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DRAFT: February 4, 2019
Port Townsend Public Library
Level of Service Analysis
DRAFT: February 4, 2019
Port Townsend Public Library | Level of Service Analysis Final Report 1
Port Townsend Public Library
Level of Service Analysis
Final Report | DRAFT: February 4, 2019
Contents
Introduction ................................................................................................................................................. 2
Situation Assessment............................................................................................................................................. 2
Fiscal Modeling..................................................................................................................................................... 3
Fiscal Model Development ......................................................................................................................... 4
Process ................................................................................................................................................................... 4
Methodology ........................................................................................................................................................ 4
Fiscal Model Results ................................................................................................................................... 8
Projected Revenues .............................................................................................................................................. 8
Baseline ................................................................................................................................................................. 9
Option 1 ............................................................................................................................................................. 10
Option 2 ............................................................................................................................................................. 12
Baseline Plus....................................................................................................................................................... 14
Conclusion and Next Steps ...................................................................................................................... 16
Appendix A: Situation Assessment ......................................................................................................... 17
Purpose of this Assessment ............................................................................................................................... 17
Background ........................................................................................................................................................ 17
Demographic Landscape.................................................................................................................................. 21
Port Townsend Public Library Operations Analysis ...................................................................................... 24
Port Townsend Public Library Stakeholder Analysis ..................................................................................... 45
Customer Service Survey Analysis ................................................................................................................... 51
Appendix B: PTPL Customer Satisfaction Survey One-Page Summary ................................................. 53
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Introduction
The City of Port Townsend is a vibrant community of 9,500 residents on the Olympic Peninsula. The Port
Townsend Public Library (PTPL or the Library) is a department of the City of Port Townsend. Partnerships
with the Port Townsend School District, Jefferson County Library, and the Northwest Maritime Center
enhance the Library’s operations, and two non-profit entities – Friends of the Port Townsend Library and the
Port Townsend Public Library Foundation – dedicate support to the Library.
Prior to 2008, the Library was primarily funded through City general funds. However, in August 2008,
Port Townsend residents demonstrated their commitment to the Library through the overwhelming passage
(by 64.7%) of a Library-dedicated levy lid lift. This levy lid lift increased Port Townsend residents’
property taxes by $0.75 per $1,000 of assessed value phased in between 2009 and 2011. Revenues
generated at the onset of this levy were sufficient to increase hours of operation, staffing, and
acquisitions.
However, due to inflation, the purchasing power of the revenues from the levy has decreased, and
operating costs are quickly outpacing revenue growth. The City projects that operating costs will exceed
revenues and absorb the existing fund balance by 2025. Compounding this challenge, Port Townsend,
like many Washington cities, is financially constrained by the 1% limit on annual tax revenue growth.
Without correction, this structural imbalance will erode valued citywide services, such as the Library,
public safety, and parks.
With general fund budgetary constraints, current general fund revenues may not be available to help the
Library keep up with the community’s desire for services. As a starting place to address this broader
citywide challenge and maintain library services, the City commissioned BERK to evaluate opportunities to
balance the community’s desired level of service with its willingness to pay.
In partnership with PTPL leadership, our evaluation included two phases: Situation Assessment and Fiscal
Modeling.
SITUATION ASSESSMENT
First, BERK performed analysis of the relevant context, qualitative data, and quantitative data to
develop a baseline level of service and fiscal summary. BERK compiled and presented this analysis as the
Situation Assessment, included in full in Appendix A: Situation Assessment.
Key findings from the Situation Assessment are included below.
Summary of Key Findings
The Port Townsend Public Library is well-used and appreciated by its community. This is evidenced
by input gathered via stakeholder interviews and the Library’s customer service survey. While it is
important to bear in mind that these self-selected populations are likely to be Library supporters, library
usage data also points to PTPL being a heavily used community resource:
▪ Total library visits and visits per capita have been increasing steadily since 2013 (Exhibit 20).
Similarly, total circulation and circulation per capita have been increasing since 2014, with a
significant jump between 2016 and 2017 (Exhibit 22).
▪ Relative to peer libraries, PTPL has the highest borrowers per capita (Exhibit 31) and circulation per
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capita, with nearly double per capita circulation of the next-highest comparison library system
(Exhibit 35).
▪ In contrast with growing visits and circulation statistics, PTPL has seen a decrease in programming visits
per capita between 2016 and 2017 (Exhibit 26) and relatively flat public computer sessions per
capita (Exhibit 27). Relative to peer libraries, program attendance per capita is lower than most
comparison library systems (Exhibit 27).
▪ It is possible that this high usage is concentrated, with some Port Townsend residents using the Library
heavily and others less engaged; conversely, use could be well-distributed among different kinds of
library users.
Commensurate with its role as an important community institution and highly used resource, PTPL
has had strong financial support from the community it serves.
▪ In total, PTPL spends more per capita than comparison library systems, as shown in Exhibit 36, with
staff and interfund costs making up the largest share of total costs 2014-2018 as shown in Exhibit 29.
▪ The Library has the second highest per capita collection spending and the third highest collection
volume per capita among comparison libraries, as shown in Exhibit 35. PTPL’s staff-related
expenditures are among the top three comparison libraries (Exhibit 34).
However, the Library’s fiscal sustainability is at risk. Another way of measuring the Port Townsend
community’s support for its library is seen in the 2008 passage of a voter-approved levy lid lift, which is
unique among peer libraries. While this mechanism has provided a protected revenue stream for the
Library, its purchasing power is eroding in the face of inflation. To maintain the existing high levels of
service enjoyed by Port Townsend residents, efficiencies must be gained, or new or enhanced revenue
streams established.
FISCAL MODELING
Building on findings from the Situation Assessment, BERK led the iterative development and use of a
dynamic fiscal model to project revenues and expenditures at various Library levels of service, aiming for
fiscal balance over the five-year term, with a 10-year total fiscal outlook. Key findings from the Situation
Assessment informed the level of service determinations made by PTPL and City staff, and are
referenced in-text below, with links to the full Situation Assessment in Appendix A: Situation
Assessment. This Final Report details the fiscal modeling process, methodology, and full results.
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Fiscal Model Development
PROCESS
BERK collaborated with the PTPL project team, with representation by the Library, Library Advisory
Board and City leadership, to develop the framework and methodology for the fiscal modeling of
current tax levy rates. Key elements include:
▪ Baseline revenues and expenditures, from the 2019 adopted budget.
▪ Definitions of PTPL services currently provided.
▪ Realistic and actionable adjustments to revenues.
▪ Modeling of optional future Library operational changes.
Two alternative revenue sources were discussed during this process: subsidy from the City’s general fund
and a levy lid lift. City Council will need to consider the sources and determine any next steps as there
are many competing needs. General fund subsidies may be possible, given upcoming City operational
changes, including:
▪ A potential fire annexation which, if approved, would release $908,000 annually after 2024 in the
general fund previously dedicated to providing municipal fire services. A portion of these revenues
could be used to supplement the Library’s dedicated levy.
▪ Increased utility taxes.
A levy lid lift would require asking voters to approve an increased level of funding for the Library
through a lift of the 1% cap on revenues generated through the Library’s existing dedicated levy. After
careful consideration, Library leadership chose not to model increased revenues until proposed changes
to the City’s fiscal operations are known.
BERK shared and iterated the fiscal model over two project team meetings, multiple meetings with Library
leadership, and interactive fiscal modeling workshops with Library and City leadership.
METHODOLOGY
The fiscal model builds on Port Townsend’s internal operational revenue and expenditure projections
using assumptions presented in Exhibit 1 to project from 2019 budgeted figures. These assumptions are
presented by revenue or expenditure category and are used by Port Townsend to project revenues and
expenditures at a high level. Actual revenues and expenditures will vary based on actual growth year to
year. Results of the financial model are based on these assumptions and the model inputs determined by
the project team.
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Exhibit 1. Fiscal Model Projection Assumptions
CATEGORY GROWTH ASSUMPTION
Revenues
Property Tax Revenue 1.5%
Miscellaneous Revenue 1% of prior year ending fund balance*
Expenditures
Labor 2.1%**
Administrative Expenses 0.7%
Facility Operating Expenses 2.0%
Collections 2.0%
Interfund 2.0%
*As ending fund balance decreases, next-year miscellaneous revenues decrease until they reach zero.
**Based on expected growth in labor costs, including salary, benefits, and insurance.
Sources: Port Townsend, 2019; BERK, 2019.
The fiscal model then relates expenditures to the suite of services PTPL provides. Each service can be
measured using data regularly recorded by PTPL. The amount of each service PTPL provides is the
baseline level of service.
The Washington State Library does not have adopted level of services standards for public libraries, nor
do many Washington public libraries, including PTPL, have adopted standards. The levels of service used
during the fiscal modeling process are built around their relation to the baseline, or the level of service
(LOS) PTPL currently provides over the course of one year, so that increases and decreases to services
are projected using the baseline LOS cost for those services. Services, metrics, and the baseline LOS data
are presented in Exhibit 2 on the following page.
Given the fiscal constraints PTPL faces, Library leadership adjusted levels of service to achieve fiscal
balance and sustainability over the five-year term, with a 10-year projected outlook to assist with future
planning efforts. This sustainability-focused modeling showed that modest tweaks to the Library’s
operational budget extend the life of the Library’s existing tax-supported revenues with minimal or even
negligible impacts to levels of service.
To determine LOS adjustments, PTPL considered their available services together as a holistic package,
rather than items that could be reduced or expanded piecemeal. For example: Library leadership
considered effects on programming when modeling reduced staffing levels. Conversely, Library
leadership estimated expanded programming when modeling increased staffing levels. Throughout this
modeling, Library leadership relied on the following principles:
▪ PTPL currently operates at a medium to high level of service, particularly as measured by per capita
collections investment and staff spending.
