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Management Audit of the Library Department - Booz, Allen & H
• s • • • s • s s i s l • i FINAL REPORT MikMAGEMENT AUDIT _ OF HUNTINGTGN BEACH ORIGINAL COPY LIBPARY DEPARTMENT for Master File MUST BE RETURNED. Huntington Beach, Califorr_ia TO CITY CLERK June 19, 1978 This report is confidential and intended solely for the information of the client to Whom it is addressed. BOOzo ALLEN & HXMILTON Inc. Management Consultants s . ABLE OF CONT-"TS ' Page I. INTRODUCTION I II. BACRGRouND DATA ANA mimLOAD TRENDS 4 III. ORGANIZATION AND OPERATIONS 19 IV. PROGRAM PLANNING AND BUDGETING 39 V. MhNAGEMENT INFORMATLON SYSTEMS 43 VI. CENTER LIBRARY FACILITIES 54 VII. NEXT STEPS 50 s � f s � s a � � • INDEX OF EXHIBITS Facing Page I. LIBRARY INTERVIEWS 2 II. LIBRARY DEPARTMENT ORGANIZATION 6 z9 III. FLOOR PLAN--CENTER LIBRARY 7 54 IV. COMPA.%ISON OF FTE OF THREE CENTRAL LIBRARY SYSTEMS 9 V. ANNUAL CIRCULATION--CENTER LIBRARY 10 I VI. CIRCULATION--RNNE.XES 11 VII. CIRCULATION--CENTER LIBRARY 12 VIII. DEMOGRAPHIC CHARACTERISTICS 13 IX, FISCAL COMPARISON WITH OTHER LIBRARY SYSTEMS (Es,imated 77-78) 14 X. COMPARISON OF ESTIMATED TOTAL OPERATING EXPENDITURES PER Followinq I CAPITA FOR FY 1577-78 14 n C' Facing Page XI. COMPARISON OF ESTI14ATISD PER CAPITA EXPENDITURES FOR SALARIES AND Fallowing BEIEFITS k4D FOR OPERATING EXPENSES FY 1977-78 14 XII. TOTAL AND PER CAPITA EXPENDITURE FOR MATERIALS 15 XIII. HOLDING COMPARISON WITH OTHER LIBRARY SYSTEMS 16 XIV. COMPARISON--CENTER LIBRARIES ONLY 27 XV. COMPARISON OF FTE WORKLOAD AND COLLECTION GOALS OF THR E CENTRAL LIBRARY SYSTEMS 18 XVI. PROPOSED ORGANIZATION STRUCTURE LIBRARY DEPART..MENT 21 XVII. EXAMPLES OF PROGRAM PLANNING STEPS APPLIED TO LIBRARY GOALS is XVIII. EXAMPLES OF COLLECTION DEVELOPMENT PLANNING GUIDELINES 37 38 XIX. PROPOSED LIBRARY PLANNING--BLIMTING PROMSS 0 XX. SIMPLIFIED DIAG:-'H OF LIDS AND ROM "SYSTEM" WORKFLOW AND 45 TRANSACTIONS I, FaCilic Page XXI. TECHNICAL SERVICES TOTAL AND DATA PROCESSING EXPENDITURES 4$ XXII. COLLECTION DEVEMPMENT ACTIVITIES (aKATERIALS PROCESSED IN AND O•UT OF COLLECTION) 47 XXIIT. COMPARISON OF STAFF, WORKLOADS AND UNIT COSTS FOR TECHNICAL, i SERVICE ACTIVITIES 49 I • f I I. INTMDUCTION i i 1. INTRODUCTION This report is Intended to auwwarize our analysisa, findings and recommendations regarding the organization, cperation and management of the Huntington Beach Library. It is our belie_F that the Library, in general, is aou:dly administered rnd efficiently � operated. The major intent of this report it to idantify opportwiities for making significant inprovements to the organisation and administration of the Library. We believe that the implementation of the recommendations outlined in this report will result in: Improvod service levels for patrons. Improved operating efficiencies and personnel uW lization. Improved program planning, budgeting and accountability. This atudy began in aid-March and has taken approximately three months to corn- ple2e. During the course of the study we observed Library or-erations at various times of the dal=, visited the annexes, charted and analysed key management proLv--dures, assembled workload data (including organization crarts and staffing trends, rzvenues and expenditures, and other Library records and reports) and reviewed the computer based systems. We met frequently with the .,ibrPry Director and Assistant Director to - Nair I Huntington Beach • LIBAAF'' INTERVI;�S Title l�aaa LIBRARY PERSdi!IIM • Library Director K. Johnson • Assistant Library Director S. Epstein • Librarian K. Anderson • Audio-Technician A. Clark • Librarian Y. Fee • Cataloger N. Green • Librarian G. Hamill • Principal Librarian 0. Harris • Principal Librarian R. Hsyden • Library Assistant II P. Hayes • Principal Librarian X. Lewis • Clerk Library-Senior C. *1cDanell • Librarian K. Muhs • Library Assistant II M. Peffers • Administrative Aide J. Sankey • Administrative Aida II G. Talbert ADMINIST'RATIVE STAFF City Administrator selsito Deputy City Administrator Harlow Planning Department Chief Selich Personnel Department Chief 7hompson Data Processing thief Bramlett Purchasing chief HOV Finance Chief Arguello Assistant Chief of Finance Unrton Assistants to the City Administratnr (2) Matthews Cchoor •; t C1 n t1 ,l � - - -� - 1 1 1 1 review key aspects of the analysis and data collection and discussed ::he status of the study on three occasions With a Study Advisory Committee composed of Librar-} management and city administrative staff. In addition, we gathered data, for comparative purposes, on several other library � cystems, incliding Santa Ann and P.naheim. The above chart (Txhibit I) lists the personnel we interviewed during the course of the study. The report is organized as follows: Chapter 1--presents information on the objectives, scope of work and background of the study. Chapter 11--describes the organization, staffing and workload trends of the Library and presents comparative data from other similar institutions. Chapter III--presents findings and recommendations regarding the organization of the Library. Chapter IV--presents findings and recommendations concerning Library planning and budgeting procedures. Chapter V--presents findings and recommendations related to management information systems. Chanter VI--presents alternative strategies to utilizing the Center Library facilities. Chapter V11--outlines the next aueps to be taken. -2- �' In rviewing this report, one should keep in mind the objectives of the strdy • were to analyze and report on the €oliawing: MaF �gement procedures and practices. Goad setting. organization and staffing. Fi,-ancial management. Dp.cision making. We believe our report will enable the Library to strengthen its management st.4ructures and practices in the areas of: Organization. Program planning. Personnel utilization. Management and budget practices. Management reporting. 9 Facility utilization. The next chapter presents data relative to understanding the Library's history, current operations and workload. -3- O I II. BACKGROUND DATA AND WCRXMAD TRENDS 1 • II. BACKGROUND DATA AriD rIORKLOAD TRENDS The purpose of this chapter is to provide basic understanding of the Library's present organization structure, staffing assignments, and workload trends. This chapter also presents a comparison c€ this Library with selected ctnar similar institutions. We begin this chapter with a brief description of the Library's history. -4- A. KISTDRY i. THE HISTORY OF LIBRARY SERVICES IN HUNTINGTON BEACH [SATES BACK TO JUST PRIOR TO INCORPORATION OF THE CnY A public Library Association was established in February of 1909, and a small building was purchased as the first Library facility. On June lei, 1909, the recently incorporated City of Hwatington Beach accor ted full responsibility for the operation., management and financing of the Library. In August of 1913, the Library received a Carnegie Library foundation grant for ccnAtruction of a new Library at walnut Avenue and 8th Street. The Carnegie T,ibra%-j was raverely damaged in 1933 due to an earthquake, and subsequently was repaired and kept in use until July of 1951. A new Min Library Building was opened on Sunday, September 30, 1951 at 525 Main Street. On April 5, 1975? the present new Center Facility was opened. The Library also operates tnr+ee annexes (branches)--the old Main Library, Graham and Banning. � -5- lE:HI>3IT I I "untinpon Reath Library Department LIBRARY DEPARTMENT ORGrtNI?.AMON April. 