HomeMy WebLinkAbout1978-10-03; City Council; 894-5; Library Master Plan Report Update,- -
CITY OF CARLSBALI
AGENDA BILL NO. 894 - Supplement No. 5
DATE : October 3,. 1978
' DEPARTMENT : City Manager
Initial: %
Dept . Hd .
C. Atty. \J@
C. Mgr.
I Subject : LIBRARY MASTER PLAN REPORT
' (Update)
Statement of the Matter
Mr. Raymond Holt, the consultant retained to.update and revise the Library Master Plan has submitted his report.
has been forwarded to each Council member, Library Board of Trustees,
and copies are available for public review in the Library and City Clerk's office.
A copy of the report
The agreement with Mr. Holt provides for an oral presentation of major findings and recommendations by the consultant.
will be arranged at a time convenient for the City Council. A presentation
Exhibit
Revised Library Master Plan
Recommendation
Accept report for review and direct staff'to schedule presentation by
consultant.
Council Action:
10-3-78 Council accepted the report for review and directed staff to
2-13-79
schedule for a presentation by the consultant.
Council directed staff to .place the matter on the agenda for their meeting of March 6, 1979, in order that action may be taken. I
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MOVING AHEAD: MASTER PLAN NO. I1
FOR THE
CARLSBAD CITY LIBRARY
by
August 1978
Raymond M. Holt, Library Consultant
Prepared by :
Raymond M. Holt, Library Consultant
P. 0. Box 745
Del Mar, California 92014
PREFACE
This study has been made at the request of the Carlsbad City Council to
up-date the Master Plan for the Carlsbad City Library prepared in 1973.
instructed by the City Council, the focus of this Master Plan has been on
library facilities required to meet the needs of a growing population pro-
jected for the period 1978-1995. The ensuing report contains the findings
of this study along with a number of recommendations which can serve as guide-
lines for library facility development and for assisting the library in its
continuing effort to meet user requirements.
AS
In conducting this study it was gratifying to learn that virtually all
applicable recommendations contained in the 1973 Master Plan, Matching User Needs: A Master Plan for the CarZsbad City Library, have been implemented.
In fact, in some areas such as automation, the library has been able to ex-
ceed the recommendations, and to great advantage.
The City of Carlsbad is to be commended upon having City Council members,
City officials, Librdry Board members, and a general public which take great
interest and pride in the Carlsbad City Library. The Library, in turn, has
responded by assembling a staff and collections which must be numbered among
the best in the State for a library of its size. Fortunately, the growth
potential of the City will enable it to provide a level of library service
equivalent to the needs of the growing population. Taking advantage of the
accomplishments made to date, it is time for the City to prepare itself €or
"Moving Ahead" with a Master Plan for developing adequate library facilities
in keeping with the developent of the City.
The Consultants wish to thank the Mayor and members of the City Council,
various City officials, members of the Library Board of Trustees, representa-
tives of the Friends of the Library, and the library staff for the many hours
of time they have shared. Mr. James Hagaman and Mr. Mike Zander of the City
Planning Department likewise have given unselfishly of their time.
also go to the users of the library who have helped by filling out question-
naires, etc.
stinting cooperation of Mrs. Georgina Cole and her staff, with special thanks
for the efforts of Mrs. Bobbie Hoder, Administrative Assistant, and Mr.
Geoffrey Armour,Collections Coordinator.
Thanks
A particular word of appreciation must be voiced for the un-
The findings and recommendations which follow are herewith commended
for study to the City Council and all others interested in the comtinued im-
provement of the Carlsbad City Library.
fication, it is hoped that such recommendations as may meet approval will be
adopted as an official element in the City's general plan.
After appropriate review and modi-
TABLE OF CONTENTS
CHAPTER I - SUMMARY OF FINDINGS AND RECOMMENDATIONS
Basic Concepts
Findings Summary
Recommendations Summary
Conclusion
CHAPTER I1 - DEMOGRAPHIC CONSIDERATIONS: THE REALITIES OF
POPULATION AND GEOGRAPHY
Prologue
A look at the Future
Scenario by Quadrant
Chapter Summary
CHAPTER I11 - MASTER PLANNING LIBRARY RESPONSE - THE CENTRAL
LIBRARY BUILDING
The Recommendation
Central Library Requirements
The Present Central Library
Interim Relief Measures
Implementing the Recommendation for a New
Conclusion
Central Library Building
CHAPTER IV - MASTER PLANNING LIBRARY SERVICE FACILITIES FOR
BRANCHES
Introduction
Bookmobile Service
Branch Libraries
Conclusion
CHAPTER V - MASTER PLANNING THE INTERNAL RESPONSE TO GROWTH
Organization of the Library
Management by Objectives (MBO)
Automation
Collection Development
Services to Special Groups
Contracts for Non-Resident Service
Volunteers
Serra Regional Library System Participation
Cooperation with Schools
Governance of the Library
Conclusion
CHAPTER VI - SCHEDULING AND FINANCING LIBRARY FACILITIES
Scheduling
Financing the Master Plan
Total Costs for Implementing the
Page
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85
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95
95
99
~ Master Plan Recommendations for Library Facilities 104
Conclusion 105
i.
LIST OF TABLES
Page
TABLE 11-1 - Table of Population Comparing Forecasts for 1973
and 1978 as provided by the Comprehensive
Planning Organization of San Diego
TABLE 11-2 - Population Projected for the Four Quadrants of
TABLE 11-3 - Comparison of Population Projections for North
TABLE 11-4 - Age Chazacteristics of the Population in the
Southeast Quadrant, 1978
TABLE 11-5 - Labor Force Status
TABLE 11-6 - Household Income Status
TABLE 11-7 - Former Place of Residence
TABLE 11-8 - Where Residents Shop for Items Other Than Sundries
TABLE 111-1 - Projected Space Requirements for Central Library
TABLE 111-2 - Projected Space Requirements for the Central
Car lsbad
and South Carlsbad
and Groceries
Building Based Upon .80 Gross Sq. Ft. Per Capita
Library Building Based Upon .80 Sq. Ft. Per Capita
for Certain Benchmark Population Figures
TABLE 111-3 - Number of People Using Carlsbad City Library
TABLE 111-4 - Number of People Using Carlsbad City Library
TABLE 111-5 - Collection Growth - 1974-1978
TABLE 111-6 - Site Criteria Arranged by Relative Importance
TABLE IV-1 - Population Projections for the Southeast Quadrant
of the City
TABLE IV-2 - Population Projections for the Southwest Quadrant
of the City
TABLE IV-3 - Population Projections for the Northeast Quadrant
of the City According to Traffic Analysis Zone
Figures by the San Diego Comprehensive Planning
Off ice
TABLE IV-4 - Population Projections for Traffic Analysis Zones
April 24-29, 1978
by Census Tracts
in the Northwest Quadrant
in the Central Library Project
TABLE VI-1 - Estimated Amounts of Time Required for Various'Steps
TABLE VI-2 - Estimated Amounts of Time Required for Various Steps
in Branch Library Projects
11
13
13
16
17
17
18
18
23
23
26
28
29
40
55
64
66
71
95
99
ii.
List of Tables (Cont.) Page
TABLE VI-3 - Range of Cost for Constructing a New Central
TABLE VI-4 - Estimated Cost for Constructing Branch Library
TABLE VI-5 - Schedule of Projected Construction Costs for
Library Building
Buildings of 5,000 and 7,500 Square Feet
Library Facilities Recommended in this Master
Plan
TABLE VI-6 - Summary of costs for Constructing Library
Facilities as Recommended in this Master Plan
LIST OF FIGURES
FIGURE 1-1 - Approximate Location of Future Library Facilities
in Carlsbad as Recommended by this Master Plan
FIGURE 11-1 - Percentage of Carlsbad's Projected Population
Expected to Liye in Each Quadrant of the City
Compared to 1975 Distribution
FIGURE 111-1 - Percentage of Library Users from Census Tracts
in Carlsbad
FIGURE 111-2 - Suggested New Circulation Desk
FIGURE 111-3 - Suggested Expansion of Children's Services Area
FIGURE 111-4 - Suggested Addition: Enclosure of Children's
FIGURE 111-5 - Projected General Access Roads Crossing El
FIGURE IV-1 - Present Bookmobile Stops
FIGURE IV-2 - Recommended Bookmobile Stops
FIGURE IV-3 - Predicted Population Projections for the Southeast
to Include Aisle on East Side
Patio to Become Audio Visual Services Area
Cadno Real
Quadrant of Carlsbad According to the San Diego
Comprehensive Planning Office Traffic Analysis
Projections
and Some of the Subdivisions they would Serve
FIGURE IV-4 - Bookmobile Stops Recommended for Southeast Quadrant
FIGURE IV-5 - Proposed School Locations in Branch No. 1 Service
FIGURE IV-6 - Population Projections for the Areas which Might
Area
be Within the Branch No. 2 Service Area
FIGURE IV-7 - Relationship of Proposed School Locations to Site
of Branch No. 2
100
10 3
105
105
7
14
27
33
34
37
42
47
50
56
58
59
62
63
iii.
- List of Figures (Cont.) Page
FIGURE IV-8 - Population Projections for the Southwest Quadrant
of Carlsbad According to the San Diego Comprehen-
sive Planning Office Traffic Analysis Projections
FIGURE IV-9 - Population Projections for the Northeast Quadrant
FIGURE IV-10-Location of the Branch Library in the Northeast
of Carlsbad
Quadrant
for the Northwest Quadrant
FIGURE IV-11-Population Projections by Traffic Analysis Zones
FIGURE V-1 - Proposed Organization Chart for the Carlsbad City
Library
Facilities
FIGURE VI-1 - Time Line for Scheduling Carlsbad City Library
65
67
69
70
74
96
.-
e
iv .
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MOVING AHEAD: MASTER PLAN I1
FOR THE
CARLSBAD CITY LIBRARY
CHAPTER I
SUMMARY OF FINDINGS AND RECOMMENDATIONS
This is the second Master Plan offered for the continuing development
of a strong Carlsbad City Library in keeping with the growth of the community
it serves,
their locations, this study touches on a number of related factors as well.
The target dates of 1985 and 1995 continue to be used since these comply
with the benchmark years used for population projections by the Comprehensive
Planning Organization of the San Diego Region and the Carlsbad City Planning
Department.
while concentrating on the question of library facilities and
Preparing a Master Plan for library facilities in the wake of Proposition
However, since Proposition 13 will have little
13 may seem contradictory to the spirit of that mandate for curtailing spend-
ing for governmental purposes.
or no effect on growth factors affecting Carlsbad and since library require-
ments are tied directly to such growth, it seems logical enough that a master
plan be developed for implementation as and when financial realities permit.
This seemed to be the concensus of City officials as well.
In regard to the City's financial position, every indicator points to
accelerated growth of residential, commercial, and industrial developments for
at least the next two decades.
stantial tax base whether revenues are derived from income, sales, property
or other sources. Such a potential tax base provides justification for op-
timistic consideration of these Master Plan recommendations. Needless to say,
it remains for the future to reveal how and when this strong economic base
can best be tapped to finance capital improvements such as those recommended
in this Master Plan.
This growth must inevitably result in a sub-
The purpose of this initial chapter is to summarize the basic concepts
underlying the Master Plan and to bring together the major findings and recom-
mendations for the sake of convenience, Later chapters place these within
the proper context and provide pertinent discussion. This chapter is divided
into three sections: (1) Basic Concepts, (2) Findings, and (3) Recommenda-
tions ,
I, BASIC CONCEPTS.
To have continuity a master plan must evolve from certain basic concepts.
These form the context within which the specific recommendations have mean-
ing. Concepts held basic to this Master Plan are as follows:
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1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11 .
Public library service is an essential community resource supply-
ing vital information, education, and recreational source mater-
ials and services to people of all ages and all walks of life.
The public library performs a key function in the assembling, pre-
serving and dissemination of information which has made it a hall-
mark of democratic society and free enterprise.
The validity of a public library service stems from its close
identification with the community it serves and an ability to
meet the needs therein.
While the public library has a responsibility to serve all ages,
certain target groups within the population require special atten-
tion; these include pre-school children, the individual adult
learner, and the senior citizen.
Within our complex society the public library must recognize and
serve the special needs of certain sub-committees such as business
and industry, local government, ethnic minorities, and those phys-
ically unable to reach the library.
The horizons of library service must be set by the perceived poten-
tial needs of the community rather than by an extension of existing
levels of library service.
The Carlsbad City Library continues to undergo rapid change in its
attempttokeep pace with the explosive growth of the community it
serves. .
The quality of library service available to the people of Carlsbad
is due to aggressive leadership which fully understands the im-
portance for preparing in advance to meet future needs.
The most successful public library systems (success = ability to
meet the needs of the community) are those in which there is a
central library with strong collection and personnel resources
supplemented by branch libraries and/or other extension units
which make the entire range of library collections and services
reasonably accessible to all residents.
A lesser number of larger well located branches tend to provide
better service at a lower operational cost than a multiplicity of
smaller, less effective, outlets.
In urban settings the branch libraries have their greatest effect
within a radius of one to one and one-half miles, depending upon
eopographical barriers, the pattern of streets and highways, etc,
11. FINDINGS SUMMARY.
Certain findings have resulted from the field work and research required
for this study. Like thepreceding concepts, these underly the Master Plan
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recommendations. Some have resulted frm data analysis, others from inter-
views and observation. Each shares importance in the conclusions of the
study .
1.
2.
3.
4.
5.
6.
7,
9.
10 ,
11 .
The explosive growth of Carlsbad's population shows no sign of
abatement through the target year of 1995.
The projected population presently assumed by the City for 1995
is expressed as a range of 62,000-75,000.
agreement between the Carlsbad City Planning Department and the
Comprehensive Planning Commission on the projected number of
dwelling units; the range indicates a difference in opinion as
to the number of residents per household, with the higher figure
being that of the City of Carlsbad.
(This represents an
While the trends of growth are well established, the pace and
specifics of development are subject to change due to numerous
unpredictable determinants such as the current sewer moratorium
and the Coastal Initiative.
Construction of streets and highways in accordance with the City's
General Plan has not kept pace with residential growth, complicat-
ing decisions on the location of future facilities which are de-
pendent upon vehicular accessibility
The City's economic future, to which the tax base for local govern-
ment is primarily tied, promises to be dynamic with large scale
development of the regional shopping center Plaza Camino Real, the
Carlsbad Car Country Center, and industrial parks surrounding the
Palomar Airport.
The City's strong economic base is fully capable of providing a
level of library service commensurate with the needs of its resi-
dents.
While the northwest quadrant of the City is the most populous now,
the population density of other quadrants, particularly the south-
east, is increasing rapidly so that by 1995 close to 50% of the
City's population will live south of Palomar Airport Road.
Carlsbad residents have a very high ratio of cars per family and
it would appear that they will continue to rely upon the private
automobile for transportation rather than upon any form of public
transportation presently available.
People attracted to Carlsbad from surrounding areas such as Ocean-
side, Vista, San Marcos, and San Dieguito for employment and shop-
ping are apt to make use of the higher levels of services provided
by local government, including parks, recreation, and libraries,
Substantial portions of City income accrues from sales tax gener-
ated by persons living outside of Carlsbad, compensating for their
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12.
13.
14.
15.
16.
17.
18,
19 .
20.
21.
22 .
use of facilities and services provided by local government, in- cluding the library.
Use of the Carlsbad City Library by non-residents is aggravated
by the significantly lower levels of library service offered in
neighboring cities by the San Diego County Library System.
So far as recent data can be used, it seems that the demographic
characteristics of the City's population continue to parallel
those traits which are significant to high levels of library usage.
The Carlsbad City Library continues to enjoy ever-increasing com-
munity support as evidenced by the substantial growth of usage,
the accomplishments of the Friends of the Library organization,
and attendance at library programs.
The Carlsbad City Library is heavily used by people of all ages;
program development, especially for children, has received major
emphasis during the past several years.
The Carlsbad City Library has successfully implemented most of the
relevant recommendations made in the 1973 Master Plan and, in some
areas such as automation and bookmobile operation, has exceeded
expectations,
In keeping with the recommendations of the 1973 Library Master
Plan, the library has sought to maximize space utilization in the
present building to the extent that there are no longer opportun-
ities for more than very minor efforts in this area.
The library building has reached its optimum capacity; in response
to necessary growth in collections, services, users, etc., increas-
ingly crowded conditions will occur, gradually reducing staff effi-
ciency and multiplying operating costs.
While progress has been made in collection development, this remains
as a critical area of concern magnified by the increasing demands
made on the library by a growing population. This is further com-
plicated by the continuing acceleration in the explosion of know-
ledge and media revolution which creates an ever-expanding array of
materials from which selection must be made.
By installing automated systems for cataloging and circulation, the
library has increased its potential for effective operations enor-
mously while limiting future personnel requirements in these areas.
When properly programmed, the automated cataloging and circulation
control systems chosen for use by the Carlsbad City Library have
an important and valuable potential for library planning and man-
agement, collection development, and evaluation of certain services.
The library is rapidly outgrowing its present structure of person-
nel organization which should be revised to assure a strong chain
of command, good communications, and accountability.
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23.
24 .
25.
26 .
27 .
28.
111.
Community development has reached the stage where the library must
begin to recognize the particular needs of special groups in its
programming, including business and industry, local government,
ethnic minorities, etc.
Users of the Carlsbad City Library receive many added services
as well as essential access to major library resources and refer-
ence services because of the library's membership in the Serra
Regional Library System.
The Carlsbad City Library has worked closely with the City schools
on a number of cooperative programs including intercession pro-
gramming.
Achieving cooperative programming with public schools has been
materially complicated by the increased number of independent
school districts which must now be dealt with.
The library has utilized volunteers for a variety of tasks with
varying success.
The governance of the library is seriously affected by the lack of
an agreed upon definition of Library Board responsibility and
authority.
RECOMMENDATIONS SUMMARY.
The key recommendations of this study are included in the following sum-
mary. After studying these within the context of the findings and concepts
of this Master Plan, the recommendations agreed upon as guidelines for the
library should be approved and formally adopted as an official part of the
City's General Plan, thereby acquiring the force of policy.
These recommendations are based upon the concept of a library system
which will eventually consist of a strong Central Library located near the
geo-center of the City with a number of branches serving the more distant
areas.
tors as population density, residential distribution, the pattern for streets
and highways, availability of suitable locations and funds, and public de-
mand. The eventual relocation of the central library building will have an
effect on extension service units as well. The library system described
herein is conceived as having the necessary flexibility to adapt to the un-
predictable factors in Carlsbad's projected growth. Once the Central Li-
brary has been properly relocated, it can be supplemented by such extension
facilities, ranging from bookmobile stops to branch libraries, as may be
necessary to meet the changing library needs of an expanding population.
The basic facility recommendations are as follows:
The number and location of these branches will depend upon such fac-
A. Central Library.
1. It is recommended that immediate action be taken to relocate
the Central Library on a suitable site near the geo-center
of the City in a structure designed for the effective de-
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livery of contemporary library services with provision for
incremental expansion to meet the projected space needs for
a library serving up to 125,000 people.
2. It is recommended that the present library building be con-
verted to use for City Hall purposes, or offered for sale as
a commercial property,
3, It is recommended that in light of Recommendation No. 1 the
proposal for a separate childrens' library building east of
the present library be abandoned.
B. The Bookmobile.
1. It is recommended that bookmobile serJices be enhanced and
extended as the most economical method of providing immediate
interim library service to the growing suburban areas of the
City.
C. Branch Library Facilities.
1. It is recommended that the branch service areas indicated in
Chapter IV be considered as logical settings for future branch
library facilities, with the number of branches, size of build-
ings, space requirements, and precise locations determined by
continuing study of relevant factors,
2. It is recommended that in general, branch libraries should be
conveniently located in or adjacent to commercial retail cen-
ters serving several neighborhoods.
3. It is recommended that unless future development conflicts
with the findings and projections of this study, the following
areas be considered prime targets for future branches.
a. The commercially-zoned area immediately east of Sanfa Fe
Road at the intersection of La Costa Boulevard.
b. The commercial zone at the intersection of Alga Road and
El Camino Highway.
c. The commercial area proposed for the Lake Calaveras Hills
development east of the intersection projected for the
extension of Elm Avenue and Tamarack.
d. The area immediately east of the Fire Department on Elm
Avenue.
The above recommendations are discussed in detail in the following chap-.
the Central Library in ChapterIIIand bookmobile and branch services
Figure 1-1
ters:
in Chapter IV.
findings and reasoning offered in these chapters is imperative.
A careful reading of the recommendations in the context of
0
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.-
e FIGURE 1-1
APPROXIMATE LOCATION OF FUTURE LIBRARY FACILITIES IN CARLSBAD
AS RECOMMENDED BY THIS MASTER PLAN
Solid Line = 1 mile radius
Broken Line = 14 mile radius
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.- indicates the approximate distribution of library facilities which would
occur through the implementation of these recommendations. (The Central
Library has been arbitrarily located in this figure at the approximate geo-
center of the City.)
D. Internal Subjects.
During the course of this study of library facility needs, certain
aspects of library operations have earned attention, Most of these are
connected in some way with facility development. These have resulted
in a series of recommendations which are elaborated upon in Chapter VII,
The recommendations consist of the following:
1,
2,
3.
4.
5.
6.
It is recommended that the library's organizational structure
be modified to reflect the changing scope of library opera-
tions and to assure the advantages of a strong chain of com-
mand, good communications, increased accountability, and the
necessary capacity for planning and decision making.
It is recommended that because projected growth will make
heavy demands on library personnel, the library should utilize
the principles of Management by Objectives (MBO) to stimulate
production capacity and achievement.
It is recommended that the library take full advantage of the
automated systems it has installed for cataloging and for cir-
culation control, both to improve library operations and to
provide information for management; the library should also
seek methods for integrating related information in the City's
automated Carlsbad Information System whenever it becomes oper-
ational.
It is recammended that the library further increase its efforts
at collections developent by bringing to bear information
available through the library's automated systems and goals
established in accordance with MBO.
It is recammended that the library provide special library
services to certain identifiable groups in the community which
have particular needs, including:
a. Business and Industry
b. Local Government
c. Ethnic Minorities
d. The Homebound
It is recammended that the possibilities of a contract between
the City of Carlsbad and San Diego County be investigated as
a suitable means by which the Carlsbad City Library might be
reimbursed for serving the residents of Leucadia, San Marcos,
and Vista.
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7.
8 0.
9.
10.
It is recommended that the library continue to use volunteers
in those activities for which they are appropriate and that
the organization, training, scheduling, and administering of
the corps of volunteers become the designated responsibility
of a library staff member.
It is recommended that the Carlsbad City Library continue its
membership and participation in the Serra Regional Library
System, recognizing that this System provides the necessary
link to library resources vital to the citizens of Carlsbad.
