparable in numbers and configuration to other public
libraries in the Bay Area and California. There are 8 FTE managers including the Library
Director, 18.36 FTE librarians (including full-time and part-time employees), 5.15 FTE
Pages, 23.5 FTE technical staff (Clerks, Library Assistants, Specialists and Associates) and
1.5 FTE administrative office staff. Librarians maintain the collection by selecting and
weeding materials, maintain the bibliographic database by cataloging and organizing the
items in the collection, assist customers in using the Library and handle reference questions.
Library Associates, Specialists, Assistants and Clerks maintain the customer database,
handle circulation transactions such as issuing library cards, collecting fines, checking
materials in and out, and they process new materials and de-processing discarded
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materials. This translates into a staffing complement of 56 full time equivalents (FTEs). The
Library is open a total of 238 hours per week (including the regular hours of the Children’s
Library). While the staff count equates with other libraries of similar size, the number of
hours open is significantly higher than comparable libraries.
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Existing PACL staffing.
Library Page
H
Library Page
I
Library Clerk -
H
Library Clerk -
I
Library
Assistant
Library
Specialist
Library
Associate
Librarian 2
Librarian -H
Librarian -
Senior
Librarian
ICoordinator,
Programs
Coordinator,
Circulation
Supervising
Librarian
Manager, Main
Library
Office
Specialist
Administrative
Assistant
Director
TOTAL ,i
houdy
(represented)
houdy
houdy
(represented)
houdy
full time or
regular part-
time
full time or
regular part-
time
full time or
regular part-
time
full time or
regular part-
time
hourly
(represented)
houdy
full time or
regular part-
time
full time or
regular part-
time
Main Mitchell Terrace Downtown Services Adminisb-ation
Pos FTE Pos FTE Pos FTE Pos FTE Pos FTE Pos FTE Pos i FTE
10 2.5 4 0.84 2 0.36
3 0.58 3 0.23
!I I
7 2 4 1.21 2 0.58
1 0.09 1 0.1
2 1.5 3 3 2 1
3 3 1 1 1 1
1 1 1 1
1 i0.09 1f0.17
5 10.4 3 I0.34 I
7 6.25 1.5 1.5
1 1 1 1
management 1 I 1
management 1 1
full time or
regular
01 0 81 3.94
1 0.1
0.28 1 0.26
0.58
I
3 1.2
Io.5
¯2 IO.ll
~ 1.5
0.5
1 1
451 2~4 27.5t 14.4 6{ 2.36 161 9°92 3i 2.5
TOTAL
17.00 3.8
9.00 1.35
0
18.00 5.57
2.00 0.19
0.00 0
8.00 6
8.00 7.75
4.00 4
0
5.00 5
2.00 0.26
lO.OO o.851
10.50 9.25
3.00 3
o.oo I o
1.00 1
4.00 4
1.00 I 1o.oo I o
1.00 I 0.5
1.00 1
105.50t 55.52
t The Library Associate aideS’liege Terrace is actually a shared position between College Terrace and
Downtown.
2 Does not include a librarian position unfilled and frozen since 2003.
3 Coordinator positions, while based at a single location, perform duties serving the entire library system. For
example, the Volunteer Coordinator’s office is at Mitchell Park and the School Liaison Librarian has an office
at Main, but they provide services for all libraries.
4 Actual totals for positions and FTEs may fluctuate depending on vacancies and work schedules, particularly
for hourly employees.
5 Children’s Library is closed for renovation/expansion. Staff are temporarily reassigned to other library
locations until Children’s reopens in 2008.
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Staff dedicated to Library technology has not kept up with changing needs and evolving
opportunities. The City of Palo Alto’s Information Technology (IT) Department provides
valuable support for basic hardware and software, but they do not have as much expertise
as the Library staff in the many unique systems used by the Library, including the Integrated
Library System (Horizon), the public PC time and print management system (SAM), the
security software and other applications¯ The Library’s website is maintained by one
person, whose duties also include oversight of the other systems, liaison with vendors, staff
orientation and training, troubleshooting, and the staff Intranet. This sole position also has
primary responsibility for the wireless networks in the libraries, the digital book collection,
liaison with IT etc. Although her time has been supplemented with other staff, the situation
is far from ideal. Too much knowledge rests with this one individual. She is frequently
called during evenings and weekends to troubleshoot problems, an~she lacks support staff
that could handle such tasks as routine web page updates, pro of statistics, etc.