1978 0lRECTtiR ASSISTANT QIRECTOR ADMIkISTRATIVE SERVICES Partonnel.Payroll . Budget.Parehaeh+g .GleMnal5+�a0ort Stril3ing Maiavernent SEI:PtETARY TECIMCAL MEDIA CHILDREMS REBERENCE ADIl1.T EI�TEif�1ON SERVICES SERVICES SERVICES SERVICES SERVICES SERVICES I Protest a Cataiog 4dalerials . Assist Patrons . Sponsor Spacial Pro*ams . Aee wth Questions . Information , Main street . Issue Nolices . Check In/Out Egwk~t . Assist Young Patrons . Men Patrons M Own Raaawch . Issue Cards banning � .Update Files .Develoq Collection .Dev gop Collection . Collection perel>,xr►a►t . Chede I100ut . Graham . Remit .Produce Programs . So"Aheha . Manage Aeyuisitims Maintain Equipment 8 hams Loan Flequmts Collection . Library Pubtki y Shelving I S 1 ! ! I 1 0 1 ? ? l t ' B. ORGANIZATION, FACILITIES AND OPERATIONS 1. TEIS SECTION DESCRIBES THE ORGhNIZATION AND DIVISION OF RESPONSIBILITY WITHIN THE LIBRARY (See Exhibit II Above) The Library is organi=ed under the Office of Director into six major operating divisions. The Director and Assistant Director operate as a team within the following general parameters: Director Assistant Director City Council and Administration Day-toddy operations Library Board technical services Friends of the Library Computer operations Policy and planning issues Budget process Allied Arts Commission Policy and planning issues Staff Evaluations Liaison with community groups The three annexes are _c= .lpervised by a Librarian on a less than half-time basis. In October of 1977, a full time staff member was added at each * SeE 5� annex to supervise operations. Prior to this date all staff were volunteers The Library Director spends a minimum of 30% of his available O SFC Respbpitd time on work in support of the City's Allied Arts Commission. MWINUTON REACK LIDRARV DF.TRFTt*MT MOM I`LAN--C-IMTEA LIBRARY �en►• w •rwn a �~� On. af.I� afr oeasrivi .:..w� �a MAIN LEW" FLOOR PLAN I- T MOIUI� MFC11110 Mho LiMt - jµ � i i001 OIa11i V Mir NAM "News :TaCRi fr.rarw i Y7tIM0 l"�+ r�iaA� +as 1 l tivi*N.s�aft"m 4-8 ate.. WItDMM'illMt1�11Y � e�ai�f far. m17Mi as.sa•aaf a Sara tiw�wmnr PARK LfYfL FLOOR PLAN � s 2. THE Nk'W CENTER LIBRARY COMPLEX PROVIDES THE CITY WITH ONE OF THE FINFP. LIBRARY FACILITIES FOR A CITY THE SIZE OF HUNGTINGTON BEACH The Center ?acility in its four tier stack area, has the capaLity to store 350450 books, magazines, cassettes and othP,: materials. There is ample space within the facility to accom, date growth (See Exhibit III above, whicl. details the current floor plan) . - The Young Adult Room, which has not been used as intended due to staff limitations, provides a large area for program expansion. - The Staff Lounge is excessively large given the number of employees off duty at any one time. - The Viewing Room (Main Level) is currently being used for storage. - The Main Level Lounge is under-utilized floor space. - The basement has ample room to acccmmodate growth in non-public related activities. Two expansions to the new Center Library Complex were planned as a part of the original design concept. - Add a children's wing to the south-west corner of the building. Add a cultural center to the south east segment of the building. I -7- 3. STAFFING FOR THE CENTER LIBRARY HAS REMAINED RELATIVELY CONSTANT SINCE THE OPENING OF THE NEW CENTER FACILYTY Center has the equivalent of 41.75 FTE's (not including tem- porary help) for PY 77-73. The 41.75 FTE's consist of a large number of part time people, giving the Library a 1�i-yroll of approximately 101 individuals. The Assistant Library P; �---ctor position, vacated in January, 1975 was officially reactivated in January, 1977. The Bookmobile program was discontinued in the Fall of 1974. It serves little purpose to compare staffing levels prior to *.Sac Resbs.a3z the opening of the new Center facility, as major staffing changes were required with the opening of the new Center facility. 4. LIBRARY EXPENDITURES HAVE INCREASED AT THE AVERAGE RATE OF 8.86% OVER THE LAST FIVE YEARS I Library operating revenues are generally interpreted to be con- trolled by the City Charter limitation of .150 per $100.00 of assessed valuation (see Section 1207 [c]) . This limitation, ^__iven the present rate of escalation of the City's assessed valuation will provide enough amwth to cover normal budgetary increases for operation of the Center facility. The 1977-78 Library budget zeflects a tax rate of $0.13976 per $100.00 or assessed valuation. + -8- r i The Library FTE for the Center facility does not arpear to liffer substantially from other similar operations (See • Exhibit IV below) . The Library budget for materials, however,,, is substantially+sz-c below expenditure levels at other similar institutions. In the same period of time, the Police and Public Works budgets have increased at a rate of approximately 161. Exsiarr bit Huntington Beach COMPARISON OF FTE OF 7MREE CENTRAL LI9AARY SYSTEM FY 1977-1978 Huntington Beach Santa Ana Anaheim FULL TIME SQt1IVALIM POBITIOM Permanent 39 38 5G CETA 3 :4 4 Part Tiv e/Temporary 22.8 14* 20 TOTAL 64.0 60 00 * Estimated i 0.1 oNME % .z I rl r� 1 ri AT r :U4.' ,''$;:J�.•/sl MRR*•z7t w �D w. Cl 0 22 w i I r^ M l �D 1 I ' • � � • i # i i f � i C. WORKLOAD DATA AND TRENDS 1, THE OPENING OF THE NEW CENTRAL LIBRARY WNS RESULTED IN DRAMhTIC INCREASES 1N SERVICE TO THE PUBLIC Library workload has increased dramatically on the opening of the new Center Library (See Exhibit V above) . - Total Center circulatio,: has increased from 5010.000 (1974-75) to more than 84,;,400 estimated for 1977-78. - The circulation growth is most notable in the increased 1 level of adult circulation up 86..3% over 1974-75. - Children's circulation has grown 58.3% in the same period. - Media circulation does not show the same growth due in part to the Library severing joint progrananing services with the local rchool districts. Reference questions b-ive risen zao:-e than 111.3% as shown on the chart below. 1975-75 1975-76 1976-77 1977-1.8* 30.562 84,028 68,255 64,584 * Estimated -IO- EXH1siT Yi Huntington Beach Llrary Department. CIRCULATION-ANNEXES 40.M V GRAMAM BANNING 24.000 MAIN E [a! I DEC AME DEC JU"E DEC AMC DEC JtiF1E 1374 1975 1975 197Q 1279 3977 IF" 1978 Eltimntt NOTES. 41 Main opsreted a a branch as of May.1975 1. Branches operated Meith only vohrntar stall from July 1.1975 to September 1.1977 2. Branch operating hours reduced from 40 to 25 hours per week l� f 1 2. DURING THE SAME PERIOD OF TIME (1974-75 TO 1977-78) , WORALOAD HAS DECLINED AT THE ANNEXES (See Exhibit VI above During this same period of time,- circulation has dropped dramatically at the three annexes. Some of the gain at Center is definitely at the expense of the annexes. As the graph indicates, workload at the annexes remains relatively stable. It is too early to ascertain whether the adding of one paid staff (October, 1977) will serve to impact (increase) annex circulation. Two of the annexes (Banning and Graham) are located in former development sales offices, and are too to accommodate any special activities or displays. There are areas of the City that do not have ready access to either annex or Center Library services. f -11- Ex"lsr.VI! thmtw"1k"h Lbr ry Dmammat ORCULRTtM—CtIY7 M UBRAR7 i ADULT r "ken sa. .keo .�euMio� .kooe MEWA oFc "1 oec oic oec Apm Is" leis Im WX 1E`E WIT "77 Im Htwmm I MOTE: 1Mwcw V:`bwm+adjw"l s76 I i I J r• 1 • • � � s s .� s • • • s 3. CIRCULATION AT CENTER A.- iRS TO RAVE PLATEAUED (Exhibit VII above) Circulation grew rapidly upon the opening of the new Cen«r facility, April 1975. A review of Exhibit V and Exhibit VII indicates total Center circulation has plateaued. Library c-rculation is aff::cted by% Population--growth, decline, characteristics, etc. Collection--sire, quality, etc. Promotion That circulation has plateaued is not surprising when one analyzes population data and collection development trends. f -li- EXHIH?T VIII Huntington Beach DEMOGRAPHIC CHARACTERISTICS s Average Annual Change 2973 1974 1975 1976 1977 (1973-1977) Resident Population 143,325 143,636 151,500 157,800 160,000 2.8% Area (Square Miles) 27.27 27.27 27.27 27.27 27.27 (0.1) Population Per Square Mile 5,252 5,263 5,501 5,787 5,867 2.8 Assessed Valuation (Billion) e,442 $530 . $581 $710 $854 17.9 Actual Projected 1970 1980 1990 (1977-1990) Population 115,000 163,500 194,060 1.5% Hounehol3 Size 3.43 2.68 2.50 Source: City Planning Department Population Growth Element 4. POPT-MAiION GROWTH IN Hi]NTitiGTOM BEACH W3:TT- WE �±onSitATs is � Exhibit vxr= abo�.-� From 1960-1970, the population had increased tenfold to 115,960-- an average annual increase of 26%. In the last five years# the population has increased :.t a rate of less than 3%. By 1990, the population is projected to reach 194,060--an in- crease of less than 2!6 per year. The present population is heavily middle to upper middle class with a declining childre►ns and juvenile population. ?uture trends indicate a continued increase in the over 60 category and a further reduction in the number and percentage of children and juveniles. Thi4 is principally► a result of the large decrease in projected size of households, from 3.43 in 1970 to 2.68 in 1980, and 2.50 in 1990. i CXI11DIT IY ftntingtun 1wach FISCIAL cowARISoti wi-IUU G;ItI R L-:3RARY SYSTE1t'; (£sti.m -ed 17-70 a 4 PAVKING BY ASSESSED VALUE PER CAPITA RANKING BY MRATING INCOtr- PER CAPITA RAMKIMG BY MATERIALS MENCEO PrR CAA Ain Operating Assessed lncosn Valuation Per (tto Canital Per Materials Per P City G000's) Cc '•a City Outlay) Capita City Expenditure ^apita 1 Sunnyvale $614,024 $5,848 Pasadena $2,00,542 :4.96 Pasadena S266,492 2 San Luis "ispo 716,108 5,705 Berkeley 1,995.979 10.33 Glendale 206.710 1.52 larranm 213.507 1.52 G 3 Torrance 751,256 5,598 Glendale 1,963. 