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HomeMy WebLinkAbout1994/11/03 - Agenda Packet - Library Board of Trustees LIBRARY BOARD OF TRUSTEES AGENDA CITY OF RANCHO CUCAMONGA REGULAR MEETING First Thursday 7:00 p.m. November 3, 1994 Civic Center Council Chambers 10500 Civic Center Drive Rancho Cuc~monga, California 91730 City Councilmembers Dennis L. Stout, Mayor Charles J. Buquet, Mayor Pro Tern William J. Alexander, Councilmember Rex Gutierrez, Councilmember Diane Williams, Councilmember Boardmembers Jacqueline Bolda, President Robert Howdyshell, President Pro Tern Gina Gregory, Boardmember Laura J. Muna-Landa, Boardmember Edward E. Swistock, Boardmember . ~,~ PAGE '~ Board of Library Trustees Agenda Regular Meeting, November 3, 1994 A. CALL TO ORDER 1. Roll Call: Bolda ~., Howdyshell , Gregory Muna-Landa .... and Swistock ' B. CONSENT CALENDAR The following Consent Calendar items are expected to be routine and non-controversial. They will be acted upon by the Board at one time without discussion. Any item may be removed by a Boardmember or member of the audience for discussion. 1. Approval of Minutes: October 6, 1994. 2. Approval to adopt $10 fee to monitor examinations. 6 3. Approval to adopt $10 deposit fee for special collections. 7 4. Approval to adopt $2 interlibrary loan fee for magazine articles. 5. Approval of borrowing limits for Business Friends category. C. LIBRARY DIRECTOR0S STAFF REPORTS The following items do not legally require any public testimony, although the President may open the meeting for public input. 1. Status of the volunteer program: oral report presented by Library Manager I ,~ PAGE 2 D. BOARD BUSINESS The following items have been requested by the Board of Library Trustees for discussion. They are not public hearing items, although the President may open the meeting for public input. 1. Proposed Latchkey child policy !o, 1 2. Creation of Library Plan of Service: Phase One Developing Roles & Mission Collecting information on the Community and the Library Review of Library Master Plan (included in agenda) 21 Review of survey/data collected (available at the meeting) Review of Library monthly statistics(available at the meeting) E. IDENTIFICATION OF ITEMS FOR NEXT MEETING This is the time for the Board of Library Trustees to identify the items they wish to discuss at the next meeting. These items will not be discussed at this meeting, only identified for the next meeting. F. COMMUNICATIONS FROM THE PUBLIC This is the time and place for the general public to address the Board of Library Trustees. State law prohibits the Board from addressing any issue not previously included on the Agenda. G. ADJOURNMENT I, Vivian Garcia, Library Administrative Secretary of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the foregoing agenda was posted on Monday, October 3, 6:00 p.m., 1994, seventy two (72) hours prior to the meeting per Government Code 54953 at 10500 Civic Center Drive. October 6, 1994 CITY OF RANCHO CUCAMONGA LIBRARY BOARD OF TRUSTEES Regular Meeting · AL T RI)ER The regular meeting of the Library Board of Trustees was held on Thursday, October 6, 1994, in the Council Chambers of the Civic Center, located at 10500 Civic Center Drive, Rancho Cucamonga, California. The meeting was called to order at 7:02 p.m. and the pledge of allegiance was led by President Bolda. Present were Boardmembers Bolda, Gregory, Howdyshell, Muna-Landa and Swistock. Also present were: Deborah Clark, Library Manager, Renee Tobin, Children's Services Supervisor, and Vivian Garcia, Administrative Secretary. B. CONSENT CALENDAR B1. Approval of minutes: October 6, 1994 MOTION: Moved by Boardmember Gregory for approval of minutes on the consent calendar, seconded by Boardmember Howdyshell. Motion carded 5-0. C. LIBRARY DIRECTOR'S STAFF REPORTS President Bolda moved Item C 1 to Item C3. Cl. Approval to adopt the proposed fine fee structure and borrowing limits for spoken word cassettes, compact discs and audio cassettes. Deborah Clark, Library Manager, passed out an information sheet with library comparisons of overall budget, staffing levels and materials budget. Deborah Clark, Library Manager, stated that fees for media and spoken word media is not completely new to the library world, but it is new to the Inland area. When canvassing other libraries in the inland system, she found that there are not any libraries currently charging for the media. The Huntington Beach Library has been charging for at least ten years and very successfully. Library Board Minutes October 6, 1994 Page 2 President Bolda wanted Deborah Clark, Library Manager, to explain Item 2 under other alternatives, 2) Exempt any item donated by Lion's Club from a fee. Deborah Clark, Library Manager, stated one of the concerns in talking with the people from the community, is the Lion's Club donation which happens every year. President Bolda asked if it is possible to have low income status a factor on waiving charges for media rental. Boardmember Howdyshell asked if it would be easier to exempt individuals if they qualified as visually impaired or handicap? Deborah Clark, Library Manager, stated that she would inquire of the City Attorney as to whether we can require evidence of visual impairment. Boardmember Swistock stated that if we are to start charging, he felt that it is better to start now, while the Library is opening than to start in a year from now. There will probably be some resistance. If we move ahead with this, he would like us to be sure and explain why we are doing this, to build the materials up so that the media becomes self-supporting. As far as exemptions, without having all the information, it will be difficult to make a decision right now, and perhaps the best course of action would be not to bring the exemptions in - if it becomes an issue, we can look at adding them at a later date. Boardmember Swistock recommended that we accept a proposed fine fee slxucture for spoken word cassettes, compact discs and audio cassettes similar to the Huntington Beach Public Library plan which will be $.25 per cassette per two week loan period with a $1.00 maximum fee per title. MOTION: Moved by Boardmember Swistock, seconded by Boardmember Muna-Landa. Motion carried 5-0. Deborah Clark, Library Manager, stated that now the Board needs to decide the borrowing limits for the media. Boardmember Swistock reminded the Board that we need to give Deborah Clark, Library Manager, direction regarding the Lion's Club. Deborah Clark, Library Manager, stated she would like the Board to give her direction on whether to exempt the Lion's Club material from fees, or request they agree to the fee structure. Library Board Minutes October 6, 1994 Page 3 Boardmember Howdyshell stated that he would prefer that we have one set of roles. However, if the Lion's Club is going to make. it contingent on giving us any items, then bring it back to the Board. ~ President Bolda moved to approve the media at a four (4) item limit and asked Deborah Clark, Library Manager, to negotiate with the Lion's Club for their fee to see if they are willing to work within the structure and if not, to bring it back to another meeting; and to eliminate the category of "Best Seller" from audio and CD's. MOTION: Moved by President Bolda, seconded by Boardmember Muna-Landa. Motion carded 5-0. C2. Approval to appoint John Wang as System Advisory Board representative for the Inland Library System. John Wang of 5436 Valinda, Rancho Cucamonga, came forward to the Board and stated, he would be happy to be System Advisory Board Representative if the Board appoints him. Boardmember Gregory asked what is this relationship of this appointment to the Board - as an advisor, someone who reports back on the meetings? Deborah Clark, Library Manager, stated that the position of System Advisory Boardmember is an advisory one to the Library Board of Trastees as well as representing the City of Rancho Cucamonga and the Public Library in meetings with other neighboring districts that go from Banning to Beaumont. They meet on a quarterly basis sometimes more often and share what is going on in their communities and things that the libraries are doing. They do report on a regular basis to the Board of Trustees on what has happened at those meetings. MOTION: Moved by President Bolda, seconded by Boardmember Swistock. Motion carried 5-0. C3. Approval to adopt the proposed fee structure and regulations for use of the Rancho Cucamonga Public Library Community Room space. Deborah Clark, Library Manager, presented to the Board fees currently used by the Community Services Department of the City of Rancho Cucamonga in providing community rooms to rent to the public. The fee structure is for recovery on the cost of using that facility. The difficulty is that the library function is very different for the community room. Our room is only available when the library is open which woEld include the cost of utilities. In addition, the type of groups we deal with are Girl Scouts, Cub Scouts, the very small groups which are not able to function at some of the other locations. Presently, the community room through the County Branch has been completely free. The question before the Board is do you want to adopt a fee schedule similar to Community Services or one consistent with other libraries? Library Board Minutes October 6, 1994 Page 4 President Bolda stated she felt the community mom at the library is different from the community rental space with the city in that the city space is for large groups and parties. Also, whenever the space is being used by a group, a staff member of the city needs to be present and paid for during that time, while the Library's staffis already present. Deborah Clark, Library Manager, stated she also would like the Board to address how far ahead of the event may groups book the room? President Bolda moved to adopt the proposed fee structure and regulations for the use of the Rancho Cucamonga Public Library Community Room space with a three (3) month ceiling. MOTION: Moved by President Bolda, seconded by Boardmember Muna-Landa. Motion carried D. BOARD BUSINESS D 1. Renee Tobin, Childreffs Services Supervisor, presented the Board with an oral overview on the current progress of the Children's Services Division, programming and outreach. President Bolda asked if Renee Tobin, Children's Services Supervisor, could look into meeting with the seniors at the Rancho Cucamonga Neighborhood Center in the Silverfox group to consider creating an "Adopt a Grandparent" time during story time? Also, could we have the picture books with three or fewer words on a page, put together in a special section - maybe in the inner or outer section? Renee Tobin, Children's Services Supervisor, stated this was something staff would explore. E. IDENTIFICATION OF ITEMS FOR NEXT MEETING El. Boardmember Gregory asked if staff could present a Latchkey Policy at the next meeting. Also, she would like staff to include information on what other libraries do. E2. Deborah Clark, Library Manager, reminded the Board of their Role issue for the November meeting. Also, there will be something presented on the volunteer program. Library Board Minutes October 6, 1994 Page 5 F. COMMUNICATIONS FROM THE PUBLIC None received. MOTION: Moved by Presidem Bolda, seconded by Boardmember Howdyshell to adjourn to November 3, 1994 at 7:00 p.m. Motion carded unanimously, 5-0. The meeting adjourned at 8:09 p.m. Respectfully submitted, Vivian Garcia Administrative Secretary Approved: CITY OF RANCHO CUCAMONGA STAFF REPORT DATE: November 3, 1994 ~ TO: President and Members of the Board of Library Trustees Jack Lam, AICP, City Manager FROM: Deborah Kaye Clark, Library Manager SUBJECT: APPROVAL TO ADOPT PROPOSED FEE OF $10 TO MONITOR EXAMS RECOMMENDATION Approve adoption orS10 fee per examination to proctor or monitor an exam. BACKGROUND/ANALYSIS With the growth of"long distance" learning programs, the rise of individuals needing a location and monitor to sign for examination proctoring has gro~. The Rancho Cucamonga Public Library proposes a fee of $10, consistent with other libraries performing the same service, to provide the space and signature required to authorize these examinations. It is expected that between 20-40 of these examinations might occur during the fiscal year. / Re 'specffully submitted, Deborah Kay~Cla~k Library Manageh-~ CITY OF RANCHO CUCAMONGA STAFF REPORT DATE: November 3, 1994 ~ TO: President and Members of the Board of Library Trustees .... Jack Lam, AICP, City Manager FROM: Deborah Kaye Clark, Library Manager SUBJECT: APPROVAL TO ADOPT PROPOSED FEE OF $10 TO BORROW DEPOSIT BOOKS RECOMMENDATION Approve adoption of $10 cash or credit card deposit on ARCO test booklets, Barrons test booklets and other limited items proven over time to have an extremely low return rate. BACKGROUND/ANALYSIS Libraries traditionally have allowed free borrowing of book materials. Over time, certain materials in library collections have proven themselves to be "high risk" loans. These materials have a high borrowing rate, but frequently do not return to library shelves. Chief amongst these items are Arco test books, materials published by Barron's focussing on formal school examinations, typing test books and resume writing guides. These manuals frequently attract non-library users, who come to the library solely to borrow the item. Upon receipt of the book, the borrower often does not return to the library and is indifferent to the borrowing restrictions consequent upon not returning the book. A cash deposit required upon borrowing the book, its refund guaranteed only on timely return of the item, helps to resolve this issue. In the event the book is not returned, the deposit is used to purchase a new copy of the item "borrowed". Cash is required due to the fact that checks issued on these items frequently "bounce"--causing an additional expense to the Library and City. While the Library currently does not offer the ability to charge library fines and fees to credit cards, we hope to offer that service in the future and would certainly consider the deposit program an appropriate use of credit. ~'~e,spectfully submitted, , Deborah Kaye ~_~ Library Manager CITY OF RANCHO CUCAMONGA STAFF REPORT DATE: November 3, 1994 ~ TO: · President and Members of the Board of Library Trustees Jack Lam, AICP, City Manager FROM: Deborah Kaye Clark, Library Manager SUBJECT: APPROVAL TO ADOPT PROPOSED FEE OF $2 TO INTERLIBRARY LOAN FULL TEXT COPIES OF MAGAZINE ARTICLES RECOMMENDATION Approve adoption of $2 fee per magazine article to cover initiation of interlibrary loan/faxing of requested articles. BACKGROUND/ANALYSIS The fee of $2 per book title for interlibrary loan was adopted at the September 13th meeting of the Board of Library Trustees. The proposed fee of $2 covered in this report expands interlibrary loan to include the cost of initiating a request to photocopy or fax any magazine/journal article requested by a patron of the Rancho Cucamonga Public Library that is not owned locally. The fee covers the cost of clerical time to prepare the citation forms, to monitor receipt of the article and to notify patrons of its arrival. The patron will also be charged any photocopying fees charged to the Rancho Cucamonga Public Library by the lending institution. (~ectfully submitted, ? · / LD~bbf r~MK aarY;g~ r C TY OF CHO CUC MONaA STAFF REPORT DATE: November 3, 1994 ~ TO: President and I~embers of the Board of Library Trustees Jack Lam, AICP, City Manager FROM: Deborah Kaye Clark, Library Manager SUBJECT: APPROVAL TO ADOPT PROPOSED BORROWING LIMITS FOR THE BUSINESS FRIENDS RECOMMENDATION Approve adoption of same borrowing privileges for Business Friends as exist for Teachers: 28 day loan period; restricted to 10 items; limit of 4 video tapes or other forms of media; requires approval of supervisor to borrow when over $10 in fines are accrued or when 8 items are overdue; limited to 10 holds. BACKGROUND/ANALYSIS The Business Friends of the Rancho Cucamonga Public Library is a group of borrowers who donate $100 each year as membership in the Friends. While the basic and stated purpose of the group is to help fund library service to business, the full members should be entitled to modest special benefits. Proposed is an extended loan period for books of 28 days in addition to the "marketing style" library card which includes a standard card and two key chain cards. In addition, the Business Friends will also be invited to free seminars and selection meetings so that they will have a strong voice in the business materials selected for the library's business reference and circulating collections. /spectfully submitted, 9 CITY OF RANCHO CUCAMONGA DATE: November 3, 1994 STAFF REPORT TO: President and Members of the Board of Library Trustees Jack Lam, AICP, City Manager FROM: Deborah Kaye Clark, Library Manager SUBJECT: APPROVAL TO ADOPT PROPOSED LATCHKEY POLICY RECOMMENDATION Approve adoption of attached Latchkey policy to enable staff to safely deal with youngsters under 12 left unattended at the Library. BACKGROUND/ANALYSIS Libraries over the years have experienced the growth of a phenomenon called "Latchkey Children". An apparent result of two career families, latchkey children are instructed to remain at the public library, considered to be a "safe" location, until one or both of the parents return to the home sometimes at 5 or 6 p.m.. For thc safety of the children, the attached recommended policy, along with sample policies of Los Angeles County Library and the Alhambra Public Library, are there for your review and comment. The children are classed into two basic groups: disruptive behavior and nondisruptive behavior. Also addressed is thc concern of children left unattended past closing hours. We would like to stress awareness of the fact that the behavior problem is the parent's, not the child's, and our policy is designed to protect and support the physical as well as emotional needs of the child. Respectfully submitted, Library Manager LATCHKEY OR UNATTENDED CHILD POLICY PURPOSE: To create a policy to ensure the safety and well-being of the children of Rancho Cucamonga under age 12 left unattended by parent or guardian within the grounds of the Rancho Cucamonga Public Library. BACKGROUND: The Rancho Cucamonga Public Library encourages children to visit the library with their parents to take advantage of library services offered. However, the Library Board must be concerned with the safety of children, particularly those under age 12, left unattended in the library. It is the responsibility of parents to insure appropriate behavior of their children while in the library. Often latchkey or unattended children in the library come to the attention of staff when behavior becomes disruptive or when the same child or children are observed in the library on an almost daily basis, and no adult is present with them. Library staffis not responsible for the supervision of children left unattended by their parents. In certain situations, set out in the following procedures, police may be called to assume responsibility for children left unattended in the library. PROCEDURES: 1. An unattended child found frightened or crying in the library should be reassured by staff. Staffmeruber should bring the child to the Children's desk staff if found on second floor or the Reference desk staff if found on first floor. Staffwill page the parent if they are in the building. If the parent or guardian does not respond, the child will be taken to the Children's Room for further action. 2. In the case of willful disruptive behavior, staff will instruct children (those running, talking loudly and disturbing the activities of others), to behave properly. If disruptive behavior continues, staffwill page the parent if they are in the building. If the parent or guardian does not respond, the child will be taken to the Children's Room for further action. 3. If there is no parent or guardian present in the building, staff will seek parent's name and phone number. If child has a library card, this may be determined from the registration record. However, ifa parent is at work when the child is left in the library, a work number should be requested from the child. II 4. Staff will then call the parent, explain the library's policy and child's situation, and request the parent to pick-up the child within an hour or police will be asked to assume responsibility for the child. 5. If staff cannot reach the parent within the hour or if parent does not respond to the call within the hour, staff will call the police and ask that they assume responsibility for the child. 1. If staffnotices a child lef~ consistently unattended at the library, in spite of model behavior, the parents must be contacted and the pattern corrected. It is impossible for staffto monitor the actions of all the patrons in the library during the day. The safety of the child is of predominant concern and the patron must be made to understand that the Library is not a totally controlled "safe" environment and is not a substitute for a school setting. 2. The Children's Supervisor will telephone parent and explain that a problem has occurred with the child. Staff may explain library policy over the phone or may wish to meet with the parent to discuss the policy. 3. When the parent arrives to pick-up the child, a copy of the libra~'s policy will be given to them and the parent encouraged to provide proper supervision of the child's library visits. 4. Ifstaffis unable to contact the parents, a note requesting that the parents contact the Library along with the policy may be given to the child in an enclosed envelope to be delivered to the parent. Should all attempts to contact the parents fail and the pattern of leaving the child unattended continue, the police will be contacted for intervention. Ifa Child Under A~e 12 Is Alone at the Library at Closing: 1. Staff will attempt to call the parent. If staff cannot reach the parent within ten minutes, the person in charge will call the police to assume responsibility. 2. Two of the staff will remain with the child inside the lobby of the library until the parent or the police arrive. 3. Library policy will be explained and a copy of the policy given to the parent. 4. Under no circumstances will the library staff transport the child or take the child away from the library. At all times during the steps outlined above, staff should express an attitude of concern over the childVs safety. After all, this is a busy library with hundreds of people visiting each day. Although their behavior may be inappropriate, the situation was not created by the child. 12 LOS ANGELES COUHTY PUBLIC LIBRARY Children Left ~naCtended on Library PTemtees Pol t~y .Ste, t. ement The Los Angeles County Public Library encourages children of all ages to visit the. library vi~h chair parents ~o cake advantage of the re$~ces-av~i~able for them tomeet'[h~f~-informa~tonal, recreational, and educational needs. It is the responsibility of parenKs co insure ~he spproprie~e behavio~ of their children in the libzary. Library staff is.pot, responsible for ~he s~pervlston of children lef~ ~_n_al~ended by their pa~ents. Disruptive children'-~£1'l be ~eq~-l~ed co leave af~er ~ecelving one wa~ning. Library s~aff ~a7 notify the appropriate authorities if they have reason to suspect chat there is significant evidence of abuse or neglect. (See attached: M. ~ I.C.A. 1986 sec. 300.) POL 4 1/88 ?zocedureo DEFINITIONS An Unattended Child is any young person using public library resources and fscil~ties unaccompanied by a responsible adult. A Vulnerable Child is an unattended child twelve years of age or younger whose safety or well-being would be endangered if he/she ve:e sent ouc of the building. Examples of wlnerabi]ity might include the child being too young to be on his/her own, the child being sent ou~ into an unsafe area. or being left alone in the dark outside the facility after business hours. ~ Is defined as any noisy, boisterous or ~cting-out appropriate in s setting where business is conducted. This behavior may present s physical danger to the child or others. or may serve to interfere w~th the leg~timste library bus,ness of o~her patrons or staff. POL 4 1186 I " OnacCended.~hlld 1. An unattended child found frightened or crying in the building should be reassured by the staff. 2.; . A~staff member should bring the frightened child to the children's librarian or person in charie. The staff person should try to identify and contact the psrent or attendin& sdult. * During Business Rou~s~ A. If the parent is in the build£ns: l. Accompany the child throush the library to seek the edult. 2. Upon locetini the parent or attending sdu]~0 reunite the child with the adult and explain the library policy re&srdinS unattended children. B. If the child is alone in the library: 1. With the child's help, obtain the parent's name and telephone number. 2. Call ~he parent. Inform him/her of ~he LibrarT's policy and reques£ ~hat the parent pick up the child. 