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HomeMy WebLinkAboutAGENDA REPORT 2006 0621 CC REG ITEM 08AITEM 8 - CITY OF MOORPARK, CALIFORNIA City Council Meeting / of 6 -,R/- .70,0 4 ACTION: MOORPARK CITY COUNCIL AGENDA REPORT TO: The Honorable City Council FROM: Mary K. Lindley, Director of Parks, Recreation, and Communi Services DATE: June 13, 2006 (CC Meeting of June 21, 2006) SUBJECT: Consider Withdrawal from the Ventura County Library System DISCUSSION On June 7, 2006, the City Council held a public hearing to consider withdrawal from the Ventura County Library System. The public hearing was continued to June 21, 2006. In order to meet the state and Memorandum of Understanding (MOU) withdrawal timelines, the City needs to adopt the attached Resolution initiating withdrawal and notifying the MOU parties by June 30, 2006, to take effect on January 1, 2007. The City's next opportunity for withdrawal would be effective January 1, 2008. Over the past several years, the City has been frustrated by decisions made by the Library Commission and the Board of Supervisors. The City has expressed concern that some of the decisions were contrary to the intent of the MOU and that other changes could be made that could hinder the City's efforts to enhance the Moorpark Library. The issue of withdrawal is not about saving money, it's about spending limited financial resources more wisely and having local control over how those dollars are spent. If the City Council wishes to invest money in library improvements and service enhancements, it would be appropriate to have greater control over the management of the library and available funding sources, and to set expectations, priorities, and goals to ensure accountability of staff for meeting them. If the Council wishes to withdraw from the System effective January 1, 2007, it needs to adopt the attached Resolution and notify the County and the other MOU parties of its intention to withdraw prior to June 30, 2006. To assume library operations by January 1, 2007, the City must undertake a number of steps. The following list represents a brief outline of the tasks that need to be performed between July 1 and December 31, but is by no means a complete or detailed list. Honorable City Council June 21, 2006 Page 2 • Secure an inventory collection report for Moorpark Library from the County to ensure that the City retains the collection it is entitled to and to assist with the identification of future collection acquisitions. Monitor the inventory throughout the six month transition. • Secure one or more consultants to guide the City through the transition period and to assist with operational and policy decisions. • Dedicate necessary staff resources to manage this effort (either redirect existing staff or hire an experienced person). • Secure library staff through either a City recruitment process or library services firm (short-term contract). • Select and apply to a library cooperative (Metropolitan or Black Gold). • Negotiate for shared use of, or purchase of, a library automation system to catalog, track, and manage the library's collections. • Identify and negotiate with a library materials vendor(s) for purchases of books, reference material, periodicals, CD's, etc. • Develop and approve operational programs and policies for the library. While six months does not provide a lot of time to make the transition, staff is confident that the City can secure the necessary expertise to accomplish the tasks. The City of Calabasas offers a good example of a jurisdiction that successfully made the transition from a county system to an independent library in a six month period. The City also has the experience of the City of Thousand Oaks to draw upon. If the City Council decides to withdraw from the System, staff will develop a detailed scope of work to seamlessly transition from the Ventura County Library System to an independent municipal library by January 1, 2007. Based on discussions with Arroyo Associates and City of Calabasas, preliminary one -time start up costs are estimated to be between $300,000 and $500,000, depending on the type of catalog /circulation system the City selects. Estimated start up costs include a consultant(s), office equipment and furniture, and reference collection materials. While start-up costs primarily involve the catalog /circulation system and a consultant(s), other costs will be driven by the state of the Moorpark Library when it is turned over to the City: the condition of its collection, building, and furniture. It is assumed that the existing book collection is acceptable for opening day; catalog /circulation data and patron records are in S: \Community Services\ADMINISTRATIVE \CC Reports\2006 \6 -21 -06 (Library Withdrawal PH Cont).doc 0C 4A0 14 )A Honorable City Council June 21, 2006 Page 3 an acceptable electronic format; the shelving, library patron furniture, and public use computers will remain. While start-up costs may seem steep, the anticipated cost efficiencies should create savings that could be used to repay the General Fund. If the City withdraws from the System, during the first six months of the of transition period the City would assess the collection, program, and building deficiencies identified in the Study and the recommended enhancements. With assumption of control of the library on January 1, 2007, the City can begin the process of implementing improvements based on priorities to be set by the City Council. STAFF RECOMMENDATION Take public testimony, close the public hearing, and adopt Resolution No. -2006- if withdrawal is approved. Attachments: 1) Resolution 2) Agenda Report from 6/7/06 3) Library Study, May 26, 2006 SACommunity Services\ADMINISTRATIVE \CC Reports\2006 \6 -21 -06 (Library Withdrawal PH Cont).doc Attachment A RESOLUTION NO. 2006- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MOORPARK, CALIFORNIA, TO WITHDRAW FROM PARTICIPATION IN THE VENTURA COUNTY FREE LIBRARY SYSTEM WHEREAS, effective January 15, 1998, the City entered into a Memorandum of Understanding ( "MOU ") between the Ventura County Free Library System ( "Library System "), the cities of Camarillo, Fillmore, Ojai, Port Hueneme, San Buenaventura and Simi Valley ( "Library Cities "), relating to the joint administrative and operational oversight of County library services throughout Ventura County; WHEREAS, the MOU was revised effective April 28, 1998; and WHEREAS, the MOU and Education Code sections 19100 et seq. authorize the City to withdraw from membership in the Library System; and and WHEREAS, the City is authorized to provide library services directly to the public; WHEREAS, the City intends to provide for a public library within the City; and WHEREAS, the second paragraph of the second section of the MOU indicates that if the City provides a free public library, then all property taxes, revenues, and assets attributable to the City's jurisdictional boundaries must be transferred to the City; and WHEREAS, the City can provide library services to the public in a cost effective manner; and WHEREAS it is in the best interest of the public for the City to withdraw from the Library System and to provide those services itself. NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MOORPARK DOES HEREBY RESOLVE AS FOLLOWS: SECTION 1. Effective January 1, 2007, the City shall withdraw from the Library System such that the City shall no longer be within the boundaries of the Library System. This is so that the City may undertake provision of library services within the City's corporate boundaries. SECTION 2. The City Manager and /or his designee is directed to take all actions and make all filings necessary to (1) accomplish this withdrawal; (2) provide for continued provision of a free public library; and (3) ensure that all property taxes, revenues, and assets are transferred from the Library System to the City. This direction includes compliance with all statutes which may be applicable including, but not limited to, Education Code § 19100 et seq. and Government Code § 54900 et seq. SECTION 3. This resolution shall also constitute the required 6 months advance notice of withdrawal from participation in the MOU and membership on the Library Commission effective January 1, 2007. A certified copy of this resolution shall be delivered to all Library Cities, the County of Ventura and the Library System on or before June 30, 2006. SECTION 4. The City Clerk shall certify to the adoption of this resolution and shall cause a certified resolution to be filed in the book of original resolutions. PASSED AND ADOPTED this 21St day of June 2006. Patrick Hunter, Mayor ATTEST: Deborah S. Traffenstedt, City Clerk ()fa'o'C9I r" ITEM a 8. A . MOORPARK CITY COUNCIL AGENDA REPORT TO: Honorable City Council FROM: Mary K. Lindley, Parks, Recreation & Community Services Director DATE: May 26, 2006 (CC Meeting of 6/7/06) SUBJECT: Consider Withdrawal From the Ventura County Library System EXECUTIVE SUMMARY The City Council is being asked to consider withdrawal from the Ventura County Library System pursuant to the California Education Code, Title 1, Division 1, Part 11, Chapter 6, Article 1, Section 19100 et seq. and the Memorandum of Understanding (MOU) Between the Ventura County Free Library System and the Cities of Camarillo, Fillmore, Moorpark, Ojai, Port Hueneme, San Buenaventura, and Simi Valley. On or before January 1 of any year, a city must notify the board of supervisors if it no longer desires to be part of the Library System per the Education Code. Under the provision of the MOU, a party may withdraw from the Library System upon six months written notice to all other parties. Upon withdrawal, the city would receive the Library System property taxes and other revenues directly attributable to that incorporated area. Real and personal property, along with any corresponding debt, would be transferred as long as the city provides library services. In order to meet the state and MOU withdrawal timelines, the City needs to make a decision by June 30, 2006, to take effect on January 1, 2007. The City's next opportunity for withdrawal would be effective January 1, 2008. BACKGROUND The lack of sufficient revenue has put a significant strain on the Ventura County Library System (Library System), greatly reducing operating and service levels. Over the past several years, actions have been taken by the Library Commission and the Board of Supervisors which threatens the revenue source of the Moorpark Library Service Area and any control and input the City has regarding library policies and direction. The redistribution of Library System revenue between service areas puts Moorpark's efforts to update and enhance its Library collection, materials, and services at risk. 0v00i1C Honorable City Council June 7, 2006 Page 2 Since 2005, the Council has discussed the feasibility of withdrawing from the Library System and operating the Moorpark Library on its own or in tandem with another public entity. In September 2005, the City retained Arroyo Associates, Inc. to conduct a Library Feasibility Study to (1) document and analyze the level of service and delivery system provided under the Library System MOU, (2) summarize current revenue sources and expenditure demands, (3) seek input from Library stakeholders, (4) conduct a benchmark survey of library services in comparable communities and recommend enhancements, (5) document and analyze the financial resources to operate an independent library at current and enhanced service levels, (6) identify and evaluate alternative methods of service delivery should the City withdraw, and (7) identify the steps and timeline for withdrawal. The Report was been completed and reviewed by the Council's Ad Hoc Library Committee consisting of Mayor Hunter and Mayor Pro Tem Mikos. DISCUSSION The Library Service Needs Report (Report) prepared by Arroyo Associates, Inc. and provided to the City Council under a separate memorandum, documents stakeholder interests and needs, analyzes the level and cost of current services, compares services and facilities in Moorpark with comparable California communities (referred to as benchmark libraries), and identifies possible modifications to the current facility (including construction of additional space, acquisition of one or more buildings, and construction of a new facility) as well as capital and operations costs. Most importantly, it outlines options for providing library service in Moorpark, including remaining within the Ventura County Library Agency. In summary, the Report finds the following deficiencies with the Moorpark Library including, but not limited to: • The existing facility of 7,800 square feet is significantly undersized for the City's current population. The library maintains an average of 1.35 volumes per capita as compared to 2.45 for the benchmark communities and 1.84 per capita for the Library System as a whole. Circulation of library materials is 4.46 per borrower, which is lower than the 6.07 found throughout the Library System and 10.86 average per borrower found in the benchmark communities. 0;0007 Honorable City Council June 7, 2006 Page 3 Moorpark Library staff equals 0.158 full -time equivalent per 1,000 residents which is substantially below the 0.390 staffing per 1,000 residents in benchmark municipal libraries, but slightly higher than the average of the Library System. This is because the City Council choose to fund additional staff from the un- appropriated property tax fund balance. Library Service Options The report identifies three main options for providing library service. Within each option (more fully detailed in the Report), there are a number of alternatives and scenarios that can be adopted, and which present their own advantages and disadvantages. The three main options are: 1. Continue with the Ventura County Library operation at the existing facility or expanded facility (expansion to be funded with return to source fund balance or City funding source, not by the library agency). 2. Withdraw from the Ventura County Library Agency system and provide independent library services through the City (in -house with City employees) at the existing facility or expanded facility. 3. Withdraw from the Ventura County Library system and establish a public - private partnership (City owned and operated using contract staff) to provide library services at the existing facility or expanded facility. The Report makes it clear that first and foremost, the current size of the Moorpark Library is inadequate for the City's current population and the discrepancy will only increase as our population grows. Regardless of which option the Council elects to pursue, without a larger library, collections and programs cannot be sufficiently expanded. The Report recommends that for the short-term, the City consider interior remodeling to provide more effective usable space within the existing building. This would allow for a slightly expanded collection and possibly more program space. Such improvements would have to be funded using any return -to- source property tax fund balance and /or City funding sources. Long -term, the Report recommends that the City building a new library consisting of approximately 23,917 square feet. This expenditure would have to be borne by the City, along with increased operational and maintenance costs, whether it remains in the Library System or withdraws. The Report shows that it is likely that the City can operate the Moorpark Library at existing service levels and with very modest space enhancements at or near the same Honorable City Council June 7, 2006 Page 4 cost as the County (with some possible cost savings potential). If there are cost savings, they are not significant, unless the City builds a new facility of approximately 23,917 square feet, under which scenario operating a municipal library is more cost effective than remaining in the Library System. Note however, that if the City withdraws, there will be one - time -only costs associated with starting up a library, such as a cataloging system and software, reference materials, membership in a library cooperative and certain furniture. These costs were not identified in the Report. Since there does not appear to be a significant initial cost savings, the decision to withdraw from the Library System will most likely be driven by the desirability, or not, of local control of services, policies, and funding issues. If the Council elects to withdraw from the Library System to gain greater control over the operations, policies, funding, and future of the Moorpark Library, it will need to consider whether to operate the library using in- house, City employees, or whether to contract with a private firm that provides library operations. The Council may also want to consider starting with a contracted service until the City has sufficient library experience to transition to an in -house operation, and /or contracting out certain services like cataloging, purchasing, etc, and retaining the rest in- house. These are issues the Council will need to make between July 1 and December 31. It's important to note that the Report identifies a number of unknowns that make it very difficult to estimate all of the costs, benefits, and risks associated with operating a municipal library. These unknowns include, but are not limited to: • Initial one -time only start up costs. So much of this depends on the type of systems and services the City wishes to operate and provide. • Ability to attract quality library employees. • Creating and maintaining a library website and data base. • Various administration support services. • Competitive funding opportunities. Whether the Council decides to withdraw now, or postpones its decision for another year, it may want to secure a consultant to better identify and cost out the unknowns (Phase II Study). Library Funding Sources In addition to the City's General Fund, the Report identifies potential funding sources for a municipal library. The Moorpark Service Area is expected to generate approximately $790,901 in library property tax for FY 2006/07. Should the Council elect to withdraw, the City would retain about 90 percent (incorporated), or $711,811 of the Service Area 0 00+9 Honorable City Council June 7, 2006 Page 5 property tax and lose about $79,090 (10 %) attributed to the unincorporated library property tax. The $711,811 figure includes the incorporated portion of the off- the -top property tax ($19,670) that would otherwise be allocated to the system -wide, 2.5 percent contingency fund recently approved by the Library Commission. Previously the County reported the unincorporated property tax percentage within the Moorpark Service Area to be 11.4 percent. It's important to note that should the City remain in the Library System, the availability of the unincorporated property tax within the Service Area is not guaranteed and is at the discretion of the Library Commission and the Board of Supervisors. Over the past several years, the revenue generated from property taxes has risen and has benefited the Moorpark Library. Moorpark Service Area Library Property Tax Estimates FY 03/04 FY 04/05 FY 05/06 FY 06/07 Incorporated $468,000 $511,800 $532,000 $711,811 * Unincorporated $60,200 $65,800 $68,450 $79,090* * This does not include the 2.5% percent for the contingency fund that will be taken off the top of each service area's return to source property tax. This equals $21,856 for the Moorpark Service Area) In addition to property tax, it is anticipated that the Moorpark Library will generate approximately $15,000 to 20,000 in "other" revenue. Other revenue refers to fines and fees, rents (room rentals), and interest. The City may also be eligible for state Public Library Funds (PLF) in the approximate amount of $15,000. In addition to library property tax, the City has a Library Facilities Fee paid by developers to mitigate the impacts of new residential, commercial, and industrial developments on the library. Moorpark is the only jurisdiction in Ventura County with this type of library fee. The revenue generated from this fee can be used for capital enhancements and improvements and for the purchase of all library materials, computers, furniture, etc. The City currently has approximately $900,000 in the Library Facility Fund and it is anticipated that the fee will have generated approximately $2.8 million by build -out. If California voters approve Proposition 81 on the June 2006 ballot, a percentage of the bond money raised would be available for capital library projects on a competitive bases. Successful projects could receive 65 percent of their total construction costs with the grantee making up the remaining 35 percent. While this could be a potential source for an expansion to, or construction of a new Moorpark Library, the process will be very competitive and very expensive (it is estimated to cost about $500,000 to prepare ;� 01 'x_ 0 Honorable City Council June 7, 2006 Page 6 preliminary plans and other items needed for the grant application). Regardless of how such plans might be funded, there is probably insufficient time to perform the necessary tasks in time to submit a grant application. The Report also provides information on statewide efforts made by various jurisdictions to get voter approval for parcel and sales tax measures to support library operations. It appears that the recent success rate with these types of measure is a little over 50 percent. Local Control Over the past several years, the City has been frustrated by decisions made the by the Library Commission and the Board of Supervisors and the inequitable policies that result. In March 2005, the Board of Supervisors approved Option Four of the Library Commission's 2004 Study which revises the MOU's return -to- source provision, restricting it to property taxes collected within incorporated areas, with revenues from unincorporated areas allocated at the Library Commission's discretion, and changes to Service Area boundaries. While the previous Library Director stated to the Library Commission and the City /County Manager's Group that Option Four would not be implemented because cities that generated sufficient property tax proceeds, including Moorpark, agreed to divert their own tax revenues to support the operations of low - revenue- generating service areas, it is now clear that the County intends to implement certain provisions of Option Four. Included in Option Four, was an agreement to waive the revised return -to- source provision for the Camarillo Library (honoring a commitment made without approval of the Library Commission), such that the Camarillo Service Area is allowed to retain the unincorporated property tax in the surrounding area to support the new Camarillo Library currently under construction. If Moorpark were to undertake a new library facility, this waiver regarding unincorporated property tax would not be available to the City. In May 2006, the Library Commission approved a County recommendation to allocate 2'/2 percent of each service area's property tax revenues to finance the system -wide contingency fund even though such action was inconsistent with the Commission's approved budget policies. In drafting the FY 2006/07 Library System budget, the County modified the Library Service Areas boundaries by aligning them with Areas of Interest, rather than "communities of interest, which for the Moorpark Service Area was the school district boundaries. This resulted in a small loss of library property tax of the Moorpark Library Service Area (the County is not able to provide that exact amount). The matter was not brought before the Library Commission for discussion. If the City Council wishes to have more control over the Moorpark Library, then withdrawing from the System would be appropriate. If there is a desire to enhance CVVVII Honorable City Council June 7, 2006 Page 7 service and construct a larger library in the future, then it would seem that the City would benefit from control of all aspects of the library's operation. To improve the Moorpark Library and still be obligated to the Library MOU, Library Commission and the County would seem to be counter - productive. However, if the Council wishes to maintain the status quo in terms of service and oversight, remaining in the Library System would seem to be the appropriate option. The following bullet points illustrate the impacts the actions of the Library Commission and /or the Board of Supervisors have had on Moorpark Library's revenue and demonstrate that lack of stable funding. The Board of Supervisor's action on March 15, 2005, to approve Option Four has the potential of reducing revenue to the Moorpark Service Area by approximately $79,090 (this represents the Service Area unincorporated library property tax) if implemented today. The City has no control over the future implementation of Option Four and the potential loss of the unincorporated property tax within the Moorpark Service Area. To avoid the implementation of Option Four, the cities of Moorpark, Camarillo and Simi Valley, and the County agreed to divert a portion of their Service Area property tax to support the operations of low- revenue- generating service areas. This would have reduced the Moorpark Service Area revenue for FY 05/06 by approximately $21,500. It is unclear whether any of this revenue was needed since library property tax system- wide was greater than anticipated. Even though it was agreed that Option Four would not be implemented, it now appears as though certain provisions were in fact implemented; e.g., revised service area boundaries. At the May 4, 2006, meeting, the Library Commission agreed to fund the System wide contingency from the return to source library property tax from each Library Service Area. This reduces the Moorpark Library Service Area property tax revenue by approximately $21,856 for FY 2006/07. • With the adoption of the FY 2006/07 Library System budget, the County plans to revise the revenue distribution method that has been in place since the establishment of the Library MOU. The County's $600,000 General Fund contribution, that has traditionally been distributed to all county libraries on a circulation /population bases, will only be allocated to libraries whose expenses exceed their revenues. This will be a loss to the v v ti Honorable City Council June 7, 2006 Page 8 Moorpark Service Area in the amount of $42,960 for FY 2006/07. While this decision may have merit, it was done without appropriate consultation by all parties and when combined with the 2.5 percent off - the -top contingency fund allocation, costs the Moorpark Library approximately $64,816 for the new fiscal year. Phase II If the Council elects to withdraw from the Library System effective December 31, 2006, there are a number of decisions that will have to be made and a number of steps involved in establishing an independent library (Phase II). It is recommended that the City hire a consultant to assist with the development of an interim plan and manage the transition phase from the Library System to a municipal library, selection of an automation and catalog system and vendor, reference materials, and collection purchases, secure technological resources, development of job descriptions and classification plan, and establish a library budget and policies. Additionally, if the City withdraws, the Council will be asked to decide on whether to operate the library using in- house staff, to contract out operations, or to use a combination of in -house and contract services. In order to make that decision, the Council may want additional information, specifically, better cost information on the operational options. If the Council approvals withdrawal, staff will return to the Council at a future date with a recommendation for consultant services for Phase II of the process. Summary The Report concludes that based on financial, service, and usage analysis, there does not appear to be an overwhelming and clear -cut case for any one of the identified service delivery options or scenarios. As stated above; if the Council is satisfied with the direction and policies approved by the Library Commission and the Board of Supervisors, it should elect to remain within the Library System. If however, the Council has concerns about key directions and decisions made by the Library Commission and Board and about the future reliability of the MOU's return -to- source property tax provision, it may conclude that withdrawing from the Library System is in the City's best interest. While there are a few unknowns that remain, the City has a good track record of operating cost effective, quality programs such as the parks and recreation programs the City provides and the assumption of mosquito abatement and animal control services. In the latter two cases, the City retained excellent employees and now offers a higher level of service than was the case when the programs were provided under a Honorable City Council June 7, 2006 Page 9 special district and the County. The City started its parks and recreation programs from scratch and today they are of similar quality to our much larger neighboring jurisdictions. STAFF RECOMMENDATION 1. Open the public hearing, receive public testimony, and close the public hearing; and 2. Direct staff as deemed appropriate. Qu��0:14 Library Service Needs Report for the CITY OF MOORPARK May 26, 2006 ARROYO AYVWMTS� INC M m)x m et It Gonstd tilt) t, TABLE OF CONTENTS I. INTRODUCTION ................................................................. ..............................1 II. SURVEY OF EXISTING CONDITIONS ................................ .............................10 III. REVENUES AND EXPENDITURES ...................................... .............................15 IV. COMPARATIVE ANALYSIS .............................................. ............................... 22 V. LIBRARY SERVICE NEEDS ............................................... ............................... 30 VI. ALTERNATIVE SERVICE OPTIONS ................................. ............................... 43 EXI IIBiTs FOLLOWS PAGE EXHIBIT IV -1. SERVICE OPTIONS PROS & CONS ....................................... .............................43 EXHIBIT IV -2. ALTERNATIVE SERVICE SCENARIO COST ANALYSIS ..... .............................43 APPENDICES APPENDIX A. LIST OF INDIVIDUAL INTERVIEWS APPENDIX B. COMPARISON OF VENTURA COUNTY LIBRARIES APPENDIX C. COMPARISON OF COUNTY LIBRARY SYSTEMS APPENDIX D. COMPARISON OF BENCHMARK LIBRARIES APPENDIX E. MOORPARK CENSUS TRACK DATA APPENDIX F. LIBRARY SERVICE LEVEL STANDARDS & GUIDELINES APPENDIX G. COMPANY MATERIAL ON LIBRARY SYSTEMS & SERVICES, INC. APPENDIX H. LIBRARY SPACE CONVERSION FACTORS APPENDIX I. MOORPARK LIBRARY COLLECTIONS APPENDIX J. SPACE NEEDS FOR SHELVING F1 AT dT, L INTRODUCTION This chapter provides background information on the Ventura County Library system, Moorpark Library and the City of Moorpark community, the scope and objectives of this study in evaluating the various options available to the City in achieving desired levels of library services, the approach and methodologies used in this study, and a summary of the report's findings and recommendations. Background The City of Moorpark covers 12.44 square miles in southeastern Ventura County, between the larger communities of Thousand Oaks and Simi Valley. Incorporated in 1983, it is a general law city with a Council/ Manager form of government. Moorpark is a well sought -after residential community. It is known for having the lowest crime rate in Ventura County and is one of the safest cities in the United States. Residents value the low - density housing and open land, in earlier years the site of apricot orchards. Many have moved from the more crowded San Fernando Valley to Moorpark for the green parks, open spaces, and small town charm. One local resident characterized Moorpark as a relatively homogeneous, suburban, family- oriented, bedroom community offering a high quality of life. A majority of residents commute to work. In addition to the nearby freeways, Moorpark is linked to both Ventura and Los Angeles Counties through AMTRAK and Southern Pacific railroads, and has its own Metrolink Station and bus fleet. Moorpark is expanding in population and developing an identity as a mature and relatively affluent city. The population has increased by 41% between 1990 and 2004, and an additional 12,000 residents are anticipated as the City reaches its built -out density. With this growth come some challenges. Concern about increased traffic in the area was one of the factors contributing to the recent rejection of the North Park Village and Nature Preserve project that would have developed 1,680 houses on 3,500 acres of unincorporated land in the hills north of Moorpark College. The City enacted an ordinance requiring an election if open spaces or farmland outside the city limits was proposed for development. Yet the city is growing. It is constructing a 27,000- square- foot Police Services Center and a new 28,000- square -foot Human Services Center is planned on the adjacent property. A new yard and administration building is projected for City equipment. Designs are being drawn for a new City Hall /Civic Center, which will help provide a city core that is now lacking. The City of Moorpark receives its library services from the Ventura County Library (VCL) system. Since 1998, VCL has been operating under a Memorandum of City of Moorpark 1 Arroyo Associates, Inc. � :� li Understanding and Budget Policies adopted in 1998 by the County and member cities. This MOU was based on two basic principles: a base of level of service for each facility and "return -to- source," the return of property tax generated in a jurisdiction to the facility or facilities serving that jurisdiction. The state Public Library Fund, which provided the Library Commission with discretionary funds for baseline service levels in low- revenue - generating cities and service areas, was drastically reduced in 2003. Maintaining these two basic principles became difficult. A 2004 consultant report recommended amending the MOU's return -to- source provision, restricting it only to property taxes raised within incorporated boundaries, with revenues from unincorporated areas allocated at the discretion of the Library Commission. Although approved by the Library Commission and Board of Supervisors, this proposal was not implemented after member cities that were generating sufficient property tax proceeds, including Moorpark, agreed to divert their own tax revenues to support the operations of the low- revenue generating services. The most recent policy changes involve implementing a 2.5% allocation on property tax revenues to finance the contingency fund, and discontinuing the County General Fund (Vehicle License Fees) revenue contribution to each library. The perceived lack of control and full participation of the City of Moorpark in VCL's policy discussions and direction are a growing concern of key City stakeholders. Such perceptions have intensified in recent years, as the VCL continues to consider major changes in the system's financial policies and structure. In addition, community stakeholders have raised the concern that the current Moorpark Library, at its present size of about 7,800 square feet, is already too small for the current population, let alone able to accommodate the community's anticipated growth. Given the history and pace of change in information technology, the facility is in need of modernization now and the need will only intensify as time passes. These factors present an opportunity to re- evaluate the city's needs, and explore various alternative options in providing library services to Moorpark residents. Within this context of change and financial constraints, the City of Moorpark has been seeking opportunities to enhance existing library services, including the possibility of operating a new, larger municipal library facility. Scope and Objectives The scope of this study is confined to documentation and evaluation of existing library services at the Moorpark Library, a comparison of these services to comparable libraries within California and any available service standards, and an evaluation of the various options available to the City of Moorpark for enhancing the provision of quality library services in the City. The objectives of the study are to: City of Moorpark 2 Arroyo Associates, Inc. (l fln •f T pr li I If • Document the interests and needs regarding library services among members of the Moorpark community and other stakeholders; • Document and analyze the level and cost of library services currently being provided to the City by the Ventura County Library system; • Compare the services and facilities currently provided to Moorpark with those provided to other comparable California communities, including those that provide their own library service; • Identify and assess alternative modifications to the existing facility, including construction of additional space, acquisition of one or more buildings and new or enhanced facilities; • Identify and evaluate the various methods of making desired modifications and the attendant capital and operations costs, both short and long -term; and • Identify short and long -term options and strategies for enhancing the resources available to support library services in the City. .Approach / Methodologies In undertaking this study, several approaches and methodologies were used to collect and analyze library service -level data. These approaches and methodologies included the following: Interviews and Meetings and interviews were conducted with the Moorpark City Meetings Council Members, City management and staff, City Council Members, Moorpark Library staff, and representatives from the Moorpark Library Friends of the Library, Ventura County Library, Moorpark Unified School District, Moorpark College, First 5 Ventura County, Neighborhood for Learning, Metropolitan Cooperative Library System, Library Systems & Services, LLC, SirsiDynix, and Brodart Company. See Appendix A for a list of individuals interviewed for this study. On -Site Tour and Several onsite visits and assessments were made of the Moorpark Observations Library. Other onsite assessments were conducted of certain comparable libraries in Southern California. Financial and All data regarding the nature and scope of activities and volume Data Analysis of work at the Moorpark Library was collected from existing Ventura County Library data and analyzed. City of Moorpark Arroyo Associates, Inc. Comparative Library service -level data for comparable communities Analysis throughout the State was compiled from the California State Library as well as directly from particular libraries. Three levels of comparative data were collected. First, available data within the VCL were collected and tabulated to compare Moorpark Library's service characteristics with the rest of the County system. Secondly, data from twenty county library systems, serving populations between 230,000 and 3.6 million in California, was tabulated to compare with the VCL system. Thirdly, with the assistance of stakeholders, service data was identified and obtained on 17 municipal libraries in California operating one library outlet and serving populations between 29,000 and 65,000. Given the size and organizational structure of these libraries, these benchmark cities were utilized as the primary basis of comparison. See Appendices B, C, and D. Summary of Findings and Recommendations For FY 2004 -05, the Ventura County Library collected about $647,764 in revenues to provide library services in the City of Moorpark and in surrounding unincorporated areas. More than 89% ($577,579) of these revenues come from property tax proceeds, of which approximately 88.6% ($511,735) were generated within the City of Moorpark and 11.4% ($65,844) were from the unincorporated areas. The total revenue equates to about $17.06 per resident, all of which was spent on library services. The VCL funded certain cost elements, such as a capital reserve and operating contingency, from revenues generated through certain unincorporated areas and other sources. This level of expenditure is 12% below the countywide average of $19.31 per capita and 56% below the benchmark average of $39.04 per capita found in comparable jurisdictions in the State. The 7,800 square foot Moorpark Library building does not have adequate space given the size of its service area and population. The Moorpark Library is small when compared to other VCL facilities on a square foot per capita basis, and it is very small when compared to similar jurisdictions throughout the State. To adequately house recommended collection and staffing levels, and provide for recommended spaces and uses would require a minimum 23,900 square foot building for the City's projected built -out population. The average library size in comparable cities is 25,600 square feet. The limited size of the Moorpark Library is in stark contrast to the community's demographics. The population of the City is typically better educated and wealthier than averages for Ventura County. City of Moorpark 4 Arroyo Associates, Inc. (J .J_ � 0 Service levels provided at the Moorpark Library typically fall below those provided in the benchmark jurisdictions and the system -wide average found in the VCL. The Moorpark Library holds an average of 1.35 volumes per capita compared to 2.73 in the benchmark cities and 1.84 in the VCL system. Usage at the Moorpark Library is typically lower than the benchmark cities and the VCL system average. Circulation of library materials at the Moorpark branch is 4.64 per borrower, which is lower than the 6.07 found throughout the VCL system, and is less than half of the 11.68 average per borrower circulation found in the benchmark communities. A different pattern emerges for staffing levels and hours of operation. Moorpark Library staffing is 0.158 FTE per 1,000 residents, which is higher than the VCL branch- level staffing average of 0.148 FTE per 1,000 residents, but is substantially below the 0.429 staffing per 1,000 residents found at the benchmark municipal libraries. Regarding hours of operation, the Moorpark Library's total of 2,808 annual hours is higher than the VCL average of 1,943 hours and the benchmark average of 2,725 hours. On an hours per 100 population basis, Moorpark's 7.40 is significantly higher than the VCL's average of 6.23 and the benchmark average of 6.25. Based on conversations with stakeholders, the Moorpark Library's size was most frequently cited by residents as the most important deficiency. Overall, stakeholders were supportive of staff, indicating that staff is available, knowledgeable and customer - service oriented. Stakeholders identified several key areas that would enhance library services in Moorpark: larger facility space for additional materials, seatings, group study areas, meeting and program areas, enhanced work areas, and additional computer terminals; more up -to -date materials and a wider range of subjects; and additional staffing to expand programming, particularly children's programs. The provision of a new and expanded library facility represents an expense above and beyond the cost of operations and would be paid for by the City. Almost all of the service enhancements identified during the needs assessment are dependent upon a larger facility and cannot be implemented in the present library building - they are largely a function of space. Our preliminary assessment concluded that an ideal library facility size, given Moorpark's population and needs, is approximately 23,900 square feet with shelving for a large collection, ample seating, space for 150 - person - capacity meeting room, group study rooms, a generous teen area, and a storytelling area with 30 seats. The new facility would allow for a collection of over 107,000 holdings, and double library seating to 144 seats as well as computer workstations to 48 terminals. Given these service levels, 13.0 FTEs would be required to operate this proposed library facility. The construction cost estimate for this new library facility is approximately $8,323,000. The capital cost estimate does not include funds for land acquisition or lease, financing, or library holdings. On opening day, the report estimates an additional $699,600 is City of Moorpark 5 Arroyo Associates, Inc. required to purchase enough new materials to reach 70% of the library's recommended full collection size. However, if the City of Moorpark were interested in adhering to the standards in Resolution 2002 -2004 adopted by the Moorpark City Council on September 18, 2002, the proposed library facility for the City's built -out population would be of 47,833 sq. ft. in size, with 18.0 FTEs, and a collection of over 239,000 volumes. Three standards were specified in this document: Library materials of 5 volumes per capita Public access computers at 1 public per 2,000 population Facility space of one square foot of library space per capita The capital construction cost for this larger facility is estimated at $16,646,000, while an additional $2,025,000 is needed to have an opening -day collection that is 50% of the appropriate collection size for this larger facility. The City of Moorpark has three main options for the provision of library services. These options include: 1. Continue with VCL operation at the existing facility or expanded facility; 2. Withdraw from the VCL system and provide independent library services through the City at the existing facility or expanded facility; and 3. Withdraw from the VCL system and establish a public - private partnership to provide library services at the existing facility or expanded facility. Each of these options has a number of benefits and drawbacks. A summary of these pros and cons are listed in Exhibit VI -1. The City can also consider some combination of the three main options, including establishing a municipal library and contracting for some library services such as book acquisitions and cataloging or circulation services. Contracted services can be provided by private firms and/or other public libraries. To explore the County, municipal and public - private service options, 10 scenarios were developed. Expenditure estimates for the various scenarios were developed for each of the options using various cost assumptions, including VCL costs, average benchmark city costs, and a private sector estimate. It is important to note that these costs are estimates and can vary widely depending on the level and types of services provided and available financial resources. Summaries of revenues and cost estimates for the options are provided in Exhibit VI -2. City of Moorpark 6 Arroyo Associates, Inc. The ultimate goal for which the City of Moorpark should strive is a much larger and expanded library with ample and quality spaces, collections, programming and technological resources that a community of this size and composition deserves, regardless of whether the City separates from the VCL or not. Based on the library financial, service, and usage analysis included in this report, there does not appear to be an overwhelming and clear -cut case for any one particular service delivery option or scenario that best enables the City to reach this eventual goal. One can assess the financial projections of the various scenarios and conclude that separating from the VCL is the most cost - efficient alternative for the City, resulting in significant cost savings for the City. However, there are various hidden costs and unknown factors in starting -up and operating a municipal library that may impact and change these financial projections. Further inquiry and clarification is required in order to obtain more accurate financial assessments. Based on the report's findings, a new and larger library with expanded service levels can be realized through either direction - continue as part of the VCL or operate an independent library service. Realizing this overarching goal depends essentially on the City's willingness and ability to provide higher service levels, and the amount of City and other funding available for library capital and operations needs. However, the decision regarding VCL participation depends on how much weight the City of Moorpark assigns to each "pro" and each "con' described in Exhibit VI -1. As this report has found, perhaps the most important factor that will drive the City's final decision regarding its relationship with VCL is the City's perceived inability to fully participate in the VCL's policy decision - making process. The City's perceived lack of local control within the VCL in making key decisions regarding various operational matters involving the Moorpark Library is a legitimate issue and concern. The success of a library system, consisting of disparate entities, depends on a certain level of centralized control that attempts to ensure system -wide resources are equitably shared and efficiently utilized for the benefit of the whole. Given the growing value and importance of local control among key stakeholders within the City of Moorpark, separating from the VCL and operating an independent, municipal library may be the most viable course of action for the City to achieve its larger goal of providing expanded library services for its community members. Doing so will provide the City and community stakeholders with increased control over the library's operations, stabilize the funding level of the library, and allow for more hands - on participation of local stakeholders in fundraising for the library. Based on the report's findings, there are essentially two courses of action for the City of Moorpark. First, the City of Moorpark may decide that its best interest can be served if it were to separate from the County system this year. By doing so, the City would have City of Moorpark 7 Arroyo Associates, Inc. Cse �� �.-,'? V "✓ 'tom 'U� l L, immediate full control over the operations of the Moorpark Library. Such a scenario will present the City with significant challenges. The following are some key recommendations to assist the City in navigating these challenges: 1. Complete all necessary steps in separating from the County system. 2. Designate key City staff to be responsible for the transition phase. 3. Contract with an outside consulting firm to help the City develop an interim plan and manage the transition phase from a VCL library to a municipal library. 4. If the City decides to hire a management firm to operate the existing library on a day -to -day basis, consider contracting on a short -term basis only, until the City overcomes the learning curve of operating a library. The length of the management contract should allow the City ample time to develop library management know -how and experience. 5. In negotiating any management contract with a library services vendor, the City must ensure that certain outcomes or deliverables are adequately addressed and incorporated into the contract to avoid diminishing service. Such outcomes include: hours of service, staffing level and qualifications, programming level, technological resources, materials expenditure level, materials purchase detailed plan and budget, etc. Secondly, the City of Moorpark may decide not to separate from the VCL this year. Although it does not enable the City to maximize local control immediately, such an approach provides the City with additional time to better plan for the eventual transition. Remaining within a stable and familiar environment where all factors are known and familiar is advantageous for further planning. If postponing the transition and remaining within the VCL is the City's decision, the following are key recommendations: 1. Obtain more solid cost estimates for the operations of a municipal library under the various scenarios described in this report. 2. Obtain firmer commitments from various vendors required for library operations. 3. Reinvest anticipated surplus revenue back into the Moorpark Library, by purchasing additional library materials and equipment. According to the MOU, these assets would become the property of the City if it decides to separate from the VCL. The City should also further examine the possibility of designating City of Moorpark 8 Arroyo Associates, Inc. unused surplus tax revenues (only those generated within the City's jurisdiction) to a building fund for the proposed new facility, even if the ultimate plan is to operate this new library municipally. This may require a revisiting of the VCL Budget Policies. 4. Remain with the Ventura County Library for as long as the City determines the relationship is beneficial. Again, the overarching goal for the City of Moorpark should be a larger and expanded library, regardless of which recommended course of action it chooses. Both paths should involve the same planning process and activities for this new facility. This report provides the following key recommendations: 1. Begin working with the community on a "visioning phase" for the proposed new library, whereby residents, library constituents, the City Council and staff can begin to set priorities for library roles, potential collections, programs, tenants, and services, possibly concluding with a more detailed space plan for new facilities. The community needs assessment imbedded in this visioning process should help confirm the service level and space needs recommendations made in this report. Although the study utilized the input of stakeholders to make key assumptions about service needs, these recommendations were made without the benefit of a wider participation of community members. 2. Set up a community library task force, representing a diverse cross section of the Moorpark community, to provide ongoing resident input and oversight of the new library planning process. 3. Explore options for financing the construction, purchase or lease of space necessary to achieve desired facility size, such as a municipal bond, parcel tax, and State library funding. 4. Explore potential partnerships and other options for operating the library, such as partnering with and contracting with an established library, such as the Thousand Oaks Library, to manage the Moorpark Library. City of Moorpark 9 Arroyo Associates, Inc. IL SURVEY OF EXISTING CONDITIONS Ventura County Library System The Moorpark Library is one of 15 branches of the Ventura County Library (VCL) system. The VCL serves 467,810 people living in seven incorporated cities and unincorporated areas within Ventura County. A 1998 Memorandum of Understanding (MOU), between the Ventura County Library system and the cities of Camarillo, Fillmore, Moorpark, Ojai, Port Hueneme, San Buenaventura and Simi Valley, defines the administrative and operational oversight of County library services. It also establishes a Library Services Commission, with a member from each city and one from the County Board of Supervisors. These 15 branches share a total of 862,932 volumes, 41,935 audio - visual items, and 1,284 periodicals and other specialized reference materials. The library service provided throughout the county varies. The number of service hours ranges from 24 for some of the smaller branches to 55 for the largest. Ventura County Library is among the poorest funded of the larger county systems, below the median income per capita, which impacts staffing, hours open and collections. Table II- 1 below compares VCL with the average of 21 (including VCL) California counties with populations over 230,000. eni CuUy fib_ . Staffing Average-County Llilarie FTE/ 1000 per Outlet 0.20 0.28 Population Served per FTE 4,924 4,556 FTE per Outlet 5.94 9.71 Hours Open Hours Open per Week per Outlet (average) 35.07 38.96 Collection Holdings per capita 1.84 1.90 Revenue and Expense Income per capita $20.28 $28.92 Cost per capita $19.31 $26.97 Table II -1. Comparison of Ventura County Libraries with Other California County Public Libraries with Populations Over 230,000 City of Moorpark 10 Arroyo Associates, Inc. Moorpark Library Services Library service provided to the community of Moorpark and surrounding unincorporated areas includes services provided locally and those provided to all residents of Ventura County as users of the Ventura County Library system. Service Hours The Moorpark Library is open six days a week for a total of 54 hours, an ambitious schedule for the "lean' staff of 6 -FTEs. Overall, those interviewed for this study who use the library are very satisfied with the service they receive and the materials available. The Moorpark Library is known for its friendly and helpful staff; personalized service that is valued by residents. Facility The Moorpark Library facility was built in 1981 as a 2,400- square -foot library with its entrance near the current children's area. As the population of Moorpark grew from 8,000 to 25,000 in the 1980s, the library was doubled in size in 1985 to 4,900 sq. ft. The final expansion of approximately 2,700 sq. ft. took place in 1995. The current size is 7,800 sq. ft., which equates to 0.21 sq. ft. per resident, or 54% of the State average of 0.39 sq. ft. of library space per capita and 40% of the benchmark average of 0.50 sq. ft. per capita. Overall, the size of the Moorpark facility limits the number and type of programs available, as well as the collections and utilization of space. The piecemeal expansion has contributed to the deficiencies of the current facility. When entering the library, one does not have a view of the size and location of the different collection segments. From the front area of the library, where the reference/ checkout counter is located, the visual supervision of public spaces is obstructed. Staff have maximized the use of space and created as much visibility as possible. In addition, there is neither exterior signage readable from the parking lot entrance nor is there any view into the library that would help draw people in. Both factors make the exterior less inviting. Based on the consultant team's observations and comments made by the interviewees, the building is also showing its age. Ongoing plumbing problems, roof leaks, a phone system that is utilized to capacity, furnishings from a variety of vendors and time periods, very neutral interior paint color and mismatched exterior painting (the consequence of graffiti), limited access to data and electrical outlets, all puts constraints on service and /or contribute to a "tired" environment. The Moorpark Library is located in Moorpark's "downtown" area and is adjacent to the existing City Hall. Households in the residential neighborhoods surrounding the City of Moorpark II Arroyo Associates, Inc. iy ^ ✓r; 2 7 downtown and City Hall, when compared to their counterparts in the outskirts of Moorpark, are within lower- income brackets, more likely to be of Latino descent, speak a non - English language at home, and have lower educational attainment levels. The location in the downtown area may also discourage some potential users from more distant parts of the city to visit the library. However, there was a strong support among those interviewed for keeping the library in the downtown area to serve the population most in need. Collection The current collection count of books and audiovisual materials at the Moorpark Library is approximately 52,000. The collection is well - selected and maintained, with approximately 53% adult materials, 6% materials for teens, and 41% for children. The volumes per capita figure is relatively low, especially for a community with highly educated residents. However, shelving space is not available to significantly expand the collection in the current facility. Technology The Moorpark Library has 10 Internet workstations and 4 on -line pubic access computers (OPACs) that provide access to the library's catalog. The number of Moorpark's Internet terminals is greater than the VCL -wide average of 9 terminals per branch. However, the number of terminals per 100 population is the same as that of the VCL- average. With the residents close to the library economically disadvantaged, these computers help bridge the digital divide created by economic disparities. Both students and adults use them heavily. There are several technology enhancements that should be considered for the Moorpark Library: • Wireless capacity, which would allow staff and patrons to use laptops and other equipment without hard -wired data lines. This is included in the 2006 -2007 VCL budget for the Moorpark Library. Self -check machines, which allow patrons to check materials without staff assistance, are not part of the County plan at this time. • Radio Frequency technology for circulation and book security has not yet been introduced in the County Libraries, but is planned for the new 23,332- square -feet Camarillo Library currently in construction. • At the present time there are no materials security systems in any County library. While staff is not aware of significant theft, loss cannot be verified because there has been no recent inventory to compare the record of holdings with what is on the shelves or in circulation. This may deserve additional study. Neighboring City of Moorpark Arroyo Associates, Inc. �nXA {T.