More staff time would need to be dedicated to library technol is is identified as a
priority.
The L~bra also lacks des~ nated stary "g ff to develop an~vide outreach ~ices beyond the
walls of the existing library facilities. It is common i~8blic ~raries to bring library services
to senior residences and nursing homes, to forge p~ers~bi#~;~ with nonprofits and other
agencies, and to present programs to service clubs,s associations and other
groups. Such outreach knits the library into the fabric o community, insuring that its
services are relevant to that community’~eds and also mizing the public’s library
dollar. A position was recently reconfigu er to do ou~reach to local schools on a
part time basis. Given the importance of ~c e city of Palo Alto, and the
possibilities that exist for partnerships betw brary and the school district, more
time could be devoted in this a if it is iden{~d as a priority.
Like many public librarie ay, P~L has beer slow to shift its reference service model
from the traditional one,~ ~~_staffing a reference desk with librarians who
answer questions for peopl elp ;~ find information, to a newer one that is more
responsive to the way people and use information today. The new model features
well-trained st ove freel out the library to assist customers where they are. This
is a change ~the tr~onal mo~lel of positioning staff, generally reference librarians with
masters degas in libra~cience, at reference desks or stations, where they wait for
customers to a¢~ach th.~. These specially trained staff can orient and assist customers
to find the inform~n,need on their own terms, and help customers make the most of
available library and mation resources.
The Library has recently developed a public communications team, which works to inform
the community about library services and programs, as well as library news, in the most
effective manner. The team has been very effective in communicating news and information
about the Library to the community.
The Library’s budget includes approximately $16,000 for staff training and development.
Staff would benefit from an enhanced training program; however, it has been difficult to
devote enough time to develop and implement a comprehensive program.
Volunteers. The Library currently uses about 7,500 volunteer hours per year, the
equivalent of 3.6 FTE. The existing volunteer program is informal in nature. Each facility
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
has a volunteer site supervisor who functions as trainer and supervisor for the volunteers at
that location. The Library recently received permission to reconfigure an existing position to
be the system-wide volunteer coordinator. Goals for this position are to formalize the
volunteer program, create job descriptions for existing and new volunteer opportunities,
develop and implement recruitment, retention and reward procedures, and study and
implement best practices learned from other organizations.
Technology. By the end of calendar year 2006, all four open libraries will offer the option
for self-service check out, wireless Internet access, and PCs for public use. The Library
recently upgraded its SirsiDynix Horizon Integrated Library System (ILS), which provides the
operating applications for acquisitions, cataloging and the public catalog, database
management and circulation function. When the Children’s Library~6opens in 2008, it will
have wireless Internet access and several express check-out st .
Funding was received in FY 05/06 to study the possibility of #ency Identification
(RFID) and automated materials handling (AMH). If imp!~mented, RFI~s the potential to
streamhne the handhng of check-outs and check-~ns a~mprove staff efficiency ~n the
check-in process. Automated materials handling h e potential to reduce the staff time
required to check-in and sort returned materials, th eej#g~staff time for other priorities. It
appears the even the three larger branches, Main, Mi ark and Children’s Libraries,
lack sufficient space to implement AMH, and a centraliz ndling/sorting facility would be
prohibitively expensive.~
Information Technology services are also treated as inter-departmental transfers. One-time
capital projects, such as the Children’s Library renovation and expansion or the purchase of
self-service check-out stations are part of the City’s annual Capital Improvement Program
(CIP) budget.
