HomeMy WebLinkAboutStaff Report 429-06City of Palo Alto
City Manager’s Report
TO:
FROM:
HONORABLE CITY COUNCIL
CITY MANAGER
6
DATE:
SUBJECT:
DEPARTMENT: LIBRARY
CMR: 429:06
DECEMBER 4, 2006
TRANSMITTAL OF FINAL LIBRARY SERVICE MODEL ANALYSIS
AND RECOMMENDATIONS (LSMAR) REPORT AND REQUEST FOR APPROVAL
OF STAFF RECOMMENDATION TO UNDERTAKE COMMUNITY POLLING PRIOR
TO FINAL DECISIONS ON LIBRARY SERVICE AND FACILITY ENHANCEMENTS
RECOMMENDATIONS
The Library Advisory Commission recommends that the Council:
1)Ac-dept the recommendations for enhanced library programs and services as outlined in
the attached transmittal to the LSMAR report (Attachment 2 - pp. 6-10).
Move forward with Group 4 Architecture’s Option 3 (combined library and community
center) for an enhanced Mitchell Park library recognizing the many advantages and
opportunities of a joint use facility. The LAC acknowledges the library program can be
accommodated in Option 2 (new stand alone library) but strongly urges the Council to
recognize the needs of the community and to plan for the future.
3)Expand planned infrastructure improvements for the Main, College Terrace and
Downtown libraries to include updates to public and staff spaces in the form of fresh
paint, carpeting, better lighting, and sufficient funds be provided for new furniture and
shelving.
4) Further analyze the needs at Main library for group study space and a program room.
Staff recommends that the Council:
1) Accept the final LSMAR report and LAC transmittal document.
CMR: 429:06 Page 1 of 6
2)Direct staff to undertake community polling prior to making any final decisions on
library service and facility enhancements. The scope of any polling would also include
the public safety building.
Provide preliminary input on the programs and services scaled options and continue this
discussion throughout the spring of 2007 as information from the City Auditor’s report
and community polling becomes available.
4)Refer to the City/School Liaison Committee the recommendations outlined in the
LSMAR for further analysis of partnership opportunities.
BACKGROUND
In December 2004, the City Council directed the Library Advisory Commission (LAC) 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 ... recommend a redefinition of branch services." Since that time, the LAC and
staff have worked to develop this strategy, now called the "Library Service Model Analysis and
Recommendations (LSMAR)."
The LAC presented a draft ofthe LSMAR repo~and recommend~ionstothe Council on May
15,2006.
The Council conceptually approved these key concepts in the draft report:
¯Maintain all current library locations;
¯Expand and/or improve access to services and collections and seek technological and
other efficiencies; and
Upgrade Mitchell Park library services from branch library resource levels without
downgrading the Main library.
The Council stated that existing General Fund revenues committed to library services would not
grow (other than inflation) to cover any library improvements, but rather, the additional required
funding for non-capital and operating costs should come from a parcel tax or another non-
General Fund source.
Given these principles, the Council directed the LAC and staff to:
¯Determine methods to reduce operating costs;
¯Determine how big Mitchell Park library would need to be;
¯Determine facilities growth requirements (if any) at other libraries;
¯Be explicit about service levels at Main assuming that Main library will continue to serve
adults, teens and children;
¯Maintain 4th and 5th grade services at Children’s library;
¯Prepare preliminary cost models/projections/estimates for capital and staffing needs;
¯Develop scaled versions of the recommendations with costs;
¯Identify strategy and funding for increasing collections;
CMR: 429:06 Page 2 of 6
Provide more analysis of strategies related to City/School partnerships; and
Outline what would need to happen at the libraries if no funding for the recommendations
can be approved.
DISCUSSION
Since the May meeting, staff and the LAC have worked to create a framework for addressing
Council’s directives. The LAC has held public meetings approximately every two weeks since
July to address specific focus areas of the LSMAR. The LAC also formed an ad hoc committee
to address Mitchell Park site planning issues. This committee worked as part of the Space Study
Project Management Team working with Group 4 Architecture to develop site and space
recommendations for Mitchell Park. The working schedules for the LSMAR and the space study
are included with this report as Attachment 1. The two CMRs on the December 4 Council
agenda .are a culmination of these efforts by the LAC, the Parks and Recreation Commission, the
community and staff.
Addressing Council Directives:
This section provides an overview of how each Council directive has or will be addressed.
1) Determine methods to reduce operating costs
At its October 23 meeting, the City Council approved a staff recommendation to delay
consideration i5f this directive until after the City Auditor finishes her report in the spring
of 2007. After completion of the report, staff will work with the LAC to present options
to the Council for accomplishing this objective. This work will be key to ensuring the
efficiency of library services and will help determine the total amount of funding
necessary for additional program and service funding. It will be important to finalize this
analysis and discussion before the Council decides whether to move forward with a ballot
measure to fund improvements to library services.
2) Determine how big Mitchell Park library would need to be; and
3) Determine facilities g~owth requirements (if any) at other libraries
4)
The presentation by Group 4 Architecture at this evening’s study session and the related
staff report regarding library facility enhancements will address these directives. The
scope of services for Group 4 included an analysis of population growth and future
library usage at all of the branches. A library planning consultant, Page + Morris, was
hired as a subconsultant to Group 4. Based on the subconsultant’s recommendations,
Group 4 then developed facility growth options for each of the branches within the Palo
Alto library system.
Be explicit about service levels at Main assuming that the Main library will continue to
serve adults, teens and children
The revised LSMAR continues the current level of services at Main library.
CMR: 429:06 Page 3 of 6
5) Maintain 4th and 5th grade services at Children’s library
The revised LSMAR maintains 4th and 5th grade services at Children’s library.
6) Prepare preliminary cost models/projections/estimates for capital and staffing needs; and
7) Develop scaled versions of the recommendations with costs
The attached transmittal document of the LSMAR (Attachment 2) identifies the scaled
options recommended by the LAC for programs and services. For each category, there is
a "top-tier" level of investment and a "mid-tier" level of investment. The LAC has
recommended both tiers of investment. The mid-tier level of investment was developed
in recognition of the fiscal constraints under which the City is currently operating and
stemmed from an interest in recommending a more reasonable level of enhancements for
the library system. The programs and services descriptive information appears on pages
6-10 of the transmittal document and the table in Attachment A to the transmittal outlines
the costs associated with each tierl Attachment A also identifies those enhancements
available with existing funds.
The Council also directed the LAC to develop scaled options for facilities". As it was
necessary to complete the LSMAR report before completion of the facility study, the
LAC determined that it was premature to recommend these scaled options. Instead, the
LAC recommended that both the low and high size ranges for a new Mitchell Park library
or combined library/community center be further evaluated as additional information on
the costs and site impacts is developed. The LAC also wanted more information on costs
to upgrade Main library and make the additional improvements at the Downtown and
College Terrace libraries before making a recommendation on how to scale or phase in
these improvements.
On the programs and services scaled options, staff also recommends that the Council
provide preliminary input on these recommendations and continue this discussion
throughout the spring of 2007. If the Council decides to put a measure’ on the ballot to
fund library services (e.g. a parcel tax), there are not the same schedule constraints as
those associated with a bond measure. This will allow time for analysis and discussion of
the Auditor’s report recommendations, other library costing information, and community
polling information.
8) Provide more analysis of strategies related to City/School partnerships
The attached transmittal of the LSMAR provides a section that addresses this directive
(Attachment 2, pp. 13-14). The "scaled options" format was not appropriate for a
discussion of this directive. Consequently, the analysis focuses on recommended areas
for future discussion with the School District. In addressing the directive, the LAC
worked with PAUSD and City staff and sought input from the Palo Alto Council of PTAs
to analyze existing and future opportunities for City/School partnerships. The LAC
recommended numerous specific items for further exploration, analysis and discussion.
CMR: 429:06 Page 4 of 6
Many of these recommendations will require cooperation between the School District and
the City, with input from the City Council, the School Board and staff members. The
LSMAR has provided a starting point for these discussions and staff recommends that the
Council refer these recommendations to the City/School Liaison Committee for further
discussion.
9)Outline what would need to happen at the libraries if no funding for the recommendations
can be approved
The Council, at its October 23 meeting, provided direction to delay analysis related to
this directive until after completion of the City Auditor’s report in the spring. Staff from
the Library and Administrative Services Departments have begun preliminary discussions
about projected operating costs increases for the next five years. These costs come from
the Long Range Financial Plan projections andwill help to inform the discussions. Staff
will prepare an analysis of potential trade offs for the library system for discussion with
both the LAC and the City Council. The LAC has expressed a strong interest in
reviewing this analysis and providing the Council with its recommendations. Library
staff will work with the Auditor, after completion of the report, to ensure the LAC has
adequate time to review and comment on any recommendations made.
Community Outreach/Polling: At the October 23 meeting, the City Council asked staff to return
with information about the timing and scope of polling for community sentiment towards
funding for the public safety building and any library facility and/or service enhancements.
Based on initial discussions with a polling consultant, staff is recommending that preliminary
polling occur before the City invests time and money on environmental and design work for any
library facility enhancements. While it is possible that the library projects could still proceed in
time for a June 2008 ballot if this recommendation is approved, there is the possibility that the
time required to do the design and environmental assessment on a selected library project may
push the library measure out to a November 2008 ballot. Staff believes, however, that
information from the community polling is integral to Council making a decision on a library or
library/community center project. This could result in two potential measures going before the
public on different ballots. Staff recommends proceeding with a RFP immediately to hire a firm
and begin polling in the early spring for both the public safety and library facilities projects. If
the scope of this work exceeds the City Manager’s contracting authority, staff will return to the
Council in January or February to award the contract and request funding for the polling firm.
RESOURCE IMPACT
As the Council considers options for renovation of the libraries and enhanced services, it is
important to note the many financial challenges facing the General Fund and the need for new
revenue sources for facility and service enhancements.
In the Long Range Financial Forecast, to be presented to the Finance Committee on December
12, relatively modest operating surpluses are projected through 2010-11. Major cost items such
as the General Fund’s contribution to retiree medical benefits, the recently approved 2.7% at 55
retirement benefit, and Council’s long-time goal of contributing an additional $1.0 million to the
CMR: 429:06 Page 5 of 6
Infrastructure Reserve are contained in the Forecast. Between cost offsets such as the cap on
employee medical costs and improving revenues, the City has been able to address these
expenses and liabilities.
Nevertheless, the General Fund faces additional challenges. These include, for example, meeting
Council’s goal of an additional $3.0 million annually in infrastructure funding, offsetting reduced
Refuse Rent beginning in 2010-11, the potential loss of an estimated $1.5 million in UUT
telephone revenues due to changing technology, and the possible exit of more automobile
dealerships. Although recommendations and plans are underway to cope with these issues, the
City still has the daunting task of reducing programs and services (yet to be identified) by _$1.5
million to reach the $3.0 million infrastructure goal.
As stated in prior infrastructure studies and as policy approved by Council, new infrastrucrare
efforts and new service levels require new revenue sources. As the Long Range Forecast will
show, there is very limited capacity to absorb any new expenses. Debt financing the capital costs
envisioned in this report will require a fresh, ongoing revenue stream to finance debt service.
EN¥IRONMENTAL REVIEW
This is not a project requiting environmental review under the California Environmental Quality
Act (CEQA). Any LSMAR recommendations implemented will undergo environmental review,
if and to the extent required.
Attachments:
Attachment 1
Attachment 2 -
Working schedule for LSMAR and Mitchell Park Space Study
LAC Transmittal, including final LSMAR document and other
supporting attachments
PREPARED BY:
DEPARTMENT HEAD:
CITY MANAGER APPROVAL:
KELLY MORARIU
Assistant to the City Manager
DIANE JE1NNINGS
Library Director
/
City Manager
CMR: 429:06 o Page 6 of 6
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Attachment 2
TO:
FROM:
DATE:
SUBJECT:
Honorable City Council
Library Advisory Commission
December 4, 2006
Transmittal of Library Service Model Analysis and Recommendations
Re port (LSMAR) and Council Directives of May 15, 2006
The Palo Alto City Library Advisory Commission (LAC) respectfully transmits the
completed Library Service Model Analysis and Recommendations (LSMAR) Report to
the City Council (Council), previously submitted in draft version on May 15, 2006.
Following further analysis by the LAC, the LSMAR has been updated and refined.
Additionally, with this report, the LAC addresses the May 15th, 2006 directives from
Council by providing additional information to augment the LSMAR.
This transmittal document includes seven sections:
I. Background;
II. Overview of needs;
II1. Recommendations for improvements to library services and facilities;
IV. Additional cost implications of an expanded Mitchell Park Library;
V. Recommendations on other Council directives;
VI. Conclusion; and
VII. Attachments
A:Scaled Options for Library Service Improvements
B:Library Programs - Current and Recommended
C:Analysis of Strategies Related to City/School Library Partnerships
D:LSMAR report with appendices.
I. BACKGROUND
Council’s original direction to the LAC in December 2004 was 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.
The LAC presented a draft of the LSMAR to Council in May 2006 to solicit feedback prior
to completion of the final report. The Council conceptually approved the following
parameters for the LAC’s work:
Transmittal of LSMAR Report
Library Advisory Commission
Page 1
Maintain all current library locations;
Expand and/or improve access to services and collections and seek
technological and other efficiencies; and
Upgrade Mitchell Park library services from branch library resource levels without
downgrading the Main Library.
The Council stated that existing general fund revenues shall not grow (other than
inflation etc.) to cover the library, but rather, the additional required funding for non-
capital and operating costs should come from a parcel tax or another source.
The Council directed the LAC and staff to complete the following work by the end of
November 2006:
¯Determine methods to reduce operating costs;
¯Determine how big Mitchell Park Library would need to be;
¯Determine facilities growth requirements (if any) at other libraries;
¯Be explicit about service levels at Main; that the Main Library will continue to
serve adults, teens and children;
¯Maintain 4th and 5th grade services at Children’s Library;
¯Prepare preliminary cost models/projections/estimates for capital and staffing
needs;
¯Develop scaled versions of the recommendations with costs;
¯Identify strategy and funding for increasing collections;
¯Provide more analysis of strategies related to City/School partnerships; and
¯Outline what would need to happen at the libraries if no funding for the
recommendations can be approved.
In order to meet the Council deadline for addressing these directives, the LAC met
eleven times since May and extensively publicized these meetings to seek additional
input into the LSMAR planning process. Several meetings were devoted to the analysis
of and development of recommendations for the service areas of city/school
partnerships, collections, technology, programs and staffing. Summary analyses of
these topics are included as appendices to the LSMAR report. At four of these
meetings, the LAC also reviewed and provided input on the library facilities study
conducted by Group 4 Architecture to evaluate space needs and site options for the
Mitchell Park Library and space issues at Main and Downtown libraries.
Based on Council’s approval on October 23, 2006, two additional directives originally
issued on May 15 will be delayed and are not addressed in the LSMAR or in this
transmittal. However, following the release of the City’s Auditor’s report on library
operations, the LAC will work with staff to develop recommendations on these two items:
¯Determine methods to reduce operating costs; and
¯Outline what would need to happen at the libraries if no funding for the
recommendations can be approved.
As this report was being prepared, Group 4 Architecture continued its work to finalize the
library facilities study. Without the information on the preliminary cost for all of the LAC’s
facility recommendations and the City’s Public Works Department review of those costs,
Transmittal of LSMAR Report
Library Advisory Commission
Page 2
it was not possible for the LAC to develop scaled options for library facility
improvements.
II. OVERVIEW OF NEEDS
Fifty years ago, Palo Altans passed a bond measure to build a new Main Library and a
branch library at Mitchell Park. The successful bond measure in 1956 followed a failed
measure in 1949, years of discussion, and the eventual recognition that it was a mistake
to put more money into the old Main Library that had been built in 1904. While much
has changed over the last 50 years, much has stayed the same.
Today Palo Alto is a world center of higher education, technology, research and
business and its Library has evolved to adapt to a more diverse population, and new and
ever-changing media formats and technology. The population has steadily grown and is
dramatically increased by a larger daytime workforce. Children no longer play in the
street and families seek first-rate early literacy and youth programs. There are more
hired caregivers for the young and old and more diversity of language and culture both in
our residents and visitors from around the world. Accordingly, today’s libraries must
serve many functions beyond information resources: among them, community gathering
places for diverse programs and events, rooms for organizations to host meetings,
spaces for people who want quiet study or contemplation, and spaces for small groups
to study together.
Work and life styles have also changed. People work in remote locations, demand 24/7
access, and try to keep pace with the abundance of free flowing information. Today Palo
Altans are much more accustomed to helping themselves and expect systems and
services to facilitate immediate self-service and reference and referral when needed.
Palo Altans also have a greater retail orientation - they seek high customer service yet
want to browse, explore and learn. They have become accustomed to self-service
checkout and web-based services both in the libraries and accessible from work and
home. Palo Altans also seek sustainable neighborhood-based services with access to
public transportation and safe biking and walking access.
.Preliminary data from the 2006 National Citizen Survey presented to the City Auditor’s
Office for the Service Efforts and Accomplishment Report, FY 2005-06 found that 78% of
respondents rate library service as good or excellent which places Palo Alto in the 60th
percentile compared to other jurisdictions, below many other city services.
Despite the advent of the Internet and the increase in home-based and hand-held
technology, library visitor counts and circulation continue to increase. The Community
Survey conducted by Godbe Research in 2006 about the Palo Alto City Library (PACL)
found that 86% of respondents use the Library (see Appendix E of the attached LSMAR
report). And over one-third report they frequent the library once a week or a few times a
month.
While it is impossible to predict the future with certainty, there are some clear and
compelling demographic indicators that should guide library improvements including an
Transmittal of LSMAR Report
Library Advisory Commission
Page 3
aging population and Palo Alto’s continued status as a destination location for families.
Between 2000 and 2030, Palo Alto’s population of older adults (55 and above) could
more than double to over 36,000. The November 2006 white paper on the Impact of the
Aging Baby Boom Population on Palo Alto’s Social and Community Services indicates
that 76% of those surveyed plan to stay in or near Palo Alto when they retire and hope to
stay in their homes. When asked of all services, which are the most valuable to you
personally, ’IEducation and Libraries" rated first among services. The survey also
indicates that Baby Boomers are strong library users, want neighborhood-based
services that enable them to stay in their homes and avoid isolation, and seek new and
dynamic programming.
Vigilance towards youth and families will also be needed as Palo Alto Unified School
District continues to be a draw for families with school-age children. District growth
projections indicate that PAUSD could grow by as much as 1,500 additional students by
2010, and given current housing development, it is expected that most of Palo Alto’s
new population will be south of Oregon Expressway. It is vital that our libraries actively
attract youth, our future library supporters. National research and PACL experience
indicate that youth respond to dynamic facilities, services, and volunteer programs that
invite their use, support school assignments, provide new technologies and web-based
services, have convenient hours and are in close proximity to school and recreational
programs.
To meet demographic demands, the Library must evolve to fit customers’ lifestyles,
needs, and interests. The Library must remain a core component of community
sustainability -where individuals can access and share technology and information
instead of purchasing books and media and technology. Facilities need to be upgraded
and the Library needs to more actively work with community partners to provide a more
vibrant adult and youth program including developing collections and technology that are
accessible, meet learning needs, and adapt new models for service delivery.
Unlike many neighboring communities, Palo Alto has to date failed to reinvest
adequately in libraries as vibrant community destinations. With the exception of
Children’s Library, the near miss of Measure D in 2002 set us further behind in
addressing aging infrastructure, and flat operational funding has meant little time for
innovation. When a community invests in a ’library as the third place" it becomes more
than a repository of information. It becomes a gathering spot - different from work or
home, a place where you don’t need to purchase anything to spend the entire day. The
Palo Alto City Library could become a network of centers for learning, tourism, civic
engagement, technological innovation, and economic and community development. The
potential is infinite if we provide a strong collection, excellent staff, innovative
technology, and dependable places, where all people regardless of age or economic
status, can engage in lifelong learning and community involvement.
The overriding need facing the Palo Alto City Library is to handle increased growth in
usage and population, current and projected. Space is inadequate to address the
current and evolving demands on PACL. Existing facilities are outdated and
deteriorating. Technology has not been optimally integrated into staff or user experience.
Neither facilities nor technology are fully adequate to serve existing or future community
Transmittal of LSMAR Report
Library Advisory Commission
Page 4
demographics or use patterns. Looking forward, it appears that important demographic
segments will be underserved in collections and programming. And, because staff is too
stretched, it is challenging to plan and implement future vision for PACL.
The LAC recommends that our community invest in libraries for the next 50 years by
rebuilding its distributed library system befitting the birthplace of Silicon Valley. This
report outlines scaled options for service improvements and facility recommendations
that set us on that course.
III. RECOMMENDATIONS
The LAC recommends that the Council adopt the recommended level of service and
facility improvements outlined in the LSMAR report to ensure a vision for the City’s
Library as an institution that:
Boldly addresses community needs through the provision of collections and
services that meet leading edge standards for content, access and connectivity;
Efficiently and effectively serves all ages and supports life-long learning with a
well-supported staff, expanded partnerships, and a vibrant volunteer program.
Provides safe and inviting facilities with flexible spaces that include areas for
quiet study and reflection, small and large group meetings, and spaces for
delivery of neighborhood programs and services.
While the LAC was certainly aware of fiscal constraints throughout its deliberations and
wherever possible is recommending changes that can be accomplished with the existing
operating budget, the Commission placed primary emphasis on proposing a compelling
vision and set of programs to sustain the Palo Alto City Library into the future while
maintaining its branch structure.
All of the LAC’s recommendations for improvements to PACL that appear in the attached
LSMAR report are summarized below, presented in the following two sections:
Library Services
o Hours
¯Programs
¯Collections
¯Technology
¯Staffing
¯Scaled Recommendations - referring to Attachment A
Library Facilities
° Scaled Recommendations
It is expected that community discussion, the City Auditor’s Report on Library operations,
and technology planning may result in further refinement of recommendations for service
improvements in 2007. However, the LAC recommends that the City Council move
forward immediately with planning for proposed facility improvements.
Transmittal of LSMAR Report
Library Advisory Commission
Page 5
Library Services
The LAC spent two months refining its recommendations for improved library services in
the areas of hours, programs, collections, technology, and associated staffing needs.
Summaries of the analyses of the current status and needs in these service areas are
included in Appendix G to the attached LSMAR report.
With the understanding that accomplishing most of the recommendations will require
new sources of funding and responding to Council’s directive to provide scaled options
for investment, the LAC has grouped its recommendations for library services into three
tiers:
¯Improvements currently planned or possible.with existing funds;
¯Mid-tier of recommended improvements requiring additional investment; and
¯High-tier of recommended improvements requiring additional investment.
Hours
PACL offers many service hours because there are five branches in the system. The
Community Survey reported that 71% of the respondents felt it was important to provide
longer hours. The lifestyles of many families do limit the times when they can come to
the library; so expanded hours should be beneficial, especially to those living closest to
the small branches. It is important to note that the LAC agrees with the staff
recommendation that hours are added only if staff shortages for current hours are first
addressed.
The LSMAR recommendations for improvements in library hours are:
° Increase schedule at College Terrace & Downtown libraries by adding 7 hours
per week each plus 4 hours on Sunday
o Increase hours at Mitchell Park from 58 to 62 (same as Main) per week
o Increase hours at Children’s Library from 48 to 50 hours per week
Programs
Library programs are important to develop early literary and social development skills in
young children, to connect readers of all ages to literature, to promote lifelong learning
and cultural awareness, and to enhance community life. As the ratio of staff to service
hours at PACL is considerably lower than in most comparable city library systems, most
staff activity is dedicated to staffing service desks, thereby reducing staff available to
develop and implement programs commonly provided in most libraries. Although
volunteers can support the provision of many programs, more staff is needed to plan and
oversee increased programming.
As programs and services evolve, partnerships will be an essential component to
improve service delivery and operate efficiently. Accordingly, the LAC recommends that
Transmittal of LSMAR Report
Library Advisory Commission
Page 6
the City Council forge a stronger partnership with the PAUSD School Board to
strengthen delivery of services to the school age population. It is also recommended
that the Library work more closely with senior providers such as Avenidas, childcare
providers such as Palo Alto Community Child Care, and the City Community Services
De partment, among others.
The LSMAR recommendations for improvements in library programs are:
o Increase children and youth programming (see Attachment B)
¯Expand service to teens and increase outreach to schools
¯Expand the volunteer and outreach program
¯Make deliveries between branches on the weekends to improve access to
collections
o Fund routine replacement of outdated furniture and equipment
Collections
The cornerstone of the library is a strong collection. It is through libraries that the public
owns a collection and items are purchased on behalf of the community.
Use of PACL’s collections, as measured by circulation, has increased 29% since 1987,
when the Library’s online catalog was first introduced. This increase parallels a trend in
public libraries that shows an upswing in library usage despite the widespread adoption
of online resources and the Internet.
The Community Survey found that the library collection was the top driver of library use.
The survey’s conclusion states that:
Library collections, including books, magazines, and multi-media
materials, appeared throughout the survey as a priority for the PACL to
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 libraries. 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.
Preliminary data released by the Auditor’s Office found that 71% of residents rated the
variety of library materials as good or excellent, which placed Palo Alto only in the 43rd
percentile compared to the other jurisdictions that participated in the most recent
National Citizen Survey.
Despite the widely-expressed perception that PACL’s collection should be improved, the
City’s support of collections is comparable to that of similar communities in California
(see Library Collections section, Appendix G of the LSMAR report), and the Friends of
the Palo Alto Library make significant contributions to enhance library collections -
$135,000 granted in 2006-07.
Transmittal of LSMAR Report
Library Advisory Commission
Page 7
The 2006-07 adopted budget for the purchase and leasing of print, media, and electronic
collections is $579,077, or $9.32 per capita. However, when compared to expenditures
for collections in 1987, adjusted for the increase in the Bay Area CPI, it is evident that
the purchasing power for library collections has been decreasing. The average spent
per capita that year was $7.22 per capita, which equates to $13.14 in today’s dollars.
While PACL has an adequate collection for a medium-size library, essential duplication
across the branch system means less depth than a collection of its size might otherwise
have. The Community Survey found that the principal reason that Palo Altans visited
libraries outside of the City is because they have materials PACL doesn’t. Although it is
clear that access to an improved method of borrowing books from other libraries, such
as the Link+ system, is a desired service and will benefit those needing titles beyond the
scope of PACL’s collection, this should not be seen as an acceptable substitute for
improving the Library’s collection. A common complaint is that popular items have long
waits. In addition, the existing collection is not properly housed or displayed and, in
many cases, exceeds standards for shelving capacity.
Successful steps have been taken in recent years to weed items; lease, outsource, and
purchase more efficiently; to build collections in new areas such as online reference
databases, books in Chinese and Russian languages, media and e-books; and to
improve access by facilitating online holds and delivery to library branches.
The collection recommendations build on these successes to provide a more complete
overall collection and greater access, variety, and refreshment throug bout the system.
As previously noted, the Library will explore joining a resource sharing service with other
libraries in early 2007 (e.g. Link+). The Library will also work to explore ways to get
more materials out to the community, especially those who are homebound.
The LSMAR collection recommendations are:
.Improve the currency of the book collections at all libraries
¯Invest in more licensed electronic databases
¯Improve the media collections
¯Buy more copies of popular titles to reduce the waiting time for holds
¯Offer a greater variety of e-books
¯.Expand collections in non-English languages
Maintain a small collection of children’s books at Main when Children’s Library
reopens
o Experiment with loaning MP3 players preloaded with audiobooks
Add sufficient staff tosupport collection increases - to order and prepare new
materials for public use
Technology
In addition to free WiFi access and public computers with access to the Internet in all
branches, by far the greatest progress in recent years has been enhanced content in the
Transmittal of LSMAR Report
Library Advisory Commission
Page 8
web catalog, rich website content, and the Library’s multi-server/application
environment. The Library works closely with the City’s Information Technology Division
and allocates 1.5 FTE to focus on technology. A significant change in recent years has
been the public’s whole-hearted embrace of self-service access of the catalog from
home and checkout machines that free staff to assist and serve customers in other
ways.
The Library must continue to leverage current and emerging technologies to improve
access and efficiency and embrace evolving technology that improves service delivery.
While it is difficult to anticipate the changes ahead, Library technology investment must
continue to keep pace with the trends and user needs.
The LSMAR recommendations for technology improvements are:
¯Develop a multi-year technology plan in 2007-08 (described below)
¯Investigate the feasibility and cost to join Link+ or a similar resource-sharing
system to facilitate access to collections at other libraries
¯Provide enhanced services on public laptop and desktop computers
¯Extend the loaner laptop program to College Terrace & Downtown libraries
¯Enhance the library website and provide online registration for library cards and
online tutorials for learning how to use library resources
Increase remote access to reference service through technologies such as
instant messaging
o Increase staffing devoted to support the increasing use of technology to deliver
library service
¯Increase training budget for library technology staff
The process for developing the technology plan should include the establishment of a
task force of City IT and library staff and citizens (including high tech professionals and
youth) to inform and provide direction to the planning process. Among the technologies
that should be evaluated are RFID and automated materials and how the Library adapts
to them. It is anticipated that such a task force could also explore digitization
opportunities, emerging technologies, possible partnerships with Silicon Valley
companies to pilot innovations, and more.
Finally, the LAC recommends that facility improvements focus on providing flexible
spaces that are adaptable for new technology.
Staffing
The heart of strong library programs and services is a highly trained and innovative staff.
The Palo Alto City Library has an excellent and dedicated staff that works hard to
present programs and services, evaluate them in light of changing needs, and assist the
public in getting the most out of library resources. But additional investment is needed.
While circulation and visitor counts have steadily increased over time, staffing and
budget have remained relatively constant. Palo Alto’s FTE per 1,000 hours open and
FTE per 100,000 circulation fall below comparable communities with multiple branches.