� V, 06- . Thousand Oaks does have a materials security system and one is planned for the new Camarillo Library. Ventura County Library Services There are additional services that the Moorpark Library provides as a function of its inclusion in the Ventura County Library system. Residents of Moorpark share in the resources of the entire library system, a total of 826,033 books and 41,935 audiovisual materials. Daily deliveries among the county libraries facilitate this resource sharing. The VCL also provides a rotating collection of popular new materials. The VCL has a robust automation system in Sirsi /Dynix. Librarians may order materials on -line, and they are integrated into the catalog. The vendors process materials to almost shelf -ready condition. Specialized materials may be purchased from local vendors. The Friends provide additional funding for materials, such as the recently purchased classic film collection. One of the assets of the VCL is its website and associated resources, which residents may access remotely from home or work on a 24/7 basis. Via the website, residents may: • Access the VCL's online catalog; • Search electronic databases including Electric Library (full -text database of periodicals and newspapers geared to K -12 school research and assignments), Galenet Infotrac (magazine and journal indexes covering reference, health, biography, science, history and government), Newspapers (including the Los Angeles Times, Ventura County Star and La Opinion), Reference USA (provides business demographics and data), ERIC (educational resources from professional journals and magazines); • Link with the catalogs of the Oxnard Public Library, the Thousand Oaks Public Library, the Cat -A Ca -A -Link Gold (regional library catalog for 15 libraries including the Black Gold Cooperative Libraries of Santa Barbara, San Luis Obispo and Santa Maria), and California Library Catalog (a statewide catalog of holdings); • Download audiobooks; • Search the Librarian's Index to the Internet, with a selective listing of World Wide Web sites by subject; • Search the California Digital Library, the online resources in the libraries of the University of California; City of Moorpark 13 Arroyo Associates, Inc. f-., f N -," . ,,1k n • Be linked with schools and universities, government, and other local clubs and resources; • Receive assistance from a librarian 24/ 7 through the Ask Now service; • Get help with homework through KidsClick, a searchable homework website at UC Berkeley; and • Children and youths can get recommendations on what to read. Through the VCL system, the residents of Moorpark have access to an adult literacy program that provides training for volunteer tutors, materials for beginning readers, and wide publicity. On -going staff training is also provided on such topics as reference service, customer service, technology and supervision. Programming The programming provided in the library is rich and varied. Programs for children and teens are particularly stressed. These include a weekly preschool storytime for children ages 19 months to 5 years, school class visits to the library for orientation/ instruction, book -based programs during the school year and as part of the Summer Reading Program (for which 730 children and teens were registered in 2005). Parents and children come together weekly to the library as part of parenting classes provided by Neighborhood for Learning, a nonprofit service organization funded by First 5 Ventura County. A Teen Advisory Board meets monthly to plan programs of interest to young adults, including Friday Nights at the Library. In addition, an adult book club meets monthly in the library. All of the programming is done either in the public reading space, pushing back all the furniture to make room, or in the small meeting room that is also used for magazine/ newspaper and supply storage, and by the Friends of the Library for sorting gift books for their sales that generate income for the library's programs and collection. A separate meeting/ programming space would allow the programs to be presented without interfering with the use of the library by other library patrons. There is demand for more programs, especially story times and other programs for children, to encourage a life -long love of reading and learning. Additional outreach to schools would also help publicize the library's resources and programs and promote reading. Current staff, working at least four hours a day on the reference desk, cannot do this programming; additional staff would enhance this aspect of library service. City of Moorpark 14 Arroyo Associates, Inc. k. C ti III. REVENUES AND EXPENDITURES This chapter describes the revenue sources for and expenditures incurred by the VCL in the delivery of library services in the City of Moorpark. VCL Financial Structure The Ventura County Library is a "county free library" that is maintained and governed by the Ventura County Board of Supervisor, with its funds segregated from other county operations. It is funded primarily through property tax in the service area, and operated well with sufficient funding from 1980 and 1992. Beginning in 1991 -1992, the Educational Revenue Augmentation Fund (ERAF) shift of funds from local governments to the state hit all county libraries hard, including VCL. Reliant upon property tax and with no significant way to replace lost revenues, VCL lost almost 50% of its funding, a loss from which it has never recovered. Cities struggled to restore library service and a shared governance solution was developed for the VCL in a Memorandum of Understanding (MOU) adopted in 1998. This MOU and the associated Budget Policies adopted by the County and participating jurisdictions were based on two basic principles: a base of level of service for each facility and "return -to- source," the return of property tax generated in a jurisdiction to the facility or facilities serving that jurisdiction. To facilitate return to source, eight "service areas" were established for each library branch, creating boundaries of both incorporated and unincorporated areas from which property tax revenue will be drawn to support a particular library or libraries. Property tax is by far the greatest source of revenue for library service. The amount of tax dollars going to each branch is based on the percentage of actual property tax receipts for each service area to the total amount of property taxes during a particular year. Since 2002, property tax proceeds have been divided and allocated according to actual receipts during FY 2002 -03. The VCL had recently updated these proportions with 2005 actual property tax receipts to be effectively used beginning in FY 2006 -2007. Service areas that generate more property taxes than needed to operate their libraries at the determined baseline levels can utilize the surplus funds for any library purpose. In addition, any city may opt to provide funding for specific library service upgrades. This system results in a coalition of individual libraries rather than a true regional library system. Hence, there are disparities among libraries in hours open, staffing, and collections. City of Moorpark 15 Arroyo Associates, Inc. In recent years, with the decline in state Public Library Fund monies - which were used to cover the remaining costs of libraries serving areas that could not generate enough local property taxes to meet baseline service levels - return to source could not be fully realized, and the inherent conflict between the principles of return -to- source and baseline service level surfaced. The cities of Camarillo, Moorpark, Oak Park and Simi Valley have traditionally had excess funds, while others - Fillmore, Ojai, Port Hueneme, Ventura and some of the unincorporated areas - did not generate enough property tax revenue to support base level services. This issue triggered the VCL to secure an outside consultant, Management Partners, Inc., in 2004 to study this important issue. The consultant report identified no practical way to increase library district revenue, and offered several options for funding changes, including a controversial recommendation to discontinue the return -to- source formula for unincorporated areas surrounding cities, allowing return -to- source on tax proceeds collected within incorporated areas or within an Area of Interest which does not include a city where a library already exists. Revenues generated from the unincorporated areas would then become discretionary, to be used by the Library Commission to provide service to unincorporated areas that do not have a nearby city library, and to ensure that all libraries maintain a base of service. According to the report, under this approach, approximately 60% of total funding is subject to return -to- source restrictions and dedicated to the incorporated areas. The impact upon the City of Moorpark was a reduction of some or all of approximately $63,000. Although the Library Commission and Board of Supervisors approved this option, the plan was dropped after higher- revenue generating service areas agreed to divert some of their tax revenues to support the other service areas. However, no revenues were transferred from one area to another, as actual tax receipts from low- revenue areas for that year were more than estimated and required for maintaining baseline levels of service. In jurisdictions and service areas that once could not generate enough funds to operate base service levels, residential growth and development is projected to generate enough funds to support baseline service levels in the next few years. To provide a more detailed glimpse into the sources of revenue raised and the types of expense incurred relating to the Moorpark Library, a summary of the budget for the Moorpark Library for FY 2004 -05 is shown below. The rest of this chapter provides further discussion on key revenue and appropriation items within the FY 2004 -05 budget. City of Moorpark 16 Arroyo Associates, Inc. Property Taxes $577,579 Personnel $313,004 Use of Money/ Pro ert $7,131 Communications-telephone, computers $7,198 Vehicle License Fees $39,241 Automation/ Technology $5,647 Intergovernmental Grants $2,217 Utilities, Maintenance $50,006 Intergovernmental (City) $0 Equipment Ex enses- contracts $800 Charges for Services - fines, fees, copying $17,736 GSA ISF Costs -mail, purchase orders $3,870 Donations $3,860 Books $45,481 TOTAL $647,764 4br Uverhea€i 17 Arroyo Associates, Inc. Support Services $142,075 Automation staff Book processing, cataloging Interlibrary loan, delivery Children's Services Staff training Administration $53,403 Payroll, accounting Personnel Indirect Cost Recovery $26,280 TOTAL $647,764 Table III -1. Moorpark Library Budget FY 2004 -05 Library Revenue Profile In FY 2004 -05, total library revenues Vehicle License Charges for were $647,764. As shown in Figure Intergovern. State Fees Revenues Services III -1, VCL received approximately $39,241 $2,217 $17,736 $577,579 in both Moorpark -based 6% 3% Donations 0.3% and unincorporated property -tax Use of Money & _ —� - $3,860 revenues to support the delivery of Property 1% p h _ library services in the City and $7'131 surrounding unincorporated areas 1 % (almost nine- tenths of the library's funding). Other major revenues included $39,241 from County Property Taxes, General Funds (identified as $577,579 89% Vehicle License Fees) and $17,736 in charges for services, such as rents Moorpark Library Revenue and interest. The Library Figure III -1. City of Moorpark 17 Arroyo Associates, Inc. Commission recently approved the discontinuation of the County General Fund contribution to each library. These funds will be at the discretion of the Library Commission. $4,000,000,000 $3,500,000,000 $3,000,000,000 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 Moorpark Assessed Valuation Figure III -2. Property -Tax Revenue Figure III -2 illustrates the growth in the City's assessed valuation over the past ten years. Over the total ten -year time period, the City's assessed valuation grew by about 84 %. The recent increase in assessed valuation growth is significant because it is the major source of income to support library services and is likely to increase as the regional and local economies continue to grow. Property tax dollars from the City of Moorpark as well as those from the unincorporated areas have been used to fund the operations of the Moorpark Library. Based on these 2002 proportions of actual tax receipts used by VCL for the past several years, of the $577,579 in property tax revenues allocated to the Moorpark Library, approximately $511,735 are generated within the City of Moorpark, while the remaining proceeds ($65,844 or 11.4 %) are generated by the unincorporated areas that the Moorpark Library serves. Jurisdictions that generate more property taxes than needed to operate their libraries at the determined base levels can utilize the surplus funds for any library purpose. For this reason, Moorpark has been able to increase service levels from its base level of 40 hours per week to 54 hours per week. Benchmark Comparison - $40.00 Revenues $35.00 $30.00 $25.00 As shown in Figure III -3, the City of $20.00 Moor Moorpark and surrounding areas p g $15.00 $10.00 currently generates $15.21 per capita in $5.00 revenue to support library services. $0.00 The City's local income raised for library services is far below the average of $33.47 found in the benchmark cities Benchmark Ventura Co. Moorpark Libraries Local Income per Capita Figure 1I1 -3. City of Moorpark 18 Arroyo Associates, Inc. and is slightly lower than the VCL average of $17.50. Expenditures for the Moorpark Library The Moorpark Library's FY 2004 -05 expenditures were identified and utilized. As shown in Figure III -4, expenditures at the library totaled $647,764. The following paragraphs list and describe the library's major expenditure categories. Personnel Administration Ventura County 8% Overhead Support 4% Services Personnel 22% 1.. 48% Books 7% GSA ISF Costs ,-_ Communication 1% 1% Equipment Occupancy Automation expense expenses Technology .001% 8% 1% Moorpark Library Expenditures 2004 -05 Figure I1I-4. (Total Expenditures: $647,764) A total of $313,004 was spent on personnel and related costs. This equates to about 48% of the total budget, which is low relative to many other library operations. Given the service nature of public libraries, the percentage of a library's budget spent on branch staff costs typically exceeds 50 percent. The average percentage of funds spent on personnel costs in the benchmark communities is about 63 %. The library is currently staffed with a total of 6.0 FTEs, which includes 1.0 FTE City Librarian, 1.0 FTE Youth Specialist Librarian, 0.5 FTE Librarian, 1.0 FTE Library Technician II, 1.0 FTE Library Technician I, 0.5 FTE Library Monitor, and 1.0 FTE Library Page (a position shared by part -time staff). Operating and Materials Expenses A total of $67,521 was spent in non - personnel operating costs for the Moorpark Library. These operating cost items include: • County GSA ISF costs: mail, purchase orders • Equipment expenses: various service contracts • Occupancy expenses: utilities, facility maintenance • Automation/ Technology: computers, circulation system • Communications: Computers, telephones Moorpark expenses incurred in these areas are actual costs, rather than a proportional share of VCL -wide operating costs. Total library books and other materials expenditures in FY 2004 -05 for Moorpark totaled $45,481. Again, the amount for materials cost is also actual, and not proportional. City of Moorpark 19 Arroyo Associates, Inc. c •i1k. k. County Administration and Support Costs For FY 2004 -05, VCL allocated $221,758 in expenditures to the Moorpark Library to support shared County overhead costs. As shown in Figure I1I -5, this includes expenses for administration, various support services, and Ventura County overhead. These County administration and support costs are apportioned to each branch library based on a proportional rate of each branch's circulation % /population % determined annually. Administration, $53,403 24% Ventura County $26,280 12% County Overhead & Support 2004 -05 Figure III -5. (Total Expenditures: $221,758) Support Services, $142,075 64% The Moorpark Library's circulation/ population rate for FY 2004 -05 is 7.16 %. Both Administration and Support Services Costs cover a range of critical activities that all libraries are likely to incur during the course of operating. These activities cost the Moorpark Library a total of $195,478, or 88% of all proportionally- determined expenses. Administration and support costs include: • Payroll • Accounting • Personnel/ HR expenses • Purchasing costs • Automation staffing • Book processing and cataloging • Interlibrary loan and delivery • Children's services • Staff training A jurisdiction opting to operate an independent library would also be required to perform these activities or obtain these services, although their actual costs would vary. The Ventura County expense of $26,280 is for the indirect cost recovery of the City of Moorpark 20 Arroyo Associates, Inc. operations of the County Executive Office, Auditor - Controller, County Counsel, and Tax Collector. Capital Outlay In FY 2004 -05, there were no capital expenses that were attributed to the Moorpark Library, although the VCL itself had a capital outlay $104,700. Among the seventeen benchmarked libraries, only five had capital outlays, ranging from $3,610 to $183,214. Benchmark Comparison The analysis indicates that $45.00 the current resources $40.00 allocated by VCL result in a $35.00 $17.06 per capita $30.00 expenditure for library $25.00 services in Moorpark. As $20.00 shown in Figure III -6, this $15.00 is less than half of the $10.00 $5.00 benchmark average of $0.00 $39.04 and is 12% lower Benchmark Libraries Ventura Co. Moorpark than the VCL average of Expenditures Per Capita $19.31. The VCL, when Figure III -6. evaluated with 20 other county systems in California serving populations of at least 230,000, is ranked 16th in per capita expenditures. The VCL spends more on a per capita basis than only five county systems: Riverside County Library Service, San Bernardino County Library, Kern County Library, Tulare County Free Library, and Merced County Library. City of Moorpark 21 Arroyo Associates, Inc. a e-h,(A e-N-. " t_e 1. 'A_.' a.iu of IV. COMPARATIVE ANALYSIS This chapter primarily defines the level of library services provided at the Moorpark Library and compares it to the level of library service provided by other VCL branches as well as comparable libraries in the State. Appendices B through D provide a more detailed listing of various performance measures, comparing the VCL with comparable county systems and the Moorpark Library with single - facility municipal libraries as well as the other branch libraries within the VCL. Library Performance Measures With the assistance of stakeholders, "comparable" libraries and cities often benchmarked with Moorpark for various reasons were identified. Through this process, 17 municipal libraries were identified, each with a single library outlet and a service population between 29,000 and 65,000. These two characteristics were selected because of Moorpark's current and projected built -out populations, and the fact that Moorpark has only one library outlet within its boundary. Comparisons with the performance measures of the County system were noted, where possible. The criteria measures used include: • Facilities: This criterion measures the amount of space available for books and materials, employees, the amount of seating, the number of programs, etc. Small libraries will have significantly less space and, therefore, cannot offer as many services as do larger libraries. • Holdings: This measure shows the number of library materials, expressed in per capita, that is available to residents within the community. This measure may vary from year to year, depending on whether older books have been weeded out in recent years. • Funding: This measure shows the overall expenditures made for library services (i.e., books /materials and total budget) expressed in dollars per capita. Typically, larger per - capita expenditures for either measure should translate into better library service. • Hours: This measure indicates the availability and accessibility of library services to all segments or ages of a particular community. As hours available for service increase, a wider segment of the population can use the library's service. • Library Usage: This measures how much residents use the library. Common indicators that show the usage of the library include the number of library registrants as a percentage of the city's population. City of Moorpark 22 Arroyo Associates, Inc. iFA,A,AdI@' • Material Usage: The circulation per capita, turnover rate (i.e., defined as annual circulation divided by the library's collection), and the in -house usage of materials will reflect how heavily the surrounding community uses the library's collection. • Youth Programs and Usage: The number of preschool and grade - school children who attend the library's youth programs (e.g., story -time, presentations, other programs, etc.) measures the degree to which the library is geared toward children in the community. Library Size The size of a library facility is 0.60 important because it 0.50 determines the number and 0.40 types of programs as well as 0.30 the collections and user space available. Square footage data 0.20 was gathered from the 0.10 benchmark libraries to 0.00 compare with the Moorpark Library. Square Foot per Capita Comparisons Table IV -1. City of Moorpark Benchmark Libraries Ventura County Moorpark Facilities Square Feet per Capita Figure IV -1. As shown in Table IV -1 and Figure IV -1, the space allocation for the Moorpark Library at 7,800 square feet represents 0.205 square feet per capita. This is significantly below the benchmark average of 0.549 sq. ft. per capita. In a ranking of community libraries operated by VCL, the averages range from 0.132 sq. ft. per capita to 1.30 sq. ft. per capita. Among the 15 VCL facilities, Moorpark Library has the 10th highest sq. ft. per capita. The average for the total group is currently 0.329 sq. ft. per capita, or 59% more than Moorpark's square footage per capita. 23 Arroyo Associates, Inc. Holdings 3.00 2.50 2.00 1.50 1.00 0.50 0.00 Benchmark Libraries Ventura Co. Moorpark Library Volumes Held per Capita Figure IV -2. As shown in Table IV -2 and summarized in Figure IV -2, the library collections held by the Moorpark branch library average 1.35 volumes per capita. This is 45% below the average of 2.73 holdings per capita found in the benchmark libraries, and is 27% below the average overall VCL holdings of 1.84 per capita. The limited holdings of the Moorpark Library are attributable to the small size of the facility. In addition to the limited size of the collection, the analysis noted that the VCL averages $1.68 per capita expenditures for materials, whereas the Moorpark Library spends about $1.20 per capita. Both Ventura County's and Moorpark Library's materials expenditures are low, compared to the average of $4.13 per capita among the benchmark cities, as shown in Figure IV -2. City of Moorpark Collection Benchmark Comparison Table IV -2. 24 Arroyo Associates, Inc. Staffing The Moorpark Library is 0.5 currently staffed with a total 0.4 of 6.0 FTEs, which includes 1.0 FTE City Librarian, 1.0 0.3 FTE Youth Specialist 0.2 Librarian, 0.5 FTE Librarian, 0.1 1.0 FTE Library Tech II, 1.0 FTE Library Tech I, 0.5 FTE 0 Library Monitor and 1.0 FTE Library Page (a position shared by several part -time workers). Benchmark Libraries Ventura Co. Moorpark FTEs per 1,000 Population Figure IV -3. As shown in Figure IV -3, the analysis indicates that staffing at the Moorpark branch library is 0.158 per 1,000 residents, which is higher than the VCL branch -level staffing average of 0.148 FTE per 1,000 residents, and substantially below the 0.429 staffing per 1,000 residents found at the benchmark municipal libraries. Table IV -3 provides a more detailed comparison of the Moorpark Library's staff FTE per 1,000 residents with those of the seventeen benchmark municipal libraries. As discussed, the limited size of the FTEs per 1,000 Population facility has a direct impact on the Table Iv -3. staffing and services that can be afforded to residents. County branch libraries, like Moorpark, also receive professional level assistance, acquisitions and collections development, programming, and other service from headquarters and regional office staff. Although this support staff is not included in the branch's FTE, the cost for their services is included in the branch's overhead and support line items. City of Moorpark 25 Arroyo Associates, Inc. «/ Arcadia Public Library 29.3 0.519 Beaumont Library District 7.0 0.189 Cerritos Public Library 59.5 1.080 Covina Public Library 14.5 0.292 Glendora Library & Cultural Center 23.2 0.443 Los Gatos Public Library 17.2 0.593 Monrovia Public Library 18.6 0.474 Monterey Public Library 25.8 0.840 Palm Springs Public Library 23.7 0.518 Palo Verde Valley Library District 3.7 0.086 Placentia Library District 20.2 0.376 Porterville Public Library 8.5 0.191 San Bruno Public Library 14.5 0.343 Santa Paula Public Library District 12.8 0.436 Tulare Public Library 9.8 0.197 Woodland Public Library 14.5 0.270 Yorba Linda Public Library 29.1 0.443 Mooxpaxk 'li B: l FTEs per 1,000 Population Figure IV -3. As shown in Figure IV -3, the analysis indicates that staffing at the Moorpark branch library is 0.158 per 1,000 residents, which is higher than the VCL branch -level staffing average of 0.148 FTE per 1,000 residents, and substantially below the 0.429 staffing per 1,000 residents found at the benchmark municipal libraries. Table IV -3 provides a more detailed comparison of the Moorpark Library's staff FTE per 1,000 residents with those of the seventeen benchmark municipal libraries. As discussed, the limited size of the FTEs per 1,000 Population facility has a direct impact on the Table Iv -3. staffing and services that can be afforded to residents. County branch libraries, like Moorpark, also receive professional level assistance, acquisitions and collections development, programming, and other service from headquarters and regional office staff. Although this support staff is not included in the branch's FTE, the cost for their services is included in the branch's overhead and support line items. City of Moorpark 25 Arroyo Associates, Inc. «/ Fours of Operation If the Moorpark Library were to provide service at the baseline level, then its hours of operation per 100 population would be lower (5.48) than the average of the benchmark libraries. However, 40 weekly hours of operation is not out of the norm; in fact, 40 hours is the median among the benchmark libraries. If Moorpark Library were to be ranked along with the benchmark libraries, based on the 40 -hour week, the Library would fall precisely in the middle, with seven benchmark libraries on either side. While Moorpark and VCL libraries in general provide longer hours of service, they are operating at much lower staffing levels. It is also important to note that, like that found in other comparable communities, there is no Sunday service. Of the 17 benchmark libraries, only 5 libraries offer Sunday hours, limited at 4 hours. Although weeknights and Sunday services are key public service demand hours, many public libraries do not provide these hours given financial constraints. Circulation Materials circulation is another measure of how well a library 14.00 facility is utilized. One aspect of 12.00 materials circulation distinguishes 10.00 the Moorpark Library from other 8.00 libraries, namely the circulation of 6.00 children's materials. This study 4.00 found that 46.5% of total circulation 2.00 in Moorpark is attributable to 0.00 children's materials, compared to Benchmark Libraries Ventura Co. Moorpark Circulation per Borrower Figure IV -5. City of Moorpark 26 Arroyo Associates, Inc. an average of only 38.2% among benchmark libraries. This Moorpark use pattern appears to be driven by the higher proportion of resident children in the City, and reflects the family orientation of the community. As shown in Figure IV -5, circulation of library materials at the Moorpark branch is 4.64 per borrower, which is lower than the 6.07 found throughout the VCL system and is less than half of the 11.68 average per borrower circulation found in the benchmark communities. The Moorpark Library has relatively lower numbers of borrowers and its circulation per borrower or per capita is low. In fact, as shown in Table IV -4, the Moorpark Library has significantly lower number of borrowers per capita and circulation per capita than the averages of benchmark cities. As shown in the appendices, even within the County system, Moorpark has one of the lowest circulations on a per capita basis. Of the 15 VCL branch libraries, only 4 libraries have lower circulations per capita than Moorpark. Borrowers and Circulation Comparison Table IV-4. Potential factors contributing to the lower -than- expected usage of the library, as shown in circulation data, include: • The low expectations of community members from a library facility that is so small, at 7,800 square feet. The exterior is not inviting, with no signage on the parking lot entrance and a lack of a view into the library. • The low expenditure for materials means less selection for library users. City of Moorpark 27 Arroyo Associates, Inc. • The location in the downtown area may discourage some potential users from more distant parts of the city to visit the library. • Moorpark is a city of commuters. As such, many residents may use libraries close to their work locations. • The Moorpark Library suffers when compared with the large (and expanding) library of neighboring Thousand Oaks. This study found a total of 1,950 Moorpark residents who hold library cards to the Thousand Oaks Library, despite having to pay an annual fee of $70.00. These Moorpark cardholders have full access to the services offered at the Thousand Oaks Library. • The library, as part of the County, is not as fully promoted as a City service as it could be. Often times, this disconnect occurs when there is little collaboration between the City and County from an operational level. The link from the City's web page to the Library's could be more prominently displayed. Cost per Hour of Service As shown in Appendix D and summarized in Figure IV -6, VCL's expenditures per hour of service at the Moorpark Library are approximately 63% lower than those found in the benchmark cities. The relatively low level of expenditure per hour is attributable to the VCL (including Moorpark) providing relatively more service hours, while providing much more limited staffing and spending significantly less on materials and other operation costs. Benchmark libraries spend, on a per - capita basis, more than double ($39.04) that of Moorpark's expenditures of $17.06 per capita. $700 $600 $500 $400 $300 $200 $100 City of Moorpark Benchmark Ventura Co. Moorpark Libraries Cost per Hour of Service Figure IV -6. 