Budget
Revenues 2004/05 2003/04
State grants and reimbursements 34,786 28,612
Fines, fees and charges 146,779 155,356
Other 51,682 20,870
City general funds 4,881,618 4,492,242
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Total $5,114,865 $4,697,080
Expenditures 2004/05 2003/04
Salaries and benefits 4,007,282 3,715,714
Operating expenses 528289 396259
Books and other materials 579294 589107
Total $5,114,865 $4,701,080
Estimated collection expenditures (FY 05/06)
City funds
Books
Adult
Children’s
Teen
Language
Leased Books ’
Total Books
Media
Audiobooks
Adult
Children’s
Teen
Subtotal Audiobooks
Music CDs
Adult
Children’s
Teen
Subtotal Ds
DVDs ,,,
Adult
Children’s
Teen
Subtotal DVDs
CDROMs
Children’s
Total Media
$189,659
$44,612
$17,550
$14,792
$o
$268,613
$27,50~~’~
,000
$3,500
$2,200
$11,700
$29,050
$15,000
$4,800
$48,850
FoPAL fu Total
$61,555 $32&168
$23,500
$3,000
$1,000
$2~500
$6,000
$3,5O0
$2,2OO
$11,700
$39,720 $88,570
~, $550 $550
$88,600 $39,720 $128,320
Periodicals $50,850 $50,850
Microfilm $18,775 $18,775
Serials $107,000 $107,000
Databases $52,553 $24,713 $77,266
TOTALS $584,391 $125,988 $710,379
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includes grants in FY 05/06 and carry over of some funds given in 04/05
Assessment by PACL Staff
Staff considers their greatest strengths to be their dedication and support of the public and
each other.
In recent years, changes in several areas have had positive impact~
Self-service model has increasingly allowed staff to assist mers with needs that
cannot be addressed through technology ~-Space reconfiguration, with removal of large circulatio giving more space
for display of collections and other needed areas.
The addition of children’s services to Main has !~proved full serv apabilities."~.~ .-Rea ~gnment of staff respons=b=ht=es has pro for a part-time co0rd=nator of
volunteers, a part-time school liaison librari nd ~ublic relations effort.
To fully implement their strategic initiatives, such as in sed outreach to teen and adult
users, further improvements needed. These include:
more space - this was consil:lere~0~.~of the most ~’~sing needs, in many
contexts: public and staff space is n square footage and condition to
support services, programs and coli~Ctio
increased programs and outreach to te-ens and adults
material~wer-better collections: o ew obsolete ones
more staff time for~£[~n=n mplemen programs, for support of technology
more paraprofess Is fo~se library tasks
ability to promote an mu-n|~’more broadly the available library resources
Despite the current ~0del, PACL staff note deficiencies in their ability to
serve the is proud of its customer service within these constraints. Staff
is pleased of children’s’ services into Main Library and happy to provide
interg t the facility. At the same time, staff sees a need to:
a.to provide adequate working environment- Lack of
space ~s a deterrent to improvement in many areas
b. Provide adequate space for programs
i.Improve teen services
ii.Improve foreign language collection
iii.initiate adult programs
c. Increase professional responsibility of staff
i. Increase programming (e.g. familiarize library users with purchased
data bases, family literacy, familiarize parents and educators with
available resources)
ii. Work with school libraries, for example, to have catalogues and data
bases accessed through the schools
d. Provide staff support
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e.Allow staff time to promote and communicate more broadly about the
available library resources currently available to community
Best Practices
In the City of Palo Alto Auditor’s Service Efforts and Accomplishments Report FY 2004-05,
the annual report on city government performance and Palo Alto citizen survey, 80% of
citizens rated library services good or excellent. That puts libraries below the scores for
overall city services (88%), city parks (91%), and recreation programs (87%). The 80%
excellent or good rating puts PACL in the 62nd percentile among the more than 400 cities
surveyed
PACL has unique strengths in its branch system. A scan
library field yielded examples of opportunities to further improve
Fayetteville, Arkansas, a community similar to Palo Alto"
Census) and area (43 square miles), the
fund a new library building to meet community inte[
Library was designated the Library Journal Library
Library Journal Library of the Year award.) The 88
of $23.3 million, opened in 2004, and has been recoc
in the public
.=rvices. In
10, 2000 US
to design and
result, Fayetteville Public
(2005 Thomson Gale/
lare ft facility was built at a cost
,r its green design.
