HomeMy WebLinkAbout2011/07/12 Item 24CITY COUNCIL
AGENDA STATEMENT
~~{~~ CITY OF
'~,^` CHULA VISTA
JULY 12, 2011, Item_2~'
ITEM TITLE: RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA ACCEPTING THE 2011 "CHULA VISTA
PUBLIC LIBRARY STRATEGIC FACILITIES PLAN"
SUBMITTED BY: LIBRARY DIRECTOR~~
REVIEWED BY: CITY MANAGER ~ 5~
ASSISTANT CITY MANAGER ~j~
4/STHS VOTE: YES ~ NO
SUMMARY
The Librazy Facilities Master Plan under consideration is the first in 13 years. It validates
the threshold of 0.6 square foot of library space per capita, which in tum indicates that
60,000 squaze feet of library space is needed for current and future population. Two options
for realizing the threshold are considered. The report acknowledges that the city's financial
outlook does not suggest that new library construction will be feasible within the next five to
ten years. Therefore, the City does not need to select an option at this time. "['he options and
their relative benefits can be reevaluated when funding becomes available.
ENVIRONMENTAL REVIEW
The Development Services Director has reviewed the proposed activity for compliance
with the California Environmental Quality Act (CEQA) and has determined that the
activity (accepting the Library Strategic Facilities Plan) falls under a statutory exemption
pursuant to Section 15262 (Feasibility and Planning Studies) of the State CEQA
Guidelines because the action is only adoption of the Plan and does not include approval
of any library facilities at this time. In the future when library facility project(s) are
defined additional environmental review will be completed prior to commencing any
protect.
RECOMMENDATION
That the City Council accept the plan, confirm the Growth Management Oversight
Committee (GMOC) Library facility threshold of 0.6 square feet per capita and support
the expansion of the Public Facilities Development Impact Fee (PFDIF) to include
collection of Library PFDIF fees from commercial and industrial land uses.
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July 12, 2011, Item 2~
Page 2 of 3
BOARDS/COMMISSION RECOMMENDATION
The Board of Library Trustees and the Growth Management Oversight Committee
concur with the recommendations in the Library Facilities Master Plan.
DISCUSSION
Since the most recent Library Facilities Master Plan for the City of Chula Vista dates
from 1998, a new plan was scheduled to be developed in 2010. After a competitive
proposal process, Group 4 Architecture Planning and Research, was selected.
Over the course of 6 months, the consultant group analyzed Chula Vista demographics,
the current status of library service in Chula Vista, and past planning documents. They
studied the GMOC reports for the last several years and consulted with City of Chula
Vista Finance and Planning managers to gain an understanding of the PFDIF and city
financing methodologies. Together with library management staff, they held three
community meetings, interviewed Mayor and Councilmembers, as well as staff,
stakeholders, and community residents. An online survey resulted in 125 responses, and a
series of face-to face surveys in two locations resulted in 25 more. Traffic and use
patterns for library borrowers were plotted using GIS technology.
Afrer an analysis of best practices, local state and national benchmarks and standards, and
21 ~~ century public library service, the current GMOC and Planning Department threshold
of 0.6 square feet per capita for library space was validated, indicating that an additional
60,000 square feet of library space is needed to respond to current and expected
population.
A subsequent consideration was made of options for developing the recommended
60,000 square feet of library space on the city's east side. Two options were identified:
one was to build and staff two 30,000 square foot facilities; another was to build and staff
one 60,000 square foot facility. Advantages and disadvantages of both options were
examined. The continued suitability of the Rancho Del Rey site, the approved site for a
third branch library since 1998, was evaluated.
The advantages of staying with the two- site concept are Chat the city can proceed with
plans that are in place fora 30,000 sq ft library at the Rancho Del Rey site, and could
benefit from Rancho Del Rey's high-profile location. The advantages of the alternate
concept of building one 60,000 square foot library east of the I-125 are that one facility
generally costs less to build and operate than two, that the Chula Vista population is
mobile and seems to be willing to travel for library service, and that a larger "destination"
library can offer more amenities and attractions than a smaller one.
The report acknowledges that the city's financial outlook does not suggest that new
library construction will be feasible within the next five to ten years. Therefore, the City
does not need to select an option at this time. The options and their relative benefits can
be reevaluated when funding becomes available.
24-2
7uly 12, 2011, Item 2'}
Page 3 of 3
DECISION MAKER CONFLICT
Staff has reviewed the decision contemplated by this action and has determined that it is
not site specific and consequently, the 500-foot rule found in California Code of
Regulations section 18704.2(a)(1), is not applicable to this decision.
CURRENT YEAR FISCAL IMPACT
No fiscal impact is anticipated. Approval of the resolution accepts the report, confirms
the GMOC Library facility threshold of 0.6 square feet per capita and supports the
expansion of the PFDIF program to include collection of Library PFDIF fees from
commercial and industrial land uses. This action will inform future updates of the City's
PFDIF fee program, but has no immediate impact. Approval of the resolution does not
appropriate expenditures and does not modify the PFDIF fee structure.
ONGOING FISCAL IMPACT
Approval of the resolution will inform future updates of the Library component of the
PFDIF. In conjunction with the PFDIF update process the City will formalize the facility
plan, including estimated construction costs. The anticipated facility costs will then be
included in the PFDIF program, impacting the revenues to be collected for this purpose.
Final facility plans and construction phasing will be determined in the future, based on
the resources available and funding priorities of the Council.
ATTACHMENTS
Prepared by: Betty Waznis, Director, Chula VisCa Public Library
24-3
RESOLUTION NO. 2011 -
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CHULA VISTA ACCEPTING THE 2011 "CHULA VISTA
PUBLIC LIBRARY STRATEGIC FACILITIES PLAN"
WHEREAS, in 2010, the City selected Group 4 Architecture Planning and Research to
prepare a library facilities master plan and the resultant "Chula Vista Public Libraries Strategic
Facilities Plan" (the "Plan") has been presented to the City Council; and
WHEREAS, the Plan contains an analysis of current library use in the City, various
recommendations, and several proposed implementation steps; and
WHEREAS, the Plan recommends that the City's development impact fees be reallocated
to include industrial and commercial development; and
WHEREAS, approval of the resolution supports the expansion of the PFDIF program to
include collection of Library PFDIF fees from commercial and industrial land uses; and
WHEREAS, the Plan validates the threshold of 0.6 square foot of library space per
capita, which in turn indicates that 60,000 square feet of library space is needed for current and
future population; and
WHEREAS, the Plan presents two options for realizing the threshold; and
WHEREAS, the Plan acknowledges that the City's financial outlook does not suggest
that new library construction will be feasible within the next five to ten years; and
WHEREAS, as a result the City does not need to select an option at this time; and
WHEREAS, the options and their relative benefits can be reevaluated when funding
becomes available.