28 Arroyo Associates, Inc. Children's Program Attendance As shown in Appendix D and 1.40 summarized in Figure IV -7, the attendance at children's programs '.20 at the Moorpark Library is 1.00 significantly lower than the average 0.80 among benchmark libraries. While 0.60 benchmark cities boast a children's o.4o program attendance of 1.24 per 0.20 child, Moorpark's attendance is 0.00 only 0.47 per child. Benchmark Libraries Ventura Co. Moorpark Children's Program Attendance per Child This is important to note since there Figure IV -7. appears to be a higher proportion of children within the Moorpark service population (29% vs. 22 %) and a higher percentage of children's material circulation, compared to the benchmark libraries. Despite high demand for children's programs, as confirmed by the stakeholder interviews, the low attendance at current programs is likely a result of the limitations of facility space as well as limited staffing. While the lack of adequate space limits the number of program participants, limited staffing restricts the number of programs offered. City of Moorpark Arroyo Associates, Inc. 0ncTC.r.y5 V. LIBRARY SERVICE NEEDS Demographic Assessment Population Size Library service needs can be identified to some extent by an analysis of community demographics. A summary of demographic data is provided in the tables below. Data for Ventura County, California, and the United States is provided for the purpose of comparison to that of Moorpark, as available. A brief analysis of the data and its impact on library service needs follow each table. 25,494 31,415 47,833 Source: U.S. Census Bureau. Census 1990, Census 2000, 2004 Population Estimates Southern California Association of Governments, Population Forecast, Oct. 2003 City of Moorpark Planning Division Moorpark Population Size Table V -1. The library was built in 1981, while the area was still part of the unincorporated Ventura County, and before the great population increase of the 199Os. It was expanded twice, with the latest expansion in 1996 to its present size of 7,800 square feet. This is still a very small facility, providing only 0.22 square feet per Moorpark resident and 0.17 when the built -out population of 47,833 is reached. The City has outgrown its current library, which does not represent the maturity or size of the community. Issues and Considerations Given the growth of the Moorpark community and limited size of the current facility, a new, larger, state -of -the -art facility is needed. Moorpark requires a facility that can accommodate a larger collection, more seating, more public access computers, adequate staff workstations and storage, a meeting/ programming room, sufficient space for storytelling, and special purpose spaces. Population Characteristics Moorpark is a community with a very high percentage of young residents and families, compared to the county, state or nation. The enrollment in the Moorpark Unified School District is stable, with only a slight decrease in the past year, so the population is City of Moorpark 30 Arroyo Associates, Inc. �� �, ,. o" aging slowly, unlike many school districts, which show a marked decline in enrollment. The median age is 31.5 years, compared to 35.3 for the United States. moorpa& Ventura co California United states Average Family Size 3.71 3.46 3.43 3.14 Average Household Size 3.49 3.04 2.87 2.59 Percentage of Families 85.6 households with children < 18 39.7 35.8 32.8 Mean Travel Time to Work- 28.7 Minutes 25.4 27.7 25.5 Age Distribution-Percentages Under 5 years 8.1 7.5 7.3 6.8 5 -19 29.3 23.8 22.8 21.8 20 -34 18.00 20.0 22.4 20.9 35 -64 28.5 28.5 26.7 34.2 65 Years and Older 4.5 10.2 10.6 12.4 18 Years and Older 65.8 71.6 1 72.7 74.3 Median Age 31.5 34.2 33.3 35.3 ETHNIC DISTRIBUTION White 74.4 69.9 59.5 75.1 African American 1.5 1.9 6.7 12.3 Asian 5.6 5.3 10.9 3.6 Other/ Two or More 18.4 22.7 22.8 5.5 Latino 27.8 33.4 32.4 1.2.5 Nativity Native Born 80.8 78.2 72.7 87.7 Born Outside the U.S. 19.2 20.7 26.2 11.1 Languages Spoken at Home- Percenta es English Language Only 71.7 67.0 60.5 82.1 Language Other than English- 28.3 33.0 39.5 17.9 Speak English Less then "Very Well" 13.4 16.1 20.0 8.1 �,oi[rce: U.S. ceiisus tsiirenu. C.etisiis 2000 Population Characteristics Table V -2. The City is less diverse than Ventura County and California, with almost 75% of the population White. More than 80% are native born, but over 28% speak a language other than English at home. While much of the collection is be in English, over 13% of residents are linguistically isolated, speaking Spanish for the most part. Issues and Considerations Given the demographics of the Moorpark community, the following are key considerations regarding library service needs that need to be taken into account during the planning and management of library services at the Moorpark Library: City of Moorpark 31 Arroyo Associates, Inc. 1. With over one -third of the residents of school age or younger, there is a need for a strong library program for children and teens. The community is family - oriented, calling for family programs as well. 2. With a high percentage of young people in the community, the library should have a very strong collection of materials for children and teens. 3. Modern library planning includes a space for teens that is separate from those for children and adults. 4. The number of residents speaking Spanish points to the need for both Spanish language materials for children and adults, and for English language learning materials. See Appendix I for a breakdown of the Moorpark Library's collection. 5. The large number of commuters and the time they spend on travel to work suggests that a significant collection of books on tape or CD would be useful. Educational Attainment The residents of Moorpark are generally well- educated, with almost 85% high school graduates and over one -third having a Bachelor's degree or higher. The high level of educational attainment is confirmed by the statistics from the California Department of Education. Parents of students in the Moorpark Unified School District on average have attained at least some college education, if not a degree. borpmk Ventura CAlifognia United states Educational Attainment „ Less than 9th Grade 9.0 10.4 11.5 7.5 9th -12th Grade, No Diploma 6.2 9.5 11.7 12.1 High School Graduate 16.4 19.7 20.1 28.6 Some College, No Degree 25.8 25.5 22.9 21.0 Associate Degree 8.3 7.9 7.1 6.3 Bachelor's Degree 22.8 17.4 17.1 15.5 Graduate or Professional Degree 11.4 9.5 9.5 8.9 Percent High School Grad or Higher 84.7 80.1 76.8 80.4 Percent Bachelor's Degree or Higher 34.2 26.9 26.6 24.4 Source: U.S. Census Bureau. Census 2000 Educational Characteristics Table V -R. Moorpark Unified School District is an exceptional system, with students scoring well in standardized tests. All six elementary schools, the two middle schools and the high regular high school have reached or are close to the statewide performance target of 800 on the Academic Performance Index (API). Statewide and similar schools rankings for the API average 8.1 and 8.0 on a scale of 1 to 10. Moorpark High School's Academic City of Moorpark Arroyo Associates, Inc. Decathlon Team won the national championship in 1999 and 2003, and State Division Championship in 2002. Source: Califo Not High School Graduate 13 1 High School Graduate 14 2 Some College 20 3 College Graduate 33 4 Graduate School 20 5 Average for All Parents 3.33 nia Devartment of Education. 2005 Standardized Tkfino and Rvnnr Educational Attainment of Parents of MUSD Students Table V-4. ing, Star, data Nearby Moorpark College, a part of the Ventura County Community College District, provides two -year programs in business, science, performing arts and vocational studies, as well as a unique exotic animals training and management curriculum. Approximately 71% of the student population is from Moorpark, Thousand Oaks and Simi Valley, and over 70% of the students are under 24 years old. The new Moorpark College Library was recently constructed, with most funding coming from a 2002 County Bond. The college also hosts "The High School at Moorpark College" for underachieving gifted and talented students. Issues and Considerations Given the strong emphasis on academics and education among households in the Moorpark community, the following are key considerations regarding library service needs that need to be taken into account during the planning and management of library services at the Moorpark Library: 1. The community values education and parents are committed to having their children succeed in school. Collections to support K -12 curriculum are essential. 2. With school libraries closed after 3:15 p.m., afternoon and evening library service hours are important. Remote access to library resources from home computers is an important service. 3. With a high percentage of Moorpark residents educated and well -read, the library's collection of general non - fiction, fiction, "hot topics" and new materials will be an important part of the collection. 4. With the proximity of Moorpark College, there is no need to develop a large collection of curriculum support materials for community college students. City of Moorpark Arroyo Associates, Inc. Socioeconomic Characteristics Economic indicators paint a picture of a comfortably affluent community, with high property values, per capita income level above that of the County, state or nation, a low level of poverty, low unemployment, and a high quality of life. The community is stable, with an extraordinarily high percentage of homes owned rather than rented. Over 82% of housing units are single- family dwellings, most of which have been built since 1980. Commuting time and occupation statistics suggest that many workers commute to relatively high paying occupations in the San Fernando Valley, Los Angeles or in the Ventura /Santa Barbara area. -)ources: �_atzjorma cmptoyment uevetopment wept. unemployment Mate March, 2UUb, unadjusted, preliminary, U.S. Bureau of Labor Statistics, March 2000, and U.S. Census Bureau Census 2000 Economic Characteristics Table V -5. 11 oorpm* Mark Veda Co. California U.S. Per Capita Income 25,383 24,600 22,711 21,587 Median Family Income 78,909 65,285 53,025 50,046 Families Below Poverty Level 4.3% 6.4 10.6 9.2% Individuals Below Poverty Level 7.0% 9.2 14.2 12.4% Unemployment Rate 3.4% 4.0% 4.8% 4.&% Median Property Value 281,300 248,700 211.500 119,600 Population by Occupation-Percentages Management, Professional 40.7 36.5 36.0 33.6 Service 14.7 13.4 14.8 14.9 Sales and Office 27.7 27.3 26.8 26.7 Farming, Fishing, Forestry 1.1 3.1 1.3 .7 Construction, Extraction, Maintenance 6.0 8.2 8.4 9.4 Production, Transportation, Moving 9.8 11.5 12.7 1 14.6 -)ources: �_atzjorma cmptoyment uevetopment wept. unemployment Mate March, 2UUb, unadjusted, preliminary, U.S. Bureau of Labor Statistics, March 2000, and U.S. Census Bureau Census 2000 Economic Characteristics Table V -5. 11 oorpm* Veda Co. California; U.S. Owner-Occupied Housing Units - % 82.1 67.6 56.9 66.2 Occupancy er Room 1 or less 91.3 87.6 84.8 94.3 1.01 -1.5 3.3 5.2 6.2 3.0 1.51+ 5.4 7.2 9.1 2.7 Single Housing Units detached /attached)- % 86.2 74.7 64.0 65.9 Year Housing was Built-Percentages 1998 to March 2000 0.1 2.2 1.6 2.4 1990 -1998 17.8 10.7 11.3 14.6 1980 to 1989 55.1 19.6 17.2 15.8 1970 to 1979 17.2 26.8 20.5 18.5 1969 or Earlier 9.7 40.7 49.4 48.7 Source: U.S. Census Bureau. Census 2000 Other Characteristics Table V -6. City of Moorpark 34 Arroyo Associates, Inc. The composite demographics do not, however, tell the whole story. Of the five census tracts of which Moorpark is a part, three have similar demographics to the composite. The areas closer to the downtown, and the northwest quadrant of the City have a distinctly different demographic profile from that described above. Census tracts 76.02 and 76.06 contain almost 9,000 residents, or 29% of the total population of the Moorpark service area. Charts displaying the data for the five census tracts are attached at the end of this report as Appendix E. This area is more diverse, with more than 55% of residents of Latino heritage. Almost one fourth have less than a 9th grade education. Over half speak a language other than English at home, predominantly Spanish, and of these, many are linguistically isolated. Their median age is even younger (26.2 and 30.4) than that of the entire city. They are employed in lower - paying jobs, and the per capita income in the larger census tract (76.02) is only two - thirds that of the full population. The poverty level is higher, more people rent their homes, which are older housing stock. Both family and household size are larger than for the city as a whole. The occupancy per room is very high compared to other areas of the city, meaning a higher density of population and suggesting the possibility of shared housing. The MUSD has attempted to address the concentration, at certain schools, of students from particular ethnic backgrounds resulting from current residential patterns. It is completing a reorganization of school service boundaries that will result in an ethnic and economic balance in each school. The two "downtown" schools are "choice" schools, with Flory specializing in math, science and technical disciplines and Walnut Canyon focusing upon performing arts. Such efforts are designed to provide a balanced and diverse student body throughout the city. The economically disadvantaged residents of Moorpark have great need for the public library. With little discretionary income, they are dependent upon the public library for both school - related and recreational library materials. While wanting their children to succeed, many parents cannot help their children with schoolwork because of their own educational or language limitations. Instead, many of the children depend upon the guidance of the librarians. Issues and Considerations Because of the socioeconomic differences within the City and between distinct neighborhoods in Moorpark, the following library service needs are recommended: 1. Ample collection in English and Spanish materials, with a range of reading levels to match the educational background of residents and English language learning materials. City of Moorpark 35 Arroyo Associates, Inc. ��a �r-<1 2. Ample seating for after school use by students, both as individuals and working together on group projects. 3. Sufficient public access computers to help bridge the digital divide caused by economic disparities within the community. 4. A large offering of programs for Spanish- speaking families, children, teens and adults to encourage life -long learning. 5. Books on tape or CD will be useful to these commuters. 6. For some students, living in homes with a high occupancy rate, the library provides a relatively quiet place to study after school. 7. Later service hours during the week and weekend hours will be most useful for commuting residents. Interviews with Key Stakeholders Interviews were conducted with key stakeholders to discuss current library service and library service needs. Each was asked about characteristics of the Moorpark community, expectations for the library, key issues that impact the library, service priorities, potential partnerships and the importance of the library to the community. A list of all individual interviewees is included as Appendix A. Below is a summary of library issues and service needs identified by stakeholders in these interviews. Characteristics of the City that Impact Library Service Stakeholders interviewed paint a picture of Moorpark as a fast developing, suburban bedroom community that boasts a high standard of living. While there has been a tremendous population growth, there is also community resistance to this growth. Some interviewees indicated that there was a lack of a strong sense of community, while one individual noted a high level of community pride. While some described Moorpark as "homogenous," others talked about Moorpark as "two different worlds" or the existence of the "other side of the tracks" (in describing the downtown area). There is diversity in socioeconomic backgrounds, with pockets where multiple families share a single dwelling. Yet, the community as a whole is more educated and has higher - income levels. Learning and education is highly valued. For many families, life revolves around school activities, including athletics, with an estimated 60% of the students participating in sports after school. Given the perception of the downtown area, where the Moorpark Library is located, stakeholders believed that the library is more frequented by residents within the surrounding vicinity who walk to the library. Interviewees also perceived that many City of Moorpark 36 Arroyo Associates, Inc. ) CUIfNXIIr- " `J X. 'l SA /V residents living outside the downtown area would rather visit other libraries, such as the Simi Valley branch or the Thousand Oaks Library. In fact, as mentioned earlier, 1,950 Moorpark residents pay the $70 annual membership fee to use the Thousand Oaks Library, providing that library with annual revenues of $136,500. General Role of the Library Many stakeholders expect the library to be a center for learning, and a venue for community events and public meetings. Some want to see the Moorpark Library as one of the primary community centers that bring residents together. Service to children and youth is of primary importance, requiring sufficient resources to meet their educational and recreational needs. Access to computers and the Internet is important to bridge the digital divide for residents of the downtown area, those least likely to have computers in their homes. Several stakeholders have suggested that a major focus of the public library should be upon students in the less affluent areas of the city, particularly near downtown. Although the parents may not be able to help their children with their education because of their own educational or English language limitations, they want their children to succeed. Local Control Key stakeholders identified local control as a very important value held by the City of Moorpark. Hence, there is a growing concern that the City lacks control or ability within the VCL to make key decisions regarding various operational matters involving the Moorpark Library, particularly with regard to funding. These stakeholders consider this perceived lack of local control within the VCL as a major factor impacting its future relationship with the County system and a serious impediment to improving library services in the community. City stakeholders point to a series of VCL policy decisions that have resulted in a tenuous environment for the Moorpark Library. Facility and Space In the October 17, 2005 edition of the Ventura County Star, Moorpark Mayor Patrick Hunter indicated that Moorpark should have a "state -of -the -art facility that offers our community as wide a variety of resources as possible," a library that is as innovative and advanced as the city's EOC Command Center. Councilman Clint Harper, who represents the city on the Library Services Commission, thought that Moorpark has outgrown the library built in 1981. "Ideally, I'd like to see an expansion of the current location at least. It's way too small for a community of our size." Other stakeholders mentioned that they want a library that the community can be "proud of." Most stakeholders agree that the size of the Moorpark Library creates serious restrictions on library services provided to the community. Children's programs are City of Moorpark 37 Arroyo Associates, Inc. limited partly because of the size of the facility. Several expressed desire for separate meeting spaces, both small study rooms and a large Meeting /Program Room with up to a 250 - person capacity. Other space desires include a separate teen room /space, children's space, Friends of the Library bookstore space, a display room, staff restrooms, additional staff work areas, and more room for shelving. Lastly, the staff would like to see the checkout and reference areas separated and located in different areas of the facility. Programming There was strong consensus among stakeholders that library programming should be expanded. Overall, the library is geared towards children. Children's programs offered, although popular, are too few and seating is very limited. Moorpark Library staff expressed the need to expand children's programs to include different programs for toddlers and preschool children. Currently, they only have a single preschool reading program that caters to children from 18 months to 5 years old. Library staff wants to divide this group into two age ranges. The program now serves about 25 children at a time or 40 individuals including parents. Al mentioned were more programs to target families in general, lower - income families, and non - English speaking household. Staff would like to offer one children's program per day, requiring 4 additional hours per day. Lastly, additional hours at the library were mentioned as desirable; for example, Sunday hours for a minimum of 4 additional hours. In addition to the orientations and story hours that the library staff currently conducts for parents involved in the parenting classes at Neighborhood for Learning, the Neighborhood for Learning staff saw the need for more bilingual materials and storytelling times in the library, additional space for storytelling and crafts programs, more language learning materials, a literacy program for adults, and more night -time family events that are well - publicized. Collection Again, there is consensus that the Moorpark Library's entire collection requires expansion. Space limitations restrict the amount of shelving and therefore the size and depth of the collection. Although the current children's picture book selection is in good shape and has good depth, library staff would like to see the fiction and non- fiction materials for children and adolescents doubled, as the library lacks duplicates of these well - utilized materials. Given the demographics of the downtown area and many of the library's patrons, the library's Spanish pre - school materials and adult Spanish materials were also identified as needing expansion. Stakeholders also underscored the importance of expanding dramatically the collection of DVDs, CD books, etc. Lastly, City of Moorpark 38 Arroyo Associates, Inc. the expansion and improvement of collections, such as jobs /careers, medical (update materials 10 years and older), computer skills training, and self -help law materials should also help increase library patronage. Computers Several stakeholders identified providing access to computer technology and the Internet as a critical focus of the Moorpark Library. In light of this, several stakeholders believed that additional computer terminals should be available for public usage. In particular, library staff suggested installing "express' computers, limited to 15- minute usage time for e-mail users, and a dedicated computer for those creating resumes and searching for employment, given the current high usage of existing computers. Currently, the Moorpark Library has 10 Internet capable computers with 4 system computers. In general, the Moorpark Library needs more computers. Potential Partnerships Most interviewees expressed the need for improved partnership between the Moorpark Library and other Moorpark institutions and organizations, such as the Moorpark Unified School District, Moorpark College, and nonprofit service organizations. One Moorpark Library staff member suggested requiring all schools to send students to the library for orientation, or send library staff to the schools. Currently, this is difficult to do given limited hours, staffing, and space. In a conversation with the MUSD, it was suggested that the Moorpark Library supplement school libraries by being open during the after school hours (most school libraries close at 3:15 pm) and providing additional curriculum support materials and providing programs to encourage reading. The library could also work more closely with the adult education program, and the Community -Based English Tutoring (CBET) Program, which provides English language instruction to parents or other adult members of the community who pledge to tutor English learners. It was also suggested that the Moorpark Library be a valuable resource for home - schooled students and their parent/ teachers, providing books and audiovisual materials, as well as meeting space for groups of students studying together. Currently, there are approximately 64 students enrolled in the MUSD's home schooling program and another 50 who are home schooled with other affiliations. There was interest expressed by some City Council members in the concept of a joint school/ public library. This type of joint venture is workable when a library and school are close to each other or share a campus. With the desire to keep the library in the downtown area, and the only school construction anticipated for the next ten years far from downtown, it appears that a joint public/ school library is not feasible at this time. City of Moorpark 39 Arroyo Associates, Inc. eONf�, r,_r- There has also been some discussion in the past about the possibility of a partnership between the Moorpark Library and Moorpark College, whereby Moorpark Library would serve as a children's library and the college library would serve adults. However, conversations with Moorpark College representatives indicate that this partnership is not feasible. College representatives explained that there is a State mandate regarding college library funding that the college must follow — materials purchased must support the curriculum of the college and such expenditures must amount to at least 70% of