The Library of the Year award is based
specific attributes may or may not meet
terms of measuring the Library’s
described below. Although the
Io Alto, the criteria have merit in
¯Service to the recognized for exciting their community
about its library,.=rship opportunities and engaging volunteers
¯Creativity and specific community programs or a
dramatic increase usage: Fayetteville’s success was measured by usage
statistics.‘ !.~he seven s=nce the executive director and her team began
buildi tion and lsidering the possibility of a new facility:
*kouts ~ increased by more two and a half times growing from 271,187 to
7 9. ~
*Libr sits ~e tripled, growing from 192,179 to 576,773.
Proeran~;attet~dance has erown from 14,448 to 41,658
*Car~hold~ave more thwart tripled--from 15,662 to 4~,419.
¯Leadership in creating programs that can be emulated by other libraries: The
scope of the Fayetteville offering is illustrated by its Spanish Language collection,
built with assistance of Community Development Block Grants; its collection of
international, independent, classic films; its music collection; the Writers’ Center
funded in part by state Arts council featuring a writer-in-residence providing writers
and readers workshops, readings, and classes; film series; children and teens
programming;
Technology has been incorporated to support library customers and enhance staff
efficiency. There have been investments including \more than 200 computers; self-
checkout; RFID; mechanized return; audio visual equipment to broadcast programs;
technology for users with visual, physical, or learning disabilities.
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Another perspective is the Hennen’s American Public Library Ratings (HPLR, published in
American Libraries, October, 2005, p. 42ff.; and available at http://www.haplr-
index.com/AmericanLibraries2OO5HAPLR Proof.pdf). This is a quantifiable assessment of
library service effectiveness according to a number of measures. Palo Alto City Library
ranks in the x percentile among libraries in comparably sized cities in this 7th annual ranking
of 9,211 libraries in 10 population categories based on data compiled by the Federal-State
Cooperative System (FSCS). Libraries are ranked and compared to libraries serving
comparably sized populations. The comparison is based on 15 measures:
-Expenditure per capita
-Percent budget to materials
-Materials expenditure per capita
-FTE staff per 1,000 population
-Volumes per Capita
-Cost per circulation
-Visits per capita
-Collection turnover
Circulation per FTE staff hour
Circulation per capita
Reference: per capita
Circulation per hour
Visits per hour
Circulation per visit
Public internet terminalsp ;#~ residents in libraries
Square feet per capita in pal glory, Far West region=0.5;
nationally=0.6
~rary
open 64 hours per week. Collection services are supplemented by interlibrary loan and Link
+. Equipment for customers with disabilities (computer screens that enlarge print for
reading, for example) is available to library users. The staff includes Tech Aides to assist
with technical problems encountered by library users.
The Mission Library Reading Center houses a collection of popular books, magazines, and
newspapers. It also houses ’READ Santa Clara’, an adult reading, writing and math literacy
program. This facility is open 45 hours a week.
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Regional comparisons: Interviews with directors of neighboring
libraries
There are notable differences in the services neighboring libraries provide to their
communities. In an attempt to learn from local experiences, nine directors of neighboring
libraries were interviewed between December 2005 and January 2006. The infrastructure,
programs and services of each library are tailored to their clientele and may or may not be
appropriate to Palo Alto. Nevertheless, it is still instructional to observe the variety of ways
neighboring cities address the common problems of providing library services in an
environment of economic constraints and changing patterns of technology use.
o Reading Days, This Community Reads
o Adequate spaces for active children, adult reading, and expansion of
collection
o Web page expanded to include reading lists, book letters, innovative
interfaces to authors, etc.
o Tech aids on floor, usually young people who provide a needed service and
gain good experience
o Speakers and adult programming, with support of Foundation and Friends
Reference Services
The most dramatic change in the library is in the area of reference services. As
users become more and more able to do their own reference work, librarians are
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
focusing on promoting appropriate access to information, literacy, education, and
broader cultural contexts. The challenge is for librarians to take a proactive role
instead of sitting at the reference desk waiting for someone to ask a question.
This is an area that is in transition, with many of the libraries in the process of
adapting their reference services to meet the changing environment in a variety of
ways. Some of these are:
o A staffing goal of one roving technical person, one back-up reference librarian
and one para-professional for a 60,000 sq. ft. facility
o Reawakening patrons’ needs for better information service. Difficult research
questions cause them to seek out a librarian or use the 24/7 Ask Now online
reference service
o
o
0
Partnerships
Emerging Services
Many directors mentioned community building, the need to create inviting,
welcoming space. Changes in their current operation, as anticipated by
neighboring libraries, focus on the role of technology to automate repetitive tasks,
more community space, and selected outreach services.