Transmittal of LSMAR Report
Library Advisory Commission
Page 9
With staff focused on basic operation and facility problems, little time is left for the
breadth of service libraries should deliver.
The LAC recommends that staff be reorganized, cross-trained, and redeployed to better
meet the changing needs of library customers, such as proactive customer service, new
reference models, technology-based services, and volunteer management.
The LSMAR recommendations for staffing are: ....
¯Increase staffing to adequately support current schedule of library hours
¯Fund staffing increases needed to support recommended improvements in
hours, programs, collections, and technology (as previously detailed)
¯Hire an hourly custodian to improve the cleanliness of library facilities
¯Restructure management organization to create an Assistant Director position
¯Restructure staff to provide sufficient time for grant writing and fund development
Scaled Recommendations for Library Services
Attachment A is a list of LSMAR improvements to library services and is presented in
scaled versions of enhancements available with existing funds, plus mid-tier and top-tier
levels of improvement requiring additional investments. Top-tier items include all
recommendations in the LSMAR. The mid-tier was approved by the LAC (4-1, Stinger
no, Gerard and Skokowski absent) as a subset of the top-tier recommendations.
Library Facilities
In recent years, City Council has consistently voted to maintain all five PACL branches,
further underscoring a strong community preference most reCently validated by the
results of the Community Survey. Accordingly, the LAC has focused on recommending
facility improvements to make all library facilities community-wide resources in keeping
with their history and changing needs, and to avoid duplication wherever possible.
With the exception of Children’s Library, which is under renovation and expansion, all
facilities need to be upgraded to address increased usage and to improve appeal,
efficiency, and accessibility. As the only library south of Oregon Expressway, Mitchell
Park Library is the most substandard given its high use and circulation rates. It is
literally bursting at the seams and space constraints bring the library to a standstill when
a program occurs or youth use the library after school. While each library serves the
entire community, this plan calls for sustaining Downtown and College Terrace libraries
as neighborhood branches, and developing Mitchell Park and Main libraries as the core
of the library system, complemented by the historic Children’s Library.
The LAC envisions library facilities serving many functions that evolve over time. It is
recommended that the City provide spaces for small and large group use, quiet study
and conversation, and program rooms. The key is to create flexible spaces. It is also
Transmittal of LSMAR Report
Library Advisory Commission
Page 10
recommended that as upgrades are made, our Libraries be on the forefront of "green-
building" standards.
The facility recommendations call for completion of planned upgrades in the City of Palo
Alto Infrastructure Management Plan (IMP) and additional capital improvements outside
the IMP. In addition, recommendations focus on ensuring that lighting, temperature
controls, and furniture provide inviting spaces. The LSMAR also calls for the
development of a funding plan so each facility gets minimal renovation at least every 15
years.
The largest item in the facility recommendations focuses on rebuilding Mitchell Park
Library to develop it as a full service library with the capacity to meet the current and
future service demands of that facility. The need for significant improvement, best
accomplished by building a new, larger facility, has been confirmed by the facility
planning study that is nearing completion. The needs include more seating and public
computers, a dedicated space for children’s programs, group study space, room to grow
and properly house the collections, and a meeting room for general programming.
Another priority is the addition of group study space and a program room to Main
Library. The space reconfiguration project soon to be underway at Main Library will
remove the large public service desks, giving more space for display of collections and
an expanded public area. However, these upgrades will not create the needed group
study spaces or a program room.
Scaled Recommendations for Library Facilities
On November 16, 2006 the LAC unanimously (5-0, Skokowski and Stucky absent)
passed three resolutions concerning library facilities. The LAC recommends that the
Council:
Move forward with Group 4’s Option 3 (combined library and community center)
for an enhanced Mitchell Park Library recognizing the many advantages and
opportunities of a joint use facility. The LAC acknowledges the library program
can be accommodated in Option 2 (new stand alone library) but strongly urges
the Council to recognize the needs of the community and to plan for the future.
Expand planned infrastructure improvements for the Main, College Terrace and
Downtown Libraries to include updates to public and staff spaces in the form of
fresh paint, carpeting, better lighting, and sufficient funds be provided for new
furniture and shelving.
Further analyzethe needs at Main Library for group study space and a program
room.
The LAC voted (6-0, Stucky absent) not to recommend expanding Mitchell Park Library
by building an addition on to the current library (Option 1 of the study by Group 4) as the
design would create inefficiencies in the floor plan, would not address current problems
Transmittal of LSMAR Report
Library Advisory Commission
Page 11
with the site, and would require expensive underground parking. The other options
would provide a more efficient library program, seamless outdoor/indoor integration,
improved accessibility, and eliminate the need for expensive underground parking, The
joint community service/library facility is recommended as it could create opportunities
for program efficiencies and economies. The LAC also believes a new facility is an
opportunity to leverage future reve hue through enhanced rental space.
As it was necessary to complete the LSMAR report before Group 4 finalized its facility
study, the LAC determined it was premature to develop scaled options for facilities.
Instead, the LAC recommends that both the low and high ranges of sizes for a new
Mitchell Park Library or combined library/community center be further evaluated as
additional information on the costs and site impacts is developed. More information on
the costs to upgrade Main Library and make the additional improvements at Downtown
and College Terrace libraries is also needed before an informed recommendation on
how to scale or phase in these improvements can be made. The final report by Group 4
will provide preliminary costs for some of these improvements.
IV.ADDITIONAL COST IMPLICATIONS OF AN EXPANDED MITCHELL PARK
LIBRARY
Associated with’ an expansion of Mitchell Park Library are added costs for collection
expansion and some additional staff to operate a larger facility. These costs are not
presented in the scaled options for service improvements as the latter are independent
of any building expansion.
The LAC proposes increasing the size of the collection at Mitchell Park to 120,000 -
150,000 volumes, from the current size of approximately 80,000 volumes. The cost to
achieve this growth, if phased in over 10 years, would total $1.5 million at the high end.
While the growth could be planned over a longer period, the facility should be planned to
accommodate a collection of that size to meet the needs for the next 50 years.
Endowments for collection growth and/or grants from library support groups could
provide the financial support to reduce the impact on the City’s operating budget.
The need for additional staffing will be driven by the configuration of the new library (1
or 2 story and the number of service points), anticipated increased use, collection
expansion, and will be mitigated by the adoption of RFID and materials sorting
technologies. The library consultant working with Group 4 has estimated that from 1.75
to 4.5 additional FTE will be needed at Mitchell Park, depending on the building
configuration selected. This assumes continued high use of self-checkout machines and
the installation of an automated materials handling system. Increases in staffing should
be phased in as the need becomes demonstrated.
V. RECOMMENDATIONS ON OTHER COUNCIL DIRECTIVES
Transmittal of LSMAR Report
Library Advisory Commission
Page 12
Directive:Be explicit about service levels at Main assuminq that the Main Library will
continue to serve adults, teens and children.
The revised LSMAR continues the current level of services at Main Library.
Directive: Maintain 4th and 5th .qrade services at Children’s Library
The revised LSMAR maintains 4th and 5th grade services at Children’s Library.
Directive: Provide more analysis of strateqies related to City/School partnerships
LAC recommends that the City Council forge a stronger partnership with the PAUSD
School Board to provide seamless library services to students. Possible areas of
increased collaboration include collections, technology, programs, facilities, and
staffing.
According to the City of Palo Alto Community Profile (2005) over 17% of Palo Alto
residents are ages five to 19 years. The majority of Palo Alto youth attend Palo Alto
Unified School District (PAUSD) schools. Thus, our public schools provide an
effective vehicle to market and deliver library services, especially those services that
enhance K-12 education. Thanks to the work of the PACL School Liaison and Youth
Services staff, and a tradition of informal collaboration, much is already happening
including library card campaigns, web-based services, school field trips to libraries
and librarian visits to campuses, parent and teacher education, and after-school
homework support (see Attachment C for overview of current collaboration). But
much potential remains for future partnership - especially at the high school level.
To address this directive, the LAC worked with PAUSD and City staff and sought
input from the Palo Alto Council of PTAs to analyze existing and future opportunities
for City/School partnerships. The LAC recommends the following areas for future
collaboration (Attachment C provides a more detailed analysis) should the City
Council and School Board forge a stronger partnership:
Collections Collaboration
¯Collaboration on database subscriptions
¯High school textbooks available for use in PACL
o Enhanced collections for curriculum and homework support
Technology
o Transparency between PACL and PAUSD online catalogs
~Facilitated methods to enable students to use PACL cards to access licensed
databases from schools
~ Increased use of technology to support homework needs
Transmittal of LSMAR Report
Library Advisory Commission
Page 13
Pro.qrams
Reference staff available by e-mail and phone to students (and possibly adding
instant messaging service)
Homework assistance
After school programs for youth that bridge the time between school and family
More author fairs, class visits, talks, and book discussions
Library-operated delivery van for outreach and service to schools for student use
Enhanced information research skills for high school students
Continued Library card cam paigns
Facilities
¯Flexible spaces for student use in PACL facilities
¯Use of School libraries for students after hours
Staffing
New PACL teen librarian position for 20 hours per week in middle and high
schools
o Joint training opportunities for PACL and PAUSD librarians
VI.CONCLUSION
As this report is finalized, there is new momentum in support of the Palo Alto City
Library. Now is the time to communicate a vision and make the case to the community.
Once the Library audit is complete, it is also essential to ensure the community that the
Library is running as efficiently as possible before asking for additional investment. The
LAC will work with staff on developing effective means to raise awareness and move
community dialogue forward. Additionally, the Commission will support the Council in
the consideration of a diverse funding formula for recommended improvements.
The LAC urges the Council to ensure that the Palo Alto City Library continues to be a
cornerstone of the community, a vital gateway to information that captures history and
commitment to the future, with a stimulating environment that provides inclusive access
and a commitment to lifelong learning. To quote one LAC Commissioner,
Libraries help us participate in the free circulation of ideas and
information. They are its foundation - essential, evolving public
institutions deserving of our full social and financial support.
Today, more than ever, Palo Alto needs a better than average library system.
VII. ATTACHMENTS
Attachment A:
Attachment B:
Attachment C:
Attachment D:
Scaled Options for Library Service Improvements
Library Programs - Current and Recommended
Analysis of Strategies Related to City/School Library Partnerships
LSMAR report with appendices.
Transmittal of LSMAR Report
Library Advisory Commission
Page 14
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Attachment C
Analysis of Strategies Related to City/School Partnerships
According to the City of Palo Alto Community Profile (2005) over 17% of Palo Alto
residents are ages five to 19 years. The majority of Palo Alto youth attend Palo Alto
Unified School District (PAUSD) schools. Thus, our public schools provide an effective
vehicle to market and deliver library services, especially those services that enhance K-
12 education. Thanks to the work of the Palo Alto City Library (PACL) School Liaison
and Youth Services staff, and a tradition of informal collaboration, much is already
happening including library card campaigns, web-based services, school field trips to
libraries and librarian visits to campuses, parent and teacher education, and after-school
homework support. But much potential remains for future partnership - especially at the
high school level.
Existing Service Levels and Collaborations
I. In-school Cooperation:
School Liaison services
¯Monthly newsletter for educators and interested adults
o Presentations at PTA meetings and other parent programs (3 in 2005/06)
o Introduction to library services at New Teacher Training (17 issued in
2005/06)
¯Programs for literacy summer school (2 assemblies, one parent event, one
awards event, 17 class visits in 2005/06)
¯Instant messaging with School Liaison
PAUSD invites PACL staff participation in Read Across America Day at local
elementary schools
Special joint programs planned with PAUSD heads of curriculum - examples
¯Latina author program
¯Diversity event
o Author Jim Trelease parent lecture (scheduled for 2006/07)
¯Library database presentations to students, parents and teachers
School-supported library card campaign
PAUSD provided space in back-to-school packets at middle schools and
Gunn for library card promotion in 2005/06 (approx. 900 issued, including an
in-house promotion at Paly)
¯Promotion continued at book fairs and special events - (3 events in 2005/06)
¯Applications were available at kindergarten registration and to new teachers
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 1
Collaboration with school library media teachers
¯School liaison "week at a school" visits (5 weeks in 2005/06)
o Author programs in schools and library for National Library Week (6 in
2005/06)
° School liaison attends media teachers’ meetings (4 in 2005/06)
¯ Middle and High School book discussion groups (7 in 2005/06)
Collaboration with PTA and PTA council
°School liaison contributes articles to PTA council newsletter
¯Co-sponsor programs (Paly PTSA co-sponsorship of Firoozeh Dumas’ talk on
Oct. 10, 2006)
° Presentations at PTA and other parent programs (3 in 2005/06)
Librarians provide class visits and assemblies to schools for storytimes, book talks,
and summer reading promotion - (7 assemblies to promote summer reading, plus
visits to Kids’ Clubs)
II. Services Accessible to Students in the Library:
Palo Alto City Library offers special programs year-round to encourage reading
Class visits to the library
¯ Class visits can be oriented toward library tours, library-use instruction, book
talks, storytelling, and database orientation
¯Visitors include students of all ages and grades, special needs students,
after-school programs
After-school homework helpers volunteer at Mitchell Park Library
o Volunteer is available once a week to help students at the library
¯Volunteer often engages students by playing chess or cards with them
Materials
¯Circulating fiction, non-fiction, picture book, reader, and magazine collections
o A variety of reference materials for use in the library
o Ready reference file includes school reading lists and school project
information
o PAUSD loans copies of middle school textbooks for Students to use in library
¯Readers’ advisory bibliographies
¯Media - DVDs, CDs, and audio books available for checkout
o Electronic Resources
¯ Large number of electronic reference materials and databases available,
many are for students (see list of "Resources Online"in LAC packet)
¯Extensive development of library web pages geared towards students as
well as teachers, school librarians, and parents
° PAUSD provides link to PACL catalog on webpage
¯ Internet access, including loaner laptops, in library
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 2
Services for teachers
o Librarians will pull books for teachers on special subjects
¯Teachers can let library know when special assignments are coming up
¯Books can be set on reserve for classes
Volunteer/community service opportunities for students
Teen Library Advisory board (T-Lab) meets monthly to advise library on
collections and programs for teens
Each library branch has middle and high school volunteers helping with
projects and collections
Additional Strategies for Enhanced City/School Library Partnerships
The LAC worked with PAUSD and City staff and sought input from the Palo Alto Council
of PTAs to analyze existing and future opportunities for City/School partnerships. The
LAC recommends the following areas for future collaboration should the City Council
and School Board choose to forge a stronger partnership. These strategies provide
exciting opportunities to serve K-12 students by promoting and bringing PACL services
into PAUSD schools and enhancing services provided in public libraries for students. A
stronger partnership between the City of Palo Alto and PAUSD will enable both
institutions to improve delivery of library services and, in some cases, improve
efficiencies.
I.Collections Collaboration
Collaboration on database subscriptions
PACL has a rich mix of databases accessible to all students with library cards, and
staff consults with PAUSD librarians about priorities for new additions appropriate for
students. This type of collaboration will continue, and possibilities for joint licensing of
new databases can be explored in order to reduce the cost of individual
subscriptions. PACL’s ability to license additional databases will be limited in a few
years, when funding currently provided by the Cable Co-op Grant ends.
High school textbooks available for use in PACL.
A number of middle school textbooks are available at PACL. PAUSD staff could
make copies of high school textbooks (especially math and science) available for in-
house use at libraries.
Collections for curriculum and homework support
PACL Youth Services staff selects new acquisitions that support student homework
needs. However, teachers and curriculum specialists could be more directly solicited
for purchase suggestions and help PACL secure the right number of copies. In
addition, PACL and PAUSD staff could work more closely to purchase other items
that address unmet needs of Palo Alto youth (for example: books on tape for dyslexic
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 3
students). It does not seem likely that joint purchasing will result in greater discounts
for PACL or lead to ordering efficiencies.
II. Technolo.qy
II1.
¯Transparency between online catalogs of PACL and PAUSD
Both PACL and PAUSD use Dynix’s Horizon software for their online catalogs.
Thus, greater collaboration could insure that links to the catalogs of both
organizations are placed on the catalog itself, and not just on the web pages.
Facilitated methods to enable students to use PACL cards to access licensed
databases from schools
PACL and PAUSD could work to employ methods to enable students to more easily
access PACL library card numbers at school libraries and thus provide better access
to the Library collection. This could be expanded across the secondary schools.
¯"Live Homework Help,’ service (Tutor.com)
This online service, available at an annual charge, matches live tutors electronically
with students seeking homework assistance. Students and tutors communicate with
each other via a simulated white board and two windows where each types text.
This service is available in some libraries in the area, including San Jose. The full
annual cost for Palo Alto would be approximately $10,000. Before proceeding, staff
would need to gauge the need for such a service.
Pro.qrams
¯Reference staff available by e-mail and phone to students (and possiblyadding
Instant Messaging service)
If promoted in schools, use of reference services by students could be increased.
This could also assist in developing library science skills in high school youth.
¯Homework assistance
PACL will maintain its "Assignment Alert" program that gives teachers the
opportunities to notify City librarians about student assignments so that materials can
be pulled from shelves and reserved for student use. This effort could be better
promoted to PAUSD teachers. PACL and PAUSD could also jointly develop a
volunteer-based program to recruit community volunteers to assist students in the
libraries with school assignments.
¯After school programs for youth that bridge the time between school and family
PACL staff works collaboratively with City recreation staff as the Mitchell Park
Community Center is transitioned to a Youth Development Center. While there are a
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 4
IV.
variety of popular activities currently being provided, this site provides a unique
opportunity to offer library services to youth in collaboration with the schools.
More author fairs, class visits, talks, and book discussions
There is great value in programs throughout the library system and on school sites,
especially those targeted to small groups where "kids can get excited about books
and the environment of discovery."
Library-operated delivery van for outreach and service to schools for student use
Books requested by students from PACL libraries could be delivered to schools.
This van could market the PACL libraries and be used for outreach to other
organizations.
o Enhance information research skills for high school students
Success in this area will require support from school principals and teachers. PACL
staff could present training in this area at schools.
¯Library card campaigns
A highly successful campaign was implemented at Gunn and the middle schools.
Expansion of the program needs backing from principals and the PTSA.
Facilities
o Flexible spaces for student use
It is a high priority of the LAC to provide flexible spaces in libraries that serve multiple
needs. It is hoped that facility improvements will enable welcoming spaces for quiet
study, small group work, and larger meetings. These types of spaces that include
computers and laptop support hold the most promise of providing desirable spaces
for students coming to PACL facilities to complete school assignments. Once these
spaces are available they can be promoted to PAUSD secondary teachers and
students.
¯Use of School Libraries
It is recommended that the City Council explore greater public use of school libraries
especially in Southwest Palo Alto. Due to security concerns, at this time this effort
should focus on students. The idea of pick-up points for holds for all residents might
be explored as technology becomes available to consider public kiosks as pick-up
points.
V. Staffin.q
¯PACL teen librarian for 20 hours per week in middle and high schools
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 5
In order to forge expanded and more effective partnerships with the schools,
additional staffing is needed. The PACL school liaison attempts to do outreach to all
PAUSD schools in only 20 hours per week. It is recommended that additional staff
time be dedicated to focusing on outreach to middle and high schools.
Joint training opportunities for PACL and PAUSD librarians
There is recognition that it is difficult to schedule joint training opportunities that can
be widely attended due to different work schedules. It is recommended that staff
share training opportunities when available and renew the past practice of having
one joint meeting in the fall between PACL Youth Services staff and PAUSD
librarians.
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 6
Attachment D
L@B~Y
PALO ALTO CITY
Library Service Model
Analysis and Recommendations
December 4, 2006
Library Advisory Commission
Sandra Hirsh, Chair
Sanford Forte, Vice Chair
Genevieve Gerard
Lenore Jones
Paula Skokowski
Valerie Stinger
John Stucky
Library Service Model Analysis and Recommendations
Table of Contents
Section 1 - Report Recommendations
Background ............................................................................................................3
Statement of Need ..................................................................................................5
Vision for the Palo Alto City Library ........................................................................6
Recommendations ..................................................................................................9
Collections .......................................................................................................9
Programs and Services .................................................................................10
Hours of Service ............................................................................................12
Technology ....................................................................................................13
Staffing ..........................................................................................................14
Facilities ................................................; .......................................................15
Section 2 - Analysis and Development of the LSMAR Report
Review of Library Advisory Commission’s Planning Process ...............................18
Community Survey ...............................................................................................19
Analysis of Existing Service Model .......................................................................24
Collections .....................................................................................................25
Services and Programs .................................................................................27
Partnerships and Cooperative Endeavors ........... ............................’ ..............27
Hours of Service ............................................................................................27
Technology ....................................................................................................28
Staffing ..........................................................................................................28
Volunteers .....................................................................................................31
Facilities ........................................................................................................31
Assessment by PACL Staff ...................................................................................35
Best Practices .......................................................................................................36
Regional Comparisons: Interviews with directors of neighboring libraries ............38
Statistical Comparisons to Neighboring Libraries .................................................41
Community Input ..................................................................................................48
Feedback from Library Stakeholders ....................................................................48
Library Management Staff ....................................................................................49
Page 1
Library Service Model Analysis and Recommendations
Section 3 - Appendices
Appendix A: Letter from the Palo Alto Library Foundation to the City Council
Appendix B: Recommendations from the Friends of the Palo Alto Library to the
Library Advisory Commission
Appendix C: Resolution from Palo Alto Historical Association
Appendix D: History of the Library
Appendix E: Godbe report of results of Community survey
Appendix F: Report from PAGE Board on results of PAGE and City of Palo Alto
sponsored Community meetings
Appendix G: Analyses of Library Programs & Services
Strategies related to City/School Partnerships
Library Collections
Library Technology
Library Staffing & Programs
Appendix H: City of Palo Alto Community profile
Appendix I: Trends in public library service (Executive Summary from 2003
OCLC "Environmental Scan: Pattern Recognition" report)
Appendix J: Conclusion from the 2005 OCLC "Perceptions of Libraries and
Information Resources" report
Page 2
Library Service Model Analysis and Recommendations
Library Service Model Analysis and Recommendations
Section 1 - Report Recommendations
Backqround
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."
The Library Advisory Commission’s (LAC) recommended strategy, presented to the Council
in this Library Service Model Analysis and Recommendations (LSMAR) report, is based
on community input and research into library trends, and takes into account Palo Alto’s
unique needs and current economic realities. It responds to the Council’s 2004 directives in
the following ways:
...create a full-service library at the existing or another site
Upgrade Mitchell Park Library to a 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 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 a technology lab, a homework center, or an exhibit/gallery area.
Maintain the Main Library at current service level with the additional designation as
the center for reference and research, and where the Palo Alto historical collection
will continue to reside.
... improve neighborhood facilities and distributed services
¯Improve all existing facilities; and
¯Distribute services through expanded outreach partnerships and web-based
services.
...enhance collection services
~Obtain more copies of high-demand materials;
o Weed current collection;
¯Improve access to collections by displaying materials more effectively and
decreasing crowding; and
Improve access to the collections of other libraries for PACL cardholders (through
Link+ or similar resource-sharing program).
...recommend a redefinition of branch services
Improve access by increasing hours and working towards greater uniformity of hours
across branches;
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Library Service Model Analysis and Recommendations
Provide high-interest, high-demand materials at smaller branch libraries to increase
usage;
Improve collections across branch system, and establish comprehensive core
collections at Main and Mitchell Park Libraries;
Staff smaller branches with technical staff and phone and Internet access to
librarians at Main Library; and
Continue to be open to community interest in a shared service point, with a school or
other entity in southwest Palo Alto.
The Library Advisory Commission presented a draft of their report and recommendations to
the City Council on May 15, 2006. After reviewing the report, hearing from the public, and
questioning commissioners about elements of the proposed plan, the Council voted
unanimously to give the following direction to the Commission.
The Council conceptually approved the following parameters for the LAC’s work.
Maintain all current library locations;
Expand and/or improve access to services and collections and seek technological
and other efficiencies; and
Upgrade Mitchell Park library services from branch library resource levels without
downgrading the Main Library.
The Council stated that existing general fund revenues shall not grow (other than inflation
etc.) to cover the library, but rather, the additional required funding for non-capital and
operating costs should come from a parcel tax or another source.
The Council directed the LAC and staff to complete the following work by the end of
November 2006:
¯Determine methods to reduce operating costs;
¯Determine how big Mitchell Park Library would need to be;
¯Determine facilities growth requirements (if any) at other libraries;
¯Be explicit about service levels at Main; that the Main Library will continue to serve
adults, teens and children;
o Maintain 4th and 5th grade services at Children’s Library;
¯Prepare preliminary cost models/projections/estimates for capital and staffing needs;
¯Develop scaled versions of the recommendations with costs;
¯Identify strategy and funding for increasing collections;
o Provide more analysis of strategies related to City/School partnerships; and
¯Outline what would need to happen at the libraries if no funding for the
recommendations can be approved.
On October 23, 2006 the Council approved a draft outline for the LAC’s final report and
agreed to delay two of the directives identified at their May 15 meeting until after the City
Auditor’s report is completed in Spring 2007:
¯Determine methods to reduce operating costs; and
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Library Service Model Analysis and Recommendations
Outline what would need to happen at the libraries if no funding for the
recommendation can be approved.
Statement of Need ......
In recent years Palo Alto has failed to adequately invest in its libraries to maintain them as
vibrant community destinations capable of meeting current and anticipated future demand.
While population and usage have increased and diversified over time, operating
expenditures have remained relatively constant, with the exception of salary and benefit
increases. With the exception of Children’s Library, the near miss of Measure D in 2002 set
the City further behind in addressing aging infrastructure, and flat operational funding has
meant little time for innovation in programming. While the Palo Alto City Library has an
adequate collection for a medium-sized library, essential duplication across branches means
less breadth than a collection might otherwise have and popular items have long wait lists~
In addition, the existing collection is not properly housed or displayed and in many cases
exceeds standards for shelving capacity. Staffing shortfalls and aging facilities require staff
to focus on basic operation and facility problems with little time left for the breadth of
services libraries should deliver.
To keep pace with regional standards, by 2030 the Palo Alto City Library will require
approximately 70,000 new items, 90 more seats, 35 more computers, and dedicated space
for group study and programs. With the exception of Children’s Library, all library facilities
need to be upgraded to improve appeal, efficiency, and accessibility. As the only library
south of Oregon Expressway, Mitchell Park Library is the most substandard given its high
use and circulation rates.
While it is impossible to predict the future with certainty, there are some clear and
compelling demographic indicators that guide library improvements including an aging
population and Palo Alto’s continued status as a destination location for families. Palo Alto’s
population is expected to grow to 80,000 by the year 2030. Moreover in that same time
period, Palo Alto’s population of older adults (55 and above) could more than double to over
36,000. This population is expected to be increasingly Asian and, to a lesser extent, Latino.
The recent white paper on the Impact of the Aging Baby Boom Population on Palo Alto’s
Social and Community Services indicates that 76% of those surveyed plan to stay in or near
Palo Alto when they retire. These Baby Boomers are strong library users, want
neighborhood-based services that enable them to stay in their homes and avoid isolation,
and seek new programming. In addition, PAUSD high growth projections indicate that the
public school population could grow by as much as 1,500 additional students by 2010.
Given current housing development, it is expected that the highest percentage of population
growth in the City will occur south of Oregon Expressway.
To meet demands, the Library must be upgraded to fit users’ lifestyles, needs, and interests.
Libraries must remain a core component of community sustainability - places where
individuals can access and share technology and information. Facilities need to be
upgraded and adapted to provide a variety of flexible spaces that serve the many types of
uses made in modern libraries. The Library needs to more actively work with community
partners and volunteers to provide a more vibrant adult and youth program including
developing collections and technology that adapt new models for service delivery,
accessibility, and ability to meet learning needs.
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Library Service Model Analysis and Recommendations
Vision for the Palo Alto City Library
The Palo Alto City Library is one of Palo Alto’s essential community institutions. It provides
a distinctive place where all residents have the right and the opportunity to query,
congregate, research, dream and self-educate without question of personal motive, race,
age, gender or physical challenge. The following recommendations will help forge a path
toward the creation of Palo Alto’s "library of tomorrow", an institution that will:
Boldly address community needs through the provision of collection and services
that meet leading edge standards for content, access and connectivity;
Efficiently and effectively serve all ages and support life-long learning with a well-
supported staff, expanded partnerships, and a vibrant volunteer program.
Provide safe and inviting facilities with flexible spaces that accommodate growth and
include areas for quiet study and reflection, small and large group meetings, and
delivery of neighborhood programs and services.
The recommendations are based on the following fundamental ideas:
Branches are important. We are starting with the existing five locations and defining
what needs to be done to each one to build the best overall Library.
Collections need to be bigger, better and more current. Collections go beyond books
and media.
Hours need to be increased and more uniform across branches.
The Library needs more space for expanded collections and different library uses.
The Library needs a staffing plan that will meet changing needs and demographics.
Successful youth program areas and services will require a stronger partnership with
the schools.
Palo Altans want seamless access to other libraries’ collections with their Palo Alto
Library cards.
The Library must be able to scale-in appropriate technology.
People value the library as a place, 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 space for enhanced services.
Flexibility in all areas (such as staffing, collections, physical space and technology) is
important to meet future program and service innovations.
Five libraries comprise the Palo Alto City Library, each with a specific focus that supports an
overall system of excellence. It would be costly and inefficient to extensively duplicate
services among the five branches, and the LAC recognizes that "we can’t do everything
everywhere," so this vision defines roles for each library, emphasizing existing roles and
strengths of the respective locations that together comprise a strong and dynamic library
system. At the same time, the vision recognizes community support for strong library
collections at each location.
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Library Service Model Analysis and Recommendations
THE MITCHELL PARK LIBRARY serves adults, teens, and children and houses a
comprehensive collection of materials for all ages.
The building features space for a 50-100% bigger collection (120,000-150,000
items).
The building has flexible spaces that can change to meet evolving technology and
community needs.