06 14.46 - - - 4 Huntington Beach 854.322 5,414 7hrranc-- 1.72P.400 12.88 Anaheim 274.159 1.37 Berkeley 273.5:0 1.37 5 Santa Barbara 903,833 5,121 Sunnyvale 1.296.985 12.35 - - - 6 Santa Cruz W9,416 4,75b Anaheim 2,123,248 10.62 Santa Barbara 228,000 1.:3 7 Pasadena 502,876 4,7C0 Santa Cruz 1,302,606 8.99 San Luis Obispo 138.96rl 1.111 Sunnyvale 116.160 1.11 8 Anahein 934,562 4,673 San Luis Obispo 1.015,527 11.09 - - - k 9 Berkeley 458,992 4,215 San Bernadino 016.140 8.00 Santa Crut 160.000 i.10 10 Glendale 553.422 4.119 Ht:ntlnRton Beach 1,221,904 7.74 San 0ernadino )5,21;0 .93 F Santa Ana .13 11 Santa Ana 738,272 4,056 Santa Ana 17 San IIarnadino N/A - Santa 0arbAra 1.267,000 7.1C tluntinq*on Peach" 42� J I I i Source California Library Statistics and Directory, 1978. • Excludes revenue sharinq. 1 Q G S. IN COMPARISON TO OTHER SIMILAR CALIFORNIA LIBRARY SYSTEMS HUNTINGTON BEACH HAS A LOWER LEE'EI, OF EXPENDITURE (Exhibit IX above) �. Huntington Beach ranks relatively high in assessed valuation • pet capita but low in all major revenue and expenditure categories . € P P ] g In Exhibit IX, Huntington Beach is compared tc 11 California librarysystems with a population Y PoP between 100,000 and 200,000. E: Caution needs to be taken into account when inter- preting these figures as bonding ordinance and a.:4ounting practices may account for some of the differences. i • Huntington Beach ranks in the lower quartile of per capita estimated operating expenditures. . ._ -'� s Exhibit X illustrates the comparative per capita E : = expenditures for the same 11 library systems. _ .- Rankings of per capita ependitures for salaries and benefits and for operations shows that Huntington Beach ranks lower in operating expenses than in salaries and benefits. kF . - Exhibit XI illustrates the separately ranked components of total operating expenditures. The low ranking of operating expenditures for the Huntington ; ... .. .._ , Beach Library can be partly attributed to the very low materials expenditure per capita. ' ��{ Exhibit IX above shows Huntington Beach ranked =4 - twelfth in materials expenditure per capita, estimated at $0.42 per capita. p '-, -14- - rvu!nrr X . Huntington Bach COMPAWSON OF ESTIMATED TOTAL OPERATING EXPENDITURES PER CAPITA FOR FY 1977-78 SANTA BARBARA 57.18 SAN BERNADINO 7.79 - HUNT1NGTON BEACH 'f ,8.22 SAN LUIS OBISPO 8.42 SANTA ANA &54 SANTA CRUZ 9.30 ANAHEIM 10.81 I SUNNYVALE 12.35 TORRANCE 12.44 GL€NDALE 13.61 BERKELEY 17.69 PASADENA 24.96 S2 S4 $6 S8 S10 $12 S14 $16 $18 S20 $22 S24 (' Lxluen•X1 flung oon Bach COMPARISON OF ESTIMATED PER CAPITA EXPENDITURES FOR SALARIES AND BENEFITS AND FOR OPERATING EXPENSES F7 1977.78 SALARIES AND BENEFITS OPERATING EXPENSES S;i.95 FaABARA �:l $ •1•1 SAN BERh1ADINO 4.87 SANTA CRUZ 2.98 SAN LUIS OBISPO 4$9 SANTA ANA 3.01 HUNTINGTON BFACH 5.21 HUNTIRtibI BEACH 3.55 ANAHEIM SA4 SAN LUIS OBISPO 3.65 SANTA ANA 5.68 1 SAN BERNADINO 3.97 SANTA BARBARA 7.26 ANAHEIM 3.97 GLENDALE 7.60 SUNNYVALE 4A3 SANTA CRUZ 7.79 TORRANCE 4.45 TORRANCE 9.82 FGLENDALE 4.75 SUNNYVALE 11.77 BERKELEY -7 5.92 V�-RKELEY 14.3(1 PASADENA PASADENA 10.65 S15 $12 $9 $B $3 13 S6 $9 $12 C� Exhibit XI1, shows that the budgeted amounts and expendi- tures for materials has historically been lower than other systems of similar size. Present year General Fund expenditures are slightly more thin one-half the estimated per capita materials expenditures for 11 similar sized systems. EXKZ5IT XII H%mUngton Beach Tt'TAL AND PER CAPITK EX?L140ITURF. rOR MATERIALS MATERIALS PXPENDITUM 1974-75 1975-76 1976-77 11177-78 1978-790 :&MPAL rUMD Books 43,30D 59,470 71,071 43,250 65,880 Pariodicala/?aaphlets 12,924 15,1R2 12,494 18,950 22.321 Modia MateriC s 29,206 28,568 9,179 4,750 10,100 TOTAL 136,336 102,220 92,744 66,950 98,212 PEVENUE SHARING - - - TOTAL 136,336 102,220 92,744 141,950 '}R.212 PER CAPITA RVENDITLA£S Avrrigo 11 Annual other syatrm 1974-75 1973-76 1976^77 1977-78 1978-79 Average _1977-7R CMRAL MD .95 .67 .5% .42 .Gl .65 ;1.14 TOTAL .95 .67 .59 .89 .61 .74 • Sstimat.rd for level 3 bu&pt. � -15- EXUIRIT X11! Huntington beach HOLDING a-WAIUSUti 111Tf1 • OTHER LIRDATIY 5YSTL,4S Titles Units Held Tar Held Ter Audio rerioaical• Rank City G/30 77 Ca24.ta Cites_ 6/30/77 Capita City Recordin93 City Taker, L Pasadena 230,000 2.15 Pasadena 516.016 4.82 Santa Barbara 18,600 Torrance 1,40S 2 Betkelei 127,280 1.17 Glendale 406,906 3.00 Glendale 17a919 Santa Barbara 1,271 3 Glendale 151.000 1.11 Berkolay 322,501 2.96 Torranco 15,260 Pasadena 97': 4 San Luis Obispo /30.345 1.04 Torrance 340,085 2.61 Pasadena 14,326 Berkeley Sunnyvale 108,779 1.04 S - - - Santa Barbara 360*280 2.04 Santa Crux 12,OGO Anaheisn 712 k 6 Santa Ana 380,321 .99 Santa Cruz 200,000 1.38 Berkeley 11,429 Srn Bernadino 70: 7 Torrance 128,000 .95 San Bernadino 203,596 1.98 Santa Ana 10,128 Glendale 699 B 11witington Beach 120,898 ,77 Anateiw 366,041 1.83 San 6ernadlno 5,500 Santa Ana 671 9 Anaheim 1004787 .50 San Luis Obispo 227.034 1.61 Huntington Beach 4,787 lhuntington reach Got IC San Bernadino H/A - Huntington Reach 277,436 1.76 Sunnyvale 3,192 Sunnyvale sr Santa Ana 321,121 1.76 11 Santa Barbara H/A - - - - San Luis Obispo 2,223 Santa Crur 4bO 12 Santa Czut N/A - Swryvale 210,681 2.01 Anaheim 11/A San Luis Obispo 375 i Source% California Library Statistics and Dir^etory. 1978 i E. THE ABOVE CHART (Exhibit RISI) RANKS THE SIZE OF THE HUNTINGTON BEACH COLLECTION TO THE SAME ELEVEN LIBRARY SYSTEMS Huntington Beach rsnks in the loner half in comparison to the , 5?E f,SP.NSC- eleven systems in all major categories related to system size. A.L.A. suggests a minimum acceptable standard for ratio of titles held to population is .80 with a preferred level of � -16- L;r}IIDIT XIV Huntington Beach COMPAP.ISON--CENTER LIBRARIES 04. 1Y FLLL TIME AND CETA EXPENDITURES BEACH H PSR50l1NE?e_ t)N'3'thGR'04�t 75-76 76-77 77-78 78-79* 75-76 76-77 77-7.1 78-79, ,administration $ 100,022 $ 128,253 $ 152,436 $ le7,115 7.5 7.0 6.0 G.0 Circulation 213,520 183,232 185,200 226,884 6.0 6.75 5.75 5.75 Reference 67,838 10,690 121,585 109,112 4.0 5.0 3.5 4.0 Junior 89,125 82,949 91,00, 97,711 5.0 3.75 3.75 3.75 Media 182,795 171,246 140,390 142,008 8.0 7.5 8.0 7.0 Technical 257,008 279,241 335,761 348,905 10.25 14.75 14.75 14.75 I $ 910,308 962,811 $1,026.972 $1,263,709 40.75 44.75 41.75 41.25 � SANTA ANA 75-76 76-77 77-78 78-79* 75-76 76-77 77-78 78-79* $ 943,344 $1,148,910 $1,263,365 $1,228,550 43 e8 46 -16 AFMIH 75-76 76-77 77-78 78-79* 75-76 76-77 77-78 78-79* Administration 183,546 196,419 268,427 270,000(a) 6 6 7 7 Technical 214,652 239,546 262,133 611,205(b) 13 13 13 13 Public 802,924 829,842 848,438 1,115,920 34 36 36 36 1,201,122 1,265.807 1,378,998 1,754,125 53 55 56 _6 * Requested W Eatimated W Includes $200,000 capital outlay for automated circulation control. i _ 7. A COMPARISON OF THE HUN'I'INGTON BEACH CENTRAL LIBRARY TO THE SAI3TA ANA AND ANA.L'EIM CENTRAL LIBRARIES SHOWS BOTH DISTINCT SIMILARITIES AND DIFFERENCES Program budgets for the Hut."{ngton Beach Center Library show shifts in program allocations, as shown in Exhibit XIv above. The Administrative portion of the budget iz.- creased at a rate of 87.1% in the four-year span. The Technical Service budget increased at a rate of 35.8% over the same period. 