▪ There is not currently any plan or intention to expand the physical space of the library.
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▪ Respondents to the customer satisfaction survey (primarily active library users) expressed interest in
expanded services and programs. See Appendix B: PTPL Customer Satisfaction Survey One-Page
Summary for more on what responding library users requested.
The cohesive LOS options, each containing one or more individual LOS adjustments, are presented in
Fiscal Model Results below, with the rationale for each option’s LOS adjustments, variance from the
baseline, and projected surplus or deficit. Because alternative revenues were not modeled, the City’s
internal revenue projections for the Library’s dedicated levy funds are used as projected revenues for
each option.
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Exhibit 2. PTPL Services, Metrics, and Baseline LOS, 2019
SERVICE METRIC BASELINE LOS1 OPTION 1 OPTION 2 BASELINE PLUS
Current Minimum change Operational changes Increased services
Professional Staff FTE 3.00 3.00 3.00 4.00
Paraprofessional Staff FTE 2.76 2.13 1.63 2.00
Support Staff FTE 3.87 3.87 3.87 4.50
Print Collections Per capita investment ($)2 $6.20 $5.20 $5.20 $8.00
Electronic Collections Flat investment ($) $10,000 $10,000 $10,000 $15,000
Access to Virtual
Spaces
Publicly available
workstations
22 22 22 25
Access to Physical
Spaces
Publicly available square
feet
10,100 10,100 10,100 10,100
Adult Programming Hours 135 135 108 270
Youth Programming Hours 200 200 192 400
Community
Engagement
Hours 208 208 156 300
Public Service Hours Open hours 2,860 2,860 2,704 3,016
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018
1 The Baseline Level of Service (LOS), which is the current level of service, was set from the 2019 adopted budget.
2 Per capita investment is the total spending on print collections divided by the number of Port Townsend residents, with resident population determined by the Office of
Financial Management (OFM) population estimates. For projections, the 2017 OFM population estimate for Port Townsend was interpolated to Port Townsend’s 2038
population target of 12,479.
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Fiscal Model Results
PROJECTED REVENUES
Internal Port Townsend revenue projections for the Library are used for each option analyzed. These
projections assume modest annual increases to the Library’s dedicated levy, including its maximum 1%
annual increase and additional revenues due to growth. Because the Library has not received large sums
from donations or grants in recent years, these amounts cannot be counted on and are not included in the
City projection. Projected revenues 2019-2028 are shown below.
Exhibit 3. Projected Revenues, 2019-2018
Sources: PTPL, 2018; BERK, 2018.
For every option, these projected revenues are compared to projected expenditures, with surpluses and
deficits noted as applicable.
2019-2023 2023-2028 Total
Revenues 5,730,000$ 6,170,000$ 11,900,000$
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BASELINE LOS
The bundle services comprising the overall Baseline LOS is presented in Exhibit 2, reflecting the current
operational status of PTPL. The five-year fiscal outlook is presented in detail below, with summary 10-
year fiscal results.
Exhibit 4. Baseline Projected Expenditures, 2019-2028
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018.
In the 2019-2023 near-term detailed outlook, PTPL’s baseline results in a deficit of $310,000, with
annual deficits increasing annually as projected cost increases outpace revenue growth. Over the 10-
year period, the PTPL’s baseline results in $800,000 of total deficits. This projection and overall outlook
corresponds with the City’s internal understanding of PTPL’s constrained fiscal situation which prompted
this study.
2019-2023 2023-2028 Total
Revenues 5,730,000$ 6,170,000$ 11,900,000$
Expenditures 6,040,000$ 6,660,000$ 12,700,000$
Surplus (Deficit)(310,000)$ (490,000)$ (800,000)$
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OPTION 1
Working from a baseline fiscal outlook of significant deficits, PTPL looked to develop thoughtful ways not
to impact levels of service that minimized effects on library users’ experience, while maximizing existing
tax-support revenues.
Because a large portion of PTPL’s total expenditures are labor costs (Exhibit 29), small adjustments in
staffing have significant impacts on overall expenditures. Additionally, PTPL’s labor and per capita
collection costs were each identified in the Situation Assessment as among the top-three highest of its
peers (Exhibit 34). During the fiscal modeling process, an opportunity at PTPL arose, through staff
attrition, to reconsider a 0.63 FTE library paraprofessional staff position.
Given these factors, the first LOS option deemed reasonable and actionable by Library leadership
makes two LOS adjustments, shown in Exhibit 5 below.
Exhibit 5. Option 1 LOS
SERVICE METRIC OPTION 1 LOS VARIANCE FROM
BASELINE LOS
Professional Staff FTE 3.00 No change
Paraprofessional Staff FTE 2.13 -0.63
Support Staff FTE 3.87 No change
Print Collections Per capita investment ($) $5.20 -$1.00 per capita
Electronic Collections Flat investment ($) $10,000 No change
Access to Virtual Spaces Publicly available workstations 22 No change
Access to Physical Spaces Publicly available square feet 10,100 No change
Adult Programming Hours 135 No change
Youth Programming Hours 200 No change
Community Engagement Hours 208 No change
Public Service Hours Open hours 2,860 No change
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018.
FINDINGS:
PTPL determined that freezing the 0.63 FTE paraprofessional position would not significantly impact the
Library’s other services, including interlibrary loan management, collections maintenance, programming,
and open hours, resulting in no change from the baseline LOS.
To meet fiscal balance objectives, PTPL identified that the $1.00 reduction in per capita print collections
as the next logical adjustment. This reduction minimizes impact to PTPL users, as PTPL’s physical layout
constricts growth in print materials and could likely not accommodate the increased print materials that
would result from holding the baseline per capita investment constant, given Port Townsend’s project
growth. With these two adjustments, Option 1 nears fiscal balance in the near term, shown in Exhibit 6.
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Exhibit 6. Option 1 Projected Expenditures, 2019-2028
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018.
From 2019-2020, Option 1 results in modest surplus which erode 2021-2023, resulting in a total 2019-
2023 deficit of $20,000. This deficit is within the likely margin of error of the fiscal model and reflects a
change from the baseline of major near-term deficits to nearing fiscal balance. As in the baseline,
however, annual deficits increase over time as cost increases outpace revenue growth. In the second half
of the 10-year outlook, deficits are projected to total $160,000, for a total 10-year deficit of
$180,000.
2019-2023 2023-2028 Total
Revenues 5,730,000$ 6,170,000$ 11,900,000$
Expenditures 5,750,000$ 6,330,000$ 12,080,000$
Surplus (Deficit)(20,000)$ (160,000)$ (180,000)$
DRAFT: December 28, 2018
OPTION 2
The minimum level of service adjustments made in Option 1 approach fiscal balance in the short-term, but
grow increasing deficits over time. With this in mind, PTPL approached Option 2 as the next step in level
of service adjustments necessary to achieve long-term fiscal sustainability, while minimizing impact to
library users. Building on the LOS adjustments made in Option 1, Option 2 would require an additional
freeze of a paraprofessional staff position, for another reduction of 0.5 FTE. However, PTPL anticipates
that together, this reduction of 1.13 FTE from the baseline paraprofessional LOS may result in
operational changes which could slightly reduce services, shown below. Choosing to prioritize
programming, Library leadership estimate resizing programming and engagement hours at a level that
allows core programs such as three weekly storytimes and once monthly adult lectures to be maintained.
The $1.00 per capita reduction in print materials investment is carried forward.
Exhibit 7. Option 2 LOS
SERVICE METRIC OPTION 2 LOS VARIANCE FROM
BASELINE LOS
Professional Staff FTE 3.00 No change
Paraprofessional Staff FTE 1.63 -1.13
Support Staff FTE 3.87 No change
Print Collections Per capita investment ($) $5.20 -$1.00 per capita
Electronic Collections Flat investment ($) $10,000 No change
Access to Virtual Spaces Publicly available workstations 22 No change
Access to Physical Spaces Publicly available square feet 10,100 No change
Adult Programming Hours 108 -27
Youth Programming Hours 192 -8
Community Engagement Hours 156 -52
Public Service Hours Open hours 2,704 -156
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018.
FINDINGS:
The slight resizing of programs while maintaining core library programs does reflect PTPL’s commitment to
continuing its innovative partnership with Port Townsend schools (described in the Situation Assessment
section Partnerships), with minor changes in youth programming in the library that could be moved to the
elementary school. Because of strong adult programming city wide and at nearby Jefferson County
Library locations, PTPL leadership sees the roughly ½ hour per week reduction in adult programming as
an opportunity to enhance and support partnerships with Jefferson County Library and other community
organizations.
PTPL also estimates that the reduction of 1.13 paraprofessional FTE would result in fewer open hours,
specifically a reduction by three open hours on Saturdays, changing the hours to 1-5pm instead of 10am-
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Port Townsend Public Library | Level of Service Analysis Final Report 13
5pm. PTPL would maintain its remaining Sunday open hours, and its other public service hours throughout
the week (see Exhibit 11 for PTPL’s open hours schedule, providing service every day of the week).
Option 2 results in modest annual surpluses for the entire 10-year term, shown in Exhibit 8.
Exhibit 8. Option 2 Projected Revenues and Expenditures, 2019-2028
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018.
The near-term surplus 2019-2023 totals $240,000, or $48,000 annually, on average. However, this
surplus erodes over time, in keeping with the trend seen in the baseline and Option 1 fiscal outlooks. From
2023-2028, the projected surplus totals $120,000, or $24,000 annually, on average. Depending on
Library and/or City fiscal policy, this level of surplus after expenses are covered may be necessary to
meet reserve goals. In total, the 10-year surplus projected for Option 2 totals $360,000.