The building houses services for all ages, including areas for children and teen
materials, quiet study, and small group study. There are ample computers for public
use. There is at least one flexible program room.
Safe bike and pedestrian access and adequate parking are provided. Traffic
circulation issues are resolved.
The building has sufficient space for a return area and automated materials handling
technologies.
A Friends of the Library-sponsored and operated store near the entrance offers used
books, gifts, and supplies. Proceeds are used to enhance library services and
programs.
A small cafe, operated by a concessionaire, may be featured at this location
depending on space availability.
The building may include space for administrative and technical services staff.
In the event that the preferred plan for a new Mitchell Park might require the existing
Mitchell Park Community Center to be razed, a cooperative agreement with the
Community Services Department (CSD) will be established. In this case, a shared
space for programs and events, for use by the Library and CSD, will be an integral
part of this building.
Performance measures for Mitchell Park Library are customer satisfaction,
circulation, visitor count, reference questions and readers advisory inquiries
satisfactorily answered, program attendance, meeting/program use by community
groups, and intra-system holds successfully filled.
It is recommended that the proposed facility be placed somewhere on the site now occupied
by the current Mitchell Park Library, the community center, and immediate adjacent parking
lots, and that it not encroach into the area that is dedicated parkland (including the tennis
courts).
THE. MAIN LIBRARY serves adults, teens and children and houses a comprehensive
collection of materials. The Library system’s Reference and Research Center is found here,
including civic information, with specially trained staff to assist customers with in-depth
reference needs.
Quiet study and group study areas are available, including for use by young people.
There are areas and collections for teens and adults, and a small children’s
collection.
There are ample computers for public use.
Operated in cooperation with the Palo Alto Historical Association (PAHA), the Guy
Miller archives and Palo Alto history collection are available to the public here. There
is a method of providing temperature and humidity control for fragile historic
documents. There is space for the local history collection to grow with at least one
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Library Service Model Analysis and Recommendations
display case for exhibits. A PAHA archivist/historian staffs this area, and docents
cooperatively trained by PAHA and PACL assist students and researchers in using
this special collection.
This distinctive Edward Durrell Stone designed building is renovated in keeping with
its historic significance and upgraded and maintained to support future needs.
A small caf6, operated by a concessionaire, may be included if space permits.
Performance measures for the Main Library are customer satisfaction, circulation,
visitor count, reference and readers advisory inquiries satisfactorily answered, and
program attendance.
THE CHILDREN’S LIBRARY, Palo Alto’s heritage library, introduces children through 5th
grade to the joy of books and reading.
The Birge Clark-designed Children’s Library preserves the historic nature of this
facility and allows customers to 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.
The primary clientele is children through the 5th grade and the adults who
accompany them.
Staff is expert in children’s literature and this branch serves as a center for childhood
literature.
Currently being renovated and expanded, this historic building is carefully
maintained.
Performance measures for the Children’s Library are customer satisfaction,
circulation, visitor count, reference and readers advisory inquiries satisfactorily
answered, and program attendance.
THE COLLEGE TERRACE BRANCH AND DOWNTOWN LIBRARIES offer comfort,
convenience and community for their distinct neighborhoods and surrounding businesses,
as well as customers from across the community
Both locations feature collections for adults and young people.
In addition to books for adults, there is a mix of classic and new children’s titles, and
a variety of media for all ages.
Customers can choose study-style or lounge style seating for reading and visiting
with neighbors.
There are study tables for students and others needing a place to work.
There are computers for public use.
The Downtown Branch has a small group study room.
Performance measures for these branch libraries are customer satisfaction, visitor
counts, circulation, and children’s program attendance.
THE VIRTUAL BRANCH brings together the Library’s varied digital materials, such as
downloadable books and commercial databases, along with resource sharing opportunities
such as Link+, and other online services, and presents them through the portal of the Library
website, providing 24/7 library service including:
¯Continued access to intrasystem delivery and online reference materials;
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Library Service Model Analysis and Recommendations
Access to Link+ or a similar resource sharing program;
Online registration for library cards;
Podcast storytimes and other downloadable programs and data;
RSS feeds (RSS refers to a family of web feed formats used for Web syndication,
used by (among other things) news websites, weblogs and podcasting;
Online workshops and training;
Reference assistance by email and Instant Messaging (IM); and
Development of a library biog.
A RANGE OF COMMUNITY OUTREACH SERVICES extends the library beyond the bricks
and mortar facilities.
Staff and volunteers bring materials and programs to those people who have trouble
reaching library locations, such as those who live in senior residences and nursing
homes, or children in preschools and child care centers. This includes a major
expansion of the Operation Homebound service staffed by volunteers.
Partnerships with schools, community non-profit organizations, and other groups are
explored and nurtured, bringing the library more broadly into the community.
Outreach Services sponsor library participation in high visibility 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.
Recommendations
Collections
Improving the Library’s collection and improving access to this collection are high priorities.
This requires funding for staffing associated with weeding, cataloging, and processing and
additional funds for materials and shelving where needed. Additional space will be required
to increase the collection and display materials in bookstore style to promote browsing and
circulation. In addition, more efficient deliveries (including weekend deliveries) among
branches, based on use patterns, will improve accessibility of materials both from home and
each branch and put them into the hands of customers faster.
Innovations in collections management and technology will be leveraged whenever feasible
to improve access for every branch. This will include joining a resource-sharing consortium
such as Link+.
Mitchell Park and Main Libraries house the two most comprehensive collections in the
library system to accommodate the diverse tastes, reading levels, languages, and interests
of users of all ages. Both branches serve the community as a whole and serve as a
resource for the smaller facilities, including filling holds at these locations. The Main Library
continues to be the center for local history, reference, and research.
Children’s, College Terrace, and Downtown Libraries meet the needs of their users.
Staff regularly evaluates the interests and needs of the actual and potential library clients so
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Library Service Model Analysis and Recommendations
that each library has a collection reflecting the community it serves. Children’s Librarythe ~ c~ t tprovides the most in-depth collection for children through 5 grad . H’gh ’rcula ing ti les are
emphasized at College Terrace and Downtown branches. In addition:
Children’s serves young people through 5th grade. Books are emphasized over
media. The building’s small size, even after the expansion, requires collections
focused on meeting the needs of users.
College Terrace and Downtown Libraries provide materials of interest to the local
community, including a representative collection for youth. Collections are regularly
refreshed.
¯Paperbacks remain for the exclusive use of customers at this location.
¯Reference help continues to be available by phone and online and is
supplemented by reference databases available through the library website.
Newspapers and general interest magazines are available.
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 for application in public libraries.
Collaboration with PAUSD exists towards the goal of providing alternatives to print
materials (e.g. materials for students with learning difficulties).
Programs and Services
Library programs and services are enhanced across the library system towards the goal of
building community and supporting literacy and lifelong learning. Special emphasis is given
to programming focused on early childhood learning, the educational growth of youth, and
services that meet the needs of Baby Boomers. There is greater emphasis on programmatic
partnerships with child-care facilities, senior centers, and Palo Alto Unified School District to
meet defined needs in the schools, in branch libraries, or in other community locations.
Mitchell Park: Trained staff is available to help people find what they need. A variety of
services and programs are offered to children, teens, and adults.
For children:
¯Twice-per-week toddler storytimes
o Once-per-week preschool storytimes
¯Once-per-week baby storytimes
¯Weekday after school programs for elementary school age children (one per month)
¯Weekday evening programs for children and families (three per month)
¯Summer reading program and other reading incentive programs
¯Homework assistance
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Library Service Model Analysis and Recommendations
For teens:
¯A safe place to study and learn
¯Speakers and events (one bi-monthly)
¯Summer reading program, book discussions, and other activities
¯Resources for homework assistance
For adults and families:
¯ Author visits or other literary or cultural programs (one bi-monthly)
Main Library:. Trained staff is available to help people find what they need, including skilled
and experienced reference librarians who are ready to help students, scholars and others
with in-depth or complex information needs. Reference staff is also available via email and
phone, to remote customers at home, work or school, or in other library branches.
For families:
~ Once-per-week family storytimes (volunteer-presented, coordinated by staff)
For teens:
¯A safe place to study and learn
o Speakers and events (One bi-monthly)
o Summer reading program, book discussions and other activities
¯Resources for homework assistance
For adults:
¯ Adult Speaker Programs and/or workshops on using online databases, getting the
most out of the library catalog, using commercial databases, and presentations on
the special collections and resources in neighboring libraries, such as Stanford’s
Green Library, the Health Library, the County Law Library, etc. (One bi-monthly)
¯Local history programs are offered in partnership with the Palo Alto Historical
Association.
Children’s Library
Trained staff members who have particular expertise in the area of children’s
literature are available to help children, parents, and teachers.
¯Twice-per-week toddler storytimes
¯Once-per-week preschool storytimes
¯Once-per-week baby storytimes
.Weekday evening programs for children and families (One per month).
¯Homework assistance
¯Summer reading program foryouth
College Terrace Library
Trained staff is available to help people find what they need and access system-wide
resources effectively.
~Once-per-week family program(volunteer-presented, coordinated by staff)
o Summer reading program foryouth
=Neighborhood driven activities for adults
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Library Service Model Analysis and Recommendations
Downtown Library
¯ Trained staff is available to help people find what they need and access system-wide
resources effectively.
o Once-per-week family programs (volunteer-presented, coordinated by staff)
Summer reading program foryouth.
Outreach: The Library operates a delivery van for outreach services to senior residences,
schools, child care centers, special programs and events. It is painted with the City and
Library Iogos, making it a mobile billboard for library services.
City/School Partnerships: PACL builds on existing partnerships with PAUSD to provide
seamless library services to students in support of their educational needs. Enhanced
partnerships enable both institutions to improve delivery of library services and, in some
cases, improve efficiencies. With the support of City Council and the School Board, stronger
collaborations are developed in the areas of:
¯Collections
¯Technology
¯Programs
¯Facilities
o Staffing
Hours of Service
All branches provide hours that are convenient to customers’ busy lives, including more
evening and weekend hours. Hours are standardized across the system where possible to
make it easier for people to remember opening and closing times. Additional staff time will
be required for current hours and to augment library hours of operation. Hours of service
could be phased in, in order to reduce the number of new staff positions.
Proposed:Current:
Mitchell Park
Monday 10am to 9pm 1 lam-9pm
Tuesday-Wednesday 10am to 9pm same
Thursday 12noon to 9pm 12noon-6pm
Friday-Saturday 10am to 6pm same
Sunday lpm to 5pm same
Total proposed hours: 62 - gain of 4 hours per week
Main
Monday-Wednesday 10am to 9pm same
Thursday 12noon to 9pm same
Friday-Saturday 10am to 6pm same
Sunday lpm to 5pm same
Total proposed hours: 62 - no gain in hours
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Library Service Model Analysis and Recommendations
Children’s
Monday-Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Total proposed hours: 50
10am to 6pro
10am to 6pm
12noon to 6pm
10am to 6pm
10am to 6pm
lpm to 5pm
10am-6pm
12noon-8pm
12noon-8pm
12noon-5pm
10am to 5pm
same
gain of 2 hours per week
College Terrace
Monday
Tuesday
Wednesday
Thursday
Friday-Saturday
Sunday
Total proposed hours: 46
10am to 8pm
closed
10am to 8pm
12noon to 6pm
10am to 6pm
1 pm to 5pm
1 lam-6pm
1 lam-6pm
11 am-6pm
closed
11 am-6pm
closed
- gain of 11 hours per week
Down town
Monday
Tuesday-Wednesday
Thursday
Friday-Saturday
Sunday
closed
10am to 8pm
12noon to 6pm
10am to 6 pm
lpm to 5pm
same
1 lam-6pm
12noon-7pm
11 am-6pm
closed
Total proposed hours: 46 - gain of 11 hours per week
Altogether this represents an increase of 28 hours per week, for a total of 266 service hours per week
once the Children’s Library reopens.
Technology
Technology plays a key role in the delivery of library service and information, including
providing the means to provide service to remote users of the Library. While it is hard to
predict how fast things will change related to online access and digitized materials the
Library should take advantage of innovations in technology wherever possible to increase
accessibility and efficiency, and to connect the community to the Library. A core focus
should be continuing to build the website as a virtual branch, offering online reference
materials, online registration for library cards and e-commerce, podcast-storytimes and other
downloadable data, RSS feeds, online workshops and training, reference assistance by
Instant Messaging (IM), and a library biog.
It is recommended that the Library undertake a technology planning process to consider
technology innovations that accommodate the future and puts processes in place to insure
that the Library continues to adapt to new technologies as they become available.
Recommended improvements that should be evaluated for incorporation into a multi-year
plan include:
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Library Service Model Analysis and Recommendations
Link+ or an equivalent resource sharing system.
Increased number of desktop and/or loaner laptops to meet public needs at all
facilities.
The incorporation of e-commerce into library systems used by the public.
Upgraded voice mail and telephone system.
Videoconferencing between branches with live reference librarians.
Incorporation of social networking tools to allow personalization of individuals’ use of
and participation in enhancing library service.
A plan to introduce new system modules or functionalities such as media dispensing
kiosks, or other future technologies.
Additionally, sufficient funds must be made available in the City’s Technology Fund to
ensure that future upgrades to equipment, and proprietary library systems and software are
possible. All facility upgrades should include planning for adequate infrastructure support
for new technologies. Training funds for technology staff should be enhanced.
Staffing
Staffing is the most essential component of the public library. Staff develops and presents
the programs and services, evaluates them in light of changing needs, and assists the public
in getting the most out of library resources. Existing staff will be reorganized, cross-trained,
and redeployed to better meet the changing needs of library customers, such as proactive
customer service, new reference models, technical processing, web-based services, and
volunteer management. The restructured management staff will enable an Assistant
Director for operations to be established. To insure libraries stay current, staff will ’
participate in development and training including conferences, workshops, safety training,
and updates on essential policies.
In order to upgrade programs and services, sufficient staffing will be needed in the following
areas:
Staffing for expanded service hours and programming including a higher focus on teen
programs. Staffwill also be required for an expanded Mitchell Park.
Staffing to effectively support current and future technology including the website,
catalog and commercial databases, and public computing. Staff should be trained and
available to offer technical customer training and support within a defined program
scope.
Staff focused on community outreach and relations to insure that the Library cultivates
effective partnerships, develops collaborative programs rendering service to seniors and
homebound residents, promotes services and programs effectively, uses media well,
and takes advantage of public speaking opportunities.
Staff focused on expanded collaboration with Palo Alto Unified School District, such as
shared programming, technology, database subscriptions, catalog, and training.
Staff focused on more aggressive volunteer recruitment and placement, and to support
the effective use of volunteers in new areas such as delivery of programs for youth and
adults and technology services.
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Library Service Model Analysis and Recommendations
Staff allocated for grant-writing and collaborative fund development with Friends of the
Library and the Library Foundation.
Staffing for expanded collections and more frequent inter-branch deliveries based on
needs and use patterns.
Staff for minor maintenance tasks and a higher level of custodial service.
Facilities
All library facilities are in need of updating and it is recommended that resources be
allocated to insure:
Implementation of Library components in the City of Palo Alto Infrastructure
Management Plan (IMP);
Completion of Library capital projects and needs outside the IMP; and
A regular schedule of Library facility upgrades and maintenance.
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 should be expanded to include updates to public and staff
spaces 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. This will vary from
location to location, depending on the degree to which each facility complies with current
accessibility codes.
Existing city funding does not support regular upgrades to library buildings, furnishings and
fixtures. Therefore, it is recommended that a funding plan be developed so that each facility
gets at least a minimal renovation every 15 years. A source of funding for new furniture,
shelving, equipment, and minor repairs and improvements should be included in this plan.
The Children’s Library, Main Library, and College Terrace Branch Library are each historic
buildings to different degrees. Each will need, and deserves, a higher level of maintenance
and care than is currently received.
Specific Facility Needs
Mitchell Park: The Mitchell Park Library is the most overcrowded facility in the system, and
needs significant infrastructure improvements. It is also poorly situated for pedestrian and
vehicular access. The book return units require staff to wheel bins back and forth across the
parking lot, and there is no drop-off/pick-up spot. The Commission has determined that
building an expanded Mitchell Park Library is a top priority.
This facility needs to be sufficient to meet the needs of the entire south of Oregon
Expressway area now and in the future. It must house expanded collections and the staffing
that will make possible the requisite hours of service and programs. All spaces should be
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Library Service Model Analysis and Recommendations
designed with maximum flexibility in mind, so that the Library can adapt to changing
community needs. Recommended features include:
A facility built on the existing footprint of the current library or the current
community center and library that is fully accessible and meets current and future
program needs.
The building is "green", reflects the architecture of the surrounding
neighborhoods, and capitalizes on the natural setting of the park.
Space is allocated for automated materials check-in and handling in order to
achieve maximum efficiency in handling circulating materials.
The children’s area is adjacent to dedicated program space.
The building includes adequate space for public services staff. During planning,
the feasibility of locating administrative and/or Technical Services staff at this site
is explored in order to improve operational efficiency and increase public space
at the Downtown Branch.
Bookstore-style display and merchandising are emphasized here.
A Friends of the Palo Alto Library store is part of the design.
The facility is well designed to improve customer access including: a pick-up and
drop-off zone, sufficient parking, a loading area for inter-branch deliveries, and a
convenient method to handle book returns.
Pedestrian, cyclist, and vehicle access and parking, circulation, and safety
problems are resolved by relocating sidewalks, walkways, and parking spaces.
Main Library: The Main Library should be renovated in keeping with its historic and
architectural significance. Current work is underway to reduce the circulation and reference
desks to free up floor space and improve traffic flow, create a new periodicals reading room,
upgrade the public restrooms to meet accessibility standards, and reconfigure the staff
workroom to move check-in operation of returned materials to the backroom. Additional
upgrades are recommended to position the library to meeting current and future demands:
o Public restrooms are expanded and all areas of the building are made fully
accessible.
The building is scheduled to get air conditioning, a better air circulation system, and
additional power outlets, but additional improvements should also be implemented,
particularly lighting.
¯Shelving and display furniture are upgraded as necessary.
,,The system for handling returned materials is overhauled so that returns made
curbside or inside the building move automatically to the sorting/check-in area.
¯Adequate space is provided for quiet and group study as well as programs.
To optimize utilization of the Main Library, it is recommended that the Council assess
providing additional public space at this location.
Children’s: This library continues to serve the needs of children.
~There is special emphasis on this historic heritage library and its Secret Garden.
Augmented funding for maintenance is in place once the building reopens in 2007-
08.
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Library Service Model Analysis and Recommendations
College Terrace: This library remains a vibrant library and community/neighborhood
gathering and meeting place. College Terrace is scheduled to receive a major systems
upgrade and seismic retrofit.
¯This building has great natural light. A renovation, including fresh paint, capitalizes
on the ambience of the existing building.
¯The facility is made fully accessible and computers are moved to the sides.
°Air conditioning, an improved heating system, and more electric outlets throughout
the public area are installed.
Downtown: This library is a dynamic center for recreational and informational resources for
the local community and the greater downtown area.
¯The building is made fully accessible.
o The interior space is refreshed and brightened with new paint and better lighting.
¯Electrical outlets are incorporated throughout the public areas. The patios are
enhanced with lighting and electrical outlets.
If administration and technical services functions are relocated to the Mitchell Park or
Main Libraries, the recaptured space should be made into a multi-purpose area that
could be used for programs, events, and meetings.
Page17
Library Service Model Analysis and Recommendations
Section 2 - Analysis and Development of the LSMAR Report
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
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 Downtown Branch. (The Terman
branch had been closed in July of that year when the middle school was re-opened.) The
possibility of needing to close the College Terrace branch inthe future was also posited.
This plan was not supported by the Council or the community.
In February 2003 an anonymous donor started a fund to renovate and expand the Children’s
Library. In March 2004 the Council approved a partnership with the Library Foundation and
FOPAL for this project.
In January 2004 three new members joined the LAC and in March 2004 a new Library
Director was hired.
In November 2004 the new Director presented her assessment of the PACL, highlighting
once again the imbalance between high service levels (hours of service per week, number
of locations, number of collections) and available resources. She followed her assessment
with recommendations to the Council in December of 2004 for bringing service levels in line
with resources by establishing either the Main or Mitchell Park Libraries as Palo Alto’s full-
service library, maintaining the Children’s Library, and turning over the College Terrace and
Downtown Branches to other community uses while maintaining a library service element in
each location, based on the needs of the surrounding neighborhood.
Page 18
Library Service Model Analysis and Recommendations
The Council rejected the Director’s recommendations, and in December 2004 the LAC
asked them to refer the matter of a long range plan to the Library Advisory Commission.
The Council passed a motion that directed the LAC 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."
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 acommunity 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.
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 the approval of the
Council, the Library commissioned a random-sample survey of the community to assess
priorities and preferences for library services and service delivery methods. The survey was
conducted by Godbe Research of Half Moon Bay, California. Principals from Godbe
conducted a town hall meeting in November of 2005 to solicit community input about the
survey content and methodology. The questionnaire was developed by Godbe staff with
input from three members of the Library Advisory Commission. The questionnaire was
reviewed by a representative of the Palo Alto Library Foundation Board of Directors and two
representatives of the Board of the Friends of the Palo Alto Library, and they each
suggested revisions. The final report was received in early March 2006. The Godbe
presentation can be found in Appendix D of this report.
At the outset of the survey project, Library Commissioners and staff and representatives
from Godbe Research identified several research objectives for a community survey.
Godbe was asked to:
Gain better understand of library use, specifically which branch(es) of the PACL and
other libraries residents use, and why
Gauge user satisfaction with the PACL to understand better the Library’s strengths
and areas for improvement; and
¯Gather feedback on potential programs, service delivery options and service
configurations.
Page 19
Libra~ Service Model Analysis and Recommendations
Godbe conducted approximately 600 interviews between January 9 and January 17, 2006,
and each interview lasted approximately 18 minutes. Respondents were selected using
random digit dialing (RDD), which randomly selects phone numbers from the active
residential phone exchanges within Palo Alto. The maximum margin of error for all
aggregate responses in the survey is between 2.47% and 4.11%. 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
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 visited the library "less than once
a month" (29%), followed by "once a week" (18.6%), and "few times a month" (16%).
Fourteen percent reported that they "never" visit a public library.
Libraries visited. Of the PACL branches, the most frequently visited was the Main Library
(63.5), followed by Mitchell Park (55.4%), Children’s (33.4%), Downtown (23.9%) and
College Terrace (12.9%). Since respondents were able to report more than one library, the
percentages do not add up to 100.
Libraries used by Palo Altans mapped closely to where they reported living. For instance,
College Terrace was most used by northwest Palo Altans. Mitchell users were more likely
residents from southern Palo Alto. Outside of the PACL, more northern Palo Altans visited
Menlo Park (19% for northeast and 25% for northwest) compared to those in southern Palo
Alto (5% for southeast and 9% for southwest). Mostly southwestern Palo Altans go to Los
Altos (32%) and southeastern residents go to Mountain View (18%).
Motivations for library use. By a wide margin, the most cited primary reason for visiting
public libraries was to "check out books and magazines" (51.1%). This was followed by
"research/reference materials" (22.2%) and "check out multi-media materials (18.9%).
Page 20
Library Service Model Analysis and Recommendations
When asked why they visit libraries outside of Palo Alto, respondents who reported doing so
said the non-PACL library had materials that Palo Alto did not have (42.4%), followed by
more convenient hours/location/familiarity (24.1%) and the other libraries having nice or
newer facilities (10.2%).
Satisfaction with PACL. Overall, 87% were satisfied with the library (55.9% ’~tery 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,
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 services that garnered the
largest percentages of "very important" respondent ratings were "more children’s services"
(44%), and "better access to the collections of other local libraries with your Palo Alto library
card (43%). These were followed by "more services and programs for teens" (38%), "more
web-based licensed databases and reference resources" (37%), "outreach programs for
preschools and daycare centers" (35%), "homework centers (34%) and "information about
Palo Alto community events" (31%).
Not surprisingly, parents and guardians of children were more likely than those without
children in the household to consider more services and programs for children and teens to
be "very important". Aside from "more children’s services" (60% vs. 27%) and "more
services for teens" (54% vs. 22%), "outreach programs for preschools and daycare centers
"45% vs. 25%), "homework centers (42% vs. 26%), and "information about Palo Alto
community events (36% vs. 25%) were the other attributes that respondents with children at
home were more likely to consider "very important" than those without kids at home.
Library design options. "Bigger and broader collections of books, media and other
materials" garnered the highest percentage of "very important" responses (50%), followed
by "a library close to where I live or work (43%), "the library to be open longer hours 39%),
Page 21
Library Service Model Analysis and Recommendations
"a more robust library website that allows me to do more online" (38%), and "more copies of
books and other items immediately available for me to check out (37%).
Delivery options. By a wide margin, "outreach services to deliver materials to people that
cannot physically visit the library" garnered the highest percentage of "very important"
responses (52%).
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
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 were first asked to state any
needs they would like the PACL to address, followed by whether they thought the current
PACL system met their needs or needed improvement. A total of 48.9% of the respondents
did not have anything to add beyond what was addressed in the survey. Another 11.8% of
residents wanted to see bigger collections of books and other materials, while 9.6% wanted
to see more updated library facilities.
Improvement needed or not. Of the total number of respondents, 56.2% thought that the
current library system is adequate but that there is some room for improvement. Eighteen
percent considered the PACL facilities outdated and felt they no longer met their needs.
Seventeen percent responded that no changes were required for the current PACL system.
Significantly more Main Library users than Mitchell Park users thought that no changes were
required of the PACL. More parents and guardians thought that the PACL no longer meets
their needs (23%) when compared to respondents without children at home (15%). This
Page 22
Library Service Model Analysis and Recommendations
latter group was more likely to consider the current system adequate with some room for
improvement (60%).
Length of residence made a difference in opinions. The longer someone has lived in Palo
Alto, the more likely s/he would want to see the current PACL improved. Specifically, those
who have lived in Palo Alto 20 years or longer were more likely than the 3- to 10-year
residents to consider the facilities adequate with some room for improvement (64% vs.
50%). Those who have lived in Palo Alto for 3 to 10 years were also most likely to report no
changes were necessary 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, com pared 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.
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 are most important to Palo
Alto residents will enable the PACL to serve its constituents more effectively.
Library system configuration. Results in this study show residents like the current
distributed configuration of the PACL. In general, there was strong preference for
homework centers, trained staff and children’s programs to be available in multiple
locations. Users also wanted better hours and larger/more comprehensive collections in
multiple locations. Users also wanted better hours and larger/more comprehensive
collections in multiple locations. There was a slight preference for a single location when it
came to cultural/literary programs, technology and meeting rooms.
Page 23
Library Service Model Analysis and Recommendations
Analysis of Existinq Service Model
Palo Alto City Library is an important part of community life in the City of Palo Alto. Its
services include a collection of books, media and other materials for checkout, reference
assistance, and programs and events for children and teens. All facilities offer public
computers with Internet access and a free WiFi (wireless Internet access) network. Services
are provided through a distributed service model. The Main Library serves people above 5~h
grade. It does not provide collections or services for children. The Mitchell Park Library
offers collections and services for all ages. The Children’s Library serves people through
the 5th grade. The Downtown Branch has materials for adults and children, but does not
have a teen collection. The Library’s administrative offices and technical services
operations are in the Downtown Branch. The College Terrace Branch also has materials for
adults and children, but not teens. The Main and Mitchell Park Libraries loan laptop
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,
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.
Visits to the Library (customer
count)
Children’s*
College Terrace
Downtown
Main
Mitchell Park
Total
2005/06
57,708
59,902
83,789
323,919
360,247
885,565
2004105
129,022
61,981
71,303
276,528
334,760
873,594
* Children’s Library closed December 17, 2005 for renovation; programs and 213 of the collection were moved to
Main Library.
Library circulation
Children’s*
College Terrace
Downtown
Main
Self-service check-outs
Mitchell Park
Self-service check-outs
eBooks
Total
2005/06
124,615
89,146
49,962
488,656
21&034
525,105
23~330
3,063
1,280,547
2004105
272,130
95,819
42,012
386,919
153,078
484,754
153,441
1,254
1,282,888
The loan period on most materials increased from 3 weeks in 2004/05 to 4 weeks in 2005/06.
* Children’s Library closed December 17, 2005 for renovation; programs and 2/3 of the collection were moved to
Main Library.
Page 24
Library Service Model Analysis and Recommendations
Reference questions handled
Children’s
College Terrace
Downtown
Main
Mitchell Park
email
Total
2005/06
7,514
6,591,
8,021
51,389
49,530
473
123,518
2004/05
21,255
8,805
4,225
58,435
43,433
463
136,616
* Children’s Library closed December 17, 2005 for renovation; programs and 2/3 of the collection were moved to
Main Library.
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 crowded shelves and a number of old, outdated materials still being held.
Limited staff time 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 higher
priority.
The materials budget is approximately $570,000 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. Media include DVDs, CDs and
audio and video cassettes. The audio and video cassette collections are no longer added
to, and they are gradually being replaced by CD and DVD formats.
Collections Total Cataloged Items Books CDs Other
2005106 2004/05
Children’s*12,064 36,786 11,894 35 85
College Terrace 18,928 19,991 15,718 1,169 846
J3owntown 12,212 12,566 10,082 480 822
Main 138,099 117,597 125,344 4,422 3,162
Mitchell Park 79,165 77,571 69,564 2,993 1,502
Total 260,468 264,511 232,602 9,099 6,417
DVDs
2005/06
50
1,195
828
5,171
5,106
12,350
* Children’s Library closed December 17, 2005 for renovati0n~pmgrams and 2/3 of the collection were moved to
Main Library. The remainder of the Children’s collection was put into storage.
The materials budget covers essential duplication of resources across the five branches.