It is recommended that the library should continue to cooper-
ate with the various school districts serving Carlsbad resi-
dents to the extent that such cooperation is mutually advanta-
geous.
It is recommended that in view of the confusion which is pre-
sently felt, the City Council and Library Board should seek a
consensus.on the authority and role of the Library Board in
the governance of the Carlsbad City Library and that the
specifics of such an agreement be confirmed by formal Council
action.
IV. CONCLUSION.
This chapter has provided a statement of the major recommendations of
this Master Plan Study. Obviously, each recommendation must be considered
in the full light of the discussion which follows in succeeding chapters.
"hose recommendations concerned with library facility development which are
eventually chosen for implementation should be officially adopted by the City
Council as a part of the City's General Plan.
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CHAPTER I1
DEMOGRAPH IC CONS1 DERATIONS:
THE REALITIES OF POPULATION AND GEOGRAPHY
Any master plan for library service, to be effective, must be an out-
growth of the library related characteristics of the population as pro-
jected for a period of years. In the case of Carlsbad, this is a complex
consideration due to not only explosive numerical growth but also geograph-
ical dispersion and demographic variables. The purpose of this chapter,
therefore, is to establish the basic factors which must be considered in
projecting future library requirements as they relate to population. The
data used in this chapter and Master Plan has been carefully reviewed with
the Carlsbad City Planning Department.
I, PROLOGUE,
Before stepping into the present and looking to the future, it is
necessary to set the stage.
were described in the previous Master Plan and no effort will be made to
repeat that information here.
pality in 1952 and 1978,population has increased from 7,000 people living in
a seven mile area between Buena Vista Lagoon, Aqua Hedionda Lagoon and El
Camino to an estimated 27,160 (1978 CPO estimate) people scattered over an
area almost five times as large.
original county branch offering a limited supply of books to a sophisticated
library featuring a wide variety of print and non-print materials and initi-
ating automated procedures. Through its brief history the library has re-
ceived intensive usage and strong public support. However, as Shakespeare
would have it, "The past is but Prologue."
The early history of the city and its library
Between the time that Carlsbad became a munici-
Library services have also grown from the
11. A LOOK AT THE FUTURE,
Table 11-1 is the skeleton or framework on which the future of Carlsbad
is to grow. These projections issued by the Comprehensive Planning Organiza-
tion of San Diego and concurred with by the Carlsbad City Planning Department
have been scaled down, it will be noted, from those prevalent at the time the
1973 Master Plan was prepared.
A, Population.
The estimated population of Carlsbad for July 1, 1977, was 25,010,
Given this figure, it appears that, though the projections for 1985 and
1995 are somewhat lower than those of 1973, the City will still increase
its population between two and one-half and three-fold in the next six-
teen and one-half years.
services supplied by local government and especially the Carlsbad City
Library.
This will undoubtedly put a strain on all
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TABLE . 11-1
TABLE OF POPULATION COMPARING FORECASTS FOR
1973 AND 1978 AS PROVIDED BY THE
COMF'REHENSIVE PLANNING ORGANIZATION OF SAN DIEGO
Population projected 1970
for the year of: Census 1973 1978
19 70
19 75
19 80
1985
1990
---- ---- 14,944
19,391 23,000 ----
---- 38,000 36,300
---- 53,500 39,371-45,932*
---- 69,000 ----
1995 ---- 84,100 63,860-75,816*
*1978 projections are in the form of a range based upon anticipated
household size; the lower figure is that of the Comprehensive Plan-
ning Organization which predicts fewer people per household while
the larger figures are those of the Carlsbad City Planning Department
which anticipates a slightly larger number of residents per household.
Of course, the population forecast for 1995 is not the City's ulti-
mate population - merely the level it is expected to reach by that
date. The ultimate population and the year in which it becomes
stabilized is open to conjecture. As noted in the 1973 Master Plan
for the library, the holding capacity within the City limits is assumed
to be 250,000 people. It would not seem presumptive to assume that
the ultimate population will reach at least half that number, or
125,000, not too long after the year 2000.
However, the sheer increase in numbers of people is only one
measure of the impact population growth will have.
characteristics of the population and the geographical distribution of
residents are also basic considerations. Based upon the probable re-
quirements of sophisticated industrial, commercial, and service oriented
enterprises which will form the employment base, the future population
will probably be better educated, have a higher per capita income, be
more mobile, and enjoy greater amounts of leisure time than the popu-
lation in surrounding areas. This will be reflected, in part, in higher
property values which will make housing costs greater and thereby re-
quire larger incomes for those residing in Carlsbad.
characteristics match those which are indicators of high levels of li-
brary usage.
The demographic
These demographic
B. GEOGRAPHICAL DISTRIBUTION OF THE POPULATION.
The geographical distribution of the population is still another
factor of great importance to the library's Master Plan. The following
-11-
statement contained in the Land Use Element of the City's General Plan
describes the "form" the City is expected to take in the future which
directly relates to the distribution of library services.
After analysis of the "Land Use Plan" it becomes evident that the City is developing as a hi-nodal community, separated by the non-residential corridor running east-west along Palomar
Airport Road. sub-areas. the rrrnuZtipte-nucleitr concept.
Both sectors can be further broken dam into This pattern of growth is carnnonly referred to as
North Carlsbad is developing as two separate residential cm-
mities (Nuclei) :
a) !Eb first coprormnity is the older, more established
section of Carlsbad, generally west of El Camino Real and north of Aqua Hedionda Lagoon.
bl A second cmity is developing as a result of planned Ccprpmznity Master Plunning in the northeast quadrant of the City.
South Carlsbad is also developing as tu0 separate communities:
a) The southeast quadrant is rapidly being developed
with the La Costa mea acting as the prime gener- ator.
b) me southwest quadrant is developing because of the availabi Zity of services along Interstate 5, proxim-
ity to the ocean and easy accessibility.
As a consequence of Cmlsbad's bi-nohi! development, it is essen-
tiaZ that a program be estdzished which can monitor growth ad rekte it to the City's ability to provide service. 1
The anticipated shift in population is shown in Table 11-2 and in
Figure 11-1, The latter indicates the population estimate for 1975
and the predicted population in each quadrant for 1985 and 1995 in
terms of percentages of Carlsbad's total population.
The change in population is further indicated in Table 11-3 which
compares the percentage of population for North Carlsbad with South
Carlsbad using Palmar Airport Road as the dividing line.
centages are extrapolated from data supplied the City of Carlsbad by
the San Diego Comprehensive Planning Office for the purpose of traffic
analysis.
These per-
Cii5~ of Carlsbad General Plan: Land Use Plan, prepared by City 1.
Staff and Lampnan and Associates, Oct. 15, 1974. p. 10.
-12-
TABLF: 11-2
POPULATION PROJECTIONS FOR THE FOUR QUADRANTS OF CARLSBAD
PROJECTION FOR
1975 1985 1995
QUADRANT No. % No. % NO &
Northwest 15,864 71.3 20,265 46.4 25,168 36.5
Northeast 3,794 17 .O 7,625 17.5 13,212 19.2
southeast 1,489 6.7 8,880 20.3 18,730 27.2
Southwest 1,108 5.0 6,927 15.8 11,759 17.1
TOTAL 22,255 100.0% 43,697 100. 0% 68,869 100 . 0%
*Extrapolated from the Comprehensive Planning Organization's Traffic
Zone Analysis Date submitted to Carlsbad City Planning Department in
1977; to be updated in 1979.
TABLE 11-3
COMPARISON OF POPULATION PROJECTIONS
FOR NORTH AND SOUTH CARLSBAD
North Carlsbad
South Carlsbad
1985 199 5 - 1975
88.4% 63 -8% 55.8%
11 . 6% 36.2% 44.2%
Since there is every reason to believe that the trend established in
these figures will continue for some time, it can be reasonably assumed
that after 1995 - perhaps by the year 2000 - more than half of the
City's population will reside in South Carlsbad. This shifting of
population is a basic concern in the planning for future library facil-
ities .
111. SCENARIO BY QUADRANT.
As an aid in understanding some of the ramifications of population growth,
distribution and characteristics may have on library planning, a scenario
for each quadrant of the City has been prepared.
part of the conceptual background from which the conclusions and recmenda-
tions of this Master Plan come.
these concepts would, of course, have potential for requiring changes in the
Master Plan. For this reason, those concerned with library development have
an obligation to continually update their awareness of these factors and
their application to the library.
These scenarios are a
Major changes in the elements comprising
This effort should be enhanced once the
-13-
FIGUW 11-1
PERCENTAGE OF CAFUSBAD'S PROJECTED POPULATION EXPECTED
TO LIVE IN EACH QUADRANT OF THE CITY COMPAmD TO 1975 DISTRIBUTION*
-14-
City's computerized Carlsbad Information System (CIS) now undergoing develop-
ment in the Public Works Department is operational.
1980 Census data will be of extreme interest since it will be the first
full accounting of demographic indicators since 1970; in the interim Carls-
bad's population will have risen more than three-fold and its composition
changed enormously.
A. The Northwest Quadrant.
Consisting mainly of the original City of Carlsbad, extended as far
as Palomar Airport Road on the south, population growth in the northwest
quadrant will occur as infilling within the present residential sectors
and a spread of tracts south of Aqua Hedionda Lagoon. As market prices
increase, some of the more marginal properties may be upgraded or re-
placed. The present "downtown" area is not expected to expand notably.
It is expected that while the Plaza Camino Shopping Center will be used
for major purchases, the downtown area will devote itself to specialty
shops, boutiques, and convenience stores for local residents. Tourist
trade may also have an increasing impact on this commercial area. In
terms of population characteristics, there is reason to believe that
there will be greater diversity in age ranges, ethnic groups, economic
status, levels of education, mobility, etc., in this quadrant than in
any others.
B. The Northeast Quadrant.
Development of the northwest quadrant began with tract housing east
of El Camino at Chestnut Street. New tracts, including Chestnut Hills
Homes which are now in the process of being sold, extend this initial
housing to the east. One large developer has proposed the Lake Calavera
Hills project which is expected to cover 808 acres and house 9,897 resi-
dents.
three phase schedule which could require from five to fifteen years for
completion.
A report prepared for the City on this project2 indicates a
Besides the number of people the Lake Calavera Hills project would
bring to Carlsbad, it is also important because of the highways which
must be developed to serve this tract. For instance, Elm Avenue and
Tamarack are both projected for extension with an intersection west of
the proposed commercial center for this area. Elm Avenue would then
continue eastward until it reaches an extension of College Boulevard.
from the north, bisecting this quadrant and continuing south to inter-
sect with El Camino south of Rancho Carlsbad.
major highways will no doubt have the effect of opening this interior
area to further development and will enable people to reach the planned
Lake Calavera Hills shopping area with ease.
When completed these
In accordance with the City's General Plan, the southeastern por-
tion of this quadrant will be largely devoted to estate type housing
Levander, Partidge & Anderson, Inc. Luke Cabera Hills Cost-Revenue
.- 2.
AnaZysis. August 1977,
-15-
and open space.
and at least a limited amount of industrial land zoned adjacent to El
Camino and to Palomar Airport Road.
several small neighborhood commercial areas are foreseen
C. The Southeast Quadrant.
Rapid population growth in the southeast quadrant is already well
under way with numerous subdivisions supplementing the original La Costa
development. Unfortunately, this area is not always well understood by
those living elsewhere in the City. There seems to be a tendency to
imprint on the entire area an image derived from the earliest days of La
Costa when it was advertised as a rather exclusive resort with few perma-
nent residents. While these characteristics may more or less remain true
of the original La Costa resort area, enormous numbers of single family
housing have since been built in the area and occupied by permanent resi-
dents. By and large, these are occupied by younger families, most with
school aged children and high expectations of library service. The
youthfulness of the population is attested to by the data in Table 11-4
which resulted from a special 1978 census of this area. In spite of per-
sistent assumptions to the contrary, only 209, or 5% of the 4,037 resi-
dents, were over 65 years of age - hardly a senior citizens community!
Instead, over 18% were in the school age segment of the population ranging
from 5 to 19 years of age. One quarter of the population was between the
ages of 25 and 34 with a median age of 32!
TABLE 11-4*
ACE CHARACTERISTICS OF THE POPULATION IN THE
SOUTHEAST QUADRANT, 1978
AGE MALE - FEMALE TOTAL
0-4
5-9
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
unknown
Total
136
135
108
107
109
177
294
15 4
119
12 7
139
119
108
71
32
10
7
1
19
1,972
155
149
133
10 3
134
258
2 74
142
118
115
155 :
109
113
47
24
9
5
3
19
2,065
291
2 84
241
2 10
2 43
4 35
568
296
237
2 42
294
228
221
118
56
19
12
4
38
4,037
*From an untitled report on a special La Costa Census released by
the City of Carlsbad on March 6, 1978.
-16-
A
Figures on the labor force status of this population are also inter-
esting. As indicated in Table 11-5, note the small number who are in the
category "retired. "
TABLE If-5*
LABOR FORCE STATUS
Labor Force Status Male Female
2 . Employed Full-time
3. Employed Half-time
4 . Employed Part-time
1, Military 22 2
(35 hrs, or more) 1115 5 34
(15-35 hrs.) 46 65
(less than 15 hrs.) 26 95
5. Seasonal Worker 1 1
6. Unemployed 14 58
7. Discouraged Worker 0 0
8, Student
9: Retired 19 5 110
97 85 (16 or older)
10. Not in Labor Force 3 87 1036
11. No Response 42 46
12. Mispunch 27 33
*See Footnote to Table 11-4
A question requesting information on household income reveals that
more than 40% were in the $20,000-$49,999 bracket. This adds substance
to the presumption that residents in this area are above average in in-
come capacity. The figures supplied in Table 11-6 are worthy of study.
TABU3 11-6*
HOUSEHOLD INCOME STATUS
1.
2,
3.
4.
5.
6.
7.
8.
9.
10.
11 .
Less than $3,000
$3,000 to $5,999
$6,000 to $9,999
$10,000 to $14,999
$15,000 to $19,999
$20,000 to $29,999
$30,000 to $49,999
$50,000 to $69,999
$70,000 and over
No Response
Mispunch
10
14
28
79
141
330
298
73
62
504
17
(-64%)
(.go%)
(1.80%)
(5.08%)
(9.06%)
(21 -21% )
(19.15%)
(4.69%)
(3 -98%)
(32.39%
(1.09%)
*See Footnote to Table 11-4
-17- __
Other questions asked on this special census are no less revealing.
For instance, in response to the question Where did you live prior to
moving to this location?" responses indicated that nearly 23% had moved
from some other place in the North San Diego County area. However, 14%
had come directly from elsewhere in the United States. Los Angeles and
Orange Counties each contributed almost the same number as did Metro-
politan San Diego.
especially those arriving from outside the county may have a special
impact on local government since they often bring different concepts
and expectations of services local government should provide,
This iriflux of people new to North County,-and
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
TABLE 11-7*
FORMER PLACE OF RESIDENCE
North San Diego County 3 56
Elsewhere in United States 2 18
Metropolitan San Diego 156
Los Angeles County 152
Orange County 132
Elsewhere in California 110
Car lsbad 93
East & South San Diego County 66
Outside of United States 22
No Response 244
*See Footnote to Table 11-4
(22.88%)
(14.01%)
(10.03%)
(9.77%)
(8.48%)
(7.07%)
(5.98%)
(4.24%)
(1.41%)
(15.68%)
The drawing power of various commercial areas in the surrounding
area was tested by the question "Other than sundries and groceries, where
do you do most of your shopping?" In studying this table, it is import-
ant to realize that there is probably a strong correlation between shop-
ping patterns and other characteristics such as place of employment,
schools, leisure activities, etc. From this response, it must be assumed
that the attraction of the Plaza Camino Real is very real and will prob-
ably be increased as that center expands in the next few years. Since
traffic patterns maintained for other purposes may affect location of
library facilities, this information is of considerable interest since it '
implies, at least, that the chief access to shopping traffic is probably
via El Camino with nearly half of the residents traveling this route for
shopping purposes.
TABLE II-8*-
WHERE RESIDENTS SHOP FOR ITEMS OTHER THAN SUNDRIES AND GROCERIES
1.
2.
3.
4.
5.
6.
7.
8.
9.
10 .
Plaza Camino Real
Metropolitan San Diego
San Dieguito
Other
Downtown Carlsbad
Camp Pendleton
Escondido
Oceanside
Vista, San Marcos, Fallbrook
No Response
742
2 69
91
81
39
30
25
24
8
2 34
(47.69%)
(17 -29%)
(5.85%)
(5 -21%)
(2.51%)
(1.93%)
(1.61%)
(1.54%)
(-51%
( 15 . 0 4%)
*See Footnote to Table 11-4
- -18-
In terms of current development, considerable housing is presently
available in the southeast quadrant and more is under construction. The
majority of these units are single family dwellings constructed to sell.
The bulk of construction appears to be concentrated in the southern por-
tion of the area between Olivenhain Road and La Costa Avenue, then con-
tinuing eastward toward the City boundary beyond Santa Fe Road. As is
typical in such situations, initial housing efforts tend to be clustered
with intervening undeveloped open spaces. This situation presents parti-
cular problems to the library and can best be met through bookmobile
service.
slowly over the next ten years, it is doubtful that the full population
potential will be realized for at least another two decades,
time, however, the residents are contributing to the Carlsbad City tax
base and are worthy and needful of governmental services including library
service. Sometime after 1995 it is expected that half, or more, of the
City's population will live south of Palomar Airport Road with most of it
concentrated in this southeastern quadrant. Obviously, this will have
serious implications for almost all municipal services. Therefore, it is
doubly important for the library to meet all reasonable demands for
service in this area as expediently as possible.
Although the pace of construction is expected to abate very
During this
D. The Southwest Quadrant.
The southwest quadrant presents a varied picture for development.
Mobile home parks and single family residences already occupy much of
the area between 1-5 and the seashore. In a long commercial strip devel-
opment, the Carlsbad Car Country center has massed automobile sales and
services along 1-5 for a mile or more. To date, subdivision developnent
has been limited, partly by the highly specialized agricultural use of
this land and by the Coastal Initiative.
southern portion of this quadrant will be tied directly to the eventual
decisions regarding the use of Batiquitos Lagoon.
and the proximity of the western portion of the quadrant to the ocean,
tourism may be expected to have some influence on future growth and
development. A very limited amount of neighborhood commercial area is
projected in the City's General Plan, along with a strip of industrial
zoning adjacent to the west side of 1-5.
The destiny of at least the
Because of the Lagoon
By 1995, the Comprehensive Planning Office predicts that 17.1% of
the City of Carlsbad's population will live in this quadrant bordered
by El Camino on the east, Palomar Airport Road on the north and Bati-
quitos Lagoon on the south.
and the nature of residential development, coupled with demographic
characteristics of the population, must be studied as the future evolves.
Here, as elsewhere in Carlsbad, geography
IV. CHAPTER SUMMARY.
For the purposes of study, the City of Carlsbad can be conveniently
divided into four quadrants by El Camino Real and Palomar Airport Road.
Each of these quadrants tends to have an individual identity.
projections vary from quadrant to quadrant with an overall movement toward
the southern half of the City.
tion is expected to live south of Palomar
Population
In fact, by 1995 nearly half of the popula-
Airport road if the forecasts
-19-
are correct. When all of the islands of county land have been annexed,
the City will contain some 35 square miles within its present boundaries.
The Palomar Airport with its related zoning constitutes a geographic feature
that some may react to as a barrier to free movement between north and south.
However, the future pattern of major streets and highways may modify this
feeling somewhat. Those responsible for library development are urged to
continue study of the growth occurring in each of these quadrants so that
library services and facilities can be provided to match the evolving needs.
-20-
,
_- CHAPTER I11
MASTER PLANNING LIBRARY RESPONSE - THE CENTRAL LIBRARY BUILDING
Planning the Carlsbad City Library's response to the pattern of growth
described in the previous chapter must retain a high degree of flexibility
due to the many variables implicit in the situation.
growth appears inevitable and the trends of distribution can be seen,
schedules are indefinite and it would be unusual for such an increase in
population to occur at an even pace. However, the impact of developent
on the library must be considered. while the next chapter will discuss
library response in terms of facilities for extension services, this chap-
ter will be devoted to the future of the Central Library.
While population
A concept of library response adequate to meet the future demands of
.It will be elaborated upon Carlsbad residents was outlined in Chapter I.
in the following pages. Because of the demographic characteristics of the
anticipated population, it must be conceded that the Carlsbad City Library
will be required to provide a superior level of services if it is to meet
the potential needs of the residents of Carlsbad. Because of the burgeon-
ing population there is a sense of immediacy in the recommendation concern-
ing the Central Library.
I. THE RECOMMENDATION.
The recommendation of this Master Plan concerning the Central Library
is repeated from Chapter I as follows:
It is recommended that immediate action be taken to relocate the Central Library on a suitable site near the geo-center of the City in a structure designed for the effective delivery of contemporary library services with provision for incremental expansion to meet the projected space needs for a library serving up to 125,000 people.
A second recommendation follows this:
to use for City Hall purposes - or offered for sale as a commercial property.
It is recommended that the present library building be converted
A third recommendation states:
It is recomnended that in light of recomnendations No. 1 and No.
2, the proposal for a separate children's library east of the present 1 i brary bui 1 ding be abandoned .-
Some justification for these recommendations is now in order. The fol-
lowing paragraphs relate the various factors which led to these particular
recommendations.
11. CENTRAL LIBRARY mQUIREMENTS.
The recommendations concerning the Central Library grew out of compari-
son with the projected requirements for a Central Library capable of meeting
-21-
the needs imposed by the future population. This meant projecting those
elements which have impact on the Central Library which, in turn, had to
be based upon a concept of the Central Library's role.
nal element, a brief description of the Central Library's role seems in
order . Since it is a cardi-
A. Role of the Central Library.
The demands placed on the Central Library largely determine the
requirements of the Central Library facility. In essence, the Central
Library houses the support collections, services, and operations which
provide the scope and depth of resources needed by the public. It is
also the administrative and management center for the library. In
addition, it serves as the headquarters for branch libraries, bookmo-
biles, and other forms of extension service. Because of its multi-
faceted functions, the Central Library building is a fairly complex
building requiring large quantities of open space as well as smaller
areas for workrooms, offices, and other activities. It must be lo-
cated on a site which is reasonably accessible to all residents of
the community.
Since it may not be feasible, initially, to construct all of the
space necessary 20-30 years from now, it is imperative that the site
be large enough and the design of the structure suitable for incre-
mental expansion. Central libraries, regardless of their branch li-
brary appendages, attract large numbers of people, thus requiring
adequate space for off-street parking.
as the point of contact between the public using the City's library
system and the resources which must be made available from other li-
braries.
along with a capability for storing new collections being assembled
for branch libraries, less frequently used books, gift books, books
donated for the annual Friends of the Library sales, and a variety of
other materials. New collection materials are received, cataloged,
and processed heretthen distributed to the various outlets.
central libraries provide meeting facilities for library-related pro-
gramming.