3. If library staff csnnot reach the parent within an hour or if ~he parent does not respond within that same hour, ltbrsrian viii call ~he police and ssk that they assu~e responsibility foz the child. POL4 1/68 2 15 &. If a child te alo~ a~ t~ library aC closing C~ and appears ~o be ~lnerable: a~a[f canno~ ~each paren~ on ~he ftr8~ I~emp~, ~e ~rson in chi~ge ~ll call the ~llce ~o respons~b~ltCy [o~ ~he child. 2. ~o s~a~f M~e~s vtll ~euatn v~ch the child inside the ]~bra~y entrance until parent or police arrives. 3. L~brary policy w~ll be explained and a copy of the ~i~en policy wtZl be given Co ~he there 10 an ongoing pro~em with a family, Police ~pa~ue~ aT ~par~n~ of Children's Services lncerven~ion may be necessary.) 4. ~nder no circ~eCances viii library scarf o~ ~ake ~he child ivay f~om ~he ltb~e~y building, POL 4 1188 '16;. ~lsrup~lve behavior &~euded Children ~ 1. Staff viii tnstru¢£ disruptive children ,o behave appropriately. 2. If disruptive behavio~ continues, a,aff persons viii info~' parent. If paren,'~efuses or is unable to control child, family viii be asked to leave. Unattended Children 1. Staff viii instruct the disruptive child ,o behave appropriately he/she viii be asked to leave. If disruptive behavior continues, staff rill tell the youngster to leave. Staff accompanies the child to the door and £nfor~s ocher staff that the child ia not permitted to ~eturn ~hac day. 3. If the child appears vulnerable, library e,sff should attempt to contact the parent abou, the child's disruptive behavior. Afte~ lnforminS the parent of the Library's policy, staff rill ask parent to come for the child. ~. If the parent cannot be con,acted vi,hi, the hour or i~ the parentd°es not respond vithin that same hour. staff may call the police to assu~e responsibility fo~ the child or instruct the child to leave the library. Chronic Dis~uptive ~ehavior 1. If child exhibits disruptive behavior on a regular basis, the person in charge may impose temporary rest~ictions on library use. Options include sendin~ a letter to ~he c~lld's parents, holdini a conference vith ~he parent, calling ~n RCC or RAL. contsctiu$ author~tie, such as~s &n,eles County Department of Children's Servmces or the po~mce- ~ POL4 1188 4 17 18 ALHAMBRA PUBLIC LIBRARY L~TCHKEY CHILD POLICY POL~CY~ To provide guidelines for dealing with unattended youngsters below the age of 12 years. OBJECTIVES: To assure appropriate supervision of children using the Librarys facilities and services. PROCEDUREs FOR CHILDREN A~E S AND UNDER: 1) Identify the latchkey child. The "latchkey', child is one who, on a regular basis, is instructed by his/her guardian to be present in the Library, unaccompanied by an adult, for extended periods of time rather than going home or to a day care provider. 2) Obtain the childs name and the telephone number at home and/or work of the adult who signed the youngsters library application. This can be done by a) asking the child for the information, b) asking for the library card and obtaining the needed information through records acquired at the time of application. At all times, staff will remember that the child is not at fault and will not be made to feel that their actions are the problem. Latchkey children are the victims, not the problem. Parents or guardian must be contacted. 3) Attempts to contact the parents will be made in the following order: Children's Services Supervisor, if present Assistant Director, in the absence of Children,s Supervisor Librarian in Charge, should the above staff not be present The Library Director should be informed prior to the phone call, whenever possible. 4) Appropriate staff will call the home or work number, asking to talk with the child's parent or guardian. Staff will explain that a problem has occurred at the Library and that although it is not an emergency, the situation needs to be discussed. The parent will be informed of the Library's policy: that if the child continues to come to the Library unaccompanied by an adult, the Youth Services Division of the Police Department will be notified and the child remanded to their care. If the call is made to a work number, a firm request will be made that the parent return the call at a time when they may conveniently discuss the situation. Children,s i 19 5) After making the telephone call, staff will give the child a copy of the form letter concerning the Library's policy in a plain envelop; also, a copy of the letter will be mailed to the parent at the home address. 6) If the parent or guardian cannot be contacted by phone, staff will proceed with the mailing of the letter. PROCEDURE FOR CHILDREN AGES 9 AND ABOVE: 1) Identify the latchkey child. In the c&se of a child ages 9 to 12, it will be at the discretion of the supervising personnel to determine if a latchkey situation exists. A child who is using library facilities improperly and continues to come to the Library on a regular basis should be observed closely. If the child has to be reprimanded for inappropriate behavior, but informs staff that he/she cannot go home because he has been instructed to remain in the Library, he/she would be identified as a latchkey child. 2) Obtain the child's name and follow the same procedures as 3 through 6 above. Children's MASTER PLAN FOR THE RANCHO CUCAMONGA PUBLIC LIBRARY Prepared by Raymond M. Holt & Associates, Library Consultants September 5, 1991 Raymond M. Holt & Associates, Library Consultants P.O. Box 745, Del Mar, California 92014 Telephone : 619-755-7878<<<>>>FAX: 619-481.2927 21 TABLE OF CONTENTS PAGE CHAPTER 1 E~ECUTIVE SUlVlMARY 1 Findings 1 Demographics 1 Geography and the Dislribufion of Population 2 Streets and Highways 2 Traffic Studies ' 2 Economic Development 3 Current Public Libraxy Services and Facih'ties 3 Forces Shaping Future Libraries 3 Library Organi~s%nal Sm~ctu~ 3 Library Service Areas 3 Site Requirements 4 Standards and Guidelines ~ Reco-.-~ndations 4 Priorities 5 Tune Table 7 CHA~i~.R 2 PROFII.I~G THE CO/viMUI~ITY 8 Assumptions 8 Findings 9 Thc Community 9 C~nsus lh~f'de 10 Geography and Topography 12 Traffic and Futur~ Access 12 ii CHAPTER 3 PI-.AFrNING A LIBRARY SYSTEM FOR RANCHO CUCAMONGA 14 FOrCes Which W'~ Sha~c the Future of the Rancho Cucamonga Libra~ 14 Demographics 14 Technology and the Libra/ 15 The Library System Concept 18 The Lib~a,-y Service Ax~a 18 Library Services 19 Se~ices Con~ia,-~-ed Basic for AU Libraries 19 Supplements/Librn~ Sc~ices 19 Libra Space Needs 20 The Central Park Lib~-y's CoUcctions ~nd Services 21 Branch Library Facilit~ Guidelincs 21 Service A~ca Popul~on 2 l Oitcria for Si~ Selection 22 Size of ~e Branc~ Libr~ 25 Collcction Space 26 Scaring Space 26 Staff 26 Meeting Rooms 26 lVtiscellnncous Spaces 27 Convcrsion of Net Size to Total Sizc 27 Paddng and Sitc Rcqu~'cmcnts 27 Sto~cf~ont Operation 27 Priorities 28 Priorit3, No. 1: Esmblisl~me.t ora Municipal Library lo]lowing Form.~ Withd~wa] f~om thc San B~o County 111 Priority No. 2: Establ/shmcnt of a Perms~ent Funding Source Commensurate with the Operational Requirements o~ ~e Li~r~ 28 Priority No. 3: Central Park Library 28 Priority No. 4: Establishment of Branch Libraries 29 Priority No. $: Miscellaneous Extension Services 29 iv FIGURES Figure I Possible Branch Library Service Areas 6 Figure 2 Estimated Population from 1990 Census for Proposed Branch Library Service Areas 11 MASTER PLAN FOR THE RANCHO CUCAMONGA PUBLIC LIBRARY Prepared by Raymond M. Holt & Associates, Library Consultants September 5, 1991 CHAPTER I EXECUTIVE SUMMARY The Consultants were retained to examine the library facility needs of the present and future population of Rancho Cucamonga for the next two decades. This required the examination of a variety of data including demographic pattrrr~and current lxends in library services affecting library services and collections including the impact of electronic information ~e..c_h~nology and .rcso?ces. Community input was provided by the Librm-y Task Force w~m rePresentauves from the Friends of the Library, and Chamber of Commerce as well as citizens-at-large. Data was also gathered from the City Planning Deparm~ent through the office of Linda Daniels, Deputy City Manager. The principal findings and recommendations are presented briefly in this Executive Surnm~ry and at greater length in sub.~xluent chapters of the report. I. FINDINGS The major findings of this study are indicated below; other findings are elaborated on in the chapters which follow. A . Demographics The demographic profile of the current population and that projected for the future exhibits suong collation with those characteristics associated with above average library usage: higher levels of educational auainment, above average incomes, younger ages, and diverse employment opportunities. These characteristics coupled with continued rapid growth point to a high demand for quality library services and facilities. 1. Prellmina~ figu~s from the United States Census Bureau place the 1990 population at 101,409. 2. The City Planning Department indicates the build-out population will number approximately 178,370 reached sometime between 2015 and 2020. The Southern California Area Government ($CAG) forecast for 2000 is 127,500 with 170,380 projected for 2010. 1 · cuv~aua~s wire more eaucation, higher incomes and diversified occupations. 4. V~ile the local employment base is growing rapidly, m~ny residents rou~nely take advantage of the freeway system to comm~lte daily to distant jobs elsewhere in San Bernardino County as well as in Los Angeles, Orange and Riverside Counties. 5. . The. City's population is generally younger and somewhat less e .th~i?ally .div. ers. e, than tha. t o.f the State~f California. However, there is Y estern quadran~ 6. Housing opportunities have provided a family orientation for much of Rancho Cucamonga. B. Geography and the Distribution of Population The City of Rancho Cucamonga extends southward from the foothills of the San Gabriel mountains. The irregular terrain of the upper slopes lends itself to low density housing and estate-sized lots. A variety of subdivisions and the older homes of the original residential areas near the major arterials contain most of the .population. Two planned communities add further zest to the City's residential inventory. While commercial enterprises and retail facilities border important thoroughfares, much of the southeastern quadrant is devoted to indusu-ial use. C. Streets and Highways The pattern of internal streets and hi hw ' · · . .... g ays follow a fairly consistent grid pattern. rn:eways incmde 1-10 along the southern border of the City, I- 15 along the eastern boundary and the future extension of the Foothill Freeway across the mid-section of the City. These provide accelerated access to both regional and wansconfinental destinations. Major east-west thoroughfares such as Arrow Highway, Foothill and Base Line and north-south thoroughfares such as Vineyard/Carnelian, Archibald, Haven and Millilcen are heavily used and help to identify areas of the City. D. Traffic Studies Projected traffic studies based on recent counts reported by the City indicate a gradually rising volume of traffic on the internal sm:ets and thoroughfares. While the percentage of increase varies substantially depending upon the particular sn'eet location, a general increase of 25-50% seems to be a reasonable expectation during the next 10 years. The volume of trafl~ on some arterials will change considerably with the completion of the Foothill Freeway sometime after the year 2000. The most noticeable projected consequence of this increase in traffic will be the greater amount of time requited to uavel within the City. This is an important factor in the planning of future branch library facilities since convenience and easy access, including brief travel time, is a key to branch library usage. 2 E. Economic Development c pnma,-y econormc locus or thc Ci~ x~'~;~. ~-..~-..~_,, ~laced agriculture -J ....,~ .,uu~un~u tang uses range widely, ..m_?