For example, basic adult materials must be purchased for the Main and Mitchell Park
Page 25
Library Service Model Analysis and Recommendations
libraries, and basic children’s materials must be acquired for the Children’s and Mitchell Park
libraries. Some duplication is also required to stock the College Terrace and Downtown
branches. This means the collection has less breadth than it might otherwise have.
The materials budget of $580,000 per year, or almost $10 per capita, compares favorably to
other public libraries in California, and in particular those in the Bay Area.
Collection expenditures (FY 05/06)
Cit~, funds
Books
Adult
Children’s
Teen
Language
Leased, Books
Total Books
Media
Audiobooks
Adult
Children’s
Teen
Subtotal A udiobooks
Music CDs
Adult
Children’s
Teen
Subtotal Music CDs
DVDs
Adult
Children’s
Teen
Subtotal DVDs
CDROMs
Children’s
Total Media
Periodicals
Microfilm
Serials
Databases
$178,340
$44,764
$15,434
$232
$o
$23~770
$27,822
$2,487
$991
$31,300
$6,291
$3,143
$2,779
$1~213
$26,788
$14,615
$4,006
$4~409
$516
$8~438
$49,512
$18,774
$101,918
$59,922
TOTALS II $558,334
Friends grants i Total
$1,070
$7,661
’$3,565
$24,128
$3~424
$16,482
$52O
$1~002
$1~002
$24,t42
$77,568
$179,410
$44,764
$23,095
$3,797
$24,t28
$275,194
$27,822
$2,487
$991
$31,300
$6,291
$3,143
$2,779
$1~213
$43,270
$14,615
$4,526
$6~411
$516
$10~440
$49,512
$18,774
$101,918
$84,064
$635,902
1 Includes grants spent in FY 05/06 and carry over of some funds
given in 04/05
Page 26
Library Service Model Analysis and Recommendations
Services and programs. The Library offers a regular calendar of programs and events
for children, including storytimes for infants, toddlers and preschoolers, family storytimes,
and special afterschool and evening programs for school-age children and families.
Teen services are also being increasingly emphasized, with special attention to summer
reading and collaborative programs (such as book discussion groups) with local schools.
Reference service is available for adults, teens and children for customers who visit the
Main, Mitchell Park and Children’s Library in person, and also by telephone and email.
Library staff works with customers 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+.
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.
The Library offers a volunteer-based program that delivers books and other materials to
customers who are disabled or for other roasons 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.
Partnerships and cooperative endeavors. The Library is currently developing a
closer working relationship with the Palo Alto Unified School District. The staff at the
Mitchell Park Library works with Recreation and Community Services staff to provide
services to teens. The staff at Main Library works with the Palo Alto Historical Association,
including the PAHA’s historian, to maintain the Guy Miller archives and to provide access to
this collection to the public.
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 2007/08. 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 from branch to
branch and from day to day, making it difficult for customers to remember operating
schedules. This was remedied somewhat when the service hours were adjusted in July
2005, but further improvement is needed.
Page 27
Library Service Model Analysis and Recommendations
Hours of
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
10-9
10-9
Thur
12-8
closed
12-7
12-9
12-6
Fri
12-5
11-6
11-6
10-6
10-6
Sat
10-5
11-6
11-6
10-6
10-6
Sun
1-5
closed
closed
1-5
1-5
Total
hrs/wk
48
35
35
62
58
Hours of operation until closure for construction in 12/05.
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. In 2005, the
Library 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 reopens in 2007/08, it
will have wireless Internet access and several express check-out stations.
Funding was received in FY 2005/06 to study the possibility of Radio Frequency
Identification (RFID) and automated materials handling (AMH). If implemented, RFID has
the potential to streamline the handling of check-outs and check, ins and improve staff
efficiency in the check-in process. Automated materials handling has the potential to reduce
the staff time required to check-in and sort returned materials, thus freeing staff time for
other priorities. It appears the even the three larger branches, Main, Mitchell Park and
Children’s Libraries, lack sufficient space to implement AMH, and a centralized
handling/sorting facility would be prohibitively expensive.
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, 18.34 FTE librarians (including full-time and part-time employees), 6.15 FTE
Pages, 23.87 FTE support 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
materials. This translates into a staffing complement of 56.86 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.
Page 28
Library Service Model Analysis and Recommendations
Existing PACL staffing.
Main Terrace Downtown Services TOTAL
Pos I FTE Pos FTE PosJ FTE Pos FTE Pos FTE Pos I FTE Pos FTE Pos I FTE
Library Page -houdy
H (represented)10 2.61 3 0.76 .2 0.44 1 0.10 16 3.91
Library Page -
I houdy 3 0~58 5 1.12 2 0,28 1 0.26 11 2,24
Library Clerk -houdy
H (represented)8 2.42 4 1.21 2 0.58 2 0.71 3 1.20 19 6.12
Library Clerk -
hourly 1 0.09 1 0.16 2 0.25
full time orLibraryregular part-
Assistant time 1 1.00 2 2.00 2 1.50 1 1~00 6 5.50
full time orLibraryregular part-
Specialist time 3 3.00 2 2.00 1 1.00 2 2.00 8 8.00
full time orLibraryregular part-
Associate t time 1 1.00 1 1,00 2 2.00 4 4.00
full time orregular part-
Librarian z time 4 4.00 1 1.00 5 5.00
houdy
Librarian -H (represented)1 0.20 1 0,20 2 0.40
Librarian - I houdy 6 0.41 3 0.17 2 0.11 11 ’0.69
full time orSeniorregular part-
Librarian time 7 6.25 2 1.50 2 1.50 11 9.25
full time orCoordinator,regular part-
Programs a time 1 1.00 1 1.00 1 1.00 3 3,00
Supervising
Librarian management 3 3,00 1 1.00 1 1.00 5 5.00
Manager, Main
Library management 1 1.00 1’1.00
full time orOfficeregular part-
Specialist time 1 0,50 1 0.50
~,dministrative
&ssistant management 1 1.00 1 1.00
Director management
0
1 1.00 1 1.00
TOTAL4 46 22.56 29 15.12 0.00 7 3,52 6 2.9=.’ 16 10.I"~3 2.5(;107 56.86
l The Library Associate at Downtown is 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 is based at Mitchell Park and the School Liaison Librarian is based 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. Staffare temporarily reassigned to Main and Mitchell
Park until Children’s reopens in 2007/08.
Page 29
Library Sen/ice Model Analysis and Recommendations
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 called during
evenings and weekends to troubleshoot problems, and she lacks support staff that could
handle such tasks as routine web page updates, production of statistics, etc. More staff
time would need to be dedicated to library technology if this is identified as a priority.
The Library also lacks designated staff to develop and provide outreach services beyond the
walls of the existing library facilities. It is common in public libraries to bdng library services
to senior residences and nursing homes, to forge partnerships with nonprofits and other
agencies, and to present programs to service clubs, business associations and other
groups. Such outreach knits the library into the fabric of the community, insuring that its
services are relevant to that community’s needs and also maximizing the public’s library
dollar. A position was recently reconfigured in order to do outreach to local schools on a
part time basis. Give£ the importance of education in the city of Palo Alto, and the
possibilities that exist for partnerships between the city library and the school district, more
time could be devoted in this area if it is identified as a priority.
Like many public libraries today, PACL has been slow to shift its reference service model
from the traditional one, which emphasizes staffing a reference desk with librarians who
answer questions for people and help them find information, to a newer one that is more
responsive to the way people obtain and use information today. The new model features
well-trained staff who move freely about the library to assist customers where they are. This
is a change from the traditional model of positioning staff, generally reference librarians with
master’s degrees in library science, at reference desks or stations, where they wait for
customers to approach them. These specially trained staff can orient and assist customers
to find the information they need on their own terms, and help customers make the most of
available library and information 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. The City
Manager’s priority on staff development for succession into upcoming management
vacancies adds to the need for more staff training.
Page 30
Library Service Model Analysis and Recommendations
Volunteers, The Library currently used about 5,800 volunteer hours in FY 2005/06, the
equivalent of 2.8 FTE. The existing volunteer program has informal in nature until last year.
Each facility has a volunteer site supervisor who functions as trainer and supervisor for the
volunteers at that location. The Library 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.
Facilities
The Main Library is situated near the corner of Embarcadero and Newell Road, in a mostly
residential neighborhood. It is across the street from Rinconada Park and next door to the
Palo Alto Art Center. Designed by architect Edward Durrell Stone and opened in 1958, it
has been only slightly modified since that time. An expansion and renovation in 1981-82
expanded the staff work area and a remodel in 1996 made the public restrooms
handicapped accessible. Its collections consist almost entirely of materials for adults, as the
Children’s Library is only about four blocks away. While the collection would benefit from a
major weeding, limited staff time to do so presents a challenge. There is a variety of seating
at study tables and in reading chairs. Computer stations are too close together and thus
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 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.
The 26,000 sq ft building includes a 5,000 sq ft basement underneath a portion of the
existing first floor space. The basement cannot be used for any purpose other than storage
unless it is brought up to building codes and an elevator is installed. The cost of this would
exceed the cost of adding a small wing on ground level,
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. The dual public entrances
make security, way finding and orientation difficult.
Page 31
Library Service Model Analysis and Recommendations
The Children’s Library is on Harriet Street, near the Lucie Stern Community Center
complex. Although treasured by the Palo Alto community since it opened in 1940, the
building has remained basically unchanged and unimproved since that time. Thus up until
its scheduled renovation and expansion starting in 2006, it featured outdated mechanical,
electrical and plumbing systems, seriously undersized public and staff spaces, and shabby
furnishings. The limitations of the building site, the historic nature of the building and lack of
sufficient funding mean the construction project will not result in enough square footage to
meet demand. However, all systems including seismic bracing will be upgraded and a wing
to the north and a small addition to the south will be added to alleviate the worst of the
overcrowding. The original building consists of about 3,400 sq ft. The additions will expand
the space by about 2,600 sq ft, for a total of 6,000 sq ft.
The Children’s Library serves children through the fifth grade, although the primary clientele
is children through the 3rd grade and their parents.
The Mitchell Park Branch is located near the corner of Middlefield and East Charleston
Roads. It is on a "super block" with a recreation center and park, schools, daycare centers
and a senior residence. Like the Main Library, it was designed by E.D. Stone and opened in
1958. It is situated in the Mitchell Park complex, adjacent to the Mitchell Park community
center. Access is challenging~ requiring drivers to wend their way either from East Meadow
Drive or Middlefield. The 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
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. While there are designated
areas for teen services and children’s services, they fall far short of meeting current needs.
Page 32
Library Service Model Analysis and Recommendations
There are two public entrances to the building, one from a walkway between the Community
Center and the Library, and the other from the north side of the building. The dual
entrances make security, way finding and orientation challenging.
The College Terrace Branch is located on Wellesley between College and California
Avenues, near the Stanford University campus and the Stanford Research Park. It is the
library system’s smallest branch, but the building has a great deal of charm, pleasant natural
light, and a lovely setting in a little park. The branch offers small collections for adults and
children. In an effort to provide a variety of materials, the collection is overcrowded and
difficult to browse. It would also benefit from a very heavy weeding, although limited staff
time and community concerns about shrinking library services make weeding a challenge. It
shares a building with a childcare center run by Palo Alto Community Child Care. The
building was constructed in 1935, and is scheduled within the next 3-5 years for a project to
upgrade its electrical, plumbing, mechanical and seismic systems, and to improve its
handicapped accessibility. It consists of about 2,400 sq. ft.
The Downtown Branch is on Forest Avenue, between Bryant and Ramona Streets.
Designed by architects Spencer, Lee and Busse and opened in 1971, the branch offers
small collections for adults and children. The children’s area was recently expanded in both
space and collection size. A limited number of children’s programs is being held here while
the Children’s Library is closed for construction. Services to unhoused customers would
benefit from a partnership with one or more community service organizations. The
Downtown Branch houses the Library’s administrative offices and the Technical Services
staff, relocated from Main in July 2006. The building consists of about 8,700 sq ft.
PACL square footages
Children’s 1
College Terrace
Downtown
Main
Mitchell Park
Total
5,960
2,392
8,774
26,313
9,478
52,917
New square footage once Children’s Library reopens
The City of Palo Alto has identified a series of five 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
Page 33
Library Service Model Analysis and Recommendations
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 to be eliminated to allow
sufficient space for the building to fully meet federal and state accessibility standards.
2005-2010 Library capital improvement projects
ClP #
PE-
04010
PE-
05010
PF-
09001
PE-
07011
PF-
07010
PF-
07010
PE-
04012
Title
Children’s Library 1
College Terrace Library improvements 2
Downtown Library mechanical and electrical
upgrades
Library Service Model Analysis
Main Library improvements
Main Library Reconfiguration
Mitchell Park Library and Community Center
Total
Amount
budgeted
$1,999,825
$1,283,000
$325,000
$400,o0o
$1,073,000
$428,874
$1,497,454
$7,007,153
1 Project already underway; this figure represents City funding only; additional
funding provided by PALF, FoPAL, grants, other
Estimate is most likely about 50% of what actual costs will be
Estimate is for Library and Community Center; initial design work indicates budget
is about 50% of anticipated actual costs
Page 34
Library Service Model Analysis and Recommendations
PACL budget. The Library, as a department of the City of Palo Alto, draws most of its
support from the City’s general fund. Some costs and charges, such as insurance, building
maintenance and other internal services, are not reflected as separate line items in the
general fund budget but rather are deducted from the budget as inter-departmental
transfers. Costs associated with computer hardware, software, networking and other
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 2005/06 2004105
State grants and reimbursements 25,449 34,786
Fines, fees and charges 141,673 145,779
Other 34,563i 51,682
City general funds 5,712,221 4,881,818
Total $5,913,906 $5,114,865
Expenditures 2005/06 2004/05
Salaries and benefits 4,613,174 4,007,282
Operating expenses 742,398 528,289
Books and other materials 558,334 579,294
Total $5,913,906 $5,114,865
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 impacts:
Self-service model has increasingly allowed staff to assist customers with needs that
cannot be addressed through technology
Space reconfiguration, with removal of large circulation desks, is giving more space
for display of collections and other needed areas.
-The addition of children’s services to Main has improved full service capabilities.
-Realignment of staff responsibilities has provided for a part-time coordinator of
volunteers, a part-time school liaison librarian, and a public relations effort.
To fully implement certain strategic initiatives, such as increased outreach to teen and adult
users, further improvements needed. These include:
more space - this was considered one of the most pressing needs, in many
contexts: public and staff space is inadequate in square footage and condition to
support services, programs and collections
-increased programs and outreach to teens and adults
-better collections: more new materials, fewer obsolete ones
Page 35
Library Service Model Analysis and Recommendations
-more staff time for planning, implementing programs, for support of technology
-more paraprofessionals for routine library tasks
ability to promote and communicate more broadly the available library resources
Despite the breadth of the current model, PACL staff note deficiencies in their ability to
serve the public. PACL staff is proud of its customer service within these constraints. Staff
is pleased with the integration of children’s’ services into Main Library and happy to provide
intergenerational services at the facility. At the same time, staff sees a need to:
a. Update infrastructure to provide adequate working environment- lack of
space is 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 catalogs and data
bases accessed through the schools
d.Provide staff support
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%
ndexcellent or good rating puts PACL in the 62 percentile among the more than 400 cities
surveyed.
PACL has unique strengths in its branch system, A scan of best practices in the public
library field yielded examples of opportunities to further improve library services. In
Fayetteville, Arkansas, a community similar to Palo Alto in population (58,000, 2000 US
Census) and area (43 square miles), the community and library jointly strove to design and
fund a new library building to meet community interests. As a result, Fayetteville Public
Library was designated the Library Journal Library of the Year. (2005 Thomson Gale/
Library Journal Library of the Year award.) The 88,000 square ft facility was built at a cost
of $23.3 million, opened in 2004, and has been recognized for its green design.
The Library of the Year award is based on three criteria, described below. Although the
specific attributes may or may not meet the needs of Palo Alto, the criteria have merit in
terms of measuring the Library’s effectiveness.
Page 36
Library Service Model Analysis and Recommendations
¯Service to the community: Fayetteville was recognized for exciting their community
about its library, seeking partnership opportunities and engaging volunteers
o Creativity and innovation in developing specific community programs or a
dramatic increase in library usage: Fayetteville’s success was measured by usage
statistics. In the seven years since the executive director and her team began
building the collection and considering the possibility of a new facility:¯Checkouts have increased by more two and a half times growing from 271,187 to
718,159.¯Library visits have tripled, growing from 192,179 to 576,773.¯Program attendance has grown from 14,448 to 41,658.¯Cardholders have more than tripled--from 15,662 to 48,419.¯Leadership in creating programs that car= 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.
Another perspective is the Hennen’s American Public Library Ratings (HPLR) available at
http://www.haplr-index.com/ratinqs.html. This is a quantifiable assessment of library service
effectiveness according to a number of measures. Palo Alto City Library ranks in the 95th
percentile among libraries in comparably sized cities in this 7th annual ranking of 9,027
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 hou~
Circulation per visit
Public Internet terminals per 10,000 residents in libraries
Square feet per capita in population category, Far West region=0.5; nationally=0.6
Page 37
Library Service Model Analysis and Recommendations
Santa Clara City Library, Santa Clara County Library and St. Helena Public Library were the
only California libraries to rank in the top ten of their comparable population categories.
The Santa Clara City Library serves a city of 18 square mile with a population of 102,000
(2003 est., based on US Census Bureau). The Library has two facilities, the Central Park
Library and Mission Library Family Reading Center. The Central Park Library has more than
80,000 square feet of floor space, which allows for group study rooms, large community
rooms, more than 100 public computers, high speed Internet connection for personal
laptops, a computer training facility, a caf6 and bookstore, and several special collections
(genealogy, local history collections, adult literacy, art, the Kaiser Permanente Health &
Wellness resource center, and many languages other than English). The Main Library is
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.
Regional Comparisons: Interviews with directors of neiqhborinq
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.
Two Commissioners conducted face-to-face and telephone interviews with the Directors of
the public libraries in Menlo Park (Susan Holmer), Redwood City (Dave Genesy), Santa
Clara City (Karen Saunders), Santa Clara County (Melinda Cervantes), Mountain View
(Karen Burnett), Sunnyvale (Deborah Barrow), and the Director and Assistant Director of the
San Jose Public Library (Jane Light and Ned Himmel). These interviews are summarized
below. The Commission is grateful for the time and assistance so graciously and
generously offered by these individuals.
Innovative Programs and Services
Neighboring libraries have levels of service and delivery mechanisms which
are very responsive to the community needs. These programs may or may not be
suited to Palo Alto; what is significant is that libraries are involved in community
building, increasing literacy, access to literature and reference resources, lifelong
learning, and cultural awareness. They are staffed and equipped to pilot programs
and respond to changing and increasing expectations.
Representative programs are:
Page 38
Library Service Model Analysis and Recommendations
o Teen Zone, used by middle school age teens in the afternoon and high
school teens in the evening. Teen programming includes Target on the Arts,
intergenerational knitting club, mentor/homework assistants, speakers,
augmented book and media collection
o Hosting of community programs, such as independent films, documentaries
and community discussion
o Bilingual story times in Spanish, Hindi, Chinese
o Senior Mornings, open library early for seniors, ’personal shopping’,
coordinate transit from senior centers; book discussion groups for seniors.
o Internet training classes tailored to library users
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 aides 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
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 De-emphasize reference service and use resources for other library needs
o Reference librarians roaming around branch - in the stacks or near
computers -and not stuck to the desks.
o Staff and space are being used for more training of people through classes
and community programs.
o Non-librarians can answer questions; 80% of questions easily answered by
lower level of staff; For tough questions, resources are available; reference
librarians have time to plan programs
o Revising reference desk so as not so massive and intimidating
Partnerships
Libraries have successful partnerships with other agencies to extend or
enhance community library services. In some jurisdictions, the library is staffed to
develop partnerships. In other jurisdictions, that responsibility is shared with other
city staff.
Page 39
Library Service Model Analysis and Recommendations
Examples of partnerships include:
o With schools to promote reading and educational success; to order and
process texts
o With Sequoia Hospital, to promote literacy and healthy families to families of
newborns and with Kaiser Permenente to sponsor health and wellness
collection; funds to purchase materials and expertise for programming
provided
o Partnerships with Parks and Recreation Department, Family Foundation
o Partner with Montalvo to sponsor a poetry contest at the Fox Theater
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
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 successfully used in other
areas, such as weeding titles or physical processing
o Union issues have to be recognized. The institutional challenge is the need
to grow in appreciation and use of volunteers.
Staff and Staff Development
Many of the goals for staff development derive from a changing library
environment. Many of these are shared among several neighboring libraries.
Topics for staff development include:
o Technical skills
o Author and book discussion groups
o Infrastructure resources
Page 40
Library Sen/ice Model Analysis and Recommendations
o "Customer service in challenging times"
Some observations on the changing role of the librarian:
o Consumers prefer to be independent. Professional staff can be used to facilitate
that independence. Professional skills, the heart of the profession, can design the
library so people can find what they want. There is the skill and knowledge to
arrange materials, to arrange the flow of building. In that context, a goal for staff
development is to be unafraid of change.
o Librarians have to quit trying to convince people to change their behavior. They
can concentrate on Internet literacy- teach customers to analyze and evaluate
information, do good searches - instead of giving the message "don’t use the
internet, come to the library and ask me"
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 (a branch of the Santa Clara County Library,
were not included as their funding and governance structure are not comparable to Palo
Alto.) The information is based on fiscal year 2003-04 data as reported to the California
State Library for publication in the California Library Statistics 2005 report.
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
40,000
20,000
0
Page 41
Library Service Model Analysis and Recommendations
communities, ranking in the lower third Of the comparator jurisdictions,
In terms of service area, however, Palo Alto, at 26 square miles, is among the larger
communities (although nearly one-third of Palo Alto is open space). Only two jurisdictions,
Redwood City and Hayward, are larger in area. Accordingly, population density is lower
than 9 of the other cities. Only 3 communities, Los Gatos, Menlo Park, and Redwood City,
are less densely populated than Palo Alto.
The population densities, taken as an average, could be distorted. A different picture might
appear if the proportion of population and square miles in outlying areas was accounted for
separately from population and area in concentrated areas,
Despite having a larger service area, PACL facilities are more accessible than facilities in
neighboring communities. Only 3 communities have smaller service areas per outlet than
Palo Alto (Burlingame, San Mateo, and Berkeley). Palo Alto, on average, has a facility 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.
~ Service Area
60.00
50.00
¯ 40.00
~’ 30.00
20.00
I0.00
0.00
Expenditures
The budget for PACL compares favorably to neighboring communities. Only Burlingame
and Berkeley have budgets per capita in excess of Palo Alto’s per capita budget. Redwood
City’s per capita spending is nearly equivalent to Palo Alto’s.
Page 42
Library Service Model Analysis and Recommendations
The City of Burlingame benefits from the large number of hotels near the San Francisco
airport. Burlingame’s Transient Occupancy Tax (T.O.T.) is their biggest source of general
fund revenue; the second largest is sales tax, and property tax is third. Berkeley has a
designated library parcel tax.
Expenditures per Capita
140,00
120.00
100.00
80.00
60.00
40.00
20.00
0.00
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. However, existing library branches are not distributed
equally geographically, so some populations in Palo Alto may be underserved compared to
other areas.
Page 43
Library Service Model Analysis and Recommendations
140000
120000
100000
80000
60000
40000
20000
0
Population per Outlet
Staff
PACL has 56 FTEs to staff 5 branches and serve 60,000 people. Only Berkeley has more
staff relative to population. It also has five service points serving a population 104,300.
3500
3000
2500
2000
1500-
1000-
500-
0
Population Per FTE
Page 44
Library Service Model Analysis and Recommendations
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.
300
250
200
150
100
5o
Service Hours - Total and per Population
25 E
Circulation
In the comparator group, circulation per 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
1,500,000
,000,000
500,000
25.00
20.00"~"
15.00
10.00
5.00
0.00
Page 45
Library Service Model Analysis and Recommendations
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.
Circulation per Capita and per FTE
40000
:30000
~25000
,20000
~15000
.10000
5000
Page 46
0
~~ 0 0 0 0 0 0 ~ ~ ~ ~iO 0
Library Service Model Analysis and Recommendations
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 advantages and disadvantages of a distributed system vs. a single location.
The ideas generated at these meetings were reported by a representative of the PAGE
Board of Directors to the Library Commission, and can be found in Appendix F of this
report.
May LAC meetings. The Library Commission held a series of four community
meetings, at each of the four open branch libraries (Children’s Library is closed for
construction), to share the draft recommendations contained in this report with interested
citizens.
Palo Alto Historical Association (PAHA) resolution. The Palo Alto Historical
Association is a strong partner with the Palo Alto City Library in the preservation and
stewardship of local history materials and resources. PAHA passed a resolution stating
their preferences for the Library’s local history program, and that resolution is attached to
this report as Appendix C.
Parks and Recreation Commission. The success of a library expansion project at the
Mitchell Park site depends on a strong collaborative relationship between the Library
Advisory Commission and the Parks and Recreation Commission. Meetings have
already been held between Library and Parks& Recreation commissioners who served
on the Mitchell Park site study team.
Art Center Foundation Board. The Main Library and the Palo Alto Art Center together
form a cultural campus at the intersection of Newell Road and Embarcadero. In order to
jointly plan services and programs, the LAC and the Art Center Foundation Board have
also met.
Feedback from Library Stakeholders
The Palo Alto Library Foundation issued a letter to the City Council, attached to this
report as Appendix A, in support of the LAC’s plan.
Friends of the Palo Alto Library provided recommendations to the LAC which are
attached to this report as Appendix B,
Page 48
Library Service Model Analysis and Recommendations
Palo Alto City Library Management Staff
Diane Jennings, Library Director
Evelyn Cheng, Administrative Assistant
Sylvia Baker, Supervising Librarian for Reference
Marilyn Gillespie, Supervising Librarian, Mitchell Park Library
Mary Minto, Supervising Librarian for Technical Services
Rose Sebastian, Supervising Librarian for College Terrace, Downtown and Circulation
Melinda Wing, Supervising Librarian, Youth Services and Children’s Library
Page 49
Library Service Model Analysis and Recommendations
Appendices
Appendix A:
Appendix B:
Appendix C:
Appendix D:
Appendix E:
Appendix F:
Appendix G:
Appendix H:
Appendix I:
Appendix J:
Letter from the Palo Alto Library Foundation to the City Council
Recommendations from the Friends of the Palo Alto Library to the
Library Advisory Commission
Resolution from Palo Alto Historical Association
History of the Library
Godbe report of results of Community survey
Report from PAGE Board on results of PAGE and City of Palo Alto
sponsored Community meetings
Analyses of Library Programs & Services
-Strategies related to City/School Partnerships
-Library Collections
-Library Technology
-Library Staffing & Programs
City of Palo Alto Community profile
Trends in public library service (Executive Summary from 2003
OCLC "Environmental Scan: Pattern Recognition" report)
Conclusion from the 2005 OCLC "Perceptions of Libraries and
Information Resources" report
Page 50
PALO ALTO LIBRARY FOUNDATION
Appendix A
May 10, 2006
Dear Council Members:
The time has arrived for this City Council to take action on Palo Alto’s library.
And the Library Foundation board just wants to say: Go for it! Grab the bull by the
horns! Take the plunge! Jump right in! Pick your favorite idiom, but it all amounts to
the same thing: The LAC has done its job and now it’s the Council’s turn to get
cracking.
Make the LAC recommendations a reality. Put a plan into action. Leave a real legacy
for the City of Palo Alto.
The board of the Palo Alto Library Foundation unanimously supports the LAC’s plan for
renovating and revitalizing the branches while building a new facility at Mitchell Park,
and we believe it is urgent that the City act now to move the agenda forward.
For too long, this City’s library has been neglected by our leaders. While other
communities have built libraries worthy of our envy, our library buildings have
degenerated, hours of service have declined, and collections have grown old and
outdated, and the Mitchell Park branch has become an overcrowded insult to this
educated community.
Although the LAC survey suggested that some Palo Altans appreciate their current
library service, we think the reported level of satisfaction derives from the library’s main
bright spot: the dedicated staff. But the hard work of wonderful people can only get us so
far. Our library cannot be allowed to continue its downward spiral!
We desperately need you to enunciate a vision, and use your leadership to make it a
reality. In every other locality that has built a new library in recent years (and there are
many that have done so) governmental leaders stepped forward as strong advocates for
the effort. This city needs you to do the same: be vocal; build the momentum for
improving the library; and invest in the library’s future starting now. The city needs to
foot the bill for developing a preliminary design and suitable funding strategies. Doing so
is a si~..,~.~.~;~ip: Put this city’s money where its mouth is.
DOWNTOWN LIBRARY, 270 FOREST AVENUE, PALO ALTO, CALIFORNIA 94301
P.O. Box 181, PALO ALTO, CALIFORNIA, 94302-oi8I
TEL: 65o.329.2516 FAx: 65o.327.7568
WWW.PALF00RG
When you act to set a vision and an agenda for this library, you can be confident that the
Palo Alto Library Foundation will line up behind you. You’ll find us prepared to pitch in
by helping to educate the community on the need for the proposed improvements, and by
managing and supporting fundraising efforts to supplement City funds.
The LAC has done a terrific job gathering information and putting together a set of
recommendations. But it’s your job to lead this City to a library of which we can all be
proud. We look forward to working with you, as partners, to reach that goal.
So swing for the fences! Hitch up the wagon! Give it your all! And we’ll right there
with you.