Some specifics:
o RFID for material handling
o Cafes
o Community and Program rooms
o Mobile services, outreach to selected destinations, such as corporations, day
care, senior living centers
o Ecommerce to pay fines and fees on-line
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
o Link +
o "Marketplace" model
Volunteers
The deployment of volunteers in the library varies. Volunteers may complete
routine tasks (shelving, office) on a routine or an as needed basis. Volunteers may
provide complementary programs (story times). Their use seems to be a function of
unions, tradition, and community attitude.
Some of the issues that were mentioned:
o Volunteers help with homework, teach reading; they do not replace library
staff for basic library operations
o Volunteers well used in Children’s area but less su sfully used in other
areas, such as weeding titles or physical process~
o Union issues have to be recognized. The insti hallenge is the need
to grow in appreciation and use of volunteers. ~ ~
Staff and Staff Development
Many of the goals for staff development from a changing library
environment. Many of these are shared neighboring libraries.
Topics for staff development include:
Statistical Comparisons to Neighboring Libraries
PACL can be further evaluated by measuring it against libraries in twelve comparable Bay
Area communities. In this section, comparisons are based on measures of population
served, service areas, expenditures and library outputs. These cities were selected
because they have populations of comparable size and they provide libraries as a municipal
service. (County libraries, such as Los Altos, were not included as their funding and
governance structure is not comparable to Palo Alto.)
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Population and Area Served
Compared to its neighbors, PACL serves a smaller population spread over a wider
geography. With a population of 60,000 persons, Palo Alto is among the smaller
Population
160,000
140,000
120,000
100,000
80,000
60,000
4O,0OO
20,000
0
communities, ranking in the lower third urisdictions.
In terms of service area, however, Palo
communities (although nearly
Redwood City and Ha~
than 9 of the other cities.
are less densely
miles, is among the larger
is open space). Only two jurisdictions,
jly, population density is lower
Gatos, Menlo Park, and Redwood City,
The population densities, average, could be distorted. A different picture might
appear if the p~o~of popul~ and square miles in outlying areas was accounted for
separately fE0~opul and area in concentrated areas.
Despite havin~!arger s~ice area, PACL facilities are more accessible than facilities in
neighboring com iti 0nly 3 communities have smaller service areas per outlet than
Palo Alto (Burhngam an Mateo, and Berkeley). Palo Alto, on average, has a fac~hty for
every 5 square miles. The average for the thirteen library systems is 12 square miles per
facility. The geographic service area served by Palo Alto’s four branches north of Oregon
Expressway/Page Mill Road is considerably smaller than that south of Oregon/Page Mill,
served solely by the Mitchell Park Library. See Appendix G.
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Service Area
60.00
50.00
¯ 40.00
~ 30.00
20.00
10.00
0.00 ,
Expenditures
The budget for PACL compares favorabl’
and Berkeley have budgets per capita in
City’s per capita spending is nearly equival~
communities. Only Burlingame
per capita budget. Redwood
The City of Burlingame ben
airport. Burlingame’s
fund revenue; the s
designated library parcel
umber of hotels near the San Francisco
Tax (T.O.T.) is their biggest source of general
and property tax is third. Berkeley has a
Expenditures per Capita
140.00
120.00
100.00
80.00
60.00
40.00
20.00
0.00
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Outlets
In this sample of 13 cities, the number of outlets ranged from 1 to 5. Only Palo Alto and
Berkeley support five outlets. Most frequently, communities have one or three outlets. Of
the thirteen cities compared, none has more service points for the population than Palo Alto.
Assuming that the entire population had equal access to library facilities, on average in this
sample, one facility serves 43,000 people. In Palo Alto, again assuming equal access, there
is one facility for 12,000 people. The map in Appendix X, however, shows that existing
library branches are not distributed equally geographically, so some populations in Palo Alto
may be underserved compared to other areas.