NOW, THEREFORE, BE IT RESOLVED the City Council of the City of Chula Vista
does hereby accept the 2011 Chula Vista Public Library Strategic Facilities Plan.
Presented by
Betty Waznis
Library Director
24-4
Approved as to form by
CHULA VISTA PUBLIC LIBRARY
STRATEGIC FACILITIES PLAN
APRIL 2011
c a o u a a
ARC HILf CiVRE
RESEARCH 4
YIANNIN G. INC
EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Despite predictions that the Internet would make them irrelevant, public
libraries are busier than ever - a phenomenon that is demonstrated daily
at the Chula Vista Public Library. For more than a century, CVPL has
played a vital role in the community, providing significant civic, cultural,
educational, and economic value to residents, visitors, and the workforce.
CVPL currently operates three libraries to serve its population, which
has grown particularly rapidly in recent years. Previous CVPL facilities
master plans have recommended the development of permanent library
facilities in east Chula Vista. Funding constraints in recent years, however,
have delayed major planned facilities projects. As a result, for the past
six years Chula Vista's council-appointed Growth Management Oversight
Committee (GMOC) has noted a deficit of library space relative to the
City's established threshold standards. In 2010, the City commissioned a
strategic facilities plan for the Chula Vista Public Library to identify ways
to improve the library service delivery to the community, particularly to
residents of east Chula Vista.
Information gathering and analysis included review of documents and
data supplied by the Chula Vista Public Library, library site visits and
observation, outreach to Chula Vista residents and community leaders,
and inreach to CVPL and City administration and staff. New data sources
included aweb-based customer survey and GIS maps of library circulation
data.
Data findings include:
The Chula Vista Public Library is highly valued and well used by the
community. Residents appreciate the Library and would like increased
access to services and materials.
• Despite reductions in funding, CVPL has continued to provide a high
level of service through creative resource reallocation and new service
innovations such as increased customer self-service opportunities.
• The Chula Vista population is mobile, traveling freely throughout the
city for library services.
The Civic Center Branch and the South Chula Vista Branch are
significant destination libraries that draw customers from throughout
Chula Vista as well as from beyond the city limits both north and
south. These two libraries serve residents of west and central Chula
Vista particularly well.
"Be open 24 hours a day"
-survey participant, in
response to "What would you
change about the library?"
Chula Vista Public Library Strategic Facilities Plan I Final Report-April 2011
Civic Center Branch Library
South Chula Vista Branch Library
EXECUTIVE SUMMARY
• East Chula Vista residents do not use the library as often as those living west of CA-125. The Eastlake Branch
is an important link to library service for residents of east Chula Vista, but its limited hours and location within
a high school campus effectively restrict accessibility to the general population.
Recognizing that economic recovery may delay [he City's ability to take on major projects for the next 10 years or
more, this strategic plan makes recommendations for both the long-term and the "interim." For the purposes of this
plan, "long-term" is defined as after the year 2020.
The City's library space standard of 500 to 600 square feet of library space per 1,000 residents is confirmed as
along-term objective.
• The Civic Center Branch and the South Chula Vista Branch are excellent resources and should be maintained.
They are important "destination" libraries that offer significant collections, programs, and space to serve
customers from throughout the city. Expansion is not needed at this time, although the Civic Center Branch
could benefit from renovation in the future to increase the amount ofavailable public space and support increased
flexibility in operations.
• Based on the projected buildout population, there is a need for at least another 60,000 square feet of library
space at the 500 SF/1,000 population threshold level, and even more to meet the target service standard. This
amount of space represents the correction of the current deficit of library space as well as the additional space
that will be needed to accommodate population growth.
• The additional needed library square footage can be developed as multiple smaller branches (as recommended
in prior master plans), or as one large "destination" library, which would be the most cost-effective strategy
in terms of both capital and operating costs. As CVPL's operating budget has been significantly reduced and
capital funding is not currently available, the City does not need to make this decision at this time. The options
can be evaluated when capital and operating funds become available.
• Additional measures such as mall outlets, book "vending" machines, a bookmobile, and service partnerships
all have the potential to supplement the services available through the library branches, and can be evaluated
as needs arise and funding becomes available. Periodic assessments of Chula Vista residents' library needs, use
patterns, and perceptions can help CVPL evaluate the need for such measures.
• As an interim measure, a proposed mall branch at Otay Ranch Town Center is a tremendous opportunity
to leverage limited City funds while significantly increasing access to library services for east Cltula Vista
residents. Its collection, hours of operation, and staffing model can be designed to serve more customers than
the current Eastlake Branch, even in a smaller footprint.
The Library's commitment to service excellence and proactive outreach even in the face of significant fiscal
challenges will be a strong asset in the implementation ofthese recommendations, as will the continued development
of creative partnerships for both service and funding.
Final Report -Apri12011 2 Chula Vista Public Library Strategic Facilities Plan
INTRODUCTION
AND METHODOLOGY
INTRODUCTION
Chula Vista has a long and proud tradition of library service. The
foundation of the Chula Vista Library Association in 1891 predated the
city's incorporation by two decades. The City took over the provision
of library services in 1911, and built its first permanent library building
in 1917 with Carnegie grant funds. The Carnegie Library served the
community until the construction of a new library building in the 1950s,
which was subsequently replaced in the 1970s by the Civic Center Library
that still serves the community today. A library facilities master plan in
1987 led the City to add two new branches in the 1990s: the joint-use
public/high school Eastlake Branch, and the South Chula Vista Branch.
In 1998 the facilities master plan was updated, but due to funding
constraints, not all of the recommendations could be implemented. One
such recommendation was the proposed 30,000 square foot Rancho del
Rey Branch. The City submitted applications for grant funding for this
project in all three rounds of the highly-competitive 2000 California
Library Bond Act administered by the California State Library (aka
Proposition 14), but unfortunately the City did not receive an award. The
project was subsequently put on hold.
Meanwhi le, the Chula Vista community has continued to grow dramatically,
increasing 30% in the last decade to more than 233,000 residents. The
growing community has increased overall demand for library services in
Chula Vista, while changes in technology and demographics have resulted
in a demand for a broader range of services. At the same time, the volatile
economic climate has increased the uncertainty of funding for both capital
projects and library operations. As a result, the Chula Vista Public Library
(like almost every library in California) has had to figure out how to "do
more with less," looking at cutting hours of operation and other strategies.