1 The Public Service portion (Circulation, Reference, Junior, and Media) of the budget increased at a rate of 31.5% over the same period. Present year renter budgets are fairly equal, w;th Huntington Beach the lowest of the three. Staffing in all three central systems has remained relatively constant. -17- cr' EXHIBIT XV I1untington Beach COMPARISON OF FTE WOPXJZhD AND COLLEC"XON GOALS OF THP.EE CEN":RAL !J3PUNRY SYSTEMS FY 1977-78 Nuntington Beach Santa Ana Anaheim FULL TIME RPUIVAUNT POSITIONS Permanent 39 38 56 CETA 3 14 4 Part Time/Temporary 22.8 14* 20 it TAL 64.8 60 80 ANNUAL WORKLOAD Circulation 840,000 775,989 536,000 Holdings 202,499 270,200 278,500 . Volumes 197,090 260,000 268,000 . Media 5,409 10,200 10,500 I Additions 20,000 20,000 20,500 Withdrawals 4,000 15,000 800 HHTERIALS BUDGET $66,950* $156,000 $129,000 COLLECTICH GOAL MaterialR Not 317,000 350,000 Determined * Excludes revenue sharing. • e • o • � s e • � • Staffing practices to handle the workload, however, differ among the three systems, as shown in Exhibit XV above. Huntington Beach employes fewer CETA but more temporary help than the two other libraries. Huntington Beach and Santa Ana havR staffed � one FTE per 130000 materials circu�ated, while Anaheim is staffed at approximately twice this ratio. Annual additions are similar, but withdrawals differ significantly. Huntington Beach has the largest circulation, gt'c RESP.asi. fewest hoidings and lrysest materials budget of the three central libraries. Huntington Beach has not identified a Center Library collection development goal. Comparisons of workload by all divisions or units across the tbxee systems are meaningless because of different organizational s�ructures and budgeting practices. -1�3- CP -`.tom f III. ORGANIZATION MD OPERATIONS JI 1 I i CxH1AlT!I Huntington Reath Li!tnry 13epartment LIBRARY DEPARTMENT ORGANIZATION April, 197R aIR>Et:TOR ASSISTANT DIRECTOR ADMINISTRATIVE SERVICES . f�'ttntlt>,�I,Payrttil . Butigel,Rrtthasing Genera!Sutwo►t . auilrltnQ titanaartrtert SECRETARY TECf/AFICAL MEINA CHILDREN3 REFERENCE ADULT EXTE!YStON SERVICER Lmom -1--ji L j L :1 L I SERVICES SERVtcfS SERVICES SERVICES ;EnVICES Proem&Catstog Materials Assist Patron: Sponsor Spertat Howarns fteseerth Ou"Oons in'rxmatton . Man Stwrt Issut Notkvs .Check 1ntOut EQniptnent . Assist Young Patrons . Di"T1 PAIrwm in Own fiesearth . I;sue Cmth tlanntnq i . Update Fries . Drralop Collection Develop Colteattcn . Cnilecttnn DP"InParnt . Check IniOut Graham Repair . Produce Progr" SnrtlShelw Manage AcquWtions Melottin Equipment R Prnc*is Loan Requem Collection . Liprery PuWitlty . Shetring t � i w s • d �► s IIT. ORGANIMTION AND OPEMTIONS This chapter presents our findings and reco mndations relative to the organiza- tion and operations of the Library. This chapter includes discussion rewarding: Organization Personnel utilization lasarex or+.sr+atioras Operating systems 1. THE CURRENT ORGANIZATION STRUCTURE PROVIDES THE FRAMEWORK FOR ADMINISTERING LIBRARY OPERATIONS Currently, the Library is organized around the major functions (Exhibit II above) of administration, references childrens, media and adult services, circulation, e acquisition and catalogin,.. All of these activities take place in the Center Library. (1) The Total Staffing Levels (Both Permanent And Tem ors ) At The 1 Center Facility Are consistent Uth Current overall Workloaa � Dewar. s -19- ..3 (2) The Basic Cplit In Administrative Authority (As Dew;.cted On Page 6) Between The Director And Ass stant Director Is Consistent With Goed Library Administrative And Manz+ger..ent The.oEy, Except That; Not all key staff interpret the roles consistently. Responsibility for all key management functic-s needs to be clearly defined. The need for this organization structure and division in administrative authority is a partial result of the heavy involvement of the Director in the City'E Allied Arts program and other external activities. I i (3) R•_gelar Team Meetings Among The Six Division Heads And The Director Have Improved Communications (4) Nevertheless, The Separation Of Thee LibraEZ Intc Six Separate - SEA =,sP act Uivi oi:s Tends To Unnecessarily Fractionate The Library Into Small Grou n s Of Staf , MaEng It More Difficult To Coordinate Services And To A6 ust Unit Staffing To Workload. For Example, the Have Noted That: Staff scheduliag is not regularly :monitored and adjusted to reflect cureat workload trends by unit and/or day of week or time of day. Supervision and monitoring of Pages responsible for shelving materials it- inconsistent. Iiuntingtun Beach PROPODSED ORGAMZATIGN STRI ICTURE t.IBP.ARY DEPART H-.NT L113RARY DIRECTOR ASSISTANT DIRECTOR ADNNNISTRATiVE AIDE I1 E SECRETARY ADMINISTRATIVE • u g ti Planning Buti; • AIDE! Budgeting Facility OReratbns i i TECHNICAL EXTENSION PUHLI MEDIA SERVICES SCRV LIBR SERVICES CENTER I6RARY • Proms.&Catalog Materials • Annex Services • Library • Public Services Planning • Materials Selection • Issue Notices • Out•Reeach•Programs Program a Management Personnel • Program Dewvslopment • Update!Files • Colie!ct;on Development Development Resources • Check Ir/Check Out • Repair • Equipment Maintenance F CHILDREN ADULTS • Shelving • Reference • Materials Selection • Shelving • Program • Materials Selection Develupment • Circulation • Periodicals y 2. THE CURRENT ORGANIZATION STRUCTURE CAN 8E IMPROVED BY CONSOLIDATING Soma 1 MANAGEMENT RESPONSIBILITIES FOR MAJOR LIERARY FUNCTIONS '�''� P�cAQiQSC In the past several years, the Huntington Beach Library has made significant inprovem2nts to functioning functionng as a single system rather than t collection of inde- 1 pendent, competing and autonomous units. There are, however, some major organizational � � changes that can further increase the library's ability to focus all efforts en common objectives, to increase personnel utilization effectiveness, and to maintain efficient operations. The suggested new organization is shown in r iibit XVi above. (1) The Duties And Responsibilities Of The Director And Assistant Director Should Be More Clearl1 pefine3 r The duties, and responsibilities of the Director and Assistant Director should be more clearly delineated along the following general guidelines: Director Liaison with City Council anci Administration. . . Working wi kh the .Library Board. . . Working with the Allied Arts Commission. i Final approval of all major policy changes. I i -21- S' � • • final aPpro:►aI cf Libra - plans and objectives. ' P^ogram Final approval Of Libra submitted to the City. ..y budget ' • Perfow'mance evaluation of division heads (with Assistant Director) and Assistant Director, • • Coordination with other City agencies and other jurisdictions. • • Final approval of all grant requests. Assistant Director • • Day-to-day managewQnt of the Library. • • "vising Director on policy, budget and planning issues. Working directly with the division supervisors in coordinating library ry • • Leading the preparation of Library Program plans and budgets, • • Reviewing departmental/divisional budget controls. • • Coordinating staffing adjustments between divisions. • • Analyzing workload trends. • • hssisting in the development of "cut reach" library programs. -22- �, I Our recommendations are meant to clarify the riles of the Director and Assistant Director. We believe the Director should continue to serve as the final authority and arbitrator in disputes between division heads or with the Assistant Director. 2 The Librar Should Continue The Use Of Team Management I 1 Y �_ The team management concept and the use of tear meetings among the division heads has improved communication in the Library. This Strategy (team management) can be re'.Ttforced by a comprehensive team approach to planning, budgeting and evaluation. (3) Administrative Responsibility :or The lftn eeant Of The Current Reference IAdult A.nd Children s wery ce Units Should Be Combined Into A Si n!Ile Public Services Unit At a time when personnel costs are increasing and the Library is being ca"led upon to respond to community needs, within given fiscal constraints, it io important to speed up elimination of ':he administrative and organiza- tional barriers that prevent the Library from functioning as a single unit. To this end, we recommend the following position responsibilities: � -23- � Public Eervices Supervisor - Planning, development and managem:+nt of Center Library programs in: . . Reference Periodicals Childien•s . . General Circulation - Managwng registration, shelving, and other related activities. - Preparing and executing public services budget requests. - Regulating staffing schedules. - Developing collection acquisition plans in response to the an=ival program plans - Managing collection acquisition in accordance with adopted plans. - Coordindting collection development plans with the Extension services and Media supervisors. we x�uld stggest that 2-3 staff s.xmbers in this unit would not have Perm-anent assignments but would word: as "floaters" and be assigned as work- load dictates. -24- {;} The Mana a.,�nt Of The Annex Services And other "Cut Reach` Program Should Be Placed Under The Su ery sion Of A Fuld, T m s e Librarian.an. The Res ns i — i lties © The Extens on Services Supery sor Would include: S�� RtSPoNs f Providing "extension" service to neighborhood community g_oups and institutions. Planning and management of new extension services. e Evaluating new extension pr-igrams. Preparing budgets and controlling costs. Making staff assignments. Developing collection need requirements to support the extension programs. Managing an aggressive extension program that is designed to provide an equal level of library services to all segments of the community will require a Lull time supervisor. (4) The Library Should Expand Its Exte"ion Activities And Close