2019-2023 2023-2028 Total
Revenues 5,730,000$ 6,170,000$ 11,900,000$
Expenditures 5,490,000$ 6,050,000$ 11,540,000$
Surplus (Deficit)240,000$ 120,000$ 360,000$
DRAFT: December 28, 2018
BASELINE PLUS
As shown above, baseline LOS results in significant deficits in both the near and long terms. Option 2
shows resized services. However, results from PTPL’s customer satisfaction survey conducted in the spring
of 2018 (see Customer Service Survey Analysis and Appendix B: PTPL Customer Satisfaction Survey
One-Page Summary) show that library users would like enhanced services from the Library over and
above the baseline level of service PTPL currently provides. To gauge feasibility of enhanced services,
Library leadership identified LOS adjustments needed to meet library user requests, presented below.
Together, these LOS adjustments reflect a “baseline plus,” or increases to the baseline LOS.
Exhibit 9. Baseline Plus LOS
SERVICE METRIC BASELINE PLUS LOS VARIANCE FROM
BASELINE
Professional Staff FTE 4.00 +1.00
Paraprofessional Staff FTE 2.00 -0.76
Support Staff FTE 4.50 +.635
Print Collections Per capita investment ($) $8.00 +$1.80 per capita
Electronic Collections Flat investment ($) $15,000 +$5,000
Access to Virtual Spaces Publicly available workstations 25 +3
Access to Physical Spaces Publicly available square feet 10,100 No change
Adult Programming Hours 270 +135
Youth Programming Hours 400 +200
Community Engagement Hours 300 +92
Public Service Hours Open hours 3,016 +156
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018.
FINDINGS:
The baseline plus option includes one reduction in LOS. Currently, PTPL utilizes paraprofessional staff to
provide service to library users that PTPL would wish to transition to credentialed librarians. With the
1.00 FTE increase in professional staff, PTPL estimates that its need for paraprofessional staff would
decrease. Other adjustments from the baseline include expanding adult and youth programming and
open hours, increased workstations and investment and service enhancements in both print in terms of
buying more popular titles to keep up with holds queue demand and electronic collections such as adding
digital magazines and more streaming movie and music services. These changes align with those
requested through the customer satisfaction survey, including more professional staff, more adult
programming, smoother and more accessible technology, expanded open hours, and more print materials
(see Specific changes that could improve the library).
Costs associated with these increases are significant, shown in Exhibit 10.
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Port Townsend Public Library | Level of Service Analysis Final Report 15
Exhibit 10. Baseline Plus Projected Revenues and Expenditures, 2019-2028
Sources: PTPL, 2018; Washington State Public Library Statistics, 2018; OFM, 2018; BERK, 2018.
In the near term, baseline plus results in $1.16 million in deficits 2019-2023. Those deficits increase in the
next five years to $1.4 million 2023-2028, for total deficits of $2.56 million in the 10-year period.
Should the enhanced services requested by library users be enacted, significant additional revenues
would be required.
Additional revenues could come from freed up general fund resources, as described in
2019-2023 2023-2028 Total
Revenues 5,730,000$ 6,170,000$ 11,900,000$
Expenditures 6,890,000$ 7,570,000$ 14,460,000$
Surplus (Deficit)(1,160,000)$ (1,400,000)$ (2,560,000)$
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Fiscal Model Development. However, should the City realize these anticipated revenues, the City will
face competing needs and allocating any portion to supplement the Library’s operational budget is not
guaranteed. Further community input would be needed to consider the implications of the Baseline Plus
model and expanded services as it cannot be achieved with current tax supported revenue.
DRAFT: December 28, 2018
Conclusion and Next Steps
The Library has identified two options (Option 1 and Option 2) that maximize level of service to library
users while managing its fiscally constrained environment, and a third (Baseline Plus) which meets library
user requests but is not fiscally feasible. Because Option 1 results in fiscal balance in the near term but
incurs more deficits over time, Option 1 stands out as an actionable right away. Option 2 results in small
surpluses over the study period, and could be phased in as necessary to support continued fiscal balance
achieved in the early years of Option 1.
Annexation of PTPL into to Jefferson County Library (JCL) has been considered in the past. (see:
Partnerships). While the consultant Del Mar report from the early 2000s may be out of date, its annual
updates indicate that such an annexation would result in significant operational deficits which, even with
the LOS changes identified in this study, would make an annexation unlikely to produce benefit to either
JCL or current PTPL library users. To verify, PTPL and JCL may consider reevaluating whether annexation
would make fiscal sense through an updated annexation study. The subject is not under current discussion
at either library.
Additionally, this LOS Analysis does not consider the Library’s capital costs, which are funded through the
general fund. The Library’s dedicated levy is restricted for use in funding operations only and cannot be
allocated for capital expenditures. The capital costs the Carnegie Library building incurs can be
significant. The City and Library Foundation have invested significantly in capital projects and deferred
maintenance to the library building such as replacing the roof, seismically retrofitting the Carnegie
building and the restoration of the Pink House historic rock wall and repairs to the historic Carnegie stairs.
However, further improvements to the Carnegie Library are still needed such as: a new HVAC system,
repairs to the Pink House exterior, and elevator. A capital levy proposing only necessary improvements
to the existing building, without expansion, may be supported by the community. Further community
outreach could determine the level of support for an updated capital facilities plan for the Library that
include significant improvements to the existing building and grounds.
Resident unwillingness to fund Library capital improvements may extend to Library operations, or
discomfort with the Library’s earlier capital proposal may be eased by the creation of a holistic,
sustainable operations plan. PTPL plans to work closely with the Library Advisory Board in 2019 to
conduct significant and structured community engagement to build on this study and the work of the
Customer Satisfaction Survey, with the goal of creating a financially sustainable and community-
supported long-range plan for the library’s operations and facilities.
Working together with the community on this plan will demonstrate what type of Library operations and
facilities the community supports, and whether the community desires to fund the library at that level.
Inversely, the process and plan will help guide the Library toward right-sizing Library services to the
community’s willingness to pay.
This study provides the Library the first steps toward achieving fiscal sustainability, and sets initial
parameters for the community’s conversation on desired Library services.
Appendix A: Situation Assessment
PURPOSE OF THIS ASSESSMENT
This Situation Assessment is the first step to help the Library develop a financially sustainable operating
strategy. This effort presents the baseline level of service and fiscal information, as well as a summary of
stakeholder engagement efforts which included seven informant interviews and a customer service survey
with 584 respondents. These stakeholder inputs provide additional nuance around the Library’s fiscal
position, its current service demands, how these demands might change over time, and other issues like
administration, personnel, and community preferences, that need to be understood to fully evaluate the
alternatives. Additional information on stakeholder engagement methodology and findings is presented
beginning on page 45.
BACKGROUND
PTPL’s Role in Port Townsend
Library Mission
The Port Townsend Public Library operations are guided by the following mission statement:
The Port Townsend Public Library encourages a lifelong love of reading and learning and
supports the quest for knowledge, creativity, and adventure by providing free and open
access to information and ideas.
The library sees its mission, and resulting operations, as part of fulfilling the City’s fifth objective of its
2016-2018 Strategic Plan: foster a strong education community culture.
Service Model
PTPL offers a high level of service in comparison to libraries serving similarly sized communities.
Collections are maintained on a regular basis with new items added monthly, ensuring the collection stays
relevant and shifts to meet the changing needs of the community, while offering print and digital
collections. Programming for all ages is available with three weekly story times focused on early literacy,
monthly STEAM (Science, Technology, Engineering, Arts and Math) after school programs, and bimonthly
family programs like movie nights and cultural events. Adult programming includes a monthly book club, a
biweekly Shakespeare reading group, one to two author lectures per month, special classes and a
reading series including the annual Community Reads and Summer Reading program. The hours of
operation provide access to the library seven days a week with evening and weekend hours for 56 hours
total weekly open hours. The library offers a suite of electronic services from research databases, online
newspapers, online learning programs, and eBook and eAudiobooks. Library staff provide reference
assistance, reader advisory services, and basic technology help. The Pink House, a library outbuilding,
serves as a public meeting room for the community. Public computers are available for children, teens
and adults with high speed internet as well as public WiFi. PTPL works strategically to leverage
partnerships to enhance and expand services as demonstrated with the CLEO partnership with the
Jefferson County Library and the Port Townsend School District.
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Port Townsend Public Library | Level of Service Analysis Final Report 19
Partnerships
CLEO
The Cooperative Libraries of the Eastern Olympics (CLEO) system is a partnership with public libraries
and school districts to bring cost effective library services to Jefferson County. PTPL’s investment in CLEO
is typically $20,000 - $25,000 annual contract cost. Reciprocity agreements enable PTPL to provide
desired physical materials, electronic resources and services to patrons without bearing the full cost of
purchasing collections. JCL and PTPL provide a shared materials courier service for all CLEO member
libraries six days per week.
School District Collaboration
PTPL’s collaboration with local schools ensures that students have easy access to materials through their
own school library, PTPL library collections, and Jefferson County materials. Port Townsend students
receive a library card at school, granting them access to the entire suite of materials made available
through PTPL’s CLEO partnership. Students may check out and receive materials at their school library
and return them to the Carnegie Library, or vice versa. Reciprocally, CLEO members have access to Port
Townsend School District library collections through the courier service. Kickstarted with a grant from a
local Better Living Through Giving grant and further supported through a Paul G. Allen Family Foundation
grant, this collaboration is part of PTPL’s effort toward building a strong education community through
lifelong learning, modernizing library services, making them equitably and easily accessed by all Port
Townsend residents.
Currently, the PTPL has partnered with Salish Coast Elementary to incorporate a public library component
into the building, interconnected with the school but separately accessible. Because of this partnership,
PTPL is able to expand access to services with a budget-neutral effect.