The City of Chula Vista is proud of its record of providing its residents with
high levels of public service. Once a year the City convenes its Growth
Management Oversight Commission (GMOC) to review public service
levels and compare them to established "service thresholds." For certain
services, such as police and fire, deficiencies relative to the thresholds
prevent the City from approving new development until compliance
is restored. For other services, such as library and parks/recreation,
deficiencies do not trigger limits on development, but are noted in the
GMOC's annual report.
The GMOC's 2010 report noted a deficit in library facilities that has
persisted since falling below the service threshold of 500 square feet of
library space per 1,000 residents six years earlier. As an advisory body for
city council, the GMOC ranked bringing library facilities into compliance
with the threshold standards as a top priority for the City.
"I wish you didn't have to cut
back on library hours. We
love the library and hope that
the city can find the money
fo continue to support all its
services. If is such a critical
resource for our community
and our students!"
-survey participant
Chula Visla Public Library Strategic Facilities Plan 3 Final Report-April 2011
1977 Chula Vista Carnegie Library
Eastlake Branch Library
INTRODUCTION
AND METHODOLOGY
METHODOLOGY AND PARTICIPATION
Information gathering for this project included review of documents and data supplied by the Chula Vista Public
Library, library site visits and observation, outreach to Chula Vista residents and community leaders, and inreach
to CVPL administration and staff.
Leadership and community outreach included:
Two stakeholder focus groups were conducted in August 2010, with a total of 16 participants.
• A web-based survey made available on the Library's website for 31 days in September and October, 2010 in both
English and Spanish versions. The survey was linked from CVPL's website homepage and also was advertised
to the public through the City's Nixle service. To supplement online participation, a Library representative also
went to two high-profile retail locations in eastern Chula Vista to invite residents to complete paper versions of
the survey. A total of 250 valid survey responses were collected, including 17 Spanish language versions.
Interviews with Mayor Cox and Councilmembers Bensoussan and Castaneda in September and October 2010.
A presentation of the drafr recommendations at a community meeting in February 2011.
Library staff inreach included:
• Staff-guided tours of existing CVPL branches;
• Interviews with selected Library staff; and
• A Library staff focus group, with participation by 13 staff.
A Project Management Team (PMT) comprising the Library's Director, Public Services Manager, and Digital
Services Manager, who met with Group 4 at key project intervals to provide project oversight, review of progress,
and day-to-day project direction.
Final Report-April 2011
Chula Vista Public Library Strategic Facilities Plan
CURRENT USE
CURRENT LIBRARY USE AND PUBLIC PERCEPTION
The Chula Vista Public Library treats Chula Vista as a single service
area served by multiple branch libraries, rather than dividing the city into
smaller geographic service areas tied to individual branches.
CURRENT LIBRARY FACILITIES
CVPL currently operates three library facilities.
The Civic Center Branch was constructed in 1976. The upper level
of the 55,000 square foot building is dedicated to public service, with
separate children's and adult wings, an auditorium, meeting and group
study spaces, and a Friends of the Library bookstore, as well as staff
and support spaces. The upper level's relatively open plan offers the
flexibility to reorganize as needed to support changing service needs
and operational modes over time. The lower level of the building
houses CVPL's systemwide Administration and Technical Services
divisions, as well as support and storage space for the library and
the Friends. Large north-facing windows admit lots of natural light,
creating a pleasant atmosphere in both public and staff areas of the
building. In general, the building has been well-maintained and is in
good condition. Library staff report that the Civic Center Branch has a
strong contingent of seniors in its customer base.
The South Chula Vista Branch recently celebrated the 15th anniversary
of its opening in 1995. Designed by renowned Mexican architect
Ricardo Legorre[a, the iconic 38,000 square foot building provides
library space and services on one level for children, teens, and adults,
as well as large program/meeting space and a literacy wing that can be
operated separately from the rest of the library. The City is proactive
about maintaining the building in good condition. Some modifications
to the design have been made over the life of the building, such as a
reconfigured entrance and the transformation of several water features
into xeriscape or display areas. Library staff report that the South
Chula Vista Branch is especially popular with teens.
The Eastlake Branch is a shared library operated jointly with Eastlake
High School. Since its opening in 1993, this branch has always been
intended as an interim measure to boost library service in east Chula
Vista until a new permanent facility could be built. The 10,000 square
foot library houses significant amounts of materials intended for high
school student use, effectively reducing the amount of space actually
available for and appealing to public library customers. Buried within
the campus, the library cannot be accessed by the public during
school hours. Regular Eastlake Branch visitors acknowledge that
it is very low-profile and hard to find. Nevertheless, for the library-
loving residents of east Chula Vista, the Eastlake Branch has been an
important link to library service.
AND PERCEPTIONS
Chula Vista Public Library Strategic Facilities Plan $ Final Report-Apri12011
Civic Center Branch Library
South Chula Vista Branch Library
Eastlake Branch Library
CURRENT USE
AND PERCEPTIONS
Participants in a library staff focus group described general conditions and use patterns at each of the three current
CVPL branches. They reported that the two larger branches have collections and amenities well-suited to their
respective visitor types: the Civic Center Branch serves its high proportion of senior visitors through features such
as a deeper collection rich in large print, audiobook, and history materials, whereas South Chula Vista Branch
supports its younger customer base through amenities such as technology, popular books and media, and an ample
teen space. Both Civic Center Branch and South Chula Vista Branch are attractive and well-sized to serve customers.
Staff identified opportunities for improvement such as expanded computer labs that could be used by both classes
and individuals with easier staff supervision. Sou[h Chula Vista Branch has some customer wayfinding challenges,
resulting in lots of navigation-related questions for staff. A lack of acoustical zoning at the Civic Center Branch
results in complaints about noise from both customers and staff.
Library stafffocus group participants reported that families with young children are the dominant public user group
of the Eastlake Branch, and storytimes are popular. They discussed how the Eastlake Branch's location on the high
school campus and lack of parking present "a lot of challenges." They also reported that while the facility's open
plan is good for visibility and wayfinding, limited space has led to overcrowded shelves. Customers are discouraged
from bringing their own laptops because wi-fi is not available to the public through the high school's system.
GEOGRAPHIC LIBRARY USE PATTERNS
An important consideration in assessing the CVPL system was whether and how the community travels for library
services. Geographic library use patterns were evaluated to identify any underserved areas and any barriers to
library access. To identify the extent of potential geographic barriers, two data sources were analyzed:
• CVPL circulation data CVPL materials checkout records from August 2 through August 8, 2010 were displayed
as dots on a GIS map of Chula Vista, with each dot's location representing the customer's address ofrewrd, and
its color corresponding to the branch library that the customer used. The resulting maps provide insight into the
geographic catchment area of each branch library. One limitation of this analysis is that the data set does not
include customers who visit the library but do not check out materials.