Tba Existing Annexes The City should begin concentrated cxperiments in the development of "out reach" Programs, to serve neighborhoods, community groups and local institutions. The current annexes do not provide cost efficient or effec- tive services, nor are comparable :services readily available to all areas -25- of th-- coz.munity. To upgrade the services of the Annex-as would require o a substantial investment of funds in developing at least two new annexes and in replacing the present two older inadequate facilities (Banning and Graham) , as well as increas iag the staffing and materials budget. it appears that the City. for a much lower cost; could :upgrade its "out reach" program through the development of% Remote substations in shopping centers, schools, senior citizen centers, etc., that would contain catalogs, promo- tional materials, possible direct phone sprv;ce, book drop and order cards. Books ordered would be mailed to the card holder or delivered to the institution. Regular visits to hospitals, convalescent homes, retirement communities to provide progray- and library materials. We do not believe the three existing annexes !?hould be closed until the alternative programs are operational. -* 5Er Resec-is ee t 5) The Responsibilities Of The Two Administrative Aide Positions Should Generally Be Divided As Fo ows: The first Administrative Aide: Preparation of the annual Library planning document, -26- Preparation of an annual report on Library activities and accc plishments. -- Preparation of gran requests. ' - Preparation of the annual budget request. Preparation of :n-=..tiiy management and b;=.dget reportz. The seconi Administrative Aide: Maintenance of petty cash. Maintenance of personnel and pay- roll records. Preparation and control or purchase orders. Coordination. with Public Works on maintenance of the facilities Management cf the facility. Adding the responsibilities for preparation of an annual plan, annual report, monthly reports, a;.a grant requests significantly increases the need for two Administrative Aide positions. This need, however, should be re- examined on the retirement of the more senior Aide. I t -27- (6) The Libra_ Should Desi late One Senior Professional Staff Merber As T:.e L'nrary's Training Coordinator The intent of this iecormendation is to strengthen and improve the { Library's efforts to attract and develop professional librarians, clerks, pages and other support staff. To achieve thir and, we recommend that one senior professional staff nsember be designated as the Training Coordinator on a part-time basis and be responsible for: Developing a new +employee/voliuiteer hand1book which clearly describes applicable rules and procedures and Library programs. Developing as orientation and training program for professional and cupport staff and volunteeers. Conducting and arranging for specific training courses. Assisting supervisors and employees in identifying training programs which best meet perceived individual needs. l -28- The implementation of the foregoing recommendations will enable the Library to eliminate most, it iiot all of the significant organizational and operating prob- lems we noted. The proposed organization is one of several alternatives we con- sidered and was selected because it appears to be most compatible with accepted Library goals and objectives. We are fully aware that no single organization structure is the right *one, and that there are several other legitimate alternatives. The proposed structure promotes the achievement of library goals in that it groups public service functions together, thereby: Encouraging a broader utilization and management of staff resources. Reducing the barriers to inter-unit cooperation. The organizational recommendations can be achieved within current budgeted staffing levels. The expansion of. the Library into new types of Extension Services will provide the. Library the opportunity to test new services to the public at costs i aubstantially below those associated with operating branches. we believe these "out reach" services can reach a potential clientele far greater than that currently served by the annexes . *SE-c I -29- • II i I IV. PROGRAM PLANNING A24 D DUDGETT NG ' I � I �_T _TO _ r � �s • � .� : � i d IV. PROGRAM PLANNING AND BUDGETING The purpose of this chapter is 'to provide specific guidance to the Library in designing and implementing a program planning process which can become the basis for developing major library services and becomes translated each year into the annual budget plan. This chapter includes: r review of present program planning efforts. An analysis of present collection development activit?zs. A review of budget preparation procedures. Recommendations for formalizing program planning and for restructuring collection development and current budgeting procedures. 1. INFORMAL PLANNING PROCESSES HAVE HINDERED MAXIMUM UTILIZATION OF THE LIMITED AVAILABLE LIBRARY RESOURCES The lack of a formalized, regular planning process, which targets library services to the needs and interests of the community is a result of: A fragmented, unclear assignment of responsibility for defining and implementing a program planning process. The Library's general unstructured and entrepreneurial approach to new program opportunities. -30- As a resu?t of the lack o! a formal planning process: (t) There Is No Ongoing Effort To Assess Needs And/Or Changing Patron Dem n'ds And Translate These Into Collection Develo ment And I Programming Goals I As a re:,ult: . The budget is not tied to achieving specific program objectives. =C is AirPicv].t to n+4a s �� tle� a=i�ctivert.aas pS CYae Library in meeting specific targets. Staff are unclear as to the priorities and future directions of the Library. Materials budget is extremely low when compared to other similar systems. (2) Current Collection Development Activities Represent A Shar �s������t 1_mprovement Over Prior Practices; However, A More Com re ensive Program Is Required The current collection development activities are coordinated b •i Y the Principal Librarian for Reference Services. Individual librarians are assigned purchasing responsibility for selected key segments of the collec- tion within specific budgeted amounts. In addition, the Director and -31- � I Assistant Director make selected purcha3es. This process is a dramatic improvement over the prior highly centralized procedures. There are, however, significant deficien.•ies in the present proce- dures, including: i Librarians are essentially responding on a book-by-book basis with no specific goals defined in terms of collec- tion development. The current budgets for materials are based on past usage and not on determined needs. (3) The Library's Budget Generally Meets The City's BudSat Guidelines The Library's budget document and reports are very thorough and provide good, useful information to the ^ity Council and Administration. However, several elements are missing which detract from the usefulness the document. Such as, the budget: .r S'�'E- IefSAL'sd- Is prepared in relative isolation from: planning for programs, or collection development. Does not define how well the Library did in achieving selected service objectives. ,� -32- (4) During The past Fiscal Year, Library Fends And Resources Have Been Ut iae To u port T e Allied Arts commission And The Hist c--a-r Society h considerable segment of the Library's resources during the 3.977-78 fiscal year have been used to support the Allied Arts Commission and Historical Society activities. This support includes: • At least 30% of the Library Director's time is associated with the Allied Arts program. • The transfer of $30,000 from the Library's materials budget to the Allied Arts commission ($20,080) and Historical Society ($10,000) • • The use of various Library staff in support of selected activities of the two programs. This diversion of the Library resources doe not appear consistent with City Administration "policy" relative to funding Library operations (e.g. to hold Library expenditures, except for bonded indebtedness within the revenues received from the special $0.15 Library tax levy) . The transfer of $30*000 from the materials budget is especially damaging to thb Library as its materials budget is already extremely low. -33- t5) Building Maintenance Services Provided BX Public Works Do Not * Appear Consistent With The The Public Works Department p provides building maintenance services J to the Library, for which funds are transferred from the Library to the i 'f Public Works Department. It appears on initial investigation that the Library is receiving considerably less service than it is paying for. The Public Works budget includes $221,770 for maintenance of the Central and Annex Libraries, allocated as follows: Salaries -- $15,37P Utilities -- 85,650 Supplies Custodial Contract 80,450 Maintenance 24,500 Of this amount, $196,528 is vo be charged from Library operating funds. As f of April 15, 1978, Public Works records show a total of direct prorated service expenditures: $15,800 for City custodial service. i -34- i i $4,670 for 293 hours of electrical, painting and other general maintenance chores and Expenses. • $3,215 for 20 work orders totalling 184 hours. I This totals $23,255 for direct materials and labor charges, yet the Depart- ment Will most likely pay $55,670 budgeted for salaries, supplies and maintenance. 