_y. ~ .products of technology With substanti~ ,~- ..... .... ' -~ ,-,,,-,~ ~,, land available, mausmai aha comn~;ial develo~..mcnt is expected to continue. The strength of this economic base will be reinforced by the diversity of its comrnerciai and indusn'ial enterprises. ~he proximity of the Ontario International Airport and the network of ranscontin ,~t~l freeways are added advantages. F. Current Fublic Library Services and Facilities Public library service is currently provided by the San Berna,rdino County Library operating a 10,800 sq. ft. branch opened in 1975 on Baseline west of Hellman. The deficiencies of this library scnrice offering only 51,000 volumes have been well-documented eisewhcre. Library. Some residents usc the Chaffey Community CoUege A law library is maiamined in the Law and Justice facility. G. Forces Shaping Future Libraries Public libraries thi'oughout our nation are buffeted by a world of change including such forces as changing demographic characteristics for the population, a continuation of the dramatic explosion of knowledge, the on-going revolution in electronic communications and media and the reality of budget limitations. These forces make it all the mo~ difficult to m~et the challenges represented by a rapidly growing body of increasingly sophisticated users. Il. Library Organizational Structure Experience indicates that cost effective libr, w/ service is best achieved in municipalities by a system of library facilities which includes a main resource/headquarters library and such branch libraries as may be required to special group needs and/or--.,, voo~-oy-maa, etc., may be added to meet unusual conditions. 1. Library Service Areas Libr~.'es, like supa~a,kets, to.nd to receive ~ of the/r use from residents within ~=,.~mzca set,rices, mc main resource li~;uy will draw its users from a !~?r.~._m~__t .a~a than..w..ili .branches. Typically, many people in an urban area ,,~, u,v= a maxtmum ot lO rranutcs at peak traffic times to reach a branch fadlity Cum:nfl due to Rancho Cu .......,:'~ Y' the lack of an adequate local libr~r., library needs. Others less .~-~,~ ..... -~ - c.h. as .~0 .m~ utes to sausfy their all. , ..~,~.,u~u perhaps, use libraries miTequently, or not at Three potential Library Service Areas, as approved by the Library Task Force have ~n· · identified for the City of Rancho Cucamonga: 1. Northwest Branch Library Sec'ice Area bounded on the north and west by the City limits, on the east by Archibald Avenue and on the south by Base Line ro~L 3 2. Southwest Branch Library Service Area bounded on thc north by Base Line Road, on the east by Haven Avenue and on the south and west by the City limits, 3. Northeast Branch Library Service Area bounded on thc south by Arrow Highway, on thc west by Rochester and on the no~h and east by the C~ity limits. These library facilities may begin in storefi'ont bul/dings and graduate eventually to stand-alone structures. When a suitable storefront building is available, it provides lia~t~a~ypOrtunity to test a general location and begin the development of a branch without major capital investment. Because of its smaller size and lower initial costs, branch service can sometimes begin somewhat sooner than might be the case if a branch library building has to be designed and constructed. J. Site Requirements Criteria for locating library facilities, whether a main library or branches, revolves around convenience to the user and are almost identical with the criteria usecl by successful merchants and hanks. The major criteria, as applicable to storefront buildings as to permnr~ent facilities, include' 1. Easy access 2. High Visibility 3. _Pm~imi.'ty to oth.er "n~et" facilities which draw potential users 4. anazor increase me convenience of the location for library users Sufficient Off-street PaP~ng (appro~ir~tely 1.5 squaze foot. of 5. parking for each square foot of building is considez~ as "adequate") Smeficient Land for building, pa~king, set-backs and landscaping. g. Standards and Guidelines Applicable guidelines and standards have been described to assist those who will be responsible for the long-term development of the City's library facilities. These include, but ase not limited to specific guidelines for collections, seating, start-rog, meeting rooms and the conversion of net square footage to gross square footage. II. RECOMMENDATIONS The recomme~nfions of thin Master Plan for Libr~y Facilities include: A. Withdzawal from the San Bernardino County Libral-y system and the establishment of a municipal libr'm-y system. B. Appointment of the Library Boazd of Trustees 'consistent with the provisions of the California State Education Code followed by recruitment of key staff, adoption of a plan of service and rules and regulations for libr ope 'ations. D. Development of the Electronic Information Network to serve business and industry as an intrinsic part of the Central Park Library's collections and services. E. Except where storefront buildings or other leased facilities are used, appropriot¢ sites should be selected according to the site selection criteria described in thi~ study. Such prompt action will avoid the difficulties and higher costs ~ with purchasing sites in fully built-up areas. F. Future development of as many as three branch libraries. 1. Southwest Branch 2. Northwest Branch 3. N,~, ~,cast Branch III. PRIORITIES Priorities have been assigned with the close cooperation of the Library Task Force. Top priority must be given to the consmiction and operation of the Central Library. This includes the impol-tant Electronic Informution Network for Business and Industry which will evolve as an integral part of the development of Business Reference Services for the Central Park Library. After the Central Park Library has been in full operation for a period of a year or mo~, studies should be made to determine the extent of its murket area. Based on the results, priorities can be alt,ached to the establishment of the branch librar/es. Basic library services to be provided in the Central Park Library and in ali branches incluck:: Children's Services Young Adult Services Adult Services Rcfcrcnce Services Staff Support Sel~ice~ In addition, the Library Task Force has established the following priorities for additional collcctiom, services and facilities: Computer Usage Business Reference Senior Services Homework Centers Young Adults Special Program Rooms Audio Visual Discovery Room for Children Local History 5 FIGURE I POSSIBLE BRANCH LIBRARY SERVICE AREAS '20. NORTHI~EST ~ BRANCH --" AREA "' "ORT.R^ST 24,110~ BRANCH Pop: '''~ AREA "/ I~ 12~ $00 1.11 20.04 - ,12 $OIITHNEST .:.--gRANCH AREA Pop: ': * '** : .... ': "'*; *' 32,702 21.02 1990 CENSUS TRACT BOUNDARIES IV. TIME TABLE ~i~mc ~. ~.~.~.. -,, ~ Y y s~g or sum~cr 1994 Wi~ it. ~e . ~-~, ~wu~ ~ ~ O 'Ye ~ ' ' ' ' -. ~r ~e Cen~l ~;~- ~ .... . ~ , ou~ ~ a ~l coupon. de~',,,~e whe~ ~ not ~ ~ ~d~ ~ ~ ~e ~. A sch~ule for o~g ~d o~g ~ch ~es c~ ~en ~ cs~b~sh~. ~e fm~d~ ~es av~able f~ U~ development ~ ~ a mnj~ f~ ~ we~. Given ~s uence of even ' ' 7 CHAPTER 2 PROFILING THE COMMUNITY Public library services and facilities axe successful only to the degree that they match the [ibr~t~ nee, ds of the comm~lnlty. With only a few p~limirtary statistics available from the 1990 census, the following profile must remain tentative. I. ASSUMPTIONS The following assumptions a~ considered basic: · Population growth will follow current projections reaching about 178,000 sometime between 2015 and 2020. · Demographic characteristics will continue to follow current trends accentuating younger families with school age children, higher than average educations and better than average family incomes. · Senior citizens and ethnic minorities will continue to ma~'e up a significant part of the City's population. · As the local industrial and commercial employment base expands, an increasing proportion of the population will be employed in Rancho Cucamonga or its environs, · Changes in zoning, ns represented by the current General Plan, will be very limited and will not precipitate major medifieations in land use, particularly that affecting residential areas. · Annexatioo. s 1o the City will be limited to thc current sphe~ of influence and will not trigger unforeseen development of large scale residential areas beyond · The etment ~stem of streets represent the basic grid for internal circulation and will be subject to only minor modifications in the future, except for completion of the proposed Foothill Freeway (Route 30). Some changes in local traffic patterns will result from the widening of certain thoioaglffares and/or their extensions. · Library service in the future will be provided by the Rancho Cucamonga Public Library's Central Park Library and such branch library facilities az may be deemed appropriate. 8 · The citizens of Rancho Cucamonga have expressed strong support for a higher level of library service commensurate with their needs. · Adequate public library service is an indispensable component in the distribution and preservation of knowledge essential to democ~cy and the public welfare. II. FINDINGS · · ' While a somewhat longer list of findings could be amassed, the following are considered the most relevant to the Library Master Plan. A. The Community 1. The City includes the three fairly distinct communities of Alta Lorna; Cucamonga and Etiwanda which combined to form the City of Rancho Cucamonga.. 2. The population has more than doubled since the City was incorporated in 1977. Numbering over 100,000 now, the build-out population is expected to reach more than 175,000 soon after the year 2010. 3. Median household income, which is one of the indicators of potential library usage, is now above $42,000. This sm'passes that of the average for San Bernardino County, Riverside County and Orange County. 4. Currently, retail and cornmercial activities al~ concentrated mninly along Foothill Boulevard. A future node of large scale commercial and retail development is planned between Arrow and Base Line east of Rochester. However, this is intended to be a major regional shopping center attracting customers far beyond the boundaries of Rancho Cucamonga. 5. Industrial zoning, characterized by industrial parks, general industrial enterprises and heavy industry extend south of Arrow Highway west of Haven and south of Foothill east of Haven. The large acreage zoned for industrial and commercial development should translate into an increasing number of jobs permitting a higher percentage of the workforce to both live and work within the City. 6. The unincorporated area within Rancho Cucamonga's sphere of influence runs along the northern city limits into foothills where topography, flood control requirements, the existence of the San Bernardino National Forest and other similal' conditions will weigh heavily in future development. Most parcels of land in this area suitable for residential use are lilc¢ly to be zoned for low and very low density housing. 7. The major streets and highways foim a fairly regular and consistent grid. Internal residential streets follow typical residential tract development pauexns in much of the City featuring a limited number 9 of access points to adjacent arterials. This is particularly evident in the newer planned communities where streets tend to respond to terrain and the desire to create more atu~ctive residential sites. Arrow. Highway, FoolhiH Boulevard, Base Line and 19th StYe the most unportant east-west arterials. Vineyard/Carnelian, ArChibald, .,Have~). Milliken, and Etiwanda are the principle north-south momugntares. The San Bernardino Freeway (I-I0) is located about 1 mile SOUth of the ~ ~imiLs while 1-15 passes along the eastern boundary of the City. In the near future, the Foothill Freeway will pass through the no,h-central part of the City between 19th Street and Banyan. 8. Children in Rancho Cucamonga are served by four separate elementary school dislricts operating elementary and junior high or middle schools. High Schools are the responsibility of the Chaffey Joint Union High School District. A growing school population continues to ~ a demand for ~ttel!~ional elementary, junior high and high schools; at least six are now in some stage of planning or construction. 9.. Charley Comm~Rity College is located in the northeastern pan of the City. It is a dynamic and influential institution for both the City and the western portion of San Bemardino County. The curricula is responsive to local needs and supportive of vocational as well as academic goals of students. The College is an important partner in any entexprlse concerned with education. 10. Because they usually r~present the focal point of a community, the location of neighborhood shopping centers are of special interest to planner~ of llbxary service facilities. This will impact site selection for branch facilities. B. Census Profile Preliminary 1990 census figures released by the U.S. Census Bureau are incomplete but begin to provide some insight into population characteristics. me general percepuon tl~ a target titan average number of children hve m the City of Rancho Cucamonga. Fully 25.1% of the population are between the ages of $ and 19. This is a higher percentage than that shown for either the County of San Bernardino or the State of California. Justification is thereby provided for the Library Task Fo~e's emphasis on library service to children and young people. The need for convenience of library facilities for members of the workforce is under~cored by the fact that 58.3% of the City's residents are in the age group 20- 59 as compared to 54.1% for the County and 56.?