The Central Library also acts
Management functions are housed at the Central Library,
Most
B . Space Requirements.
Library space requirements should be the end product of a building
program which includes a thorough evaluation and projection of needs.
Because each library is unique in many respects, there are no appli-
cable standards. The estimated space requirements listed below are
subject to considerable revision as part of the building program.
Meanwhile, they are offered here simply as guidelines.
planning of central library buildings elsewhere, the space required
will approximate -80 gross square feet per capita which allows room
for normal growth extending over a period of 10-15 years. Applying
this to the anticipated population of Carlsbad for the years 1985 and
1995 provides the figures shown in Table 111-1.
Based on the
-22-
,- TABLE 111-1
PROJECTED SPACE REQUIREMENTS FOR CENTRAL LIBRARY BUILDING
BASED UPON .80 GROSS SQ. FT. PER CAPITA
No. Gross Sq. Ft.
'3 -80 per capita
1985 (Population = 46,000)
1995 (Population = 75,000)
36,800
60,000
Table 111-2 provides the same information for the three popula-
tion figures used in the SUA Inc. study of other City facility needs.
No dates have been established in that report to indicate the year in
which the benchmark population figures will be reached.
1
TABLE 111-2
PROJEClXD SPACE REQUIFEMENTS FOR THE CENTRAL LIBRARY BUILDING
BASED UPON -80 GROSS SQ. FT. PER CAPITA FOR CERTAIN
BENCHMARK POPULATION FIGURES
Benchmark Population
No. Gross Sq. Ft.
@ -80 per capita
45,000 36,000
60,000
100,000
48,000
80 ,000
Relative to the significance of the benchmark figures used in
Table 111-2, the SUA Inc. report states:
It is obvious that accurate popuktion projections for the City
of Carlsbad are not attainable at this time although a range of projections can be used for the purposes of this study. tion projections are ax important indicator of future service-
de livery requirements of governmental agencies. The following
population increments for the City of Carlsbad have been adopted as benchmarks for the purposes of this study:
PopuZa-
Present - 30,000 appro&ateZy Increment I - 45,000
Increment 11 - 60,000
Increment III - 100,000
SUA Inc.
1970.
Facility Requirements Plan: City of Carhbad, California.. 1.
-23-
Although no attempt hQs been made to correkte these increments
with actual years, it is assumed that by 1995 at least the
60,000 population level will be reached. The ~OO,OOO popuk- tion level has been included to provide an indicatim of pos-
sible maximum staff requirements over the next twenty years.
Staff and space projections for each goverranental organiza-
tional unit have been programmed throughout this report to
correspond to these projection increments.
By keying staff and space needs to specific population levels,
the city wiZ1 be able to monitor and modifg building programs
in the future to acemodate current needs.
periences very rapid growth within the next five years and indications are that the trend will continue, the City can hediately adopt a hilding program which will assure proui-
sion of maxinium-level (IOO,OO~ population) facilities. If growth is substantially slowed down, a more moderate target building program my be adopted.2
If the city ex-
These observations are, of course, generally applicable to library
facilities as well as to those of general government. The principle
difference, perhaps, is that library space needs continue to increase
regardless of population changes because of the inexorable pressure
of growing collections.
Returning now to the data given in Tables 111-1 and 111-2, it is
possible to make several observations about the potential space re-
quirements of the Central Library.
1.
2.
3.
4.
Compared to the 23,500 gross square feet available in the pre-
sent building, the 36,800 square feet needed in 1985 - less
than seven years away - are almost 60% greater than the room
available.
Since it is generally recognized that capital facilities should
be planned for a life of more than a decade, it would seem that
the 60,000 gross square feet for 1995 - 16 years away - would
be a suitable benchmark.
The 60,000 square foot Central Library facility foreseen for
1995 to serve the needs of the predicted population of 75,000+
residents is two and one-half times larger than the present
structure.
It would appear that the Central Library building should be
located on a site with sufficient space far the construction
of a Central Library building which can be incrementally in-
creased in size to reach the following goals:
-24-
a. Initial square footage = 36,800 gross sq. ft. (1985)
b. Increment No. 1 = 48,000 gross sq. ft. for population
c. Increment No. 2 = 60,000 gross sq. ft. for population
d. Increment No. 3 = 80,000 gross sq. ft. for population
of 60,000.
of 75,000. (1995)
of 100,000.
It is anticipated that with the completion of incremental
addition No. 3, the Central Library should have sufficient room
to meet the needs of a population numbering as many as 125,000 -
should this be necessary.
accelerates - or diminishes - during the next several decades,
a Central Library building with the capacity for incremental
expansion can adjust accordingly, thereby eliminating the hazards
of over-building on the one hand or premature obsolescence on
the other.
If the pace of population growth
111. THE PRESENT CENTRAL LIBRARY.
Completed in 1968, the present Central Library building contains an
estimated 23,560 gross square feet of space, Since its occupation the
library has experienced tremendous growth as it tries to respond to user
needs.
numbers more than 100,000 volumes compared to only 47,000 volumes ten years
ago. In addition, there are substantial collections of non-print materials
and special collections in areas such as genealogy and local history.
of this has been in response to population growth which has more than doubled
in the intervening decade. It is little wonder that the present building is
beginning to show signs of crowding, with user accmmodations being replaced
by shelving for materials.
Collections have multiplied in size and the book collection alone
All
In addition, the library has achieved significant changes in its pat-
tern of services. This is markedly true of the dynamic children's program,
full scale reference-readers' advisory service staffed by professional li-
brarians, and the inauguration of audio visual services. Behind the scenes
cataloging and classification routines have been automated, while a com-
puterized circulation system is being installed presently to improve cir-
culation control. Thanks to the gift of a van to the library by the Friends
of the Carlsbad Library, bookmobile service is now being offered in outlying
areas of the community.
conference room nearly every hour of the day and evening.
facet of library service has seen growth and innovative development - all
placing demands on space.
the present building was designed,compounding space utilization problems,
Library-related programming fills the available
Virtually every
Many of these changes were not planned for when
A. space for Users.
The most observable shortage is the lack of space for library users
in the present building. To document the number of people using the
library and to establish their places of residence, a pin map survey
was conducted in conjunction with this study. For a period of one week
-25-
.-
- April 24-29, 1978 - a map tack was inserted in a Carlsbad City Map
to indicate the place of residence for each person entering the library.
Different colored pins were used to differentiate between adults and
children. The results are shown in Table 111-3 where the number of
adults and children using the library each day are indicated. A total
of more than 4,000 users appeared at the library during the week of the
survey. Of these, 20% were children and 80% adults. Wednesday proved
to be the busiest day of the week with an average of 80 people per hour
entering the library.
TABLE 111-3
NUMBER OF PEOPLE USING CARLSBAD CITY LIBRARY - APRIL 24-29, 1978
- DAY NO. ADULTS NO. CHILDREN mm
Monday 620 113 733
Tuesday 659 100 759
Wednesday 62 8 32 7 955
Thursday 627 180 807
Friday 450 65 515
Saturday 2 12
(9 a.m.-1 porn.)
TOTALS 3,196
27
812
2 39
4,008
Plotting the information contained in Table 111-3 by census tract
produces some interesting results as noted in Table 111-4, and shown
in Figure 111-1. In Table 111-4, the percentage of population in each
census tract as of 1975 is shown. In adjacent columns appear the per-
centages of adults and children who used the library during the survey
week from each of these census tracts. These figures are repeated on
Figure 111-1 to provide a visual relationship of the census tracts to
this study.
The relationship of where people live to library usage is rather
dramatically shown:
and more than one-third of the children live in Census Tract #178.01
immediately adjacent to the library on Elm Avenue. This group, plus
those living immediately south of Chestnut in Census Tract #178.02
make up fully half of the library's users, although the two census
tracts contain but 31% of the City's population.
nearly one-quarter of the adults using the library
The volume of public traffic relates directly to available seating.
Central libraries normally provide about four seats per thousand popu-
lation. For Carlsbad, this would mean a current requirement of at
least 108 seats, exclusive of those in conference roans, etc. Compared
to this, the Carlsbad City Library now has 82 seats for library users -
only 75% of those needed. Overcrowding on busy days, therefore,
-26-
.-
. FIGURE 111-1
PERCENTAGE OF LIBRARY USERS FROM CENSUS TRACTS IN CARLSBAD
178.01
17.2%
-27-
. --
.-
will become an increasing problem.
the library finds it necessary to remove seating to install shelving
required for the growing collections.
This will be further aggravated as
TABLE 111-4
NUMBER OF PEOPLE USING CARLSBAD CITY LIBRARY BY CENSUS TRACTS
Tract No. % of Population % of Adult % of Juvenile % of All Library
in Census Tract Library Library Users Users from this
1975 Users from from this Census Tract
this Census Census Tract
Tract
171.00 2.5 0 0 0
178.01 17.2 24.1 35.7 26.6
178.02 14.2 22.0 24.5 22.5
178.03 7.2 3.7 2 .o 3.3
178.03 1 5 .O 10.2 2.5 8.6
179.00 22 .o 13.2 12.7 13.1
180.00 10.8 12.9 5.9 11.4
198.00 17 .O 9.4 11.2 9.8
200.03 4.1 4.5 5.5 4.7
100.0% 100.0% 100 . 0% 100 .O%
B. Space for Collections.
Collection growth is exerting increasing pressure on available
space. Table 111-5 indicates the number of volumes added annually for
the past five years and the total number of volumes in the collection.
In simple terms, the book collection has grown by a net of 30% in five
years.
tions near the 160,000 mark by 1985 - a not unusual increase consider-
ing the heavy demand for books and the persistent increase in the
number of new titles published annually. Actually, the number of
volumes available per capita would remain about the same as at the
present the. Available funds for book purchases will obviously be a
determinant in whether or not a collection of this size can be assem-
bled during the next five years.
A continuation of this rate of growth will place the collec-
Using the customary average of 10 volumes per square foot, the li-
brary will need at least 16,000 square feet solely for the purpose of
collections by 1985, and 26,500 by 1995 if the present pace continues.
Because of the mixture of seating and shelving, it is impossible to
estimate the amount of space devoted now to shelving for the purpose
of making a comparison. However, the present book collection, at the
-28-
same ratio of 10 volumes per square foot would indicate a requirement of
about 12,000 square feet, which would exceed 70% of the net square foot-
age in the building. Because this amount of space is not available,
much of the book shelving is loaded beyond its efficient capacity which
results in loss of time for staff and users looking for materials, and
by staff who must return books to the shelves following use, etc.
TABLE 111-5
COLLECTION GROWTH - 1974-1978
Year Volumes Added Total Volumes
in collection
1974 7,016 87,475
1975
19 76
19 77
1978
6,036
6,398
6,757
13,692
93,511
98,331
102,547
113,172
The library, of course, has other collections which also require
space.
pamphlets which, though heavily weeded, must grow at the rate of not
less than one four-drawer file every 3-5 years. Maps, which the library
is beginning to collect because of heavy user interest, must be stored
in flat map cases requiring considerable space. Special collections
have been assembled in subject areas such as genealogy, southwestern
history, and local history. These will continue to grow along with
other special collections in the offing.
For instance, the library maintains an active vertical file for
Non-print materials, including film and recordings in various
formats, are very popular with Carlsbad City Library users. These
collections require considerable space for storage and/or display.
The present collection has taken over most of a former reading lounge
area and displaced a newspaper storage room which is used now far the
audio visual work area. Non-print service requires use of many items
of equipment - all of which must be stored, maintained, and made avail-
able to users under given conditions. Space demands for this service
could easily exceed 5,000 square feet in a few years if permitted to
expand in conformance with demand.
C. Space for Staff.
One of the major recommendations of the 1973 Library Master Plan
was to activate the south mezzanine of the building as a staff office-
work area devoted primarily to technical services.
done. Along with certain other revisions in the utilization of avail-
able work space, work area accommodations have generally improved.
ever, staff growth has already exceeded the supply of work area forcing
This has since been
How-
-29-
many less-than-desirable compromises and creating a work atmosphere in
some areas which decreases productivity.
will magnify these problems in the present building. By 1985, for
instance, the scope,diversity, and intensity of library service may
well require a staff numbering 35 people, depending upon numerous growth
factors. Space required for offices, workrooms and related areas can
be expected, then, to increase to at least 8,000 square feet compared
to the 5,000 square feet in use today. Projecting this to 1995 when the
library will be serving 75,000 people, space devoted to staff operations
and work areas could amount to 12,000 square feet, or more.
Further increases in staff
D. space for Storage.
The present Carlsbad City Library building was designed without
appreciable amounts of storage space. This is one reason why the pre-
sent building lacks the flexibility needed to meet increasing demands.
Storage space is needed for a variety of things ranging from a place
to store lesser used materials, gift books awaiting evaluation and
processing, books donated for the annual Friends of the Library book
fair, and back files of periodicals and newspapers for which there is
persistent but limited call. Storage area is also needed for-xl) items
of furniture and equipment being held for repairs and/or later use,
(2) office and library supplies, (3) artifacts, posters, and props used
in exhibits, etc, Between 10% and 15% of the library's space should be
available for storage of various kinds.
is almost non-existent other than what can be found on a few sections
of shelving scattered in the work areas and a few closets for supplies,
etc,
lems for the library.
In the present library, storage
The lack of adequate storage area is leading to increasing prob-
IV. INTERIM RELIEF MEASURES.
While there is no substitute for a new library building, it is recognized
that even if programming and planning were to begin this year, some three
to four years would elapse before the library could experience relief from
its increasingly crowded conditions. Therefore, it seems worth-while to ex-
plore the possibility of various measures which might promise some temporary
relief. These suggestions require careful analysis before implementation to
be sure that they are cost effective.
A. Minimizing Space Needs Through Conservation.
The library has already made serious efforts to conserve space.
However, given certain conditions, it may be possible to partially
minimize the continued pressures of growth.
few remaining opportunities for space conservation depend upon the
availability of additional storage area.
be found within the present library building - and apparently space
is not available in other City buildings according to the SUA Inc.
study - this means that the library must be provided with storage
space in a suitable commercial warehouse or other quarters which pro-
vide proper space, security, and other conditions.
To a large extent, the
Since such space is not to
-30-
1. Collection Modification.
A limited amount of space can be saved through weeding the
book collections of those items which are infrequently used.
new CLSI Automated Circulation System can be a valuable aid in
identifying materials which might fall into this category.
a small portion of these gleanings might be discarded, it is prob-
able that most will be retained for restoration to the shelves
when space becomes available in the new building. Candidates will
also include added copies of books which have seasonal popularity
or were once in high demand.
basic branch book collections, also.) Lesser works of prolific
novelists, books which contain dated material of only historical
interest, and older titles in fields such as travel may be winnowed
for storage. Backfiles of periodicals and newspapers which are re-
ferred to infrequently can also be stored providing there is a
reasonable retrieval time for users who need them.
The
While
(Some of these may be saved for
Another category worthy of consideration are the volumes which
Some books of this nature
may retain usefulness but are in such poor physical condition that
they inhibit selection for home reading.
exist in the adult collection while many more occur on the shelves -
of the children's section. Replacing these titles is costly, but
neither the library nor the user is benefitted by their retention
on the active shelves. Titles considered essential to the collec-
tions, but physically inappropriate, should be replaced if possible.
If they are out-of-print and unavailable through normal channels,
they should be stored with appropriate notes made in the card cata-
log, with entries in the Collection Coordinator's desiderata file.
Possibly 10-15% of the library's collections fall into the class of
materials which can be weeded for discard or storage.
equal the shelf space required for one to two years of normal
acquisitions, thereby reducing the amount of reading area which
would have to be replaced by shelving.
This would
2. work Area Sharing.
While there is no question but what staff productivity is in-
creased by individual desks and work stations, nonetheless some
savings in space may result from the reallocation of desks to pro-
vide for more than one tenant in a few instances. Usually, desk
sharing is possible for staff members who have heavy public desk
schedules and can, therefore, use their work stations at different
times of the day for off-desk tasks.
occurred; more may be necessary in the future. However, this is
a strictly makeshift device and should be perpetuated no longer
than necessary,
Some sharing has already
3, Reorganization of the Circulation Desk.
Installation of the CLSI Automated Circulation System will
provide an opportunity for reorganizing routines at the circula-
tion desk and possibly to institute some small space saving features.
-31-
One possibility is shown in Figure 111-2 which proposes that the
circulation desk be relocated to face south, thus using the ambient
space presently found in front of the patio, This placement of the
desk would have numerous advantages: (1) traffic flow will be im-
proved because book return, adult registration, and checkout areas
of the desk would be adjacent to the entrance to the building,
should cause adults to use the east corridor for access to the
adult portion of the library rather than having them travel'through
the audio visual and children's services areas; (2) children's
registration and checkout would be handled at the west end of the
desk where it is in reasonable proximity to the children's room;
(3) audio visual materials would be checked out adjacent to the
audio visual area; (4) space presently occupied by the circulation
desk could be released for other purposes such as a readers' lounge
and stack area; (5) space behind the circulation desk would be en-
closed by the counter and thereby suitable as a work area for most
circulation functions. It is recognized that there are a number of
drawbacks to this arrangement: (1) it does not fit the original
architectural design for this area; (2) lighting may be a problem
for the work area behind the desk; (3) heat or cold emanating
through the patio glass may make the work,area unpleasant at times;
(4) new electrical outlets may be required; (5) the cost may prove
to be unwarranted if the library is to move into a new building
within the next four or five years.
This
4. Expansion of the Children's Room.
The children's services area is one of the most crowded in the
building,
incorporating the aisle on the east side of the room in accordance
with the plan suggested in Figure 111-3, and in reorganizing the
space presently occupied by the children's circulation desk after
the CUI Automated Circulation System is installed.
However, a limited amount of space could be added by
The suggested modification of the area would require reloca-
tion of the display cases which are adjacent to the stairwell.
their place, 60" high shelving could be installed, Since this
shelving is in a sort of transition area, it might possibly be
used for young adult books - not a separate collection now.
42" shelving which includes a range of locked glass book cases
and forms the western side of the present aisle should be moved
upstairs to the iocal history/genealogy area and replaced by a
42" high range of shelving for children's books.
this rearrangement of furnishings, adults should be encouraged
to use the east corridor for access to the adult areas of the li-
brary.
if the suggested change in the circulation desk is also made.
In
The
As a result of
"his routing of adult traffic would be further enhanced
When the circulation of children's materials is consolidated
at the central desk as part of the CLSI Automated System, it will
be possible to eliminate the space required for the present cir-
culation desk. This improvised counter should be replaced by a
standard desk which would occupy much less space and reduce the
-32-
FIGURE 111-2
SUGGESTED NEW CIRCULATION DESK
llllllllllllrllllllllllllllllllllllllllllllllllll
TO ADULT SERVICE
& COLLECTLONS
(Except South Lounge & Audio Visual)
WULT Book Retur ' in
Registration
Checkout \
Circulation
Work Area
New
Circulation
Desk
3HILDREN
Book Return
TO AUDIO VISUAL SERVICES
CHILDREN'S SERVICES
-33-
SOUTH
LOUNGE
I I I I I I I I I I I I I I I I I I I
FIGURE 111-3
SUGGESTED EXPANSION OF CHILDREN'S SERVICES AREA
TO INCLUDE AISLF: ON EAST SIDE
I
display cases.with 60" single faced shelves - possibly
for young adult collection I I I 1 I r I I I t I &q Add new range of
counter height
double faced
shelving for
children's books .t
Remove existing range of shelving and relocate
upstairs for local history, etc. (locked glass case)
Replace with a range of double faced counter height
I I I I I
I P c
c c
v v
CHILDREN ' S ROOM E=
e
\ 1 1 ... I
I
I I
I I I I I I I
I I I I
~lllllllllllllllllllllllllllllllllllllllllllllllllllllll 111111 IIIIIIIIIIIIIIIII~CIlllll
-34-
feeling of the counter as a barrier between children and staff.
The space occupied by the counter will be assimilated as part of
the whole process of reorganizing the children's collections and
services.
5. South Mezzanine Work Area,
Now that the previous backlog of materials has been cataloged
and the automated cataloging system (OCLC) fully operational, it
is possible that some additional space might be made available for
staff work stations by reorganizing the eastern portion-of the
south mezzanine.
not needed currently, space may be found for two or more work sta-
tions. Priority should be given the children's services staff
since some do not have desks and the head of the department must
maintain a precarious hold on a desk in the public mezzanine.
sides improving the utilization of available space, staff produc-
tivity will also be enhanced.
By rearranging the shelving and eliminating any
Be-
6. Delivery Entrance/Bookmobile Work Area.
In accordance with the recommendations of this Master Plan,
the library's bookmobile should become increasingly active. To
do so will require an adequate staging area consisting of shelving
restricted to use for the bookmobile adjacent to the loading dock
and a work station for the bookmobile librarian. The latter should
have a standard desk, typewriter, telephone, and file cabinet.
Shelving will be needed for 500-750 volumes. A book truck should
be available for use at this station at all times.
B, Additions to the Library Building.
The present library building was not designed for expansion, nor
is its placement on the site conducive to major additions of any kind.
While hearly anything may be possible, given sufficient money, that does
not mean that such measures warrant implementation. In fact, money
spent on adding to the present library building would be largely wasted
since it would not extend the useful life of the building as a library
for any significant number of years.
better used in securing a new Central Library building. However, be-
cause of the frequent recurrence of the questions concerning the ex-
pandability of the present libraq building, the following review has
been made.
Money so spent would be much
1. Enclosure of the Children's Patio.
One of the suggestions heard frequently is to enclose the
patio north of the children's room, Depending upon the exact
configuration of the walls, as much as 1200 gross square feet
could be encompassed by such an addition,
would have to be raised to the level of the library and the ad-
vantages of the patio as an overflow area for the children's room
would be lost, After some study, i-t seems that &e space created
The floor, of couse,
-35-
.- by such an addition would be better used for audio visual services
which would permit the children's section to expand to the south,
providing a better relationship with the circulation desk and
eliminating adult traffic. Figure 111-4 shows how this addition
might be accomplished. However, it is extremely questionable
whether the cost, estimated at $60,000 (1200 sq. ft. @$50/sq./ft.)
plus furniture and equipment would be justified given the short
period of time the space would be useful to the library.
2. Adding Another Floor.
This remedy falls strictly in the category of "if money is no
object ..." Whether individuals suggesting this as a possibility
have in mind the further extension of the existing mezzanine or
the creation of another floor above the present library building,
the same response of "impractical" must be given. The mezzanine
cannot be extended for the simple reason that the ceiling height
does not permit this. As to adding a second floor, this was not
planned for in the original building and the structure lacks all
of the footings, load bearing walls, and columns that would be
required to carry a second floor.