2. THE LIBRARY SHOULD BUILD Upm THE COMMITNENT To PROGRAM DEVELOPMENT BY FORMALLY IMPLEIMTING A COMPREHENSIVE ANNUAL PLANNING AND EVALUATION PROCESS THAT HAS DIP.EC LIIlKS TO THE BUDGET PROCESS * SE'4r R ESPo,VSE (1) We Recommend That A Seven Step Annual Planning Process Be Adopted By Theme rarer The basic seven steps are listed below: Assess service needs and interests of both potential and actual patrons. Formulate broad service goals in response to needs. Derive specific, measurable objectives from the broad goals. Plan activities to achieve the measurable objectives. i I -35- LO EMIBIT XVII Huntington Beach EVM'LES of PROGRAM PLWMIM STOPS APPLIED TO LIBRARY GOALS • LIBRARY GCALt STRENLMH LIBRARY'S ROLE...AS AN INFORMATION RESOURCE RELEVAt'r PROCRAMt BUSINESS R'.:FEPMNCE SERVICES Program Planning Steps ExasEle 1. ASSESS SERVICE NEEDS Survey business reference requirements. Compare requirements to what is available bo*h in the library and elsewhere. EstiwAate the percentage of buelness reference needs currently swat by the library. 2. roR.'Pmmc SPECIFIC Increase the percentage of business reference needs by 10%. OBJECTIVES increase number of downtown busine+aes regular consulting library services by 20% Form a business advisory group to assist in developing business reference services, 1. PLAN SPECIFIC ACTIVITIES conduct six seminars throughout the year to sxplain library resources to independent btr.inessaen and ka THAT ACHIM TRL PROGRAM executives. CO-JECTri'ES Conduct six follow-up seminar* on library resource-! =:! lilwrarf uses for secretaries and administrative assistants. Develop a 'business user" satisfaction card to obtain continuing feedback on library's ability to mast a higher percentage r' business reference needs. Plan library acquisitions that will increase the percentage of business reference needs the library car. satisfy. 4. IDEnirY MEa_-SARY STAFF, 7wo full tire equivalent staff. MATERIALS, rQUIPMENT AND Hiscellaneous supplies. OUTSIM RMOURCES Reference materials based on initial pralrata findings. i S. IMPLEMEM TM MOM M Develop collection and conduct seminars. 6. M'ALUATC PROGRAM RESULTS Secretarial and administrative assistant seminars enjoyed better attendance and resulted in wore follow- AND MODIFY PROGRM AS NEEDED up use. Therefore. efforts to acquaint business reference services should focus on secretaries and administrative assistants. � o � J identify necessary staff, materials, equipment _ and outside resources. Implement the program. Evaluate program results and modify as needed. Exhibit XVII above illustrates the application of these steps with a hypothetical example. As the example shows, each prcgram planning step f should result in specific measurable targets and resource requirements. Specificity is essential so that: i Program success can be evaluated. The results of the program planning process can feed into the budget process. (2) The Library Should Build Won Its Coxwdtment To Program Develo2ent. By_Making Program Planning And Evaluation An Irate a Part of The Annual Budget Process Six basic steps will enable the Library to strengthen its approach to program planning. Require that program planning precede the annual budget preparation. -36- .� i EXHIBIT XV111 Huntingttn Beach EXWLES OF COLLEC'e-rMi DELI-'FOPMENT ` PLT.NI rNG GUIDBLIhms PROJECTED COLLECTION DEVE?APMEM Projected Volums Collection Volumes Volumes Year Papui`ation Per Capita size Added Deleted 1980 xxx,XXX .77 xxX,XXx x;t,xxx X,XXX r 1981 XXx,XXX .79 XxXX,XXX XX,XXX X,Xxx 1982 XxX,xxx .80 x=,XXX Xx,XXX X,Xxx 1983 XXX,XXX .80 xXX,XXX XX,XXX x'xXX 1984 l.XX,XXX .82 XXx,m XX,XXX X,XXX 1985 ='XXX .82 XXX,XXX XX,XXX X,XXX 1986 xdx,XXX .84 XXX,XXX XX,XXX X,XXX PROJECTED COLLECTION DEVELOPMENT BY SECTIOit Li*P!►r.',:ie science Social Sciences Vo Lk;;m VOLUMES VOUNES Year Added Deleted Total Added Deleted Total Added Deleted Total t 1980 X,XXX M XJ[,xxx xx X,Xxx XXX XX.xXX xx X.XI[7I X C XX,XXX me y 1781 X,Mtx XXX xx.XXx rX X,Xxx xxx xx,x.n xx x,XXx xxx xX,xxx Xx ,. 1992 X,Xxx XXX rX,XXX XX X,Xxx xxx XX,XXX Xx X,=x xxx XX,XXx XX 1983 X,XXX xxx Xx,XXX XX ^,XXX )m Xx,XXX XX X,Xxx XXX XX,XXx XX 1984 x'xXX XXX Xx'XXX Xx X,xxx XXX xx,XXX XX X,XXX XXX XX,XXX XX 1985 x,XXX xxx XX'xxx XX X,'XXX Xxx Xx,XxX Xx X,xxx Xxx XX,XXX xx 1986 xlxx%: xxx XX,XXX I;X X,XXX XXX xX,Xxx xx X,XYX XXX XX,XXX xx � • • • s � • s • a • Assign direct responsibility for coordinating program planning to the Assistant Director. The Library Director, however, should be exten- sively involved in the review, final approval, and evaluation of program plans. Assign responsibility for assembling the Library's annual program plan to one of the Administrative Aide positions. Involve all of the Library's major program mana- gers in the planning process. I Provide for collection development plans to be formulated an the L-isis of program plans (see Exhibit XVIII above for two examples) . Structure reporting meclanlsms to focus on measuring 9 the results of specific programs rather than general circulation and attendance. We would recomwnd that the annual plan be completed early each year prior to the development of the budget, and that the plan be submitted to the Library Board, City Administration and Council fir dicussion and comment. (3) In The Development Of The Annual Plan It Is Important For The L—]'LBrary To Plan Within Reasonable Fiscal And Politics Constraints -37- EXHIBIT XVIII 'Huntington Beach EXA)TPLES Or COLLE-CPION nEVELOPMENT PLANNING GUIDELINE£ PROJECTED CULLECTION DEVELOPMENT Projected Volumes Collection Volumms Volumes Year Population Per Capita Siza Added DeleLotl 1980 xxx,xXX .77 xxX,XXX XX,xxx X,XXX 2.981 XXx,XXx .79 XXX,XxX XX,XX?c X,XXx 1982 XxX,xxx .80 xxx,XXX xx,xxx X,XXx 1983 XxX,xxx .80 xXX,XXX xx,xxx X,XXX 1984 XXX,xxx .r2 XXX,XX.Y xX,XXX %,Xxx 1985 xXX,xXX .C2 x."X,Xxx xx,xxx X,xXX 1986 xxx,Xxx .34 xxX,XXX XX,XxX X,XXx ICI PROJECTED COLLECTICe DEVELOPM EM , *JY SECTION Literature Science Social Sciences VOLUMES VOLUMES VOLUM rs Year Added Deleted Total % Added Deleted Ibtal % Added Deleted Total t 1980 x,xxx :tk'}t XY,xxx xx x,xxx xxx xx,Xxx xx X,xxx xxx xx,xxx xx �- 1981 x,xxx xxx xx,xxx XX x,xXX xxx Xx,XXx xx x,xxx xxx XX.XXX XX 2992 x,xxx XXX XX,xxx XX X,XXX xxx xx,xxx xx X,XXx XXX XX,XXX XX k 1983 x,xxx M XX,XXX xx x,KXX xxx XX,xxx xx X,XXx xxx XX,XxX Xx i 1984 X,xXX xxx xx,xxx XX X,XXx xxx XX,xxx XX X,XXX XXX XX,Xxx XX a' 1985 x,xxx xxx Xx,XXX xx x,XXx XXX xX,xXX XX X,XXx XXX XX,XXX xx 1986 X,XXX XXX XX,XXX XX X,XXx XXX xx.xxx xx X,XXX xxx XX,xxx xx R • i I ! 1 I I { l i ! ! 1 ! t t t 1 i ® i f i s i i i f • (4) Collection Acquisition Should Reflect A Long And Short Term Perspective Of Library Needs And Resources EffectivA collection development nanugemen- should be based upon: A long--term, citywide perspective of Library needs and resources (See Exhibit XVIII above) . Library goals and relevant programs. A formally adopted collection development policy. Efficient ordering and cataloging procedures. (5) The Library Needs To Begin To Shift A Larger Portion Of Its Budget Towards Collection Development And Public Service Related Activities_ Following the purchase of the system hardware (to be completed in 1978-79) , the Library should be able to reduce staffing and expenditure levels in Technical Services and transfer these resources to building the Library's collection and increasing staff levels in selected critical patron service areas. A suggested gulde in appropriating monies to collection development is 80 to 85% for books and publications, with 15 to 20% for audio-visual materials. � -38- J (6) Selection Practices Should Be Restructured So That Materials Are Selective Selectiveli Based On Library Sery ce O Sect ves And Patron IqeeM And Desires This process is included so that: The types and quantities of books and materials needed to support Library programs and service goals are identified in the program planning process. Final responsibility for proposing coordinated collection planning for the entire Library rests with a single individual--designated the collection development coordinator. The Library should continue the practice of designating librarians with recognized interests and backgrounds to assist in material selection by evaluating books in specific subject areas or for the type of population they serve. These recommended changes will improve the selection process by: Ensuring that a.Ll collection decisions are made in the context of an overall collection development policy. Pinpointing both the authority and responsibility for systemwide collection development. i i -39- EXHIBIT XIX HJntia;�ton Beach PROPOSED LIBRARY PLANNIWG-- BUDGETING PROCESS OBTAIN LONG RAND£ REVENUE PRD3ECTIONS (3) DCFINF. MFASURF.