Respectfully yours,
The Palo Alto Library Foundation Board
Officers:
Katharine Miller (President)
Mary Jean Place (Vice President)
I_~nie Wheeler (Treasurer)
Colleen Dunn Hall (Secretary)
John Perkins (Assistant Treasurer)
Board members:
Jocelyn Alexander
Alison Cormack
¯ Michael Hall
Alexis Hamilton
Michael Hall
E.J. Hong
Mary Jo Levy
Lynne Russell
Paula Skokowski
Julie Sternfield
Appendix :
OF~t~
[~LoALTo
P.O Box 41
Palo Alto, CA 94302
www.friendspaloaltolib.org
Board of Directors
&
Officers
Jeff Levinsky
President
Martha Schmidt
Vice Pre,sident
Margarita Quihuis
Secretary
Bob Moss
Treasurer
Bob Otnes
Assistant Treasurer
Marty Paddock
Book Sale Manager
Wendy Akers-Ghose
Betsy Allyn
Althea Andersen
Rudy Batties
Gretchen Emmons
President Emeritus
Gerry Masteller
Gloria Reade
Jim Schmidt
B arbm’a Silberling
Steve Staiger
Ellen Wyman
President Emeritus
Tom Wyman
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 committed 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 anew
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.
SUGGESTIONS FOR IMPROVING PALO ALTO’S LIBRARY SYSTEM
Before looldng 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.
2.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.
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.
o
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.
Palo Alto Historical Association
P.O. Box 193
Palo Alto, California 94302
650.326.3355
www.pahistory.org
Appendix C
The following motion was proposed, seconded and passed
unanimously at the meeting of the Board of the Palo Alto Historical
Association on April 5, 2006:
RESOLVED: Recognizing that all the materials in the archives of the
Palo Alto Historical Association are the property of the City of Palo
Alto, it is moved that those archives should continue to be located at
the Palo Alto Main Library, and that:
an appropriate amount of space be allocated to house the archives
using appropriate preservation techniques;
room be allocated for workspace;
space for groups to visit and utilize the archives be provided;
an area for information technology equipment for reviewing audio
and visual records be provided.
Jan Murphy
Recording Secretary
Palo Alto Historical Association
Appendix D
History of the Palo Alto City 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 assumes operation of
Mayfield branch of Santa Clara County Library
Mayfield (now College Terrace) branch opens
Built with funds donated by local philanthropist Lucie Stern, Children’s
Library opens
A second addition added to Carnegie Library
Reorganization of City governmentresults in elimination of Library Board
and other advisory bodies
City passes library bond issue and opens new Main Library on Newell
Road and Mitchell Park Library to serve south Palo Alto
Carnegie Library demolished; Downtown Branch moved to storefront on
Ramona Street
Downtown Branch opens in new location on Forest Avenue
Mitchell Park Library expanded and upgraded
Main Library expanded and upgraded
Terman Branch opens in former Terman Middle School
Online catalog replaces card catalog
Internet access offered to the public for the first time
Library Advisory Commission established
Library bond issue (Measure D) fails with 61.7% affirmative votes
Terman Branch closes
Children’s Library closes for anticipated 2-year renovation and expansion
project; children’s services temporarily transferred to Main Library
Appendix F
"The Future of Our Library Services"
Town Hall Meetings
February 2 and March 2, 2006
Brief Summary
Palo Altans for Government Effectiveness (PAGE) held two Town Hall Meetings, "The
Future of Our Library Services" at the Garden Court Hotel on February 2 and Mar& 2,
2006. The Garden Court Hotel and City of Palo Alto co-sponsored the meetings, which
were held from 7 to 9 p.m. on both dates.
Extensive community outreach was performed including e-mails to the Friends of the
Library Board members, the Palo Alto Library Foundation Board members, Palo Alto
Neighborhood Assodations, A_AUW, the PAGE e-mail list and the PTA e-news Vehicles.
Outreach also induded the business and senior communities, ethnic groups, youth
groups and local community ,service groups. Notice of the Town Hall Meeting was
included in the City Manager s Weekly Memo. Flyers were placed in coffee shops,
community centers and posted at all library branches. Ads were placed in our two
community newspapers, the Palo Alto Weekly and the Palo Alto Daily News and press
releases were issued.
Our overall goai was to provide a forum to give community members an opportunity
to provide input to the Library Advisory Commission’s (LAC) planning process. Our
specific objectives were to:
o Explore a variety of perspedives on the long-range future of the Palo Alto City
Library system
¯Engage all partidpants in a robust, thoughtful and respectful dialogue
"Develop specific ideas that would be valuable to the LAC as they work onthe
long-range strategic plan for the Palo Alto City Libraries
The concept for these meetings was to provide a vehicle for dialog and exploration as
opposed to advocacy by using the PAGE Guiding Prindples, a facilitator (Geoff Ball) and
a graphic recorder (Leslie Salmon-Zhue). The format for the meetings included
attendees beginring in a theatre-style configuration with opportunity to help finalize
the agenda for the evening, moving into smaller working groups and then coming
back together to report on the outcomes of each of the working groups.
At our first meetihg on February 2, we discussed basic public library functions and what
library systems do using three generic library models: a multiple branch library system
(decentralized), one central library (centralized) and library of the future (library
services delivered in new ways). Working with these three archetypes or concepts, the
group discussed the advantages and disadvantages of each type. Suggestions were
generated to address the disadvantages or concerns of each concept while maintaining
the advantages of each. The output of the evening was a listing of each of the
archet4ypes identifying the limitations and solutions, which would provide input to the
second meeting.
At the second meeting we presented a list of "Library Design Criteria" based on the
community telephone survey results, our earlier meeting and a proffie of how the Palo
Alto City Library (PACL)corresponds to each design.criteria. For example, for the
design criteria "collections," the PACL profile outlined the collection size and circulation
numbers by branches. Additionally, we proposed five core animating ideas or
"themes" for the conceptual design of a library system. For example, one theme was to
ediscuss Corrununity Partnerships and how partnerships rmght benefit both the partn rs
and the community at large by leveraging resources, expanding community awareness
and promoting greater citizen involvement.
The output of this meeting generated over 100 ideas around the top issues that surfaced
in both the community telephone survey and the first meeting. ’
65 of these ideas had support from 80% of the people in their working group
39 of these ideas had support from at least 50% of the people in their working group
and
10 6f these ideas had support from at least 20% of the people in their working group
A total of approximately 220 people attended the two meetings. While a majority of
them attended both meetings, we also had individuals who attended one meeting but
not the other.
At the conclusion of each meeting attendees were encouraged to fill out and return an
evaluation form.
While we did not attempt to solve the library budget problem, we were able to engage
the community in creatively assessing the needs and opportunities for our future
library system. Hopefully, this will ultimately help support the LAC’s recommendations
to City Coundl.
We were able to bring our community together by creating a positive environment
where people with divergent opinions sat side by side to discuss a controversiaI subject,
without rancor or degrading one another.
PAGE provided the Library Advisory Commission (LAC) and the Library Director with
all of the documentation from the two Town Hall Meetings, including the graphic
recordings. We thank our co-sponsors the City of Palo Alto and Barbara Gross and the
Garden Court Hotel for helping us provide an environment, which encouraged a
positive and creative community dialog about the future of our library system. We
hope this serves as a model ~or our community in dealing with difficttlt issues so that all
of us are as proud of the decision-making process as we are of the decision itself.
Susie Thorn
Palo Altans for Government Effectiveness (PAGE)
Committee Chair, The Future of Our Library Services
PAGE Town Hall Meeting on Libraries II
March 2, 2006
THEME #1: Expand Volunteer Participation
Core Ideas (8):
Train volunteers to help library patrons who aren’t computer literate to find
sites after reference librarian has given them URLs (reference)
¯Assist customers with self-service check-out machines (convenience)
.Take books to homebound citizens (outreach)
¯Help organize book fairs, themed events and special events and programs
(adults/families)
o Adultliteracy (adultslfamilies)
¯Reading day at the library (adults/families)
o Teach customers how to use the computer. Computer sawy residents
could volunteer to train older adults with fear of the computer (reference)
¯Teach customers how to search for information on the computer
(reference)
Substantial Support (10):
¯Pull holds for other libraries (collections)
o Check shelves for books to discard (using staff lists) (collections)
~Put together PA history displays to put out at various library/city sites
(local history)
~Real "techies" might help with actual hardware problems
¯ESL students could receive extra help in English from bilingual volunteers
(children/teens)
¯Take books to local pre-schools (outreach)
¯Read stories at daycare Centers (outreach)
=Assist paid staff to open or close branch (convenience)
o Help kids withhomework at Homework Centers (outreach)
¯Homework assistance by retired and/or college students (children/teens)
Ideas to Explore (3):
Fundraising
For reference requests that come via e-mail, volunteers could screen,
categorize and help reference librarians
Interface between Steve Staiger and library sites (i.e., Main 7-9 p.m. Tues,
Thurs evenings)
THEME #3: Community Partnerships
Core Ideas (14):
o More interaction with other libraries, i.e., Santa Clara County (collections)
Partner could be a pick-up or drop-off point (convenience)
Partners function as promotional/informational stations of the PACL
(convenience)
Partners can hold (permanent or long-term) books that relate to a
partner’s mission or emphasis (convenience)
Provide information regarding space available for groups to reserve at
each library site online (programs for adults and families)
Cross catalog school and city libraries for lending and storage (school and
PACL partnership) (children/teen programs)
Weekend availability for reading in school libraries with supervision by
volunteers (maybe middle and high school only) (children/teen programs)
Partnership with health libraries, hospitals and medical groups (facilities)
Expand and increase public awareness of city’s free shuttle service to
central library (outreach)
Create "tech" partnerships with companies like Google, Apple, Cisco
(technology)
Volunteer tutors to do .searches (reference)
Expand Internet access to historical items, i.e., photos, documents, etc.
(collections)
Partners’ computer terminals/access points could access libra~
website/catalog (convenience)
Link and get access to 18 million items state wide when software-is ready
(collections)
Substantial Support (6):
° Investigate on-line reference help; human not just electronic; chat room or
in real time; on-line customer service (collections & technology)
¯See if PACL can arrange book and magazine swaps with non-English
libraries in or out of state (collections)
¯Clear guidelines to. all potential partners and acceptance of partnerswith
library culture, communicated to all potential partners (facilities)
¯Special teen and children’s rooms for special groups, i.e., Boy Scouts, Girl
Scouts; find and provide books and staff room for children (facilities)
¯Local history support with c~-oss-training for research and looking up
information (local history)
¯Post all events on bulletin boards on library website (resource center)
Ideas to Explore (3):
¯ Joint middle and high school libraries open on weekend~, evenings with
parent volunteers and other organizations (facilities)
Seek parent donations for teen appropriate books, magazines and games
from parent groups as kids outgrow their books (children/teen)
, Small branch reading library in City Hall with city partner (facilities)
THEME #4: A Resource for Children
Core Ideas (11):
¯Coordinate school curriculum with library collection (collections)
¯More evening hours for older children and young adults (convenience)
¯Access to broader collection with links for high school students
(collections)
¯More digital collections available; publicized and marketed (convenience)
¯Volunteer tutors to help students access reference materials (reference)
¯Improve and expand.PACL website to include Online Community Bulletin
Board with links to Palo Alto Online Community Calendar and other local
organizations (resource center)
Mitchell Park Library needs kids and teens space expansion
(children/teens)
¯Outreach to children in public and private schools, daycare centers,
shelters and hospitals (outreach)
Portable Programs: taking learning activities on-the-road (outreach)
o Greater access to reference materials via more computers designated for
such needs (with current software) (technology & reference)
¯Information literacy classes on how to best use the PACL and available
resources (adults and families)
Substantial Support (5):
o iPods for storytelling; iMovies for storytelling; also learning and
entertainment (technology)
¯Information literacy (technology)
=Partner with electronics company or develop/buy technology (technology)
~Market/advertise databases to teens (technology)
¯Expand multi-generational programs; i.e., teaching children how to do an
oral history (adults/families)
Ideas to Explore (1):
Reduce entertainment programs for children. Library staff shouldn’t
coordinate. Should be volunteer driven. (children/teens)
THEME #5: The Library as a Destination (Three Tables)
Core Ideas (32):
Library sponsored activities can take place at off-site facilities such as
schools, churches, etc. (facilities) ~
,, Separate children and teen areas from adults, i.e., activity areas from
quiet areas (children/teens)
o Preview of plays and other local art programs in libraries (outreach &
adult/families)
0
®
Publicize and offer even more children’s programming to school aged
children to draw kids into the library (outreach & children/teens)
Have program to show how different people (Asian, African, European,
Latinos) celebrate New Year’s and other special holidays (adults/families)
Reduce number of large tables and replace with smaller tables (facilities)
Have speakers on various topics; i.e., authors, etc. (adults/families)
Enlarge and update collection of books, magazines and reference
materials (collections)
Provide meeting spaces where people have more space to discuss, read,
research with increased types of media, computer-based (collections)
Limit number of computers kids can use for game playing and allow only
one person per computer (children/teens)
Kiosk and/or bulletin boards for announcements in more prominent
location (resource center)
Encourage ethnic communities by offering more comfortable foreign
language sections (more chairs) and librarian who knows their language
(outreach)
Individual study carrels or small group areas for watching and listening to
media materials (technology/facilities)
FOPAL Used Book Store in the library (facilities)
Homework Centers with computers for pre-teens and teens
(children/teens & technology)
Programs featuring well known person outside of community
(children/teens)
Newspaper subscriptions free online; i.e., Wall Street Journal, New York
Times (reference)
Build a bigger library that can hold a larger collection (facilities)
Donate favorite children’s books no longer needed in good condition
(collections)
Better, more spacious and attractive displays (outreach)
Night hours for insomniacs (convenience)
Well-lighted rooms for group study (facilities)
More and better access to online collections (technology}
Build rooms to rent for educational programs and library gets percentage
of profits (resource center) ~
Dating Service based on literary taste (resource center)
Display DVDs horizontally so people can browse at one time
(convenience)
Display books based on themes; i.e.,, baseball, stem cells, anything ofa
"hot" topic (children/teens)
Access to research, download and sav~ data to disk, memory sticks, USB
drive (technology)
Every location should have professional/reference staff on site for some
hours (reference)
Library needs space for at least some programs (adults/families)
Palo Alto is best served with two major resource centers staffed with at
least two live persons (resource center)
Keep local history as is with PAHA part-time and one location (local
history)
Substantial Support (18):
Ability to research artists, lyrics, songs, chords and history (what do words
mean) of music and download and burn CDs (technology & resource
center)
¯Coffee House/Caf6 (facilities)
¯Full collection to attract people (per topic) (collections)
¯Leave books where they are returned; they will tend to move to where
they are most used/needed (convenience)
¯Blog (outreach)
¯Book drops at Peet’s and Starbuck’s (convenience)
¯Dedicated quiet study or reading areas (facilities)
¯Library host local history research seminars (local history)
o Extended evening and week-end hours (convenience)
¯Focus on ethnic and group materials of general appeal; i.e., Samoan
Poetry and Music Week (outreach)
o Need adequate parking at Mitchell Library (facilities)
¯Volunteers drive shut-ins to library senior residence vans make scheduled
runs to library during special senior hours (outreach)
Explore possibility of Homework Centers at schools, co-sponsored by
library (more quiet at library with kids off-site) (children/teens & facilities)
¯Joint staffing with PAUSD for library-based Homework Center(s) (facilities)
°Library website services as a destination (technology)
o After programs, use PACL website to present program content to
community; brings destination to the home (technology)
¯Request books from county/state/neighboring Santa Clara libraries with
books delivered to the library where you go to pick them up (technology)
o More pre-school and elementary arts, music, activities, mini-plays
(children/teens)
Ideas to Explore (3):
~ Publish ’~/Vish List" (books and other items) desired for donations
(collections)
¯Downloadable one-use media; i.e., audio books, videos, music
(collections)
Surface parking and Library and Community Center on top of parking structure
(facilities)
February 2, 2006
Town Hall Meeting: Future o four Library Services
How did you hear about today’s Town Hall Meeting?
10 newspaper 4
3 (organization) newsletter 1
11 e-mail (4 PAGE, 1 AAUW, 2 PALF, 1 FOPAL)6
word of mouth
web site
other
How would you characterize your feelings about the future of the library system before tonight?
11% [ know exactly what should be done.50%I have a preference about what should be done.
31% I strongly believe what should be done.8%I have no opinion about what should be done.
]~ow
11%
31%
would you characterize your feelings about the future of the library system now?
I know exactly what should be done.47% I have apreference about what should be done.
I strongly believe what should be done.11% I have no opinion about what should be done.
]:l’ow
36%
17%
did your feelings about the future of the library system change?
I’m more sure than ever.44%My feelings have not changed at all.
I’m less sure than before.3%I have no opinion.
What part of the program had the most significant impact on your thinking?
¯list ot’limitations; good facilitation, but still some pre-existing biases limit problem-solving.
¯group discussion
[]brainstorming to overcome limitations of all the models various levels, of interaction by a group of focused
conoelll
[]discussion of the different alternatives
[]plenary session, small groups
[]I really liked the limitations (of 3 archetypes) exercise; I also thought it was an interesting approach to structure
the discussion around the 3 archetypes; I thought the reporting of small groups back worked well, too. Great job
and I look forward to a summary of the evening
open discussion in groups; willingness of all to participate
listening to the groups (I visited more than one)
addressing limitations to each archetype
I don’t feel that anything had a significant impact; I had already thought about most of the advantages and
disadvantages (except for the virtual library, which I don’t hink is really worth the time to discuss)
"overcoming limitations
[]listening to the entrenched and disparate camps convinces me that th eventual recommendation will need to
include parts of all the archetypes
"the creative approach of identifying problems of the three archetypes and then reaching for solutions
"a very good description of the proposed alternatives
[]list of issues in the first plenary session
[]drawbacks to alternative archetypes
[]great process! I heard so many others’ ideas about the 3 archetypes
¯first hour
[]arbitrary assignment to a #1 list agenda aggressively pursued by the moderator
OVERALL, the quality of the event was...
80%great!
20%OK
0 disappointing
¯the format was great; it was the participants that caused me to rate it "OK;" I really enjoyed it anyway, but don’t
think it accomplished anything for me; too many people came with their own agenda and treated everything
negatively that did not agree with their opinion; some people had their own private conversations so that is was
impossible to hear what others were saying and difficult to be heard, and some wouldn’t stay on subject
¯thank you for creating a safe environment to attempt a constructive discussion of a contentious topic!
¯the hospitality was most impressive!
,kudos to Leslie!
[]kudos also to Geoff and assistants
-the "groan zone" is hard to live with; next meeting will be great!
Please
[]
let us know if you have ideas for activities, events, services, etc. that you would like to see PAGE pursue:
anything which will engage the community to act as a community toward the common goal of community benefit
I would like PAGE to help City Council Members, South Palo Alto residents, (couldn’t read...) plauning, budget,
and PAUSD take a comprehensive look at all the potential multi-unit housing in So PA
investigate (imaginative) funding sources
I’d like to see an all-day event in which people assigned themselves to groups to discuss courses of action in
which they were interested; the moderator would read out all the ideas, directing those who were interested in
problem-solving situation "A" to table "A;" for instance: I believe it behooves Palo Adto and every municipality
to understand the enormous benefit of single payer health insurance just in terms of the cost of employee and
retiree benefits.
EDITORIAL OBSERVATIONS
Despite a larger crowd, estimated at close to 120, we received only 36 evaluations, a relatively small sample.
In crafting the evaluation questions, I tried to come up with a way to get a sense of people ’s (self-reported) openness on
the subject and whether or not thb evening’s discussions impacted their thinking. As I tallied the results, I realized that an
individual’s change (or not) of opinion is not evident in the raw data. For instance, the consolidated data does not reflect
if a person ’s feelings got more or less strong. However, looking at individual responses, most people left with the same
opinions they had when they arrived. Most stayed the same, some got stronger and very few were less sure.
Even though many people came and left the event holding the same position, I believe that their participation was a very
heal@ exercise. A large majority of respondents applauded the event as "great." As Nancy Shepherd Observed, "This is
the sound of Palo Alto laughing. "’ People disagreed with one another, yet spent an enjoyable evening...
together....exploring possibilities. Geoff’s expert leadership and friendly style kept the evening on.track. ....definitely not
an easy task!
Report prepared by Barbara Spreng
March 2, 2006
Town Hall Meeting: Future of out Library Services
Our objectives for tonight’s town hall meeting are to...
...explore a variety of perspectives on the long range future of the Palo Alto City Library System;
...engage all participants in robust, thoughtful and respectful dialogue;
...develop specific ideas that will be valuable to PACLAC as they continue the work on the long range strategic plan for
Palo Alto City Libraries.
How would you characterize your feelings about the future of the library system before tonight’s meeting?
5% I know exactly what should be done.53%Ihave a preference about what should be done.
42% I strongly believe what should be done.0%I have no opinion about what should be done.
How have your feelings about the future of the library system changed?
32% I’m more sure than ever.42%My feelings have not changed at all.
24% I’m less sure than before.2%I have no opinion.
How did you hear about today’s Town Hall Meeting? (cheek all that apply).
40% newspaper 28% word of mouth
60% (organization) newsletter and/or e-mail 20%other
How did we do in meeting our objectives for the evening?
32% Gold medal for a’near-flawless performance!13%
50%Silver medal for a job well done.5%
Bronze medal for a strong effort.
No medal....didn’t make the cut.
What part
differently
of the program had the most significant impact on your thinking? And/or, what could we have done
to improve the value of the meeting?
Excellent moderator, but I’m not sure what are your objectives?
Not clear that people had enough background to make decisions of trade-offs
Idea of blending opposites --- many branches vs. one; various branches have special strengths.
Presentation A + + ] Great graphic artist] Good eats! Geoff & Barbara are first class.
This program didn "t really move things forward. The reality is there are declining resources and inc"easing
demand - a huge gap. How did that meeting address that? A disappointment]
Sharing breadth of ideas; schedule longer periods of time for sharing
I really enjoyed the brainstorming but was hoping to hear/share more ideas for actual solutions.., fully
realizing that the LA C has the job of making the recommendations for solutions.
Don’t insult us by lecturing us about politeness and listening to others. It’s a turn-off at the very start. I
thought that the structure of the program was very manipulative. The structure seemed to limit thoughtful
discussion instead of encouraging it.
Try not to cover everything; did not like the manipulation h~ this approach.
Lots of good foundation work done.
~Vonderful facilitator; excellent to have specific ideas that will be used in Council recommendations (from an
LAC member)
Good effort, difficult challenge; too shot gun; I felt manipulated
Summary briefings and recap
It’s not about certainty. I think it is a richer appreciation.
The careful framing of questions .....thank you very much
Goal B in theme 2 was not dear
The brainstorming by table ..... very productive
Small group &partnership discussions/brainstorming
Need for feedback and input
The number of individuals with very similar thoughts
Theme #2just rehashed last month’s meeting
I’m in favor of a single building (do one thing and do it well) but I understand the draw of neighborhood
branches, especially for after-school use by kids
Simply having the chance to attend was helpful. It would have been helpful to b~ow that there was a structure
agenda.
The table discussions
Summaries of small group ideas
EDITORIAL OBSERVATIONS
We received 40 evaluation forms from an audience of around 100 ..... a pretty good return. Since the first question was
consistent between meetings, I found it interesting that the percentage of people who know what should be done went
down, from 11% to 5%; those with a strong belief went up, 31% to 42% and the number of those with apreference
stayed about the same. When asked how their feelings had changed after the meeting, the greatest difference was that
17% said they were "less sure" after the February meeting while 24% reported being "less sure" after the March meeting.
It would appear that the events succeeded in creating an atmosphere where people could entertain new ideas, even ideas
that conflict with currently held opinions.
In terms of meeting our stated objectives, participants’ opinions varied from very enthusiastic "gold medals" (32%) to
supportive "silver medals" (50%) ..... a significant majority of favorable ratings. It’s hard to compare overall performance
"atings between meetings, since we used a completely different question and scale. Anecdotally, I sensed a slightly higher
level of frustration from participants who were eager to reach some closure on the subject of libraries (those who had
strong opinions), while people who were newer to the discussion seemed to really appreciate the intellectual exploration
of the subject.
Report prepared by Barbara Spreng
Appendix G
Analysis of Strategies Related to City/School Partnerships
According to the City of Palo Alto Community Profile (2005) over 17% of Palo Alto
residents are ages five to 19 years. The majority of Palo Alto youth attend Palo Alto
Unified School District (PAUSD) schools. Thus, our public schools provide an effective
vehicle to market and deliver library services, especially those services that enhance K-
12 education. Thanks to the work of the Palo Alto City Library (PACL) School Liaison
and Youth Services staff, and a tradition of informal collaboration, much is already
happening including library card campaigns, web-based services, school field trips to
libraries and librarian visits to campuses, parent and teacher education, and after-school
homework support. But much potential remains for future partnership - especially at the
high school level.
Existing Service Levels and Collaborations
I. In-school Cooperation:
School Liaison services
o Monthly newsletter for educators and interested adults
o Presentations at PTA meetings and other parent programs (3 in 2005/06)
,,Introduction to library services at New Teacher Training (17 issued in
2005/06)
Programs for literacy summer school (2 assemblies, one parent event, one
awards event, 17 class visits in 2005/06)
o Instant messaging with School Liaison
PAUSD invites PACL staff participation in Read Across America Day at local
elementary schools
Special joint programs planned with PAUSD heads of curriculum - examples
¯Latina author program
¯Diversity event
o Author Jim Trelease parent lecture (scheduled for 2006/07)
Library database presentations to students, parents and teachers
School-supported library card campaign
PAUSD provided space in back-to-school packets at middle schools and
Gunn for library card promotion in 2005/06 (approx. 900 issued, including an
in-house promotion at Paly)
¯Promotion continued at book fairs and special events - (3 events in 2005/06)
¯Applications were available at kindergarten registration and to new teachers
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 1
Collaboration with school library media teachers
¯School liaison "week at a school" visits (5 weeks in 2005/06)
¯Author programs in schools and library for National Library Week
2005/06)
¯School liaison attends media teachers’ meetings (4 in 2005/06)
¯Middle and High School book discussion groups (7 in 2005/06)
(6 in
Collaboration with PTA and PTA council
¯School liaison contributes articles to PTA council newsletter
¯Co-sponsor programs (Paly PTSA co-sponsorship of Firoozeh Dumas’ talk on
Oct. 10, 2OO6)
¯Presentations at PTA and other parent programs (3 in 2005/06)
Librarians provide class visits and assemblies to schools for storytimes, book talks,
and summer reading promotion - (7 assemblies to promote summer reading, plus
visits to Kids’ Clubs)
II. Services Accessible to Students in the Library:
Palo Alto City Library offers special programs year-round to encourage reading
Class visits to the library
¯ Class visits can be oriented toward library tours, library-use instruction, book
talks, storytelling, and database orientation
Visitors include students of all ages and grades, special needs students,
after-school programs
After-school homework helpers volunteer at Mitchell Park Library
¯Volunteer is available once a week to help students at the library
¯Volunteer often engages students by playing chess or cards with them
Materials
¯Circulating fiction, non-fiction, picture book, reader, and magazine collections
¯A variety of reference materials for use in the library
¯Ready reference file includes school reading lists and school project
information
¯PAUSD loans copies of middle school textbooks for students to use in library
~Readers’ advisory bibliographies
¯Media - DVDs, CDs, and audio books available for checkout
~Electronic Resources
o Large number of electronic reference materials and databases available,
many are for students (see list of "Resources Online" in LAC packet)
¯Extensive development of library web pages geared towards students as
well as teachers, school librarians, and parents
o PAUSD provides link to PACL catalog on webpage
¯ Internet access, including loaner laptops, in library
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 2
Services for teachers
¯Librarians will pull books for teachers on special subjects
¯Teachers can let library know when special assignments are coming up
¯Books can be set on reserve for classes
Volunteer/community service opportunities for students
Teen Library Advisory board (T-Lab) meets monthly to advise library on
collections and programs for teens
Each library branch has middle and high school volunteers helping with
projects and collections
Additional Strategies for Enhanced City/School Library Partnerships
The LAC worked with PAUSD and City staff and sought input from the Palo Alto Council
of PTAs to analyze existing and future opportunities for City/School partnerships. The
LAC recommends the following areas for future collaboration should the City Council
and School Board choose to forge a stronger partnership. These strategies provide
exciting opportunities to serve K-12 students by promoting and bringing PACL services
into PAUSD schools and enhancing services provided in public libraries for students. A
stronger partnership between the City of Palo Alto and PAUSD will enable both "
institutions to improve delivery of library services and, in some cases, improve
efficiencies.
I.Collections Collaboration
Collaboration on database subscriptions
PACL has a rich mix of databases accessible to all students with library cards, and
staff consults with PAUSD librarians about priorities for new additions appropriate for
students. This type of collaboration will continue, and possibilities for joint licensing of
new databases can be explored in order to reduce the cost of individual
subscriptions. PACL’s ability to license additional databases will be limited in a few
years, when funding currently provided by the Cable Co-op Grant ends.
o High school textbooks available for use in PACL.
A number of middle school textbooks are available at PACE PAUSD staff could
make copies of high school textbooks (especially math and science) available for in-
house use at libraries.
Collections for curriculum and homework support
PACL Youth Services staff selects new acquisitions that support student homework
needs. However, teachers and curriculum specialists could be more directly solicited
for purchase suggestions and help PACL secure the right number of copies. In
addition, PACL and PAUSD staff could work more closely to purchase other items
that address unmet needs of Palo Alto youth (for example: books on tape for dyslexic
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 3
students).. It does not seem likely that joint purchasing will result in greater discounts
for PACL or lead to ordering efficiencies.
II. Technoloqy
¯Transparency between online catalogs of PACL and PAUSD
Both PACL and PAUSD use Dynix’s Horizon software for their online catalogs.
Thus, greater collaboration could insure that links to the catalogs of both
organizations are placed on the catalog itself, and not just on the web pages.
¯Facilitated methods to enable students to use PACL cards to access licensed
databases from schools
PACL and PAUSD could work to employ methods to enable students to more easily
access PACL library card numbers at school libraries and thus provide better access
to the Library collection. This could be expanded across the secondary schools.
"Live Homework Help" service (Tutor.com)
This online service, available at an annual charge, matches live tutors electronically
with students seeking homework assistance. Students and tutors communicate with
each other via a simulated white board and two windows where each types text.