Jefferson County Library
While PTPL is the primary public library for the city, neighboring Jefferson County Library, is the primary
public library for the county and provides a bookmobile with locations distributed around Jefferson
County, and a slightly larger range of evening hours. Both Port Townsend Public and Jefferson County
libraries are members of the consortium Cooperative Libraries of the Eastern Olympics (CLEO), a
consortium sharing program which allows library card holders to access materials from any other
participating library throughout the country. JCL is a key partner to PTPL and owns Polaris, the
integrated library system catalog that CLEO shares.
As a partner in the community, Jefferson County Library is well positioned to complement PTPL’s efforts
by offering expansive library services to county residents. For example, PTPL does not currently have an
adult services librarian on staff. Jefferson County Library has capacity to offer more adult programming,
especially regarding technology classes to round out PTPL’s offerings and ensure many community groups
have relevant services available.
Jefferson County Library offers different services that complement PTPL’s efforts, including weekly adult
programming, especially around technological literacy, and operates as a central branch model, as PTPL
does. The Jefferson County Library is a twenty-minute drive from the Carnegie Library. Together, Port
Townsend residents have access to the larger JCL’s broader library services for adults, programming, and
materials, and PTPL’s targeted offerings for the Port Townsend community specifically.
PTPL evaluated the level of service and cost implications for annexing to the Jefferson County Library
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Port Townsend Public Library | Level of Service Analysis Final Report 20
District, as detailed in the 2002 report “Considering the Annexation of the Port Townsend Public Library.”
This study identified few level of service benefits of annexation and highlighted a substantial funding
gap in transferring to the Jefferson County Library District property tax. This gap was estimated at
$230,000-$250,000 in 2002. The estimated funding gap were PTPL to annex to the Jefferson County
Library District in 2018 is $344,046. Based on this study, and its annual updates, PTPL and Jefferson
County Library District consider annexation infeasible.
Hours of operation for the libraries and bookmobile are outlined in Exhibit 11 below.
Exhibit 11. Library Service Locations and Weekly Open Hours in Jefferson County, as of 2018
PROVIDER WEEKLY OPEN HOURS
Port Townsend Public Library Monday – Thursday 10 a.m. to 7 p.m.
Friday 10 a.m. to 6 p.m.
Saturday 10 a.m. to 5 p.m.
Sunday 1 p.m. to 5 p.m.
Jefferson County Library Monday – Thursday 10 a.m. to 8 p.m.
Friday & Saturday 10 a.m. to 5 p.m.
Sunday 1 p.m. to 5 p.m.
Bookmobile (Jefferson County Library)
* denotes book drop location
Brinnon Johnston’s Realty*
Thursday 12 – 3 pm
Saturday 10:30 am – 12:30 pm
Cape George Firehall
Wednesday 10 – 11 am
Coyle Community Center *
Monday 10 – 11:30 am
Gardiner Community Center*
Monday 2:30 – 3:30 pm
Paradise Bay, Shore Dr. & Spruce St.
Wednesday 12 – 12:30 pm
Port Ludlow Village Store*
Wednesday 1:30 – 4:30 pm
Quilcene Community Center*
Tuesday 10 – 11:30 am; 2 – 4 pm
Saturday 2 – 4 pm
Friends of the Port Townsend Library
The Friends of the Port Townsend Library is a 501(c)(3) organization. Funds raised supplement the City’s
budget and contribute to services, programs, and materials offered at the Library. With the primary
focus of supporting programs for children and adults including the annual Community Read in March and
the All Ages Summer Reading program in June-August. Individuals wishing to support the Library
financially may donate to or join the organization as a member by contributing $10 or more. Business
memberships are available for $100 annually and include advertising space in each newsletter of the
current membership year (June 1 – May 31).
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Members, or Friends, may volunteer in a variety of roles, including administering the three annual book
sales, organizing book donations, and assisting with publicity and outreach. Friends also receive the
newsletter, early admission to book sales, an invitation to the annual meeting of Friends, and invitations to
speaker events featuring local authors.
Friends funding has been used to support programming for all ages, book club kits, program supplies,
and special events.
Port Townsend Public Library Foundation
The Port Townsend Public Library Foundation is a 501(c)(3) organization. According to its Purpose and
Vision statement, “The Port Townsend Public Library Foundation supports the Public Library’s mission and
goals through fundraising that supplements the library’s tax-based support for the benefit of our
community.” Donations may be made online, or through arrangement with the foundation. Legacy giving
is another option for those who wish to contribute.
Foundation funding has been used for collections, technology, and capital improvements, as well as
programming for schools and the community.
Community
Informants and survey respondents describe the Library as a community icon, contributing meaningfully to
the character of Port Townsend. They see the role of the Library shifting toward providing community
resources and social services in addition to the traditional role of providing books and related community
programming. Respondents value the Library for providing a place for families, retirees, students, those
without homes, and other community members to gather, participate in programs, and access materials
and technological tools.
Governance
City of Port Townsend
PTPL is a department of the City of Port Townsend, with leadership reporting to the Port Townsend City
Council. PTPL operates in coordination with City objectives and relies on central City services, including
Information Technology services and building maintenance. Its regular operations are managed by the
Library Director, with support from one Youth Services Library Manager and one Public & Technical
Services Library Manager.
PTPL Advisory Board
The Library Advisory Board (LAB) is a citizen advisory group that meets bi-monthly. As outlined on the
City of Port Townsend website, “The board acts as an advisory board to the city manager and city
council concerning the operations of the Port Townsend Library. The board offers advisory opinions
concerning: the supervision, care and custody of library property; the annual operations budget;
purchase of supplies and materials for library patrons; hours of operation for public use of the library.
The board also develops policy for the selection of books, periodicals, maps, materials, and information
services for the library's operation. In addition, the board may make recommendations to the city council
regarding long-range planning of facilities and funding-based proposals.” Recently, LAB has advised on
the following library policies that have been adopted or currently under review by the Port Townsend
City Council: the library becoming fine free, a patron privacy policy, a collection development policy, a
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code of conduct policy, and a community meeting rooms policy. LAB will advise on future levels of service
and assist with community meetings to engage the public with levels of service decisions and long-term
planning for the library. Some LAB members have been trained in in the Aspen Institute’s “Rising to the
Challenge” community conversation guide for public libraries.
DEMOGRAPHIC LANDSCAPE
Since 2010, Port Townsend and Jefferson County have experienced modest population growth. As shown
in Exhibit 12, Port Townsend’s population grew by over 430 people in the 8-year period, for an
average annual growth rate of 0.6%. Comprehensive Plan projections for population expect a 1.3%
rate of annual growth in the city.
Exhibit 12. Population Growth, 2010 to 2018 and Projected
Source: Washington Office of Financial Management, 2018; Jefferson County Comprehensive Plan, 2017; BERK, 2018.
The breakdown of the Port Townsend population by age and sex is shown in Exhibit 13. Over 40% of the
population of males and females is over age 60, and the median age is 56.5 years old.
Exhibit 13. Age and Sex, 2016
Source: American Community Survey 2011-16 Table S0101, 2018; BERK, 2018.
Compound Annual Growth Rate
2010-18 2018-28
0.7%1.1%
0.6%1.3%
29,872
31,590
9,113
9,545 10,914
35,199
2010 2012 2014 2016 2018 2020 2022 2024 2026 2028
Jefferson County
Port Townsend
Median Age 56.5
■ Males
■ Females
9%
6%
8%
6%
11%
16%
24%
19%
10%
8%
6%
8%
10%
16%
26%
17%
Under 10
10 to 19 years
20 to 29 years
30 to 39 years
40 to 49 years
50 to 59 years
60 to 69 years
70 years and over
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Port Townsend Public Library | Level of Service Analysis Final Report 23
A large majority of Port Townsend identified as white (93%), shown in Exhibit 14. The largest categories
of people of color are Asian alone (3%), black alone (2%), or as two or more races (2%).
Exhibit 14. Race and Ethnicity, 2016
Source: American Community Survey 2011-16 Table B02001, 2018; BERK, 2018.
Port Townsend household income as of 2016 is shown in Exhibit 15. 53% of households in the city earn an
income of less than $50,000 per year.
Exhibit 15. Household Income, 2016
Source: American Community Survey 2011-16 Table B19001, 2018; BERK, 2018.
■ Two or More Races
■ Other Race Alone
■ Black Alone
■ Asian Alone
■ People of Color
■ White Alone
2016
93%
7%
3%
2%
0.3%
2%
7%
27%
26%
30%
13%
8%
9%
2016
$150,000 and more
$100,000 to $149,999
$75,000 to $99,999
$50,000 to $74,999
$25,000 to $49,999
Less than $25,000
Median Household Income: $44,753
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Port Townsend Public Library | Level of Service Analysis Final Report 24
Educational attainment for adults age 24 and older is shown in Exhibit 16. Over 50% of the population
has a bachelor’s degree or higher. Just 3% of adults have no high school diploma.
Exhibit 16. Adult Educational Attainment (age 24 +), 2016
Source: American Community Survey 2011-16 Table S1501, 2018; BERK, 2018.
The majority (43%) of civilian employment in Port Townsend is related to management, business, science,
and arts, shown in Exhibit 17. Service occupations make up a quarter (25%) of employment.
Exhibit 17. Civilian Employment, 2016
Source: American Community Survey, 2011-16 Table S2401 and S2301, 2018; BERK, 2018.