• Community survey responses. A series of questions about respondents' home Z1P codes and whether they lived
east of CA-125 and/or I-805 was included in the community survey in order to better understand respondents'
perceptions within the context of their geographic location.
In general, the survey responses and customer GIS maps show that:
• Chula Vistans travel freely through the city, choosing library branches based on factors other than proximity to
their home.
• Residents of west and central Chula Vista use the library more often than residents who live east of CA-125.
• The Civic Center and South Chula Vista branches are strong destination libraries, attracting customers from
throughout the city, including the most distant portions of east Chula Vista.
• The Eastlake Branch tends to attract customers within a smaller geographic radius.
Final Report-April 2011
Chula Vista Public Library Strategic Facilities Plan
CURRENT USE
AND PERCEPTIONS
The San Diego County Library and the National City Public Library
generously shared circulation data regarding use oftheir libraries by Chula
Vista residents. The resulting maps showed that the Bonita-Sunnyside
Branch and the National City Public Library are not used heavily as an
alternativetoCVPLbranches,noraretheyselectedprimarilyforgeographic "I do travel to the South Bay
proximity to Chula Vistans' home addresses. [n the community survey, branch and Civic Center, but I
only 14% of participants reported that they use the Bonita-Sunnyside more would prefer to be able to use
than a few times per year, while more than 75% said that they rarely or the library nearest my home in
never use it. More than 90% of survey respondents report that they rarely Eastlake more frequently."
or never use the National City Public Library. The planning team also -survey participant
requested data from the San Diego Public Library, but their system could
not provide data in a mappable format.
Customer Use Patterns
Map: all CVPL branches
• I-805 and CA-
125 not
significant
barriers
• Eastern Chula
Vista and
north/ Bonita
areas may be
under-
represented
relative to
actual density
• CVPL data 6om
arz-atsrzoto
c can
_yt .w
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
T
i
Chula Vista Public Library Strategic Facilities Plan 7 Final Report-Apri12011
CURRENT USE
AND PERCEPTIONS
CUSTOMER PERCEPTION: COMMUNITY SURVEY AND FOCUS GROUP
A total of 250 valid surveys were completed, including 17 in Spanish. As the number of Spanish language surveys
was not enough to be statistically significant if analyzed separately, the responses for the two language versions
were combined and analyzed together. Simple frequency analysis was performed on the data; extensive cross-
tabulation and other complex analyses were beyond the scope of this study.
Western and central Chula Vista were well-represented in the sample, with more than 85% of respondents from
Chula Vista living west of CA-125. Most age ranges were reasonably well represented in the survey responses, with
the exception of children and teens, who together made up less than 5% ofthe total sample size. Survey respondents
reported a strong reliance on personal vehicles rather than public transit or other options, with more than 85% of the
sample population reporting that their own cars are their primary mode of day-to-day transportation.
Survey findings include:
• Nearly all survey participants reported having excellent access to the Internet, which is a typical result for a
web-based survey with voluntary participation. More than 90%of respondents use the Internet and/or broadcast
media at least once per week to access information, and more than 60% reported reading periodicals at least
once per week.
• Nearly 70% of survey respondents use a public library at least every few weeks, with 29% reporting that they
visit at ]east once per week. Respondents report using the library more frequently than they purchase items
either at a store or online.
• Asked which library services are most important to them, respondents particularly appreciated books and
audiovisual materials, programs and services for children, and the library's civic, cultural, and educational role
in the community.
• Asked what they would change about the library, respondents requested expanded hours of operation and
increased collections. Of respondents living east of CA-125, 30% mentioned hours of operation as something
they would like to change about the library. Another common answer to this question was "nothing," reflecting
respondents' appreciation for CVPL and its services.
• Respondents who reported that they rarely use a public library attributed it to a lack of time, an inconvenient
location of the library, and/or hours of library operation. When asked what would bring them to the library more
often, these respondents listed features such as free wi-fi and a cafe.
Participants in the community stakeholder focus group were very positive about CVPL, describing the library as the
"cathedral of the city - a center of learning, enhancement, and togetherness." All long-time Chula Vista residents,
participants voiced a desire for more hours of library operation, and concern about the effect of budget cuts on
both customer service and staff workload. They suggested that CVPL could raise its profile through retail-oriented
strategies such as a stronger "merchandising" approach and an increased focus on marketing and fundraising.
Displaying their strong civic spirit, participants also called on the community to get involved: as one participant
stated, "Ask not what the Library do for the community; ask what the community can do for the Library."
Final Report-April 2011 R Chula Vista Public Library Strategic Facilities Plan
RECOMMENDATIONS
RECOMMENDATIONS
Despite predictions Yhat the Internet would make them irrelevant, public
libraries today are busier than ever.
• Rather than reducing the need for libraries, emerging technologies and
increased Internet connectivity have created an even broader range of
needs that the public library strives to meet, from providing access
to computers, to helping customers navigate and evaluate the ever-
increasing amount of content available on the Web.
• Thepub]ic]ibraryremainsavaluableconduitforbooksandaudiovisual
materials, in an increasing variety of languages and formats.
Libraries still play a vital role in educating community members of
all ages, from the youngest storytime participants through seniors
participating in computer literacy programs. The library also takes
a leadership role in developing literacy and citizenship within the
community.
• Libraries are also valuable economic resources, providing resources
forjob-seekers and small businesses.
Although it seems counterintuitive to some, changes such as the
increasing proportion of electronic formats in the library's collection and
customers' increased use of laptops and other personal technologies do not
automatically suggest a reduction in the amount of library space required.
Although less space may be required for books and library-provided
computers, more space is required for customers to use their own laptops
and technologies.
SPACE PLANNING STANDARDS
Libraries use a variety of measures to monitor and evaluate the services
they provide. Many of these are measured in terms of service units per
population, such as books, computers, and reader seats. Each ofthese units
has an associated amount of required space that, when totaled along with
other library features such as staff work space, results in a target amount
of library space per population. The number of recommended service
units varies among communities; for example, one community may have
a comparatively high need for public computers, whereas another may
place a higher emphasis on collections. As such, there is no "standard"
guideline for library space per population, and the total target amount of
library space varies from community to community.
Adopted in 1987, Chula Vista's library space standards range from 500 to
700 square feet of library space per thousand Chula Vista residents. The
minimum "threshold standard" of 500 SF per thousand people is used by
"I think you are doing a great
job. I'm impressed with the
number of people I have
observed using the library."