This service is available in some libraries in the area, including San Jose. The full
annual cost for Palo Alto would be approximately $10,000. Before proceeding, staff
would need to gauge the need for such a service.
III. Pro,qrams
¯Reference staff available by e-mail and phone to students (and possibly adding
Instant Messaging service)
If promoted in schools, use of reference services by students could be increased.
This could also assist in developing library science skills in high school youth.
Homework assistance
PACL will maintain its "Assignment Alert" program that gives teachers the
opportunities to notify City librarians about student assignments so that materials can
be pulled from shelves and reserved for student use. This effort could be better
promoted to PAUSD teachers. PACL and PAUSD could also jointly develop a
volunteer-based program to recruit community volunteers to assist students in the
libraries with school assignments.
After school programs for youth that bridge the time between school and family
PACL staff works collaboratively with City recreation staff as the Mitchell Park
Community Center is transitioned to a Youth Development Center. While there are a
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 4
IV.
variety of popular activities currently being provided, this site provides a unique
opportunity to offer library services to youth in collaboration with the schools.
¯More author fairs, class visits, talks, and book discussions
There is great value in programs throughout the library system and on school sites,
especially those targeted to small groups where "kids can get excited about books
and the environment of discovery."
o Library-operated delivery van for outreach and service to schools for student use
Books requested by students from PACL libraries could be delivered to schools.
This van could market the PACL libraries and be used for outreach to other
organizations.
Enhance information research skills for high school students
Success in this area will require support from school principals and teachers. PACL
staff could present training in this area at schools.
o Library card campaigns
A highly successful campaign was implemented at Gunn and the middle schools.
Expansion of the program needs backing from principals and the PTSA.
Facilities
¯Flexible spaces for student use
It is a high priority of the LAC to provide flexible spaces in libraries that serve multiple
needs. It is hoped that facility improvements will enable welcoming spaces for quiet
study, small group work, and larger meetings. These types of spaces that include
computers and laptop support hold the most promise of providing desirable spaces
for students coming to PACL facilities to complete school assignments. Once these
spaces are available they can be promoted to PAUSD secondary teachers and
students.
¯Use of School Libraries
It is recommended that the City Council explore greater public use of school libraries
especially in Southwest Palo Alto. Due to security concerns, at this time this effort
should focus on students. The idea of pick-up points for holds for all residents.might
be explored as technology becomes available to consider public kiosks as pick-up
points.
Staffinq
PACL teen librarian for 20 hours per week in middle and high schools
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 5
In order to forge expanded and more effective partnerships with the schools,
additional staffing is needed. The PACL school liaison attempts to do outreach to all
PAUSD schools in only 20 hours per week. It is recommended that additional staff
time be dedicated to focusing on outreach to middle and high schools.
Joint training opportunities for PACL and PAUSD librarians
There is recognition that it is difficult to schedule joint training opportunities that can
be widely attended due to different work schedules. It is recommended that staff
share training opportunities when available and renew the past practice of having
one joint meeting in the fall between PACL Youth Services staff and PAUSD
librarians.
Analysis of strategies related to City/School partnerships, Sept. 2006 Page 6
Staff Analysis of Library Collections
BACKGROUND INFORMATION ON LIBRARY COLLECTIONS
Collection Development
Collection development is the responsibility of a group of professional staff - nine staff
members, plus two coordinators, who select and deselect (weed) in assigned areas.
Selection and deselection is done system-wide as the collection is developed as a
whole, not branch by branch.
Selection
A significant portion of the collections budget is spent on continuing titles that don’t need
to be selected each year, such as magazines, newspapers, databases, printed reference
sources such as annuals and directories, financial services, children and teen paperback
series, and travel guides. Adjustments to these lists of "standing orders" are made
periodically for a variety of reasons - e.g. following a usage survey of magazines to
determine titles with limited readership or purchase of a database to replace comparable
information in printed format found only in one branch.
The money that isn’t tied up in annual commitments is divided among funds in the
acquisitions module of the Horizon integrated library system. Selectors submit orders
against their individual funds for tracking purposes. Selections are made, principally
against the Library’s major jobber, and are reviewed by the adult or youth collection
coordinator before being submitted to the Acquisitions staff in Technical Services.
Criteria for selection of items include:
[]Authority, reputation, significance of the author or publisher
[]Creative, literary, or technical quality
[]Meets expressed or perceived needs of the community
[]Contemporary significance and long-term value
[]Favorable assessment in review media
[]Need to develop area of the collection to meet demand
[]Suitability of the physical format and the availability of space
.Recommendation of expert(s) in the field
[]Appearance on bibliographies, recommended lists, etc.
[]Currency of information
The Library places a high value in ordering a large percentage of titles (62% of adult
books in 205-06) pre-publication when those items are anticipated to be in "high
demand". This allows library customers to place holds on titles before they are received
from the book jobber. Specific criteria used to identify high-interest adult materials for
ordering are:
[]Initial print run
[]Author tour
Analysis of Library Collections, Sept. 2006 Page 1
[]Publicity budget
[]30-day demand information as reported in jobber’s database
[]Initial number of copies ordered jobber
.News stories in local media regarding author or title
[]Mentions or author appearances on NPR
[]Reviews in national print media, e.g., The New York Times Book Review, The New
Yorker, The Wall Street Journal
[]Reviews in local media, e.g., San Francisco Chronicle Book Review, San Jose
Mercury-News, Palo Alto Weekly Title Pages
[]Ads in national and local media
[]Of local interestmtopic and/or author
[]Title deals with new topic of immediate interest, e.g., bird flu.
[]Title ties in with a new or forthcoming motion picture, or with a television program or
series
[]Topic is of proven interest (circulations of earlier works), e.g., world events, politics,
history, personal finance, health and medicine, cookery, computers, spirit and
religion, law, science and technology, the arts, literature and litterateurs, childrearing,
beauty and fashion.
[]Author has proven track record (circulations of earlier works)
[]Title by debut author that receives overwhelmingly positive reviews
[]Requested by customer(s)
A higher of percentage of children’s and teen items are ordered based on
recommendations in professional reviewing sources. However, staff also identifies high-
interest items for the youth collections using the following criteria:
[]Award winner (e.g. Newbery, Caldecott)
[]Starred review in major reviewing source (Booklist, School Library Journal,
Hornbook)
[]Newest title in a series
[]Newest title by popular author and/or illustrator
[]Filling a demand for popular genre (e.g. Anime)
[]For DVDs - popular theater release
[]For music-best-seller
.For audio books - audio version of high-demand title
The Library encourages suggestions for purchase from individuals. These suggestions
receive special handling to ensure prompt consideration of the requests and reply to the
customers. Requests can be submitted via on online form that’s sent to our Collections
e-mailbox or on a paper reply card. The .5 FTE Senior Librarian assigned to Collection
support handles all but requests for children and teen titles - these go to the Youth
Services Manager. Decisions are made on the purchase and the requestor is notified by
email or card of the purchase decision. Approximately 80% of the requested titles are
purchased. Most requests are for adult titles. Reasons for not purchasing a title include:
[]Too many years since publication and no longer timely for the collection
[]Title is out of print or permanently out of stock, or is in print outside the U.S.
[]Title is too specialized or has too limited a potential audience
[]Title is too expensive
[]For DVDs: Title is not available with encoding that permits viewing in U.S.
Analysis of Library Collections, Sept. 2006 Page 2
Title’s binding or contents limit its useful lifetime, e.g., mass-market paperbacks,
spiral bindings, books with loose materials included
Library is not collecting materials in the requested format (e.g. adult CD-ROMs, VHS
format, music scores)
Title received consistently poor reviews and would have been (and possibly was)
rejected in the normal course of selection, although a request does weigh in the
decision to purchase
Following the initial selection of a title, collection development staff monitors titles that
have wait lists. Weekly reports listing titles that have waiting lists are produced and
reviewed so additional copies can be ordered as needed. The goal is to maintain a 4:1
ratio of holds to copies for books; 10:1 for DVDs. Waiting lists are most common for
adult books and all DVDs. When the demand requires having many copies of a book -
more than 4-5 copies of an adult title - the additional copies are obtained through a
lease plan (currently supported by the Friends of the Library) so the extra copies of the
titles can be returned once the demand has subsided.
Deselection
Public library collections must be evaluated on an ongoing basis to maintain their
relevance to the community. In addition to selecting new titles and replacing important
titles for the collections, items must be discarded to maintain a healthy collection.
Criteria used for discarding items include:
¯Content contains dated or superceded information
o Physical condition makes item unusable
=Demand for item is negligible in relation to its long-term value for the collection
=Library no longer needs same number of copies of the title
¯Library no longer purchases the format and public’s use of a newer format is high
The deselection process is ongoing to keep the collection relevant and properlysized for
the shelving capacity of the library system. It has been a long-standing goal to weed as
many items as the Library adds each year. While this goal was met in 2005-06, in
several areas the collection size still exceeds the capacity of the shelving. More time
spent on deselection, especially if additional funds for new purchases are available, will
result in a more updated collection.
Changes made in recent years to improve efficiency and effectiveness in the
collection development operation include:
Selection system reorganized in 2002 to increase span of responsibility and
reduce number of staff with assignments in collection development.
Number of selectors reduced from 28 to 9, plus two coordinators.
Re-established a separate order fund for purchase requests submitted by
customers; formalized the process to respond to these requests; and assigned
responsibility for this process and fund to one selector to ensure quick and even
response to reviewing the requests.
To increase number of titles ordered in advance of customer demand, assigned
responsibility for selection of adult "high-demand" books to one selector (same .5
Analysis of Library Coflections, Sept. 2006 Page 3
FTE Senior Librarian who handles the purchase request process) who works
exclusively on collection development.
Reduced number of levels in the review process before orders submitted to
Acquisitions.
Increased use of leased book plans to provide additional copies while books
have long waiting lists.
Increased use of "standing order" plans for circulating titles ordered each year
(travel guides, Nolo press law books, children’s and teen paperback series) so
new editions are automatically sent by the vendor.
All selectors trained in use of vendor website to create acquisitions list for
ordering; use of paper order cards eliminated.
Selectors trained to use reporting feature of Horizon system to create their own
weeding reports that previously were produced upon request by Technical
Services.
Staff with Collection Development Responsibilities:
Youth Collection - Coordinator-Youth Services Manager
Children’s fiction (incl. picture books & readers) - Senior Librarian
Children’s nonfiction - Coordinator of Library Programs (School Liaison)
Children’s media- Librarian
Teen books and media - Senior Librarian
Adult Collection - Coordinator- Manager Main Library Services (also provides
overall management of collection)
High-interest books, Purchase requests, DVD’s - Senior Librarian
Music and audio books - Librarian
Fiction and Large Print - Senior Librarian
Adult non-fiction (000-500)- Senior Librarian
Adult non-fiction (600-900) - Senior Librarian (Technical Services)
Selectors spend an average of 12-15 hours per week each on collection development,
with the exception of a .5 FTE Senior Librarian who spends his entire 20 hour per week
position on collection development. The coordinators spend an average of 7 hours per
week.
Technical Services
Technical Services uses all the modules and functionally of the Horizon (Dynix)
integrated library system to process materials for the public and maintain the online
catalog. The Acquisitions module is used for ordering, receiving and invoicing of new
materials. The Serials module is used to receive periodicals and newspapers, and to do
claiming of missed issues. Both Acquisitions and Serials use vendor websites to
increase the efficiency of their work. Cataloging also uses many electronic resources to
more quickly catalog records. A number of efficiencies have been implemented in
recent years to improve service, reduce the time to prepare new acquisitions for
circulation, and to deal with staffing reductions in Technical Services caused by budget
cuts and transfer of staff to support of other library.operations.
Acquisitions and Serials
Analysis of Library Collections, Sept. 2006 Page 4
1998 - Upgraded to NT environment and moved from modem to internet for transferring
order files from materials jobbers to the local Dynix system. Interfaces were established
between these systems so that the majority of orders no longer needed to be keyed into
the Dynix system.
2001 - Electronic invoicing was introduced using the X12 format. Electronic invoices are
loaded into the Dynix system, so that line entry of invoices data doesn’t need to be done
by an operator. Electronic invoicing and electronic ordering are done with the Library’s
major jobbers, but smaller vendors do not have this capability, so some ordering
continues to be done in a traditional way.
2002 - Major jobber introduces web page where book carts can be assembled and then
downloaded to the Dynix Acquisitions system. This eliminates the need for handwritten
order cards and keying the order information in the order records in the computer
system. PACL begins making purchases from Amazon and other online vendors for titles
the vendors cannot provide.
2003 - City’s Purchasing Division introduces the use of a city credit card that can be
used for making select purchases. The Acquisitions staff begins to use their credit card
to make purchases.
2004 - Stopped production of printed listing of periodicals in lieu of using feature ("e,
journal") of new Horizon system to provide information and access to Library’s holdings
of print and online journals.
2005 - PACL increases the use "standing order" buying plan. Many travel guides are put
on standing order, eliminating the need for staff to individually select and order these
types of items. Paperback series that come out more than twice a year are also put on
standing order, and complete sets of back titles of the series are purchased shelf ready.
Cataloging
Since the late 1970’s PACL has been a member of OCLC or RLIN, that are nonprofit,
membership library services providing libraries with access to machine readable
cataloging records that are shared between members. Palo Alto contributes original
records as well as obtaining cataloging records from this service, first with catalog cards
and then with electronic records.
PACL continually upgrades to OCLC’s latest cataloging products to work both offline and
online so that workflow is as efficient as possible. Implementation of Horizon and
OCLC’s Connexion product in 2005 made transferring records from OCLC’s system to
the local catalog more efficient.
About one-third of the cataloging records obtained from OCLC for books receive some
modification of the record before being added to the catalog. For a-v material this
increases to about 75%.
1998 - Introduced getting language sets from OCLC. Vendor selects and catalogs
items and sends records on disc, now sends in email. PACL continues to receive sets
from OCLC in Chinese and Russian up to the present time.
Analysis of Library Collections, Sept. 2006 Page 5
2004 - Implemented getting children’s fiction and some adult fiction cataloged and
processed by materials vendor. Established cataloging and processing profiles with two
ve ndors so that items would be cataloged according to PACL’s specifications.
Processing
In mid-80’s - PACL began using Dynix’s spine label program so that spine labels can be
generated from the catalog record automatically, rather than being hand typed.
2000 - Implemented physical preprocessing for children’s books and some adult fiction.
2001-2002 - 50% of the children’s books were pre-processed by vendor
2002-2003 - 20% of all books received were pre-processed by vendor
2003 - Reduced the amount of physical processing done to new materials - no pockets,
moved barcodes to outside front cover, stopped labeling books with branch designation,
replaced red dot with "new" tape. Reduced the types of materials receiving security
tags.
Started using locked DVD cases. Recased entire DVD collection.
2004 - Began sending CD and DVD discs to a service to be cleaned/repaired
2005 - Began having vendor pre-process DVDs - put in security cases, attach barcode
labels, and PACL sticker. Friends gift plates added when needed.
2005 - Streamlined the physical processing of magazines.
2005-2006 - About 75% of the DVDs come pre-processed. Vendor is not able to provide
processing for DVD sets.
2005-2006 -Increased use of processing to most. book titles. 61% of all materials added
to the collection come either pre-processed and/or cataloged.
2006-2007 - Implemented getting CD-ROMs pre-processed from vendor.
Recent Staffing Restructuring
May 2003 - Following retirement of Library Associate assigned to cataloging, the
position was eliminated due to budget reductions. To help compensate for the loss of
this position, additional dollars for "shelf-ready materials" and some hourly dollars were
added to 2003-04 budget. ~ L ~..
¯ September 2004 - Following retirement of Library Associate position in Serials the
position was restructured to include some responsibility for library publications and be a
member of the Public Communications Team.
2004 -Clerk hours in Acquisitions converted to lower-paid Page hours. A 15-hour Clerk
position was converted to a 12-hour Library Aide position, and the savings allocated to
Circulation.
Analysis of Library Collections, SepL 2006 Page 6
July 2006 - Following retirement of Library Specialist position assigned to
mends/processing, position was restructured to provide Technology support in addition
to processing support. This position was increased from .75 to 1.0 FTE.
Current Technical Services Staffing:
Manager of Technical Services - Mary Minto, Supervising Librarian - 1.0 FTE
Acquisitions & Serials-
Library Associate- 1.0 FTE
Library Associate - 0.7 FTE (.3 FTE on other assignments)
Hourly Clerks - 1.2 FTE
Hourly Page - 0.26 FTE
Cataloging -
Senior Librarian - 0.7 FTE (.3 FTE on Collection Development)
Librarian - t .0 FTE
Hourly Cataloger - 0.04 FTE
Processing -
Library Specialist- 1.0 FTE
Library Specialist - 0.25 FTE (0.75 spent on other assignments)
Hourly Page - 0.1 ETE
Volunteers
Volunteers work regularly in Technical Services, performing a variety of tasks including:
¯Minor mending and recovering of books
¯Unpacking of shipments
¯Removing packaging material from a-v material
¯Processing withdrawn materials from the collection
o Shelving magazines
MAJOR THEMES FROM ANALYSIS OF COLLECTION DATA
Palo Alto’s support of collections is comparable to that of similar communities in
California.
Most of the duplication in the collection occurs in the library standing orders and
subscriptions
Friend of the-Library grants in 2005-06 enabled more new additions to the
collections than in past years.
Good collection management may result in an overall reduction in the size of the
collections.
The percentage of newer titles should be increased in the collections at College
Terrace and Downtown.
The children’s collections at College Terrace and Downtown are dated and need
to be refreshed.
Several parts of the collection are significantly over capacity, particularly at Main
and Mitchell Park, and need to be adjusted in size.
Analysis of Library Collections, Sept. 2006 Page 7
The only branch with growth potential, based on available shelving, is Downtown.
A smaller collection, as long as the quality is maintained, can serve as well as a
larger one.
Circulation of media is high; however, book circulation remains strong.
COLLECTION STRENGTHS
Quality children’s collection
High-demand titles are ordered and can be reserved pre-publication
DVD collection is strong
80% of titles requested by customers are purchased
Good holdings of electronic databases
Access to collection is good
COLLECTION WEAKNESSES
Mitchell Park’s collection insufficient to meet demand
Limited language collections
College Terrace and Downtown have very limited popular media collections
Waiting time for popular titles is too long
Collection is not properly housed or displayed and exceeds shelving capacity
Limited selection of e-books
Analysis of Library Collections, Sept. 2006 Page 8
Staff Analysis of Library Technology
Overview of Current PACL Technology
The Palo Alto City Library runs an Integrated Library System (ILS) called Horizon. This ILS is
from SirsiDynix, located in Huntsville, Alabama. The Horizon system was purchased in
December of 2004 and implemented in early January 2005, replacing the Dynix Classic system
which had been in place since 1984 and was a product of the Dynix company.
The Integrated Library System (ILS),
The Horizon system runs on a Windows 2003 server with Microsoft MS-SQL as the relational
database system (RDBMS). A web catalog runs off another Windows 2003 server with MS-
SQL operating in a DMZ. Both servers were purchased from SirsiDynix as part of the RFP
process and are located at City Hall with maintenance and support access by SirsiDynix
provided through a VPN connection. The City’s Information Technology (IT) staff monitors and
upgrades the servers’ operating systems (OS), applies security patches, and maintains backup
and transaction tapes as recommended by SirsiDynix. A maintenance agreement with
SirsiDynix provides 24/7 support for the Horizon software application, OS and hardware issues.
Any support issues with the client software, including functionality, hardware and OS software
issues are reported by the Library’s System Administrator, who acts as the liaison between the
Library and IT for the ILS. The System Administrator is responsible for planning and managing
new releases, software upgrades, and handling day-to-day client software support.
The Horizon application includes several modules that provide the Library with a complex and
interrelated database management tool. These modules include:
The Circulation module: customer information, including transactional information on
items checked out, overdue, on hold, about to become due, etc. This module provides
checkout, checkin, customer registration, payment of fines and fees, notices to
borrowers and the like.
-The Cataloging module: bibliographic and item level information in MARC format about
the Library’s holdings, including but not limited to books, media, newspaper indices and
electronic resources, allowing for searching based on cataloguing or item-level data by
the end user.
-The Acquisitions module: provides purchase orders, invoicing and payment to vendors
for materials, and budgeting for collection purchases.
The Serials module: provides control of the subscription information, receipt of and
claiming for the periodicals in the Library’s collection.
[] The Staff searching module: provides access to the bibliographic, item and customer
data needed for collection management and inventory control.
¯The Public Access module: provides a web-based interface to the bibliographic, item-
level database and the customer record.
Analysis of Library Technology, Oct. 2006 Page 1
The System Hardware
As mentioned above, the Horizon system includes two Windows 2003 servers running MS-SQL.
In addition, several other servers are in place for add-on products and/or authentication.
Support maintenance agreements are in place for additional vendors who provide software
support for the public pc management system and self-check systems. All servers are running
Microsoft Windows 2003 and MS-SQL unless noted:
Horizon database system (ILS)
Horizon web catalog
SAM - public pc management database system
SAM - public pc management web interface for control of and printing from Internet PCs
Edify Telephone Call-in and Renewal server
Horizon Web Reporter server
Remote Patron Authentication server to database providers
3 stand-alone Standard Interchange Protocol (SIP) servers providing authentication to
self-check systems
Plans for Future UpgradeslFunctionality
The current release of the Horizon software allows for online customer registration,
something that will be implemented in the next calendar year.
The next release of the ILS software that that the Library will load is a major upgrade to both the
server back end and front end interface for the public and staff. This release, available from the
vendor in the 4th quarter, 2006, will require significant effort by both the IT and Library staffs to
implement. PACL typically waits until a release has been out for 6 months before upgrading.
The new release will offer an e-commerce module for an additional cost (est. $16,000). Once
implemented this will allow customers to pay overdue fines, etc, online. Significant project
planning will need to occur in order to ensure a smooth transition to this new release. The
contract established in 2005 when PACL migrated to the Horizon software included the cost of a
required additional server and the software for this release. SirsiDynix will offer a "migration" to
the new release in lieu of a more standard upgrade, for an additional charge. Staff will need to
evaluate the cost]benefit of this approach to moving onto the new release. ....
Other enhanced features of the new release include RSS feeds, customer personalization,
and new book alerts, the movement of notice production to the Narrowcast server (Horizon
Web Reporter) including the ability to send notices by text-message (SMS) as well as e-mail,
and Electronic Resource Management module for tracking subscription databases, the ability to
link family cards for easier payment across cardholder records, and staggered holds allowing
customers to see materials in sequence they designate (e.g. Volume 1 before Volume 2 in a
DVD series).
Public Access Hardware
The public has access to the web catalog, the public pc system (offering Microsoft Office
products as well as Internet access), loaner laptops, self-check out systems and the wireless
access network. These are outlined below:
Analysis of Library Technology, OcL 2006 Page 2
3 1 1 3 3
0 0 0 9 9
2 1 1 2 2
3 1 2 8 3
3 0 0 2 2
0 0 0 1 1
3 9 14 12
3 3 3 3 3
Public PCs provide more than just the ability to search the Internet. The Microsoft Office Suite
is loaded (Word, Excel, Power Point, Access, etc.) and with the rebuilding of all the PCs in
October, 2006, customers will have the ability to burn CDs, watch DVDs and save to thumb
drives, all common customer requests.
Technoloqy Services offered by the Library
-24/7 access to the web catalog and to manage customer accounts
[]E-mail notices of holds, items about to become due, and overdues
[]Self-checkout stations
[]Access to over 30 online databases (subscription content) with authentication via a library
card. Some highlights:
o Federated searching (also called Consolidated Searching) of 8 different vendor’s
databases through a single user interface;
o Downloadable digital media, including books and music through Overdrive;
o Online tests for SAT, GRE, Citizenship, etc. through Learning Express Library;
o Online language classes through Rosetta Stone;
o Access to Gale Group’s Power Search platform, which includes over 86,468,757
articles and documents
¯Simultaneous searching across neighboring library catalogs via z39.50 protocol
¯Online booklists with real-time links to holdings data
¯Access to enhanced content via the web catalog, including book jackets, table of contents,
book reviews and other 3rd party data
¯Electronic journal list including print and electronic subscriptions with links to content
providers
[]Access to and support of the Palo Alto Historical Association’s digital photograph collection
-Public pc access at all branches, including printing with cost recovery
[]Wireless network access at all branches, including printing
-Loaner laptops at Mitchell Park and Main
[]Customer assistance by phone, email or web-based form submittal.
Website
The Library’s website is developed as a portal to many of the technology-based services listed
in the section above. It is also used as an important means to provide updates on library events
and news. Library staff manage the site which is a section of the City’s website. The City is
Analysis of Library Technology, Oct. 2006 Page 3
now working with consultants to provide a new design and content management system for the
website. This upgrade should be completed within the next several months.
Funding for Technoloqv
The City provides ongoing support for current library technology equipment and applications
through its technology fund. Each department is assessed a portion of the funding required to
maintain the City’s technical infrastructure, as well as to support department specific
applications. This fund pays maintenance contracts on library technology software and
hardware, as well as replacements for existing desktop computers and servers. For fiscal year
2006-07, these "indirect charges" related to technology total $352,088 for the Library
Department.
Some funding for new library technology projects is available from the City’s capital budget.
Proposed library projects are submitted for review within the yearly budget cycle and are
prioritized for funding along with technology requests from other departments. Examples of
recent technology improvements that received capital funding from this source are the new self-
checkout machines at College Terrace and Downtown libraries, and the feasibility study for
RFID implementation. Many of the significant technology improvements in recent years,
including the migration to the Horizon ILS, were funded by a $1.2 million multi-year library
technology capital project developed in 1993-94. Funding for this project ended four years ago
after the City moved to a centralized approach for developing and managing technology.
An additional source of recent funding for library technology is a Cable Co-op Legacy grant to
the Friends of the Palo Alto Library 9 Libraries Project. This grant awarded approximately
$259,000 to PACL for improved public Internet access and subscriptions to electronic
databases. Among the technology improvements funded to date through this grant are
equipment for the wireless networks in the libraries, the loaner laptop service, support for public
printing, and additional electrical outlets in the libraries to support laptop use.
Technoloqv Staffinq
The IT Division of the Administrative Services Department provides the support for the Library’s
network, servers, and public and staff PCs. A team of IT managers, technologists, and PC
technicians works closely with Library staff to plan for, implement, and support library
technology.
A Coordinator of Library Programs has principal responsibility for overseeing library technology
projects, serving as liaison to IT and library technology vendors, and managing library specific
applications and the website. This is the only library position devoted exclusively to technology,
although one Library Specialist position in Technical Services was recently restructured to
provide support to the Coordinator. Some additional support for the Library’s website, library
software applications, and on-site troubleshooting of equipment is provided by various members
of the Library’s public services staff.
Trends in Library Technology
Analysis of Library Technology, Oct. 2006 Page 4
Remote use
Customer-driven; personalization
Content provided by customers
Digital downloads
Self-service
Use of search engines for information
Library usage increasing
Current PACL Technology
Up-to-date equipment for the public
Wireless
Enhanced content in the web catalog
Website - content rich/dated design
Multi-servedapplication environment
Relationship with City’s IT Division is vital
Small PACL staff focused on technology
Planned PACL Improvements
Revised website
Enhanced services on public PCs
Self-checks & wireless at Children’s Lib.
Online registration for library cards
Blogs and news alerts
Key Staff Recommendations
Library Technology Plan - 2007/08
Implement personalization features of next major release of Horizon ILS
Tie major improvements (RFID, materials handling) to expanded Mitchell Park
Invest in staff training
In the meantime .....
Develop recommendation on Link+ or alternative
o Redesign website
Expand loaner laptop program to Downtown and College Terrace
Analysis of Library Technology, Oct. 2006 Page 5
Staff Analysis of Library Staffing & Programs
Overview of Current Staffing
o Service hours drive staff use at PACL
o Low ratio of total staff to service hours
¯Minimum of 2 staff per hour for safety, even if usage doesn’t warrant this level
¯Example of Children’s closure shows how programs can be improved with fewer service
hours
¯Staffing = 78% of total budget
¯2006/07 FTE = 56.86 (regular and hourly)
¯10 year increase: Staff 4.7%; Circ. 25%
Staffing Trends at PACL
3.75 FTE added in 2000/02
Hourly conversions to regular
Change in staff at CT & DO; positions reclassified from professional to support
Conversion of some Technical Services staff to Public Services
Self-service provides opportunity to support other services
Blurring of lines between professional and support staff
Unionization of hourly staff
Top Staffing Needs
¯Sufficient staff levels for current hours
¯Staff to develop and provide programs
¯Support for growing use of technology
o Support of partnerships and grant writing
¯Time for staff development
¯Restructured management organization; need for Assistant Director
Staffing Needs Tied to L~C Recommendations
¯Staff for increased service hours
o Support for improved collection
¯Mitchell Park expansion- TBD
o Support for new services (e.g. Link+) and increased programming
Analysis of Library Staffing & Programs, Oct. 2006 Page 1
Service Hours
Staff for increased service hours
Support for improved collection
Mitchell Park expansion - TBD
Support for new services (e.g. Link+) and increased programming
Programs
Proposed Assistant Director position will provide support for fund development and
outreach services - FY 06/07
Proposal for increased programming presented in two tiers
Additional 1.0 FTE Senior Librarian will support improved Teen program and City/School
partnership
Opportunity to improve Volunteer program
Analysis of Library Staffing & Programs, Oct. 2006 Page 2
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r
City of Palo Alto
Community Profile
Department of Planning and Community Environment
Steve Emslie, Director
Julie Caporgno, Advance Planning Manager
Roland Rivera, Planner
July 2005
City of Palo Alto Community Profile
In planning for future growth, the total increase in population and the demographic
characteristics of the population (household size, age and sex, workers per household) are
important considerations.