% for the State. By contrast, the City has fewer than the average number of residents over 60 years of age. Where~ only ?.3% of the City's population is over 60 years of age, 12% of the County's population and 14.2% of the State's population fall into this category. l0 FIGURE 2-1 ESTIMATED POPULATION FROM 1990 CENSUS FOR PROPOSED BRANCH LIBRARY SERVICE AREAS - Pop: Pop: . 9,318 13~032 " P~-~k I. 0 ! _ _ Pop: 20,04 Pop: Pop: ; 3,675 19,519 20~311 20.0( ._~ Pop: ' Pop: 22.02 18,2081 ': Pop: t :... --'6~443 Pop: 1,298 1990 CENSUS TRACT BOUNDARIES 11 TABLE 2-1 AGE OF POPULATION A COMPARISON OF 1990 CENSUS FIGURES FOR RANCHO CUCAMONGA , SAN BERNARDINO COUNTY, AND THE STATE OF CALIFORNIA From Preliminary Census Figures AGE GROUP RANCHO SAN STATE OF CUCAMONGA BERNARDINO CALIFORNIA 0 - 4 9.3% 9.7% 8.1% 5 -14 17.7 17.0 14.1 15-19 7.4 7.2 6.9 20-29 16.5 17.4 18.1 30-39 21.2 18.0 17.9 40-49 14.2 11.6 12.6 50-59' 6.4 7.1 8.1 60-69 4.2 6.3 7.2 70-79 2.3 4.0 4.7 80-84 .5 1.0 1.3 85+ .3 .7 1.0 100% 100% 100% Source: Census of population ~nd Housing, 1990 Summary Tape file 1 C. GEOGRAPHY AND TOPOGRAPHY Geography phys an important role in the planning of library facilities. Rivers, hills, canyons, and other promine~lt features tend to form barriers and thereby fragment a city's population. Follamstely, Rancho Cucamonga is f~e of most such problems. With the exception of the Red Hill ar~a, most of the City lies on a tilted plane with only minor topographic intrusions. Most of these occur in the northern pan of the City as it moves into the foothills of the San Gabriel mountains. While the anvil-shaped City presently contains approximately 36 square miles, future almeltations m~y incl~ase this to about 52 squa~ miles. From east to west, the average city-limit to city-limit distance is about seven miles. Measured from north to south, the average distance is slightly less than six miles. However, because of boundary configuration, the distances are grea~ in the northern pan of the City, D. TRAFFIC AND FUTURE ACCESS Access time, convenience and safety are all associated with librar7 facility location. These factors are, in turn related to traffic volumes. Recent studies reported by the City's Traffic Engineer anticipate that the Iraffic volume can expect to grow 12 .~de~r°~Y__duri~ng II~e ne., .~- ....... ,..~:es this may m~ ~ ~ ~ ~ ? aa ,.ucL~_~ m ~'~:~. thorou-hf~es will ~ esp~i~v c ' ' ~ ~ ~ library facili[ies. Driving times ~e ~most e~ lo ~e as Ih- -- ....... While view~ ~ ~ ~set for Comm~, ~e C~)I v . ~ ~ Illt~ .... . . -~ ..... · · - Illflellon ~ ~ c~,~ Ill Freeway ~y m~se congesnon OR ~' f~ inl~$es. I ~at~ons for hb~ f~ues ~a~ ~ght ~fom, constd~ss~ble ~llen~ musl I~ given ~c role of ~fic ~ chasing ~ f~ l~li.,s' 13 CHAPTER 3 PLANNING A LIBRARY SYSTEM FOR RANCHO CUCAMONGA · s,-. -L'---~-~ c-°~m-~m' m:. q' wmcn roC.l. Utrcs m.¢ p~anning of moro than one li facili It~ y,,, ¥,~po,~ o~ mas chapter to explain such a system and to e~tahli~h ,^li _b)'~_~.,_ .~.. ,. s for tlae various proposed facilities. - .......... ~Jm~ ut mc gmacmac$ I, FORCES WHICH WILL SHAPE THE FUTURE OF THE RANCHO CUCAMONGA LIBRARY Planning facilities for the Rancho Cucamonga Public Library requires a knowledge of the forces which will shape its fulure. A review of some of the more imponam of these may be helpful in providing additional perspective. A . DEMOGRAPHICS Successful libraries are those which relate best lo the people they serve. This requires a continual evaluation of the demographic trends for populalion served by each library facility. These trends must then be imerpolated in terms of library colleclions, services and facilities. From childhood on, res/denis of Rancho Cucamonga will find that the doors of the Rancho Cucamonga Public Library open on to the most important free resource for continuing self-education available in this City. Over the nexl two decades the population of Rancho Cucamonga is expected to grow by about 25%. Library facilily planning must therefore, assume lhat in twenty years or less the number of potential library users will increase by at least the same percentage. Even more important, perhaps, than the increase in the sh~r number' of people to be served are the projecled changes in demographic characlefistics. While the population will generally be growing older, ~here will still be a very significant number of children. Rancho Cucamonga libraries must give exceptional attention to meeting the special needs of children. Children, for instance, are apt to continue to rely on the public library for both sludy materials and for leisure lime reading. Their world of interests is growing by leaps and bounds; so must the ]~,~collections and services provided by the public library. 14 With the bulk of Rancho Cucamonga's population between the ages of 20 and 59, particular attention must also be given facilities and services relevant to family life, careers, consumer education, and the broad span of adult interests. Generally speaking, this segment of the population has the least amount of time available for outside facilities, therefore must be especially convenien~,~-'L-'tk"ewise, library .-. collections, and services must be germane .to adult interests' and ' COBcerns. - · Furthcr, the Rancho Cucamonga Public Library must help users cope with the rapid changes occurring as technology revolutionizes the work place. The prediction by futurists that the averagc worker will changc careers three to five times during his or her working lifc seems realistic in the light of technological advances. Moreover, with fewer pcople in the workforcc, and the possibility that the retirement age will be advanced bcyond age 65, many will choose to continuc working well beyond current retirement agc. The increasing popularity of entrepreneurship foresecn by Eric Tofflcr and other futurists will trigger additional career changes. These trends place a premium on all educational facilities including public libraries which participate in vocational guidance and job training, either formally or informally. Training for career changes in this context places new emphasis on individualized learning, a role uniqucly suited to the public library. Although Rancho Cucamonga's older population is relatively small in numbers, the Library will need to focus on thc interests this group hold~' in common. Some will choose to remain in the workforce, and may seek new careers utilizing previously unused talents. Others will be concerned with matters of health, hobbies, travel, housing, insurancc and similar topics. The Rancho Cucamonga Library will be challenged as never before to meet this variety of nceds. If thc Rancho Cucamonga Public Library is to respond to thcse trends, it must provide convenient library facilities well-stocked with appropriate collections of an increasingly varied nature so far as subject matter and type of media are conccrncd. Along with this, the Rancho Cucamonga Public Library will need staff trained in a varicty of disciplines to match user interests and needs. Facilitics must be flexible in design allowing them to improvc markcting capability and to offer more opportunity for individual lcaroing. It appears tha! there will be an increased need for library meeting facilities where a wide varicty of library and community relatcd programming can occur. B. TECHNOLOGY AND THE LIBRARY The public library of tomorrow is already being changed by a growing list of technological advances in the field of communications. In fact. some observers predict that the new technology will soon make the public library of today obsolete. However. this appears overly pessimistic and fails to consider the many unique roles played by the public library, including its historic place as a friendly, neutral institution where a person may pursue any interest at their individual pace and convcnicncc. In addition to their value as sources of information and recreation, public libraries have long since 15 demonstrated their importance as an effective component of education and culture. Moreover, they are social institutions satisfying an essential human need for individual and group contact. The neutrality and convenience of public libraries seem to underscore their value as well as earn them a pivotal place as a major community center. The proposed Rancho Cucamonga Central Park Library is a case in point where the Library .will be a focal point of an entire cultural and recreational complex. Future branch facilities..should .be=Jlocated for equal prominence in their respective neighborhoods. In spite of speculation by some observers, automation and the ubiquitous terminal are not likely to replace public libraries any time in the foreseeable future. Instead, electronic technology in all of its forms will serve as tools to enhance collections and provide a broader scope of services. For instance, electronic information technology will be the basis for the Electronic Information Network proposed as a means for the Rancho Cucamonga Public Library to serve the information needs of local business and industry. Likewise, technology enables public libraries to reach users who prefer electronic media and who otherwise, would not use the library. Electronic information technology also provides another means for meeting student needs from pre-school to graduate level. Automation is welcomed by public libraries because it comes at a critical moment when libraries are on the verge of being drowned in the sea of information that is the legacy of the continuing explosion of knowledge. With automation, libraries can successfully manage the flood tide of information which might o~herwise have inundated them. As the variety and number of automated data bases and textual retrieval systems grow, access for all but the most popular resources will need to be centralized, just as larger print and nonprint collections in libraries supplement the small collections in homes and offices. This is illustrated, especially, by the advent of the CD/ROM technology and the multiplicity of uses already introduced to libraries in its brief lifetime. Moreover, as any number of observers have noted, in spite of their exceptional capabilities, computers lack the convenience and visual satisfaction afforded by a book. While mountains of raw data can be created, impounded, manipulated, and accessed by a computer, it remains doubtful that many people would prefer reading the latest novel or popular nonfiction title from the face of a video monitor. Individual readers, therefore, seem unlikely to substitute a terminal screen for the convenience and pleasure of reading a newspaper, magazine or book in its original form. While it must be assumed that library collections may be accessible by computers in thc home or business, print is expected to remain thc primary means of conveying the bulk of daily information. Libraries, then, must expect that the facilities of tomorrow will continue to contain masses of shelving as well as a significant number of terminals. Other forms of electronic communication such as electronic mail and facsimile transmission arc also impacting public libraries. As the equipment improves and becomes less costly, libraries will find many 16 uses for these children of computer chip technology. Here lies the solution to thc age old problem of transporting information accuratcly and almost instantaneously. The lengthy delays once experienced in moving printed formats between locations to satisfy urgent information needs are no longer inherently necessary. Bolstered by new generations of optical scanning equipment, FAX machines transmit printed information almost instantaneously. This rapid electronic transmission of hard copy is becoming-commonplacc among busincsses and FAX machines may soon, be as prevalent in homes as thc telephone. Elcctronic mail and the FAX machine will be essential equipment for the Ele..c)~ronic Information Network for business and industry. Likewise this equipment will specd filling interlibrary loan requests and responses to reference questions for Rancho Cucamonga residcnts. Such technology will play a special role in the management and operations of Rancho Cucamonga's branch libraries providing for a higher