-survey participant
Chula Vista Public Library Strategic Facilities Plan 9 Fioal Report-April 2011
South Chula Vista Branch Library
Eastlake Branch Library
RECOMMENDATIONS
the GMOC in its annual evaluation of public services. The middle of the range "service standard" - 600 SF per
thousand people - is used by the City to plan funding, including establishing public facility development impact
fees (PFDIF).
For this strategic facilities plan, the project team conducted an analysis of possible measures other than library SF
per population- for example, individual service units (books, computers, etc.), travel times to library facilities, or
customer perception/satisfaction measures. While each of these potential measures provides valuable information
for a thorough assessment of library services, they all are more complicated to calculate, without adding significant
benefit or insight to the analysis. Therefore, the project team confirmed the use of library space per capita as the
basic measure for the City's threshold and service standards.
Based on the analysis of Chula Vista as well as on new library planning in other comparable communities, Kathy
Page of Page + Moris developed a set of service guidelines for libraries in Chula Vista. Her analysis of these
guidelines revealed that they can be achieved within the lower end of the previously-established range of library
space standards in Chula Vista, at approximately 500 to 600 square feet per 1,000 residents. As such, this strategic
facilities plan confirms the existing threshold standard for library service in Chula Vista of 500 to 600 square feet
per 1,000 residents.
Service Level Guidelines
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Final Report-Apri12011
x
~-Y
Y
L
10 Chula Vista Public Library Strategic Facilities Plan
RECOMMENDATIONS
LONG-TERM RECOMMENDATIONS: 2020 AND BEYOND
Based on the confirmed library space standards, there is a need for at least
60,000 square feet of additional library space in Chula Vista to serve the
projected buildout population. This square footage can be developed as a
single library, or as multiple smaller libraries.
A s the City's fi nancial outlook does not suggest that new I ibrary construction
will be feasible within the next five to ten years, the City does not need to
select an option at this time. The options and their relative benefits can be
reevaluated when funding becomes available. Implementation of the plan
is discussed in more detail in the next section.
Multiple Smaller Branches
A traditional approach to developing library facilities is based on the
principle of geographic proximity, building new branches that are the
focal point for service within established service areas. This is one of
the principles behind the previous facilities master plans for Chula Vista,
which have recommended a new branch library in Rancho del Rey to serve
central Chula Vista and one or more branches east of CA-125.
This approach is one option for meeting the need for additional library
space in Chula Vista. The City already owns the Rancho del Rey site,
which can accommodate a 30,000 square foot branch library. Additional
site(s) could be identified east of CA-125, such as at the Eastern Urban
Center/Millenia Center development.
However, multiple small branch libraries are more expensive to build -
and even more expensive to operate - than a single, larger library with
an equivalent amount of space for public service. For this reason, many
communities are finding this traditional system model to be unsustainable.
Chula Vista is no exception; CVPL's operating budget has been slashed
dramatically in recent years, including staff reductions of more than 75%
and the elimination of many services in an effort to simply keep the doors
open on its existing branches.
A Single Large "Destination" Branch
In practice, Chula Vista has adopted a more sustainable model of library
service than the traditional neighborhood-based multiple branch system.
Chula Vista has two large "destination" libraries that can be operated
more cost-effectively than multiple smaller branches. As destination
libraries, the Civic Center Branch and the South Chula Vista Branch offer
sufficient quantity and variety of materials, programs, computers, and
spaces to attract customers from throughout the city rather than just from
their immediate neighborhoods - a finding confirmed by analysis of the
customer maps and the community survey. While both of these libraries
Chula Vista Public Library Strategic Facilities Plan
"I think the library should be
a place where people would
be attracted to go. Like a book
store where you can go to have
a cup of coffee, buy a gift, or
talk with a friend and have a
good time while you read a
book or a magazine."
survey participant
iurme, Sttvl« CurceFt
uw.~l~e.a,aro,
d::
•...,
.~
' ~ ~~: .. 'vim
...,
, ....
r- _,. ,
The traditional system model,
based on geographic proximity
to local branches, is expensive to
build and operate.
New SYSSem Canttpt-lon8 Term
fexp~p~gty llOn~ks brsuNalna0leoFarNam
„~. ~ ._
•~
,~ e ~w
Destination libraries provide
citywide service at lower costs for
both construction and operation.
Final Report-Apri12011
RECOMMENDATIONS
offer significant amenities for customers of all ages, library staff report that the Civic Center Branch is a particular
destination for seniors, while the South Chula Vista Branch is a particularly popular destination for teens.
Developing a single new destination library for east Chula Vista -with sufficient collections, computers, seating,
programming space, and other amenities to draw customers from throughout the city -would be the mast cost-
effective way to meet the threshold standard for library space in Chula Vista, from the standpoint of both capital
and operating costs. This recommendation is consistent with both the City's financial outlook and the community's
acceptance of the destination library model.
A new destination library should be located convenient to CA-125, preferable on the east side in order to best
serve residents of this underserved area In addition to sufficient capacity for the library building and parking,
characteristics of a successful library site include ahigh-profile location along awell-traveled route, close to other
community amenities (such as shopping or recreation) and accessible by public transit. The site need not necessarily
be City-owned. For example, the City has planned for 30,000 square feet in the Eastern Urban Center/Millenia
Center development, and may be able to negotiate for a larger space in the future.
A single new destination library could also be developed in phases -for example, in a first phase of 30,000
square feet, with the balance of the required space constructed later. This would provide the ability to begin project
implementation sooner, rather than waiting until funding accrues for the full project.
Supplemental Services
Even with the implementation of new facilities, continued growth and change in Chula Vista may create the need
for additional supplementation of library services. Options for supplementing service include:
• Material vending. Libraries throughout the world are experimenting with automated vending of collection
materials, which customers can access with the swipe of a library card.
• Material lockers. For customers who reserve books online but have difficulty getting to the library during
normal operating hours, the locker system can make holds available 24/7.
• Embedded services. Some libraries are establishing small "outposts" within the facilities of community partners
such as park and recreation facilities and organizations such as the YMCA and the Boys and Girls Club. These
outposts can accommodate a wide variety of programs and services, depending on the partnership.
• Bookmobile. Bookmobiles make the librarytransportable,bringingasmallpor[ionofthecollectiontodesignated
locations on a regular schedule. A bookmobile typically does not accommodate most other library programs or
services, although its scheduled stops can be coordinated with library-provided programs such as storytimes at
schools or other community locations.
Any of these options can work as a stand-alone amenity or in combination with others. For example, some
new purpose-built libraries include material lockers accessible from the outside of the building to provide 24/7
customer access to holds. Some communities provide material vending machines at transit hubs to improve
service to commuting customers. Any option being considered will require more detailed evaluation of feasibility,
appropriateness of response to community service needs, and cost-benefit analysis.