3. Other Additions.
Other possibilities for adding space to the present building
have been considered during the course of this study. However,
all have been rejected because they are not cost effective. None
would add enough space to the existing structure to substantially
extend its useful life as a central library building; all would
be disproportionately expensive and most would create serious
problems for access, parking, etc. .
V. IMPLE2lENTING THE RECOMMENDATION FOR A NEW CENTRAL LIBRARY BUILDING.
A variety of steps must be undertaken before a new Carlsbad City Library
building is an actuality.
lowing a review of the basic facts supporting this recommendation.
These are discussed briefly in this section fol-
A. In Support of the Recommendation. -
A long list of reasons can be presented for constructing a new
Central Library building in Carlsbad at this time.
already been alluded to in the preceding comments.
purpose of easy reference, the most important are listed here.
Many of these have
However, for the
1. The construction of a new Central Library appropriately lo-
cated near the geo-center of the City offers the only econ-
omical long term solution to the Central Library's space
requirements .
2. The shortage of space in the present building is going to
accelerate with the anticipated increase in population.
-36-
FIGURF: 111-4
--
SUGGESTED ADDITION: ENCLOSURE OF CHILDREN'S PATIO TO BECOME
AUDIO VISUAL SERVICES AREA*
m AUDIO VISUAL SERVICES
N h
Emergency
(Also for
Exit
AV Delivery)
AUDIO VISUAL SERVICES
AND COLLECTIONS
T-
I
misting walls
I-----
New Entrance from
Adult Services Area
*Location of all elements in this drawing are conceptual only, and
actual design should be based upon thorough study and planning of
all reasonable alternatives.
-37-
~
3.
4.
5.
6.
7.
8.
9.
Because the present building was not designed for expansion,
the ways in which practical expansion can occur are very
limited, expensive, and damaging to library operations; they
would not materially extend the life of the building as a
Central Library, and their costs could not be recovered in
the few years the library could feasibly continue to occupy
the building.
The present Central Library building is located near the ex-
treme northwest corner of the City making it quite remote from
new residential areas, especially those in the northeast and
northwest quadrants of the town; this can only be remedied by
relocation of the library at a more central site.
Only in a new building, properly designed for contemporary
library service and operations, can the library take full ad-
vantage of labor saving systems and make the library's growing
resources fully available to the entire community.
Land and construction costs continue to spiral with no end in
sight so that the cost of a new Central Library now will be
appreciably less than one built some years down the road.
Construction of a new Central Library building now will enable
the library to avoid very expensive operating costs which occur
when overcrowded conditions prevail reducing access to mater-
ials, curtailing staff productivity, inducing the dislocation
of services and collections, etc.
A new library building will provide much needed space for
acquiring and temporarily storing collections being prepared
for future branch use; gift books can also be stored and
utilized to full advantage.
By building a new Central Library, the present structure can
be re-used for other governmental purposes or sold as a com-
mercial property with the proceeds used to partially defray
the cost of the new facility.
B. Site Criteria and Selection.
Selecting a site on which to relocate the Central Library is a
matter of major interest and importance. Experience indicates that the
location of a library facility has an enormous impact on its usefulness
to the community it serves. Therefore, criteria established by the
experience of other libraries should be adopted. Fortunately, recent
studies of successful library locations indicate that certain the-
tested factors are not susceptible to change in the foreseeable future.
In spite of the publicity given innovative means of conveying informa-
tion such as video tape, computers for home use, etc., there is general
agreement that tapping the enormous and varied resources of libraries
will remain necessary and desirable for most people and will continue
-38-
to be done most effectively by visits to the library.
remains imperative that the site which will be most convenient for the
greatest number of Carlsbad residents be selected.
Therefore, it
1, Site Criteria.
The assembling of criteria for site selection can be done by
analyzing the literature on this subjectO3
concurrence as to the most important factors in successful library
location, applicable to both the Central Library and to branches.
For convenience, these can be divided into three groups: (1)
those which are essential, (2) those viewed as important, and
(3) the remainder which are desirable. Using these divisions, site
criteria should include those listed in Table 111-6.
There is remarkable
Application of these criteria to Carlsbad leads one almost
instinctively to consider sites in the vicinity of El Camino Real
and Palmar Airport Road because of the nature of these major
highways and the projected distribution of population. This same
logic seems to have led to the conclusions reached in the 1973
Library Master Plan and to the recommendations of this location
for a new Civic Center by SUA, Inc.:
The City of CarZsbad has mmy avaiZabZe land parcels which
couZd be used for future government facilities and considera-
tion shouZd be given to as many of these areas as possible.
Given the layout of the city, existing roachays, popuZation
distribution, zoning factors, and open-land available, Zand in the vicinity of the Palmar Airport seems to be idea2 for location of future government facilities.
!7%e PaZomar Airport area is nem the geographic center of the city and has direct access to the freeway (via Palomar Airport Road) as we12 as thoroughfares to edsting and pZanned deveZopment. The Zand is cuxrentZy zoned for cun- mercial, government, and speck2 treatment use.
in the vicinity of the CarZsbad MunicipaZ Water District property (5 acres of Zand at E2 Ccunino Real and Pahar Airport Road), and if the City does acquire jurisdictim
over this property, it is feasibZe tht new facilities could
be pZanned in conjunction with the acquired land.
It is also
3*~ee especially the following:
Hoyt R. Galvin, "A Public Library Site Symposium," in Library space
Joseph L. Wheeler, The Effective Location of PUbliC Library Buildings.
Joseph L. Wheeler, A Reconsideration of the Strategic kcation for
PZanning (L.J. Special Report #I.) R, R. Bowker, 1976.
University of Illinois (Occasional Papers No. 52, July 1958,) 1958.
Public Library Buildings. University of Illinois. (Occasional Papers
No. 85, July 1967.) 1967.
-39-
I.
I1 .
111.
Although it mag not be practical at this time to pursue
construction of a12 new facilities, serious consideration
should be given to acquiring t?ze amount of lrmd necessary
for eventuaZ Zy reZocating the "CiviC Center.
buiZding program can then be deveZoped which assures that Zong-term goaZs are met at the same time as short-term
crcises are solved. This kind of pZanning can minimize the number of moves necessary and save considerabZe "ad-
ministrativetr costs. 4
A phsed
TABLE 111-6
SITE CRITERIA ARRANGED BY RELATIVE IMPORTAN-
ESSENTIAL .
A. Easily accessible to the maximum number of residents arriving
by motor vehicle, public transportation, etc.
entrance, and side or rear delivery.
B. Sufficient land for building, parking, a highly visible public
C. Adequate on-site parking.
D; Space for incremental expansion to meet foreseeable future
space requirements .
IMPORTANT.
A. Adjacent to commercial area so that library users may, if they
wish, combine trips to the library with necessary and conven-
ience shopping.
Easy and safe access to the site for vehicular traffic including
users - especgally children and older adults.
B.
, cars and busses to facilitate drop-off and pick-up of library
C. High visibility so that the library is easily identifiable.
DESIRABLE.
A. Reasonable distance from regional shopping centers or other
facilities which draw heavily from areas beyond the City of
Carlsbad for their customers.
B. Neighboring facilities should be of a compatible nature in-
cluding commercial and professional buildings, cultural build-
ings, and perhaps other civic buildings.
may be shared by the library, thereby reducing the amount of
land which the City must purchase for the library.
when the library is located at the intersection of two major
streets.
C. Proximity to supplementary public off-street parking which
D. Access to the site from more than one street - as may occur
4'SUA, Incorporated. @. tit. p. 2-22-23.
-40-
Since it must be conceded that El Camino Real will undoubtedly
remain the most important local arterial for residents throughout
Carlsbad, the search for a library site must of necessity focus
along this highway. The lands adjacent to the intersection of
Palomar Airport Road and El Camin0 Real are not, of course, the
only canidates.
Camino Real continues, it will be important to reassess each poten-
tial location. Basically, these will probably occur at or near
the intersection of major roads with El Camino Real. The proposed
intersections shown on the City's General Plan map are indicated
on Figure 111-5, beginning with Tamarack on the north and proceed-
ing to Alga Road on the south. The concentric rings at one mile
intervals give some indication of the distance from the Palomar
Airport Road and El Camino Real intersection. Generally speaking,
it would seem desirable to locate the new Central Library build-
ing somewhere within these parameters. While a location at an
intersection is not an imperative, it does provide a potential in
most cases for better visibility and access to the site from more
than one direction.
As development of the land on either side of El
Since these projected roads are not precisely aligned, it is -
not possible to evaluate the nature of the topography immediately
surrounding them where they intersect El Camino Real. Conceiv-
ably, an excellent site on the map may prove impossible in real-
ity because the two roads, for instance, meet in very hilly
terrain. Similarly, on-going commercial and industrial develop-
ment of this area will alter both the availability and desirability
of given parcels in due time. Since the library and its required
parking and landscaping may require from three to five acres of
land, depending upon whether or not some parking might be shared
with another facility, the amount of usable land at a given spot
will certainly be a factor.
If a decision had to be made based on the limited knowledge
available today, it would seem that a site on the east side of
El Camino Real between Palomar Airport Road and the proposed exten-
sion of Cannon Road would be the most logical.
location near the geo-center of the City, such a site would provide
the least overlap with the branch service areas proposed in the
following chapter. Needless to say, a very thorough study of all
factors will be necessary whenever the selection processes begin.
While keeping the
C. Steps to be Taken in Implementing the New Central Library
Recommendation.
Before a new Central Library building can become a reality, a number
of steps must be taken.
those concerned with the orderly conduct of this process.
stances may affect the actual sequence, and more than one of the steps
may be taken concurrently, each item must be addressed if a successful
product is to ensue.
These are outlined below for the guidance of
While circum-
-41-
FIGURE 111-5
PROJECTED GENERAL ACCESS ROADS
CROSSING EL CAMINO REAL
.- 1. site Selection.
.-
A site for the new Central Library must be chosen sometime
fairly close to the beginning of the project since it will affect
how the library is configured and designed as well as the project
cost. Land procurement can also be a lengthy procedure, delaying
a project unless begun early enough.
in the Public Works Department, if available, all related data
should be in-put and the criteria for the site used for computer
analysis of the numerous possible locations. Developing the
necessary computer programs well in advance of need will prevent
costly delay when the site selection processes begin.
Using the City's CIS systems
2. Program Preparation.
A library building program must be prepared which provides the
architect with all needed information on space requirements, space
relationships, and other factors basic to architectural design,
Building programs are usually the joint effort of library staff
and professional library consultants trained and experienced in
program preparation and work with architects. Program preparation
will probably require four to six months and must precede the
selection of an architect.since design work cannot begin until the
program is completed.
3, Architectural design.
Following the completion of the library building program, it
will be necessary to choose an architect and begin the design of
the new building. A library building project team should be formed
for the duration of the project. While its membership may vary, it
normally consists of a representative of the City Manager, a repre-
sentative of the Library Board, the Library Administrator, the
architect and the library consultant. The project team meets fre-
quently to review the work of the architect as it moves through
these stages:
a. Functional analysis
b. Site analysis
c. Schematics
d, Design development
e. Working drawings
f. Contract documents
A*
The project team continues its work on the project through kon-
struction, furnishing and equipping the library building, and the
occupation of the structure.
4. Financing.
careful financial planning.
The new Central Libraq is a major facility and will require
Since the passage of Proposition 13
-43-
_-- has left in doubt the methods formerly open to local government
for financing capital improvements including library buildings,
it is useless to speculate here how this might be done. Perhaps
it should be indicated, however, that a building of 60,000 gross
square feet (suggested by the requirement for 1995) would cost
approximately three million dollars if constructed today at the
rate of $50.00 per square foot. It seems certain, of course,
that spiraling building costs will increase the investment before
ground can be broken. The total project costs would be somewhat
higher than three million dollars since it must include the cost
of land, site development, landscaping, parking, furniture and
equipment, and fees. The total price could be over four million
dollars in today's market. The City may wish to employ a recog-
nized authority in municipal finance to study and present recom-
mendations concerning alternative financing methods.
5. Construction.
Obviously, when the site is available and design work is com-
pleted, construction can begin. On a structure this large, 12-18
months will be needed for actual construction and up to three
additional months may be required for installation of furnishings
and equipment unless these are carefully planned and scheduled.
Because of the size of the project, the City should investigate
the desirability of using construction management techniques to
minimize the time required and the money spent.
6. Disposal of the Present Library Building.
After the library has moved from its present location to the
new building, the City will be free to dispose of the property.
Several alternatives appear for consideration.
a. Retain the building as a combination branch library and
community center for the residents of the northwest quad-
rant.
b. Re-use the building, in part or in whole, for govern-
mental purposes such as a City Hall Annex, etc.
c. After declaring it surplus property, place the building
and its lands on the market for sale to a commercial
buyer.
If option "a" is not'used, the City may, in all likelihood, have
to build a branch library someplace in the northwest quadrant to
serve the local residents. Such a building would probably be in
the range of 7,500-10,000 square feet in size and should be lo-
cated in accordance to accepted criteria, the most important be-
ing ease of access and high vibisility. Whether option "b" is
valid will depend upon competent analysis of the potential and
costs of remodeling the library building for whatever governmental
use the City may require. so far as being sold for commercial
-44-
purposes (option "c") is concerned, the building is quite adapt-
able to many purposes. Some libraries have been converted to
boutiques and restaurants, while others have become office build-.
ings, galleries and the like. The possibilities are almost end-
less.
VI . CONCLUSION
This lengthy chapter has explored the Central Library's response to a
fast-growing community.
facility which has exceeded its capacity within the present structure. A
few suggestions have been made for very minor space-saving possibilities.
The question of adding to the building has been studied and rejected for
many reasons.
established for a new building, recommended criteria have been provided for
guidance in site selection, and several sites discussed. Finally, the pro-
cesses of securing a new Central Library have been described. With this in-
formation in hand, it is time to turn to the question of branch library
facilities, the topic of Chapter IV.
There is abundant proof that it is a well used
The probable space requirements of the Library have been
-4 5-
CHAPTER IV.
MASTER PLANNING LIBRARY SERVICE FACILITIES FOR BRANCHES
I. INTRODUCTION.
The purpose of this chapter is to explore some of the ways in which the
Carlsbad City Library may plan the extension of library service facilities
to respond to present and future community need. These go beyond the facil-
ities represented by the Central Library building discussed in the previous
chapter. Specifically, consideration will be given:
A. Bookmobile Service
B. Branch Libraries
I1 . BOOKMOBILE SERVICE.
The citizens of Carlsbad are fortunate, indeed, that the Friends of the
Carlsbad City Library have provided the Library with a Dodge van equipped to
carry library materials and services to residents of the City. If such a
gift had not been made several years ago, the City would undoubtedly need to
acquire such a vehicle now or in the very near future. Both the pattern of
population distribution and the topographic nature of the City indicates the
need for access to library service which can best be supplied, for the pre-
sent at least, by a mobile unit. While the 1,400 volume capacity of the van
is somewhat less than the traditional bookmobile which carries 3,000 or more
volumes, it nevertheless has many capabilities.
The following has been made as a part of this Master Plan. Its imple-
mentation is the subject of the first pages of this chapter.
It is recommended that bookmobile services be enhanced and extend- ed as the most economical method of providing imnediate and interim library service to the growing suburban areas of the City.
A. Current Pattern of Bookmobile Service.
At present, the bookmobile is operated on a schedule of nine and
one-half hours one week and twelve hours on alternate weeks. Stops are
made in a variety of locations selected because they appear to repre-
sent the most advantageous points of contact with a local neighborhood.
These stops are shown in Figure IV-1. Each is visited on a regular
schedule allowing fran a half hour to two hours, depending upon the
number of people served and the volume of use.
Wednesday afternoons, Thursday mornings, and Saturday mornings. The
present stops include:
Bookmobile days include
Four in suburban residential tracts;
Three in mobile home parks;
One at a children's day care center.
-46-
FIGURE IV-1
PRESENT BOOKMOBILe SIYX”I?
-47-
.- At present, the bookmobile collection is geared largely toward
recreational reading and children's needs.
and the collection is augmented each week with material from the li-
brary's general collections. The bookmobile staff consists of a full
time staff member who devotes a portion of her time to the bookmobile
(approximately the same number of hours the bookmobile is scheduled for
service). She arranges the schedule, oversees the selection of mater-
ials, and drives the bookmobile on its regular runs; she is assisted
by another person - with the duty alternating between several staff
members.
Special requests are filled
Use of the bookmobile varies considerably from one stop to the
next and from one day to another. In some instances it approaches, or
even exceeds, the arbitrary standard for larger bookmobiles of one book
checked out per minute. Use of the bookmobile, in general, has gained
markedly - especially during the past yearr
B. Potential of the Bookmobile.
The success of the bookmobile service to date is modestin com-
parison with its potential. The segmentation of Carlsbad's population,
the system of access roads, and the topography of the City combine with
important demographic factors to provide a natural base for bookmobile
service. This is all the more true since the bookmobile has the poten-
tial for serving as the interim source of library materials and services
until branch library facilities of one kind or another can be provided
a number of years from now. The bookmobile also has the potential for
serving special segments of the population because of the flexibility of
its collections, staff, and schedule. For instance, it can concentrate,
on serving a children's population at one time, a heavy concentration of
retired individuals another time, and then, with some shifting of col-
lections, be prepared to meet the demands of a general neighborhood
group. The schedule, within limits of course, can be set to meet the
times when the maximum number of people at a given stop are desirous of
having access to the library. Because of its mobility, the bookmobile
can bring library services to outlying areas - some of which are rela-
tively remote from the Central Library and, quite often, filled with
newcomers unacquainted with the Carlsbad City Library. In fact, the
bookmobile, as it goes its rounds, may well be one of the most visible
evidences of the fact that the City of Carlsbad does, indeed, want to
serve its residents regardless of where they may live.
The bookmobile has other capabilities which have been proven else-
For instance, the book- where but are not yet established in Carlsbad.
mobile can bring a vastly improved level of service to those confined
to their homes or to institutions because of physical infirmities.
Special service can also be offered minority groups and special groups
such as those represented by laborers in industry. Mobile library
service provides a useful way of testing locations as possible sites
for stationary library facilities. All of these capacities, and more,
are inherent in the Carlsbad bookmobile. Since the bookmobile was a
gift by the Friends of the Library, and the books stogking it are from
the library's regular collections, the cost of bookmobile service is
-48-
minimal - limited to staff and the expense of vehicle maintenance.
Even this latter figure is lessened by the fact that full advantage
can be taken of the City's vehicle maintenance facilities.
C. Expanding the Bookmobile Program.
Given the extensive growth of the City's population and the fact
that large areas of population are expanding in areas geographically
remote from the present Central Library, every effort should be made
to capitalize on the unique capacity of the bookmobile to bring li-
brary service to these areas in an economical manner. To succeed in
this the library must convert the bookmobile operation to full time
status and reorganize the necessary support services in the Central
Library. Therefore, it is recommended that:
1. Expanding Bookmobile Service.
The first step in expanding the bookmobile program is to
recognize it as a full time effort requiring a corresponding
commitment of staff and other resources. Because bookmobile
service is an intensive, personal sort of service, the staff of
the bookmobile must be clearly interested and able to meet the
wide variety of needs which will emerge at the various stops.
There is a wealth of experience accumulated by libraries over
many years to prove this point. Bookmobile users expect to see
familiar faces each time the bookmobile makesits appearance and
be able to depend upon the assistance given by those staff mem-
bers. The staff, on the other hand, must be very knowledgeable
about a large range of reading materials, capable of handling
information and reference queries, and able to relate equally
to users ranging from pre-school children to senior citizens and
shut-ins. Above all, they must enjoy their work.
Given the diversity of users at the various stops and the
limited contents of the bookmobile, it is necessary for the book-
mobile staff to have sufficient time available to select and
stock the vehicle in keeping with the interests of those they
will be serving.
amount of follow-up work to fill special requests, work on refer-
ence questions, etc. Necessary records must also be maintained.
All of this involves appreciable staff time devoted to tasks
which require the attention and concern of full time staff.
a beginning, it can be assumed that about one hour will be needed
at the library for every three to four hours the bookmobile
spends making stops in the community. This ratio can be adjusted
as a result of experience over an extended period of time.
In addition, there must be time for a certain
AS
2. Increasing Bookmobile Stops.
The number of bookmobile stops should be increased and the
A number of
amount of time spent at many of them lengthened to afford a
better opportunity for users to meet the schedule.
possible stops have been noted on Figure IV-2. Additional stops
-49-
FIGURE IV-2
RECOMMENDED BOOKMOBILE STOPS
. -50-
are shown in the southeast quadrant, while the location of the stop
serving the northeast area beyond El Camino Real should be shifted
further east as occupation of the large new Chestnut Hills Home
tract proceeds. Later, another stop will be necessary further east
to serve the first residents of the projected Lake Calaveras Hills
development.
Airport Road as new tracts develop there. The establishment of
each such stop should be preceded by door-to-door canvassing to
determine the probable library needs to be met, the most conven-
ient schedule, etc. The location of each stop will usually require
experimentation within each neighborhood. High visibility, safe
access for children, and general convenience are likely criteria.
No doubt more stops will be needed south of Palomar
A new stop has also been suggested at some suitable location
for serving the somewhat concentrated minority population in the
older part of Carlsbad. Again, experimentation will determine the
best location, the most probable users, and other features. At
least one member of the bookmobile staff serving this particular
stop should be bilingual and bicultural.
3, Improving Support Services.
Besides providing full time staff, the library must improve
other elements of the bookmobile support services. For instance,
the bookmobile staff must have an operations area in the Central
Library located adjacent to the loading dock where materials can
be transferred easily to and from the bookmobile. There is need
for an office/work area for the person in charge of the bookmobile
and a file for records, etc. A telephone is necessary so that
the bookmobile librarian can make necessary calls to bookmobile
users and to carry out other aspects of bookmobile service and
managemen t .