Census data provides the basis for demographics in the United States. The Association of
Bay Area Governments (ABAG) interprets census data for the Bay Area and projects
regional growth patterns based on that data. Both census data and ABAG projections
reflect population growth a function of both natural increase i.e., births offset by deaths
and migration into or out of an area. Migration is dependent on a variety of factors
including existing and projected economic conditions, real estate and development costs,
area politics, and infrastructure availability. Migration to an area is also related to
regional growth.
The attached Profile of General Demographic Characteristics for Palo Alto is based on
2000 Census data and reflects a dominantly white, well-educated, affluent population
living in owner-occupied, single family households with an even mix of males (49%) and
females (51%). 75% of the adult population in Palo Alto has a college degree with 43%
having graduate degrees. The median household" income in Palo Alto in 2000 was
$90,377 compared to the Countywide $74,335. The census data also shows that Palo
Alto has a relatively high percentage of"non-family"** households, 42% compared to
30% countywide. The make-up and character of Palo Alto’s population remained fairly
constant during the 1990s. In 1990 Palo Alto’s population was 55,900, 3.73% of the
Santa Clara County population of 1,497,577. In 2000, the City of Palo Alto had a
population of 58,598, 3.48% of the Santa Clara County population of 1,682,585.
Based on projected growth trends, ABAG estimates that the City’s total population will
reach 63,500 by 2010 (about an 8 percent increase from 2000 to 2010) and 73,000 by
2025 (about a 15 percent increase from 2010 to 2025). The following table shows the
projected growth for Palo Alto compared to the County as a whole.
Population Projections
IURISDICTIONAL BOUNDARY 2000 2005 2010 2015 2020 2025
~ALO ALTO 58,598 59,900 63,500 67,700 70,900 73,000
SANTA CLARA COUNTY 1,682,585 1,750,100 1,855,500 1,959,100 2,073,300 2,165,800
ABAG Proiections 2005 with US Census 2000 Baseline
*A household includes all the people who occupy a housing unit as their usual place of residence.
** A non-family household is a household with only 1 member, i.e., householder living alone or, none of the
people living in the same household are related to the householder by birth, marriage, or adoption.
Housing Stock- The housing stock in the City of Palo Alto is characterized bya majority
of single-family homes, a smaller percentage of multi-unit buildings, and relatively low
vacancy rates. There were 26,048 housing units (25,216 were occupied) in Palo Alto in
2000 according to the 2000 U.S. Census. Of these, approximately 59 percent were
detached single-family homes, about 4 percent were attached single-family homes, and
about 35 percent were units located in multi-unit buildings. Approximately 30 percent of
the City’s housing units were in buildings with five or more units. According to the 2000
U.S. Census, 57.2 percent of all occupied housing units in Palo Alto were owner-
occupied. The remaining 42.8 percent were renter-occupied.
Age
From 1990 to 2000 the age composition of Palo Alto has changed reflecting an out
migration of young adults and an aging Baby Boomer population as indicated in Table
1.1. Approximately 27% of the Palo Alto population was between 18 and 34 years old in
1990. By 2000, however, that same age group had shrunk to slightly less that 20%. In
1990 only 17.5% of the population was between 45 and 60 years old compared to almost
22% in 2000. In 2000, 60% of the population in Palo Alto was over 35 years old with a
median age of 40 compared to the countywide median age of 34. In 1990, however, only
55% of the population in Palo Alto was over 35.
Households - In 2000, there were 25,216 households in the City of Palo Alto and 565,863
households in all of Santa Clara County compared to 24,206 households in Palo Alto and
520,180 households in the county in 1990. As shown below, ABAG estimates that the
total number of households in the City of Palo Alto will reach 27,730 by 2010 (about a 10
percent increase from 2000 to 2010) and 31,560 by 2025 (about a 14 percent increase
from 2010 to 2025) with similar growth projected countywide.
Household Projections
JURISDICTIONAL BOUNDARY
PALO ALTO
SANTA CLARA COUNTY
2000 2005 2010 2015 2020 2025
25,216 26,240 27,730 29,350 30,450 31,560
565,863 595,550 628,670 660,850 692,440 725,090
ABAG Projections 2005 with US Census 2000 Baseline
The average household size for Palo Alto was 2.32 persons in 2000, which is
considerably low when given the predominately single-family composition of Palo Alto.
The Santa Clara County average was 2.92. As depicted on Chart 1.1, Palo Alto’s
household size v_aries with housing type and density. Higher density multi-family
development has the lowest household size with the traditional single-family detached
units having the highest. Average household size has increased very slightly in both Palo
Alto and Santa Clara County since 1990, when it was 2.31 and 2.88 respectively. ABAG
projects that Palo Alto will continue to maintain this household size through 2025 with a
slight decrease to 2.29 in 2010 and a slight increase to 2.31 in 2025.
2
Table 1.1 Age Composition of Palo Alto Population, 1990 and 2000
Age Category
Under 5 years
5 to 9 years
10 to 14 years
15 to 17 years
18 and 19 years
20 years
21 years
22 to 24 years
25 to 29 years
30 to 34 years
35 to 39 years
40 to 44 years
45 to 49 years
50 to 54 years
55 to 59 years
60 and 61 years
62 to 64 years
65 and 69 years
70 to 74 years
75 to 79 years
80 to 84 years
85 years and over
Number of Persons
1990
2696
2650
2679
1859
973
633
650
2283
5158
5377
4947
5010
4219
3066
2587
968
1508
2804
2092
1602
1179
960
4.82%
4.74%
4.79%
3.33%
1.74%
1.13%
1.16%
4.08%
9.23%
9.62%
8.85%
8.96%
7.55%
5.48%
4.63%
1.73%
2.70%
5.02%
3.74%
2.87%
2.11%
1.72%
Number of Persons
2000
2970
3563
3721
2152
726
314
311
1531
3886
4638
5221
5245
4871
4490
3405
1018
1396
2,105
2067
2156
1438
1374
Total 55,900 1100.00% I
5.O7%
6.08%
6.35%
3.67%
1.24%
0.54%
O.53%
2.61%
6.63%
7.91%
8.91%
8.95%
8.31%
7.66%
5.81%
1.74%
2.38%
3.59%
3.53%
3.68%
2.45%
2.34%
5 ,s98 11oo.ooo/ol
Source: 1990 and 2000 Census
0
0
Employment - The City of Palo Alto had 86,960 total jobs in 2000 according to ABAG.
ABAG Projections reflect a decrease in total jobs in the City of Palo Alto since 2000
mostly because of the economic downturn and the unique impact it had in the region,
particularly Silicon Valley. ABAG projects Palo Alto to have 81,370 total jobs in 2010
(about a 6.4 percent decrease from 2000 to 2010) and 88,180 total jobs by 2025 (about an
8.4 percent increase from 2010 to 2025), which is only around 1200 more jobs than at the
height of the economic boom in 2000. From 2000 to 2005, it is estimated that Palo Alto
lost approximately 9% or a little over 7,700 jobs. The fluctuations in job growth
projected through 2025 are shown below;
Job Projections
IURISDICTIONAL BOUNDARY
PALO ALTO
SANTA CLARA COUNTY
2000 2005 2010 2015 2020 2025
86,960 79,250 81,370 82,690 85,170 88,810
1,044,130 903,840 992,420 1,077,050 1,161,930 1,249,090
ABAG Projections 2005
The City of Palo Alto had 31,369 employed residents in 2000 according to the U.S.
Census. This would give the City of Palo Alto an average of 1.24 employees per
household in 2000 decreasing slightly from 1.33 workers per household in 1990.
Utilizing the ABAG household projections and the average number of employees per
household in the City, it is projected that Palo Alto currently has 32,643 employed
residents in 2005, and will have 34,496 employed residents in 2010 (about a 10 percent
increase from 2000 to 2010); and 39,261 employed residents for 2025 (about a 14 percent
increase from 2010 to 2025). These projections reflect a continual increase in housing
development but a leveling off of job growth in Palo Alto. Data comparing Palo Alto’s
projected employed residents and employees per household to other neighboring cities is
provided below.
Projected Employed Residents
JURISDICTIONAL BOUNDARY EMP/HH 2000* 2005 2010 2015 2020
PALOALTO 1.24 31,369 32,643 34,496 36,512 37,880
MENLO PARK 1.25 15,429 15,507 15,749 16,342 17,102
MOUNTAIN VIEW 1.32 41,126 42,308 44,177 46,639 48,337
SUNNYVALE 1.38 72,756 73,533 74,627 76,787 79,211
:~EDWOODCITY 1.43 40,100 41,543 42,815 44,087 46,445
;ANTACLARA 1.44 55,528 59,843 64,499 67,554 70,423
IAN JOSE 1.58 436,890 463,745492,271523,830 556,162
EAST PALO ALTO 1.63 11,349 12,657 13,649 14,788 16,073
2025
39,261
17,712
50,088
82,202
48,889
73,637
589,806
17,066
ABAG Projections 2005 and Census 2000’,
Jobs/Housing Balance
The concept of a jobs/housing balance is used to examine whether a region can provide
an adequate supply of housing to house its employment base. It indicates whether a
community’s housing costs match worker incomes, whether travel distances between
homes and jobs are not excessive and whether the environment and quality of life are
maintained at an acceptable level.
The primary functions of an analysis of the relationship between jobs and housing are: 1)
to provide a generalized measure of employment or housing need in areas where the
relationship between these two characteristics is out of balance; and 2) to indicate the
potential severity of such a condition on traffic flows and housing affordability. A region
that has too many jobs relative to its housing supply is likely to experience escalating
housing prices (with a concurrent decline in affordability for the lower-income segments
of the community) and intensified pressure for additional residential development.
Conversely, if a region has relatively few jobs in comparison to employed residents, this
may be a good indication that many workers are commuting to jobs located elsewhere. In
both cases, the resulting commuting patterns can lead to traffic congestion and adverse
effects on both local and regional air quality.
Even if a community has a statistical balance between jobs and housing, sizeable levels
of in-commuting and out-commuting are still possible. This occurs primarily where
employment opportunities do not match the skills and educational characteristics of the
local labor force. Intra-regional commuting tends to result in such instances. A
community can also have a balance between jobs and housing, but with a housing stock
that is not affordable to its workers causing commute congestion.
Although the term "jobs/housing balance" implies a relationship between jobs and
housing units within a community, the key relationship is between jobs and the number
of employed residents within a community, because some households have no workers
and many have more than one worker. The balance between population and employment
is typically measured by computing the ratio of jobs to employed residents, with 1.0
indicating a balance between the two variables. A city with an ideal ratio is slightly jobs
rich in terms of employment and resident workers.
Overall the Bay Area has been relatively well balanced in terms of employment and
resident workers; however, there are vast differences in this ratio for individual
communities. Data comparing Palo Alto employed residents per household and jobs per
employed residents to other neighboring cities is provided in Table 1.2. It shows that
Palo Alto, Santa Clara and Menlo Park have an overabundance of jobs in comparison to
their resident workers, whereas East Palo Alto has limited jobs in comparison to its
population. Based on their jobs/housing ratios, Redwood City and Mountain View are
considered well balanced cities.
The jobs/employed resident ratio within Palo Alto in 2000 was a high 2.77, but estimates
indicate a significant decline for 2005 with the ratio at 2.43 and are projected to continue
to decrease consistently through 2015 with a ratio of 2.36 for 2010 and 2.26 for 2015.
The jobs/employed resident is then projected to level offand remain at 2.26 for 2025,
according to ABAG projections. This jobs/housing imbalance results in a significant in-
commute of workers to Palo Alto and is directly attributable to severe peak hour
congestion on the regional transportation network.
7
o
o
0
0:3"3 0
0
::3
0
0
Profile of General
Total population*
In households
In group quarters
Sex*
Male
Female
Demographic Characteristics for Palo Alto
Percent
58,598 100
57,930 98.9
668 1.1
28,671 48.9
29,927 51.1
Age*
Under 5 years
5 to 19 years
20 to 64 years
64 years and over
Median age (years)
Race/Ethnicity*
Hispanic or Latino (of any race)
Non Hispanic or Latino
Of the Non Hispanic or Latino
2,970 5.1
10,162 17.3
36,326 62
9,140 15.6
40.2
2,722 4.6
55,876 95.40
White 42,682
Black or African American 1,166
American Indian and Alaska Native 88
Asian 10,056
Native Hawaiian and Other Pacific Islander 81
Some other race 183
Two or more races 1,620
72.8
2
0.2
t7.2
0.1
0.3
2.8
Households By Type*
Total households
Family households (families)
Non-family households (Householder living alone, etc.)
Average household size
Average family size
25,216
14,593
10,623
2.3
2.95
100
57.9
42.1
X
X
9
Housing Type**
Total:
1, detached
1, attached
2
3 or4
5 or more
Mobile home
Boat, RV, van, etc.
Housing Tenure*
Occupied housing units
Owner-occupied housing units
Renter-occupied housing units
Median Value owner occupied unit in 1999 (dollars)**
Median gross rent in 1999 (dollars)**
Average household size of owner-occupied unit
Average household size of renter-occupied unit
Income and Poverty in 1999"*
Median household income (dollars)
Median family income (dollars)
Per capita income (dollars)
Individuals in poverty
Educational Attainment**
Population 25 and over
No High school diploma
High school graduate
Bachelor’s degree
Graduate degree or higher
Commuting to Work***
Mean travel time to work (minutes)
26,155
15,387
978
474
1,254
7,897
156
9
25,216
14,420
10,796
811,800
1,349
2.55
1.96
90,377
117,574
56,257
2,801
43,566
8,732
2,428
13;658
18,748
21
100
58.83
3.74
1.81
4.79
30.19
0.6
0.03
100
57.2
42.8
x
X
x
x
x
x
X
4.8
100
20
5.6
31.4
43
10
Labor and Employment by Occupation**
Employed civilian population 16 years and over
Management, professional and related
Service
Sales and office
Farming, fishing, and forestry
Construction, extraction, and maintenance
Production, transportation, and material moving
Self Employed Workers
Employees per Household
Source
* Census 2000 SF1 - 100% Data
31,369
23,839
1,493
4,638
9
624
766
3,126
1.24
100
76
4.8
14.8
0
2
2.4
10
** Census 2000 SF3 - in depth data from the population and housing long form,
also known as the "Sample Data" because they are obtained from questions
asked of a sample (generally 1-in-6) of persons and housing units.
***ABAG
The 2003 OCLC Environmental
Pattern Recognition
Scan:
Executive Summary
Principal contributors:
Cathy De Rosa
Lorcan Dempsey
Alane Wilson
Editor:
Alane Wilson
Graphics and layout:
Rick Limes
Linda Shepard
OCLC Online Computer Library Center, Inc.
Dublin, Ohio USA
1 Overview
4 The Social Landscape
6 The Economic Landscape
8 The Technology Landscape
10 The Research and Learning Landscape
:[2 The Library Landscape
12 Social trends
:!.4 Technology trends
16 Future Frameworks
The full report is available at:
www.oclc..org/ membership/ escan/ summary/
The OCLC Environmental Scan is a report to the OCLC membership. It seeks
to serve as a tour guide and to discern patterns in the landscape that chaos
and order inhabit together. The purpose of the report is to identify and
describe issues and trends that are impacting and will impact OCLC,
libraries, museums, archives and other allied organizations, positively
and negatively. The scope of the report is the social, political, economic
and technological spheres in which all these organizations and their
communities of users operate. It attempts to identify the main patterns
in the information landscape and suggest some implications for its future.
"What we conceive
about our business is
not sufficient to fully
understand all the
effects that
are actually happening
in and around our
business... What haven’t
you noticed lately?’~
Overview
Change has become a cliche, a worn-out concept that has lost its power to
inform. At the same time change continues to be a constant--and, indeed,
wh at would be the alternative?
Nevertheless, we are sure the rapid transformations, particularly in the
technological sphere of the public world, are more profound and more
frequent than at any other time in humanity’s history. Whatever occupation
we hold, the day-to-day reality of our workplaces is change. But, "change"
is made up of so many events, inventions, ideas, replacements,
introductions, alterations and modifications that the complexity of the
environment overwhelms vocabulary. We are reduced to cliches, and,
in attempting to identify and understand all changes as they affect our
environment, become less able to notice what we haven’t noticed.
Let us accept, then, that change is profound, accelerating, transforming and
unpredictable. And let us also accept that, absent the talents of the Oracle
of Delphi, any person or organization is unlikely to be able to make
meaningful predictions that are helpful for charting directions for an
indefinable future.
An example close to home will suffice: the Arthur D. Little Company wrote
a 9o-page environmental scan for OCLC and the OCLC Board of Trustees in
20o0. There is not one mention of the search phenomenon that profoundly
changed the "infosphere" we now occupy. In the subsequent years, Google
has become ubiquitous, the major player in search technologies, and often
a substitute for a visit to the local library’s reference desk.
Mark Federman, Chief Strategist, McLuhan Program in Culture and Technology, University of Toronto, Information Highways Conference 2003,
Keynote Speech delivered March 25, 2003, www.mcluhan.utoronto.ca/EnterpriseAwarenessMcLuhan’fhinking.pdf.
The 2003 OCLC Environmental Scan: Pattern Recognition
Trying, then, to grasp the essence of the changes that impact the complex,
interrelated organizations that make up the world of OCLC, libraries and
allied organizations is like fractal geometry. The closer the analysis, the
greater the complexity. The sheer volume of large, significant changes to
the environ ment overwhelms and inertia or endless discourse can be the
result.
It might not be overstating the case to say that the Web has become the
most significant engine driving changes that impact OCLC and its member
and participant institutions. It would be hard to find a person working at
OCLC or in a member organization whose professional and personal life
has not been changed bythe Web.
Whatever the benefits to personal lives, the ubiquity and ever-present
nature of the Web and the billions of pages of content available in this
matrix of information are both boon and bane. There is a subdued sense
of having lost control of what used to be a tidy, well-defined universe
evident among those who work in this information environment.
It has become increasingly difficult to characterize and describe the
purpose of, and the experience of, using libraries and other allied
organizations. The relationships among the information professional,
the user and the content have changed and continue to change.
What has not changed is the implicit assumption among most librarians
that the order and rationality that libraries represent is necessary and a
public good. So there is a persistent and somewhat testy tone to much
that is written about the changed information landscape by those in the
information community: Why don’t "they" get it that libraries and librarians
are useful,, relevant and important in the age of Google?
The library itself has long been a metaphor for order and rationality. The
process of searching for information within a library is done within highly
structured systems and information is exposed and knowledge gained as a
result of successfully navigating these preexisting structures. Because this
is a complicated process, the librarian helps guide and navigate a system
where every piece of content has a preordained place.
Many are pessimistic,
some are optimistic,
but one theme persists:
The landscape has
changed and the maps
have not been
published yet.
Simplistically, libraries and archives came into being
to provide a central location for hard-to-~ind, scarce,
expensive or unique materiaL Scarcity of information is
the basis for the modem library. In countries where
information continues to be scarce, a library’s role is
still unambiguous. In some countries where access to
information is now aldn to access to electricity or water,
the reason to have freestanding storehouses of a subset
of all information is harder to articulate.
Executive Summary 3
world, and
~-:i, ~,id ~ fitified 3oo relevant
Contrast this world with the anarchy of the Web. The Web is free-
associating, unrestricted and disorderly. Searching is secondary to finding
and the process by which things are found is unimportant. "Collections"
are temporary and subjective where a blog entry may be as valuable to the
individual as an "unpublished" paper as are six pages of a book made
available by Amazon. The individual searches alone without expert help
and, not knowing what is undiscovered, is satisfied.
The two worlds appear to be incompatible. One represents order, one
chaos. The challenge is great for organizations occupying the interstice
between these worlds. Let us call the interstice "the twilight zone."
Rod Serling used the term "twilight zone" in the ~95os and 6os to refer to
his fictional IV world where things were not as they seemed and strange
things happened to ordinary people. And indeed, many information
professionals think strange things are happening in their world.
But twilight itself is not inherently strange. The term refers to the light in the
sky between full night and sunrise, orthe light in the sky between sunset
and full night. Light is low and the world seems indistinct. What is familiar
in full light loses clarity and is ill-defined. However, the world in all its
messy, complicated, rich detail is still there. It is just the lack of light being
beamed to human eyeballs that makes the landscape of the perceivable
world ill-defined and difficult to navigate.
The purpose of the report is to identi~ and describe issues and trends that
are impacting and will impact OCLC, libraries, museums, archives and other
allied organizations, positively and negatively. It attempts to identify the
main patterns in the landscape and suggest some implications of this effort
at pattern recognition.
The Scan reviews trends in five landscapes: social, economic, technology,
research and learning, and library. The first three examine the larger world
that libraries and allied organizations inhabit, and it is not until the last
landscape that we go back to the library. We invite you to take a preview of
the trends in the following pages.
The 2003 OCLC Environmental Scan: Pattern Recognition
The Environmental Scan begins with the "information consumer." Without
this person, there would be no libraries and no need for OCLC. Three major
trends characterize the new information consumerwho is comfortable in a
virtual world:
Self-sufficiency
Satisfaction
¯Seamlessness
The information consumer frequently chooses the Web over the library
for information resources, despite the librarian’s concern about the
trustworthiness of the Web resources.
"Users DO know what
they’re doing!"
Industry Pundit
Self-suflTciency
Banking, shopping, entertainment, research, travel, job-seeking, chatting--
pick a category and one theme will ring clear--self-service. People of all age
groups are spending more time online doing things for themselves. In less
than half a decade, consumers worldwide have become efficient online
users. The trend is an increasing comfort with Web-based information and
content sources among all age groups.
The information consumer operates in an autonomous way, using search
engines asgateways to both facts and answers. "Ask a" services like
Google Answers and Ask Jeeves have become self-service alternatives to .
traditional library reference services.
5otis faction
Surveys confirm that information consumers are pleased with the results of
their online activities. In 2002, for example, Outsell, Inc. studied over
30,000 U.S. Internet information seekers and found that 78 percent of
respondents said the open Web provides "most of what they need."
Librarians worry that information found using search engines does not have
the credibility and authority of information found in libraries, and that
people will not learn basic information seeking skills, and so leave much
valuable material undiscovered. Yet most library visitors also bypass the
reference desk, boldly setting offto find answers on their own.
The indisputable fact is that information and content on the open Web is far
easier and more convenient to find and access than are information and
content in physical or virtual libraries. The information consumer types a
term into a search box, clicks a button and sees results immediately. The
information consumer is satisfied.
Web searching technology:
share of searches"
2.Danny Sullivan, "Share of Searches: February 2oo4," SearchEngineWatch.com (numbers provided by comScore Media Metrix), (April 28, 2oo4),
http:/Isearchenginewatch.com/reports/article.php/2156z13~, and OCLC staff.
Executive Summary 5
"lnteractivity is a
hallmark of young
people’s lives. They
live in a collaborative
world that doesn’t
exist for adults..
Director, Public Library
Seomlessness
The traditional separation of academic, leisure and work time is fusing into
a seamless world aided by nomadic computing devices that support
multiple activities. This phenomenon is most marked among young adults.
Their world is a seamless "infosphere" where the boundaries of work, play
and study are gone, a marked contrast to the compartmentalized lifestyles
of their parents.
See "The Anatomy of a Garner" on page 11 of the complete report for an
overview of the seamless world of young adults.
Contrast this seamless world with the one students experience at most
libraries. Libra ry environments still cater to an older generation with
separate spheres of information, frequently designating different
corn puters for access to library content than the ones used for e-mail and
writing papers.
The strong interest in more collaborative, seamless environments has not
gone unnoticed by information sector companies, including Amazon,
Yahoo! and Google, who are embedding new collaborative technologies in
their services. The chart below shows the ’social and information exchange’
infrastructure that technology and retail organizations are building into
their environments. Libraries, however, are not making use of many of
these collaborative technologies.
"Social Software’’3
KEY
~ Document/asset Sha~ng
document managementexchange
exchangemanagement
pe~onal mpositc~s
,presence management" .........~t~al o~Ces¯ask-a" seduces
Collaboration technologies offered by organizations
as part of an overall service offering
[Ibrarles
6 The 2003 OCLC Environmental Scan: Pattern Recognition
In these early years of the 21st century, many countries face growing
demands on services funded centrally. The trends we highlight in the full
Scan report revolve around a cycle of not enough money for all the
programs countries fund from the public purse. In good economic times,
"funding the public good" is painless. When funding diminishes, public
scrutiny sharpens toward such nonrevenue producing sectors as police,
fire, sewers, roads, schools and libraries. Police or sewers? Roads or
libraries? One overarching trend is that scarce funds for supporting all
the public goods will make for an acrimonious process of resource
allocation.
In the full report, we look at how libraries are funded and how that
funding is allocated.
Worldwide education and library spending ....
In 2ool, the :’9 countries covered in The Scan spent about $1.1 trillion
on education, roughly 4.1 percent of their collective gross domestic
product (GDP). Library spending for the :’9 countries totaled about
$:’9 billion in :’ooo, 75 percent of that in only five countries.
Most of the countries that rank in the top ten for education spending
also rank in the top ten for library spending. However, there is no
worldwide reporting standard for library expenditures; some library
spending could be included in a country’s total educational
expenditures.
53,0
;1.6
$0,9
spending
The public and public goods3
Executive Summary 7
Elecbo~lc co~tent/subsc~p~ons 3%
Uses of library funds
worldwide’
Library funds-sources and uses
On average, funding comes from three primary sources: public funding
(87 percent) received from central or local governments; user lees (about
4.5 percent); and other miscellaneous sources (about 8.5 percent) including
grants, donations and interest earned.
Allocation of library funds across the countries covered in The Scan showed
striking similarities. On average, these countries spent 53 percent of annual
operating funds on staff; 27 percent on print material stock; 17 percent on
facilities and administration; and 3 percent on electronic content and
electronic subscriptions. Interestingly, automation-poor and automation-
rich countries spend similar amounts on staffing.
As library funding contracts or remains static (while materials costs
increase), staffing and materials budgets receive increased scrutiny from
funding agencies and library administrators, creating both challenges and
opportunities. The need to reduce costs while the expectations of users
increase wilL significantly impact library services.
The higher education and government sectors have tracked their return on
investment (ROI) for many years, expressing, for example, the value of a
college education to the individual and to society at large. Libraries and
allied organizations have not documented, in any organized way, the
economic good they provide. But renewed interest in the power and ROI of
shared library infrastructures is driving libraries to collaborate in new ways.
Along with a shift to privatization of public services such as libraries there
has been an increasing emphasis on assessment and accountability,
though these are not new societal expectations. Trends suggest that for
libraries, this means finding their place in the larger network of learning
resources that includes museums, public broadcasting and community
organizations that are part of a knowledge-based society. Creating shared
efficiencies and improved ROI for stakeholders will be a key directive for
library management in the years ahead.
"Libraries may have to stop thinking about their
collections as their primary asset. ’"
Industry Pundit
8 The 2003 OCLC Environmenta! Scan: Pattern Recognition
Patterns surfacing in the technology and information architecture
landscape suggest we are headed into a period of change that may be as
significant as the shift from mainframe architectures to client/server
architectures in the ~98os. Using sophisticated messaging, open-source
solutions and new security protocols, data processing and information
exchange will become tightly connected to business processes, facilitating
new kinds of collaboration, partnering and outsourcing relationships.
Many experts say the combination of new standards, distributed software
and a worldwide Internet infrastructure will create a profoundly new
technology architecture landscape within the next five years. We explore
four aspects of this landscape that will impact information creation,
dissemination and management.
Connectivity Era
Computing Era
Source: Gartner Research, 2003
"We are entering an
era where we are
rapidly changing how
we look at Information
Technology (IT). For the
first time, we are
putting the focus on
the ’1’ and not the ’T.’"
Industry Pundit
Bringing structure to unstructured data
There are increased investments in technologies and standards that
allow organizations to bring structure to unstructured and uncataloged
data such as historical photographs, research notes, audio clips and
other riches hidden in library collections.
Two dominant technical and structural approaches to the challenge of
unstructured data have emerged: a reliance on search technologies
and a trend toward automated data categorization.
Searching has become an international pastime. Finding, however,
can be a daunting task. The "killer app" solution is "search." Search
(or search alone) is not the long-term answer to superior information
discovery. It is simply the best tool we have today.
Automatic data categorization may address the void, enabling the
smarter "find." Data characterization techniques that library science .........................................................................................................................
has utilized for decades are becoming important outside the
information management community.
Executive Summary 9
"We need to sustain
the open connectivity--
the linking among
people, organizations,
data and ideas--that
drives the growth and
diversity of the Web."
Industry Pundit
Distributed, component based software
There a move away from monolithic, hard-to-maintain masses of
application software code toward smaller components that carom unicate
with one another to complete particular tasks. Services and information will
be available on more devices and at distributed points of service. One of
the dominant enabling technologies is Web services.
Web services are commonly used processes delivered over the Web. Using
Web services, small software modules located anywhere on the Web are
able to interact with each other using standard protocols, making it
possible to quickly link together computer systems across organizations
worldwide.
Librarians and information providers must think about how to deploy Web
services for their users.
"The technology I
want most is a PDA
device that contains all
the information I need
to do my work."
High School Student
A move to open-source sopware
The move to lower cost, open-source software will enable organizations to
bring solutions and services to market faster and cheaper. Many in the IT
community feel that although open-source applications have not yet fully
matured, they believe the applications are mature enough to include as key
parts of their IT strategies.
Faced with budget constraints and increased spending on security
infrastructure, the open-source movement will allow organizations that
cannot wait for funding to get started on IT initiatives. This will likely mean
an even faster rate of new technology introductions.
It is not a coincidence that many of the developers participating in the
open-source arena are the same young people for whom a collaborative,
seam less gaming environment is part of their social landscape.