the academic needs of its student populations academic programs. For this reason, the Moorpark College cannot and is not interested in serving as a general interest library for adults. However, Moorpark College did confirm that its library collections are available for use by Moorpark residents, and that this availability could be better publicized. The college library's catalog can be searched via the Internet and there is a link from the library's website. With both the College and Moorpark libraries affiliated with the Black Gold cooperative, materials are available through interlibrary loan. However, electronic resources cannot be shared, since there is a student authentication system that controls access to these resources, and the subscription price is based upon the College's student population. Another major drawback that limits community usage of the Moorpark College library is the limited and restricted parking at the college. In fact, there are only 20 visitor slots and no additional spaces could be dedicated for non - student use. Lastly, the Simi Valley/ Moorpark Neighborhood for Learning, funded by First 5 Ventura County, suggested that it could partner with the Moorpark Library on a citywide initiative to get a library card in the hands of every child. Neighborhood for Learning offers learning programs and health and family services to all residents who want to develop the full potential of children 0 -5 and their families. Neighborhood for Learning operates two locations: the Moorpark Family Resource Center, located within blocks of the library, and the Berylwood Family Resource Center, located on the campus of Berylwood Elementary School in Simi Valley. The Simi Valley/ Moorpark Neighborhood for Learning serves about 700 families. While there are no income guidelines, and although there is great diversity in the clientele, many participating families walk to the Moorpark Center and presumably live in the lower- income downtown area. More collaborative work can be done to improve library resources and services available to these children and their families. Service Standards and Guidelines On September 18, 2002, the Moorpark City Council adopted Resolution 2002 -2004, which included a set of library service standards: City of Moorpark 40 Arroyo Associates, Inc. AG • Library materials of 5 volumes per capita • Public access computers at 1 public per 2,000 population • Facility space of one square foot of library space per capita Assuming that a new library is the preferred and most appropriate goal for the City of Moorpark to pursue, then a new library may be planned for construction in two phases, to spread costs and to phase in services as the population gradually increases. The first phase would take the library to a service level that is within the range of other similar libraries. The second phase will realize the standards set forth in the September 18, 2002 resolution. The number of public access computers currently needed exceeds the City standard; the first phase for computers should be based on the 1/1000 standard for the projected built -out population of 47,833. Appendix F displays a range of service levels currently being used by library professionals and other library systems for collection size, seating, computer workstations and other service spaces. The square foot per capita range in the second table of Appendix F is shown for mid -size new libraries being constructed with State bond funding. Recommended Service Levels Table V -7 below shows current library service levels and the two proposed phases for future library service levels, all based upon the City's projected population of 47,833 (with the exception of Phase 1 staffing which is computed based upon the current population of approximately 38,000 and the computer terminals described above). Utilizing comparative data and overall assessments and given Moorpark's population and needs, an ideal library facility size for Phase 1 is approximately 23,900 square feet. Such a facility will allow for shelving for a large collection, ample seating, space for 150 - person- capacity meeting room, group study rooms, a generous teen area, and a storytelling area with 30 seats. The new facility would allow for a collection of over 107,000 holdings, and double library seating to 144 seats as well as computer workstations to 48 terminals. Given these service levels, 13.0 FTEs would be required to operate this proposed library facility. In Phase 2, if the City of Moorpark were interested in adhering to the standards adopted in the September 18, 2002 resolution, the proposed library facility for the City's built -out population would be of 47,833 sq. ft. City of Moorpark 41 Arroyo Associates, Inc. 0 �� 0 '5* T Included in Seating Recommended Service Levels for Moorpark Library Table V -7. City of Moorpark 42 Arroyo Associates, Inc. ()� �'J �� " iJ 5 8 Propose& i tee! �- �,�se 2 cable p°ga � f See .22 -1.07 0.5 1 S� per ': 7,800 0.17 0.5 -1.0 avg.0.58 23,917 47,833 Stdftg Levu' 0.37 -0.9 6 0.13 0.37 13 18 Collodion- 2.25 5 Ba�.�c AiV 2.25 -5.00 52,075 1.09 2.25 -5.00 'Per C 107,624 239,165 e. " . 3 11 �� _ 2 .5 -3.1 76 1.59 3 TBD 144 4 OPACs 1 /1000 �. "�iinnEi 0.5 -1.34/ 1000 0.30/1000 0.5-1/1000 TBD 10 Internet 48 12 -18 N/A N/A 12 12 TBD Me; 3/ 1000 or 150 Mtg. N/A N/A 3/1000+ TBD 75 -125 12 Conf. T AM, 20 -25 seats 24 24 ** Sto"11109 1/1000 or 30 40 seats 30 -40 30 ** Included in Seating Recommended Service Levels for Moorpark Library Table V -7. City of Moorpark 42 Arroyo Associates, Inc. ()� �'J �� " iJ 5 8 VI. ALTERNATIVE SERVICE OPTIONS This chapter discusses several service - delivery alternatives available to the City in achieving the desired service -level objectives outlined in Chapter V. Service Delivery Options The City of Moorpark has three main options for the provision of library services. These options include: 1. Continue with VCL operation at the existing facility or expanded facility; 2. Withdraw from the VCL system and provide independent library services through the City at the existing facility or expanded facility; and 3. Withdraw from the VCL system and establish a public - private partnership to provide library services at the existing facility or expanded facility. Each of these options has a number of benefits and drawbacks. A summary of these pros and cons are listed in Exhibit VI -1 on the following page. The City can also consider some combination of the three main options, including establishing a municipal library and contracting for some library services such as book acquisitions and cataloging or circulation services. Contracted services can be provided by private firms and /or other public libraries. To explore the County, municipal and public - private service options, 10 scenarios were developed. Expenditure estimates for the various scenarios were developed for each of the options using various cost assumptions, including VCL costs, average benchmark city costs, and a private sector estimate. It is important to note that these costs estimates are targets and can vary widely depending on the level and types of services provided and available financial resources. Revenue estimates from these scenarios are based on FY 2006 -07 VCL budget estimates. Summaries of revenues and cost estimates for the options are provided in Exhibit VI -2 on the following page. Option #1: Continue with VCL Operations There are significant benefits of belonging to a multi- branch library system. To evaluate library service to a community, based on its participation in a county system, one must examine what system -wide services are duplicative of those in the community's City of Moorpark 43 Arroyo Associates, Inc. Option 1 Continue with VCL Operations Option 2 Provide Independent Library Services Through the City Option 3 Provide Independent Library Services Through a Private Firm Q City of Moorpark ALTERNATIVE SERVICE OPTIONS PROS AND CONS • Easy to implement. • Depth of staff expertise. • Staff longevity. • Depth of staff coverage for illness & vacation. • Minimal City staff participation. ■ Automation system. • County system -wide collections and other resources. • Countywide programs, such as literacy programs. ■ Improved levels of service. • Increased control over library operations, including service levels and personnel. • Guaranteed stable funding level. • Increased opportunities for local fundraising. • Opportunity to improve some service levels. • Opportunity to join MCLS or other cooperative library organization. • Opportunity to reduce operating costs. • Increased control over library operations and service levels, as determined by the service contract. • City can assume operations at a later date. • Relatively easy to implement. • Depth of staff coverage for illness & vacation. • Ability to join MCLS or other cooperative library organization. • Increased opportunities for local fundraising. • Limited City control over Library services. • Still relatively low levels of service. • Continue to operate out of an undesirable facility • Facility limitations limit programs and services • Limited opportunity to improve service level. • Requires additional staff and Council time to establish and operate City-run library. • Need to hire additional staff. • One time capital outlay for collections, automation systems, equipment, and furnishings. • Need for technical support (systems, network, etc.). • Learning curve in library operations. • Continue to operate out of an undesirable facility • May lose tax proceeds from unincorporated areas. • City staff would have to take over certain functions. Exhibit VI -1. Page 1 of 1 • Need to negotiate contract that ensures service levels and other City goals are delivered within set price. • May lose tax proceeds from unincorporated areas. • Control over personnel and staffing decisions. • Continue to operate out of an undesirable facility • City staff would have to take over certain functions. • One time capital outlay for collections, automation systems, equipment, and furnishings. EXHIBIT VI -2. City of Moorpark ALTERNATIVE SERVICE SCENARIOS [1] Scenarios #1, #5 and #8: capital costs include some costs for recommended enhancements at existing facility (excluding any construction costs associated with recommended minor facility renovation). Scenarios #5 through #10: capital cost include various start -up costs involved in establishing an independent library. Scenarios #3, #4, #6, #7, # 9, #10: Capital cost estimate for new facility construction is for design, construction, furniture, and equipment. Capital costs do not include land acquisition, financing costs, nor library holdings. Scenarios #3, #6, #9: Capital cost also includes opening day collection costs. Cost is based on estimate of $30/ unit and 70% on opening day of a recommended full collection of 107,600 volumes. Scenarios #4, #7, #10: Capital cost also includes opening day collection costs. Cost is based on estimate of $30 /unit and 50% on opening day of a recommended full collectionof 239,000 volumes. �e [2] Scenarios #8 through #10: All public - private partnership scenarios are based on estimates provided by LSSI, Inc. as well as other cost estimates. LSSI's average salary/benefit per FTE is 19% lower than that of the benchmark libraries, and 15% below the current average of the Moorpark Library. (� [3] All revenues are based on FY 2006 -07 budget projections. �� Options #5 through and #10: Revenues for non -VPL options excludes property tax proceeds from unincorporated areas. (i +im 5ceanaxty are His %i E Ta1a CAP" cost, Avg. r se t Estimated Low �rat3reg Estimated Es"ated Fret ; 1 Estimate 111 Gmst S�Tas j Ccio ;�Ias /aB Cwt sum/ Week . 'k sti Ci Revenues {�rfa� Estimate (s�au) EWate (Buf) VCL Moorpark Library #1 Existing Conditions 7,800 54 6.0 $0 $645,506 $803,213 $157,707 N/A N/A N/A N/A #2 Enhanced Services 7,800 54 7.0 $63,097 $692,355 $803,213 $110,858 N/A N/A N/A N/A #3 Expanded Facility 23,917 54 13.0 $9,022,716 N/A $803,213 N/A $1,343,277 ($540,064) $1,790,378 ($987,165) #4 Expanded Facility 47,833 54 18.0 $18,670,884 N/A $803,213 N/A $2,686,499 ($1,883,286) $3,129,535 ($2,326,322) Munici al Library #5 Enhanced Services 7,800 54 7.0 $173,097 $609,240 $729,894 $120,654 $499,169 $230,725 $946,359 ($216,465) #6 Expanded Facility 23,917 54 13.0 $9,132,716 $1,374,178 $729,894 ($644,284) $1,036,668 ($306,774) $2,407,880 ($1,677,986) #7 Expanded Facility 47,833 54 18.0 $18,780,884 $2,281,482 $729,894 ($1,551,588) $1,606,476 ($876,582) $4,348,842 ($3,618,948) Public- Private Partnership #8 Enhanced Services 7,800 54 7.0 $173,097 $541,609 $729,894 $188,285 N/A N/A N/A N/ A #9 Expanded Facility 23,917 54 13.0 1 $9,132,716 $1,266,838 $729,894 ($536,944) N/A N/A N/A N/A #10 Expanded Facility 47,833 54 13.0 $18,780,884 $2,161,352 $729,894 ($1,431,458) N/A N/A N/A N/A [1] Scenarios #1, #5 and #8: capital costs include some costs for recommended enhancements at existing facility (excluding any construction costs associated with recommended minor facility renovation). Scenarios #5 through #10: capital cost include various start -up costs involved in establishing an independent library. Scenarios #3, #4, #6, #7, # 9, #10: Capital cost estimate for new facility construction is for design, construction, furniture, and equipment. Capital costs do not include land acquisition, financing costs, nor library holdings. Scenarios #3, #6, #9: Capital cost also includes opening day collection costs. Cost is based on estimate of $30/ unit and 70% on opening day of a recommended full collection of 107,600 volumes. Scenarios #4, #7, #10: Capital cost also includes opening day collection costs. Cost is based on estimate of $30 /unit and 50% on opening day of a recommended full collectionof 239,000 volumes. �e [2] Scenarios #8 through #10: All public - private partnership scenarios are based on estimates provided by LSSI, Inc. as well as other cost estimates. LSSI's average salary/benefit per FTE is 19% lower than that of the benchmark libraries, and 15% below the current average of the Moorpark Library. (� [3] All revenues are based on FY 2006 -07 budget projections. �� Options #5 through and #10: Revenues for non -VPL options excludes property tax proceeds from unincorporated areas. facilities and which are additive. More important, the City must determine the quality and the value added of the service. Rarely are branches able to provide the depth and breadth of materials required to fully serve the information needs of their community. Resource sharing is one of the benefits of a large library system. Other benefits include: • Website maintenance • Staff training • Depth of staff coverage • Shared programming • Participation in funding • Discounts on supplies and furnishings Shared purchasing system that includes centralized cataloging and processing • Robust automation system • Staff expertise and longevity • Minimal City staff participation Remaining within the VCL better guarantees that the Moorpark Library receives its share of return -to- source tax revenues from the unincorporated areas it serves. Otherwise, separating from the VCL may cost Moorpark approximately $93,914 (based on FY 2006 -07 projections) in property tax revenues from the unincorporated areas. Scenario #1: Existing Conditions Given FY 2006 -07 revenues projections, even without County General Fund contributions, there is no reason to remain at existing conditions and levels of service. The Moorpark service area is expected to generate $823,808 in property tax revenues, of which 2.5% would be diverted to fund the VCL's operating contingency, leaving a total of $803,213 for Moorpark Library operations. With estimated expenditures of $645,506, a surplus of $157,707 is available for the Moorpark Library to use for any purpose related to library service. With this surplus, there are a number of enhancements that can improve the existing facility and service levels; these potential improvements are described in Scenario #2. Scenario #2: Enhanced Service in the Current Facility Moorpark has outgrown its current library. By all comparisons and service guidelines, the Moorpark Library is under - funded, with fewer materials, staff, and space than comparable libraries. The City is growing in both population and maturity and needs a library that reflects this growth. While most of the recommended service enhancements City of Moorpark 44 Arroyo Associates, Inc. described in previous chapters are a function of space and would be implemented in a new library facility, there are some that would increase the access to materials and provide a better experience for library users at the current Moorpark Library facility. Collection A one -time infusion of funds, combined with city publicity, could make a difference in the use of the Moorpark Library (see Table VI -1). While the size of the collection cannot be expanded significantly due to space constraints, there are segments of the collection that can be upgraded or replaced and the popular books and audiovisual materials could be expanded without impacting shelving, since most will remain in circulation. These collections and the proposed cost are summarized below. Funding could come from anticipated surplus property tax revenues anticipated this year, from the Friends of the Library, or from the City directly. McNaughton Collection (popular new books) Spanish language children's books - Replacement and expansion Spanish language adult books - Replacement and expansion Audiovisual materials - DVDs and Books on Tape and CD Increase from 700 title inventory to 1,000 inventory $3,097 $10,000 $15,000 $20,000 Recommended Service Levels for Moorpark Library Table VI -1. In conjunction with the purchase of audiovisual materials, this report recommends the purchase of 4 new display shelving units. In addition, this report recommends replacing the existing display racks for audiovisual materials and paperbacks that stand together, so that all match. A total of 26 3' units would be needed to match the 4 shelving units for new audiovisual materials. A very generous estimate of $500 per unit does not include deep discounts available by ordering through the County. Staff Toddlers, children and teens all need to be encouraged to make learning a life -long pursuit. Children's literature -based programs, including story times, help inspire a love City of Moorpark 45 Arroyo Associates, Inc. �_ U iPv of reading. An additional staff person to assist the Youth Specialist Librarian with story times, programs, and outreach to schools would greatly enhance library service. A Library Technician would be an appropriate job classification, able to work with programming as well as with circulation functions. As shown in Table VI -2, the annual cost of the full -time Library Technician position, based on actual salary ranges and estimated benefits and other costs from the County of Ventura, is estimated to be between $36,313 and $60,133, depending on the experience and qualifications of the individual hired. Elated Staff Cost (Salaries & Denef t l veowa C Position Minimum Maximum Library Technician I $36,313 $50,741 Library Technician II $39,040 $54,591 Library Technician III $42,957 $60,133 Estimated Annual Salary Range, Library Technician Table VI -2. Facili There are a number of options that might make the library more attractive and functional, and allow better visual supervision of public spaces by staff. The primary issue is the Literacy Room. During one of the library's previous expansions, it was located along an outside wall. With the second addition, however, this 12' x 20' glass walled room stands in the middle of the library, obstructing visibility to a large portion of the library. Designated as a room for use by literacy tutors, the room is underutilized. There are two options that could be explored: • If it can be done without disturbing a load- bearing wall, remove the walls of this room to open up that space for additional shelving. Instead of a glass front wall, there could be an arch matching others in that area. This new space could be used to display the expanded audiovisual and Spanish language collections. The literacy tutoring could then take place in the small meeting room. It might be advisable to replace the meeting room door with a glass door if that room is used for tutoring, to bring in more light and to provide some visibility. • If Option 1 is not feasible, this room could be transformed into a group study area for students, with two tables. Some of the glass might be removed so that it is partially open and accessible, for purposes of supervision. If either of these is done, it will be necessary to move the staff computer and phone from that room to the Staff Workroom. Providing standard library furniture in the workroom would allow a better use of space. Furthermore, the Staff Break Room, City of Moorpark 46 Arroyo Associates, Inc. ti 4 / '4 li" G- 4 which is a small crowded area with nonfunctional appliances, requires some updating work. A renovation to this area, by replacing outdated and broken equipment, would contribute greatly to staff comfort and morale. Given the potential structural issues with modifications to the existing literacy room, a reasonable estimate cannot be provided without the expertise of an architect or contractor. Publici Most residents of Moorpark are likely to perceive the library as a municipal service, although the County provides it. The City of Moorpark may not have used all opportunities to promote and publicize the library. Including the library in every publicity effort, and bringing the link to the library's webpage to the first page of the City's website would make it more visible. Clearly, the library is underutilized. Not only does the library have resources that are not currently being used, but it also has staff that can assist patrons in retrieving materials from other libraries more quickly. The information and resources available online 24/7 are rich and could be used much more heavily by residents. Cost Summary In conclusion, these recommendations involve a one -time outlay, including $48,097 for collection expansion and undetermined costs for the renovation of the literacy room and staff break room. There is also an ongoing cost of approximately $47,000 for salary and benefits of the recommended additional Librarian Technician. Estimated Costs, Recommended Enhancements Table VI -3. The revenue surplus expected in FY 2006 -07 should enable Moorpark to pay for all these costs. For subsequent years, the expected revenue surplus could continue to support this new staff position as well as expand the Moorpark Library's collection. Estimated annual operating costs would be approximately $692,355, leaving a shortfall of about $110,858 if revenues are assumed at the FY 2006 -07 projection of $803,213. City of Moorpark 47 Arroyo Associates, Inc. Scenarios #3 and #4: New, Expanded Facility Scenarios #3 and #4 assumes that the City of Moorpark will continue with VCL operations, although within a new and expanded library facility. Scenario #3 assumes a new facility consisting of 23,917 square feet, with a staff of 13.0 FTEs, annual hours remaining the same at 2,808, and a full collection size of 107,600. Construction costs for this new library is approximately $8,323,000. Another $699,600 will be needed to have an opening day collection of 70% of the recommended full collection size. Total capital costs for Scenario #3 are approximately $9,133,000. Operating estimates for these scenarios are based on VCL -wide costs. Since service levels and costs are quite diverse among the VCL libraries, it is difficult to determine a reliable average estimate. The cost per square foot among the VCL libraries varies from $29 to $109, with no apparent correlation to the square footage of the facility. This analysis determined an operating cost range of $1,343,000 and $1,790,000 for Scenario #3. The operating shortfall would fall within the range of $540,000 and $987,000. Scenario #4 would realize the service standards adopted by the Moorpark City Council in September 2002, resulting in a 47,800- square -foot facility, an 18.0 -FTE staff, and a full collection of 239,000. Construction costs for this Scenario #4 library is $16,646,000. Another $2,025,000 will be needed to have an opening day collection of 50% of the recommended full collection size. Scenario #4's total capital costs are approximately $18,781,000. The range for annual operating costs is $2,686,000 and $3,130,000, leaving an annual shortfall range of $1,883,000 and $2,326,000. Note that an annual operating budget of over $3,000,000 is estimated for the planned 65,000- square -foot Camarillo library, which would have a staff of over 23 FTEs (excluding non - library staff). The construction cost estimates for both scenarios are based on the statewide average of $348 per square feet for library design, construction, furniture, and equipment among 23 California library development projects currently under construction or further along in the development process. The construction cost estimate does not include funds for land acquisition or lease, financing, or library holdings. Initial library materials are based on an estimated cost of $30 per material. Option #2: Operate Municipal Library through the City The benefits of a City- provided service and autonomy on the local level are less easily quantified. The County's long -range plan addresses deficiencies in input measures (such as material and personnel expenditures), but fails to address output measures. A community -based plan for library services would address these issues. For example, to increase library visits per capita, the City might increase hours, with more weekend and City of Moorpark 48 Arroyo Associates, Inc. evening hours; publicize the library more, stressing services available; increase the available parking; or modify materials selection to better meet community needs. The City might choose to refocus staff strengths in service areas, concentrating on children's services or electronic information. Finally, the City may prove to be more successful in organizing individuals and raising resources from various support groups for the public library. When jurisdictions consider withdrawing from larger county systems, many stakeholders highlight "non- branch" or County overhead costs as an area of concern. Some believe that such costs are too high and efficiencies can be realized if the City were to operate the library itself. However, the 2004 Management Partners, Inc. report found that VCL's county overhead and internal service charges as a percentage of the total operating budget are comparable to and within the range of such costs of other county systems. Furthermore, the economies of scale realized by a larger system allow the system to lower its service cost per capita. Thus, as system size increases, unit cost decreases. For this reason, as the study showed, relatively few cities with populations under 120,000 operate a stand -alone library, unless it has access to available resources and is willing to divert such resources to support a high -cost operation. Hidden Cost Elements While some of the cost elements associated with the operations of the Moorpark Library are transparent, there are others that are not as easy to define or quantify. The City will need to provide some services currently provided by the VCL by either funding these activities with additional financial resources or absorbing them into similar functions currently provided by the City. These cost elements are listed below for consideration: • Human Resources staff to hire and evaluate library personnel; • Funding for staff training, both in general management (some is available from Ventura County) and library skills (some will be available from whatever library cooperative Moorpark affiliates with, such as MCLS or Black Gold); • Creation of a new library webpage and frequent upgrading and maintenance; • Business office services such as issuing of purchase orders for supplies and materials; • Maintenance of the facility; • Publicize the library; • Assume responsibility for existing equipment maintenance contracts and utilities; and • Increased staff to cover additional tasks: City of Moorpark 49 Arroyo Associates, Inc. • Initiating ILLS for materials no longer available directly from the county as intra - library loans • Covering for illness, vacations and training times • Processing of AV materials, some of which is currently done centrally • Participation in committees of cooperative • Prepare flyers for programs • Establishing a literacy program • Any original cataloging These cost elements also apply to Option 3, which also involves the City separating from the VCL system and operating an independent municipal library. Steps Involved in Establishing an Independent Library System If the City of Moorpark decides to separate from the VCL and establish a municipal library, the City needs to understand and prepare for all the steps involved in this arduous process. The City may need to hire a consultant with experience in this process to assist City staff and leaders in managing the transition phase. At the most basic level, the following are key steps required in establishing an independent library system: • Notify VCL of desire to separate from the County system; • Address public relations requirements to ensure community knowledge of separation; • Involve community leaders and stakeholders in the planning process; • Negotiate with County regarding property tax reassignment; • Negotiate with County and existing