3%
20%
25%
30%
22%
2016
Graduate or
professional degree
Bachelor's Degree
Associate's or Some
College
High School Graduate
No High School Diploma
43%
25%
17%
7%
8%
2016
Production, transportation, and material moving
Natural resources, construction, and maintenance
Sales and office occupations
Service occupations
Management, business, science, and arts
Unemployment Rate: 5.7%
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Port Townsend Public Library | Level of Service Analysis Final Report 25
PORT TOWNSEND PUBLIC LIBRARY OPERATIONS ANALYSIS
Methodology
Using data from Port Townsend Public Library and the Washington State Public Library Statistics, we
present recent trends in Library operations, including staffing, services, usage, and funding, and show
comparable library systems. These trends and analysis describe how and what level of service PTPL
operates and provide context for the financial modelling in the next phase of this study.
Staffing
The Library’s staff positions and FTE totals taken from the City’s 2018 staffing summary are detailed in
Exhibit 18 below.
Exhibit 18. FTE and Staff by Division and Position, 2018
Division Position Number of Staff FTE
ADMINISTRATION
Library Director 1 1.00
Technical Services Manager 1 1.00
Youth Services Library Manager 1 1.00
Library Assistant 1 .75
Library Assistant 1 .50
Library Assistant 1 .88
Library Associate 1 .88
Library Associate 1 .75
Library Associate 1 .50
Library Associate 1 .63
Library Page 1 .40
Library Page 1 .40
Library Page 1 .40
SUBSTITUTES & VOLUNTEERS
Library Substitute 1 .54
Volunteers - Library Variable 1.00
TOTAL 10.63
Sources: City of Port Townsend, 2018; BERK, 2018.
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Port Townsend Public Library | Level of Service Analysis Final Report 26
Full-time employees (FTE) have decreased slightly in number since 2010, shown in Exhibit 19, with the
ratio of librarian to non-librarian staff fluctuating year-to-year.
Exhibit 19. FTE by Type and per 1,000 Population, 2012-2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
Population growth in Port Townsend did not significantly affect the rate of Library FTE per 1,000
residents between 2015 and 2017, when staffing levels stayed constant at 9.60. Port Townsend has a
high ratio of staff to residents, as identified in the Library System Comparisons (Level of Service) section.
Port Townsend Library staff are not union-represented, unlike many other Washington library systems.
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Port Townsend Public Library | Level of Service Analysis Final Report 27
Services and Usage
The Port Townsend Public Library, like many public library systems, is experiencing changes in how
people access and use library materials and services, with an increasing focus on digital offerings.
Additionally, PTPL provides many services beyond the traditional lending of materials.
A summary of PTPL’s services includes:
▪ Lending of materials, including:
Print materials
Audio materials
Video materials
Electronic materials
Book Club Kits
the unusual items (a library of things)
▪ Classes and programming for children, teens, adults
▪ Reading programs (including a summer reading program for children, teens, and adults)
▪ Computers, internet access, WiFi, and photocopy services
▪ Meeting room
▪ Adaptive services (public phone, assisted hearing devises, etc.)
▪ Outreach services to the homebound, nursing homes, and adult care facilities
▪ Technology help and resources, such as access to Microsoft Imagine Academy
▪ “Community Read” annual program book discussion groups and an in-person author talk
▪ Research tools and subscription databases
▪ Teachers’ resources and class visits
▪ Volunteer opportunities
▪ Access to additional library collections through CLEO consortium
Visits to the Library have increased annually since 2013, as have visits per capita, as shown in Exhibit
20.3
Exhibit 20. Total Library Visits and Visits per Capita, 2012-2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
3 In 2013 and 2014 the library was undergoing a remodel and during some of that time operated out of the basement of the
Mt. View School. Access was more difficult and as result usage dropped. The steady rise reflects moving back to the
remodeled Carnegie location. Additionally, two new self check-out stations were added at this time; PTPL reports that they
now account for 60-65% of daily check outs. This has allowed PTPL to operate with the same staffing model and now a single
service desk. In the past, PTPL had an upstairs reference desk, children’s desk and circulation desk. Now, PTPL can operate with
two staff on the floor; prior to the remodel, PTPL used four.
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Port Townsend Public Library | Level of Service Analysis Final Report 29
Library Materials Collections and Circulation
PTPL’s collection size has increased overall in the analysis period, shown below in Exhibit 21, largely due
to growth in audio materials and E-Books. Electronic materials are shared through PTPL’s Washington
Anytime Library digital consortium, with PTPL’s own collection mainly in about 48,000 print and A.V.
materials. PTPL is limited by space, and materials are evaluated annually to allow new, relevant print
materials into the collection.
Exhibit 21. Collection Size by Material Type, 2012-2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
As the size of the collection available through PTPL has grown steadily since 2014, so too has circulation.
Total circulation and circulation per capita is shown below in Exhibit 22.
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Port Townsend Public Library | Level of Service Analysis Final Report 30
Exhibit 22. Total Circulation and Circulation per Capita, 2012-2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
Circulation by the material categories shown in Exhibit 21 is years 2015-2017.
Exhibit 23. Circulation of Print Materials by Category, 2015-2017
Sources: City of Port Townsend, 2018; BERK, 2018.
Circulation of print materials has increased in recent years, and is comparable to circulation of non-print
materials, shown in Exhibit 24.
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Port Townsend Public Library | Level of Service Analysis Final Report 31
Exhibit 24. Circulation of Non-Print Materials by Category, 2015-2017
Note: Electronic materials includes eBooks, eAudio, and eMagazines.
Sources: City of Port Townsend, 2018; BERK, 2018.
Electronic materials, referenced as E-books in earlier circulation exhibits, are growing in collection size, in
the share of total collection, and circulation. Circulation of print materials, particularly adult and children’s
books, have grown 2015-2017, even as PTPL’s print material collection has decreased in size.
Exhibit 25 shows PTPL’s turnover rate (the Library’s total circulation divided by its total library collection)
for the analysis period.
Exhibit 25. Turnover Rate, 2012-2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
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The turnover rate is a proxy for how well-used the collection is: it assumes that materials are circulated
equally, when some materials circulate many times, and others not at all. With this assumption noted, the
rate at which the collection turns over has decreased overall in the analysis period. Context for this
turnover rate is provided in the Library System Comparisons (Level of Service) section.
Programming and Attendance
The number of adult and youth programs, as well as the overall attendance rate, is provided in Exhibit
26. PTPL has a 2015-2017 average per capita program attendance rate of 0.73. Overall program
attendance tracks with the amount of programming offered.
Exhibit 26. Adult and Youth Programming and Attendance
Sources: City of Port Townsend, 2018; BERK, 2018.
26%25%31%
72%
69%
56%
3%
10%
305
384
332
0.55
0.91
0.75
0.25
0.45
0.65
0.85
1.05
1.25
1.45
1.65
1.85
0
50
100
150
200
250
300
350
400
450
2015 2016 2017
Adult Children Teen All Ages Attendance per Capita
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Port Townsend Public Library | Level of Service Analysis Final Report 33
Technology Resources and Usage
PTPL reports that providing internet and computer access is an increasingly demanded library service.
Exhibit 27 shows utilization of PTPL’s 22 public computer workstations.
Exhibit 27. Public Computer Sessions per Capita, 2016-2017
Sources: City of Port Townsend, 2018; BERK, 2018.
Internal PTPL data on computer use prior to 2016 is not available, but Washington Public Library
Statistics previous years’ data reports that PTPL public computers were in use 91% percent of the time in
2013 (at 16 publicly available workstations), and 100% of the time 2014-2016, as the number of public
workstations increased. PTPL reports that public computers are in high demand.
PTPL Funding
The Library’s operations are primarily funded by a Library-dedicated property tax levy lid lift (passed
in August 2008). As noted previously, Friends of the Port Townsend Library and the Port Townsend Public
Library Foundation provide fundraising services and project funding to the Library above designated tax
support for operating costs.
The 2008 permanent single-year levy lid lift ensured a dedicated source of operating revenues for PTPL;
however, the one percent maximum levy increase (excepting taxes on new construction) applies to the
single-year lid lift levy amount. Because operations costs, including salaries and benefits, maintenance
costs, and technology costs, are increasing annually at or above inflation, PTPL is increasingly constrained
over time by its dedicated revenue source, such that levy revenues no longer match operating costs. PTPL
is reaching its tipping point, and the City projects that PTPL expenses will outweigh revenues for the
current budget year 2018 and moving forward.
This section reviews historical revenues and expenditures, with all amounts adjusted for inflation to
2018$, to show PTPL’s significant cost drivers.
26,272 26,592
2.77 2.80
-
0.50
1.00
1.50
2.00
2.50
3.00
-
5,000
10,000
15,000
20,000
25,000
30,000
2016 2017
Public Computer Sessions Sessions per Capita
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Port Townsend Public Library | Level of Service Analysis Final Report 34
Historical Revenues
PTPL is funded primarily by its dedicated property tax, as shown in Exhibit 28.
Exhibit 28. PTPL Historical Revenues, 2013-2018 (2018$)
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
Revenues are adjusted for inflation to show the purchasing power of PTPL revenues over time; as a result,
PTPL’s revenues in 2018$ have remained stable 2013-2018, with some one-year increases due to
private contributions in 2015 and 2016. Private contributions are project-specific and inconsistent; they
do not contribute to the Library’s general operating costs.
2013 2014 2015 2016 2017 2018
Actuals Budget
Property Tax 1,039,857$ 1,038,599$ 1,063,946$ 1,065,046$ 1,061,999$ 1,076,951$
Fees and Charges 9,513$ 9,838$ 11,358$ 9,742$ 4,417$ -$
Grants 11,411$ -$ 7,748$ 1,454$ -$ -$
Private Contributions 11$ -$ 24,877$ 34,245$ 1,294$ -$
Transfers-In -$ -$ -$ -$ -$ -$
Other Revenue 12,272$ 5,210$ 4,910$ 4,783$ 3,824$ 650$
Total 1,073,064$ 1,053,647$ 1,112,840$ 1,115,270$ 1,071,534$ 1,077,601$
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Port Townsend Public Library | Level of Service Analysis Final Report 35
Historical Expenditures
PTPL’s annual operating budget in 2018$ averages $1.06 million for the 2013 to 2018 time period, as
shown in Exhibit 29.