Final Report-April 2011 12 Chula Vista Public Library Strategic Facilities Plan
RECOMMENDATIONS
INTERIM RECOMMENDATIONS: 2010-2020
As is true for many communities in California, the City of Chula Vista
is facing serious financial challenges. Development has decreased
dramatical ly, slowing popul anon growth and reduci ng the amount of impact
fees collected for libraries and other public facilities. Unemployment and
economic uncertainty have led residents to tighten their belts, reducing
both income and sales tax revenues for the City, while falling home
prices continue to erode the property tax base. In recent years the City
has undergone several rounds of cutbacks in nearly all departments, and
more are expected as of this writing. In this climate, building a new library
will simply not be feasible for the City of Chula Vista any time soon. City
staff projecC that it may be five to 10 years or more before the City is in a
position to consider a new capital library project.
What has not diminished is the need for improved library services in east
Chula Vista. Meeting this need within the City's limited resources will
take a creative approach.
Concurrent with the development of this sUategic facilities plan, the
City began working with management of the Otay Ranch Town Center
to develop approximately 3,500 square feet space for a library branch,
rent-free and with a Town Center management contribution towards
tenant improvements. The proposed space has ahigh-profile, high-traffic
location with excellent access to parking, food, and restrootns. Although
perhaps half the size of the net public service space at the Eastlake Branch,
this mall space has the potential to serve more customers and offer more
hours of operation, as other libraries throughout the country have found in
their implementation of mall branch outlets. In short, this is a tremendous
opportunity for CVPL to leverage its limited resources to increase its
profile and accessibility within east Chula Vista.
Other interim options include the material lockers, material vending,
and other supplemental service options described in the Long-Term
Recommendations section above.
"Overall I've always found
libraries an important part
of the community and would
be very happy and extremely
supportive if your funding
increased."
-survey participant
Chula Vista Public Library Strategic Facilities Plan 13 Final Report-Apri12011
Otay Ranch sown Center
Proposed library outlet at right
IMPLEMENTATION
AND NEXT STEPS
IMPLEMENTATION AND NEXT STEPS
This strategic facilities plan is intended as a foundation for the City and the Library in planning the future of
library facilities in Chula Vista. It should be noted that the time frames for "interim" and "long-term" designated
in this facilities plan are approximate; they are intended as guides, not mandates. If the economy improves quickly
and the City is able to implement long-term recommendations prior to 2020, this would be a great benefit to the
community. However, if economic recovery lags and by 2020 the City is still not able to build a new library in east
Chula Vista, then the "interim" phase will necessarily stretch beyond 2020. Periodic reevaluation and updating of
the assumptions and recommendations of this strategic facilities plan is encouraged in order to accommodate any
significant changes in needs and opportunities that may arise over the next five to 20 years.
The City collects development impact fees to pay for public facilities, and these fees are currently seen as a principal
source of funding for a new library in east Chula Vista. Currently, impact fees are allocated only tosingle- and multi-
familyresidential development, while industrial and commercial development is exempt. Industrial and commercial
development does have the potential to increase service demand for CVPL, which provides resources to build and
support local business and industry as well as for the individual benefit of workers who find CVPL branches to
be convenient -whether or not they live in Chula Vista. Reallocation of the impact fees to include industrial and
commercial development would acknowledge and support not only the effects that these ventures have on demands
for library service, but also the benefits that CVPL provides to local business and industry.
The City's development impact fee program for library facilities assumes the construction of facilities sufficient
to meet the service standard of 600 square feet of library space per 1,000 population. While the City had a minor
pre-existing library space deficiency at the time the impact fee program was created, this deficiency was addressed
completely through the construction of the South Chula Vista Library. From this point forward, the City has collected
impact fees for library facilities from all new residential development. These funds have been expended on a number
of projects, but for the most part are being reserved for planned facilities yet to be constructed in eastern Chula
Vista. These funds on account will be combined with the impact fees to be collected from future development.
Together, these funds are anticipated to fully offset the cost of new library construction to meet the 600 square feet
of library space per 1,000 population service threshold.
Communities throughout California are taking a creative approach to getting library projects funded and built.
Partnerships are becoming an increasingly important strategy for library capital projects, including public-public,
public-nonprofit, and public-private partnerships. For some communities, these partnerships take the form of a
commitment from Library Foundations and Friends groups to raise a certain amount of money for capital projects.
In others, it may involve more formal agreements to jointly build and operate facilities, such as joint community
center-library projects. The proposed Otay Ranch Town Center mall branch is an excellent example of such a
partnership, and the City is well on its way to developing a strong agreement with mall management that will set
the course for implementation. Depending on the success of this mall branch, mall management may be willing
to provide the Library with a larger retail space in the future that would both expand library service and further
increase mall visits.
The City should also continue its outreach to the community in order to build support for CVPL and the recommended
projects. Even if the City develops sufficient funding without bringing a capital bond measure before the voters, it
will be important to continue the dialogue in order to ensure that the community understands the need for facility
improvements and the rationale behind the recommendations. Some California communities have found that a lack
of public support -even if the funding is already in place -can delay library projects or even derail them entirely.
Final 12eport-Apri12011 14 Chula Vista Public Library Strategic Facilities Plan
IMPLEMENTATION
AND NEXT STEPS
Overall, the Library is making creative and positive changes to improve
library service in the short term. Through the Library's commitment to
service excellence and proactive outreach, these shod-term changes have
the potential to increase the community awareness and support for CVPL
that will be important for successful implementation of the long-term
recommendations.
"We would go to the library
more often 1-2 times per
week - if we had a REAL
library with REALISTIC hours
and if it were closer to us
in Eastlake."
-survey participant
Chula Vista Public Library Strategic Facilities Plan 15 Final Report-April 2011
Civic Center Branch Library
[This page intentionally left blank.]
ACKNOWLEDGMENTS
ACKNOWLEDGMENTS
The Chula Vista Public Library Strategic Facilities Plan could not have
been completed without the generous contributions of many people.