4. Improving the Bookmobile Collections.
By and large the bookmobile's collections should be changed
to meet the particular interests and needs anticipated at each
stop. Space for materials is so limited that only material most
likely to be of interest should be carried.
users are like all library users in wanting popular new books,
among other things. Therefore, it is essential that a quantity
of these be available without subjecting the user to long and
trying delays. Similarly, the variety of materials offered
should manage to cut across as many potential interests as pos-
sible. This can best be accomplished by shelving the materials
according to a number of broad catagories of popular subject
interests, and by interfiling hard cover and paperback books,
In some cases - biography, for instance - fiction and non-fiction
may even be intershelved. The subject categories should have
catchy but fully understandable titles, plainly labeled on the
respective shelves,
Most bookmobile
-5 1-
The section of shelving at the back of the bookmobile should
be removed so as to allow improved access to the collections on
either side.
change will be more than compensated for by increasing the avail-
ability of space and collections within the bookmobile,
The slight reduction in capacity resulting from this
One or more sections of shelving or display racks might be
used to provide improved visibility for books which are of great
interest such as popular books of a few years ago which readers
will recall but may have missed. Some space should be given to
books covering timely topics such as gardening, cookery, home
improvement projects,etc., which have particular interest in
neighborhood areas filled with newcomers. A few general refer-
ence books should be carried such as dictionaries, an atlas,
almanacs, and a one or two volume encyclopedia. Bibliographic
tools, such as a current set of Books in Print as presently car-
ried, should continue to be a part of the collection to assist
users in identifying titles they need. Every avenue should be
explored to enhance the ability of the bookmobile to provide a
high degree of effective personalized service - the hallmark of
bookmobile service.
The children's collections also need augmentation when sub- -
stantial numbers of children are to be expected at any particular
stop. After the removal of the one piece of shelving as recom-
mended above, children's books may be located on shelving at the
back of the bookmobile and a small throw rug used to create the
impression of a special area, Where the occupancy load will
permit, three or four cushions should be provided to encourage
browsing on the lower shelves. Bookmobile staff should be pre-
pared to conduct brief informal story telling sessions wherever
groups of children can be gathered. An attractive blanket spread
on the ground beneath the bookmobile's awning can provide an
interesting environment. Simple puppet shows requiring few props
will add to the children's experience.
Some audio visual materials should also be available through
the bookmobile. Since excessive heat can warp disc recordings,
tape recordings may be more useful. These take limited space and
can be quite popular. In some instances, a filmstrip projector
with an audio tape can add further dimensions to bookmobile ser-
vice for children.
5, Augmenting Communications,
One of the basic problems confronting boolanobile operations
is the need for improved communications between the mobile unit
and the Central Library. Telephones can be used only if bookmo-
bile staff leave their posts at a scheduled stop or the bookmo-
bile delays its visitation so that staff can locate and use a
phone. Therefore, it is recommended that the bookmobile be
equipped with a simple Citizen's Band Radio which can communicate
with the Administrative Office of the Central Library. Unforeseen
-52-
changes in schedules and stops caused by weather, street repair,
etc., can be transmitted quickly. Reference questions needing
prompt answers can be referred to staff at the Central Library and
the answers relayed back by radio while the user is still aboard
the bookmobile.
be immediately established, reducing the time to service requests,
Not the least advantage of the C.B. Radio is its ability to assist
the bookmobile staff in the case of any emergency.
The availability of books requested by users can
6. Maximizing Public Information.
Because of the high turn-over in population in many residen-
tial areas, the library must assume that a continuing information
campaign will be necessary. This effort will range from the pre-
paration and frequentdoor-to-door distribution of bookmobile
schedules (which can often be handled by a Scout or other youth
group as a community service) toposters for neighborhood gathering
places, newspaper publicity, etc. Radio spot announcements should
be used and TV spots prepared when Community Antenna Television
becomes a reality,
7. Maintaining Flexible Hours of Service.
A great deal of experimentation seems inherent in good book-
mobile service.
tried in many neighborhoods, but also different schedules of hours.
The present bookmobile staff has already learned, for instance,
that some neighborhoods respond better in the afternoon while others
prefer mornings. The day of the week is also important - especially
when a sizable percentage of the residents commute to work Monday
through Friday. In such cases, Saturday mornings and early after-
noons become prime times for bookmobile stops. During the late
spring, summer, and early fall months, residents in some neighbor-
hoods may prefer early evening stops corresponding with their
ability to use the bookmobile after returning home from their jobs,
The best schedule and the length of time required at each stop is
largely a matter for intelligent experimentation. In no way should
a schedule be imposed simply to be in keeping with the "normal"
hours of service at the Central Library or other unrelated condi-
tions ,
Not only must a variety of stopping places be
111. BRANCH LIBRARIES.
Unless library service takes on an entirely new character in the next
few years, there can be little doubt that Carlsbad must plan for several
branch libraries.
recommended - one in each georgaphical quadrant, The intervening years have
brought about conditions which suggest that some modification of this recom-
mendation may be appropriate.
In the previous Master Plan, four such branches were
The recommendations pertaining to branch libraries are as follows:
-53-
1.
2.
3.
It is recommended that the branch service areas indi-cated in Chapter IV be considered as logical settings for future branch library facilities, with the number of branches, size of buildings, space requirements, and precise locations determined by continuing study of relevant factors.
It is recommended that, in general, branch libraries should be conveniently located in or adjacent to commercial retail centers serving several neighborhoods.
It is recommended that unless future development conflicts with the findings and projections of this study, the follow- ing areas be considered prime targets for future branches.
a. The comnercially zoned area imnediately east of Santa Fe Road at the intersection of La Costa Boulevard.
b. The comnercial zone at the intersection of Alga Road and El Camino Highway.
c. The Commercial area proposed for the Lake Calaveras Hi 11s development east of the intersection projected for the extension of Elm Avenue and Tamarack.
d. The area imnediately east of the Fire Department on Elm Avenue.
Before beginning a discussion of each of the branch service areas, it
is important to indicate that the term "branch library" refers to whatever
facility may be used to house the collections, users, accommodations, ser-
vices, and staff required to serve a particular population. In some situ-
ations branch service may be housed in a leased commercial "store front"
building such as a retail store in a neighborhood shopping center. In
other instances a building designed for incremental expansion may be built
for the library's use. The structure can then be expanded as space needs
increase with community growth.
building, its location should always satisfy the cardinal criteria of loca-
tion described in Chapter 111.
Regardless of the nature of the branch
In the pages which follow, the potential need for branch library service
in each quadrant of Carlsbad is considered. As will be noted in the dis-
cussion, a large number of variables exist which must be reckoned with through
continuous study of each area. Hopefully, the City's computerized CIS capa-
bility will be made available by the Public Works Department and programmed
to assist the library in the difficult task of updating and evaluating perti-
nent data. The correlation of information derived from the automated circu-
lation system (CLSI) may be especially helpful.
A. The Southeast Quadrant.
There seems to be an abundance of evidence pointing to Carlsbad's
southeast quadrant as being the first area to justify branch library
service. This appraisal is based on numerous factors, including the
-54-
"I
number of people already in the service area, its potential for growth,
the existence of demographic characteristics which predict a high li-
brary usage, and the comparative isolation of these residents from the
Central Library.
Figure IV-3.
Traffic Zone Analysis studies. This data, along with a review of the
findings of a special 1977 census of this area, described in Chapter
11, should add significance to the present and potential library needs
of this fast growing population.
Population projections for this area are shown in
These were prepared in 1977 by the CPO as part of its
TABLF: IV-1
POPULATION PROJECTIONS FOR THE: SOUTHEAST QUADRANT OF THE CITY
ZONE CPO TRAFFIC
ZONE ANALY-
SIS NUMBER 1975 1985 1995
No. % No . % No. %
A 6803 366 25% 3,309 37% 8,939 48%
B 6808 197- 13% 1,255 14% 2,245 12%
C 6 806 360 24% 2,363 27% 4,139 22%
D 6101 566 38% 1,953 - 22% 3,407 - 18%
TOTAL 1,489 100% 8,880 100% 18,730 100%
From an estimated population of 1,489 in 1975, the number of
people living in the southeast quadrant of the City is expected to
rise rapidly to 8,880'in 1985 and 18,730 in 1995.
beyond 1995 have not been made.
IV-3 and in Table IV-1, it is interesting to note that by 1995, Zones
A and B, which lie north of San Marcos Creek,areexpected to contain
60% of the population in the quadrant, compared to 40% living south
of the Creek. The importance of this is several fold: (1)) the San
Marcos Creek, with its golf course and open space, creates a natural
division between those living north and south of it, (2) at the pre-
sent time, no roads are projected to tie these two segments together
other than Rancho Santa Fe Road on the east and El Camino Real on the
west; this, in effect, will create two communities within #is quad-
rant. Since ease of access is a major concern in the location of li-
brary facilities, it seems apparent that there is no single location
which can provide equally convenient access to all residents of the
area. This has given rise to the recommendation of this study that
the southeast quadrant must eventually be served by two branch librar-
ies as described in the following pages.
Estimates of growth
In studying the information on Figure
As indicated in the preceding section of this chapter, this area
is currently receiving some library service through one bookmobile
stop made Saturday mornings each week at a small park located on
Levante Road a half mile or so west of Rancho Santa Fe Road. This has
-55-
FIGURE IV-3*
PREDICTED POPULATION PROJECTIONS FOR THE SOUTHEAST QUADRANT
OF CAlUSBAD ACCORDING TO THE SAN DIEGO COMPREHENSIVE
PLANNING OFFICE TRAFFIC ANALYSIS PROJECTIONS
Equivalent CPO Traffic
Analysis Zone Number
Zone A --___--___________-_--------------__ 6803
_-
TOTAL POPULATION
1975 ---- 1,489
1985 ---- 8,880
1995 ---- 18,730
'! \ -
*For ease of reference the CPO traffic zone numbers have been converted
arbitrarily to letters; a conversion table is included above.
-56-
proven to be one of the bookmobile's most Popular stops, attracting
both adults and children during its two hour stay.
ing rapidly. However, a study of the addresses of those using this
stop on a typical day indicates that most Of the users live within a
radius of less than a half-mile of the stop, Therefore, to serve other
neighborhoods in the southeast quadrant it has been recommended that
the number of bookmobile stops be increased. Figure IV-4 shows the
general locations of these. They would serve such subdivisions as
Rancho Ponderosa, Monarch Place, Kings Way, Santa Fe Crest, Rainbow
Ridge, Coventry Homes, Sagewood, Chaparral Hills, and Seaport. Other
stops should be added as new subdivisions occur. While .the bookmo-
bile cannot offer library service equivalent to that provided in a
branch, it does make limited access to the resources of the Carlsbad
City Library possible until such time as a branch library is feasible.
Patronage is grow-
The decision on when and where to locate the branches in the south-
east quadrant should be based upon population in the potential service
area, inprovement of access roads, and the development of locations
which will be conducive to good library access and usage. Branch li-
braries usually prove most-used when they are located where neighbor-
hood traffic patterns converge, This often marks the spot chosen for
other neighborhood facilities such as grocery markets, professional
offices, etc., catering to the surrounding residents. Geographical
centrality is far less important than convenience of access. School
sites seldom make good branch library locations because they do not
meet these essential criteria and are primarily familiar to those
parents who are responsible for transporting children to and from
school, They are seldom popular after school hours when branch li-
braries normally receive their heaviest use.
1, Locating Branch No, 1.
According to the Carlsbad City General Plan, one location
within the southeast quadrant merits special attention as a po-
tential library site, Identified in Figure IV-5, it is situated
in a commercial zone projected as occurring immediately east of
the junction of La Costa Avenue and'Rancho Santa Fe Road, This
is presently designated as a neighborhood and community commer-
cial zone with professional and related commercial zoning adjoin-
ing on the north.
encircle much of this development providing an even larger poten-
tial patronage.
beyond this to the city limits more than a mile away to the east
and south.
living within the city limits and south of San Marcos Creek by
1995, The number of people, plus their comparative isolation,
makes this a prime spot for a branch.
Medium to high density residential units will
Single family residential units are planned
The CPO projects more than 7,000 people will be
This site is also located within easy walking distance of
These are indicated on several schools planned for this area,
Figure IV-5 with the letter "E" standing for proposed elementary
schools and "H" for a high school.
-57-
-58-
_- FIGURE IV-5
PROPOSED SCHOOL LOCATIONS IN BRANCH NO. 1 SERVICE mA
...I
Proposed Branch Library No. 1 (9
Proposed High School 0
Proposed Elementary School
-59-
The convergence of local streets and highways onto this site
further recommends it. La Costa Avenue is a major collector for
the entire neighborhood to the West, while Rancho Santa Fe Road '
will provide convenient access for those living north and south.
Roads as yet unplanned will undoubtedly radiate from the shopping
center to interconnect the tracts expected to develop east and
south of Rancho Santa Fe Road. If a collector street should even-
tually be constructed to tie together the residential areas north
and south of San Marcos Creek, the potential population within
convenient range of this branch would be further increased. It
is expected that public transportation will use this commercial
mode as a major stop and, perhaps, as a transfer point providing
still further convenience in traveling to and from the library.
It is expected that the branch located here will be very well
Further study will be needed to monitor population growth used.
as it occurs in this area and to determine space requirements.
However, at this point, given the size of the service area and
the apparent composition of the population to be served, it would
appear that a branch library of 5,000-7,500 square feet may even-
tually be required. The library building should be designed for ~
incremental additions to reach - or exceed - this size if necessary.
The location, site, and parking space available to Branch No. 1
must be carefully chosen with this ultimate size in mind. The
branch library should contain space for 15,000-25,000 volumes, plus
appropriate non-print materials. There will be a need for a strong
children's and young adult department as well as for adult services.
Space for programming will be very important, including story hours
and cornunity library programming for young people, families,
adults, and special interest groups.
In selecting a site for Branch No. 1, officials should search
for a convenient location which (1) has high visibility from ap-
proaching streets, (2) is easily and safely accessible to both
vehicular and pedestrian traffic, (3) has adequate adjacent park-
ing, and (4) is large enough to accommodate the building in its
expanded form and size.
functional and distinctive.
The building's design should be both
Since it is projected that some three to five years will prob-
ably elapse before this commercial center is developed, it would
seem that the establishment of a branch library at this location
should follow a similar schedule - except that City Officials
should acquire the necessary land as soon as final plans for this
center are approved.
2. Branch No. 2.
Given the topography and street system in the southeast
quadrant - as well as the distribution of population and the
factor of distance - a second branch library will probably be re-
quired to serve residents north of the San Marcos Creek. A study
of the streets and highways in this area indicate that collector
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c
streets bring traffic from west as Well as east and deposit it on
El Camino Real.
the area between Palomar Airport Road on the north and san Marcos
Creek on the south. These include Alga Road, already partly
built, and a continuation of Poinsettia Lane which has yet to be
developed much beyond 1-5. The Carlsbad General Plan presently
provides for a neighborhood shopping center at the intersection
of Alga Road and El Camino giving this location increased poten-
tial as a site for Branch No. 2.
Two major east-west roads are projected through
Figure IV-6 indicates the portions of the Traffic Analysis
Zones provided by the Comprehensive Planning Office which lie
within what might be considered to be the service radius of Branch
No, 2. Assuming a somewhat even distribution of the population
projected for this area, the number of residents may reach 6,194
by 1985 and 14,722 by 1995.
Plan, Branch No. 2's service area may include as many as four ele-
mentary schools, one junior high school, and one high school, plus
a portion of another high school district.
of these schools as they relate to the proposedBranch No. 2 li-
brary site is shown in Figure IV-7.
According to the Carlsbad General
The planned locations
If the population figures projected by the Comprehensive Plan-
ning Organization are reached, Branch No. 2 will have a sizable
and potentially active user population. In fact, the 14,722 resi-
dents predicted for 1995 is about half of the City's current popu-
lation.
As noted in the discussion of additional bookmobile stops, a
new stop is recommended at the location suggested for Branch No. 2,
By 1985, assuming the population projections are reasonably accur-
ate, the Library should either open a store front library of 3,000-
5,000 square feet of the initial increment of the future branch
library building. As in the case of Branch No. 1, this branch
building must be designed for incremental expansion to permit
growth commensurate with that experienced in the service area,
and similar location criteria should also be followed. The prob-
lem of easy and safe access may be of even greater importance here
due to the topography of the adjacent area, the need for high
visibility, and the nature of the intersecting highways. Further
study will be needed as thisareacontinues its development.
B. The Southwest Quadrant.
The southwest quadrant of the city runs generally from Palomar Air-
port Road south to the southern city limits bounded by the ocean on the
west and El Camino on the east. It is an area with wide diversity of
use ranging from agriculture to specialized commercial zones for the
Carlsbad Car Country complex along 1-5. The nature of future develop-
ment in the southern portion of this quadrant is tied to the unknown
destiny of Bataquitas Lagoon.
space program, residential development on lands overlooking the lagoon
If this remains a vital part of the open
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seems almost certain. However, commercial development might bring other
uses to some 9r all of the adjacent areas. Residential development
along thecoast,in turn, will be deeply affected by restrictions applied
to the coastal zone. Even so, the San Diego Comprehensive Planning
Office is projecting a population of 4,683 living between the bluffs and
1-5 by 1995. be augmented by a sizable number of people liv-
ing east of 1-5. In total, population could number 8,221 by the year
1995 if projections prove accurate.
This will
TABLE IV-2
POPULATION PROJECTIONS FOR THE SOUTHWEST QUADRANT OF THE CITY
ZONE 80 TRAFFIC
ZONE ANALYSIS 1975 1985 1995
NUMBER No. % No. % No. %
E 6705 7 40 67% 3,666 5 3% 4,683 40%
F 6706 368 33% 3,261 47% 7,076 60%
TOTAL .~ 1,108 100% 6,927 100% 11,759 100%
-- - ~
As Table IV-2 indicates, the CPO office has divided the southwest
quadrant into two traffic zones for the purpose of population projections.
These have been indicated on Figure IV-8 as Zones "E" and "F". The num-
ber of people living in this southwest quadrant will increase according
to these projections from an estimated 1,108 in 1975 to 6,927 in 1985
and 11,759 in 1995. Because of the topography of the area and the pro-
jected pattern of collector streets, it is expected that about half of
the population in Zone F will relate to the southeast quadrant so far
as shopping and other activities are concerned. For this reason, this
portion of the population has been considered as falling within the
service area of Branch No. 2 which has a suggested location at Alga Road
and El Camino. By 1995, this would leave approximately 8,176 people
living in the strip bordering either side of 1-5 to be provided library
service in same manner. How this will be done will depend a great deal
upon the pattern of development, the ultimate location of residential
and commercial areas, and the demographic characteristics of the popu-
lation as they relate to library service requirements. The recent pin
map study showed strong representation from residents of this quadrant
except for those living south of Poinsettia Lane on both the east and
west sides of 1-5.
stops as new housing occurs, should provide reasonable interim service.
Bookmobile stops in these areas, plus additional
Most of this area is zoned for medium to medium high density resi-
dential growth. No schools are projected in the area between 1-5 and
the ocean, although three elementary schools and a junior high are plan-
ned tentatively a mile or so east of the freeway. This indicates the
probability of a limited number of children in the library service area.
The planning for a branch in this area - if one is ever needed -
will have to be preceded by convincing evidence that such a branch
,- FIGURE IV-8
POPULATION PROJECTIONS FOR THE SOUTHWEST QUADRANT OF CARLSBAD ACCORDING TO
THE SAN DIEGO COMPREHENSIVE PLANNING OFFICE TRAFFIC ANALYSIS PROJECTIONS
ZONE
EQUIVALENT CPO TRAFFIC
ANALYSIS ZONE NUMBER
Total Population Projected for the
Southwest Quadrant:
1975 - 1 , 108
1985 - 6,927
1995 - 11,759
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library facility will not excessively duplicate other library facilities
and will generate sufficient use to justify its capital and operating
costs.
3,000-5,000 square feet, will most likely prove more than adequate.
Since the population along the east side of this quadrant will most
likely find the Branch No. 2 more convenient, it would seem that branch
service to this section of Carlsbad has the lowest priority.
A leased store front, or a building in the neighborhood of
C. The Northeast Quadrant.
The northeast quadrant of the City embraces a large area of land,
much of which will probably remain as open space, agricultural land, or
be limited to developent in very low density multi-acre estates. Pop-
ulation projections by the CPO are shown for this quadrant in Figure
IV-9. Projected growth will occur, it seems, at a fairly steady rate
with 7,625 residents by 1985 and 13,212 by 1995.
TABLE IV-3
POPULATION PROJECTIONS FOR THE NORTHEAST QUADRANT
OF THE CITY ACCORDING TO TRAFFIC ANALYSIS ZONE FIGURES
BY SAN DIEGO COMPFU3HENSIVE PLANNING OFFICE
ZONE 80 TRAFFIC
ZONE ANALYSIS 1975 1985 1995
NUMBER No._. . % No. .% No. %
G 7101 1,846 49% 3,534 47% 6,527 49%
H 7102 1 , 948 5 1% 3,529 46% 5 , 028 38%
I 6807 -0- 562 7% 1 , 657 13%
TOTALS 3,794 100% 7,625 100% 13,212 100%
The figures in Table IV-3 show that the population will be split ap-
proximately fifty-fifty between Zones "G" and "H" , with only a small
number of people living in Zone "I". It would also appear that growth
will proceed at about the same rate in both of these zones, with Zone
"I" contributing little to the population until after 1985.
For the foreseeable future, the most important factor for the
future of library service in this quadrant is the proposed Lake Cala-
vera Hills project which is expected to be a phased development with
completion occurring anywhere from five to fifteen years from now,
depending upon the residential market.
includes a commercial center with adjacent professional and service
zoning. The size and sophistication of this commercial center will
depend in part upon its accessibility to those living beyond the bound-
aries of the Lake Calavera Hills development. In the Lake Cabera
Hills Cost-Revenue AnaZysis prepared for the City by Levander, Pat-
ridge and Anderson, Inc., and presented in August 1977, this statement
is made concerning the probable impact of the development on library
services :
Planning for this development
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.
Lake Calavera Hills in itself will not require the development
of a branch library. a much broader base than the project, alone.1 If a branch is located here, it will serve
While this may be true if only the number of people to be served
is considered, other factors imply that a branch will be needed. The
major consideration will be the distance between these residents and
the Central Library. Sometimes there is a tendency for residents of
planned communities such as this to resist integration into the larger
community - identifying instead with the local neighborhood. There-
fore, it seems important to assume that a branch library will be neces-
sary and a desirable site in the commercial center should be chosen as
early as possible. By the time the population reaches 5,000 the first
increment of the branch should be ready for operation, replacing the
bookmobile stops which will have preceded it. Incremental expansion
of the building can then occur as population growth continues and as
experience indicates.
the library will be deeply affected by its accessibility to others
than those who live within the confines of the Lake Calavera Hills
tract. The same criteria for site and for building should prevail
here as have been given earlier, with emphasis upon high visibility,
easy and safe access, and a building designed for incremental expan-
sion.
Like the surrounding commercial area, usage of
D. The Northwest Quadrant.
The northwest quadrant of Carlsbad consists of what is sometimes
referred to as "Old Carlsbad" and is made up primarily of the area
which comprised the original City. Physically, it extends from Buena
Vista Lagoon on the north to Palmar Airport Road on the south and
eastward from the ocean to El Camino Real.
Organization's population estimates for the Traffic Analysis Zones in
this quadrant are shown in Figure IV-10 and Table IV-4.