Add statement about square footage comparison
Population per Outlet
140000
120000
100000
80000
60000
40000
20000
0
Staff
PACL
staff relatb
5 branches and serve 60,000 people. Only Berkeley has more
~n. It also has five service points serving a population 104,300.
Population Per FTE
3500-
3000
2500
2000
1500
1000
500
0
Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
Service Hours
On an annual basis, no community approaches the service hours provided by PACL, 19
service hours per 100 population. Only PACL and Berkeley libraries are open to the public
more than 200 hours per week.
Service Hours -Total and per Population
300
250
200
150
loo
50
25 E
2o ~
0 ~
Circulation ~
In the comparator group,,~ulati~ r capita is highest in Palo Alto, approached only by
City of Santa Clara. ~
Annual Circulation and Circulation per Capita
2,500,000
~ 2,000,000
~ 1,5oo,ooo
--~ 1,000,000
,~ 500,000
25.00
20.00
15.0o
10.00
5.00
o.oo
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Considering circulation per FTE as a measure of organizational efficiency, Sunnyvale and
City of Santa Clara appear to be the most efficient systems.
Palo Alto with a circulation of 23,000 items per FTE ranks sixth among comparator libraries,
at about the median point. Demands on staff are highest in multi branch systems. Both
PACL and Berkeley show compromised efficiencies with regard to circulation, given the
need to staff multiple service points.
25.00
20.00
15.oo
10.00
5.0o
o.oo
Circulation per Capita and per FTE
40000
35000
30000
25000
20000
15000
10000
5000
0
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Library Service Model Analysis and Recommendations DRAFT- - PACLAC - - DRAFT
Community input
Public meetings. Another set of data for the Commission’s consideration resulted from a
pair of community meetings sponsored by Palo Altans for Government Effectiveness
(PAGE), with support from the Garden Court Hotel and the City of Palo Alto. At the first
meeting, an audience of approximately 125 participated in a facilitated discussion of the
advantages and disadvantages of three hypothetical library service models: a single-facility
system, a multiple-facility distributed system, and a virtual library. At the second meeting,
the audience of about 100 people divided into small groups to explore several themes or
roles: the public library as a volunteer opportunity, as a resource for children, as a
community partner, and as a destination. One group also discussed how to balance the
already met4 paragraph following meeting(s).)
Feedback stakeholders
Friends of the Palo Alto Library (FoPAL) provided recommendations to the LAC and these
recommendations are attached to this report as Appendix X.
Palo Alto Library Foundation. (complete this paragraph following May 9 PALF Board
discussion.)
Cost projections and possible funding mechanisms
(pending)
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Proposed timeline for implementation
(pending)
Appendix A: History of the Library
1896
1899
1902
1904
1922-24
1925
1936
1940
1950
1956-58
1967
1971
1975
1982-84
1985
1987
1995
1999
2002
2003
2005
Palo Alto Woman’s Club opened a reading room on University Avenue
City of Palo Alto grants a monthly appropriation to the Library
Library becomes official City service and first Library Board appointed
Carnegie Library opens at the corner of Hamilton and Bryant
Original Carnegie building expanded
City of Palo Alto annexes City of Mayfield and operation of Mayfield
branch of Santa Clara County Library
Mayfield (now College Terrace) branch opens
Built with funds donated by local philanthro Children’s Library
opens
A second addition added to Carnegie Li)~ry
Reorganization of City government re.~#~ inelimination of Board and
other advisory bodies ~~~
City passes library bond issue and ain Library on Newell Road
and Mitchell Park Library to serve sout Alto
Carnegie Library demolished; Downtown £h moved to storefront on
Ramona Street .....