level of communications than heretofore possible. Video technology will also impact thc Rancho Cucamonga Public Library. Although the consequences are less obvious than those of automation, satellite transmission, cable TV and dish antennas all hold promise of new communications worlds to bc opened by thc Rancho Cucamonga Public Library to the public. While the private citizen may choose to have cable and even a dish antenna in his residence, few will have the time or opportunity to consistently monitor and tape for later use thc important programs available on global television. This task is one which can be assumed by the Rancho Cucamonga Public Library, tailoring its efforts to the known interests of the local community. Vidco technology will havc many other ramifications as a library tool. Not the least of these will be to compile and prcservc a visual record of contcrnporary life for future refcrencc. Already, video taping is supplementing or replacing the oral history tape so valuable for documenting local history. This aspect of technology has special relevancc for developing the rcsourccs of Rancho Cucamonga Public Library's local history collections. Given the magnitude of technological changc,~ its significance for the Rancho Cucarnongn Public Library's mastcr~ plan can hardly be overemphasized. The Central Park Library and, in the future, branch library facilities must bc designed as flexible structures fully prepared to accommodate an ever-changing tide of electronic communications rcsources and equipment. Successful operation will ultimately depend upon the ability to adapt to new technologics. Design, therefore, must allow for virtually unlimited cxpansion of power and communications. It is within the context forces such as these, that Rancho Cucamonga's library facility planning must occur. Given sufficient financial nourishment and competcnt, inspired leadership, the public library will continue to serve the public as one of our nation's most unique democratic institutions. While demographic and technological changes will inevitably alter thc Rancho Cucamonga Public Library, they will not makc it obsolcsccnt~ the master plan is followed. 17 II. THE LIBRARY SYSTEM CONCEPT Library planners and adminiswators have long recognized the importance of the system concept wherein each facility and the services and collections it offers is related to all of the others within the same jurisdiction - and beyond. After wcigh/ng the population, demographics and other factors relevant to Rancho Cucamongn, a three tier system proposed. At the top of the system pyramid is the major head uarter res is represented by the Central Park Library Beneath it is th- - iq' s/..om'ce library libraries designed to provide a given ' ~ ~ona ua' cons~sung of branch level of collections and services to a well-defined community composed of a collection of neighborhoods. The third tier would consist of other types of extension services such as outrech to pre-schools, convalescent homes, hospitals, and other special groups and institutions.. Lib .r~ries in each ti.er will have designated objectives. Collections, services, hours of co . . ,~ ~v~u r..acn tranch li facili i ' urse, be designed to fit Its ow ........ : ....... ~ ty tself will, of collection slrengths ,, ,-~,~mumsy semng. Branches may develop individual and/or services that are needed in the pan/cular community, but shared with other libraries in the Rancho Cucamonga Public Library system. Through membership in one of California's Cooperative Libra~ Systems, the Rancho Cucamonga Public Libtm'y can gain access to the resources of other libraries. While these systems vary in the/r resources and offerings, expanded interlibrary loan and extended ~f~ ,e~. n?e.,services are commonplace. Membership will also cnabl* ,s~,. o ~_ ___ ruouc L,wrary to benefit from ~,ro;ec, ,~,--- -~: ........ ~...~,~ .,,,,~cho Cucamonga through r ~ · s,~u~ cusmvu~,,a ny me ~alifornia State Library the cooperative Iibrat~ systems. The resources of the libraries in San iou . e. av _ ble ugh the land '-i Ba.na Uno r"'s~luma-zreo m/~amaena, ~e Mem-~v, ',o,, ,.~...._~.: .... P brary System. _~..li,~ ~x,p~;~isuve t.,lorary system, Comprised of 33 municipal Iibrafi. es in the greater Los Angeles ea ffa. a vari programs to meml~er~ extendin,, f~,,, ~.----- ~r io ~ .ety of resources and ~, ,-, · ~,u~ua on me east to Oxnard m the west. IlL THE LIBRARY SERVICE AREA Basic to the library system s,lructure is th_e. concept of the library service area. retail cousins, libraries have m~rket ~ called library service ~ These Like their ar~ defined as the areas from which come approxim,~_~ly 7:5% of a branch library's users each year. Most of these users will live within 10 minutes travel time (at rash hour) from the facility. The distance is det~mined by a variety of facwrs which include the "drawing power" of the library as represented by the strength and variety of its collections and services, and its accessibility. The laver, of course, r~lates dirocfly to ease of access, traffic, and the provision of adequate off-slreet parking. A circle enclosing an a~a approximately 3 to 4 m~.les in '.di~neter is ~often .u. sed to suggest ~he approximate locale that will · · p, mn_ e service area. ~a.iodic studies of ,~- ,:~--- ...... - -._ fall vnthm the aefine the actual library service a~a and t~'~l,-u~,~s'~oY~,s, ~a~..~_wl~.~g _power are required to better -~,-~,~ m,y ~ml.~ I/iai may ocCUL While the Cenlral Pal'k Library, acting as the City's major resource library will serve all residents to some degree, the broach libraries in the second fla. will concentrate on meeting the needs of a more limited usa. group. While branch collections will be smaller, support from the Cenual Park Librm-y will be quickly available. The number of branch libraries needed in Rancho Cucamonga was studied by the Library Task Force. It was agreed that tlu-ee branches will be needed. Their locations were determined as serving the Northwest, the Southwest and the Northeastern quadrants of the 18 City. In addition, an Electronic Information Nctwork headquartered in thc Central Park eL~l~te0dUlf~nSe~s~.c~e~le~s~v~e~oUrS~U'y a~l.d bus~e_s_s. This corresponds with f'mdings p nscal year 1989-90 by the California State Library for 13 municipal libraries serving populations ranging from 100,000-135,000 Indicate that they each maintained an average of 3.0 fixed outlets (branches). These cities had an average population of 115,812 and incorporated areas averaging 30.66 square miles. Two cities, Pomona and Escondido (which is planning up to 3 branches) presently maintained only a single library while Berkeley with ,6 and. Orange with 5 branch libraries exceeded the average of 3 outlets. From this evidence it appears that the number of branches increase in most cities as they grow in population and area. (The City of San Bemardino, with a population of 159,900 and an area of55 squarc miles m~iutains 5 library outlets; Glendale, with a population of 174,800 and an area of 30.59 square miles has ? library branches.) 1V. LIBRARY SERVICES Recognizing their mission is to serve all segments of the community, and all age groups, public libraries generally consider certain services to be absolutely basic to that commitment. Each of these services involves collections of library materials, user accommodations such as sealing, assistance from uained libran] and support staff, and a variety of equipment which grows in quantity and complexity as the electronic communications revolution continues. These services may, or may not be physically separated in the library building. A. Services Considered Basic for All Public Libraries The following services are generally considered basic, whether the library is large or sm~ll in size: Children's Services including S~otytime Area Young Adult Services Adult Services Reference Services Staff Support Services In their most elementary form, these services involve a collection of library materials (mostly books and other printed f,~mats), user accommodations (seating) and limited staff. B. Supplementary Library Services As library services and coliections become more sophisticated and extensive, they involve larger and more varied collections including non-print materials and elecu~nic information access. Programming for target groups such as children and young people occur. Special collections and services are added to meet the interests and needs of particular segments of the community. The Library Task Force has prioritized the following list of acklitlonal services for the Central Park Library: Computer Usage Busines~ Reference Senior Services Homework Centers Special Program Rooms Audio Visual 19 Discovery Room for Children Local History C. Library Space Need~ As ~hc services expand, so do begin with minimum library facility space requirements. Typically, many spac9 needs.but gradually require more room as collections, services and usage grow. L~kewise, additional space must be provided for library stuff to assist users and manage the collections and services. The amount of space required for these services depends upon the and other variables which must be programmed based on ~ae~nOemUnts of equipment, number of volumes, number of seats, emographics. V. THE CENTRAL PARK LIBRARY · ~ .... Ly y me ~lty. It must be an integral pan of any master plan ~or norary serwce m the City. The Central Park Library will serve as the headcluaners ~ele resource center for the branch libraries and any other outlets that might be developed in future. The location of the Central Park Library is pivotal in the consideration of possible branch library service area. While the Central Park Library will be prepared to serve every resident of Rancho Cueamonga, its primary "market area" will be somewhat smaller. Although a main library may draw users from a wide area, including residents from outside the City, a large percentage typically live within three miles or less of the Situated at the juncture of Base Line and Millileen, the Central Park Library is at one of the important crossroads for local traffic. Given a building blessed with high visibility, easy t.~ _P~r~king_L,. ~"ge' n.u..mbers of !ocal residents are expected to use · .,. -,a~.~va~;m o, me ~.enmu rare: ~..lorary mazes it reasonably accessible to all of the City's residents. This is particularly true of the planned communities such as Victoria and Te~,:a Vista whose residents are expected to be very heavy users of the Library. Proximity tO Chaffey College encourages above average use of the Central Park Library by coliege students including those taking courses in the evening hours. °-f- 9- L ty ost,us_ t the Cen X.ib - include the nor w . mwv~L an~ me nortlleaSL In a~:lltioll to distance..~-- ---:~ - ~ . est_ the ..... , u,g rcaments or mese areas may think of themselves as being separated by other barriers such as the multiplicity of major _e als,. and the futu .. V..oo prLe_ way. Those li, ing south of Poothin ma ' . uu~geonmg comme~;uu cnsmcts o,-* ...... ~ ......... y conslder the access. , ..... ~amp~gxga aha heavy m~ustry to be barriers to easy Recommendations established by the Library Task Force for future branch libraries and made in this master plan assume that the service area for the Central Park Library will follow patterns common to most facilities of this size. However, the actual drawing power of the Central Park Library must be established by appropriate usage studies after the Library has been m operauon for a year or more. Such studies will indicate those areas of the City whose residents use the library least Weighed against population numbers and demographic characteristics, this data will then become an important factor in determining the priorities for future branches including their location and size. 20 VI. THE CENTRAL PARK LIBRARY'S COLLECTIONS AND SERVICES Before leaving the subject of the Central Park Library, it may be helpful to summarize the collections and services to be provided in this facility. Acting as the resource and headquarters library for the system, the materials. In fact, walking into the newCentral Park Library will provide a wide range of Rancho Cucamonga Central Park Library will be an unforgettable experience .of discovery and excitement The ability and capacity of the Lib~ry to deliver traditional library services has been enriched and expanded to embrace new services tailored to the specini needs and interests of Rancho Cucamonga residents both now and in the foreseeable future. While the Central Park Library is designed to meet thc standard of 3 volumes per capita, the r ,~, ~,~ ,~u~ ~m ormg uus tota~ to more man 600,000 volumes including all types of media. This represents a collection of more than 3.4 volumes r ' exceeding state guidelines. Through electronic inform,~inn ......... .p.e. capl.ta, .......... ~y~¢ms ano mpm oeavery me Libra~ will be linked to other resources in the region, and beyond, Seating will be avail.ab!e for more than 600 people, using the guideline of three seats er thousan popmauon. A variety ofmeefino mo--- --~ ........ P d ~ ,,~ ,u~a spec~ areas wm eventually contnin space for another 600. When fully expanded within the original smicture, the Central Park Library w.ill, occupy approximately 128,000 gross square feet, exceeding somewhat the State's mlmmum guideline of ~55 square feet per capita. The details of the Cenu-al Park Library are described in the bnilding program and adopted by reference as part of the Library Master Plan. VII. BRANCH LIBRARY FACILITY GUIDELINES While branch libraries provide services to all segments of the populace in the service area, ithnce~ina~.oPn.~Cn~no~]Y~J~f~l__~_~.~e~ '~Ung the .needs of .c..hildren and o. lder adults who have less , ~,~.,.u~,y or ~om~y to use me ~n liorary. The size of each branch library b~ldin, g. should, be determined by the collections, services, ro space, and ordered m a pamcular facility, based on the following guidelineS,p gram staff A study of pertinent data suggests that three areas of Rancho Cucamonga are most likely to be underserved by thc Central Park Library. This lrmding was confirmed by thc Library Task Fome which idenl~ied the service arc~ as being located in the northwest, southwest and northeast quadrants of thc City. Thc ulfmate need for any, or ail of these branches must await usage studies undertaken after the Central Park Library is in operation for at least one year. It is imperalive that a strong headquarters library be established and opera6ng before consideration is given to any branch library except that the City may wish to procure desirable sites as they become available to preclude having to settle for a lesser location later on. Further, the order in which the three possible branch service areas is discussed is not intended to suggest anything more than a very tentative priority. In .p.l..a~ning future branch libraries for the City of Rancho Cucamonga, the following gmoeimes are recornrn~ndecC A. Service Area Population Unless there are unusual factors, the service area population for each branch should number 20,000 or more. This is based on factors such as urban density and the critical rn~s of potential users needed for cost effective operations. Smaller service 21 area populations are usually associated with ccial si ' features, railroads, maior free ...... .~ _..__ sp . tuan_ons where topo vhic -,u..~.~c Wlh'l ~CCeSS, OF all island of residences cxis~luc to incompatible land uses or unique demographic characteristics create a situation with special needs. B. Criteria for Site Selection The location of a'U ' ry rac ty, he'th,4'a.main or a t ch l? rY, is a major determinant in the success of the project. In this regard, libraries are very similar to retail facilities in- ~ of their location requirements. Both depend upon sirnil~r criterio ~- -----' ..... '~ ~ ma-~m~ze utilization such as ease of access to the greatest number of potential users, high visibility, positive identification, adequate off-street parking, and congenial neighbors. Both types of enterprise profit from being a pan of a "magnet site" wh/ch draws people for a number of compatible reasons. .Because of this, branch libraries locauxl in store front buildings or adjacent to them tn neighborhood shopping cenmrs out-perform branch libraries located elsewhere. This is because the successful library, like the optimum retail outlet, depends upon marketing convenience to attract customers. Described below are the major criteria that planners and librarians have found to be hallmarks of the most successful library locations based upon cost-effective library operations, i.e. greatest usage for dollars spent. 1. Easy access. The site must be as easy to enter and lear neighborhood n~,'ket or bank. Ira--':.-:-: ........ e as the l~u~,~t m mis criteria is tile perception that access is safe as well as easy. This cardinal requirement of convenient access is usually met by placing branch libraries at the crossroads of major local .arterials frequented by the resid, ents of. the branch library service area L°canng a branch off of such mutes ls c 'mi,; ...... ,' .... ' ~ tO ri · ,La u~c. out;il sites are often best identified by successful neighborhood or community centers featuring markets, banks ---, --- ...... shopping upon by the local population. ~,,,, ,,mcr shops xamihar to and depended 2. High visibility. The library location must be highly visible and easily identified as a branch library site. People need to know and be able to recall where the library is located. Therefore, a library location which is passed fi'equently as a pan of an individual's normal routine is most likely to be remembered. Moreover, thc site should permit the library building to be easily identified and serf-advertising. 3. Compatibility with adjacent .land uzez. The branch library site should ~ an integral pan of a "magnet' site ara'~:fing le branch library service area x~ ......... _ poop fi'om the entire --' . .' '"rely p'cople preler, or are co curcumstances.to comoine me~- ~ ..... - ...... repelled by .~ ,, u~p~, to me lmrary with other errarlds. The more convenient this proves to be, the more often they will come. If existing land uses preclude such a site, a location immediately adjacent to and ' easily reached fi'om such a community magnet is acceptable. 4. Su~cientoff-streetpariing. Sufficient off-street parking is mandatory for maximizing branch library usage. The California State Library recommends that 1.5 square feet of land be provided for parking for every square foot of building. Thus, a 10,000 square foot library will requ/re 15,000 square feet of off-street parking. 22 $. Sufficient land. Regardless of its other qualities, a site cannot be considered tmiess there is sufficient space for the library building, parking, landscaping and required set-backs. Sites that are too small force unf..o?tunate compromises in design, internal functional relationships, parking, landscaping, etc. 6. Topography and soil condition~ Relativel flat site to build on and therefore ...... ,,. ', _. [Y s are less cosily · ,,,. ,ut u~uatay preteraote, l-~canons with gullies dr .s._h~?.rises will be more expensive to convert to a bulldin · . land rormations, poor draina~,e ~:~- ....... g .s?e Unstable o-, ,ur~l water taotes, ancl similar conditions should be avoided where possible. 7. Hidden obstacles and toxic wastes. Unless dealing with virgin locations, sites need to be explored carefully to determine whether there are hidden obstacles or toxic wastes. These can prove difficult to avoid, expensive to remove, or nearly insurmountable impediments to construction. 8. Availability. Not every desirable site is always available. Multiple own?ships can lead to long, complicated and cnsfl ne ' ~em~n. gly orphaned location ma~, "rove .A ~. .... Y. gottations. A oy a developer Tides can - : ~ .,o.u~,me ~ey to mteusive planning cannot be take~ for gran~LProve excruoat~ngly entangled. So, availabilit~ 9. Cost. There is no accepted formula of site cost as a part of total project cost. setting forth a reasonable ratio This must necessarily vary from one instance to another. However. cost alone should never be the sole criteria. Much, much more important is the long ~rm effect hav. e on the volume of library business 'r~ ...... : the.location will anaooeredw, th ~,..~,,,,~,~:~_.._..._., · -',~.~ato, construcung, o nih · ,,,~.uy me same whether it Is in an excellent location or a poor one. But the unit costs of operation will be decidedly different. Excellent library sites maximize the number of library users and minimize unit library costs of operation; poor locations yield fewer users which, in turn, result in higher per unit operating costs. 10. Undesirable Sites Over the years, e ' ~' · . e has demonstrated that certain locations are suffic,ently defe~fix~t~en~ to be considered undesirable. On the sm-face, such sites appear to be a ~b~n. oCuhs,_li ~b~'arY..Ho, w.,ever., in practice they have consislt~n~si choice fora ou~y tmwea. Lmr'anes located on such sites have bceYn proven to be significantly less effective than those located elsewhere. Three such undesirable locadous are described here: a. School Sites t a ,lo e physical rel, ionship between aorary tacmt~es would enco ee u~e --:-:-- - sch. ools and urao_ -~, ,.aaca are often urgco to locate branch libraries in a school or on school grounds. This suggestion has been followed many times, and almost without exception proven to be a sad mistake, especially for the public library and its users. The few exceptions are limited to extremely small villages where no other option exists. 23 The reasons for failure are many: For one thing, school sites are selected for entirely different reasons than branch library sites. Convenienc~ to the adult users and adequate off-su'uet parking, for instance are seldom, if ever, a consideration. Of paramount /~- ~, ~;ucn~le mat must Ima its way to the assigned school regardless of its location. Moreover, schools s only a parUcuhr segment of the popniation. Therefore, they ~r~enrVo~ a"magnet" for the rest of the community. On the contrary, in case after case, older young people and adults including seniors are uncomfortable on school sites for a variety of reasons, and therefore avoid use of public libraries when located on school grounds. In addition, there are numerous operational problems. Books suitable for adults should not necessarily be available to children. Staffing becomes a problem: assistin ad ' {ibrarian's . ... . . g ults ~s not a school responsibility, an mumate knowledge of the curricula and providing support for it arc not thc responsibility of public librarians. b. Residential NeighboFnood Branch libraries located in residential surroundings tend to have limited service mr. as because their visibility is usually restricted to the irnrno~liate neighborhood. While convenient perhaps for that particular neighborhood, rn~ny other potential users find branches in residential areas to be off their regular driving mutes with extra time and effort nxluired to reach them. Incidentally, branches are not considered an unmixed blessing in many residential areas because of the complications of u'affic u~ffl~vSU~_.°n..an.cl..pa~kin.g feared by.residential neighbors. Sites are ,.~my unn~a m s~ze mereby resmcting the amount of building and off-street parking space available. In the final analysis, branches located in residential neighborhoods do not have the same potential for lm~viding for cost effective delivery of library services. c. Neighborhood Park Neighborhood parks a~ sometimes suggested as a desirable location for ,a__ ~l~?ch.libr~. becaus?, they are Seen as quiet, restful places , · ~the lano xs an'eaay owned Uy the junsdicuon, children and adult~ frequent parks, and sometimes meeting rooms already exist in recreation buildings. Unfortunately, proponents do not realize that the use of parks and recreational facilities therein are not closely related to library usage, much of which occurs in the evening hours. Compared to neighborhood market places, most parks are used regularly by only a fraction of the population. Moreover¥ .pe~. pie are often drawn m parks for a specific purpose such as pakicipation in a particular form of recreation or a special event. Many of theso activities am seaso-~ '-- · -- . Hrnited use during, ..... ~, .,._ .._ :,.,../waving most par'~s ~, t,~,,., us mc year. wlme many people view parks 24 as friendly places during the day, they may avoid them in the evening because they appear dark, lonesome and somewhat forbidding. Parents who would have no objection to their youngstex~ playing in a park during the daytime are likely to restrict access to the same park at night, even if a library is situated somewhere on the grounds. Occasionally, .h. owever, a park site is established as a desirable 1.o~..at!.on _for a.~i...brary because it meets the primary librarv site cn.tena, l~mcno ~'ucamonga's Cenwal Park Library site is a c~a.