Exhibit 29: Historical Expenditures, 2013-2018 (2018$)
Sources: City of Port Townsend, 2018; BERK, 2018.
Staff costs, including salaries and benefits, are a significant portion of total expenditures for PTPL.
Overhead costs are the next-largest portion of costs and are represented in years 2013-2016 in the
Interfund category. Interfund costs include costs for Equipment and Replacement and IT only for years
2017-2018. Overhead, Equipment and Replacement, and IT costs are determined by a city-wide cost
allocation model which allocates costs annually according to usage and FTE data from two years prior.
PTPL’s interfund and overhead costs are significant due to high use of interfund services, especially
Information Technology, to provide internet access and workstations to the public, and building
maintenance, needed to keep the Carnegie Library operational.
2013 2014 2015 2016 2017 2018
Actuals Budget
Staff (Salaries, Wages, and Benefits)651,233$ 634,133$ 603,640$ 606,480$ 591,621$ 634,007$
Collections 78,936$ 92,614$ 83,821$ 76,246$ 68,469$ 75,000$
Library Services 151,633$ 46,980$ 85,849$ 88,399$ 80,856$ 87,953$
Office and Operating Supplies 12,844$ 13,548$ 19,211$ 20,739$ 11,103$ 12,000$
Interfund 140,127$ 251,605$ 293,087$ 254,682$ 65,165$ 63,806$
Overhead 8,938$ -$ -$ -$ 202,185$ 214,972$
Capital 24,194$ 578$ 25,950$ 1,789$ 5,346$ 2,641$
Total 1,067,904$ 1,039,457$ 1,111,558$ 1,048,334$ 1,024,747$ 1,090,379$
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Library System Comparisons (Level of Service)
The Washington State Library does not have published level of service standards for the State and
neither does PTPL. To understand PTPL’s current level of service, we selected the following city public
libraries as comparisons:
▪ Anacortes Public Library
▪ Burlington Public Library
▪ Camas Public Library
▪ Ellensburg Public Library
▪ Grandview Library
▪ Kelso Public Library
▪ Liberty Lake Municipal Library
▪ Ocean Shores Public Library
Comparison libraries were selected for their similarity to PTPL’s service population, service model, or
usage data.
Facilities
Like PTPL, the comparison libraries operate out of one municipally-controlled central library, with no
branches. Square footage for each facility is presented in Exhibit 30. PTPL’s library is smaller than six
comparison libraries.
Exhibit 30. Comparisons: Library Facilities, 2017
LIBRARY LIBRARY SQUARE
FOOTAGE
Camas Public Library 34,627
Anacortes Public Library 28,000
Burlington Public Library 22,000
Grandview Library 16,000
Ellensburg Public Library 12,795
Kelso Public Library 11,627
Port Townsend Public Library 10,100
Liberty Lake Municipal Library 9,000
Ocean Shores Public Library 4,230
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
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Port Townsend Public Library | Level of Service Analysis Final Report 37
Services and Usage
As noted in the Services and Usage section, PTPL’s collection size and circulation has increased in recent
years, and turnover is down from 2012 levels. Exhibit 31 shows these metrics against the corresponding
data for comparison library systems.
Exhibit 31. Comparisons: Borrowers per Capita and Turnover, 2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
Though PTPL’s collection turnover rate is down from 2012 levels, its turnover rate is well above all
comparison library system rates. PTPL’s borrower per capita rate is relatively high at .8, with three
comparison library systems (Anacortes, Burlington, and Kelso Public Libraries) above PTPL’s rate. Kelso
Public Library reports a per capita rate of 1.1 borrowers, meaning more borrowers than residents of the
city, likely due to their card-issuing policies. Taken together, these comparisons show that PTPL’s library
collection is highly utilized by a large portion of the resident population.
Population Borrowers Collection Circulation
Port Townsend Public Library 9,500 7,577 119,764 272,038
Anacortes Public Library 16,780 14,510 173,714 216,905
Burlington Public Library 8,715 8,939 120,617 142,558
Camas Public Library 23,080 13,659 183,147 228,554
Ellensburg Public Library 19,550 11,565 154,237 166,446
Grandview Library 11,170 6,495 114,283 19,625
Kelso Public Library 11,980 13,141 133,576 81,560
Liberty Lake Municipal Library 9,910 6,519 116,999 124,329
Ocean Shores Public Library 6,055 3,876 90,966 58,765
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Port Townsend Public Library | Level of Service Analysis Final Report 38
Exhibit 32 shows usage of PTPL and comparison library systems’ non-material services, including public
workstations and program attendance.
Exhibit 32. Comparisons: Services, 2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
Burlington Public Library is an outlier among the comparison library systems with the highest rate of public
workstations per 1,000 residents (5.4) and program attendance per capita (2.0). PTPL keeps with its
peers in public workstations per 1,000 residents, with four comparison library systems at or above PTPL’s
rate of 2.3, and four below.
PTPL’s program attendance per capita rate of 0.7 is lower than most comparison library systems. Total
attendance is shown for context, as PTPL’s total attendance is the fourth-highest in the comparison group.
Population Public
Workstations
Program
Attendance
Total
Attendance
Port Townsend Public Library 9,500 22 7,100 148,404
Anacortes Public Library 16,780 26 15,857 166,508
Burlington Public Library 8,715 47 17,556 157,431
Camas Public Library 23,080 29 38,179 193,342
Ellensburg Public Library 19,550 29 15,327 132,917
Grandview Library 11,170 30 1,397 39,334
Kelso Public Library 11,980 11 5,725 99,700
Liberty Lake Municipal Library 9,910 21 11,459 69,522
Ocean Shores Public Library 6,055 14 1,790 40,669
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Port Townsend Public Library | Level of Service Analysis Final Report 39
Funding – Revenues
Funding models for library operations and capital improvements are shown below in Exhibit 33.
Exhibit 33. Comparisons: Funding Model
OPERATING
REVENUE SOURCES
DEDICATED CAPITAL
REVENUE SOURCES
Port Townsend
Public Library ◼ Library Fund (City of Port Townsend Property
Tax Levy)
◼ Private donations
◼ Non-profits (Friends of the Port Townsend
Library, Port Townsend Public Library
Foundation)
◼ 2017 LTGO4 bonds (roof and
window replacement on the
Annex building, replacement of
the ext. retaining wall, & other
misc. repairs) – refinance of the
2008 LTGO bonds
Anacortes Public
Library
◼ Public Library Fund, includes:
o Taxes (property, sales, utility)
o Interlocal grants/entitlements
o Charges for services (data processing,
printing, passport and naturalization services,
library services)
o Fines/penalties
o Long-term space and facilities leases
◼ Private donations
◼ Non-profits (Friends of the Anacortes Library,
Anacortes Public Library Foundation)
◼ Library Construction Fund (main
floor remodel to modernize the
meeting room and reorganize
library space)
◼ REET5 (for library carpet
replacement)
Burlington Public
Library ◼ Current Expense Fund
◼ Library service fees
◼ Private donations
◼ Non-profits (Friends of the Burlington Library,
Burlington Library Foundation)
◼ Equipment Rental and
Replacement Fund
◼ Lodging Tax (for operating
tourism market facilities and to
operate and market events and
festivals)
4 Limited-tax general obligation bonds
5 Real estate excise tax
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Port Townsend Public Library | Level of Service Analysis Final Report 40
OPERATING
REVENUE SOURCES
DEDICATED CAPITAL
REVENUE SOURCES
Camas Public
Library ◼ General Fund, includes:
o Property tax
o Library fines
o Central Services budget provides op.,
maintenance, and repair of city facilities
including the library
o Library budget
◼ Partnership with Fort Vancouver Regional Library
(provided cataloging software and technical
expertise at no cost to Camas, contract changing
soon)
◼ Fines for lost books
◼ Non-profits (Friends & Foundation of the Camas
Public Library)
◼ 2017-2023 CFP lists bonds for
design/build of north side
library and remodel/expand
main library
◼ REET 1, must be used on capital
projects in the capital facilities
plan (2017-2023 currently
doesn’t include any REET funded
projects)
Ellensburg Public
Library
◼ General Fund, includes:
o Taxes (property, sales, utility) – the Total
Property Tax (TPT) includes the tax levied for
the City Library upgrade in 2004
o Fines and penalties
o Interfund charges
o Misc. revenues
◼ CATV Fund (for operations & maintenance of
public access TV)
◼ Private donations (held/managed through the
Library Trust Fund and the Hal Holmes Trust
Fund)
◼ Non-profits (Friends of the Ellensburg Public
Library)
◼ 2002 UTGO6 Library Bond for
renovation of the Library and
event center (Hal Holmes) –
refunded and reissued in 2014
at a lower rate
6 Unlimited tax general obligation bonds
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Port Townsend Public Library | Level of Service Analysis Final Report 41
OPERATING
REVENUE SOURCES
DEDICATED CAPITAL
REVENUE SOURCES
Grandview Library ◼ Current Expense Fund, includes:
o Taxes (property, sales, criminal justice, utility)
o Licenses and permits
o Intergovernmental revenues
o Charges for services (includes photocopies,
library use fees)
o Fines (includes late returns)
o Note: library grounds maintenance budgeted in
the Parks Maintenance Services program of the
Current Expense Fund
◼ Private donations
◼ Non-profits (Friends of Grandview Library)
◼ None found
Kelso Public Library ◼ Library Fund, includes:
o Property and sales tax
o Charges for services (photocopies)
o Library use fees
o Fines/late returns
◼ Private donations
◼ Non-profits (Friends of the Kelso Public Library)
◼ None found
Liberty Lake
Municipal Library
◼ General Fund, includes:
o Property tax
o License and permits
o Intergovernmental revenue
o Library fees and fines (late fees, copies,
lost/damaged books)
◼ Non-profits (Friends of the Liberty Lake
Municipal Library, Liberty Lake Library
Foundation)
◼ Library Capital Fund (2019-
2024 CFP includes door
repairs/replacements and
lighting renovations from this
fund) – funds generally
transferred from the General
Fund
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Port Townsend Public Library | Level of Service Analysis Final Report 42
OPERATING
REVENUE SOURCES
DEDICATED CAPITAL
REVENUE SOURCES
Ocean Shores Public
Library ◼ General Fund (started funding from here in
2018), includes:
o Taxes (property, sales, utility, B&O)
o Licenses and permits
o Intergovernmental revenue
o Charges for services (library use fees)
o Fines
o Note: library was previously funded through
special levies – Library’s levy lid lift expired at
the end of 2017
◼ Private donations (managed by the Ocean
Shores Library Board of Trustees)
◼ Non-profits (Friends of the Ocean Shores
Library)
◼ None found
Sources: City of Port Townsend, 2018; City of Anacortes, 2018; City of Burlington, 2018; City of Camas, 2018; City of
Ellensburg, 2018; City of Grandview, 2018; City of Kelso, 2018; City of Liberty Lake, 2018; City of Ocean Shores, 2018;
BERK, 2018.