CHULA VISTA CITY COUNCIL
• Pamela Bensoussan
• Steve Castaneda
• Cheryl Cox
• John McCann
• Rudy Ramirez
• Patricia Aguilar (incoming)
CITY OF CHULA VISTA
• Betty Waznis, Library Director
• Stephanie Loney, Library Public Services Manager
• Jodie Sawina, Library Digital Services Manager
• Tiffany Allen, Fiscal and Management Analyst
• Ivette Cortez, Library Administrative Secretary
• Joe Gamble, Landscape Planner
• Connie Lawthers, Sr. Information Technology Support Specialist
• Rommel Reyes, GIS Specialist
• Scott Tulloch, Assistant City Manager
• Kim Vander Bie, Associate Planner
COMMUNITY STAKEHOLDER FOCUS GROUP PARTICIPANTS
• James Balnis
• Randy Bellamy
• Fran Cornell
• Sally Flores Rumpf
• Margaret Franklin
• Glenda Hogg
• Stephanie Loney
• Dottie Miller
• Georgie Stillman
• Shauna Stokes
• Mary Thigpen
• Ric Todd
• Pat Upton
• Susan Walter
• Debbie Taylor (CVPL staff observer)
• Joy Whatley (CVPL staff observer)
• David Jenning (CVPL intern)
Chula Vista Public Library Strategic Facilities Plan 17 Final Report-April 2011
ACKNOWLEDGMENTS
LIBRARY STAFF FOCUS GROUP PARTICIPANTS
• Roger Baber
• Erni Barron
• Bobbe Burch
• Tanya Carr
• Jorge Castillo
• Maureen Courtney
• Gail Eatman-yarn
• Donna Golden
• Gina Latas
• Scott Love
• Lalitha Nataraj
• Iris Nelson
• Alberto Niebla
LIBRARY BOARD OF TRUSTEES
• James Balnis
• Daniel Linder
• Elva Mellor
• Georgie Stillman
• Shauna Stokes
GROUP 4 ARCHITECTURE, RESEARCH + PLANNING, INC.
Wayne Gehrke AIA LEEDnr
David Schnee AIA AICP LEEDne
Jill Eyres LEEDA~
Teresa Rom LEEDAP
PAGE + MORIS
Kathryn Page
211 Linden Avenue
South San Francisco, CA 94080
650.871.0709
www.g4arch.com
130 Sutter Street, Ste 480
San Francisco, CA 94104
415.277.1700
www.pageand mo ri s. com
Final Report-April 2011 18 Chula Vista Public Library Strategic Facilities Plan
APPENDICES
APPENDICES
• Community Survey
• Customer Mapping
• All CVPL Branches
• CVPL Civlc Center Branch
• CVPL South Chula Vista Branch
• CVPL Eastlake Branch
• CVPL Branches + SDCL Bonita-Sunnyside Branch (ane day)
• National City Public Library
Chula Vista Public Library Strategic Facilities Plan 19 Final Repoli-April 2011
Total survey
Chula Vista Public Library Community Services Survey responses = 250
The Chula Vista Public Library is conducting a community survey. Please help us by completing the following questions.
1. People get materials and information in a variety of ways. How often do you:
Once a Every Several
week or few times per Rarely or
more weeks year never
30°/ 39% 19% 12% Visit a public library
10% 35% 35% 20% Visit a bookstore, video store, or music store
7% 26% 36% 31% Purchase books, music, and/or videos online
_
66% 15% 10% 8% Read new~a~ers or magazines__
95% 2% 1% 2% _ Access the Internet
92% 2% 1% 5% Watch TV or listen to the radio
----- - _ _
~ ^ ^ ^ Other sources of materials and information I use:
2. How often do you use each of the following libraries:
Once a Every Several
week or few times per Rarely or
more weeks year never
19% 28% 21% 21% Chula Vista Civic Center Library
_ ___
8% 19% 21% 40% South Chula Vista Branch Library_ _
_-
6% 10% 13% 59% Eastlake Branch Library
3% 9% 7% 69% Bonita Branch Library__
0% 2% a% 82% National City Library
_
^ __ ^ ^ _ ^ _,
_-Other:
3. How often do you use the following library services?
Rarely or
Often Occasionally never
50% 34% 5%
__
15% _
24% 50%
11% 15% 62%
9%
9%
12%
14%
16%
20%
11%
1%
1%
3%
Check out books
Check out movies
Check out
_ _ 20% 60% Check out audio books
28% 52% Attend events at the library (such as story time pro rams
26% 50% Use the library's computers
18% 56% Use mV own computer
27% 45% Work on school assignments or tlo research
29% 40% Read books magazines or newspapers at the library
16% 62% Socialize with friends
3% __
a%
3% 84%
83%
___ -
82% Get literacy tutoring
Attend computer classes
_..
Volunteer
^ ^ Other:
4. What library services are most important to you?
5. How well does the library serve your needs? Please select one.
Very well Well OK Not very well Not at all
41% 25% 14°/a 7% 1%
6. What would you change about the library? Books hours nothinr
G: i[0389-0/ Chula Vism~R-RepottslExh(bilsICVPL survey resu(!s comp/ete.docx
If you rarely or never use the library, why don't you use the library more often? Check all that apply.
3% The library. doesn t have what I need
- -..__
4% Location is inconvenient
4% _ Open hours are not convenient
5% I don't have time
0% Outstanding .library fines
1% _ Parking is difficult
2% Other:
8. If you rarely or never use the library, what features or services might bring you to the library more often?
Check all that apply.
4% Quiet place to sit, read or study. _ _ 1% Programs/events for teens
2% Place to meeUsocialize with friends 3% Programs/events for adults._ _..
a% New books to check out 2% Homework help/tutoring
' New movies to check out 0% Space for teens
' New audiobooks to check out
__ 2% Space for children and families
3% New music to check out 6% Free Wi-fi
2% New videogames to check out _
---- _ 1o°i° Cafe
4%
Computers____
--- _
4% _ _
Used books, videos, and music for sale
3% Computer classes _ 0% Literacy tutoring
4% Programs/events for children
_ __ 1%
__ Volunteer opportunities
^ Other.
* Error in data reporting
9. What is your home ZIP code? Please check one
0% 91909, 91912, or 91921
34% 91910
23% 91911
12% 91913
7% 91914
11% 91915
Other
10. Do you live east of CA-125/South Bay Expressway?" 16% Yes ^No
11. Do you live east of I-805?*" 27% Yes ^No ** Questions 1 o and 11 asked conditionally
depending on reported answer to Question 9
12. What is your age category? Please check one.
1% 1.4 years or younger 44%
_. 35-54years
_
a% 15-19 years.. 20% 55 64years
-- - --~
22% 20-34 years 10% 65+ years
13. What is your primary mode of transportation? Please check one.
^ Personal car or motorcycle (including carpool) ^ Walk
^ Get a car ride with family member or friend ^ Other:
^ Public transit
^ Personal wheels (bike, skateboard, rollerskates, etc.
14. How far would you be willing to travel to get to a library with the services you want? Please check one.
15 minutes or less 16-30 minutes
52% 39%
31-45 minutes More than 45 minutes
6% 2%
15. Do you have any other comments?
Thank you for your time.