County staff regarding transition issues and possibility of rehiring and other human resources issues; • Develop documentation acknowledging withdrawal of the newly planned library from the VCL system; • Develop an ordinance, as required in appropriate City laws, to be signed by appropriate officials, creating a new library; • Apply for membership in library cooperative (Metropolitan Cooperative Library System -MCLS or Black Gold). To receive MCLS membership in FY 2007 -08, the City must apply by September 1, 2006; • Negotiate with automation vendor to establish a separate catalog, set up the automation system, and maintain the server (the City may elect to maintain the library's server); • Negotiate with library materials vendor(s), including on -line ordering; and City of Moorpark 50 Arroyo Associates, Inc. ��✓ r.. is � V • Negotiate for electronic resources. Scenario #5: Enhanced Municipal Services at Existing Facility This option assumes that the City of Moorpark would opt to withdraw from the County system and take over the operations of the existing Moorpark Library at its current facility. Because of this, Scenario #5 incorporates the recommendations described in Scenario #2 designed to enhance service levels at the current facility. Utilizing benchmark figures, the scenarios show annual operating costs ranging from a low of $499,000 per year to a high of $946,000 per year. Assuming that the City of Moorpark would generate $729,894 (based on the FY 2006 -07 budget and excluding property tax revenues from unincorporated areas), there could be a surplus of up to $231,000 or a deficit of $216,000. The average operating costs would be approximately $609,000, giving the City a surplus of about $121,000. This surplus is about $10,000 more than that of Scenario #2, which assumes continued VCL operation at the same recommended service levels and service enhancements. Furthermore, since Scenario #5 calls for the City to separate from the VCL, there are significant upfront capital costs associated with establishing an independent library, separate from the capital costs required for the recommended service enhancements. These startup capital costs, estimated at approximately at $110,000, include the purchase and installation of new computer equipment, automation system, website development, database software and setup, and other such upfront costs related to a new library facility. Scenarios #6 and #7: New, Expanded Municipal Facility Scenarios #6 and #7 make the same assumptions regarding startup capital costs, but include the construction and collection costs for the two recommended service levels. Scenario #6, based on the 23,917 sq. ft. facility, has a total capital cost of $9,133,000 (which includes construction and collection costs). The range for annual operating costs is from $1,037,000 to $2,408,000, with an average of $1,374,000. Assuming current Moorpark revenues, the budget shortfall is between $307,000 and $1,678,000. The average annual operating shortfall is about $654,000. Scenario #7, which assumes a 47,833 sq. ft. facility, has a total capital cost of $18,781,000. Annual operating expenses could be between $1,606,000 and $4,349,000, leaving an operating deficit of between $877,000 and $3,619,000 each year. Average benchmark estimates result in an annual operating cost of $2,281,000 and annual operating shortfall of $1,552,000. City of Moorpark 51 Arroyo Associates, Inc. rN of ,. f-'� 471 R Option #3: Operate Municipal. Library as a Public - Private Partnership Option #3 assumes that the City of Moorpark would opt to withdraw from the County system and contract to a private company to manage and operate the library either at the existing facility or a new, expanded facility. There are a number of firms that provide library management services. For this report, one of the leading providers of library management services, Library Systems & Services, LLC (LSSI), was evaluated. LSSI currently manages a number of libraries and library systems throughout the U.S. under various management configurations, from outsourcing individual tasks to full service operations tailored to specific requirements. LSSI's range of capabilities includes: • Acquisition of materials; • Cataloging and processing; • Systems analysis, design and installation; • Operation of automation systems; • Reference, research and information assistance; and • Other library services as needed. It prides itself upon "doing more with less," by enhancing work efficiencies, improving management and utilizing cost controls. In a library management contract, LSSI often takes full responsibility for developing and implementing the library's programs, technology plans, collection development, staff development, long range planning and the overall day -to -day management of the library. LSSI has also been retained to help conceive, develop and establish new libraries as well as assist in the design and expansion of existing facilities. When managing a library, LSSI does not acquire the assets of the library, and often agrees to 3- to 5 -year contracts. LSSI's clients in California include the City of Calabasas, City of Hemet, and the Riverside County Library Services system. Other clients include: • Town of Arlington, TN • Village of Bee Cave, TX • Chatham College, PA • Town of Collierville, TN • City of Fargo, ND • Finney County, KS • City of Germantown, TN • City of Lancaster, TX • City of Linden, NJ City of Moorpark 52 Arroyo Associates, Inc. • Malcolm Pirnie, Inc., NY • City of Millington, TN • Montgomery College, MD • City of Red Oak, TX There have been mixed reviews of LSSI, the first company to offer full outsourcing of public libraries. These issues include lower salaries offered to employees and strict cost controls impact services. Representatives of LSSI would argue that salaries are highly comparable and competitive with industry salaries, and the salary ranges and benefits offered to employees of a new library would be the City's decision. Furthermore, in the Spring of 2003, the Riverside County Office of the Auditor - Controller conducted an internal audit (financial and performance standard review) of the adequacy of LSSI's financial reporting and compliance with the requirements of the contract between the County and LSSI for the management of the County's 28 libraries. The Auditor - Controller concluded that LSSI had adequate processes for financial reporting purposes, and that the performance standards required in the contract were being adequately satisfied, including a) staffing the appropriate amount of FTEs for each library, b) library hours generally adhered to the performance requirements under the contract, and c) libraries were well - maintained and have a good availability of materials for public use. Although this audit review was not a library services study that would assess the effectiveness of library services and management in Riverside County, it may be useful to include some information on this audit report as additional background information on LSSI. Attached to this report, as Appendix G, is a PowerPoint presentation document provided by LSSI regarding the firm and its services. Please note that the inclusion of this company material is for information purposes only, and is not the consultants' endorsement of LSSI and its services. Critical Outcomes to Consider in a Management Contract If the City of Moorpark decides to negotiate with a library services vendor, such as LSSI, there are a number of outcomes that the City should consider in order to avoid a contract that results in diminishing service. Moorpark should consider the following outcomes: • Maintain or expand current service hours. • Adequate level of staffing and compensation: professional degree requirement for librarians and job descriptions for all positions. • Programming level is adequate and desirable (increasing number of story hours, maintaining or increasing teen programs, Summer Reading Program, class visits). City of Moorpark 53 Arroyo Associates, Inc. • Clear materials purchase plan and budget. The City needs to know what types of materials and how many of each material each type it is getting for the proposed budget. • Use of a robust automation system that provides for remote access to the library's on -line catalog and other electronic information resources, and one that can accommodate growth as the Moorpark Library grows (automation systems from SirsiDynix or Innovative Interfaces, Inc. are widely used by libraries and are recommended). In conjunction, vendor should provide a strong plan for transition from the County to City system, such as developing and maintaining the inventory of materials. • Moorpark Library should remain independent, and should not be a part of another library system also managed by the vendor. • Number of electronic databases and services to be provided. • Adequate budget and staff to handle Interlibrary Loans to replace the system- wide loans available through the County Library system. • Plan and budget for publicity of library (flyers, brochures). • Establishment and maintenance of a library website. • Application to State for Public Library Foundation (PLF) funding. • Association with Metropolitan Cooperative Library System (MCLS) or Black Gold System. • Plan and budget for on -going training and development of staff. • Plan for staff backup to cover illnesses, vacations, etc. • Community outreach efforts on the part of the contract firm. • Mechanism for ordering supplies, handling purchase orders. • Negotiations with materials vendors, including local vendors for specialized materials. • Plan for handling processing of materials (through materials vendor? in- house ?). • Mechanism for any original cataloging needed. • Plan for maintenance of the facility and equipment and payment of utilities • Linking up with an existing literacy program or establishing one for the City, perhaps in conjunction with the Moorpark Unified School District. • Reports needed by the City to oversee library service provision- statistics, annual plan of service, quarterly and annual reports. City of Moorpark 54 Arroyo Associates, Inc. Scenario #8: Enhanced Contract Services at Existing Facility Scenario #8 assumes a municipal library at the current facility operated and managed by an outside library management firm. This scenario includes the service level enhancements recommended in Scenarios #1 and #5, and initial capital costs associated with a new library startup. To generate annual operating cost estimates for a contract- managed Moorpark Library at suggested service and staffing levels, this analysis utilizes a combination of actual cost estimates from LSSI and other cost estimates for items left unknown in the LSSI estimate. With these preliminary figures, estimated overall operating expenses if an outside management firm were to manage the Moorpark Library at enhanced service levels would be approximately $542,000, resulting in a surplus of $188,000. It is important to note here that LSSI's salaries and benefits expenditure estimates are 19% below the average of the benchmark cities, and 15% less than current personnel expenditures for the Moorpark Library. LSSI's personnel cost estimates may not reflect market salaries for comparable staff positions within the Ventura County region, or assume different staffing qualifications and configurations. Nevertheless, further investigation is highly recommended if a contract manager is considered for the Moorpark Library. Scenarios #9 and #10: Contract Services at New, Expanded Facility Scenarios #9 and #10 involve the City of Moorpark withdrawing from the VCL system, and contracting with an outside firm to manage and operate the municipal library a new, expanded library facility. The service level assumptions and capital cost estimates for the new municipal facility are based on recommendations made in Chapter 5, and are the same as those used in Scenarios #6 and #7. Thus, capital cost estimates for Scenarios #9 and #10 are $9,133,000 and $18,781,000, respectively. Based on operating cost estimates provided by LSSI, Scenario #9 has an estimated annual operating budget of $1,267,000, resulting in a deficit of $537,000 if annual revenues are assumed at $729,894. Scenario #10 has an annual operating budget of $2,161,000, resulting in a deficit of $1,431,000. Again, it is important to consider the significantly reduced personnel cost estimates provided by LSSI. Space Needs Assessment for a New Facility -Phase 1 The provision of a new and expanded library represents an expense above and beyond the cost of operations and would be paid for by the City. Almost all of the service City of Moorpark 55 Arroyo Associates, Inc. enhancements identified during the needs assessment are dependent upon a larger facility and cannot be implemented in the present library building - they are largely a function of space. Planning for a larger library to meet the community's library service needs should be the ultimate goal of the City of Moorpark, regardless of whether the City remains within the Ventura County Library or establishes an independent library. It is recommended that a new facility be built rather than expanding the existing one. The current facility is already difficult to supervise because of piecemeal additions. Adding an additional 16,100 square feet would only compound the problem. There is not sufficient property to expand to the desired size. If desired by the City, a new library could be built in two phases as outlined in Chapter 5. However, based on the report's analysis of current needs and comparable data, a 23,900- square -foot facility with the proposed service levels is more than sufficient to serve the library needs of the Moorpark community, even at its built -out population. The following space needs assessment is based on this facility configuration. The preferred location of the new library facility is within the new City Hall /Civic Center, a natural adjacency of community services. The following recommendations refer to the construction of a new Moorpark Library that can meet the needs of its community members. The recommendations are based upon the analysis of demographic data, interviews with key stakeholders, and review of technological and service options for a modern library. Additional community input would be useful to confirm recommendations. General Considerations • The library should reflect the maturity of the City of Moorpark, with a well - maintained collection and modern technology. • The library should remain in the downtown area. • The facility should be designed for maximum accessibility for all library users and provide a warm and welcoming environment, with particular emphasis on making it family - friendly. • The facility should be designed for efficient supervision of all public spaces by staff at two service points; a single public entrance is desirable. • The design, signage and equipment of the library should facilitate independent use of the library; services and collections should be visible as one enters the library. City of Moorpark 56 Arroyo Associates, Inc. L •r., v 07 4 Spaces Libraries strive to strike a balance in their space allocation among shelving for materials, seating for patrons, and public access computers. There is need for an increase in all three elements in the Moorpark Library to meet community needs and match the "standards" of modern library service. A new Moorpark Library would include the spaces listed below: • Adult Services: Fiction, Non - Fiction, Periodicals, Languages • Teen Services • Children's Services: Preschool Area, Children's Area, Technology Center, Storytelling/ Program Area. • Circulation Services: Circulation Desk, Copy Center, Self -check & Reserve Pick- up • Reference Services: Reference Desk, Technology Center • General Building Services: Public Restrooms, Electrical Room, Mechanical Room, Custodial Room, Telecommunications Room • Library Entrance • Meeting Rooms: Community Room, Conference Room • Staff Services: Branch Manager's Office, Staff Workroom, Storage, Break Room, and Staff Restroom. An independent municipal library may require more space for administration and back -room operations than a branch facility. • Special Purpose Spaces: Friends Book Sale & Storage, General Library Storage The size of each space is determined by the need for shelving; and the number of seats, computer workstations, equipment, or staff workstations required, as well as the specific requirements for special service spaces. Appendix H displays the distribution of collections, seats, computer workstations, staff workstations, and miscellaneous equipment, along with conversion factors used to determine square foot needs. Conversion factors are those used in Libris Design, the library planning software developed by the California State Library. Collections The proposed collection of the Moorpark Library is based upon circulation statistics, including the "turnover' of materials (circulation divided by number of materials), as well as specific needs identified from interviews and from the demographic profile of the community. Based on such data, a collection of 107,624 books and audiovisual materials is recommended, which more than doubles the current collection of 52,075. Cihj of Moorpark 57 Arroyo Associates, Inc. The distribution of the current and proposed collections is shown in Appendix I. Space needed for shelving is summarized in Appendix J. The shelving allows for a percentage of each collection to be in circulation and for the shelves to be 75% full, leaving room for display. Seating The library should provide a variety of seating distributed throughout the library, including comfortable lounge seating in the browsing, periodicals and new materials areas and for families to read together; table seating for study; carrels for individual study; and teen - friendly seating. The scale of the furniture should match the audience. The current Moorpark Library has a total of 76 reader seats. Increasing the seating to 3 seats for every 1,000 residents allows for 144 seats, an increase of 90 %. Computer Workstations The Moorpark Library currently has a total of 4 On -line Public Access Catalogs (OPACs) and 10 Internet stations. To provide one computer per 1,000 residents, the new library would have 48 public computer workstations, an increase of over 200 %. The distribution of computers and the conversion factors used to determine needed space may be found in Appendix H. The conversion factor is determined by the furniture upon which the equipment is placed, usually a technology workstation. For preschool computers, smaller workstations are needed (2 @ 30 sq. ft.), for teens shared workstations seating 2 each are desirable (4 @ 50 sq. ft.) and the remaining 42 children's and adult workstations will be allocated 45 sq. ft. Four shared printers and print management equipment will add 120 sq. ft., for a total of 2,270 sq. ft. for public technology. Staff Workstations Covered in this category of spaces are the public service desks and the staff workroom and offices. The single reference desk will have three workstations to provide adequate staffing during peak use hours. The Circulation Desk will have two staff workstations, at least one of which is ADA- accessible. Additional circulation will be managed through the Self -Check equipment, used independently by patrons. Although at least half of the time of full -time staff is spent on public service desks, there is need for a workroom of office space for behind - the - scenes tasks. The two supervisory staff (City Librarians and Library Technician II) would each have an office. A shared workroom would accommodate all other staff. Each full -time staff member would have a dedicated workspace. Part -time staff would share workstations. Space allocations and conversions are included in Appendix H. City of Moorpark 58 Arroyo Associates, Inc. On,00 wC Meeting Rooms The library must include a large Meeting/ Programming space for both library and community activities. A room that can seat 150m theater style, and that can be divided into two smaller rooms to increase flexibility of use, would be ideal. A second room, seating 12 at a conference table, would be useful for city, community and library meetings. The rooms would be available when the library is closed as well as during service hours, with a separate alarm system. Associated with both rooms would be a small kitchenette and a larger storage area for tables, chairs and audiovisual equipment. Space allocation and conversions are included in Appendix H. Special Purpose Spaces There are six special purpose spaces to be included in the new library. Two are self - service areas that will be located near the circulation desk, to provide staff assistance when needed. The Self -Check and Reserve Pick -up Area will house the equipment that patrons can use independently to check out their materials, and pick up books they have reserved. The Copy Center will provide two photocopy machines and adjacent preparation counters with supply storage below. The Storytelling/Programming Area will provide seating for 30 children and space for tables at which the children can do book - related crafts, an important part of library service to children. Adequate Library Storage is necessary to allow the library to remain uncluttered and tidy. Seasonal displays, bulk supplies, programming equipment and materials, reading incentives, and a variety of other items will be stored in this space. The Staff Break Room will provide a quiet place for staff to rest and have meals during breaks. The Friends of the Library raise funds for library materials and programs, largely through the sale of donated books. The Friends need a Book Sale Area that is visible from the entrance to the library. They also need a Storage Area where they can sort through and store donated materials. The space allocations and conversion factors are included in Appendix H. Non - Assignable Space The non - assignable space includes utility areas required for the functioning of the building — mechanical, electrical, telecommunications and custodial rooms — as well as public lobby and entry, public and staff restrooms, interior corridors and circulation paths, duct shafts and wall thickness. Non - assignable space is estimated at 30 %. City of Moorpark 59 Arroyo Associates, Inc. Summary of Space Needs The current Moorpark Library is inadequate to provide the library service needs of the Moorpark community. As the population continues to grow toward its built -out size, the needs will only increase. Most of the unfulfilled needs are the consequence of a facility that is too small. Providing an area for preschool story -times, significantly increasing the size of the collection, having a large meeting/ programming space, increasing seating and computer workstations, providing adequate staff workstations and storage are all dependent upon a larger facility. A summary of space needs is provided in Table VI -3. 'lei Service Collections Space Allocation - Sq. Ft. 5,638 Seating 3,440 Computer Workstations 2,270 Meeting Rooms 2,358 Staff Workstations 1,506 Special Purpose Spaces 1,480 Non-Assignable @ 30% 7,154 TOTAL 23,846 Summary of Space Needs Table VI -3. Funding Issues Funding for library capital and operating needs is necessarily a central issue in determining the size and nature of a new building and the levels of services to be provided at a new library. Capital funding can come from a variety of sources, including developer fees, City funds, state or local bond measures (e.g. Library Bond Act of 2000 or pending Proposition 81), and private grants and donations. Property Tax The service area in which the Moorpark Library serves generates a projected total of $823,808 for FY 2006 -07. With the recent financial policy change, 2.5% of these tax revenues will be redirected to fund the VCL operating contingency, leaving a total of $803,213 for Moorpark Library operations. If the City of Moorpark opts to separate from the VCL, Moorpark is only entitled to tax revenues generated within its jurisdictional boundaries. Revenues from the unincorporated areas, which is approximately 11.4% of total tax proceeds from the service area, is estimated at $93,914. As a result, an independent, municipal Moorpark Library would have approximately $729,894 in property tax revenues for FY 2006 -07, representing an increase of 8% from total revenues expected in FY 2005 -06. Such an amount would result in a significant City of Moorpark 60 Arroyo Associates, Inc. surplus in any of the proposed service delivery scenarios that has the Moorpark Library remaining at the current facility. However, in scenarios involving larger facilities, the Moorpark Library would face great operating deficits. Library Facility Fee The Moorpark City Council adopted Ordinance No. 238 - Library Facility Fee - on October 1, 1997. The Ordinance requires developers of new residential and commercial or industrial projects to pay a developer's fee to be used for library facilities to mitigate the impact of new development on the provision of existing library services. To date, the City has received $843,237 in Library Facility Fees. When the City reaches built -out, the Library Facility Fee is expected to raise a total of $2.8 million. The use of these funds can be used for a variety of purposes, including capital improvements and operational uses. These funds can certainly be used for the new library facility. State Funding Since 1994, all library capital -only referenda were approved at the polls. These referenda included bond measures and time limited tax measures. The Library Bond Act of 2000 was supported by 59% of California voters and administered $350 million in matching state funding. Currently on the California June 2006 ballot, Proposition 81 is essentially the same act as the previous Proposition 14, where the State provides funding for 65% of construction and renovation costs, matching the 35% of costs covered by selected local jurisdictions. Proposition 81 provides for a bond issue in an amount not to exceed a total of $600,000,000. If this proposition passes, a potential new source of revenue is available to the City of Moorpark for a new library facility. The Public Library Fund (PLF) provides funds to free public libraries to assure the availability to every resident of the state an adequate level of public library service regardless of the taxable wealth of the local jurisdiction providing the service. Funds are appropriated annually in the State budget to support the program. Localities may use the funds freely so long as the funds serve the public library purposes stated in the law. The law permits the State Legislature to appropriate an amount up to 10% of a target "foundation" level of service based on a per capita cost each year. This foundation level, adjusted annually, has risen from $37.6 million in 1987 -88 to $84.8 million in 2004 -05. The state appropriation has never reached the target level and has varied from $8.8 million (19% of full funding) in 1992 -93 to $56.8 million (79% of full funding) in 2000 -01 and to $14.4 million (17% of full funding) in 2004 -05. The 17 benchmark libraries, on average, received $17,473 each in 2004 -05. The award is based on the population of the library's service area as certified by the State Librarian each spring prior to the year of award. The population factor used is City of Moorpark 61 Arroyo Associates, Inc. based on Census data compiled annually by the Department of Finance for the entire state. Awards are made only to those libraries that formally apply using the forms provided by the State, and that apply on time (annual deadlines are in effect). To qualify, the local governing body (county, city, district) must appropriate funds to the library that are at least equal to its appropriation for the immediate preceding year (called "maintenance of effort," or MOE). The revenue is calculated on the local funds appropriated not actual expenditures, and the compliance with MOE is based on a comparison of the dollar amount certified by the library as of each successive annual submission. Special Taxes and Bond Issue If the City decides to construct a new library that is considerably larger than the current facilities, it will also need to increase library revenues, regardless of whether the City decides to separate from VCL. Key methods to increase library revenues used in a variety of jurisdictions statewide are the institution of special taxes (parcel tax or sales tax) and issuance of general obligation bond. In 2005, 11 city jurisdictions had library - related parcel tax/ special tax and general obligation bond measures. Some of these measures are utilized specifically for library operations and capital uses, while other measures are used to generate financial resources for a variety of municipal services, including library services. Table VI -4 below provides a summary of these local library - related measures. uAsdi Vii. 8 se v 0 Type Georgetown YES 80% 20% $7.50 - $20 / parcel depending on size and use Renew Los Gatos YES 72% 27% $33.66 /residentual parcel Renew Los Gatos NO 64% 1 36% $12 /residential parcel Increase Placerville NO 66% 34% $7.50 - $20 / parcel depending on size and use New San Anselmo NO 55% 45% $250 tax/ year per living unit or 1500 s . ft. nonresidential New San Bernardino NO 55% 45% $20/ residential parcel New Salinas YES 61% 39% Half cent sales tax Increase San Rafael YES 70% 30% Half cent sales tax Increase South Lake Tahoe YES 81% 19% $7.50 - $20 / parcel