PTPL’s dedicated library fund is unique among comparison library systems. While most comparison
library systems, including PTPL, have funded capital projects through dedicated revenue sources such as
bonds or capital-specific taxes like the real estate excise tax (REET), only PTPL has a dedicated revenue
source for its operations. Ocean Shores Public Library was previously funded through a dedicated levy
lid lift, which expired in 2017. As of 2018, Ocean Shores Public Library is funded through appropriations
from its General Fund.
Funding – Expenditures
PTPL and comparison library system expenditures are presented below, with staff and collection
expenditures broken out in Exhibit 34 and Exhibit 35.
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Exhibit 34. Peer Comparisons: Staff Expenditures, 2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
Expenditures on staff, including salaries and benefits, are significant for PTPL and all comparison library
systems. At $61 of staff expenditure per capita, PTPL is among the top three highest in per capita staff
expenditures and, with Camas Public Library, has the highest number of paid staff per 1,000 residents
(1.3).
Population Paid Staff Staff
Expenditures
Port Townsend Public Library 9,500 10 583,347$
Anacortes Public Library 16,780 16 1,058,938$
Burlington Public Library 8,715 11 697,524$
Camas Public Library 23,080 18 816,643$
Ellensburg Public Library 19,550 11 711,501$
Grandview Library 11,170 3 203,070$
Kelso Public Library 11,980 5 359,954$
Liberty Lake Municipal Library 9,910 7 385,048$
Ocean Shores Public Library 6,055 2 205,197$
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Port Townsend Public Library | Level of Service Analysis Final Report 44
Exhibit 35. Peer Comparisons: Circulation per Capita and Collection Expenditures, 2017
Sources: Washington Public Library Statistics, 2018; BERK, 2018.
PTPL ranks high in collection expenditures per capita, at $7. Excepting Burlington Public Library, PTPL
invests in collections at nearly double the rate of comparison library systems. Burlington Public Library is,
again, an outlier in per capita collections spending.
PTPL’s circulation per capita is notably higher than all comparison library systems, with nearly double the
per capita circulation rate of Burlington Public Library, despite Burlington’s high per capita investment in
collections.
Population Circulation Collection
Expenditures
Port Townsend Public Library 9,500 272,038 70,992$
Anacortes Public Library 16,780 216,905 46,692$
Burlington Public Library 8,715 142,558 110,575$
Camas Public Library 23,080 228,554 100,272$
Ellensburg Public Library 19,550 166,446 79,988$
Grandview Library 11,170 19,625 15,868$
Kelso Public Library 11,980 81,560 36,570$
Liberty Lake Municipal Library 9,910 124,329 44,365$
Ocean Shores Public Library 6,055 58,765 26,670$
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Port Townsend Public Library | Level of Service Analysis Final Report 45
Total library system expenditures per capita by category are shown below. PTPL spends more per capita
than any comparison library system.
Exhibit 36. Peer Comparison: Total Expenditures per Capita, 2017
Sources: Washington State Public Library Statistics, 2018; BERK, 2018.
PTPL reports no costs in Library Building and high expenditures in the Miscellaneous category. These
expenditures (29% of total spending) correlate to the interfund spending shown in Exhibit 29 in the
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Historical Expenditures section, also nearly a third of total spending. These interfund expenditures
appear to be higher for PTPL than any other comparison library system, but reporting may vary across
library systems (for example, reporting interfund costs for building maintenance in the library building
category). Taking Miscellaneous and Library Building costs together, Camas and Kelso Public Libraries
approach PTPL’s level of interfund expense at 19% and 25% of total spending, respectively. PTPL’s high
interfund expense may be due to the age of the Carnegie Library, and the high level of ongoing
maintenance needed to keep the building operational.
PORT TOWNSEND PUBLIC LIBRARY STAKEHOLDER ANALYSIS
Informant Interviews
Methodology
BERK conducted phone interviews with key informants identified collaboratively with the project team to
learn about the role of PTPL in the community as well as the challenges and needs of the current system.
The interviews were informal and conversational, but guided by an interview protocol with eight
questions, listed below:
How would you describe the Library’s role in the Port Townsend community? How well do you believe
the Library aligns with community preferences and expectations?
What challenges do you think the Library currently faces?
From your perspective, in what ways to the following items meet and/or fall short of service
demands?
▪ Size, comfort, and location of facilities
▪ Hours of operation
▪ Staffing levels, personnel, and
administration
▪ Types and quantity of materials
▪ Meeting room and community space
▪ Programs for children, teens, and adults
▪ Technology
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What key issues should the Library and the City consider when evaluating opportunities to
adjust its level of service?
How do you see residents’ demand for library services (both overall and for types and
composition of services) changing in the next ten or more years?
What key issues should the Library and the City consider when evaluating potential,
sustainable funding strategies?
Do you think residents would be willing to pay for additional or enhanced library services if
what they were “buying” were clearly articulated?
Is there anything else you would like to share with me about your hopes for this study or the
future of the Port Townsend Public Library?
Seven interviews were conducted from August through September 2018:
Jake Beattie, Northwest Maritime Center, Executive Director
Ellen Dustman, Friends of the Port Townsend Library, President
Robert Gray, City Council, Councilmember
Susan Hargleroad, Port Townsend Public Library Foundation, President
Dr. Tamara Meredith, Jefferson County Library, Library Director
Ariel Speser, City Council, Councilmember
Joy Wentzel, Port Townsend School District, Librarian
Qualitative data was collected during interviews and synthesized to generate key themes. To the
extent possible (correcting for clarity and to maintain informant anonymity) the bulleted comments
under each key theme are verbatim comments heard during the interviews.
Key Themes
The Library's Role in the Community
The Library’s role is important in providing access to community resources and social
services, and it must be accessible to all. It is a community icon and helps set the character of
Port Townsend.
“One thing that I have noted is that the library is a place where people’s needs are
being met that extend beyond the traditional provision of books. You’re helping
with childcare, childhood enrichment, serving people with disabilities, serving
people with social needs (homeless, mentally ill).”
“The overall role of any library is providing free and uncensored materials for
everyone in the community at all socioeconomic levels. This is the key expectation.
Free, unbiased information.”
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“The Carnegie library is an icon in the community. Having that building in good
condition is really important to the appearance and charm of Port Townsend.”
Challenges of the Current Library System
The negative impacts of past funding decisions have reverberated over the years.
Meanwhile, the aging infrastructure requires repairs and maintenance.
“A number of years ago, the voters elected to give the library its own budget but
it’s set at that amount even as inflation and costs increase.”
“The building brings its own set of challenges, being an old Carnegie you just
can’t do what you want to with them.”
Individual preferences driving decision-making is an unsustainable approach for the
organization. The library must balance patron preferences with its ability to provide services,
materials, and programs.
“During a capital campaign, one person and their family wanted to fund a library,
thus the partnership for a shared collection with the Northwest Maritime was
created. While this partnership generally functions well, it is a cost center and
seems duplicative.”
“There is hope that new City officials will be less risk averse and allow the library
to engage with users through social media and other modern platforms.”
“The time that we live in is interesting for libraries because everything is going
digital but there is an interest in maintaining print books, so meeting the needs of
both users is difficult.”
Service Level Considerations
Facilities: Size, Comfort, and Location
Parking is insufficient and presents barriers to accessing the Library.
“Parking is a challenge. The library does have a small lot (only 7 or 8 spaces)
there is parking on both sides of the street.”
A small facility means limited space and smaller collections.
“There is limited room for collections with the staff area and offices, children,
teens, and other areas. They culled a huge number of books to get back into the
space. We are a small size and having a small selection naturally follows.”
Open Hours
Increased hours would be helpful, especially for those who need flexibility to visit the
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Library.
“I think there could be a need to increase hours to increase flexibility for users in
our community.”
Staffing
Funding is insufficient to provide the necessary staffing. There is a committed group of staff
and volunteers that are crucial to the Library.
“A major challenge is sustainable funding. The staff is too small, especially for the
adults. The kids programs are well covered, but there is no longer an adult services
librarian and that is a shortcoming. They need to have the funding to provide
staffing.”