G:110389-O1 Chuta VistalR-ReportslF,xhi6itsICVPLsurney results complete.docx
CHULA VISTA PUBLIC LIBRARY (All CVPL Branches)
Patron Mapping
t~T Tl
Location of dot indicates borrower's registered home atldress. o os f 2 Miies
Color of tlot corresponds with library branch visited.
Legentl
® aner nDUr~es
O National Clry PUOlic
O eonna~sunnysme
~} easuaxe Liorary
soma cnma v~sra uoraly
O CDUIa VISra CiWC Center Library
O
o ~ o u r a
ww.aaarorteom
Chula Vista data represents library circulation records from SI2I10 to Sl8/10, provitletl by Chula vista Public Library.
Legend
Other Libraries
O Bonita-Sunnyside
EasLLeke Library
South Chula Vlsta Library
O Chula Vista Civic Center Library
CHULA VISTA
Patron Mapping- Civic Center ~~-~,
'j~~pA9_09 0 OS 1 2Miles
Legend
~ ocher ubrariea
O Bonita-SUnnysitle
EaslLaka Library
South Chula Vista librery
O china vista a.m cemer Library
CHULA VISTA
Patron Mapping- South ~~^~
2010-09-09 0 o.s t 2 Miles
Legentl
. alter Libraries
O Bonita-SUnnysiae
EasiLake Library
South Chula Vista Library
O Chula Vista Civic Centar Library
CHULA VISTA
Patron Mapping- Eastlake ~~
2010-09-09 0 o.e 7 2 Miles
CHULA VISTA + BONITA-SUNNYSIDE
Patron Mapping
Legentl
® mnar uoranes
Q rveronai cur aueuc
O Eomra-s~nnnme
* j EaslLake LlM1rary
sown cwia visra oorary
O LM1UIa Visra CiWC Cenler LiOrary
O O P O Y P
r~a.eaarrn.~om
Chula Vista data represents library circulation records from 8/4/2010, provided by Chula Vista Public Library
Bonita-Sunnyside data represents library circulation records from 8/18/2010, provided by San Diego County Library.
fTTTl~rl
Location of dot indicates borrower's registered home address. o o.s 1 2 Miles
Color of dot corresponds with library branch visited.
NATIONAL CITY PUBLIC LIBRARY
Patron Mapping
Data represents library circulation records from 8/8/2010 to 8/14/2010, provided by National City Public Library.
~1
Location of dot indicates borrower's registered home address. o o.s t 2 Miles
Color of dot corresponds with library branch visited.
Legend
® Aber ooranes
O Nebonel City Public
O Bontla-SUnnysi]e
EasM1ake Llbrary
SouN Cbule va~a Llbrary
O Cbula Ysta LIWC Cen~ertibrary
O \
6 P O Y P
wwx.pCarcRCOm
Z�.2 (Y1
CHULA VISTA PUBLIC LIBRARY
STRATEGIC FACILITIES PLAN
12 July 2011
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
Consultant Team
Group 4 Architecture,
Research +Planning, Inc.
— www.g4arch.com
Page + Moris, Inc.
— www.pageandmoris.com
ALTERNATIVE SERVICE DELIVERY
ti
Pat
antial FIC Sarv. Locatwrrc
outMn9L t.—
® Isollladi --ions
Canvaniaice Locations
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
Outlying Locations
(more than 12 miles from a hranch)
Ashford
• Gree —at er
McKenna
Isolated Locations
(significant physical hamers to a branch
• Anderson Island
• Brown's Point
• South Key Peninsula
• Woodhrook
♦ Convenience Locations
Cascadia
Ft Law
• Gig Harbor – Downtown
• Gig Harbor -North
• Lake Catherine
• Lake Tapps –west
• Lake Tapp' - north
• Lakewood International Dist.
Midland
• Milton City Hall
• South Prairie
Spana —y Y
• Stellacoom dmnmtown
• Transit Swps(Lakewood,
Sumner, Puyallup)
Wlkeson
f
Chula Vista Public Library Today
• CVPL Mission Statement
— "...to increase knowledge and enrich lives within the
community... by connecting people equitably to
responsive programs, services and resources that reflect
the ideals of a democratic society."
• CVPL Vision Statement
— "Offering Opportunities to Seek, Find, Know and Imagine"
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
Chula Vista Public Library Today
�a
• CVPL is an excellent example of a relevant, well -used,
and highly - valued public library.
— "I think you are doing a great job. I am impressed with the
number of people I have observed using the library."
— survey respondent
— "I wish you didn't have to cut back on library hours. We love
the library and hope that the city can find the money to
continue to support all its services. It is such a critical
resource for our community and our students."
— survey respondent
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
Chula Vista Public Library Today
Civic Center Branch
r
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
Chula Vista Public Library Today
South Chula Vista Branch
7 HULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
Chula Vista Public Library Today
Eastlake Branch
�A
{
m,
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
Chula Vista Public Library Today
Summary Findings
.'-'* Q
iollw-i
HULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
C n
• Chula Vistans
travel freely
throughout the city
for library service
• Residents choose
libraries based on
factors other than
geographic
proximity to their
homes
Chula Vista Public Library Today
Summary Findings
• Residents of west
and central Chula
Vista are well -
served by CVPL
• East Chula Vista
residents use
libraries less often
7 HULA VISTA PUBLIC LIBRARY Strategic Facilities Plan Is]
Recommendations: Long -Term
Space Standards
POPULATION
OPEN SEATING
COLLECTION/ SHELVING
COMPUTERS
MEETING ROOM/
PROGRAMMING
GROUP STUDY/
TUTORING ROOMS
BUILDING SQ FT
PARKING
LONG -TERM
RECOMMENDATION
290,000 - 316,000
(SANDAG -CV EDD)
3.25 seats /1,000 pop
2.25 volumes /capita
10 -15% in e- format
1.0 /1,000 pop
25 % -33% laptops
125 -200 program seats
40 -75 storyfiime seats
at each facility
24 -36 seats /facility
in 1 to 4 rooms
500 to 600 SF /`l ,000 pop
confirmed
40 spaces for first 10,000 GSF;
add 2 spaces per additional
1,000 GSF
f
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
10 PW-
Recommendations: Long -Term
Library System Model — Previous Master Plans
CHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan
iv PW-
Recommendations: Long -Term
Sustainable Library System Model, full service, lower cost
Sus Y
G U I
., ,OV..
Quth;Chu
I -Vista Brand
Y
7MCHULA VISTA PUBLIC LIBRARY Strategic Facilities Plan y�i
Recommendations: Interim
• Otay Ranch Town Center Branch
• Supplemental
options —
periodically
evaluate needs,
opportunities,
and funding