The Comprehensive Planning
Referring to Figure IV-U.', it is apparent that the bulk of the
"Old City of Carlsbad" lies within zones "J" and "0".
zones accommodated 89.9% of those living in this quadrant, compared
to 73.2% predicted for 1995.
the greatest increases in population will be in Zones "L" and "Q".
Growth of population in Zone
movement of population.
In 1975 these
Examination of the table indicates that
"Q" is also indicative of the southerly
At present, library service for the northwest quadrant is supplied
by the Central Library on Elm Avenue.
remains in or reasonably near its present location it will undoubtedly
continue to serve in this capacity.
were to be moved at some future date to a location south of Hedionda
Lagoon and east to El Camino Real, population and other factors such
as convenience of access would require a branch.library on an accessible
site inthisquadrant of the City. For this reason, the recommendation
So long as the Central Library
If, however, the Central Library
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TABIX IV-4
POPULATION PROJECTIONS FOR TRAFFIC ANALYSIS ZONES
IN THE NORTHWEST QUADRANT
ZONE CPO TRAFFIC
ZONE ANALYSIS 1975 1985 1995
NUMBER No. % No. % No. %
J 7408 2,405 15% 2,440 12% 2,447 10 %
K
L
7409 2,212 14% 2,186 11% 2,147 9%
7508 2,747 17% 3,336 16% 4,006 16 %
M 7509 1,063 7% 1,934 10% 2,785 11%
N 7410 2,683 17% 3,276 16% 3,212 13%
0 6701 3,161 20% 3,225 16% 3,819 15%
P 6702 586 4% 748 4% 883 4%
Q 6704 1,007 6% 3,120 15% 5,869 23%
TOTALS 15,864 100% 20,265 100% 25,168 100%
-
made in the 1973 Master Plan concerning the continued use of the pre-
sent library as a branch still has validity, However, unlike the
branch library service discussed for the other three quadrants of
the City, the question of a branch library in the northwest quadrant
can only be resolved as part of the larger question concerning the
eventual location of the Central Library building which is discussed
in the preceding chapter.
Unlike the future population which will be attracted to other
parts of Carlsbad by tract development, those moving into most of
the northwest quadrant will be occupying homes built on the empty
lots presently interspersed with houses in many parts of the area.
This infilling process will be spurred by custom home building and
by investors building a few houses here and there on speculation.
Gradual upgrading of existing housing may occur in some of the older
sections as land values rise. In Zones "J", "K", and "N" where pop-
ulation will be nearly stabilized for the next 15 to 20 years, there
will be sane competition for space between commercial and residential
use.
Even when the population reaches 25,000 or more in 1995, the pat-
tern of distribution is such that the bulk of the population will re-
main in the area north of Hedionda Lagoon. Therefore, since the pin
map study indicates that the library in its present location appears
to draw rather uniformly from this entire area, it seems that the
library outlet might well remain on or near this site, In any case,
the library serving this northwest quadrant must be located on a
street which has direct access to the freeway and which is a collec-
tor street for adjacent neighborhoods. This seems to eliminate all
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IV.
but Elm Avenue and Tamarack, with Elm Avenue having the advantage of
Historic precedent and, for the time being at least, an identity as
a Civic Center.
Given the normal branch library's dependence upon the Central
Library, a branch serving just the northwest quadrant will still be
a substantial facility. There should be room for at least 30,000-
40,000 volumes, plus non-print materials. Reference use is apt to
be heavier in this branch because of its proximity to commercial, pro-
fessional, and governmental offices. Like the other branches, separate
departments will be needed for adults and children. Meeting facilities
will be required to facilitate programming for all ages. A structure
of 10,000 square feet, designed for incremental expansion to at least
15,000 square feet, would seem to be indicated.
Like other branch sites, the one for the northwest quadrant branch
must be convenient and safely accessible to local residents whether
they arrive by motor vehicle, bicycle, public transportation, or on
foot.
since there will be a continuous turnover in population as wel.1 as a
growing number of people to become acquainted with the library's
whereabouts. If the present Central Library building is converted to-
another use and no longer available as a branch library, it would
appear that the best location for the branch library would be on the
south side of Elm Avenue east of the Fire Department.
Visibility is very important for this branch as it is for others
CONCLUSION.
This chapter has presented a review of the potential needs for library
extension service for the City of Carlsbad. It has been reasoned that
bookmobile service be intensified-during the next several years until cer-
tain conditions make branch libraries practical. Four branch libraries
have been recommended; two of these will serve the growing population of
the southeast quadrant, the third would be located to serve the people in
the northeast quadrant, and the fourth would replace service now provided
by the existing library.
increases will require a branch in the southwest quadrant of the City.
Prior to 1995, it seems doubtful that population
The planning for branch libraries must be considered a continuing
process with close cooperation maintained with the City Planning Depart-
ment and other agencies which can provide information on which rational
decisions can be made.
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CHAPTER V
MASTER PLANNING THE INTERNAL RESPONSE TO GROWTH
,-
While focused on library facilities, certain points have arisen during
the course of this study which relate to both facility development and the
on-going operations of the library. These are the subjects treated in this
chapter. Obviously, the Carlsbad City Library cannot expand its facilities
in accordance with the recommendations of this Master Plan without making
fairly substantial internal adjustments. By considering them at this point,
it is hoped that adequate planning and preparation can be undertaken in
time to avoid unnecessary problems in the future.
I. ORGANIZATION OF THE LIBRARY.
Looking toward the future, it becomes apparent that the library must
work toward a somewhat different organizational structure. Therefore, the
following recommendation has been made:
It is recommended that the library's organizational structure - be modified to reflect the changing scope of library operations and to assure the advantages of a strong chain of comnland, good communi- cations, increased accountabi 1 i ty, and the necessary capacity for planning and decision making.
A diagram of a proposed organization chart is shown in Figure V-1.
intent is to reflect the changing scope of libraryresponsibility while im-
proving the organization's capacity for service.
isions to four permits a strong chain of command and a limited span of
control to improve communications and increase accountability. All of this
is in recognition of the library's need to increase its capacity for plan-
ning and management. It is important to note that Figure V-1 illustrates
the organization of operational responsibilities and is not a staffing chart,
per se. To be implemented, a personnel organization chart must be devel-
oped along with whatever changes in position specifications and classifica-
tions as may be indicated, These steps were considered as being outside the
scope of this study.
The
Keeping the number of div-
A. The Library Management Division,
The Library Management Division should be charged with the respon-
sibility for the management, planning, and coordinating of library
services. The personnel of this division is also directly responsible
for the implemention of policy, goal setting within the contextofMBO,
evaluation and review of all library operations, services and proce-
dures, and other managerial and administrative duties. For the moment,
the management division consists of the city Librarian, the Adminis-
trative Assistant, and clerical support; the Collections Coordinator
and the three Division Heads should be a part of the management team
although each has a separate area of line responsibility in addition.
The experience of other libraries indicates that as the size and
t
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complexity of operations increase, additional management expertise must
be made available, either through close cooperation with related City
departments suchas personnel and finance, or by creating library staff
positions in these and other areas of management.
B. Collections Development.
Shown as a staff rather than a line activity in this organiza-
tional plan, the responsibility for the development of all library col-
lections is centered here. While responsibility may be delegated, this
office must retain the overall capacity and authority for formulating
and implementing plans to create and maintain library collections which
will enable the library to properly meet public need. In view of the
lead time required for assembling the branch collections which must be
developed in the near future, these duties are all the more imperative,
In keeping with the recommendations made later in this chapter concern-
ing Management by Objectives, specific goals should be set for collec-
tions development activities which will enable progress to be evaluated
at critical points.
C. Public Services Division.
It is proposed that the responsibility for public services-to all
age groups be concentrated in a single division. This will provide for
improved communications and coordination of activities and eliminate
the possibility of unnecessary duplication which might otherwise occur
as the library system expands.
In this division-would be found separate elements concerned with:
1. Work with children and young adults
2. Reference and Information Services
3. Readers' Advisory Services
4. Service to business, industry and government
5. Special group interests such as local history,
genealogy, and art.
The person directing activities in this division would be respon-
sible for coordination and communications both within the division and
between the division and other parts of the library organization.
Specific goals should be adopted in accordance with Management by Ob-
jectives practice.
sponsible for providing services in the branch libraries as they evolve.
Personnel staffing this division may also be re-
D. Technical Services Division.
The Technical Services Division would be responsible for the
management of library materials once they have been selected.
responsibility would extend to acquisitions, cataloging, classification,
This
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processing, collections maintenance, inventory control, and circulation.
Since the Carlsbad City Library is already using an automated system
€or its cataloging and classification and is in the process of instal-
ling an automated circulation system, the grouping of these functions
in the Technical Services Division will place all automation under a
common division.
fits of automation and assist the library staff in using information
obtainable from these automated systems for management purposes.
Technical Services Division is especially susceptible to goal achieve-
ment as practiced under Management by Objectives.
This should enable the library to maximize the bene-
The
E, Extension Services Division.
The responsibility for planning and managing the various extension
efforts required of the library will be vested in the Extensions Divi-
sion. At present, extension activities are limited to the boolanobile
and to services for shut-ins. However, beginning immediately, these
services should be expanded and planning begun for future branch devel-
opment. This division should also initiate an expanded program of
outreach services to the minority groups in Carlsbad and to those who
are in institutions. Cooperation with other parts of the library organ-
ization will be a key factor in the success of this division since
staffing will be supplied primarily from the Public Services Division
and materials secured through the related efforts of Collections Devel-
opment and Technical Services.
climate for maximizing personnel potential and utilization.
Such interdependence should create a
11.. MANAGEMENT BY OBJECTIVES (MBQ) .
The library is fast reaching the point where more sophisticated manage-
ment techniques will be useful in improving productivity and guiding the
agency toward specific goals. For this reason, the following recommendation
is made:
It is recomnended that because projected growth will make heavy demands on library personnel, the library should utilize the princi- ples of Management by Objectives (MBO) to stimulate production capac- ity and achievement.
Shorn of the mistique which tends to surround it, MBO in its simplest
form is a system of setting goals toward which progress can be evaluated.
Unfortunately, some libraries which have attempted to use MBO have become so
involved in the effort to quantify goals that they have lost this essence
and, therefore, have failed to reap the benefits. It should be said at the
outset that the value of many aspects of library service are qualitative in
nature and cannot be quantified satisfactorily.
On the other hand, there are many more areas in which goals can be set
For instance, a goal such as the and progress measured in realistic terms.
following is unobtainable since it is beyond the control of the library:
"During the year, we will reduce the number of overdue books by 25%."
the other hand, it would be valid to establish an objective such as, "We
will reduce the time required to send overdue notices by 10% per notice
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through improved work methods."
are all capable of evaluation and manipulation.
The factors controlling success of failure
MBO is important also because it provides an opportunity for library
staff to participate in management to the degree that they assist in estab-
lishing the goals toward which they agree to work.
about greater understanding of the library's objectives, procedures, and
operations, and often results in improvements since regular evaluation of
progress toward established goals sets the stage for creating and testing
alternate methods. In a library as receptive to change as the Carlsbad
City Library has always been, MBO can serve as a further catalyst in the
continuing effort to improve productivity essential to the effective de-
livery of library services.
This usually brings
The inauguration of MBO will probably require in-service training of
all staff in MBO objectives and techniques. The costs of such training should
be minimal compared to the results which can be anticipated in increased staff
productivity - all the more important in these post-Proposition 13 years.
Working with the Library Board and others perhaps, the Library Administration
will need to re-evaluate &he library's overall goals and objectives in the
community, including the-recommendations made in this Master Plan Study.
Then, using these goals and objectives a5 the framework, staff members in
individual departments can confer and recommend specific goals for their
particular areas of work as well as a schedule and method of measuring pro-
gress. Experience elsewhere indicates that at first, simple, achievable goals
should be set which can be reached in a relatively short period of time -
perhaps three months or so. As the staff's experience with MBO grows, then
goals can become more ambitious and stretch further into the future. Even-
tually, they should become a basic part of the library's operations and be re-
flected in the annual budget.
MBO requires all workers to analyze their own jobs and attitudes; they
are held responsible for the goals they set for themselves and are subject
to a higher level of peer pressure. MBO is far from a panacea and is sub-
ject to failure if given less than whole-hearted and sympathetic support
from leadership in the organization. Onthe other hand, it is eminently
worthy of the effort required to implant the system as one of the more signi-
ficant methods of gaining the advantages of participatory management.
111. AUTOMATION.
The Carlsbad City Library has already taken two significant steps in
automating library operations. The first of these was the implementation of
the Ohio College Library Center's system (OCLC) for automated cataloging and
classification.
markedly increased productivity in the Technical Services Division, jumping
in one year from about 6,000 items to more than 13,000. Now, the library is
in the beginning stages of inaugurating the as1 autcnnated circulation system.
Experience elsewhere indicates that when the installation is completed, it
will substantially reduce the direct costs of handling circulation while
improving service to the public and creating a new tool for management in-
formation.
two automated systems, the following recommendation is made:
The value of this system to the library can be read in
,
Because the library has already justified installation of these
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It is recommended that the library take full advantage of the automated systems it has installed for cataloging and for circula- tion control, both to improve library operations and to provide
information for management; the library should also seek methods for integrating related information in the City's automated Carlsbad Information System whenever it becomes operational.
Both onc and CLSI are involved in producing a number of sub-systems
dealing with specific aspects of library operations. As these become
available, the Carlsbad City Library should carefully evaluate them and
add those which appear to have the greatest potential for improving service
and staff productivity.
cular value since this is an increasingly time-consuming responsibility.
The OCLC system of serials control may be of parti-
While both OCLC and CLSI can be justified on the basis of their primary
functions, the library should take full advantage of these automated systems
as tools of management. This will probably require access to individuals
knowledgeable in these two automated systems and some additional program-
ming, especially for CLSI. Information gained from these automated systems
should supplement - not supplant - that gained from the more traditional
sources such as monthly statistical reports of library activities, depart-
mental reports, special studies, etc. Assembling and analyzing such data
should eventually become a part of the responsibilities delegated to an
Administrative Assistant.
In addition, the library should seek methods of utilizing the informa-
tion capabilities of the City's CIS (Carlsbad Information System) when it
becomes operational. As mentioned elsewhere in this study, quantities of
valuable data concerning present and future demographics for Carlsbad, in-
cluding criteria for facility locations, can be programmed through this
system. Sophisticated manipulation of the CIS should prove to be an adjunct
to managerial planning and for collection development. Borrower registra-
tion information, available as a by-product of CLSI, should be included in
the CIS, and programs worked out for full utilization of this data.
Neither OCLC nor CLSI mark the end of the library's involvement with
automation, of course. In the near future, the library will wish to join
others in having the capability of accessing on-line computer-readable data
bases such as the New York Times, the Lockheed Information Service, and
others. The importance of such on-line access will be magnified as the li-
brary's services to business, industry, and local government grow, These
users often need immediate, up-to-date, complete, and sophisticated responses
to infomation requests, Oftentimes, their needs are too current to have
been published in anything less recent than current periodicals and journals,
technical papers, and government reports. To these users, and others whose
informational needs are involved and technical, access to information data
banks is fast becoming essential for everyday management, planning and oper-
ations.
IV. COUECTION DEVELOPMENT.
Collection development, always a basic consideration, assumes increased
importance for the Carlsbad City Library in view of the enomous growth just
ahead. Not only must the Central Library's collections be strengthened and
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enlarged, but new branch collections must be developed and related to their
individual prospective neighborhoods. This area of management continues as
a crucial challenge to those involved.
lection development, the following recommendation is made a part of this
Master Plan:
Because of the importance of col-
It is recommended that the library further increase its efforts at collections development by bringing to bear information available through the library's automated systems, and goals established in
accordance with MBO.
The enormity of this responsibility has given rise to the ensuing observations
and comments,
Between now and 1995, the library must continue the development of the
Central Library collections in all of their complexities, and may have to
create separate collections for as many as four branches.in the same period.
This is a major task! Within the next decade, the Central Library's collec-
tion could easily merit annual-additions of 14,000-12,000 new titles per year
in the field of hardcover books alone. If branch-libraries are built as con- -
templated, collections of as many as 25,000 volumes will have to be selected
and processed before each canbe opened. Since branch collections must be
carefully constructed around the subject interests indicated by the demo-
graphic profiles of population in the service areas, this is a slow title-
by-title job.
The magnitude of the job can be seen in these gross estimates which
assume the development of four branches by 1995. If each of these is opened
with a collection of approximately 25,000 volumes, a total of 100,000 books
must be acquired, cataloged, and processed, Of this 100,000 - allowing for
a duplication factor of 33% - 67,000 will be individual titles. Assuming
that the first branch collection will be begun in 1980 and the fourth one
completed by 1995, this number would amount to some 4,467 titles (6,666 vol-
umes) per year for 15 years. This is about 3/4 of the number of titles and
volumes acquired by the library in each of the past five years. When added
to the effort required to maintain and develop the Central Library's collec-
tions, the annual acquisition of books, alone, will amount to some 15,000+
titles and 18,000-20,000 volumes per year.
tion were to undergo development at the same time, these figures would be
further expanded.
If more than one branch collec-
Obviously, assembling the branch collections will take careful planning
and implementation by the Collections Coordinator and staff, The library's
automated systems should play an important role in this effort. Either the
OCLC sub-system on acquisitions, or a similar system supplied by a commer-
cial firm, may be needed to expedite ordering and record keeping. A place
must also be found where the branch collections can be assembled, stored,
and safely held until they are needed. No such space exists in the present
building and will have to be found elsewhere.
course, be provided as part of the new Central Library building - but mean-
while, other space will have to be secured.
In addition to the development of branch collections, the library must
accelerate its efforts to improve the Central Library's collections.
Storage space should, of
The
-79-
dimensions and complexities of this task constantly increase as the numbers
of new titles published each year grow, and as the revolution in media con-
tinues.
materials in the various media complement one another, avoiding unnecessary
duplication, similarly, there should be centralized coordination of col-
lection development for materials selected for all age groups. This effort is the natural responsibility of the person charged with collection coordin-
ation.
It is important that all col~ections receive coordination so that
In addition to using other sources of information, those responsible
for collection development should utilid'programs which will link the col-
lection data available through the OCLC system with user information derived
from CLSI automated circulation system and demographic details contained in
the City's CIS (Carlsbad Information System). The integration of management
information data available from these three sources should provide a unique
capacity for matching collections with current and potential use.
Meanwhile, remedial work on the Central Library's current collections
must continue. A recent study by the Collections Coordinator, for instance,
has shown that one-third of the library's users reported in a survey that
they could only "sometimes" or "rarely" find non-fiction titles which they
sought in the library's co1lections.l
ing upon the subject involved. For instance, 86% of those searching for
United States history reported finding what they wanted, while only 18% of
those interested in languages, and 25% of those seeking materials in mathe-
matics, were satisfied with the materials available. The survey indicated
that to improve its capability in meeting public needs, the collections
required substantial improvement in the areas of science, technology, busi-
ness and economics, the humanities, and social sciences.
This percentage varied widely depend-
This conclusion was further supported by an analysis of those titles.
purchased by the library which are recommended for purchase by the small
public library in the 1977 supplement to the PubZic Library CatuZog. Of
the 804 titles recommended, the Carlsbad City Library has purchased 470
titles, or only 58.5%. However, it is important to note that many of these
anticipated high demand subjects established by the user study.
Unfortunately, following the leads established by such means may be
made difficult if post-Proposition 13 budgets seriously curtail the funding
of library collections.
more important if budgets are reduced to avoid, as far as possible, creat-
ing more and/or larger gaps in the present collections.
must be created so that orders can be placed when money does become avail-
able for purchases necessarily deferred now.
Competent collection development will be all the
Extensive files
The importance of creating collections to support library services to
business, industry, and government, as described later in this chapter,
will create further pressure on funds.
to base selection on the value of each item to the potential user rather
It will be increasingly important
Made in June 1978, this study does not reflect the demand generated by 1.
high school, college, and adult students.
during the fall should provide further insight into collection adequacy.
A comparative study to be done
-80-
than upon its price - for instance, one book in a technical field costing
$25.00 or more may be much more important in the long run than acquiring
several books at lesser prices which are of transient worth. collections
development requires thorough knowledge of both the community of users to
be served and the materials available. Balancing these within the annual
budget will require the best efforts of the Collections Coordinator and
the professional staff assigned book selection responsibilities.
V. SERVICES TO SPECIAL GROUPS.
The population of the City of Carlsbad is composed of many groups,
some of which need separate recognition in terms of specialized library
services and collections.
as those concerned with local history, genealogy, and to a'less formal
extent, those interested in the arts.
be developed.
this Master Plan.
Already recognized by the library are such groups
Services to other groups now need to
Therefore, the following recommendation is made as part of
It is recommended that the library provide special library services to certain identifiable groups in the community which have particular needs, including:
a. Business and Industry
b. Local Government
c. Ethnic Minorities
d. The Homebound
A. Services to the Economic:Community - Business and Industry.
Nowhere are the complexities of our times more evident than in
the heavy reliance of business and industry - the economic community -
on information of all kinds. Nor are information resources multiply-
ing any faster or in more varied formats in other fields. Since busi-
ness and industry contribute substantially to the tax base from which
the library is funded, there is legitimate need for adequate library
response. Thus, the strong recommendation in this Master Plan for the
development of specialized collections and services to meet the needs
of the economic community.
To begin with, the nature of the information requirements of busi-
Regardless of size or type, most business and industrial enter-
ness and industry must be carefully established and continuously up-
dated.
prises have certain things in common such as personnel, management,
accounting, taxes, federal, state and local governmental regulations, etc.
In addition, many find mutual interests in subjects such as marketing,
advertising, product development, packaging, etc. Each of these sub-
jects has its own literature, including books, pamphlets, journals,
periodicals, technical papers, government reports, and other items.
The most useful of these must be selected for the library's collections
using the various selection guides and bibliographic tools which are
available. Further, printed matter must be augmented by non-print
-8 1-
materials, including audio tapes, films, video tapes, and any other media
used to convey information.
The library should also maintain collections of the annual reports,
product catalogs, and similar publications of local concerns and their
parent organizations, In some instances, firms will recognize the li-
brary's efforts by donating valuable backfiles of journals and other
materials to the library, thereby broadening access to a wide variety
of technical reports, government publications, etc. An active campaign
to promote such gifts can be very rewarding in terms of the resources
created at modest cost to the library.