Downtown Branch opens ~n~e on Forest Avenue
Mitchell Park Library expand~d l~aded
Main Library expanded and u~aded
Terman s in form erman Middle School
Online cata card ca~log
Internet public for the first time
Library AdvL,established
Library bond with 61.7% affirmative votes
.ibrary c! for anticipated 2-year renovation and expansion
ren’s services temporarily transferred to Main Library
Appendix B: Community profile
(insert Planning Dept document)
Appendix C: Godbe report of results of community survey
(insert Godbe power point presentation)
Appendix D: Report from PAGE Board on results of PAGE- and
City of Palo Alto-sponsored Community meetings
(insert PAGE reports)
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Appendix E: Resolution from Palo Alto Historical Association
(insert PAHA resolution)
Appendix F: Trends in public library service (Conclusions from
OCLC Environmental scan report)
(insert pertinent section from furl report)
Appendix G: Library Advisory Commission and ~taff
Sandra Hirsh, Chair
Sanford Forte, Vice Chair
Genevieve Gerard
Lenore Jones
Paula Skokowski
Valerie Stinger
John Stucky
Paula Simpson, Library Director
Diane Jennings, Manager, Main Library
Evelyn Cheng, Administrative Assistant
Sylvia Baker, Supervising Librarian for
Marilyn Gillespie, Supervising Librarian, Mit
Mary Minto, Supervising
Rose Sebastian, Supervisi= for Col
Melinda Wing,
Services
e Terrace, Downtown and Circulation/Main
Youth Services and Children’s Library
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ATTACHMENT B
oFTHE
/ LoAL’ro
P.O Box 41
Palo Alto, CA 94302
~vw.frien dspaloaltolib.org
Bom:d of Directors
&
Officers
Jeff Levinsky
President
Martha Schmidt
Vice President
Margarita Quihuis
Secretar2,.’
Bob Moss
Treasurer
Bob Omes
Assistant Tr~surer
Mm-D" Paddock
Book Sale Manager
Wendy Akers-Ghose
Betsy Allyn
Althea Andersen
Rudy Batties
Gretchen Emmons
President Emeritus
Gerry Masteller
Gloria Reade
Jim Schmidt
Barbara Silberling
Steve Staiger
Ellen Wyman
Pre.sidem Eaneritus
TO: Library Advisory Commission
FROM: Friends of the Palo Alto Library
DATE: April 12, 2006
RE: Suggestions for Improving Palo Alto’s Library
This final version of suggestions for improving Palo Alto libraries were
developed by a committee of our Board and were approved by members
of the Board of Directors of Friends of the Palo Alto Library (FOPAL).
The suggestions were prepared after the results of the recent survey were
made public and reflect a consensus view of programs and projects that
FOPAL believes would find broad public support. Without making firm
commitments at this time, we believe that a number of these undertakings
would attract FOPAL’s financial support.
We anticipate that the LAC in conjunction with staff will modify and
supplement these suggestions, as you may deem appropriate. We must
emphasize that we are offering these ideas in the spirit of cooperation and
with the hope they will stimulate useful dialogue among yourselves, staff,
and the public.
We have carefully polled our 18 board members to develop priorities for
the nine recommendations that we hope will be useful.
The board would especially like to draw your attention to the performance
audit recommendation. Results of the audit could help the library in
upcoming ballot measures and provide useful information for a new
library director. Given the lead time required for city audits, you may
wish to make this a priority.
Please do contact us if you believe we can be helpful in following up
these suggestions.
Thank you,
President
Attachment.
Tom Wyman
SUGGESTIONS FOR IMPROVING PALO ALTO’S LIBRARY SYS~M
Before looking at specific suggestions, we wish to emphasize six principles that we believe a
new library strategy for Palo Alto should embrace.
Support for Well-Educated Community: Palo Alto is a world center of higher
education, computers, biotechnology, research, and business. Half of the respondents in
the recent survey have attended graduate school; four-fifths have a college degree. Our
library system should provide appropriate resources and opportunities to support this
population and their interests.
Fiscal Soundness: Both existing and proposed library efforts should provide
sound value for the cost. This suggests frequent reevaluation of current practices,
thorough comparison with alternatives, and increased collaboration with other entities.
Cultural Diversity: The library should provide appropriate resources for Palo Alto’s
increasingly diverse population and its many foreign visiting students and researchers.
Children’s Programs: Palo Alto’s focus on world-class education requires we maintain
our first-rate programs and resources for children within the library system.
Neighborhoods: Palo Alto has repeatedly expressed its preference for walkable
neighborhoods and branch libraries. Preserving and enhancing this approach is essential
in sustaining public library support.