“They really depend a lot on their volunteers and staffing is great, folks are very
dedicated to what they do.”
“The staff are really good and just lovely people. We always feel well attended
to.”
Materials, Meeting Rooms, and Community Spaces
Relying on partners ensures breadth and depth of available materials. Online content is
growing, as is demand for access to it, while books remain relevant.
“I think for a library our size they do an incredible job. We have a robust
interlibrary loan program.”
“I think there will be continuing online resource needs. I know a lot of people are
doing eBooks but the feeling I get here is that people like the feeling of a real
book.”
There is space available and it meets the needs of users.
“Meeting room availability has been great, especially with the library learning
center housed next door.”
Programming
Children’s and teen programming were widely acknowledged as strengths. Programming is
enjoyed by the community members who participate.
“Story time for the kids is excellent. Teen programming is great, as is the staff
member who oversees it.”
“Anytime programs can be free to families, that is great. We have a lack of
childcare generally, there aren’t a lot of safe places people can take their kids.”
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“I have been very impressed with the programming available. We have a
community read every year, which is a wonderful program. We have author
readings at the library and film festival.”
Technology
People use digital offerings and appear satisfied. Some library users would like additional
classes on using technology and online resources.
“I think that the technology is going to be dominant. There is one of those high-
speed cables in front of the library to expand online offerings. We took out a
table and added one with electric outlets. That table is full all the time. We need to
continue to advance the technology of the library.”
“There is a need for technology training and opportunities to access it, especially
with this being an older community.”
Future Service Demands
The community would benefit from a greater understanding of what the Library offers.
“The library has offered some great programs, but they weren’t advertised, and
the word didn’t get out to the community so few people participated.”
“The library is limited in its ability to promote itself, as it is part of the City and
open records law interpretation ended the frequent outreach and regular
newsletters they used to send and prevents them from having a Facebook page or
other social media presence.”
Partnerships can enhance service delivery and help balance services and funding. Library
services must remain accessible for those without other resources.
“They are partnering with schools and educational institutions. The materials are
merged in the database and can be available for pickup at the library facility.
One thing that isn’t happening a lot is connecting with the middle and high
school.”
“We are operating at the minimum level of services now. Even maintaining where
we are now is a realistic goal. The City doesn’t have all the resources it needs.”
“Emphasis should be placed on how to keep the library available to people who
don’t have many resources for themselves. It needs to remain free, with an
emphasis on providing books and a free internet connection to meet their needs.”
Key Issues in Evaluating Sustainable Funding Strategies
The Library relies on voters and taxpayers, and the political will to support funding for the
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Port Townsend Public Library | Level of Service Analysis Final Report 51
Library is missing. Charging users fees should be the last resort.
“This is a community with a lot of very wealthy people who seem to be generous
with their money. However, as seen with the bond issue, there are many residents
on a fixed income who cannot afford to pay more in property taxes. I don’t think
another bond measure would pass today. It will be difficult to go out and pass
another increase in their budget.”
“Fees should be used only as a last resort. Any fees assessed in Port Townsend
would redirect residents to the County Library.”
The Library is called on to provide services beyond what is funded by the City, and a
disproportionate amount of the budget goes to indirect costs.
“To the extent the library is providing social services, I think there should be
support for the library in doing that. The library needs help. We need the City to
understand that they need to invest, that the library can’t be self-sustaining.”
“When they did the levy lift, they increased the library’s indirect. They changed the
system about 3 years ago. What happened is that the assessment for the
contribution for city services, the libraries share is disproportionate to impact.”
The Friends of the Port Townsend Library and the Port Townsend Public Library Foundation
are strong and support the Library well, but there are limits to what they can address.
“Even if the Friends of the Library raise more money for programming, the library
does not have the staff present or able to carry out these programs. We can’t
provide money for staffing, but we could provide more funds for programming if
the necessary staff was in place.”
“A lot of people worked very hard to get a state grant (heritage capital fund).
The grant was extended three or four times, and all the City had to do was put up
matching funds. The Foundation provided tens of thousands of dollars for specific
items and wanted the City’s cooperation to access $120k of grant money. They
didn’t do a thing, so we lost that grant.”
Hopes for the Study
The Library should continue to be an accessible cornerstone of life in the community, serving
to bring people together. Identify opportunities to leverage the supportive community.
“Many of the long-time residents don’t feel comfortable going to the uptown area
anymore, so they don’t go to the library. Look for ways to bridge this divide.”
“I hope the library always continues to feel like a community library. Keeping it
down to earth and something that people use with a variety of services is really
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important to me.”
“We got a lot of donations during the capital campaign, after the bond issue
failed we offered to give donations back, we got a wonderful response (more
than 95% said keep the money).”
CUSTOMER SERVICE SURVEY ANALYSIS
Methodology
The Port Townsend Public Library customer satisfaction survey was conducted over the spring and
summer of 2018. The library received a total of 584 responses to the survey. Respondents were
asked to rate the quality of library services and the collection. Comment boxes were provided for
questions about what respondents valued most in the library, what could be improved upon, and
for general comments.
Print copies of the survey were distributed in the City’s Utility Newsletter to be mailed back with
the residents’ water bill, and available at the library and community spaces such as the farmers
market, grocery stores, and the local food bank. An online version of the survey was available on
the SpeakUp! City website.
Key Themes
The following themes are sourced directly from the 2018 PTPL Customer Satisfaction Survey
Report shared by the Library.
Things the library is doing well
▪ Friendly, knowledgeable and helpful staff. Many staff were specifically thanked by name in
the comments.
▪ Programs, especially for youth with so many patrons appreciating the offerings. The
Community Read is beloved as well as the author talks and monthly bookclub.
▪ Community outreach and partnerships are respected with many community partners named by
respondents such as the Port Townsend School District, Jefferson County Library, the
Cooperative Libraries of the Eastern Olympics, and Northwind Arts Center.
Things most valued about the library
▪ The preservation of the historic Carnegie Library and the restoration of the Carnegie Reading
Room. The building is highly valued by the community with words like treasure, asset, and love
used often in their descriptions. Many patrons commented on the architecture and ambiance of
the library as being deeply valued.
▪ Open and free access to all. The library is open and welcoming to all and supports a healthy
community and democracy.
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▪ The collection is appreciated for a community this size.
▪ Interlibrary loans to access materials across the county.
Specific changes that could improve the library
▪ More consistent, quieter, and knowledgeable assistance from library staff including more staff
training on reference and technology.
▪ Smoother technological interfaces with the public computers, internet, and catalog. As well as
offering tech classes to help patrons keep up with changing technology and formats for books
such as electronic resources like OverDrive.
▪ The parking lot continues to be too small for patrons needs and many comments asked for
improvements to be made.
▪ Overall patrons requested more of many things - particularly books, electronic resources,
quiet reading/studying spaces, longer hours, programs for adults, diverse programs, and staff
to provide adult services.
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Appendix B: PTPL Customer Satisfaction Survey One-
Page Summary
PTPL conducted an in-house customer satisfaction survey, summarized in Customer Service Survey
Analysis in Appendix A. PTPL’s one-page results summary is included on the following page.
Port Townsend Public Library’s Customer Satisfaction Survey Results Summary
‘Libraries add to and create community. Providing all of the population access to information, knowledge, resources and the ability to connect with their
fellow residents in a dynamic, welcoming and variety of interesting ways [is most valued about the library].”- Survey respondent
Port Townsend loves its library! With 96% of library patrons rating the overall library as good to excellent! During the
spring of 2018 the Port Townsend Public Library (Library) conducted this survey to better understand how our patrons use
the library, and what services— current and potential—are most important to them. An incredible 584 respondents offered
approximately 1105 written comments about the library. Of the respondents, 95% have a library card. The survey had its
limitations with primarily only library users responding to the survey. Future work will need to be done to connect with
non-library users and children and teens throughout the community. Increased outreach by library staff and stakeholders is
needed to provide public education about the many library services and programs offered for all citizens. This response
reflects the sentiments of many comments, as one citizen wrote, “The library is as essential a public service as schools,
utilities, streets, police, and fire protection. Port Townsend's historic and literary significance deserve a landmark library,
world-class (in facilities, collection, programs, service) for a city of our size.”
Here are the synthesized top reflections from the analysis of the survey feedback.
• What the Library is doing well:
o Friendly, knowledgeable and helpful staff.
o Programs: like the Community Read,
Summer Reading, the monthly bookclub,
and most especially the storytimes.
o Community outreach and partnerships.
o The collection is appreciated for a
community this size.
• Most valued about the Library:
o The preservation of the historic Carnegie
Library and reading room. The building and
its services are valued by the community
with words like treasure, asset,
architecture, ambience, and love used
often.
o Open and free access to all. The library is
open and welcoming to all and supports a
healthy community and democracy.
o Interlibrary loan ability to access materials
across the country.
• Specific changes suggested to help improve the
Library:
o Overall smoother technological interfaces
and skilled assistance with the public
computers, internet and catalog.
o Quieter staff with more customer service
consistency.
o The parking lot continues to be too small
for patrons needs and many comments
asked for improvements to be made.
o Overall, patrons requested MORE of many
things- most especially more books,
electronic resources, quiet reading/studying
spaces, longer hours, more programs for
adults, more diverse programs, and more
staff to serve adult services.
Customer satisfaction is the key to library success and actively requesting and responding to feedback regularly is essential
for the Library to thrive and remain committed to its citizens. Overall, our library is seen as a highly valued and treasured
community resource and the positive ratings were consistent with the comments.
Our intention is to use the results to help guide us in developing our levels of service analysis and sustainable funding
options for early 2019 and a new strategic plan for the Library by the end 2019. The full report can be found on the Library’s
website at www.ptpubliclibrary.org