However, assembling and maintaining an active collection of such
materials is only a part of the library's responsibilities. In addition,
there must be a conscious effort to provide the kind of in-depth spec-
ialized reference service needed to meet the imperative information
needs of the economic community. Professional staff should be trained
to understand questions in the fields of business and technology.
ther expertise can be made available by creating a resource file of
local specialists who are willing to be called when staff members need
assistance in interpreting a question or finding materials. Such in-
dividuals can usually be recruited without difficulty from the local
economic community with the further advantage of creating a group of
library supporters ,
Fur-
Because speed of response is such an essential factor in providing
information service to the economic community, the library staff must
make every effort to act expeditiously on all requests, providing prompt
response and keeping users informed as to the status of their requests,
The use of teletype, telephone, and computer access to information data
banks is imperative.
Another facet of this service consists of a continuing program of
contact between members of the library staff and the economic community,
Periodic visitation is important because it enables the staff to become
familiar with individual firms and their key personnel, plant facilities
and products. This knowledge, in turn, can be used to great advantage
in interpreting questions, foreseeing probable information needs, re-
ferring items of interest to specific individuals, etc. Such personal
contact is the key to success in this area of service.
Improving the level of library service to the economic community
is not a one-way street. In return, the library will generate support
and continuing interest in library development, Assistance may be pro-
vided in the form of gifts of materials, funds for improved collections,
service as specialized information sources, etc,
As the library begins to develop its services in this area, a care-
It ful reading of the literature pertaining to this field is needed,
will also be important for staff involved with this special service to
observe similar efforts in other libraries, During such visitation,
-82-
*.,- staff should note the reference resources required and the way in which
materials and services are organized to respond
Particularnoteshould be made of the specialized indexes and files
the staff maintains. Three pertinent studies, listed below, should
also be of value.
promptly to queries.
2
B. Service to Local Government.
Specialized library service to local government resembles service
to the economic community in many ways; in fact, a sizable number of
interests are held in cmon such as personnel, management, budget and
finance, accounting, etc. In addition to supplying information re-
sources as the Municipal Reference Library, the library can also serve
as the purchasing agent for local government insofar as the books,
periodicals, and other materials required by departments is concerned.
By channeling these purchases through the library's acquisitions
office, the City may realize additional discounts and achieve better
coordination of purchases.
The library may also serve as the City's archives - a role already-
played in part for one or more departments. Except for records which
must be kept elsewhere by law, the library can maintain archival files
with the same expertise given other special collections. If desired,
this may include cataloging and indexing. Records in all forms should
be included ranging from those in print to maps, photographs, audio
tapes, computer tapes and discs, video tapes, films, etc. When a new
Central Library building is constructed, a special vault area should
be created where these archives can be maintained along with other li-
brary materials needing extensive protection.
to local government, the library staff should make a practice of rou-
tinely calling the attention of City officials, department heads, and
others to items in current literature that relate to local issues
which might otherwise not be seen.
As a part of its service
C. Service to Ethnic Groups
The only ethnic group of any size in Carlsbad at this time con-
While the
sists of the Spanish speaking population.
occupying a.residentia1 area within the northeast sector.
library has made sporadic efforts to improve the use of the library
among these people, usage is primarily with children as a result of a
continuing campaign by the staff of the children's library.
an opportunity to do somewhat more than this, providing it is approached
"George S. Bonn, Technical Infomation for Cazifomia &SheSS and
Sacramento, Cali-
Raymond M. Holt, Focusing Library Service on the Econo~c Corn-
Robert S. Meyer with Gerhard N. Rostvold, The LibPcu?y mrd the
These form a sizable block
There is
Industry: A report to the CaZiforniQ State, Librdan.
fornia, 1966.
ity.. . Del Mar, California, 1971.
Ecmo~c Cmity: Informath Needs of Business and Idus try...
dena, California, 1969.
Pasa-
-83-
correctly, Therefore, it is a recommendation of this study that the
library make a concerted and structured effort to improve its services
to the potential users among the Spanish speaking population of Carls-
bad.
The first step in such a program is to determine the potential
information needs of the Spanish speaking population.
cessful way by which this can be done is through an organized study
of the Spanish speaking community by a librarian with bi-lingual skills
and by-cultural experience.
can become bridges between the library and the minority group, pro-
viding a continuing stream of information concerning needs.
The only suc-
Such a study will provide contacts that
Once the needs have been identified, then the library must develop
sufficient strength in its bi-lingual collections to meet the potential
need. The current collection is far from adequate when measured against
the anticipated need. One or more bi-lingual library staff members
should be available at all times to assist in meeting the needs of
children and adults who can best communicate in Spanish.
As a third step, the library must find ways to publicize the avail-
ability of materials in Spanish and the presence of bi-lingual staff to
provide assistance. This can best be done through contacts with various
community organizations, churches, neighborhood groups, etc. This must
be a continuing effort because of the high turnover of population in the
Spanish speaking community. Emphasis should be placed on the library
as an essential resource for practical information concerning such uni-
versal daily needs as cooking and nutrition, health, child care, family
finances, consumer education, car repair, job training, etc.
The bookmobile might also be used in serving this part of the pop-
Although most of the Spanish speaking population live reason- ulation.
ably close to the present Central Library building, experience indicates
that there are some ingrained barriers to using library facilities,
especially those who speak English poorly or not at all.
ity of the bookmobile,
appeal can be especially effective when staffed by bi-lingual personnel.
Hours of such service must, of course, be carefully coordinated with the
time when the potential users will find it most convenient.
materials may prove especially useful. Some libraries, for instance,
have combined bookmobile stops with the showing of movies outdoors when
the weather is suitable. This tends to draw crowds and increases usage
of materials. Film selected should include those chosen for their in-
formation as well as their entertainment values. The library's collec-
tion of super-8 films might be particularly helpful. In any case, the
Spanish speaking community of Carlsbad offers a distinct and worthy
challenge to the library.
The informal-
and the ability to stock it with books of special
Non-print
D. Service to the Homebound
The Carlsbad City Library has been serving the homebound - or shut-
ins - for a number of years. This much appreciated service enables
-84-
those whose physical condition restricts them, temporarily or indefin-
itely from using the library in person to enjoy library materials.
of the primary Values lies in the recipient's contact with the profes-
sional staff member who is prepared to understand and sympathetically
interpret the individual's library needs. At present, one staff member
devotes a number of hours a week to this service. Boxes of books selec-
ted from the library's shelves are placed in the trunk of a car and
then taken by the armful to the user. The value of this service cannot
be questioned. However, improved methods seem in order. For instance,
it would appear practical to use the bookmobile one day a week for this
service, visiting the homebound and those who may be in convalescent
and rest homes, etc.
bookmobile can select their reading from a much larger collection of both
print and non-print materials. Similarly, the librarian for the home-
bound will have a much larger selection from which to choose when meet-
ing the needs of those who are unable to visit the bookmobile. Use of
the bookmobile should lessen the strenuous physical demands now required
of the librarian, enabling this staff member to devote more time and
energy to the important task of selecting appropriate materials and
filling special requests. A larger number of homebound patrons can be.
served by the bookmobile in a shorter space of time, thereby increasing .
the scope of service.
One
Those who are sufficiently ambulatory to reach the
Staffing the homebound service with the proper individual is of
extreme importance. There is an imperative demand for continuity in
this service; failure to understand this and to rely upon volunteers
has led to bad situations in many libraries. The staff person must be
a sympathetic listenerattuned to motivating reading interests and able
to relate library resources to them.
The homebound are not limited to any one age group; it is neces-
sary for the staff member to work equally well with individuals of all
ages. The requirements for staffing are high, requiring independence
of judgment, a suitable personality, a thorough knowledge of books and
other media, and physical stamina.
VI. CONTRACTS FOR NON-RESIDENT SERVICE.
Like all public libraries which develop a high level of services
in response to their communities, the Carlsbad City Library attracts
numerous non-resident users. The number is due to several facts:
1. As a commercial center with such retail magnets as the Plaza
Camino Real and Carlsbad Car Country, many people who habit-
ually combine their shopping and library trips find the
Carlsbad City Library even more convenient than the libraries
serving their own areas.
2. Many of those who use the Carlsbad City Library but reside *
elsewhere are employed within the City and, therefore, find
the library convenient.
-85-
3. Except for Oceanside, surrounding cotrimunities receive their
library service from the San Diego County Library. Since
the size of collections and levels of service are less than
those of the Carlsbad City Library, library users needing
better resources must find them elsewhere.
At first glance, it would seem that this non-resident use is an
unwarranted burden. However, this is not true. Since many non-resi-
dents are employed in Carlsbad or do their shopping here, these individ-
uals make a significant contribution to the revenues from which the
library is funded.
non-resident as a part of the work force and/or shopping public but
attempt to discriminate against them in terms of using the library
which their taxes help make possible.
It would be illogical for the City to welcome the
However, in the wake of Proposition 13 and the search for ways in
which to augment revenues through fees charged for specific services,
there is a chance that Carlsbad may elect to consider such fees. In
light of this, the following points should be stressed:
1.
2.
3.
4.
5. __
6.
The question of user fees for residents and non-residents is
currently being reviewed by the State and will probably be
the subject of judicial review as well; action should await
clarification.
User fees appear to be contrary to the State Statutes con-
cerned with library systems in California, including the Serra
Regional Library System of which the Carlsbad City Library is
a member and from which users receive numerous important and
necessary services.
There has been a long history of libraries imposing user fees
of one kind or another - especially on non-residents - which
strongly testifies to the very limited revenues obtainable
by this means and the problems which attend its administra-
tion.
Because of the numerous ways in which they can be circum-
vented, non-resident fees are impossible to enforce effec-
tively, expensive to administer, and the source of many
grievances.
The amount of money collected by user fees is invariably far
less than is expected because of the above problems.
Non-resident fees usually apply only to users who register
to borrow materials for home use; the non-resident who reads
material in the library, uses reference materials and ser-
vices, and otherwise uses library collections and services
is untouched by these fees.
If, after careful study, the non-resident use of the Carlsbad City Li-
brary still appears to be unreasonable,an alternative method of addressing
-86-
this imbalance should be sought, such as that included in the recommendation
which follows:
It is recomnended that the City of Carlsbad seek contracts with cities such as Oceanside, Vista, and San Marcos which will provide reimbursement according to a specific formula for the use their re- spective citizens make of the Carlsbad City Library; a similar ar- rangement should be sought with San Diego County on behalf of the unincorporated areas of San Dieguito.
By shifting the non-resident burden directly to the municipality in-
volved, the City of Carlsbad will be forcing recognition of the need for
improved library service in adjacent communities. Further, it will have
designed a method of reimbursement which is much less susceptible to cir-
cumvention, does not discriminate against individuals, and covers use of
any and all library collections and services. Administrative costs are
also much less.
Before launching such a program, however, Carlsbad must first determine
the legality of such measure and what effect, if any, they might have on the
membership of the Carlsbad City Library in the Serra Regional Library System-
Certainly, that System offers far greater potential than do any fees col-
lected from a non-resident charge.
VII. VOLUNTEERS.
The Carlsbad City Library has successfully used a corps of volunteers
working in a variety of activities. This should be continued in the future
as provided in the following recommendation:
It is recommended that the library continue to use volunteers in those activities for which they are appropriate,- and that the organization, training, scheduling, and administering of the corps of volunteers become the designated responsibility of a library staff member .
A corps of volunteers can be very helpful when certain conditions prevail,
including:
a. high motivation
b. aareful selection
c. enthusiastic leadership
d. adequate training
e. limited and specific responsibilities
f. careful scheduling
g. peer discipline and recognition
The "Hospital Auxiliary" is an example of volunteer groups which work
well. Libraries, including Carlsbad City Library,- have had varying degrees
of success with volunteer programs. To maximize the effectiveness of the
-87-
.-.-
program, however, it should become the delegated responsibility of a library
staff member. Using established techniques for forming and managing volun-
teer workers, this staff member should review with other library department
heads and the City Librarian all tasks which might be performed by volunteers.
After selecting those which are most appropriate, volunteers should be re-
cruited using an application and interview method. Those showing greatest
promise and interest should be divided into several small training units
based upon their particular areas of interest, expertise and availability.
Training should then begin SO that satisfactory levels of performance can
be achieved with a minimum of staff supervision,
schedules should be worked out that are acceptable to the volunteers and
beneficial to the library.
program must then monitor the schedule, calling in substitute volunteers
when those regularly scheduled for a particular time are unable to serve.
Finally, a system of recognition must be available to provide for good morale.
When training is completed,
The staff person responsible for the volunteer
One of the keys to a successful volunteer program, of course, is use of
volunteers where they can be most effective. The most frequent complaint, on
the other hand, is that volunteers cannot be depended upon to be available
when needed. While the systematic program developed in accord with this
recommendation should reduce the latter complaint, no volunteer operation
is wholly free of this inherent shortcoming. Therefore,-greatcare must be
taken not to delegate to volunteers those responsibilities which require
staff continuity. Witness again the type of tasks performed by the Hospital
Auxiliary volunteers.
Volunteers, for instance, should not be directly involved in those ser-
vices requiring interaction between the user and the selection of library
materials, or in responding to reference questions.
question as to whether volunteers should be used in situations which may
require interpretation and/or enforcement of library policy. However, there
remains a variety of opportunities for volunteers who wish to work at rou-
tine library tasks assisting, for instance, in the preparation of library
materials for use, repair and restoration of library books, clipping mater-
ials and preparing them for vertical files, preparing and maintaining
special indexes, etc.
There may also be some
In concept and practice, the volunteer program must be for the benefit
of the Carlsbad City Library. Elsewhere, it has sometimes become a training
ground for individua1s:hoping sometime to be employed by the library, In
other instances, the volunteer corps has become a creature all its own with
strong-willed members using the organization as a way of achieving objectives
not necessarily in keeping with those of the library. Within the framework
of this recommendation, the corps of volunteers working for the.Carlsbad City
Library should continue to be a very active and successful part of the work
force. Intelligent use of such volunteers should enable the library to ex-
tend the productivity and usefulness of the regular staff by eliminating much
of the necessary routine activities that otherwise absorb significant quanti-
ties of time and energy.
VIII. SERRA REGIONAL LIBRARY SYSTEM PARTICIPATION,
The Serra Regional Library System, in which the Carlsbad City Library
holds membership, is an integral link in the growing chain of library systems
-88-
and infomation networks spreading across the nation.
this membership 'that the Carlsbad City Library can hope to meet the in-
formation needs of its users.
recommendation is made a part of this report:
It is only through
For these and other reasons, the following
It is recommended that the Carlsbad City Library continue its membership and participation in the Serra Regional Library System, recognizing that this System provides the necessary link to library resources vital to the citizens of Carlsbad.
The complexities of today's world and the volume of information result-
ing from the continuing explosion of knowledge to which people must have
access to makes it impossible for any one library to s.tand alone furnish-
ing all the resources required to respond to any and every legitimate user
request.
ly curtail library budgets everywhere, the ability of libraries to share
their increasingly limited collection resources must be preserved. For
Carlsbad, this means that the Serra Regional Library System is an essential
partner. Further, membership in the System is also warranted because such
funds as may become available through state and federal library programs.
are channeled through library systems such as the Serra Regional Library
System,
Since it appears that the post-Proposition 13 budgets will serious-
Because of its continuing reliance on the resources available only
through the Serra Regional Library System, it is imperative that the Carls-
bad City Library continue to provide leadership and motivation to the System,
The City Library's representative must encourage the Serra System to main-
tain those priorities which address the fundamental needs of library ser-
vices. This requires a careful differentiation between collections and
services which individual libraries may legitimately be expected to supply
and those for which the System should be accountable. In this vein, it is
imperative that interlibrary loan, System reference Service, and daily de-
livery service among System members, be considered basic and essential ser-
vice to be maintained at an effective level even though other System ser-
vices may suffer or be eliminated.
IX. COOPERATION WITH SCHOOLS.
While the' Carlsbad City Library should continue its cooperative activ-
ities with the local public schools and other educational agencies, it is
important for City officials and others to understand that the range of
cooperative effort is limited and that any potential for significant savings
is dubious. For one thing, school libraries are receiving substantial cut-
backs in the post-Proposition 13 school budgets, leading to further depend-
ence upon the Carlsbad City Library by local students for materials to sup-
port their homework assignments.
cooperation are recognized in the recommendation of this study:
The realities of school and public library
It is recommended that the library should continue to cooperate with the various school districts serving Carlsbad residents to the extent that such cooperation is mutually advantageous.
School and library cooperation is becoming much more canplicated by
virtue of the fact that several school districts are involved in providing
-89-
.-
.-
schooling for children living within the City of Carlsbad. Differences in
politics, procedures, resources, personnel, curriculum, and other factors
make cooperation difficult because the Carlsbad City Library cannot provide
a service for children attending one school district which it cannot offer
to all.
For somewhat different reasons, it would be a mistake to permit the
library bookmobile to visit school grounds as a substitute for school li-
braries.
tions and services are quite different than the curriculum-oriented goals of
the schools, public library materials do not necessarily meet the criteria
established for school resources. Further, this is not a proper role of the
bookmobile since its operation on behalf of the schools would remove it from
community service. The City would, in effect, be spending city tax dollars.
for what is an inherent school responsibility. Needless to say, the public
library should continue its many programs of cooperation with the schools to
the extent that such programming is equitable and of mutual benefit.
Since the Carlsbad City Library's objectives for children's collec-
Another aspect of potential public library-school cooperation of inter-
est to some concerns the possible combining or sharing of facilities. Numer-
ous experiments of this nature have been tried because, on the face of such
a proposal, there seems to be decided merit. However, study of these in- -
stances has revealed the following overriding ob jectionsr
.
To be effective, school libraries should be located centrally in
the school facility, while the sites for public library branches
must be visible and accessible to the population of the entire
community .
School library hours must be regulated for thexonvenience of the
teachers and the children; these are quite different from the hours
the general public can best use the library facility.
Library materials selection in the schools is centered in curri-
culum support, while the public library develops general collec-
tions independent of subjects addressed by the schools and re-
sponding to different criteria.
School librarians normally have special credentials including
training in education which public librarians do not necessarily
have; therefore, assistance by children's librarians would be
restricted.
A serious problem in the division of authority automatically
occurs in a joint operation of facilities in which the community
aspects of library service usually become subordinated to the
demands of school children.
Financial arrangements are often difficult because of different
budgeting procedures, funding requirements, accounting systems,
etc.
There is no clear line of authority and responsibility for library
staff who must answer to both school officials and to City officials,
-90-
each group with its own policies, priorities, programs, and under-
standing of objectives and operations.
8.
9.
10 .
11 .
12.
13 .
14.
Keeping a library on school grounds open after school hours, on
Saturdays and during summer vacation and extended school holiday
periods creates difficult problems for maintenance, access and
security of the remainder of the school grounds. This is espec-
ially true in contemporary schools employing the ''open classroom''
concept in which the library (often known as the instructional
media resource center) is situated in the interior of the school
building complex as an intergral part of an open area which cannot
be secured from surrounding classrooms.
Materials for the student must be immediately available to him or
her and not subject to use by non-students; similarly, materials
normally selected to meet the needs and interests of the general
adult public may be inappropriate for students and unrelated to
their needs,
The assumed overlap in school and public library collections, staff- --
ing, and facilities is largely without substance, as close examin-
ation proves; therefore, any savings are questionable. In any case,
economies would be more than balanced by inconvenience, limitations
on collections, and usage, with persistent public dissatisfaction
providing a constant source of misunderstanding between school and
City officials.
Experience has proven that for a variety of reasons, including
those listed here, adults frequently feel out of place using a
facility connected with a school; therefore, adult use is minimal.
The public library facilitymormally provides space for library
oriented programming, small group meetings, etc., which is not
possible in a joint-use facility.
When a joint facility on school grounds is involved, the Super- .
intendent of Schools and the School Board must assume legal re-
sponsibility for a municipal operation attracting the general pub-
lic; this oftentimes has serious connotations for insurance, secur-
ity and maintenance, etc.
Perhaps the overriding consideration is that school libraries and
public libraries have separate and specific purposes which are not
amenable to consolidation.
In keeping with this evaluation, it should be evident that, while
the Carlsbad City Library should continue to make every effort to cooperate
effectively with the school districts serving Carlsbad residents, considera-
tion should not be given the possibility of joint use facilities.
X, GOVERNANCE OF THE LIBRARY.
It was the intent of this Master Plan to consider matters concerning
the governance of the Carlsbad City Library. However, because of questions
-91-
raised during interviews with the members of the City Council and the Library
Board, it is apparent that a problem of governance does exist which affects
library management and could have serious implications for the effective
implementation of the recommendations of this Master Plan. Therefore, it
seems that a recommendation pertaining to this matter is entirely within the
scope of this report.
During the past several years there appears to have been a change in
the governance of the Carlsbad City Library marked by a serious deteriora-
tion in the role of the Library Board.
(1) the loss of stability and independence which occurred when the separate
library tax rate was abandoned by the City, and (2) confusion as to the
authority and responsibility to be assumed by the Board due to the absence
of any clear cut City Council policy clarifying the ambiguous and incomplete
provisions of the relevant state statutes.
It seems that this is due in part to
It is not the purpose of this discussion to explore the whys or where-
fores of this situation, nor to champion one position or another. However,
it does seem fair to call attention to the unmistakable fact that a-number
of City Council and Library Board members alike agree that an unfortunate
situation exists which deeply affects the present and future management of
the library. It would seem to be in the best interest of all concerned that
this be resolved as quickly and equitably as possible. Therefore, the follow-
ing recommendation is offered:
It is recommended that in view of the confusion which is presently
felt, the City Council and Library Board should seek a consensus on the
authority and role of the Library Board in the governance of the Carls-
bad City Library and that the specifics of such an agreement be con-
firmed by formal Council action.
The present situation stems partially from a lack of agreemenkas to
the source and nature of the Library Board's authority. (Except in chartered
cities, library boards normally assume those powers, responsibilities and
limitations provided for in the Education Code, Sections 27301-27456. Un-
fortunately, there are numerous interpretations of the Code's meaning and
only a few passages have been subject to judicial review.)
Regardless of what powers may or may not be assigned the Library Board
by the State Education Code or any other authority, the effectiveness of the
Board is directly related to the character of its relationship with the City
Council.
to achieve common goals, while an adversary relationship is apt to prove
non-productive and an irritant. Many of the misunderstandings which some-
times occur in a Council-Library Board relationship originate in the lack of
clear cut objectives and priorities for the library, agreed to by both the
Council and Board as worthy and acceptable goals. When concurrence has been
reached on the objectives and priorities to be achieved, issues are confined
to procedures for reaching the goals.
A congenial relationship will enable the Board to work in harmony
There are many reasons for a City Council to delegate authority to a
library board, including:
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A. Because of the increasing complexity of other issues facing City
Councils, the existence of a well-functioning library board en-
ables the City Council to rely upon board expertise for the oper-
ations of a highly sensitive and specialized service.
B. A library board provides for the direct involvement and partici-
pation of citizens whose interest, knowledge and actions are
fundamental to developing library resources and services capable
of meeting community needs.