depending on size and use Renew South Pasadena YES 84% 16% 1 $12 - $96 / parcel depending on size and use Extend Walnut Creek NO 1 62% 38% $21 million GO bond New Sample of Local Public - Library- Related Ballot Measures, California, 2005 Table VI4. City of Moorpark 62 Arroyo Associates, Inc. C,f � , In 2005, while Salinas voters rallied for their city libraries by passing a referendum to restore funding, a few other systems in the state facing tough financial times did not fare as well. After San Anselmo voters said "no" to a municipal property tax that would have raised $1.6 million per year for fire, police, library, and park services, city officials ordered cutbacks in many areas, including the reduction of library hours by 15 from a total of 50 per week. In San Bernardino, Measure S - the Library Relief Act, which would have increased taxes to raise $1.6 million more per year for eight years for the cash - strapped system - fell short of the two- thirds supermajority it needed to pass. San Rafael residents, however, strongly backed another Measure S, which increases the existing 7.75% sales tax by half a percentage point and will be put toward what the city council termed preventing "extreme reductions to essential city services," including libraries, fire and police protection, and street repairs. In Contra Costa County, although 61% of voters approved Walnut Creek's Measure R, the $21- million library bond for a new downtown facility fell short of the two- thirds it needed to pass. However, supporters - including the mayor - acknowledged that a majority of voters backed the project and promised to move ahead anyway. In a special mail -only ballot, Santa Clara County residents supported one library measure but voted down an additional $12 tax. Measure A, a 10 -year extension of the library parcel tax, passed with 72% approval, while Measure B, which would have gone toward materials, services, and keeping libraries from closing two days a week, drew the support of 64% of voters and narrowly missed the two- thirds supermajority required. While the cost of the election - originally projected at $1.8 million, but which ended up costing less than $700,000 - became a campaign issue, library officials did not blame the high estimate for the failed measure. In March of 2005, El Dorado County voters in two of three towns passed ballot measures for a $15 annual parcel tax renewing branch library funding. South Lake Tahoe residents easily passed Measure F with 81% approval, and Georgetown voters approved Measure G almost as strongly, with 80 %. However, a measure supporting the Placerville and Pollock Pines libraries was defeated twice, by just 14 votes in the March election and again by a greater margin in November. South Pasadena Library's Measure L far exceeded the two- thirds requirement, with more than 83% of voters backing the extension of an existing special tax for another six years. Passage of a parcel tax or bond could be difficult in the current climate, especially when most measures require a supermajority or two- thirds of the votes for passage. As shown in Table VI -4, five of the eleven ballot measures failed to garner the necessary two- thirds support from voters, although all measures were approved by a simple majority of voters. In addition to timing, other critical success factors in getting measures approved include: a clear expenditure plan (what will the voters get for their City of Moorpark 63 Arroyo Associates, Inc. money), a nexus between use and taxes paid (unit and parcel taxes keyed to size), and a sunset clause (an end date to the bond, assessment or tax). One fact that suggests some residents of Moorpark are willing to pay for additional services is the 1,950 Moorpark residents who pay the $70 annual fee to use the Thousand Oaks Library, providing that library with $136,500 in revenues annually. A special tax will bring new and stabilized financial resources to the Moorpark Library. However, such a levy could limit potential for future tax increases for other purposes. Summary Analyses presented in this chapter are consistent with four conclusions. First, based on a projection of revenue, any scenario for increasing the size of the Moorpark Library yields an annual operating shortfall, in addition to one -time capital costs associated with new construction. Second, the various public /private scenarios result in the lowest estimated operations shortfalls if the Moorpark Library were in a larger facility. However, capital costs (and startup costs) associated with the public /private scenarios are similar to the municipal scenarios—all far greater than capital costs if VCL continues to provide services. Furthermore, the operating budgets for public/ private scenarios are lower primarily because their personnel estimates are significantly less than personnel costs for both the current Moorpark Library and benchmark libraries. Third, a significant advantage of staying within the VCL system, even if on a short -term basis, is that most, if not all, factors - from costs to service levels - are known. Despite this report's attempt to assess and analyze as many factors involved in non -VCL operational scenarios, there are a number of critical factors associated with these scenarios that could not be reliably specified within the scope of this study and remain unknown. These factors include, but are not limited to: City's ability to attract desired library staff, costs associated with creating and maintaining a library website with database accessibility, and costs associated with various business support services that are unique to library services or may be absorbed into similar functions currently provided by the City. For example, Camarillo's planned new library, with over 100 public and work computer stations, would likely require a new information technology manager exclusively responsible for maintaining the day -to -day computer needs of the new library facility. Obtaining more information and clarification on these factors will help the City better understand the costs, benefits, and risks associated with these alternative scenarios and, thereby, make more informed decisions. The fourth and final conclusion is that it may be possible to take advantage of funding opportunities beyond those incorporated into these scenarios, in order to offset either capital or operations costs. Some of these potential funding sources are summarized in the prior section. City of Moorpark 64 Arroyo Associates, Inc. The ultimate goal for which the City of Moorpark should strive is a much larger and expanded library with ample and quality spaces, collections, programming and technological resources that a community of this size and composition deserves, regardless of whether the City separates from the VCL or not. Based on the library financial, service, and usage analysis included in this report, there does not appear to be an overwhelming and clear -cut case for any one particular service delivery option or scenario that best enables the City to reach this eventual goal. One can assess the financial projections of the various scenarios and conclude that separating from the VCL is the most cost - efficient alternative for the City, resulting in significant cost savings for the City. However, as this report has underscored, there are various hidden costs and unknown factors in starting -up and operating a municipal library that may impact and change these financial projections. Further inquiry and clarification is required in order to obtain more accurate financial assessments. Based on the report's findings, a new and larger library with expanded service levels can be realized through either direction - continue as part of the VCL or operate an independent library service. Realizing this overarching goal depends essentially on the City's willingness and ability to provide higher service levels, and the amount of City and other funding available for library capital and operations needs. However, the decision regarding VCL participation depends on how much weight the City of Moorpark assigns to each "pro" and each "con" described in Exhibit VI -1. As this report has found, perhaps the most important factor that will drive the City's final decision regarding its relationship with VCL is the City's perceived inability to fully participate in the VCL's policy decision - making process. The City's perceived lack of local control within the VCL in making key decisions regarding various operational matters involving the Moorpark Library is a legitimate issue and concern. The success of a library system, consisting of disparate entities, depends on a certain level of centralized control that attempts to ensure system -wide resources are equitably shared and efficiently utilized for the benefit of the whole. Given the growing value and importance of local control among key stakeholders within the City of Moorpark, separating from the VCL and operating an independent, municipal library may be the most viable course of action for the City to achieve its larger goal of providing expanded library services for its community members. Doing so will provide the City and community stakeholders with increased control over the library's operations, stabilize the funding level of the library, and allow for more hands - on participation of local stakeholders in fundraising for the library. Based on the foregoing findings, there are essentially two courses of action for the City of Moorpark, while keeping in mind the overarching goal of developing a larger and expanded Moorpark Library. Hence, both directions have recommendations regarding the planning process for the new library facility. City of Moorpark 65 Arroyo Associates, Inc. First, the City of Moorpark may decide that its best interest can be served if it were to separate from the County system this year. By doing so, the City would have immediate full control over the operations of the Moorpark Library. Such a scenario will present the City with significant challenges. The following are some key recommendations to assist the City in navigating these challenges: 1. Complete all necessary steps in separating from the County system. Please see Page 50 of this report for a preliminary list of steps required in establishing an independent library. 2. Designate key City staff to be responsible for the transition phase. 3. Contract with an outside consulting firm to help the City develop an interim plan and manage the transition phase from a VCL library to a municipal library. Hiring a specialized vendor to assume library operations and management is likely the best option to bring expertise and experience on board in a short timeframe. 4. If the City decides to hire a management firm to operate the existing library on a day -to -day basis, consider contracting on a short -term basis only, until the City overcomes the learning curve of operating a library. Since local control is a priority, it may be in the City's best interest to eventually operate the library through the City. The length of the management contract should allow the City ample time to develop library management know -how and experience. One particular library management firm typically enters into 3- to 5 -year contracts with municipal libraries. 5. In negotiating any management contract with a library services vendor, the City must ensure that certain outcomes or deliverables are adequately addressed and incorporated into the contract to avoid diminishing service. Such outcomes include: hours of service, staffing level and qualifications, programming level, technological resources, materials expenditure level, materials purchase detailed plan and budget, etc. Please see Pages 53 -54 in this report for a more thorough list of these outcomes and deliverables. Secondly, the City of Moorpark may decide not to separate from the VCL this year. Although it does not enable the City to maximize local control immediately, such an approach provides the City with additional time to better plan for the eventual transition. Remaining within a stable and familiar environment where all factors are known and familiar is advantageous for further planning. If postponing the transition City of Moorpark 66 Arroyo Associates, Inc. 0 :. i; °a and remaining within the VCL is the City's decision, the following are key recommendations: 1. Obtain more solid cost estimates for the operations of a municipal library under the various scenarios described in this report. 2. Obtain firmer commitments from various vendors required for library operations. Please see Page 50 of this report for a preliminary list of steps required in establishing an independent library. 3. Reinvest anticipated surplus revenue back into the Moorpark Library, by purchasing additional library materials and equipment. According to the MOU, these assets would become the property of the City if it decides to separate from the VCL. The City should also further examine the possibility of designating unused surplus tax revenues (only those generated within the City's jurisdiction) to a building fund for the proposed new facility, even if the ultimate plan is to operate this new library municipally. This may require a revisiting of the VCL Budget Policies. 4. Remain with the Ventura County Library for as long as the City determines the relationship is beneficial. Again, the eventual goal for the City of Moorpark should be a larger and expanded library, regardless of which recommended course of action it chooses. Both paths should involve the same planning process and activities for this new facility. This report provides the following key recommendations: 1. Begin working with the community on a "visioning phase" for the proposed new library, whereby residents, library constituents, the City Council and staff can begin to set priorities for library roles, potential collections, programs, tenants, and services, possibly concluding with a more detailed space plan for new facilities. The community needs assessment imbedded in this visioning process should help confirm the service level and space needs recommendations made in this report. Although the study utilized the input of stakeholders to make key assumptions about service needs, these recommendations were made without the benefit of a wider participation of community members. 2. Set up a community library task force, representing a diverse cross section of the Moorpark community, to provide ongoing resident input and oversight of the new library planning process. City of Moorpark 67 Arroyo Associates, Inc. 1 �` <7, T" 3. Explore options for financing the construction, purchase or lease of space necessary to achieve desired facility size, such as a municipal bond, parcel tax, and State library funding. 4. Explore potential partnerships and other options for operating the library, such as partnering with and contracting with an established library, e.g. Thousand Oaks Library, to manage the Moorpark Library. City of Moorpark 68 Arroyo Associates, Inc. 0,, Ct..-" Aj t-, APPENDIX A. Page 1 of 1 City of Moorpark LIST OF INDIVIDUAL INTERVIEWS 1. Dr. Roseann Mikos, City Council Member 2. Janice Parvin, City Council Member 3. Dr. Clint Harper, Mayor 4. Mary Lindley, City of Moorpark 5. Alan Langville, Ventura County Library Deputy Director 6. Mary Stewart, Moorpark City Librarian 7. Chris Culver, Moorpark Children's Librarian 8. Sandy Vaughn, Moorpark Library Staff 9. Dr. Eva Conrad, President, Moorpark College 10. Pam Eddinger, Executive Vice President - Student Learning, Moorpark College 11. Ray Di Guilio, Vice President - Business Services, Moorpark College 12. Mary LaBarge, Associate Librarian, Moorpark College 13. Anna Merriman, Assistant Superintendent of Instructional Services, Moorpark Unified School District 14. Dr. Gilbert Bahn, Vice President, Friends of the Library 15. Mary Linn Daehlin, Program Director, and staff, Moorpark /Simi Valley Neighborhood for Learning 16. Claudia Harrison, Executive Director, First 5 Ventura County 17. Bob Windrow, Library Systems & Services, L.L.C. 18. Jeri Takeda, Metropolitan Cooperative Library System 19. David King, SirsiDynix City of Moorpark APPENDIX B VENTURA COUNTY BRANCH COMPARISON Page 1 of 4 2004 -05 i� cm C"l^ City of Moorpark APPENDIX B VENTURA COUNTY BRANCH COMPARISON Page 2 of 4 2004 -05 Lil Lounty total is the amount reported to the State, and includes expenditures for remaining unincorporated areas and other costs. C l' b City of Moorpark APPENDIX B VENTURA COUNTY BRANCH COMPARISON Page 3 of 4 2004 -05 (`ad l �� i City of Moorpark APPENDIX B VENTURA COUNTY BRANCH COMPARISON Page 4 of 4 2004 -05 C� N City of Moorpark APPENDIX C COUNTY LIBRARY SYSTEM COMPARISON Page 1 of 9 (populations over 230,000) 2004 -05 Profile Alameda County Library 520,909 112,659 11 185,830 0.357 288,023 0.55 53.0 201.7 0.263 0.387 Contra Costa County Library 917,886 181,831 23 239,458 0.261 420,630 0.46 58.1 168.4 0.345 0.183 Fresno County Public Library 856,667 204,507 38 235,173 0.275 319,001 0.37 73.2 244.4 0.300 0.285 Kern County Library 753,070 186,593 28 278,248 0.369 248,909 0.33 27.2 123.3 0.221 0.164 Los Angeles County Public Library 3,641,189 862,962 88 990,729 0.272 2,518,778 0.69 267.0 1195.0 0.223 0.328 Merced County Library 240,162 64,903 16 77,6341 0.323 41,502 0.17 2.0 24.4 0.082 0.102 Orange County Public Library 1,503,961 345,319 29 330,885 0.220 1,269,386 0.84 115.0 373.0 0.308 0.248 Riverside County Library Service 953,137 N/A 31 216,290 0.227 575,248 0.60 42.0 156.5 0.268 0.164 Sacramento Public Library 1,301,822 301,401 30 382,632 0.294 509,934 0.39 109.5 284.8 0.385 0.219 San Bernardino County Library 1,218,548 298,228 32 194,875 0.160 460,921 0.38 35.0 214.0 0.164 0.176 San Diego County Library 1,025,674 N/A 33 254,911 0.249 600,708 0.59 70.8 281.8 0.251 0.275 San Francisco Public Library 799,263 94,010 31 558,659 0.699 423,000 0.53 193.3 593.0 0.326 0.742 San Joaquin County Public Library 590,866 98,461 13 132,952 0.225 229,172 0.39 33.0 105.0 0.314 0.178 San Luis Obispo County Library 232,763 N/A 15 64,065 0.275 126,174 0.54 22.0 69.0 0.319 0.296 San Mateo County Library 274,807 N/A 13 119,244 0.434 131,838 0.48 39.2 109.5 0.358 0.398 Santa Clara County Library 409,853 86,145 11 211,340 0.516 2651230 0.65 75.7 242.7 0.312 0.592 Solano County Library 369,110 103,428 7 179,634 0.487 155,744 0.42 45.0 128.0 0.352 0.347 Sonoma County Library 478,440 102,057 13 192,402 0.402 282,095 0.59 52.3 130.4 0.401 0.272 Stanislaus County Free Library 504,4821 131,166 13 149,547 0.296 294,522 0.58 26.9 115.1 0.234 0.228 Tulare County Free Library 315,8981 126,358 151 5,535 0.207 79,402 0.25 6.0 29.51 0.203 0.093 i� r� City of Moorpark COUNTY LIBRARY SYSTEM COMPARISON (populations over 230,000) 2004 -05 Revenues APPENDIX C Page 2 of 9 Alameda County Library $17,253,470 $33.12 $340,278 $46,208 $440,393 $18,080,349 $34.71 $0 $208,028 _ $32,467 Contra Costa County Library $16,610,706 $18.10 $539,574 $436 $3,573,332 $20,724,048 $22.58 $0 $362,953 $2,637 Fresno County Public Library $21,036,653 $24.56 $405,913 $41,431 $1,194,124 $22,678,121 $26.47 $3,231,686 $336,401 $214,122 Kern County Library $6,724,666 $8.93 $331,456 $21,450 $806,764 $7,884,336 $10.47 $41,369 $291,625 $356,862 Los Angeles County Public Library $84,277,683 $23.15 $1,691,458 $101,231 $4,524,9041 $90,595,276 $24.88 $0 $1,446,380 $90,923 Merced County Library $1,428,738 $5.95 $94,923 $22,500 $80,764 $1,626,925 $6.77 $0 $93,373 $0 Orange County Public Library $28,503,989 $18.95 $694,817 $134,549 $2,421,807 $31,755,162 $21.11 $577,381 $595,521 $3,925 Riverside County Library Service $9,444,843 $9.91 $573,029 $63,548 $1,227,921 $11,309,341 $11.87 $785,022 $359,171 $241,021 Sacramento Public Library $26,588,761 $20.42 $721,608 $169,889 $1,735,619 $29,215,877 $22.44 $0 $510,837 $171,687 San Bernardino County Library $9,697,917 $7.96 $756,763 $4,7751 $2,576,219 $13,035,674 $10.70 $0 $472,780 $161,090 San Diego County Library $26,730,025 $26.06 $988,105 $4,874 $1,782,4041 $29,505,408 $28.77 $4,513,778 $411,892 $954 San Francisco Public Library $56,591,479 $70.80 $445,005 $96,670 $1,059,245 $58,192,399 $72.81 $615,157 $318,901 $87,046 San Joaquin County Public Library $11,680,977 $19.77 $222,603 $1,998 $888,104 $12,793,682 $21.65 $439,848 $229,229 $4,750 San Luis Obispo County Library $5,468,737 $23.49 $211,987 $5,240 $668,040 $6,354,004 $27.30 $0 $92,931 $135,569 San Mateo County Library $14,260,388 $51.89 $520,200 $28,300 $7,371,356 $22,180,244 $80.71 $220,000 $108,640 $352,739 Santa Clara County Library $24,285,195 $59.25 $1,506,337 $22,500 $1,468,159 $27,282,191 $66.57 $165,972 $163,232 $1,143,958 Solano County Library $14,132,718 $38.29 $558,707 $0 $390,089 $15,081,514 $40.86 $409,113 $147,040 $355,341 Sonoma County Library $11,546,266 $24.13 $518,658 $36,738 $978,963 $13,080,625 $27.34 $0 $190,166 $333,036 Stanislaus County Free Library $9,203,145 $18.24 $422,738 $28,871 $421,696 $10,076,450 $19.97 $0 $197,890 $50,529 Tulare Count Free Library $2,446,550 $7.74 $285,041-1 $40,500 $107,514 $2,879,605 $9.12 $0 $123,083 $174,012 C� C ca City of Moorpark COUNTY LIBRARY SYSTEM COMPARISON (populations over 230,000) 2004 -05 APPENDIX C Page 3 of 9 Alameda County Library $13,341,521 $3,068,284 $2,003,923 $18,413,728 $213,074 $18,626,802 $35.76 $1,044 $66,136 0.725 Contra Costa County Library $15,191,597 $3,980,876 $2,287,032 $21,459,505 $167,789 $21,627,294 $23.56 $419 $90,238 0.708 Fresno County Public Library $11,983,576 $3,667,826 $2,359,684 $18,011,086 $891,353 $18,902,439 $22.07 $243 $49,041 0.665 Kern County Library $5,999,998 $1,426,530 $457,808 $7,884,336 $41,369 $7,925,705 $10.52 $173 $48,662 0.761 Los Angeles County Public Library $54,983,316 $27,115,174 $8,269,477 $90,367,967 $323,062 $90,691,029 $24.91 $482 $46,011 0.608 Merced County Library $1,195,306 $344,978 $86,641 $1,626,925 $0 $1,626,925 $6.77 $79 $48,988 0.735 Orange County Public Library $22,573,742 $6,328,595 $1,838,916 $30,741,253 $729,635 $31,470,888 $20.93 $377 $60,519 0.734 Riverside County Library Service $6,533,572 $2,462,271 $1,244,865 $10,240,708 $0 $10,240,708 $10.74 $194 $41,748 0.638 Sacramento Public Library $16,932,493 $8,364,021 $2,192,220 $27,488,734 $0 $27,488,734 $21.12 $564 $59,464 0.616 San Bernardino County Library $8,311,842 $3,165,571 $1,367,338 $12,844,751 $0 $12,844,751 $10.54 $181 $38,840 0.647 San Diego County Library $16,481,206 $7,808,339 $2,834,928 $27,124,473 $23,208 $27,147,681 $26.47 $338 $58,496 0.608 San Francisco Public Library $41,966,280 $7,565,706 $6,402,548 $55,934,534 $2,575,144 $58,509,678 $73.20 $975 $70,765 0.750 San Joaquin County Public Library $8,527,798 $2,034,995 $1,379,288 $11,942,081 $120,000 $12,062,081 $20.41 $626 $81,217 0.714 San Luis Obispo County Library $3,996,458 $1,562,614 $464,632 $6,023,704 $566,931 $6,590,635 $28.31 $392 $57,920 0.663 San Mateo County Library $9,521,823 $4,150,462 $1,618,435 $15,290,720 $0 $15,290,720 $55.64 $505 $86,989 0.623 Santa Clara County Library $16,120,129 $5,595,063 $3,317,647 $25,032,839 $165,972 $25,198,811 $61.48 $1,129 $66,420 0.644 Solano County Library $8,994,493 $3,579,834 $1,225,842 $13,800,169 $409,113 $14,209,282 $38.50 $697 $70,286 0.652 Sonoma County Library $8,932,788 $2,432,412 $1,350,658 $12,715,858 $446,455 $13,162,313 $27.51 $374 $68,519 0.702 Stanislaus County Free Library $5,945,411 $2,516,518 $1,500,450 $9,962,379 $15,834 $9,978,213 $19.78 $3361 $51,672 0.597 Tulare County Free Library $1,256,940 $1,001,816 $364,938 $2,623,694 $141,605 $2,765,299 $8.75 $1381 $42,608 0.479 C;� City of Moorpark COUNTY LIBRARY SYSTEM COMPARISON (populations over 230,000) 2004 -05 1 of APPENDIX C Page 4 of 9 Alameda County Library 17,836 5,295,950 $3.48 10.17 18.39 47.97 457,034 0.88 Contra Costa County Library 51,555 4,736,101 $4.53 5.16 11.26 42.31 576,017 0.63 Fresno County Public Library 77,646 2,991,108 $6.02 3.49 9.38 38.02 831,696 0.97 Kern County Library 45,902 1,871,420 $4.21 2.49 7.52 34.59 318,594 0.42 Los Angeles County Public Library 188,057 13,990,993 $6.46 3.84 5.55 44.4 2,735,504 0.75 Merced County Library 20,713 581,024 $2.80 2.42 14.00 33.32 52,525 0.22 Orange County Public Library 83,408 6,913,954 $4.45 4.60 5.45 47.75 1,633,058 1.09 Riverside County Library Service 52,753 2,324,539 $4.41 2.44 4.04 38.93 430,226 0.45 Sacramento Public Library 48,734 5,840,836 $4.71 4.49 11.45 33.46 485,411 0.37 San Bernardino County Library 70,806 2,482,274 $5.17 2.04 5.39 N/A 391,205 0.32 San Diego County Library 80,418 4,009,694 $6.76 3.91 6.67 33.85 672,984 0.66 San Francisco Public Library 60,017 7,279,926 $7.68 9.11 17.21 21.7 942,532 1.18 San Joaquin County Public Library 19,281 2,114,061 $5.65 3.58 9.22 44.16 191,916 0.32 San Luis Obispo County Library 16,796 1,409,206 $4.27 6.05 11.17 27.99 135,382 0.58 San Mateo County Library 30,259 2,902,035 $5.27 10.56 22.01 36.22 177,652 0.65 Santa Clara County Library 22,315 9,147,872 $2.74 22.32 34.49 43.96 397,659 0.97 Solano County Library 20,392 2,685,572 $5.14 7.28 17.24 30.95 323,589 0.88 Sonoma County Library 35,152 3,354,999 $3.79 7.01 11.89 23.97 279,901 0.59 Stanislaus County Free Library 29,692 2,159,727 $4.61 4.281 7.33 47.73 151,0991 0.30 Tulare County Free Library 20,098 458,991 $5.72 1.451 5.78 42.68 15,4151 0.05 C 'f City of Moorpark APPENDIX C COUNTY LIBRARY SYSTEM COMPARISON Page 5 of 9 (populations over 230,000) 2004 -05 C� C� C '� City of Moorpark COUNTY LIBRARY SYSTEM COMPARISON (populations over 230,000) 2004 -05 Materials (vg.1 of APPENDIX C Page 6 of 9 Alameda County Library $2,003,923 $3.85 70,619 15,044 1,156,569 2.22 51,180 79,789 Contra Costa County Library $2,287,032 $2.49 69,472 21,453 1,267,366 1.38 47,022 64,112 Fresno County Public Library $2,359,684 $2.75 98,110 19,993 1,300,144 1.52 96,263 55,953 Kern County Library $457,808 $0.61 48,844 7,441 1,169,833 1.55 34,924 21,720 Los Angeles County Public Library $8,269,477 $2.27 544,601 57,068 10,407,124 2.86 489,001 531,613 Merced County Library $86,641 $0.36 N/A N/A 406,711 1.69 2,581 0 Orange County Public Library $1,838,916 $1.22 152,644 27,402 2,801,855 1.86 84,214 69,848 Riverside County Library Service $1,244,865 $1.31 247,495 67,868 1,446,718 1.52 38,692 53,884 Sacramento Public Library $2,192,220 $1.68 88,243 17,067 1,991,593 1.53 75,590 47,093 San Bernardino County Library $1,367,338 $1.12 102,743 14,870 1,073,831 0.88 45,718 62,382 San Diego County Library $2,834,928 $2.76 159,435 38,552 1,755,684 1.71 83,300 68,612 San Francisco Public Library $6,402,548 $8.01 156,835 46,160 2,723,812 3.41 79,526 93,725 San Joaquin County Public Library $1,379,288 $2.33 65,544 43,287 1,066,528 1.81 47,949 27,710 San Luis Obispo County Library $464,632 $2.00 N/A N/A 484,072 2.08 21,125 28,984 San Mateo County Library $1,618,435 $5.89 53,990 15,403 581,866 2.12 68,309 32,372 Santa Clara County Library $3,317,647 $8.09 125,576 33,696 1,633,306 3.99 126,732 148,525 Solano County Library $1,225,842 $3.32 50,761 15,500 587,111 1.59 29,066 51,444 Sonoma County Library $1,350,658 $2.82 58,064 13,790 791,973 1.66 20,005 19,181 Stanislaus County Free Library $1,500,450 $2.97 83,413 32,352 788,917 1.56-T 20,491 16,511 Tulare County Free Library $364,938 $1.16 12,257 4,371 355,2011 1.121 3,256 2,676 C� c� �,1 City of Moorpark APPENDIX C COUNTY LIBRARY SYSTEM COMPARISON Page 7 of 9 (populations over 230,000) 2004 -05 C� F rl� y rl 1�J City of Moorpark COUNTY LIBRARY SYSTEM COMPARISON (populations over 230,000) 2004 -05 Program (ve.1 of APPENDIX C Page 8 of 9 Alameda County Library 681 10,029 0.025 861 779 49,592 0.440 $33.12 Contra Costa County Library 464 13,062 0.018 2,698 2,020 125,403 0.690 $18.10 Fresno County Public Library 2,078 55,234 0.085 1,134 2,467 91,957 0.450 $24.56 Kern County Library 363 6,472 0.011 600 1,348 46,219 0.248 $8.93 Los Angeles County Public Library 1,333 26,878 0.010 3,996 10,169 523,317 0.606 $23.15 Merced County Library 63 461 0.003 642 709 24,393 0.376 $5.95 Orange County Public Library 1,190 26,031 0.022 2,058 2,409 145,821 0.422 $18.95 Riverside County Library Service 1,007 13,997 N/A 1,135 618 36,933 N/A $9.91 Sacramento Public Library 379 9,092 0.009 1,079 694 63,130 0.209 $20.42 San Bernardino County Libra N/A N/A N/A 1,765 588 78,112 0.262 $7.96 San Diego County Library 996 12,473 N/A 2,055 1,267 73,782 N/A $26.06 San Francisco Public Library 1,059 37,554 0.053 2,406 3,905 190,496 2.026 $70.80 San Joaquin County Public Library 980 30,241 0.061 1,011 900 43,270 0.439 $19.77 San Luis Obispo County Library 19 532 N/A 422 280 23,144 N/A $23.49 San Mateo County Library 423 5,892 N/A 2,090 986 95,255 N/A $51.89 Santa Clara County Library 373 8,328 0.026 1,033 513 73,088 0.848 $59.25 Solano County Library 2,302 9,515 0.036 1,083 565 52,118 0.504 $38.29 Sonoma County Library 0 7,928 0.0211 7861 5581 50,595 0.496 $24.13 Stanislaus County Free Library 378 5,082 0.0141 1,1311 624 62,724 0.478 $18.24 Tulare County Free Library 58 913 0.0051 3671 7271 27,033 0.214 $7.74 `y C '� City of Moorpark APPENDIX C COUNTY LIBRARY SYSTEM COMPARISON Page 9 of 9 (populations over 230,000) 2004 -05 c;� City of Moorpark COMPARABLE PUBLIC LIBRARIES (independent libraries,1 outlet, population 29,000- 65,000) 2004 -05 Public Library Profile APPENDIX D Page I of 9 Arcadia Public Library 56,320 9,657 0.171 48,000 0.852 58,935 1.05 11.5 29.3 0.393 0.519 Beaumont Librar District 36,998 8,471 0.23 11,700 0.316 17,193 0.46 4.0 7.0 0.571 0.189 Cerritos Public Library 55,074 9,872 0.18 88,000 1.598 35,985 0.65 11.0 59.5 0.185 1.080 Covina Public Library 49,565 11,679 0.24 20,144 0.406 26,515 0.53 6.0 14.5 0.416 0.292 Glendora Library & Cultural Center 52,373 11,282 0.22 28,919 0.552 