Innovation: Drawing on the enormous local education and technology resources
available, our libraries should be at the forefront of trends and new developments in
library and information sciences. Active and bold experimentation surrounding the
library can provide our city with exciting and significant new benefits. We should select
carefully those cutting-edge projects that promise substantial benefits compared to costs
incurred and seek outside funding and partnerships.
In offering the following suggestions, we are aware how extraordinarily successful our libraries
are. We maintain five exceptionally popular branches. 87% of the randomly chosen respondents
to the recent respondents were "somewhat" or "very satisfied" with our library system. Over
half gave the library the highest possible rating. We visit our libraries more often and check out
more items than in any other city of our size in California. Our collection is among the largest
per capita in the state. In short, Palo Altans are devoted to and feel strongly about their libraries.
The following thoughts suggest how the library can maintain this public support and improve yet
further.
Suggested Improvements, ranked in descending order of importance
1.Link+: FOPAL supports having the Palo Alto Library System join Link+ at such time it
is clear that it can be can be accomplished within the limits of available resources. The
survey indicates greatest interest in improved collections comes from the most educated
residents, who will be well served by Link+’s university holdings. We support making
this a priority and may be able to assist by providing start-up funding.
Facilities: Take steps to improve the attractiveness and efficiency of library facilities.
This may include painting, carpet installations, new furniture, additional seating and
power access in outdoor areas and automatic door openers. Some of this refurbishing is
now underway. Although some may view these as simply cosmetic changes, they can
have a positive effect in changing perceptions and attracting new library patrons. For
instance, San Jose recently refreshed a number of branches in this way at $100,000 each.
Hours: Increase number of hours that libraries are open. (Survey Q 13 A). We fully
appreciate that this has been repeatedly discussed and that there is no easy solution to
without substantial additional funding. FOPAL supports lengthening service hours both
via extra city funding and applying savings from efficiency improvements.
Audit: This appears to be an opportune time to request a City performance audit of our
library system. Libraries are a Council priority, and we are in a formative period where
all manner of input can be useful. The LAC discussed the possibility of an audit last
year, and it was recognized then an audit could provide a helpful perspective. We
recognize that it will take some months to obtain the audit, but it is important that the
information obtained from an audit be available to those involved in planning the future
of our library system.
Mitchell Park: Both the space and collections of the Mitchell Park Library need to be
expanded. This appears to have significant community support. Some $1.5 million is
budgeted for a "facelift" of the facility once the Children’s project is completed. Thought
should be given to a developing a library improvement bond measure that would include
expansion of the MP Library. This would allow funds now earmarked for maintenance
and repair to be used for more fundamental improvements. We recognize that this is a
longer-term process than the other suggestions in this list. A project such as this will
require developing public support and involve a great deal of careful planning, well-
reasoned and persuasive arguments and concerted effort. FOPAL is prepared to
participate.
Collection: The survey (Q 12) identified the provision of library materials and services to
the community as "very important" or "somewhat important." This has ramifications
where, once again, cost and feasibility will be limiting factors. Related to this is Q 13 B
that calls for, "A larger, more comprehensive collection of books and other materials."
Any significant enlargement of collections requires more shelf space, which is presently
at a premium. Collections can be "modernized" but, of course, this may require
withdrawing older material that continues to be of value to patrons. FOPAL has long
supported enriching our collections. Accessing other library collections is the key to
improving collections without expanding library facilities. See comments on Link+
above.
7.Databases: Survey question Q 13 1 reflects a public interest in improved databases. We
support efforts to increase public awareness of the library’s existing database resources
and in finding ways to assist the public in accessing them. We also support subscribing
to more information sources and databases after research to determine which are most
needed.
Teen Center: Should FOPAL consider partnering with the school district and!or City to
put more computers in the "new" Mitchell Park teen center to help alleviate noise and
confusion in the library? We recognize that this would involve some degree of
supervision and may involve issues of "turf’ but may be worth exploring.
Schools: We see a potential for better collaboration with school libraries. While
integration of selected public and school library operations and facilities bears
consideration, it also poses inherent problems including security and the allocation of
school, City, and perhaps FOPAL funds on an equitable basis.
FOPAL stands ready to assist in the exploration of these and other opportunities to
improve library services, collections and facilities.