~ ~ point. The chosen location is deskable, not because it is in Central Pa~but because it meets these essential guidelines: ~ / i. There is easy access from two major arterials, Base Line and Millilcen which fon'n a crossroads of importance to the community. ii. The location is highly visible from the two major iii. It is a part of a magnet site consisting of other major cultural facilities. iv. There is space on the site to provide adequate off- street parking v. Zoning anticipates neighborhood commercial development opposite Base Line and Milliken, which will stimulate further exposure. vi. Taken together, the neighborhood commercial development and the other cultural facilities planned as neighbors for the Cen~al Park Library constitute a significant "magnet" which will draw potential users of all ages for a variety of reasons. Site selection for branch libraries should be a positive action based on the evaluation of potential locations against established criteria related to library performance. Where libraries are located becomes a major determinant in their acceptance and use by the public. Since the capital and operating costs fora .... library facility ~ virtually the same regardless of where the building is located, long-term cost effectiveness depends on attracting the maximum number of users. Therefore, site selection must conform to the accepted criteria of accessibility, parking, visibility and proximity to other magnet facilities. C. Size of the Branch Librar~ .As previously noted, the size of a branch library building should be determined by Its contents rather than by an artificial device such as the ratio of square feet per capita. For this reason, guidelines a~ offered in this section of the Master Plan to assist in making such calculations. Library service areas with the potential for heavier use will require more space than others. Large numbers of children or 25 seniors in the library service area population will tend to increase space requirements also. Such considerations am far more relevant than milos such as .6 square feet per capita which has little basis in fact. D. Collection Space Space for collections should provide room for a m/nimum of 2 currently useful 'volumes per capita (including non-print matt~T/alS~or the r~c~nul ~4 · library service area. To convert ,~,; ..... --- ,,~,~- . ~.~r a,.on m the branch ,,ua oo ~lu/trc Iootage, it is CuStOmary tO use thc formula of 10 volumes per square foot. However, this figure will be considerably p .e. the b..d g when relevo · ~ me anUc~pated number of volumes in circulation and aisle wid~ factors taken into consideration, can be E. Seating Space A range of 3-5 seats per thousand people living in the library service · ~used as a guideline for determirtin,, ,~ ..... ~_ _: __ _ _-_--< --~ area rs usually aeatin does NOT i el,de ----~P~ '" -"'P~' u, sea~. requmxl in a 0~Och library. ,~o,~ng :__, ...... n .... .~a.~a~jequlpment sucrl as computer 'crofor~ · ,-,~,a, mucx tames, etc. Again',~e-number of seats and the t~ating at tables, carrels, lounge seating, special scaring for ch/ldren, etc during thc tionofth ~,,~.~; ..... :) will be refined · prepal-a · ,,,~*,m~ m r - · requirements, a cony ' . . s.p~u_l~__ or purposes, o! esUmaung acc cment deline rs to . sp the branch library gm assume 4 seats per mousand residents in service area multiplied by 30 square feet per Seal This figure allows for table and carrel space, walking space, etc. F. Staff · , ,~.~,atv mc oranch library, vuli-ume equivalent staff, in turn m)ust be sufficient to effectively operate the branch library durin the ho ' · week to the ublic ran ' · -- g. uts It ~s open each p . (B ch libraries should be o ' for a total of not less than 4 _e,~ ~...._, . . ~n.a, _,.mm~. um of 6 days a week · 8 ~ ,,,.,m~o ,,~ usezui gmaeLme tot estimating staffing reqmrements is to assume that one librarian and two support staff will be necessary for every 6,000 people in the branch library service area; at least one librarian must be .o.n ,duty at any given time. A corps of volunteers is anticipated, as well. By mmupiymg the number of FIE staff by 150 square feet, the amount of office and workroom space can be estimated. These figures will be refined, of course, by the building program. G. Meeting Rooms. In addition to the meeting room facilities in the Central Park Library, each branch library must have its own meeting area for library programming designed thc needs of thc local community. Meeting room facilities in to meet branch libraries usually include a special space for children's storyhours and class visits and a separate community meeting room for adult programming A sm~ll kitchen · ' for serving refreshments. The Storvhour ~,~.~. --'-:~ ~-- - ette rs required '~ '""°m may oca separate room or a part of the Children's Rooms which can be separated by a movable acoustical wall when programs are in progress. It should seat from 35-$0 chilch-en and a similar number of parents, In addition, there may be need for a srrml! conference room to seat from 10-20 people and several rooms for tutoring and quiet individual study. Meeting s~ze can be approxirmL,~l using 15 square feet per person. Conference rooms 26 ~dthtu~bl?s r~.,u, ir~ abou_t 2~ square fee, ~ p~n. R~ for ~du~ study H. Miscellaneous Spaces To ~ on ~e ~e ~d~a f~ of 15-~ should ~ a~ ~o ~e to~ ~o~ of · ~ ~ f~ ~ons, ~g, s~f ~d m~g ~m ~co~ons. oy, r~cn~ oI mc ~1~ I~cDons suc~ as a ~n~g ~k ~e ~utique, s~ ~uip~nt such ~ ~mpu~ ~,,,,~u~s, ~foam mac~cs, ~c~on~ ~.~,e~bit c~?: ~liv~ ~m, s~ge f~ suppUes ~d ~, s~ l~Cn ~m ~a ~aene~, e~. ff ~ ~ow~cc of ~ ~d is not mzdc ~ ~e ~ ~c~o~, ~ ~ ~c p~g ~ess it h often n~ess~ ~u~ ~ s~ of ~o~, ~ f~ ~g, ~d o~ cs~n~ clcmen~. I. Conversion of Net Si~ ~o Total S~e ~e ~u~ f~gc estimates ~v~ at for collation, ~g, e~., ~prc~n~ ne~ ~ u~ble, ~ f~ge f~ ~e ~ch ~. ~is is ~c ~ount of space &at ~e ~ c~ ~ f~ i~ ~ons, ~ccs, u~ ~d s~. NOT ~clud~ ~c ~e spaces r~uir~ for such elements ~ w~ls, co~dors, rcs~ooms,/ mech~ic~ ~uipment, cust~ sp~e, telephone equipment ~d elec~c~ ~pmenc T~i~y, ~c~ i~ ~u~ a~ut 25% of ~e ~ bufl~g. To ~ve ~ ~ fi~, &~ ~c ~ ~ ~u~ f~t by '/5%. ~e ~s~t is ~e n~r of ~ f~t ~ ~ ~ns~ F~ ex~ple, ~ 12,~ ~u~ feet w~ ne~ ~ ~le ~ f~ ~e ~, ~ fi~ wo~d ~ ~d~ by ?5%. ~sul~ 16,~ ~ss ~u~c feet, ~cscn~ ~c tot~ s~e of ~e buil~g to cons~c~ ~ is ~e fi~e to ~ us~ in es~fing site requkcmcnts ~d cons~c~on ~s~. ParMng and Site Requirements. Assuming &at ~e b~ch ~br~ must provide ~1 of its own p~ng, site ~mcn~ shoed ~clu~ 1.5 ~. ~ of ~g f~ cv~ ~u~ f~t of b~l~ng ~ess 1~ ~g ~ o~ ~ ~ ~cncc. Us~g ~e e~ple of a 16,~ ~ss ~e f~t ~ng, ~s f~ would requi~ 24,~ ~u~e feet for P~g. ~ ~clu~ ~on ~. A~on~ l~d would ~ n~ to 1~ ~n~ f~ ~t~, ~dew~ ~d l~ap~g, denning u~n Ci~ ~nmg ~d o~er ~ons. Given ~c~ ~mcn~, b~ch hb~cs usury n~m lm2~. Un~ ~ ~n~fions, ~e ~ ~mcn~ ~y ~ m~ F~ insect, ~Z~~_~J~at~ ~ ~ nei~,shppp~g ccn~r,p~g ~y 0.,~ m p~t o~ curly ~ ~e v~ous ~tmi shops. ~ap~g sp~c ~d ~t~ ~y ~ ~ ~ by such a l~fio~ K. Storefront Opera,ion. h is ~toge~ posgble ~at one ~ mo~ of ~c fu~ ~ch ~b~es might hou~ ~ a s~nt b~g. ~ mzy ~ ci~ for ~e ~ ph~ of ~nch development ~ ~ a ~-cnt l~on. Somc~cs ~s t~c is ~ us~ ~ a m~s of ~s~g a p~c~ l~fion. ~ extent ~ pm~d~ ~c ~ nc~ to bund ~c ~ coH~gon ~d to ~ns~ct ~e ~*nent fac~i~. For ~s~ce, a sto~nt h~ ~y ~y o~y ~,~7~ ~u~ f~t ~ ~ ~. ~t~, 27 can either · .xpand into. a larger storefront building when the pressure of collections ~ede~i~g~o~mC~su~C~aVm ~eS'-'ta~---'d-'~°ne bufldin.g designed for branch library use. o~, j, ~m~r.a or even om,tied. CoUections and sealing will be tailored to the available space. Parking is most often shared with other neighboring facilities. IX. PRIORITIES Every master plan must provide certain priorities as guideLines for subsequent methodicul action. The following priorities were established with the collabora~on of the Library Task Force. A. Priority No. 1: Establishment of a Municipal Library /f~.i. lowing Formal Withdrawal from the San Bernardino County t,vt, tbrary system Priority No. 1 must be the establishment of a Municipal Library preceded by the form~! withdrawal from the County Library System. The scope of library services needed to meet the needs of Rancho Cucamonga's g~owing population can best be met by a library system under the full control of municipal overnment. inability of the San Bernardh~ Court Li g The ty brary to respond adequately to the library needs of Rancho Cucamonga residents is illustrated by the limitations of the current branch library. Establishment of a Municipal Library will enable the City to fully control the development of library service consistent with the needs of residents. Moreover, the City's m~nagement of a municipal library system can facilitate cost-effective opera~ous responsive to local priorities and conditions. B. Frfor/t~ No. 2: Establishment of a Fermaaea/ Funding Source Commensurate With the Operational Requirements of the Library The second priority is to ensure adequate funding for the library by establishing a permanent funding source to achieve the goals of the Master Plan. Estimates of oper.ating costs should be based on reliable data and should be focused on providing an optimum level of libra~T service to the residents of Rancho Cucamonga. If general fund sources are inadequate, special funding sources will need to be ~valuated such as the M¢llo Roc~ Communit~ Sen, ices Act. Without u ' . . . q esuon, me ~ priority is the establishment and initial operation of the Central Park Library. As the resource library and system headquarters, this facility is of u~nost importance. It must be ~ognized that a library of this siz~ and complexity does not emerge overnight. While the facility can be consu'ucted in 18 months or less after work has begun, the development of collections and services will take a number of years. Growing from today's collection of zero volumes to three volumes p~ capita, including non-print materials is a m~mendous long-term ......... ~ p ~s snotuo ~ pmced on the development of me ~ectromc auotmation ~etwork needed to serve local business and industry. In 28 effect this Electronic Info~uultion Network will be one of the extension services as .described in paragraph E, even though it must necessarily be accomplished as an integral pan Park Libraxy.°fthe development of reference collections and services for the Central As discussed elsewhere, after the Central Park Library has been in operation for a year or longer, user studies should be undertaken to determine how well the Central Park Library is serving residents from every part of the City. The results should be used to det~rufine priorities for future branch library developmenL D. Priority No. 4: Establishment of Branch Libraries The fourth priority is to begin the process of establishing Branch L~ on user data gathered afro- the t-,..,..~, ,,_~_. .... !braries. Based one year, future ,..,.,,u,u r~x~ cam~ry nas t)een operanonal for at least branches should be prioritized and a tentative schedule established. t~ , ~ years netore me mtenaed opening. Consideration should be given to leasing storefront facilities as well as acquiring land for branch facilities. Wbere land is to be acquired, it should be placed in the City's land bank as soon as .po. ssible since the scarcity of desirable sites already rrml~es this task as difficult as it ~s Imperative. Site ' · selec,on should follow the specific criteria described elsewhere in the.se g~.idel.ines. Failur~ to acquire storefront facilities or lan necessitate locating branches later wh~re they never fulfill their potenn~'~dl.n°w could F,. Priority No. $: Miscellaneous Extension Services While given a lower priority than the establishment of branch libraries. miscellaneous extension sawices rn~y very well occur before any branch becomes" operational. Sometimes referred to as "outreach services", the goal of miscellaneous extension services is to provide library services to certain target groups identified through community study. Membe~ of the groups no~'mally share a common handicap which limits or precludes their ability to use libraries on their own. Convalescent homes, senior housing, day care centers, and physically handicapped individuals are among the many possible tar ets Sin ' specialized needs of an identifiable ffroul) of u.~er~ ,s.. Er_'-_ .ce.~t?eets the -- . ----., m~ ~lc, cu-onlc lntormation Network might also be considered a part of Extension Services, although . ..a~ministered by the Business and Induslty Reference Division of the Centrul Park Library. The responsability for addressing the needs of those who cannot visit the ll..brary easily or who have special ne~ts will be the on- oin res n ' ' ' Library's Extensions eat' · · - g · g po slbility of the Dcparun m coopera.on w~th other libra~ d~partments. 29