— ?MrJ* CRITERIA (2) (4) FORMULATE SERVICE DETERMINE PROGRAM GOALS 6 GBSECTIVES RESOURCE CONSTRAIN73 (I) (5) ASSESS DEVELOP NEEDS ANNUAL PLAN (8) EVALUATE (6) P9SULTS SUBMIT TO COUNCIL, ETC. REVISE a XSED am INPUT (Z) (2) (3) (4) (5) .. BUDGET W0RKSIiEETS,as*0-ASSEMLE BUDGETaa■.a.ol,-EVALUATE IMPACTwOmON-PREPARE BUDGET wm=W- SUBMIT FOR INSTRUCTIONS FISCAL PE_RFOR— OF PLAN ON IN ACCORD WITH REVIEW MANCE DATA BUDQ3`T CITY POLICY (7) The Budget Should Reflect The Library's Annual Plan • The annual budget preparation process should be an integral part of ..e Library's planning and evaluation process. Several simple steps should be taken to make the budget more useful as a r.+anagement tool and reflective of achieving srncific Library--related goals.- The budget process should be preceded by a planning process that reviews existing and sets forth proposed levels of services, collection development objectives, and other resource utilization plans. Exhibit XIX abowt briefly illustrates the overall planning and budgeting process. Require major program managers to prepare and submit budgets within the framework of the adopted plan, including providing/reporting on performance measures. (S) Sources other Than The Library Tax LeXy, Should Be Explored To Support The Allied Arts Or Historical Society Programs We fully recognize that from time to time Library staff and other resources should be used to assist the development of the Allied Arts and Historical Society Programs. However, we do not believe major invest- ments of Library resources shoulO be diverted to the support of these two programs. The City's General Fund or the use of the Special tax levies -40- C'� provided for in Section 1207 (c) of the CityCharter foradvertising,. music -100.00) and for public museums afnatural and historical and promotion ($0.05/, a • • f I I ! I ! appear • be •re appropriate s• of • this end, we recommend that the estimated portion of the Library Director's Ye7time that is devoted to support of the Allied Arts 'Conmission be budgeted a a cost of the Allied Arts Cowm. iss-lonls operations. (9) The Lib=au's Budget For Building Maintenance Should Be Adjusted To z f ti x �+ � . t , t :L �,+.•ire"-rL•'`r'�1►- ,�. .r� .Y y � { �����Y wit • �Y,. 1�i�-y��# '- �'�-�i r• �.. - `�.•.r services - i •� aY.- 1. ■ • • Recc=nendations contair in the companien Public Works report, however, suggest that the Dep, * -� - � I• _ institute the practice of e • a Uat fee periodically • • to reflect actual cost of services rendered. -14 t; • y" r {} � �s ~r�r,.,•:k \ ; '� i. 'mot.•� -t ZY.+ 41- t � � fi. ��.cci.-dam:. •f'. :7 -r 4 �/ .4•''tF` f'it .#_{��, rr - 4 y s �. � s x his d '�.L • VL. 3 _ • � e��IR Y� � .��V�� +•yL4 y r� _ �•te � � ..fir � ,� r� � � �. � � ' � F � f �! 1 � i 1 � 1 I� i � ! � 1 i � 1 1 � ■ This c2.apter has decribea a basic planning process, whereby the Library goals and progrma' can be reviewed by the City Council, Administration and the public. This document would then serve as the base upon which the annual budget submittal is made and provide the base for implementing more effective and efficient- budgeL and management practices. 4 I V. MM.AGEMENT INFORMATION SYSTEMS I � I V. NAMGFJWFA! INFaRKRTION SYSTEMS 1 The Library's management information practices have been reviewed in terms of how they support the Library goals and objectives. This review focused on: System development and operations. Statistical data. Management reporting. The first part of this chapter is devoted to discussing our findings and conclu- sions while the remaining portions describe our recommendations. A considerable par- tion of our initial discussion relates to the development and operation of the Library's automated systems, as they represent a considerable recent investment. 1. THE LIBRARY IN THE IUD-14701S WMARRED Oh A PROGRAK TO AUTOMATE THE CATALOG AND CIRCULATION CONTROL FUNCTIONS. #.ref gES Qare- This effort was a pioneering venture for a library the size of Huntington Beach. The development of the systems, new nearing completion, diverted a large share of the Library's financial and staff resources to this effort. -4 3- C� - • ! ! i w1 • i _ i ! fi i (1) Ths Huntinaton Beach Librar System Is One Of The Feu In The Count APPIxing h vane Tec o To Bot__ The Card Cata o An C-rcu ation • Control Functions j The Library presently maintains two advanced systeras: i i An automated circulation control system (LIES) consists of records on all patrons and materials in the Center abrary collection. The system is intended to: - Expedite check-in and check-out :of materials. - Eliminate manual circulation control and record keeping. - Frevent loss of material through patron abuse. - Automatically produce overdue notices and billings. - Facilitate rrfeicence search and identify the status cif tl•e material, whether on order or on loan. W a Ro P:LNti • h file (catalog) of collection materials (RON) �cS e-RigS104SC that displaces the traditional card catalog. Through the use of scann: rs (viewing, equipment) the total catalog car, by made available to po trans at numerous locations. This is not really practical with typical library, card files. -44- Ilwiylw�\ . 0 MAGRAM CF UNS AM ROM `SY57D"WORKFLOW ANDIRAMMEM MIS rre�la�1 �wwr Eat a�u1w orEuena:e r�wwUKicrlo.l ��n iR tVAwi iTa;� Mau�rr a akrr DKM Vtlpvv 10 vu Vit +1�" ALpJ�T101! CI�TIY400Mi0 RS>a �IR111M� ifMIC71 �GUIb mum RLTII��MED� 7At�OwAA1 I hm rltOlfifT 10 =go" 17�OrR nu�swcrlou cw*AUXM" CATO n CAT"m LC. vDM taftoom Cwrxos 1 i d d i i • • A d • d As part of its responsibilities, Technical Services maintains both systems: Staff have developed a detailed procedures manual for ordering, receiving, cataloging and preparation, as well as reprocessing and withdrawal of books. i While separate systeaas, the procedures require several interi.aes at the time cf *ordecing, receiving, cataloging and withdrawal to: Insure .file and cataloging consistency between the systems. UVx1ate the RON catalog quarterly. Exhibit XX above, illustrates many of the key steps in collection deve9opmsnt and circulation that are supported by LIES and RON. It also shows how LIES supports the edits and quarterly updates of the ROM catalog. System installation began in 1974 and has not yet reached their final state: Many of the Annex volumes are not on LIBS because of reprocessing work volume. Hedia materials are not an ROCK because of technical problems encountered, and lower priority. � -4 5- W 5 c t tt ESf'c�ss� Hnetin%ton such TECHNICAL SERVEM ?400,000 TOTAL AND DATA PROCESSING EXPENDITURES 300,000 360,000 1 E 340,0110 i 320,00Q 3M.000 ! 280,000 1 92t1,931• 280,0007,04e 240,000 229,000 200,000 180.000 150,M0 140,000 120,000 �00,004 90j" 9.00` 80,000 m� 00 60,0 � 40,000 20.000 1975-76 19M77 1977.78 1978-79 19M80 'E311nWe0 fused oo Prr4actedVAxMomft HaMware:Soflware CCsls Salaries,Maler3ats:Supplies The final payment for hardware and software for bath systems will be r made in fiscal year 1978-74, when the total inv4es}.ment in hardware, scftwF-re, maintenance and operations (excluding personnel) over five yearn is estimated to be in excess of $400,000. Annual operational costs for both systems thereafter is estimated to be $41000. (2) This Investment Represents A Relatively Fixed Portion Of Tne Annual w3u get For Technical Sery cea, its Shown In Ezhibllt XXI SF.E etSPeMAC Above Outlays forpurchase of hardware and soft+tare • and maintenance represents approximately 17% of the present year Technical Services budget. After the system is amortized in fiscal ;-jtr 1979- 1980, the total and purchase portions of the hedget should decline. (3) Conversion Has Generated Considerable workload And Support Costa In Technical Sere ceg Conversion efforts were begun soon after the opening of the Center Library. The Division has: Built much of the new Center Library collection of approximately 200,000 volumes through acquisition, cataloging and shelf preparation. -46- MATERIALS PROCESSED EXHIMT XXII Hontiatton Beach ?,0�0 41,313 COLLECTION DEVELOPMENT ACTIVITIES 401000 Mate€isk Ptrecegwd In and Out of Cotkcthn 38 000 • 36.000 34,000 32,SW 32,000 30,000 29,000 f 26.E MIN 24.000 a n.000 23,U6 20,000 18,900 16,000 14,0M 14,515 12,004 10.000 &000 6,000 VRTHORAWALS 4,000 -------------- ------+4.023 4.8 . 