49,922 0.95 7.0 23.2 0.302 0.443 Los Gatos Public Library 28,976 5,047 0.17 13,970 0.482 27,625 0.95 7.4 17.2 0.431 0.593 Monrovia Public Library 39,147 8,727 0.22 14,792 0.378 47,409 1.21 9.5 18.6 0.512 0.474 Monterey Public Library 30,641 4,297 0.14 23,778 0.776 181273 0.60 11.5 25.8 0.447 0.840 Palm Springs Public Library 45,731 6,138 0.13 34,100 0.746 23,217 0.51 9.0 23.7 0.380 0.518 Palo Verde Valley Library District 42,975 4,832 0.11 5,804 0.135 12,227 0.28 1.0 3.7 0.270 0.086 Placentia Library District 53,706 11,059 0.21 22,800 0.425 17,742 0.33 5.3 20.2 0.260 0.376 Porterville Public Library 44,496 15,750 0.35 17,784 0.400 42,924 0.96 1.0 8.5 0.118 0.191 San Bruno Public Library 42,215 7,681 0.18 15,600 0.370 18,936 0.45 6.0 14.5 0.414 0.343 Santa Paula Public Library District 29,281 7,147 0.24 22,5541 0.770 15,501 0.53 1.9 12.8 0.149 0.436 Tulare Public Library 49,477 15,648 0.32 13,000 0.263 21,615 0.44 3.0 9.8 0.308 0.197 Woodland Public Library 53,832 13,130 0.24 23,000 0.427 41,970 0.78 4.5 14.5 0.310 0.270 Yorba Linda Public Library 65,621 15,683 0.24 28,350 0.432 35,942 0.55 8.0 29.1 0.275 0.443 Verghm County Libray 467,SWI 11107 0.?Al 153AS21 0.3291 252, W 1 034 -W-51 95-001 0216 0.7A3' i� y F� City of Moorpark COMPARABLE PUBLIC LIBRARIES (independent libraries, l outlet, population 29,000- 65,000) 2004 -05 Revenues APPENDIX D Page 2 of 9 Arcadia Public Library $2,549,202 $45.26 $69,494 $0 $59,772 $2,678,468 $47.56 $135,133 $22,488 $52,010 Beaumont Library District $625,607 $16.91 $13,965 $12,838 $46,350 $698,760 $18.89 $47,156 $13,034 $328 Cerritos Public Library $5,043,810 $91.58 $65,473 $6,408 $0 $5,115,691 $92.89 $0 $22,006 $31,599 Covina Public Library $981,110 $19.79 $64,592 $62,243 $103,313 $1,211,258 $24.44 $0 $19,753 $917 Glendora Library & Cultural Center $1,612,865 $30.80 $46,438 $20,869 $65,837 $1,746,009 $33.34 $0 $20,919 $37,850 Los Gatos Public Library $1,638,146 $56.53 $15,649 $6,000 $156,570 $1,816,365 $62.69 $0 $11,566 $2,951 Monrovia Public Library $1,310,144 $33.47 $94,972 $0 $0 $1,405,116 $35.89 $0 $15,609 $129 Monterey Public Library $2,293,758 $74.86 $2,621 $3,000 $186,413 $2,485,792 $81.13 $5,000 $0 $1,921 Palm Springs Public Library $2,553,976 $55.85 $47,000 $0 $136,500 $2,737,476 $59.86 $133,000 $17,802 $36,732 Palo Verde Valley Library District $170,860 $3.98 $17,259 $0 $46,661 $234,780 $5.46 $0 $17,259 $0 Placentia Library District $1,507,744 $28.07 $104,739 $6,000 $251,823 $1,870,306 $34.82 $0 $21,402 $16,141 Porterville Public Library $564,627 $12.69 $61,582 $3,000 $42,018 $671,227 $15.09 $0 $0 $60,707 San Bruno Public Library $1,538,931 $36.45 $81,134 $0 $79,210 $1,699,275 $40.25 $58,734 $16,595 $98,910 Santa Paula Public Library District $557,248 $19.03 $43,229 $0 $60,016 $660,493 $22.56 $0 $11,707 $26,689 Tulare Public Library $614,220 $12.41 $78,955 $3,000 $2,000 $698,175 $14.11 $0 $19,190 $48,177 Woodland Public Library $1,116,722 $20.74 $123,829 $0 $23,749 $1,264,300 $23.49 $0 $21,121 $52,352 Yorba Linda Public Library $3,442,3071 $52.46 $125,721 $16,6751 $240,588 $3,825,291 $58.29 $0 $25,707 $120,547 l� f� City of Moorpark APPENDIX D COMPARABLE PUBLIC LIBRARIES Page 3 of 9 (independent libraries,1 outlet, population 29,000- 65,000) 2004 -05 Ventura County Library $5,270,168 $SAW 1*,A $8,929, $ (K700 $9, 3,735 $19.Ul $30.94 $551539 9.591' i� � z -r N City of Moorpark COMPARABLE PUBLIC LIBRARIES (independent libraries, l outlet, population 29,000- 65,000) 2004 -05 1 of APPENDIX D Page 4 of 9 Arcadia Public Library 3,038 58.4 710,346 $3.56 12.61 12.05 60.98 4.09 68,795 Beaumont Library District 2,608 50.2 100,843 $5.26 2.73 5.87 23.49 0.68 11,097 Cerritos Public Library 3,366 64.7 1,112,505 $4.60 20.20 30.92 45.83 11.98 219,952 Covina Public Library 2,205 42.4 199,614 $5.96 4.03 7.53 44.68 1.15 27,194 Glendora Library & Cultural Center 2,701 51.9 372,219 $4.75 7.11 7.46 41.85 0.12 45,718 Los Gatos Public Library 2,808 54.0 377,169 $4.73 13.02 13.65 43.9 N/A 24,724 Monrovia Public Library 2,650 51.0 N/A N/A N/A N/A N/A N/A 28,343 Monterey Public Library 3,049 58.6 422,626 $5.63 13.79 23.13 38.49 0.71 32,976 Palm Springs Public Library 2,860 55.0 386,875 $6.59 8.46 16.66 22.61 1 58,461 Palo Verde Valley Library District 2,364 45.5 37,556 $5.03 0.87 3.07 29.72 0.36 4,118 Placentia Library District 2,747 52.8 198,853 $8.81 3.70 11.21 42.85 1.52 36,660 Porterville Public Libra 2,020 38.8 156,977 $4.23 3.53 3.66 35.25 2.68 35,531' San Bruno Public Library 3,009 57.9 324,117 $4.94 7.68 17.12 22.67 1.01 25,598 Santa Paula Public Library District 2,288 44.0 71,931 $9.22 2.46 4.64 N/A N/A 4,873 Tulare Public Library 2,482 47.7 181,705 $3.38 3.67 8.41 25.57 1.13 24,892 Woodland Public Library 2,808 54.0 155,924 $7.63 2.90 3.72 41.33 2.81 16,887 Yorba Linda Public Libr ary 3,328 64.0 638,563 $5.99 9.73 17.77 42.72 1.05 64,792 I'ventma 'Coulaty LibraT 29,1471 %11 1,53 ,538 0.01 127 6.p 5&03r- &03 1.31 103,593' w y F.4 k� City of Moorpark APPENDIX D COMPARABLE PUBLIC LIBRARIES Page 5 of 9 (independent libraries,1 outlet, population 29,000- 65,000) 2004 -05 veAWra cIDUOty' Library 022 /A I N/Aj 932 3,W1 N/A' !i F� C7 City of Moorpark APPENDIX D COMPARABLE PUBLIC LIBRARIES Page 6 of 9 (independent libraries,1 outlet, population 29,000- 65,000) 2004 -05 Yentu ra County Libra $7"71 $10 47,9891 862,932 54' i� C� City of Moorpark APPENDIX D COMPARABLE PUBLIC LIBRARIES Page 7 of 9 (independent libraries,1 outlet, population 29,000- 65,000) 2004 -05 lVentma County Libray 75,14E * 1,2" ,,371 7-70 $200,%21 w . F1 City of Moorpark APPENDIX D COMPARABLE PUBLIC LIBRARIES Page 8 of 9 (independent libraries,1 outlet, population 29,000- 65,000) 2004 -05 1 of Arcadia Public Library 346 1,815 0.039 197 92 11,405 1.18 $45.26 Beaumont Library District 15 520 0.018 424 48 10,389 1.23 $16.91 Cerritos Public Library 214 7,227 0.160 281 423 27,761 2.81 $91.58 Covina Public Library 4 153 0.004 55 237 3,158 0.27 $19.79 Glendora Library & Cultural Center 75 4,578 0.111 176 41 13,512 1.20 $30.80 Los Gatos Public Library 18 511 0.021 210 110 8,567 1.70 $56.53 Monrovia Public Library 23 497 0.016 351 192 28,134 3.22 $33.47 Monterey Public Library 21 1,160 0.044 124 40 8,226 1.91 $74.86 Palm Springs Public Library 172 5,137 0.130 52 86 5,930 0.97 $55.85 Palo Verde Valley Library District 0 0 0.000 77 20 2,632 0.54 $3.98 Placentia Library District 21 279 0.007 189 63 11,680 1.06 $28.07 Porterville Public Library 37 986 0.034 50 270 10,166 0.65 $12.69 San Bruno Public Library 13 91 0.003 122 95 6,534 0.85 $36.45 Santa Paula Public Library District 29 94 0.004 62 249 8,347 1.17 $19.03 Tulare Public Library 51 716 0.021 89 71 2,230 0.14 $12.41 Woodland Public Library 16 445 0.011 87 76 8,067 0.61 $20.74 Yorba Linda Public Library 113 2,303 0.046 1361 247 24,160 1.54 $52.46 Ventura County Library 1 3941' 8,1101 I ow 1 758 "41 40,1311 0.3 $17.15' F� r2- City of Moorpark APPENDIX D COMPARABLE PUBLIC LIBRARIES Page 9 of 9 (independent libraries,1 outlet, population 29,000- 65,000) 2004 -05 Ventun C n#y Librmy 1 $0.60 113.11 L841 613 4,924 53' f� {.w APPENDIX E. Page 1 of 2 City of Moorpark MOORPARK CENSUS TRACK DATA Ethnkity White 55.9 74.5 59.8 84.2 86.6 74.4 AA 1.6 1.8 0.6 1.8 1.1 1.5 Asian 4 6.4 3.1 7.1 5.3 5.6 Other /Two or More 38.4 17.4 36.4 7.6 7 18.4 Latino 56.2 28 57.5 9.6 11.1 27.8 Nativity Native Born 67.6 80.5 81.5 85.9 90.2 80.8 Born Outside U.S. 32.4 19.5 18.5 14.1 9.8 19.2 Language Speak English Only at Home 47.6 67.6 61.1 85.6 87.7 71.7 Speak Language Other than English at home 52.4 32.4 38.9 14.4 12.3 28.3 English Less than "Very Well" 28.4 14.6 13.4 4.6 4.3 13.4 on' n 9th Grade 24.1 8.6 17.7 2.5 1.9 9.0 th Grade, No Diploma 11.7 7.3 19.2 1.7 2.7 6.2 High hool Graduate WGraduate 22.1 16.2 27.6 12.1 14.7 16.4 olle e, No Degree 22.5 27.4 20.5 23.2 29.4 25.8 tes Degree 5.6 8 11.4 6.9 11.3 8.3 r's De gee 9.9 21.8 0 34.9 27.5 22.8 te or Professional Degree 4.2 16.7 3.7 18.7 12.6 11.4 High School Graduate or Higher 64.3 84.1 63.1 95.7 1 95.5 84.7 % Bachelor's Degree or Higher 14.1 32.5 3.7 53.5 1 40 34.2 -,Age T istribotion Under 5 Years 8.9 8.3 7 7.2 7.7 8.1 5 to 14 Years 20.3 19.2 16.5 21.1 21.4 20.6 15 to 19 Years 9.3 8 10.8 6.9 9 8.5 20 to 34 Years 26.3 18.9 21 12.7 12.7 18.0 35 to 64 Years 31.1 37.5 36.1 47.5 1 45.1 40.3 65+ Years 4.2 5.4 8.6 4.5 4.2 4.5 18+ Years 65.2 67.3 69.4 67.1 64.8 65.8 Median Age 26.2 32.1 30.4 36.2 34.5 31.5 Economics Per Capita Income 16,538 1 22,157 1 34,058 1 34,309 29,800 1 25,383 Families Below Poverty Level-Percentage 8.1 6.7 6.7 1.9 0.5 4.3 Individuals Below Poverty Level - Percenta e 13 8.3 7 2.3 2.3 7.0 Occupations Management, Professional 23.5 40.4 20.6 51.6 47.3 40.7 Service 21.5 13.4 36.6 12.4 10.9 14.7 Sales, Office 25.9 24.9 32.8 28.7 31.4 27.7 Farms, Fishing, Forestry 3.9 1.7 0 0.5 0 1.1 Construction, Extraction, Maintenance 8.3 5.7 8.1 4.5 5.1 6.0 Production, Transportation, Moving 16.9 13.9 1.9 2.3 5.3 9.8 APPENDIX E. Page 2 of 2 City of Moorpark MOORPARK CENSUS TRACK DATA +� Other 76M, '76A, 76.07 76.08 1V Owner-Occupied Housing Units - % 56.6 81.8 67.6 94.7 92.4 82.1 Mean Travel Time to Work - Minutes 26.2 27 22.6 32.6 29.5 28.7 Year Housing Units Built-Percentage 1999 -March 2000 0 0.7 0 0.2 0 .1 1990 -1998 5.7 15.7 0 50.6 5 17.8 1970 -1989 67.2 73.6 55.8 43.3 93.5 17.2 1960 -1969 12.7 4.8 16.3 4.3 0.8 55.1 1959 or earlier 143 5.3 27.9 1.7 0.6 9.7 Family Size 4.25 3.64 3.94 3.45 3.54 3.71 Household Size 4.06 3.31 3.76 3.21 3.39 3.49 Occupancy Per Room-Percentage 1 or less 77.1 90.3 83.2 97.1 99.7 91.3 1.01 -1.5 6.1 4.9 0 2.9 0 3.3 1.51+ 16.8 4.9 16.8 0 03 5.4 Single Housing Units -% 66.2 82.4 63.2 98.0 100.0 86.2 t� F� APPENDIX F. Page 1 of 1 City of Moorpark SERVICE LEVEL STANDARDS AND GUIDELINES rvic �xl to lMos' Camarillo 3 �laftd 4 Loos Beach Wisconsin Average 65,621 County 1I Castro Valle Alameda Count 41,331 66,000 ",- Co rable 9,163 41,961 C Haskett (City of Anaheim 23,972 74,000 ", Cf"7 Square Footage 0.76 sf /ca ita .82 .69 sf /ca ita 15- 20,000 sf 23,908 1.07 0.37 sf /ca ita collection/capita 2.9 2.75 2.5 25,000 1.75 -2.25 3.9 -5.0 Macarthur Park (City of Long Beach SeatingAO00 3.1 2.5/1000 3 90 -110 2.25 -3.0 .51 North Natomas Sacramento P.L. Com liter Workstations 1.3/1000 1 /1000 1/750 -1250 50 -60 1 /1100 -1500 1/2000 Current Moorpark Group Study Roo n ts- seats 0.7/1000 .17 12 -18 Teen Area -seats 20 -25 Storytelling Area -seats 1 /1000 30-40 Meetin Rooan -seats 1 3/1000 75 -125 75 -125 �)oiano county Library Facilities Master Plan, "Guidelines for S in 2020" 2 Los Angeles County Library Service Level Guideline Recommendations 2002 3 Actual service levels for new facility currently in construction 4 Draft Master Plan for the Oakland Public Library 5 Long Beach Public Library. Branch Library Facilities Assessment Report. 2004 6 Wisconsin Public Library Standards, 41h Edition; figures for municipal population of 50,000- 100,000 California State Library Statistics, 2004 -2005. Libraries with One outlet and Populations from 37,000 to 65,000 Library Space Square Feet Population Projection 2020 Square Feet per Capita Calabasas 23,332 32,000 .73 Camarillo Ventura County) 65,621 95,000 .69 Castro Valle Alameda Count 41,331 66,000 .63 Castroville (Monterey Count 9,163 41,961 .22 Haskett (City of Anaheim 23,972 74,000 .33 Hercules Contra Costa Count 20,492 25,200 .82 Lafayette Contra Costa Count 25,453 23,908 1.07 Lincoln 37,872 56,575 .67 Logan Heights San Diego P.L. 25,000 43,316 .58 Macarthur Park (City of Long Beach 16,155 62,901 .26 Mariners (Newport Beach 15,125 30,021 .51 North Natomas Sacramento P.L. 23,011 62,549 .37 Average ,58 Current Moorpark 7,800 47,833 (build-out) .17 APPENDIX G. LSSI - The First Choice for Library Management Services 25 years of experience managing libraries 450 + employees 25% library professionals More than 350 projects successfully completed Purchase more than $5.0 Million materials /year As a company we are Service driven AM... Building Better Libraries through Innovation LSSI Mission Statement "LSSI partners with its library clients to provide the highest quality services and professional expertise possible for the customers'_investment. LSSI utilizes a team approach, providing accountable, responsive solutions to satisfy library users" Am... Building Better Libraries through Innovation *Provided for Informational Purposes Only. Inclusion of this material in this report is not an endorsement of LSSI services. APPENDIX G. LSSI's Advisory Council Former Executive Director of ALA Three Past PLA Presidents Nationally Recognized Experts • Charles Robinson - Library Admin. Digest • Robert Rohif -- Facilities Expert • George D'Elia - Survey Expert • June Garcia - Recruiting Expert • Ron Dubberly - Library Planning Transition Team On -Going Expert Advice MW... Building Better Libraries through Innovation Libraries Are Our Only Business Success Factors • Library Services - benefit the patrons first and foremost • Quality Services - promote a high level of customer satisfaction • Partnership - with our clients • Solution - uniquely tailored for each client 0M... Building Better Libraries through Innovation *Provided for Informational Purposes Only. Inclusion of this material in this report is not an endorsement of LSSI services. APPENDIX G. Client Library Services • Manage day -to -day operations • Identify & develop alternate sources of funding • User /non -user surveys • Staff development • Collection management • Program development & implementation • Technology assessments & recommendations • Facilities planning, design & layout consultation • Budget preparation • Long range planning ow... Building Better Libraries through Innovation Calabasas, CA One City's Experience ➢ Former branch of LA County Library • Unhappy with service levels: facility, hours, collection, staff • Wanted greater local control • Withdrew from the County Library System Contracted with LSSI in May, 1998 ➢ On June 30th, LACPL emptied the library ➢ Opened under new management July 11, 1998 • Brand new collection • New automated system • New staff: 2.5 MLS FTEs ➢ Moved to expanded facilities February, 1999 ➢ Moved to 12,000 sq. ft. facility in March, 2002 ➢ Building a new 22,500 sq. ft. library -- with Prop. 14 funding im... Building Better Libraries through Innovation *Provided for Informational Purposes Only. Inclusion of this material in this report is not an endorsement of LSSI services. Fa �A �, ,� ,� 3 APPENDIX G. Riverside Co. Lib. System One County's Experience • Hours open increased by 100% overall • Sunday hours in seven of the largest libraries • Staff increased from 65 FTE to 130 FTE - 100% increase ✓ Improved reference services, including adding on -line resources ✓ Improved courier service - daily delivery to all libraries ✓ Materials budget increased eight times original to $1.45M /yr. ✓ Completed two needs assessments • Fifteen facility improvement projects have been completed • Four new branch libraries opened since 2001 and one new bookmobile added. Six new libraries planned by 2008. • Upgraded automation system, merged on -line catalog with San Bernardino County Library System, doubling number of materials ✓ Secured more than $5M in grants and supplemental funding • Won the prestigious John Cotton Dana award from ALA in 2004 • Dedicated tax rate remained the same AM... Building Better Libraries through Innovation What We Believe At LSSI, we believe that libraries have the potential to become much more than what they traditionally have been ... our job is to help libraries and the communities they serve realize their full potential 'The best reading for the largest number, at the least cost. " - Melvil Dewey ■ri® • • . Building Better Libraries through Innovation *Provided for Informational Purposes Only. Inclusion of this material in this report is not an endorsement of LSSI services. �,1� 4 APPENDIX G. LSSI - Not Your Average Library In the United States the average library: ➢ Is open less than 50 hours per week ➢ Has more limited hours on weekends and evenings when people need them the most ➢Costs three times more to operate per hour than a bookstore of similar size ➢ Spends more than 65% of its budget on salaries and less than 15% on books A Depends on local and state tax dollars for more than 90% of its budget MW... Building Better Libraries through Innovation At LSSI We Believe Libraries Can Do Better ➢ Be open longer hours ➢ Be open more convenient hours for the public ➢ Provide more books and materials Offer a rich collection of electronic resources that patrons can access from home ➢ Be easier to use - more convenient self - service ➢ Provide better customer service when patrons do need help ➢ Operate more effectively at lower cost per hour ➢ Have diversified funding sources so that they are not entirely dependent on tax revenues RM... Building Better Libraries through Innovation *Provided for Informational Purposes Only. Inclusion of this material in this report is not an endorsement of LSSI services. 0 A:.i..8 T 5 APPENDIX G. Diversified Funding for Public Libraries - details Most public libraries are still funded almost exclusively from public tax monies - -- more than 90% of all library revenue comes directly from local and state taxes Over - reliance on a single source of revenue leaves the library extremely vulnerable to the ups and downs of municipal finance - as many libraries across the country are now finding out Other key cultural institutions such as art organizations, museums, public broadcasting and zoos long ago learned how important It was to diversify their funding sources by developing membership programs, sponsorships and various retail projects LSSI is currently working with a select group of public libraries to adapt this diversified funding model so that libraries can be assured better and more reliable support than in the past ... Building Better Libraries through Innovation Ito 1 stReads LltayOonation Aaprom What if you could get patrons to donate exactly the books you wanted, when you wanted them, using your normal acquisitions and cataloging processes? Now you can! ➢ An innovative new library donation program from LSSI Library specifies exact titles and quantities they want with IstReads'wish lists' Library acquires donated books using their own vendors and processing guidelines Library receives donated books while they are still new and fresh ➢ Donors purchase the books at a substantial discount ➢ Donors get to be the first to read their selected books ➢ Donors get a nice tax deduction J=... Building Better Libraries through Innovation *Provided for Informational Purposes Only. Inclusion of this material in this report is not an endorsement of LSSI services. A rN" . rel APPENDIX G. LSSI: The Library Management Solution Five Reasons To Utilize LSSI: 1. Greater Return on Tax Dollars Invested 2. Expertise I Speed to Solution 4. Innovation 5. Quality Services Al... Building Better Libraries through Innovation LSSI in Sum ✓A company of library advocates founded and managed by library professionals ✓ Develop partnerships that provide the best possible public library services ,,'Produce the highest return on invested tax dollars MAW... Building Better Libraries through Innovation *Provided for Informational Purposes Only. Inclusion of this material in this report is not an endorsement of LSSI services. City of Moorpark CONVERSION FACTORS Seating Requirements APPENDIX H. Page 1 of 4 U aiy She at ' "s a ane 8 C}the�r Tc taZ 5eafa ea. Adult Services Fiction 14-person table 4 Children's 4-person table 80 8 Non - Fiction 5 4-person tables 55 4 35 24 Periodicals 1 1- person table 14-person table 4 Carrel 30 9 Popular Materials Grou stud 6-person table 4 4 Languages 14- erson table 5 9 Reference Services Reference Desk N/A Technology Center N/A Group Study A 1 6-person table 6 -Group Stud B 1 6-person table 6 Teen Services Teen Area 4 4-person tables 1 4 4 at counter 24 Children's Services Preschool Area 2 4- person tables 2 2 2- person sofa 14 Children's Area 6 4-person tables 4 28 -Storytelling/ Pro rammin Area 3 4-person tables 12 Technologv Center na TOTAL 105 23 8 g 11 144 Rea4w Seal Conversion FaacWr -Square pare Feet Adult 4-person table 100 Children's 4-person table 80 Teen 4-person table 90 Preschool 4-person table 55 I- person table 35 Lounge chair 35 2-person sofa 55 Carrel 30 Teen 4-person counter 100 Grou stud 6-person table 155 lultoltw e , Adult - Fiction Asdamble S4, Ft. f4 Seatin 240 Adult- Non - Fiction 620 Adult- Periodicals 275 Adult-Popular Materials 140 Adult-Languages 275 Group Stud (2 Q 155) 310 Teen 275 Preschool 380 Children's 630 Program Area 255 TOTAL 3: APPENDIX H. Page 2 of 4 City of Moorpark CONVERSION FACTORS Public Computer Workstations Requirements .. ;... tic 2 Ga�venx ire 45 Assignable Squam Feet Adult Fiction 90 Adult Non - Fiction 6 45 270 Adult Languages 1 45 45 Adult Technology Center 16 45 720 Group Study 1 45 45 Teen Area 4 50 200 Children's- Preschool 2 30 60 Children's Technology Center 16 45 720 Print Management Stations/ Printers 4 30 120 TOTAL ' 48 pies 4 -print Inanaizers 180 2,270 Meeting Room Requirements Spwe .. ;... Ctclx; Firs Meeting/ Programming Chairs 150 @ 12 Feet i Room 1,800 Conference Room Conference Table- 260 seating 12 285 Credenza 25 Kitchenette Refrigerator 1 @ 20 93 Preparation Counter 1 @ 65 Wastebasket 2@4 Storage AV Cart 15 180 AV Cabinet 15 Chair Dollies (8) 8 @ 15 @ 15 T ©TAL �T����2 2,358 �.4T APPENDIX H. Page 3 of 4 City of Moorpark CONVERSION FACTORS Staff Workstations Requirements ace Fur ftwe &Equipaust, Cony ion l+acW Ass' able Square Feet Circulation Desk Workstations 2 @ 65 225 24 Counter/ storage below 1 @ 55 30 TOTAL Book Trucks 4@10 Reference Desk Workstations 3 @ 65 195 City Librarians Office Workstation 85 151 Shelving 2 @ 12 Visitor's Chairs 2 @ 15 Vertical File 12 Library Technician II's Workstation 75 126 Office Shelving 2 @ 12 Visitor's Chair 1 @ 15 Vertical File 12 Workroom Librarian Workstations 3 @ 55 1,004 Clerical Workstations 8@ 55 Volunteer Workstation 1 @ 55 Book Trucks 8@10 Shelving 12 @ 12 Equipment Counter- 65 Supply Cabinet Delivery Table 55 TOTAL 1 1,701 Special Service Spaces Self -Check and Reserve Pick Up Furniture and : Eq!4VMftt ConveWwn Fadm A"ignable Squam Feet Self -check Machines 2 @ 30 60 Shelving for Reserves 2 @ 12 24 Preparation Counter 30 30 TOTAL 114 Copy Center Furnitaft arc F4aipmentl 'conversion Factor Assignable Squaft Feet Photocopy Machine 2 @ 50 100 Preparation Counter 2 @ 30 60 TOTAL 160 APPENDIX H. Page 4 of 4 City of Moorpark CONVERSION FACTORS Storytelling/Programming Space FtIt� ani t- Cis I"a+ts�r Ai ble are Feet' Seats for children (be es 30 @ 5 150 Craft Tables Included in Seating above TOTAL 150 , Library Storage Staff Break Room ....... ­ 'U' 20 20 Lockers 2 high) 7 @ 5 5 3 5 5 Cafe Table with 4 Chairs 2@ 130 Preparation Counter 55 55 Stovetop and Oven 15 Recycling Bin 15 15 TOTAL'' 15 270 Friends of the Library Book Store, Sorting and Storage Fumitme and- anent Conversion Fa« Aasi able S Book Sale Shelvin Units 12 144 Storage Shelving Units 6 @ 12 180 Sorting Table 1 @ 50 Book Truck 1@13 TOTAL 324 APPENDIX 1. Page 1 of 2 City of Moorpark MOORPARK LIBRARY COLLECTIONS Books Reference 2,393 4.60% 1371 0.16% 0.06 2,400 2.23% Fiction General /New Book 4,245 8.15% 3,905 4.55% 0.92 10,000 9.29% Mystery 1,337 2.57% 934 1.09% 0.70 3,000 2.79% Other genre 1,025 1.97% 623 0.73% 0.61 2,000 1.86% Large Print 722 1.39% 729 0.85% 1.01 1,200 1.12% McNau hton 1,328 2.55% 5,063 5.90% 3.81 2,000 1.86% Non - Fiction General 11,677 22.42% 7,873 9.18% 0.67 21,000 19.52% Test Books 166 0.32%1 169 0.20% 1.02 400 0.37% Paperback 1,553 2.98% 4,496 5.24% 2.90 3,500 3.25% Spanish Language 1,060 2.04% 579 0.67% 0.55 2,500 2.32% Misc. 187 0.36% 397 0.46% 2.12 Literacy 290 0.56% 0.00% 0.001 3001 0.28% PC 2 0.00% 9,1621 10.68% 4581.00 PC Senior 1 0.00%1 491 0.06% 49.00 Audiovisual Book Cassette/ CD 1,087 2.09%1 1,845 2.15% 1.70 2,000 1.86% Music Cassette 1 0.00%1 8 0.01% 8.00 CD /Multi -media CD 168 0.32%1 1,437 1.68% 8.55 250 0.23% Multimedia 12 0.02% 3 0.00% 0.25 DVD 80 0.15% 590 0.69%1 7.381 1,2001 1.12% Video 342 0.66% 1,459 1.70% 4.27 400 0.37% Subtotal Adult 27,676 53.15% 39,458 46.00% 1.43 52,150 48.47'% YOUNG ADULT ' Fiction /Classics /New 1,303 2.50% 1,332 1.55% 1.02 2,000 1.86% Non-Fiction/Biog 391 0.75% 304 0.35% 0.78 600 0.56% Graphic Novels 250 0.23% Paperbacks 1,365 2.62% 2,862 3.34% 2.10 3,500 3.25% Audio Books 15 0.03% 43 0.05% 2.87 100 0.09% Books on CD 3 0.01% 7 0.01% 2.33 100 0.09% Music CDs 0 0.00% 1,000 0.93% Video 2 0.00% 14 0.02% 7.00 Misc 27 0.05% 0.00% 0.00 PC 1 0.00% 1,309 1.53% 1309.00 Subtotal Young Adult 3,107 5.97% 5,871 6.84% 1.891 7,550 7.02'%. Books Reference Preschool Baby Board Books Picture Book BeQinninR Reader General Book with cassette Beginning Reader Picture Book Language Learnin Comics Fiction/ Holiday Large Print Non - Fiction Paperback PC Audiovisual/Misc Book Cassette Book with CD Music - Cassette /CD DVD Puppets/ Multi-media CDROMs Video Subtotal Children's [SUBTOTAL BOOKS /AV City of Moorpark MOORPARK LIBRARY COLLECTIONS 319 0.61% 174 0.33% 4,628 938 8.89% 1.80% 100 0.09% 946 1.82% 40 0.08% 81 0.16% 433 0.83% 107,600 100.001% 3 0.01% 2,506 4.81% 6 0.01% 8,341 16.02% 1,942 3.73% 1 0.00% 280 63 0.54% 0.12% 112 0.22% 95 0.18% 82 0.16% 302 21,292 0.58% 40.89% 52,075 100.00% 31 0.04° 875 1.02° 9,096 2,751 10.600/, 3.21 ° 100 0.09% 453 0.53% 65 0.08% 83 0.10° 555 0.65% 107,600 100.001% 1 0.00° 5,002 5.83 1 0.00% 4,887 5.70% 10,114 11.79 1,188 1.38% 561 133 0.65 ° / 0.16°/ 136 0.16% 377 0.44% 185 0.22% 3,962 40,456 4.62% 47.16`% 85,785 100.00% /° 0.10 /° 5.03 /° 1.97 /° 2.93 /° 0.48 /° 1.63 /° 1.02 /° 1.28 /° 0.33 ° 2.00 0.17 0.59 ° 5.21 1188.00 ° 2.00 ° 2.11 1.21 3.97 2.26 13.12 n 1.90 1.65 APPENDIX 1. Page 2 of 2 300 400 8,000 2,000 1,500 100 300 1,000 500 7,500 20,000 3,500 0.28% 0.37% 7.43% 1.86% 1.39% 0.09% 0.28 0.93% 0.46% 6.97% 18.59 % 3.25 400 500 0.37% 0.46% 400 0.37% 800 0.74% 100 0.09% 100 0.09% 500 0.46% 47,900 44.52% 107,600 100.001% Adult Magazines 1,525 1,423 0.93 Spanish 81 --84--1.04 Juvenile 129 112 0.87 YA 39 Subtotal Periodicals 1,735 1,619 0.93 APPENDIX J. City of Moorpark Page 1 of 2 SHELVING THE LIBRARY'S COLLECTIONS TYPE CATEGORY Volume Type Shelving Type Book ADULT/YOUNG ADULT Fiction 42" Aisle DF 84 "H Steel Shelving W/ 12 Shelves International Languages 42" Aisle DF 84 "H Steel Shelving W/ 14 Shelves Non - Fiction 42" Aisle DF 84 "H Steel Shelving W /12 Shelves Paperbacks Paperback "Spinner" W/ 4 Rotor Towers Popular New Materals 36" Aisle SF 66 "H Steel Shelving W/ 5 Shelves Reference 42" Aisle DF 84 "H Steel Shelving W/ 12 Shelves Young Adult Fiction 36" Aisle SF 66 "H Steel Shelving W/ 5 Shelves Young Adult Graphic Novels 42" Aisle DF 66 "H Steel Shelving W/ 10 Shelves Young Adult Non - Fiction 36" Aisle SF 66 "H Steel Shelving W/ 5 Shelves Young Adult Paperbacks Paperback "Spinner" W/ 4 Rotor Towers CHILDRENBUVENILE Children's Easy Readers 36" Aisle DF 45 "H Steel Shelving W/ 6 Shelves Children's Picture Books 36" Aisle DF 45 "H Steel Shelving W/ 6 Shelves Children's Reference 36" Aisle SF 45 "H Steel Shelving W/ 3 Shelves Children's Spanish Language 42" Aisle DF 60 "H Steel Shelving W/ 10 Shelves Children's Spanish Language Picture Books 36" Aisle SF 45 "H Steel Shelving W/ 3 Shelves International Audiovisual 36" Aisle SF 66 "H Steel Shelving W/ 5 Shelves Juvenile Fiction 36" Aisle DF 66 "H Steel Shelving W/ 10 Shelves Juvenile Non - Fiction 36" Aisle DF 66 "H Steel Shelving W/ 10 Shelves Juvenile Paperbacks Paperback "Spinner" W/ 4 Rotor Towers Totals for Book: Projected Volumes/ SHELVING Volumes UNIT SgFt/ TOTAL on Shelf Linear QTY SgFt 42,760 11.4 -- -- 3,324 12,960 8 45 20 900 1,800 14 4 20 80 17,595 8 62 20 1,240 2,625 16 5 70 350 800 10 6 12 72 2,400 8 9 20 180 1,500 13 8 12 96 150 10 1 20 20 480 11 3 12 36 2,450 16 5 70 350 32,030 17 -- -- 1,760 1,400 20 4 18 72 5,460 20 16 18 288 300 8 5 12 60 1,170 20 2 20 40 700 33 3 12 36 100 10 1 12 12 5,625 13 15 18 270 15,000 13 39 18 702 2,275 16 4 70 280 74,790 14.05 -- -- 5,084 V `✓ %_ .&_ Ar % d TYPE CATEGORY Volume Type Shelving Type Multimedia ADULTIYOUNG ADULT Audio Book CD (CD ROM) DVD Rotor Tower DF 66" Shelving Unit Audio Compact Disc (CD) CD -ROM Rotor Tower SF 66" Shelving Unit DVD DVD Flip File Browser Teen Audio Compact Disc (CD) Audio CD Rotor Tower SF 66" Shelving Unit Video Cassette Video Cassette DF 66" Shelving Unit W/10 Divider Shelves CHILDREN /iUVENILE Audio Compact Disc (CD) Audio CD Rotor Tower SF 66" Shelving Unit CD -ROM Compact Disc, CD -ROM & DVD Display Browser Children's Audio Book CD 36" Aisle DF 66 "H Steel Shelving W/ 10 Shelves DVD DVD Flip File Browser Media Kit (Audio Cassette W/ Book) 42" Aisle DF 66 "H Steel Shelving W/ 10 Shelves Video Cassette Video Cassette DF 66" Shelving Unit W/10 Divider Shelvs Totals for Multimedia: Periodical ADULTNOUNG ADULT Current Magazines 44" Aisle DF 66 "H Magazine Display Shelving W/6 Shelves Current Newspapers 44" Aisle SF 66 "H Newspaper Display Shelving W/3 Shelve Young Adult Current Magazines 44" Aisle SF 66 "H Magazine Display Shelving W/3 Shelves CHILDREN/TUVENILE Children's Current Magazines 42" Aisle DF 45 "H Magazine Display Shelving W/ 4 Shelves Totals for Periodical: APPENDIX J. Page 2 of 2 Projected Volumes/ SHELVING 100 Volumes 6 22 132 UNIT SgFt/ TOTAL on Shelf Linear QTY 20 SgFt 3,315 19 -- -- 140 1,000 25 1 18 18 1,015 25 2 12 24 600 25 3 18 54 500 10 2 12 24 200 10 1 20 20 1,860 19.1 -- -- 186 240 25 1 12 12 80 25 1 24 24 540 10 2 18 36 640 25 3 18 54 60 20 1 20 20 300 10 2 20 40 5,175 19.09 -- -- 326 120 1 -- -- 188 100 1 6 22 132 10 1 2 14 28 10 1 2 14 28 20 1 -- -- 40 20 1 2 20 40 140 1 -- __ 228 TOTAL 5 638