C. Continuity in the pursuit of long term library objectives is more
apt to occw under the guidance of a library board.
D. The library board acts as an effective first line of defense to
turn aside attempts at censorship of library materials and/or the
placing of restrictions on borrower qualifications.
There is general agreement that the effectiveness of the Library Board
is directly related to: (1) a clear understanding of the Board's area of
authority and responsibility, (2) effective lines of communication with the
City Council, (3) appointment to the Board of capable, alert, and-active
individuals with profound interest in library-service-who have the ability
to work with the library administration on the one hand and with canmunity
representatives and City Council members on the other, and (4) the quality
of orientation and continuing education opportunities afforded the Board
*-- members .
Based on observation of similar situations elsewhere, it should be
pointed out that unless the Library Board is given a meaningful role to
play in planning for the library's future and in recommending policies to
govern its operations and management, it is doubtful that competent and
responsible citizens will long remain interested in serving on the Library
Board. In giving their time to civic duties, citizens expect to have their
labors bear direct results. Nor is it equitable to obligate the library
administration to spend significant time and energy working with the Library
Board unless it, in turn, has both some authority and a reasonably effective
relationship with the City Council.
Because of the current status of the City Council-Library Board rela-
tionship, and the facts cited above, it is important that responsible action
be taken soon by the City Council.
accurate and complete official statement describing the role and authority
of the Library Board, it is absolutely imperative that the decisions reached
at this time be recorded as an official act that can henceforth be used as
a point of reference.
replacing Chapter 2.16 of the Carlsbad Municipal Code, thereby correcting
the inadequacies and imbiguities found merein.
specific reference to all applicable provisions of the State Administrative
and/or Education Code. This action will provide a firm base for any future
discussions and/or decisions concerning governance of the Carlsbad City
Library .
In view of the present lack of a concise,
In fact, the City Council should enact-a new ordinance
Such an ordinance must make
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XI. CONCLUSION.
This chapter has been devoted to a number of recommendations concerning
the general operation and programming of the Carlsbad City Library which are
at least indirectly related to library facility development. These items
have included: (1) change in the library's organizational structure, (2)
use of Management by Objectives, (31 expansion and use of automation, (4)
goals for collection development, (5) services to special groups, (6) con-
tractual arrangements between local governments to resolve non-resident use,
(7) the volunteer program, (8) continuation of membership in the Serra Re-
gional Library System, (9) cooperation with schools, and (10) governance of
the library. Specific recommendations and additional suggestions have been
made in each instance for consideration and/or action. These complete the
recommendations of this Master Plan.
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CHAPTER VI
SCHEDULING AND FINANCING LIBRARY FACILITIES
_r-
The purpose of this chapter is to summarize and, in some cases, to
elaborate on the information on scheduling and financing the library facil-
ities recommended in this Master Plan.
scheduling and financing, that only general guidelines can be given for
either.
There are so many variables, both in
I. SCHEDULING
Figure VI-1 provides one possible schedule for library facility devel-
opment.
to change:
It is based upon the following assumptions - all of them subject
A. Central Library.
The Central Library should be constructed as soon as possible on
its new location. Generally speaking, a project of this size will re--
quire approximately three to four years for completion,-beginning
with the decision to proceed and progressing through the programming,
design, construction, and occupation phases. If the project were to
be approved prior to January 1, 1979, the new Central Library should
be occupied in 1981 or 1982. This assumes a traditional schedule
(See Table VI-1) . However, if construction costs continue to rise
steeply, then the City would be well advised to use Construction
Management procedures to reduce the time required for the project
and thereby realize some savings in cost.
The major project steps can be expected to require approximately
the amounts of time indicated in Table VI-1.
ESTIMATED AMOUNTS OF TIME! REQUIRED FOR VARIOUS STEPS IN THE
CENTRAL LIBRARY PROJECT
STEP Estimated The (Months)
Minimum Maximum
Preparation of Building Program 4 6
Architectural Design 12 14
Final Approvals and Bidding Procedures 3 6
Construction
Furnishing and Equipping
Occupation
TCYTAL
12
1
18
3
1 1
36 48
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FIGURE VI-1
TIMF: LINE FOR SCHEDULING CARLSBAD CITY LIBRARY FACILITIES
DATES BY YEARS: 1979-1995
79 80 81 82
- Central
. Library
88
Branch #2 '. -
Branch #3 -
Branch #4 -
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The estimated time, as shown in Table VI-1, is given in ranges showing
what might be considered normal for a Central Library Project of the
size discussed in Chapter 11. Obviously, there are many factors which
might affect the time required for any or all of these factors. None-
theless, the total project time of three to four years seems consistent
with experience.
Among the factors which could have greatest impact on the schedule
are site selection and funding, Projects frequently incur delays in
one or both of these areas. If the site is not chosen before the archi-
tect begins work, only limited progress can be made until selection has
occurred so that topographic surveys and soil tests, etc., can be made,
Similarly, if the project proceeds through programming and/or design
before a method of funding has been established, then it will be neces-
sary to delay further work until finances are available for construction.
Unless the long established spiraling of construction costs changes
in the interim, the project schedule should be kept as short as possible
to reduce overall costs.
time required. The first of these concerns assembling the information
required for the basic decisions which must be made in the early stages
of the..project, while the second has to do with the design and construc-
tion phases,
Two techniques may be used to minimize the
Faced with similar problems, sane cities have successfully used a
task force approach to facilitate the preliminary decisions which the
City Council must make,concerning such elements as site selection,
selection of architects, and method of finance. The task force, ap-
pointed by the City Council, usually consists of representatives of
of the Library staff, the Library Board, the City Council, the City
Administration, and the general public. Matters to be considered are
carefully determined by the City Council and delegated to the task
force as a specific charge, along with a schedule for reporting.
The task force, in turn, may be divided into sub-groups working
on specific aspects of the various topics assigned for research.
instance, one group may assemble information about sites, while another
is working on methods of finance, and a third on a process for select-
ing an architect.
Method (CPM) will enable the task force to interrelate its findings.
For
Using a simple technique such as the Critical Path
Usually, the task force is instructed to report to the-City Council
in keeping with an established schedule,
retains its prerogatives to act as it deems fit on the various findings
and recommendations. However, if the task force has done its work well,
the City Council's deliberations are usually much enhanced and deuisions
accelerated .
The City Council, of course,
Construction management may also be elected by the City Coimcil to
reduce time for construction. This process, which requires careful
adherence by all parties to a well defined schedule, seeks to coordin-
ate design and construction. For instance, construction can commence
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once the basic decisions have been made concerning the size, shape, and
foundation requirements of the building. While site work and founda-
tions are underway, planning proceeds on details of the structure. In-
stead of one general contractor, a number of firms may be involved de-
pending upon the bidding of each stage of construction.
have used this technique report considerable savings in time and money. Cities which
It is imperative that the schedule for completing the new Central
Library project be as short as possible. Long before 1982 the Library,
with its continuing growth, will be extremely overcrowded. The City
will also be incurring additional costs because of the need to rent
space elsewhere for storing library collections, including those being
prepared for future branches. Further, selection of branch sites
should await the opening of the Central Library since the pattern of
usage which will evolve around the new facility may very well affect
both the number and the opthum location of branch facilities. The
schedule for constructing branch facilities may be similarly involved.
B. The Branch Libraries.
Although the numbers 1, 2, 3, and 4 were given the branch libraries
discussed in Chapter IV of this Master Plan, there is no way of knowing
at this time whether all of these will be required, or in what order
they will need to be opened. There are many variables involved. For
instance, a branch library for the northwest quadrant will become al-
most mandatory, assuming the new Central Library building is relocated
on a site along El Camino Real as has been suggested.
ceivably occur before conditions are ripe for branch development in any
of the other proposed branch service areas. Similarly, a great wave of
residential building in the northeast sector could complete the Lake
Calavera Hills project in as few as five years --ten years less than the
full fifteen year period suggested by the analyst as the maximum for
complete build-out of that area. This would apply extreme pressure on
the library to open a branch in the northeast quadrant very soon - in
spite of the fact that this branch was arbitrarily assigned No. 3 in
this Master Plan. The reverse could also happen. For instance, failure
in resolving the present sewage system problem - or a dozen other reas-
ons - could easily postpone large scale tract development in any of the
areas.
for branch library facilities. Likewise, indecision concerning neigh-
borhood commercial development in any of the areas where branch librar-
ies have been suggested could affect timing since these are closely
tied to branch library sLte selection.
This could con- .
This would automatically be reflected in a delay in the need
The library’s ability to absorb additional branch operations and
their costs is still another factor in scheduling branch library devel-
opment.
placement of the branch libraries on the schedule shown in Figure VI-1.
A lapse of two years is provided between the opening of the new Central
Library building and the completion of the first full-fledged branch.
A period of four years is then allowed between branches 1, 2, and 3.
If it becomes necessary to have all four branches open by 1995, this
would leave a three year period for the development of Branch 4.
This, more than any other consideration, has determined the
The steps for developing a branch library facility are similar to
those outlined for the Central Library, However, because branches are
much smaller buildingsandless complex, the amount of time required is
substantially less.
time normally involved in these basic steps.
Table VI-2 provides an estimate of the range of
TABLE VI-2
ESTIMATED AMOUNTS OF TIME REQUIRED FOR VARIOUS STEPS
IN BRANCH LIBRARY PROJECTS
Estimated Time (Months)
STEP Minimum Maximum
Preparation of Building Program 1 3
Architectural Design 6 9
Final Approvals and Bidding Procedures 3 4
Construction 8 10
Furnishing and Equipping 1 3
1 1 Occupation -
20 30 TOTAL NO. MONTHS ........................
Average ........................... -25 Months
~~ ~
As in the case of the Estimated Time for the Central Library Build- -
ing Project, no provision has been made far time required to select a
site or to provide financing for the project. Presumably, these would
be carried on in conjunction with the above schedule in such a way that
they would not delay implementation. The range of time for completion
of a branch library project, then, runs from 20 months to 30 months,
with an average of 25 months - or about two years. -Because these pro-
jects are small, they do not lend themselves as well to Construction --
Management techniques.
Given the above facts, it is obvious that planning for each new
branch must precede its anticipated date of opening by about two years.
This means that the Library must project potential needs for branch
service for a somewhat longer period of time.
Before leaving the general subject of scheduling, it should be noted
that planning for the new Central Library and for the branches will re-
quire an integrated schedule. Again, a Critical Path Method approach
may be used to some advantage since it will insure that all the various
components have been thought out in advance and points of decision-making
clearly indicated.
adopted, the BM should be worked out in full detail and agreed to by
the City Council and the Library as the official method of control.
Once a Master Plan for library facilities has been
11. FINANCING THE MASTER PLAN.
One of the serious aftermaths of the passage of Proposition 13 is the
cloud'it has thrown over methods local government may use to finance capital
improvements. Since clarification will take some time and may be subject to
legislative action at the state level, as well as judicial review, it would
be entirely useless to speculate on the outcome in this report,
cities and counties will continue to find it necessary to finance capital
Because .
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improvements, it seems certain that methods will be found, Therefore, it
must be left to the future to decide what alternative methods of financing
are available to the City of Carlsbad and which is the most suitable for
funding new library facilities.
On the other hand, some estimate of cost can be made based upon today's
construction prices, These are offered as general guidelines with full
understanding that frequent revision will.be required,
A. The Central Library Building.
The cost of the Central Library building will include figures for
the following.
(1) Site Acquisition
(2) Programming
(3) Professional Fees for Architectural and Interior Design,
Landscaping, Engineering, etc.
(4) Construction, including Site Work and Landscaping
(5) Furnishings and Equipment
(6) Moving
While other costs may be incurred, including legal fees, bond
counsel, etc., these will be minor. Using current figures, the range
of costs for a new Central Library building are shown in Table VI-3
and explained in the paragraphs below.
TABLE VI-3
RANGE OF COST FOR CONSTRUCTING A NEW
CENTRAL LIBRARY BUILDING
ITEM UNIT COST RANGE OF COST
LOW HIGH
Site @$20,000 & $25,000 per
acre (3 acres) * $ 60,000 $ 75,000
Program Preparation 1% of Project 22,000 36,000
PrDfessional Fees 10% of Project 184,000 300,000
Construction @ $50 per sq. ft. 1,840,000** 3,000,000***
368,000 600 , 000 Furnishing and Equip. @ 20% of Construction
*Unimproved Land
**36,800 square feet
***60,000 square feet
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1. Site Acquisition.
The site requirements for the Central Library building have
been described in Chapter 111.
table, it has been assumed that three acres will be sufficient
for the library and its ultimate configuration, landscaping, and
the adjacent off street parking. Since no particular site has
been chosen, only a general range of land costs can be estimated.
Realtors in the Carlsbad area indicate that the current sewer
moratorium has depressed sales and limited the property on the
market. This appears to be creating a backlog of demand which
will be released when sewers become available; prices are then
expected to escalate.
For the purposes of the above
To arrive at an estimate of land values, several realtors in
The figures shown represent a consensus
Improved land in the industrial park area,
the area were contacted.
for undeveloped land along El Camino within a mile and a half of
Palomar Airport Road.
on the other hand, runs from $2.50 to $4.00 or more per square
foot - or a range of about $110,000 to $175,000 per acre.
2 . Program Preparation.
The preparation of a comprehensive and accurate library build-
ing program to serve as a guide for architectural design is abso-
lutely essential for a successful library building. This usually
requires the services of a professional library consultant familiar
with library building projects of this kind, While fees vary, it
has been assumed here that the cost for program preparation wilZ
amount to one percent of the cost of constructing and furnishing
the library building. Depending upon the consultant involved, this
may or may not include additional services as needed for site eval-
uation, selection of the architect, etc. The library consultant is
considered a member of the project team and should remain under
contract throughout the project.
3. Professional Fees.
A variety of other professional fees will be involved, includ-
ing those of architects, interior designers, engineers, and land-
scape architects. Others may also be required in certain special-
ized areas, The major portion of the professional fees will go to
the architect. While fee structures vary with-the services provided
and the firms involved, a figure for architectural services in the
neighborhood of 8% is valid for the purpose of this estimate, To
this has been added another 2% of the project costs for other pro-
fessionals whose services will be needed.
4. Construction Cost.
The cost of construction will depend upon the unit costs for
materials and labor, etc., and the size of the structure. For
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_- convenience the figure of $50,00 per square foot has been used, although a range of $43-$65 per square foot was used by the
SUA, Inc., in its estimates of the City Hall' construction costs.
The cost per square foot figure will have to be revised frequently
since construction costs have been rising from one-half to one
percent per month for the last several years. In Table VI-3, con-
struction costs have been shown in the first column for a building
of 36,800 square feet, adequate for 1985, and in column two for a
building of 60,000 square feet which will be needed by 1995.
5. Furnishings and Equipment.
The cost of furnishing and equipping a central library con-
tinues to increase because library operations are becoming more
sophisticated and because costs continue to rise. At the present
time, the figure of 20% of construction costs seems to be on a par
with actual costs in library projects of similar size. Should the
price of furnishings and equipment rise disproportionately this
ratio will have to be changed. '
6. Moving Costs.
An arbitrary figure of $10,000 has been included for moving.
Much depends upon who is responsible for boxing collections and
how much shelving and other furnishings is included in the move.
It would be impossible to obtain an accurate cost figure without
determining the extent of the materials and furnishings to be in-
volved in the move - a fact which cannot be ascertained at this
point. However, compared to moves by libraries of similar size,
the $10,000 figure does not seemnut of line, In any case, it is
a very small part of the total project costs.
Taken as a whole, then, the construction of a new Central Library
might vary from about $2,484,000 to $4,011,000 in terms of today's dol-
lars. These are ball park figures at best and are used simply to pro-
vide some range of costs which may be helpful for those who must be
involved in implementing a new Central Library project.
B. Branch Libraries.
The construction of branch library facilities follow the same steps
as those outlined for the Central Library. Since the size of each branch
may differ significantly, the cost of a branch of 5,000 square feet and
one of 7,500 square feet is shown in Table VI-4. These project costs
are even more susceptible to change since it is expected that the branch
library construction program will not begin until sometime after 1980
and may continue until around 1995; the relationship of today's costs
to those of the 1980's and 1990's is subject to major change.
given below are in 1978 dollars.
All prices
--
SUA, Inc. @. tit. p. 3-1 and 3-2 1.
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TABLE VI-4
ESTIMATED COST FOR CONSTRUCTING BRANCH LIBRARY BUILDINGS
OF 5,000 AND 7,500 SQUARE FEET
ITEM UNIT COST RANGE OF COST
5000 Sq.Ft. 7500 Sq.Ft.
$ 45,000 $ 60,000 Site @ $3,00 per sq. ft.
Program Preparation @ 1-1/2% of Project 4,500 7,000
Professional Fees @ 108 of Project 31,250 46,875
Construction @ $50.00 per sq. ft. 250,000 375,000
Furnishing & Equip. @ 25% of Construction 62,500 93,750
Moving 2,000 2,000
TOTALS ....................................... $395,250 $585,125
1. Site.
Site costs for branch libraries are even more speculative
than for the Central Library - if that is possible! This is
due to the fact that branch libraries should be in commercial
retail centers or adjacent thereto. None of these have been
developed where branch libraries may be located in the future
so costs are completely unknown. The value of the land in the
above table has been assumed at $3.00 per square foot for h-
proved land; the amount of land required has been given as _three :
thes the space occupied by the-building to provide for some park-
ing, landscaping, etc. The exact amount will, of course, need to
be determined at an early stage of each project and will depend
upon whether the branch can share parking with neighboring com-
mercial stores or offices, etc.
2. Program Preparation.
On project costs of less than one million dollars, the con-
sultant's fee is apt to be calculated at one and one-half percent
of project costs rather than at the one percent-figure given for
the Central Library. This percentage has been used for these
calculations.
3. Professional Fees.
The same 10% of construction and furnishing costs has been
used for professional fees, with similar provision that additional
professional services may be warranted and may, therefore, affect
this figure.
4. Construction Costs.
While construction costs on smaller buildings may be sane-
what less, this does not hold entirely true for branch libraries
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unless they are scaled down to Type I11 or IV construction.
using the same $50.00 per square foot here as for the Central
Library, it has been presumed that the City of Carlsbad will want
its library facilities to be of equal quality. The same factors
of cost escalation are applicable, of course.
By
5. Furnishings and Equipment.
The cost of furnishing and equipping a branch library may run
a bit higher than for a central library building because most of
the space is public in nature whereas 10% to 15% of the cenkal
library will consist of storage space where furniture will be
limited to bookstacks. The ratio has been upped to 25% of .the
constriiction price as an arbitrary means of recognizing this dif-
ference. The quality of furnishings and sophistication of equip-
ment needed in a branch library by the time these are built may
alter this figure too.
6. Moving costs.
The only moving costs incurred for the branches, in all prob-
ability, will be for the transferring of library books stored-in
the Central Library or a storage facility to the branch-building
after it is completed. For the 5,000 square foot branch an initial
collection of 20,000 volumes has been assumed, while the larger
branch has been figured at 25,000 volumes. Current commercial
moving rates have been used to approximate the-moving costs.
It would appear that in terms of 3.978 costs, branch libraries for
the City of Carlsbad might range in project costs from $395,250 to
$585,125. Even more variables pertain to these figures than for the
Central Library. However, as ball park estimates, they at least provide
some basis for estimating the total cost of the City's branch facility
requirements.
C. Lease Costs.
During the course of the discussion on branch library facilities,
mention was made of the possibility of leasing store front facilities
as an interim solution to the construction of branch buildings before
all the factors concerning their size and location could be determined.
This is still a valid alternative and should be analyzed at the time
actual branch facility planning begins.
areas are developed in which any of the branches might be located, there
are no comparable figures available as of this writing, Lease costs
must always be compared to the long term advantages and costs of City
owned facilities. The most customary use of leased space for branch
libraries is as an interim solution to a branch facility problem.
Since none of the commercial
111. TOTAL COSTS FOR IMPLEMENTING THE MASTER PLAN RECOMMENDATIONS FOR
LIBRARY FACILITIES.
This Master Plan carries a recommendation for a new Central Library
building and for up to four branch libraries to be constructed by 1995,
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assuming the present population projections are met. In this chapter, it has
been suggested that the scheduling of these facilities begin with the Central
Library building and that all branch construction be deferred until the affect
of the relocated Central Library on user patterns is known.
buildings could then be constructed with a new branch opening every two, three,
or four years, depending upon the need and the availability of funding for
both construction and operation. The total costs are summarized in Table VI-5
which also repeats the various alternatives in terms of size of the facilities.
Branch library
TABLE VI-5
SCHEDULE OF PROJECTED CONSTRUCTION COSTS FOR LIBRARY FACILITIES
RECOMMENDED IN THIS MASTER PLAN
Year CENTRAL LIBRARY Branch #1 Branch #2 Branch #3 Branch #4
1982 $2,484,000 (1 ow range)
$4,021,000 (high range)
1984
1988
$395,250
$58-5,125
$395,250 -
$585,-125
1992 $395,250-
1995
5,000 sq. ft. Branch = $395,250
7,500 64. 6.t. Bkznch = $585,125 $585,125
$395,250
$585,125
These figures are summarized in Table VI-6.
TABU VI-6
SUMMARY OF COSTS FOR CONSTRUCTING LIBRARY FACILITIES
AS RECOMMENDED IN THIS MASTER PLAN
Central Library
High Range Low Range
$ 2,484,000 $ 4,021,000
Branches (4 @ $395,25&and @ $585,125) 1,570,000 2,340,500
TOTALS $ 4,054,000 $ 6,361,500
IV. CONCLUSION .
In summary, then, it would appear that the implementation of a program
for a new Central Library and four branch libraries might have a price tag
ranging from $4,054,000 to $6,361,500, depending upon the many variables dis-
cussed in this study. Obviously, these figures must be taken as very rough
estimates, subject to all kinds of modifications. However, they do tend to
indicate the size and canplexity of the library facility problem facing the
City of Carlsbad for the next two decades.
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I When reviewing these figures, it is important that they be put into the
perspective of tomorrow's Carlsbad - not the City Of today. By the time these
facilities are completed the population will probably have nearly trippled and
the economic base for supporting both the capital investment and the operating
expenditures will have expanded manyfold, substantially lessening the effect
on the individual tax payer. AS noted at the beginning of this report, the
program for library facilities and for library service must be based upon the
needs of the population - not upon the restrictions imposed by the passing
financial conditions of today.
It should be evident that the future of the Carlsbad City Library is
filled with challenge and the opportunity to continue as a major service to
the expanding population of the City. With qualified leadership, fortified
by foresight and courage, coupled with continued community interest and con-
cern, the facility needs of the Carlsbad City Library will be met. It is to
this end that the recommendations of this Master Plan have been made and are
commended to the City of Carlsbad for consideration and implementation.
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