Security, authentication and Digital Rights Management (DRM)
Moving intellectual property around in virtual forms and formats is creating
enormous challenges for authors, publishers and information providers. We
don’t have to look any farther than the music industry to see the dramatic
changes that new access models can have on distribution of intellectual
property. How each individual component of secure rights management,
security, authentication and DRM, will develop independently is still
unclear. Whatis clear is that all the key players in the information supply
chain--content owners, software developers, hardware vendors, wireless
and network providers, and the e-commerce infrastructure and payments
companies--are making substantial investments in both the technology
and standards of secure rights management.
Hype or Hope
Which technologies have captured the attention of the information
consumer? What tools are being adopted today and which technologies are
not ready for prime time? See pages 47-5o in the full report for some ideas
and discussion.
~o The 2003 OCLC Environmenta| Scan: Pattern Recognition
Trends in this landscape cover not onlythe institutions engaged in formal
research and learning, but also the research and learning practices of
individuals. All forms of research and learning activities have an effect on
libraries a nd allied organizations.
Proliferation ore-learning
F-learning has a presence in most large corporations and in an ever-
increasing number of college and university courses. Course management
systems such as WebCT and Blackboard allow for the creation of a virtual
classroom where faculty and students can interact and post curriculum-
related material.
E-learning is also the term used to describe corporate or work-based
e-learning. Companies purchase e-learning for workers for many of the
same reasons that individuals take university courses online: travel time is
reduced, infrastructure costs are low, delivery is platform-independent and
learning anywhere and anytime is enabled. And e-learning is big business.
E-learning companies are earning millions of dollars annually.
Lifelong learning in the community
The emergence of learning as an important political agenda has challenged
libraries, museums and related organizations to show that they make a
difference, that they add value, that they are central to educational and
civic missions. This is a common international theme, played out in
different social and political contexts.
Human or intellectual capital--the knowledge that comes from education,
training, on-the-job experience and workplace-based e-learning--is central
to sustaining personal and organizational advantage. The global network is
enabling interest communities to collaborate in real time on a planetary
scale. At the same time, there is a resurgence of interest in regional and
local identities as the world is recast as a network of regions and cities,
as a sense of community and belonging becomes more important.
Libraries and other allied organizations of all types seek to build the
relationships and provide the services that create value to their
communities, and which corroborate their role as trusted hubs of
community and learning.
"Centrally stored
materials that can be
repurposed might be
sensible."
Academic Librarian
The changing patterns of research and learning in higher education
As part of a university or college, the academic library is not an end in
itself. It supports research, learning and scholarship and has always had to
adapt as research and learning behaviors change. In the current network
environment, this change is uneven and poses great challenges for libraries.
4. Learning objects courtesy of Dr. Jim Flowers, Department of Indust~/& Technolo~/, Ball State University.
Learning objects~
Executive Summary
"Libraries need to be
proactive about
e-learning and not
wait to be
approached as
a partner."
Academic Librarian
There is a move to integration among systems that support learning,
research and administration, and a corresponding interest in campus
architectures, repository and portal frameworks, and in common services
such as authentication and authorization. This is changing the way faculty
and students access, create and use information resources and is creating
new support challenges.
The underlying challenges and opportunities involve the social and
institutional changes necessary to effect the transition from traditional
support for scholarship to the digital, distributed, seamless environments
that will be necessary in the future. Consequently, coordinated
management and disclosure of digital assets of institutions--learning
objects, data sets, e-prints, theses, dissertations and so on--will be
necessary. Currently, there are no settled patterns or standards.
As well, the outputs of digital scholarship are often in complex and
nonstandard forms. The academic community will need to develop a better
understanding of ways in which scholarship and learning activities are
created, used, reused and preserved in the digital environment.
The institutional repository movement is sometimes connected with an
"open access" discussion. Open access is concerned with better and
broader access to research and learning outputs. More specifically, it is
interested in reducing economic barriers to such access.
discTharvesting
Data analysis,transformation,
mining, mode|lng
deposit, self archlving
It is clear that a new ecology and a new economy for scholarly materials
are being formed. In the past, the flow of research and learning outputs
traveled through formal, linear publishing mechanisms. We are seeing the
emergence of a variety of repository frameworks, metadata aggregation
services, and richer content interconnection and repurposing that are
changing how we think about data and its uses. The
~library has the opportunity to take a leadership
~ ~ ~
role in developing policies and programs
~ ~ ~that contribute to a coherent,Aggregators "~institution-wide knowledge
haTtingrv~s discovery, linking, embedding management system.\
Resea!ch~
Da~ f~a ~drez~nS, ~ Ip[eu rena~r de~
gathering: lab experiments
fleldwork, surveys, grids media.;.
Learning object
creation, reuse
deposit, self archivlng
Repositories
validation
publish, discovery
Peer-reviewed
iournal~
Conl~erences, abstracting
and indexing services, etc.
earning
/ and teaching
I /Courses, modules,discovery, inking, embedding learning management
systems, learning portals...
Scholarly information flow--2003
The 2003 OCLC Environmental Scan: Pattern Recognition
This section was the most challenging landscape to compile because it is
the most familiar and so it is more difficult to recognize the major patterns
threading their way through the fabric of the shared infosphere. Only the
contrast between or among the trends identified in The Environmental Scan
will lead to pattern recognition in our most familiar landscape. In this
section we focus on issues, challenges and opportunities in the Library
Landscape as expressed by the people OCLC interviewed.
See pages 69-96 of the full report for the insights from the 1oo interviews
done for The Scan.
Social trends
Staffing
In not so many years, a huge amount of collective experience and
knowledge will be gone from cataloging departments and reference desks
as the Baby Boom library staff retire.
Libraries should reallocate positions to newer kinds of jobs: digital
scholarship and open-source projects, for example.
Collectively, we feel the need to do everything ourselves. We need to
get over this.
New roles
Among the many new roles that libraries are assuming is the role of library
as community center. Not just warehouses of content, they are social
assembly places, participating in their larger communities. It makes a great
"Serving you better, seeing you less--
that’s our motto!"
Public Library Director
"The technology is
the easy part--many
tools exist today.
The difficult task is to
change the cultural
and political barriers
that exist on
campus,"
Academic Librarian
5."Library" is used here as shorthand for libraries, archives, museums and historical societies.
Executive Summary ~3
deal of sense for libraries to look for new, broader service opportunities
within their communities.
Mass-market materials are increasingly avoiding traditional distribution
channels such as the library.
Access is a form of sustainability. Content that can be accessed is
valued and is more likely to be sustained by the community.
"Big bookstores
are excellent at
merchandising the
reading experience.
Most libraries were
designed for
materials
management."
Director, Public Library
Accommodating users
It is still the case that most library users must go virtually or physically to
the library. Library content and services are rarely pushed to the user.
We need to stop looking atthings from a library point-of-view and focus
on the user’s view.
Librarians cannot change user behavior and so need to meet the user.
Traditional versus nontraditional content
Social, economic, technological and learning issues make content
management for libraries and allied organizations enormously challenging.
But, all artifacts of cultures must be curated, preserved and made
accessible.
Being collection-centric is old-fashioned; content is no longer king--
context is.
Creation of copy cataloging is not a sustainable model--there is less and
less need for human-generated cataloging and less ability to pay for it.
The 2003 OCLC Environmental Scan: Pattern Recognition
Preservation and persistence
Issues related to persistence and preservation are a subset of the issues of
content management and are very difficult.
Digital preservation has to be a national issue--it will never work on an
institution-by-institution basis.
There is no more substance behind "digital preservation" than there
was behind "print preservation." There’s no money for any type of
preservation.
Funding and accountability
Funding to libraries, museums, historical societies and other institutions
reliant on the public purse may continue to decline in the short term.
Longer term, these agencies may have to compete for a share of public
funding, potentially resulting in new forms of collaboration.
Technology issues are not difficult. Funding is.
The public won’t support endeavors they can’t see.
Collaboration
The really significant advances and the most meaningful and lasting
solutions in the Library Landscape have been cooperative ones.
¯We need way more collaboration among museums, libraries and
historical societies to present coherent collections.
Local history collections are not all that unique. The material is
elsewhere--local historical society, university library, state library-
and so inventories must be done before expensive digitization projects
are done.
"Sustainability is only
possible through
collaboration."
Public Library Director
Technology, trends
In this section we refer to the hardware, software and infrastructures that
make up the Library Landscape. Long dominated by the integrated library
system, we are seeing a move to a more plural library systems environment.
An increasingly interconnected environment
The library systems environment is becoming more densely interconnected.
This is the result of four main areas of pressure. The first area of pressure is
the diversity and number of systems that information organizations have.
The second pressure is the growing trend toward group resource sharing
arrangements at various levels. The third pressure is relatively new, but will
become more important over time. This is the need to interact with other
systems’ environments. Finally, library applications increasingly need to
interact with "common services"--services that are delivered enterprise-
wide. All of these complex systems need to be interoperable.
’Wew applications of
technology will
enable libraries to
shift from their
traditional emphasis
on the packages of
data to furnishing [...]
information to
individuals when and
where they need it."
Fred Kilgour, ~981
Executive Summary ~5
Network services and architectures
As the environment becomes more complex, we are seeing a movement
away from application "stovepipes" towards a decomposition of
applications, so that they can be recombined to meet emerging needs more
flexibly. Think of this as repurposing for architectures. What this perspective
shows are the following types of services: presentation services that are
responsible for accepting user input and rendering system outputs;
application services responsible for managing transactions between
components; content repositories of data and metadata; and common
services that are potentially shared by several applications. The various
components need to "click." This then raises the question of ensuring an
appropriate standards framework to make this happen.
"There’s o disconnect
between libraries and
consumer-oriented
information
management tools."
Industry Pundit
New standards
There are two main areas of standards development. Repository and
content standards are emerging to manage digital objects. Of note are
OAIS (Open Archival Information System), preservation metadata, content
packaging, content exchange and metadata that support operations on
objects. Secondly, applications standards are being developed in the
areas of cross-searching, harvesting, resolution and specialized library
transaction applications such as NClP and ISO ILL.
Universal access to information
In common with other communities, the library community initially
developed a range of domain-specific approaches. Also in common with
other communities it is examining those approaches in light of wider
developments. Four are of special interest: the Semantic Web, Web
services, grid computing and Wi-Fi. Al! of these, in one sense or another,
attempt to address the less-than-seamless Internet-accessible world.
Summary
Libraries are used to handling semantically dense, richly structured data.
A major challenge will be to handle more unstructured data. Libraries need
to find ways of leveraging their investment in structured approaches in
relation to large amounts of unstructured materials on the Web that are
being generated by research and learning activities. Collectively, however,
we do not seem to have made many of the changes to our landscape that
the brightest among us have been advocating for, on behalf of our larger
communities. One result? Information Consumer is hanging out at the
Information Mall with Google.
~6 The 2003 OCLC Environmental Scan: Pattern Recognition
What patterns were discerned in the tour through the twilight zone? We
identified trends in five landscapes and there may be few that surprise
readers, but the purpose of The Scan was to surface trends and issues that,
told as a whole story, might lead us to notice some aspect of a familiar
trend we did not notice before.
Three patterns in the fabric of information and knowledge management
stand out among many. One is a decrease in guided access to content.
Second, there is a trend to disaggregation not just of content but also
of services, technology, economics and institutions. The third pattern is
that of collaboration: gaming, open-source software, Web conferencing,
blogging, instant messaging, learning objects and "hack rests" are all
forms of collaboration, enabled by technology. The three trends have
dee p implications for all the organizational areas of libraries a nd allied
organizations. Read more about these patterns on pages 98-1ol in the
full report.
What might these three patterns suggest for the future? We argue that the
only way to answer this question is to re-view the landscape using the lens
of the con sumer. How do users view the library in their personal
infosphere? Just how much mind share the library holds is fuzzy. Perhaps
the goal of libraries might be invisibility, in the sense that the service is
ubiquitous and fully integrated into the infosphere. After all, technology
and services are most welcome in our lives when we do not have to devote
much thought to them. We press a switch and light comes or goes.
How can OCLC and other organizations collaborate with libraries to effect
changes that bring the collective wealth of libraries to the attention and
desktop of the information consumer? The challenges inherent should not
be viewed as threatening but as an opportunity for renewal and :’: ...........
participation. We have to embrace the opportunity of the changed
landscape, not reconstitute the old landscape in a new space. What if we
collectively built an infosphere rich in content and context that was easy to .......
use, ubiquitous and integrated, woven into the fabric of people’s lives?
How do we take information, information sources and our expertise to the :~oci~. ........................-.,.
user, rather than make the user come to our spheres? Libraries and allied
organizations do not exist separately from their communities.
It is time to reestablish our preeminence in search and retrieval,
information and knowledge management, metadata creation and
collaboration. Collaboration has built the foundations of modern
librarianship and must form the foundation of the new "infosphere"
in which libraries and allied organizations marry technology with
collaboration to deliver services to the information consumer.
Executive Summary ~7
Information on the Web is fragmented; disaggregation of content splits it
further. Seamless computing may expose even more content to Information
Consumer. Few institutions outside of libraries have the ability to put the
pieces of the puzzle back together or build the trails for navigation, but it is
critical that the right questions be asked.
The question is not what should be digitized and preserved. The question
is not what role the library will play in the institutional repository. The
question is not MARC or METS or MODS. The question is not how will
retiring librarians be replaced.
The real question is: How do we together, as a community, move our
trusted circle closer to information consumers at the level of their need?
Appendix J
Conclusion
Perceptions of Libraries and Information Resources: A Report to the OCLC
Membership is intended to provide OCLC staff, the OCLC membership and the
information community-at-large data on the perceptions and practices of the
information consumer and how libraries are positioned in the infosphere they use.
This report is the result of a need to better understand the interests, habits and
behaviors of people using libraries in a time of
information abundance. We concluded The 2oo3
OCLC Environmental Scan by suggesting--based
on the patterns and trends we identified and
highlighted--that the place libraries hold today is
no longer as distinct as it once was.
Libraries, many of their resources and services,
and the information experts who work in libraries
appeared to be increasingly less visible to today’s
information consumer. But we could not say with
any certainty how extensive or how permanent
this apparent shift had become, for, as we noted
in the introduction to this report, there are no
recent, large-scale use studies to draw on.
We have compiled a database of over 27o,ooo
information consumerviews, habits and
recommendations from over 3,300 people in six
countries. The database contains over 2o,ooo
verbatim views about the library, Internet
resources, library services and the "Library"
brand. We have not identified and analyzed all
aspects of the data for this report-this research
data will be a source for ongoing exploration--
but we have discovered much more about the
practices and perceptions of these information
consumers. A summary of the findings and a few
conclusions and observations follow.
Perceptions of Libraries and Information Resources 6-1
Conclusion
Report Findings
...on Information Consumers’ Perceptions and Habits
Respondents use search engines to begin an information search (84 percent). One percent begin
an information search on a libraryWeb site. (Part~.2)
Quality and quantity of information are top determinants of a satisfactory information search.
Search engines are rated higher than librarians. (Part2.6)
The criterion selected by most information consumers to evaluate electronic resources is that the
information is worthwhile. Free is a close second. Speed has less impact. (Parts 3.1 and 3.4)
Respondents do not trust purchased information more than free information. The verbatim
comments suggest a high expectation of free information. (Part 3.4)
Library users like to self-serve. Most respondents do not seek assistance when using library
resources. (Part2.4)
Library card holders use information resources more than non-card holders, and they are more
favorably disposed to libraries than non-card holders. (Parts 1.1, 1.4 and3.7)
Age matters sometimes. Sometimes it doesn’t. Responses are sometimes consistent across
U.S. age groups, suggesting age-inde pendent preferences and practices. Familiarity with e-mail
is an example. In other areas, responses vary considerably bythe age ofthe respondents. For
example, young U.S. respondents are much less likely than those over 65 to agree librarians add
value to the information search process. (Part2.6 and all Parts)
The survey results are generally consistent across the geographic regions surveyed. Responses
from the United Kingdom showed the largest range of variations from other regions surveyed.
(Part 5 and all Parts)
6-2 Perceptions of Libraries and Information Resources
Report Findings
...on Libraries
Conclusion
Information consumers use the library. They use the library less and read less since they
began using the Internet. The majority of respondents anticipate their usage of libraries will
be flat in the future. (Parts 1.1 and3.7)
Borrowing print books is the library service used most. (Part2.1)
®
"Books" is the library brand. There is no runner-up. (Part3.8)
Most information consumers are not aware of, nor do they use, most libraries’
electronic information resources. (Parts I and 2)
College students have the highest rate of library use and broadest use of library resources, both
physical and electronic. (Parts I and Part 2)
Only ~o percent of college students indicated that their library’s collection fulfilled their
information needs after accessing the library Web site from a search engine.
The majority of information consumers are aware of many library community services and of
the role the library plays in the larger community. Most respondents agree the library is
a place to learn. (Part 4.1)
Comments from respondents provide clear directions for physical libraries: be clean, bright,
comfortable, warm and well-lit; be staffed by friendly people; have hours that fit their lifestyles;
and advertise services. Find ways to get material to people, rather than making them come to
the library. (Appendix B)
...on Alternatives to Libraries
Information consumers like to self-serve. They use personal knowledge and common sense
to judge if electronic information is trustworthy. They cross-reference other sites to validate
their findings. (Parts 3.2 and 3.5)
Ninety percent of respondents are satisfied with their most recent search for information using a
search engine. Satisfaction with the overall search experience has a strong correlation to the
quality and quantity of information returned in the search process. (Part 2.6)
People trust what they find using search engines. They also trust information from libraries.
They trust them about the same. (Part3.3)
Search engines fit the information consumer’s lifestyle better than physical or online libraries.
The majority of U.S. respondents, age 14 to 64, see search engines as a perfect fit. (Part3.7)
Perceptions of Libraries and Information Resources 6-3
Conclusion
Conclusions and Observations
What was confirmed
As discussed briefly in the introduction of the report, many findings of the survey do
not surprise as much as they confirm the trends we highlighted in The 2003 OCLC
Environmental Scan.
The survey results confirm that libraries are used by information seekers. The
number of people holding library cards is compelling and most information seekers
use library services at least annually. Libraries are used for borrowing books, access
to reference books and research assistance. Respondents shared many positive
associations with these traditional resources as well as with the library space itself.
When asked to give advice, many respondents suggested increasing the library’s
quantity and variety of traditional information resources--"more books" was often
cited--as well as the number of hours libraries are o pen. Respondents clearly want to
be able to visit the library, but they want the services to be more convenient.
The results confirm, too, that the majority of information seekers are not making
much use of the array of electronic resources (online magazines, databases and
reference assistance, for exam ple) libraries make available to their communities.
Very few respondents use such resources regularly and the majority of respondents
are not aware that their libraries have these electronic resources. Most do not use
the library Web site where access to electronic resources is made available. College
students are the exception. College students use electronic resources at significantly
higher rates and are the most familiar with what libraries have to offer.
Results confirm that respondents are aware that libraries are "wired" and many use the
computers in libraries to access the Intemet and to use Intemet resources. The majority
of high school and college students use library computers regularly.
The survey confirms the findings of many other studies: that there is widespread use
of Internet information resources. Respondents regularly use search engines, e-mail
and instant messaging to obtain and share information. Many use these tools daily;.
most use them weekly or monthly. Subject-based Web sites, online news services,
blogs and RSS feeds are all used, even if only minimally. The library is not the first or
only stop for many information seekers. Search engines are the favorite place to
begin a search and respondents indicate that Google is the search engine most
recently used to begin their searches.
The information resource market--tools, content and access--is growing, not
shrinking, providing more options and more choices to people using the Web to
search for information and content. Information consumers are willing to experiment
with new resources and incorporate them into their expanding repertoire of
information tools. People continue to read, but they do it less as they add other
To gather as much
literature and
information as
possible in one
place, and to
hare that
with that
It is important to
have a place where
anyone can go to
learn (be it news,
research,/71ms and
music, fiction, or
non-fiction
23-year-old from the
United States
Source: Perceptions of Libmries
ond Information Resources, OCLC,
2005, question 810, "What do you
feel is the main purpose of a libraw?"
6-4 Perceptions of Libraries and Information Resources
Conclusion
ways of consuming information and content to their lives. Libraries are seen as a
place for traditional resources (books, reference materials and research assistance)
and to get access to the Internet. The results of this survey confirm that libraries are
not seen as the top choice for access to electronic resources.
Awareness, usage and preference trends held fairly consistently across the geographic
regions surveyed and across U.S. age groups. While differences in age group or
geographic preferences are observed, general trends hold constant. Online
information consumers surveyed are "universally" using the Internet, rather than
the library, to access electronic information resources.
What was revealed
The survey revealed how information consumers make choices about electronic
information resources; and how they evaluate those resources and make decisions
about the quality, trustworthiness and monetary worth of resources available from
libraries and generally on the open Web.
While it is easy to assume that search engines are the top choice of information
consumers because of the speed with which information can be delivered, the study
revealed that speed is not the only, and not the primary, reason search engines are
the preferred starting point for today’s information consumer. Quality and quantity
of information delivered are the highest determinants of overall information search
satisfaction. Respondents indicated that search engines deliver better quality and
quantity of information than librarian-assisted searching--and at greater speed. As
more and more content becomes digital and directly accessible via search engines,
quantity will increase. The amount of quality information, overall, is also likely to
increase.
Information consumers trust information they get from libraries, and they trust the
information they get from search engines. The survey revealed that they trust them
almost equally. While all U.S. age groups surveyed indicated trust across both
sources, young people in the United States ages 14 to 24 show the greatest level of
trust for information received via search engines. How much of this trust could be
attributed to greater familiarity and frequent use of Web-based electronic resources?
Most U.S. youth are not familiar with library electronic resources, but are very familiar
with search engines, e-mail and chat. As more content becomes directly accessible
via search engines, familiaritywith more and different types of digital content is
likely to increase. Will trust continue to increase too?
The survey highlighted that not only are information consumers happy to self-serve,
they are confident that they can serve themselves well. When asked how they judge
the trustworthiness of information, "common sense/personal knowledge" was the
top method used. Eighty-six percent of respondents feel confident they have the
personal knowledge to evaluate information resources. When they want to validate
information, they self-serve again, by searching another Web site that contains
Perceptions of Libraries and Information Resources 6-5
Conclusion
similar information (82 percent). This self-reliance was also reflected in respondents’
use of the library. Most library users say they have not asked for help using any
library resources, either at the physical or the virtual library. As more and more
content becomes digital and accessible via the Internet, the number of information
sources available for both information discovery and validation is likely to increase,
fueling increased confidence and self-reliance.
Information consumers feel that information should be free. Most respondents will
not pay for information and some who do (25 percent) expect that theywill pay for
information less frequently in the future. It is also clear that information seekers do
not believe that higher priced information equals higher quality information. That
the library provides access to "free" material is well-known. But the majority of users
are not aware that free electronic information is available via their library. As many
respondents are not familiar with, or infrequently use, the libraryWeb site, the free
library information is not accessed. The verbatim comments in Appendix B provide
evidence of respondents’ appreciation of free material as well as their frustrations
with trying to access them and having to come to the library to use them.
Information consumers want, and expect to use, more and more "free" and
unfettered information in the future.
Survey respondents are generally satisfied with libraries and librarians, but most
do not plan to increase their use of libraries. Many of them, particularly teenagers,
use the library less since they began using the Internet. Verbatim comments reveal
strong attachments to libraries as places, but many of these positive associations
are nostalgic in nature and focused on books. As one respondent from the United
States commented "...as a child I loved to go downstairs to the children’s section
and read books there and take them out. I loved the smell of old books." This
attachment to the traditional nature and purpose of libraries is an asset all libraries
share. It is not clear that this attachment extends, or will extend, to electronic
resources or that it will have a significant impact on an information consumer’s
choice of information sources in the future.
Respondents do indeed have strong attachments to the idea of the "Library" but
clearly expressed dissatisfaction with the service experience of the libraries they
use. Poor signage, inhospitable surroundings, unfriendly staff, lack of parking, dirt,
cold, hard-to-use systems and inconvenient hours were mentioned many, many
times by respondents. The overall message is clear: improve the physical experience
of using libraries.
We learned that respondents have much to say, when asked, about their libraries,
the people who staffthem and the services. This suggests that libraries have
an opportunity to learn much more than was revealed in this report about the
perceptions of the people in their communities by conducting local polls and
open-ended surveys.
44-year-old from Canada
Source: Perceptions of Librories
ond Information Resources, OCLG,
2005, question !.240, "If you could
provide one piece of advice for your
libraw, what would it
6-6 Perceptions of Libraries and Information Resources
Conclusion
The Library Brand
35-year-old from Wales
Source: Perceptions of Libraries
and ln[armation Resources, OCLC, 2005,
question 807, "What is the first thing
you think of when you think of a library?"
One of the most important goals of the project was to obtain a clearer understanding
of the "Library" brand in 2005. How do information consumers think about libraries
today? How do information consumers identify libraries in the growing universe of
alternatives? What is the "Library" brand image?
What is the library’s identity in the minds of information seekers? By a huge margin
respondents feel that "library" is synonymous with "books." When asked about
their first spontaneous impression of libraries, information consumers reply,
"Books."
Familiarity, trust and quality--these are intangible traits often summed up by the
word "brand." All brands from search engines to cars to libraries are either familiar
or not, trusted or not, provide top quality or not. We tested these brand concepts in
the survey.
We asked about familiarity. Libraries are very familiar as book providers. Search
engines are very familiar as electronic information providers. We reviewed the
concept of trust. The lines are fuzzy. Libraries and search engines are trusted almost
equally. We asked about quality. Respondents see both libraries/librarians and
search engines as providers of quality information. Again, the lines are blurred.
In a tie, the data suggests the nod would go to search engines.
The "Library" brand is dominant in one category--books. It would be delightful to
assume that when res pondents say "books," what they really mean to say is that
books, in essence, stand for those intangible qualities of information familiarity,
information trust and information quality. The data did not reveal it. We looked
hard. We reviewed thousands of responses to the open-ended questions that
inquired about positive library associations and library purpose. We searched for
words and phrases that included mentions of "quality, .... trust," "knowledge,"
"learning," "education," etc. We found mentions of each, but theywere relatively
few in number. "Books" dominated--across all regions surveyed and across all
age groups.
In addition to being familiar, trusted and high-quality, strong brands must be
relevant. Relevance is the degree to which people believe a brand meets their
needs. In the survey we tested for relevancy and lifestyle fit. Over half of
respondents said that search engines perfectly fit their lifestyle. Seventeen percent
said libraries are a perfect fit. Over 20 percent said libraries do not fit their lifestyle.
Of the activities that respondents are doing less since they began using the Internet,
watching television was number one (39 percent) and using the library was number
two (33 percent). Reading books, the dominant brand domain of the library, was
third at 26 percent. That library resources and librarians add value to information
search was not disputed by respondents, but the data suggest that the relevancy and
lifestyle fit of that value are in question.
In a world where the sources of information and the tools of discovery continue to
proliferate and increase in relevance to online information consumers, the brand
Perceptions of Libraries and Information Resources 6-7
inclusion
differentiation of the library is still books. The library has not been successful in
leveraging its brand to incorporate growing investments in electronic resources and
library Web-based services.
Can the brand be expanded or updated to be more relevant, to be more than books?
While this is a very difficult question to explore in a single survey, we briefly tested
the concept. We asked respondents to identify what they felt was the "main
purpose,’ of the library. What could/should the "Library" brand be? While a third
of respondents still indicated "books" as the main purpose, over 50 percent of
respondents feel "information" is the main purpose of the library. These views held
fairly constant across all regions surveyed. U.S. youth were more inclined to view
books as the library’s main purpose; those 25 and older had a stronger feeling that
the main purpose of the library is information.
The study suggests that the potential exists to stretch the "Library" brand beyond
books. More study is required.
The similarity of perceptions about libraries and their resources across respondents
from six countries is striking. It suggests that libraries are seen by information
consumers as a common solution, a single organization--one entity with many
outlets--constant, consistent, expected. The "Library" is, in essence, a global brand:
a brand dominated by nostalgia and reinforced by common experience.
This global, nostalgic perception should give the library community reason to be
concerned, but it also provides a solid base from which to leverage value, and create
change, on a large scale. When change is needed, scale can be incredibly useful. In
a world where information is rapidly becoming virtual, a "universal" brand can be
effective and powerful. Libraries must take this advantage and work collectively to
"rejuvenate" the brand. It is not simply about educating the information consumer
about the current library. Trying to educate consumers whose habits and lifestyles
are changing and have changed seldom works. It doesn’t work for companies and it
probably won’t work for libraries. Rejuvenating the "Library" brand depends on the
abilities of the members of the broad library community to redesign library services
so that the rich resources-print and digital--they steward on.behalf of their
communities are available, accessible and used. Rejuvenating the brand depends
on reconstructing the experience of using the library. While the need for localized
points of distribution for content that is no longer available in just physical form is
likely to become less relevant, the need for libraries to be gathering places within
the community or university has not decreased. The data is clear. When prompted,
information consumers see libraries’ role in the community as a place to learn, as a
place to read, as a place to make information freely available, as a place to support
literacy, as a place to provide research support, as a place to provide free compute#
Intemetaccess and more. These library services are relevant and differentiated,
Libraries will continue to share an expanding infosphere with an increasing number
of content producers, providers and consumers. Information consumers will
continue to self-serve from a growing information smorgasbord. The challenge for
libraries is to clearly define and market their relevant place in that infosphere--their
services and collections both physical and virtual.
It is time to rejuvenate the "Library" brand.
or other music
download se~ices
45-year-old from the
United States
Source: Perceptions of Ubraries
end ln[~rmotion Resources. OCLC, 2005,
question 1240, "If you could provide
one piece of advice for your library, what
would it be?~
To provide
[rom both past
and present and
offer usable
inlbrmation/
observations
as to the
th ng .
56-year-old from England
Source: Perceptions of Libraries
and In(orroetion Resources, 0C/¢,
2005, question 8!0, "What do you
feel is the main purpose of a library?"
6-8 Perceptions of Libraries and Information Resources