2,000 1972 1973 1974 1975 1976 1977 197E YEAR Sow ce,Annual Budge.Sul-missions 'Estimated 4 I t t I t t ! 1 I 1 1 t I t I I t I 1 I - — � • • i f • • ! i • • 3 Relocated keg materials from the ,4ain, Graham and Banning Annexes. Weeded and cataloges recast of the Graham and Banning branches and approximately half of the Main collection. Automated patron files. more recently, the Division is: Completing the processing of Annex overdues. Supp->rt costs have risen and collection additions have declined nines conversion was begun. The previous exhibit shows that the rameining portion of the Technical Services budget has increb3ed 581 in the past two years. Exhibit XXII above, shows collection. additions peaking at 41,313 in anticipa- tion of the Center Library opening and dropping to as estimated 20,000 this year. Withdrawals have remained relatively steady at 4,000 per year. Ii -47- (4) pith T;ze Completion of Conversion And Edit Activities, The Technical Services rivis=on Will Be Able To Return To Routine Acquisi Mn. Cats Ug-in , Processlnq-ju-.Z Repair Ac v ties Productivity lrsvels are returning to normal after the completion of the edit. Some unusual workload demands will continue in- de€initaly, however. Reclassifivations as an edit by-product. Maintenance of the shelf list to collect statistical data. - Editing of the weekly index to insure entry accuracy. (5) The Automated Systems Do Not Appear To Offer Future Cost SFE Cc-SAur3Ser 5avi. s To Technical Sere cer. Over dual System-- Because O& The Low Volume Of Pro ecteci Work Full time equivalent staffing and budgets necens" to perforjA equivalent work were conpilyd and com- pared for threa central library systems to perform: - Book and supply acquisitions. Cataloging. - Processing volumes in and out of this collection. - Circulation control. - Repair and =e-binding. -48- EMSIT MIT Mnntingtoa neack COMAKSM OF STAM* VOISMO LB AM UNIT COM s FOR Th'C7l}iIM SE n(= ACTIVITIES A i 1977-78 1977-T8 1917-78 1979-80 AMMIN SAM &M 11tlfTnllf.TM WMM MATItlMM IM" FTE M FT8 M 7bta1 DWS*t Total !LdEt Total. sudgst Total a Taehaical Services 22.4 300,61S Is+ ICU Ined) lcoshinsd) Circulation CbnLtol 5.0 27,000 4.25 7oFrAL 27.4 $327,600 22.2S 5139,OR04 20.5 $335,761 11.7 $282,000 {-) Edit a Annex Malocation Omuta ME {29,471.) NET TOTAL 16.7 $306,386 II. Al1M[1AL il0AlfIdLD Cirerslation 1.023,41S 1,050,968 930,49S C60,0000 Transactions Additions 45,Wo 20,000 200000 )7,20@ Mithdrawls igloo 15,000 4,000 3.600 III. AWRIAL 6FFICIEUCY INOIM3 Vblwas eircvlated/m 37,460 4).594 SS.718 -9.S29 Transaction/TTE 1,082 1.SP3 1.437 1,777 Cost/VbI Ms Circulated 32e 220 33e 27t ooatJTrsnssetion S7.k1 $6.57 512.76 512.30 • SstInAttd The present year costs of operations were prepared to compare manual and automated Eystem coot efficiency. 'Sot" es rJSc The costs of LIBS and !tOM are combined to pro- vide a cor4mrative basis with manual systems; other activities are assumed to be constant. Edit and annex relocation staff and costs were removed for comparison. Staffing levels and budgets for Fiscal 197a- 1984 were projected to provide a more equi- table basis of comparison under routine work- loads. The cos•. effectivemess of activities, rather than systems, are compared here. Automation appears to c=-eer opportunities for more efficient staffing than manual system3 in Technical Services, especially for circulation control activities. Exhibit XXIII above, shows a comparison of Huntington Beach this year (Column A) to similar resource requirements to perform manual tasks in Anaheim and Santa Ana. Present year cowiparlsons of efficiency indicators show a more efficient stiffing ratio for activities invol.red with circul;tion control and a somewhat less efficient ratio for processing activities. When the systems are full_r operational in fiscal 1979-80 (Column B) , Huntington Beach should realize greater efficiency ratios at projected staffing levels. C�0 Unit costs for processing volumes into and out of the ".eEE Es c collection' however, are expected to remain high. As shown in Exhibit XXXV, unit costs for processing of additions or withdrawals are clone to twic:a the unit costs of Manual ssystems0 Santa Ana and Anaheim perform this activity at approxir3tely $6.50 to $7.10 per volume. Huntington Beach costs are $12.76 per volume processed and expected to decrease to $12.30 in two years. The higher future costs are attributable to SEE ,?f:AW_Sr fixed system maintenance costs at approximately $41,000 annually and fewer projected trans- actions than this year. 2. THE "LIDS" OFFERS DEFINITE COST SAVINGS FOR PRESENT AND FUTMS WOMRLOADS i The system is capable of efficiently handling a much larger number of transacti;,ns at little additional cos}. While entry and withdrawal *:recessing in Technical Services is -S�� nomplex and time consuming, psFecially where I.:-:BS and ROM inter- face, catalog consistency between the systems has other distinct advantages. The real ad=.*antage of LIRS lies in improved efficiency of circula- tion control and patron service. I -50- i Faster check-in and out. Elimination of three FTE needed to manually Sze it esparJsc process overdoes and fines, Reduction of losses from patron abuse. Faster and more thorough reference services. Better control of materials. Future workloads (i.e. changes in Library of Congress subject headings) can be more easily handled by machine entry, update. • LIBS will ise an asset to Extension Services in responding to patron requests. 3. THE CURRENT STATISTICAL REPORVS COMPILED BY ALL UNITS HAVE VERY LIMITED USEFULNESS The present statistical repots compiled by the various divisions represent a comprehensive tabulation of library data, but provide very little I infornazion relative to the impact of Library operations. As such, the reports have limited usefulness in that they: Regularly report data withont attempting to examine trends, changes in patterns, etc. Do not attempt to undertake selective ex:iainations. Do not attempt to measure performance. � -51- I LIBS can produce information on circulation per volume, but cannot provide more general summary level statistics on collection circulation trends, additions, with- drawals, etc. 4. COLLECTION OF STATISTICS FOR MNAGEMM REPORTS SHOULD BE SIMPLIFIED AND REPORTS RESTRUCTURED TO PROVIDE MEMINGFUL PLANNING AND EVALUATION INFOFMATIOR Statistics are now collected and sumRarized manually. Monthly reports are not used to plan and manage the k rx-t workflow. Data base management software for suirearizing statistics in th- LIBS system Would eliminate manual sumarization tasks and provide useful management information for: Inventory Circulation counts f - Workload reports Collection development Statistical reporting can be Made both more meaningful and more efficient by: Reporting regularly only those statistics that relate to established department or program targets. Compiling comprehensive library use statistics (such as required by the State) on the basis of a periodic sample. -52- � w � i • a a a s a i Training librarians to plan programs and measure progress using key performance indicators. Displaying planned versus actual performance figures along- side planned versus actual expenditures. 1 a -53- iIUN'TIN�7Y1N NIiACIi _ LI�NAkY b1:TAR7fefiT nom PlAM--L1£llLLit Wl1Ui1tiY w � �� r.►r � � r lw� • 1tf• t �r• `r �an _ wrwr ►Y 1,10Mmull w� MA"t LEVEL FLOOR PLAN �NM POM MIL UIOfIfM MI�sNIQ MMu+Aa "DWC 1L}flOCssN�i • -� , !�ji �0� f'am r r� �YI�IlUtl� 1M0� ZttClti rrM�r Vauft f l'�' 1�s MY ft71M[R .wa r 1 sr. ` a.. 0%swit"Lam"T :•.e ► suss �.. a tMM iMt�riwr� PARK LEVEL FLOOR PLAN 1� 1 1 1 ! ! ; ! 1 1 1 # t 1 1 ► i } i I � f VI. C."TER LIBRARY FACILITIES i VI. CENT-ER LIBRARY FACILITIES R The Center Library facility is a visually attractive building that represents the City's major resource in housing library services. Within this chapter we brief`y discuss ways in which the allocation of space might be arranged to improve services. 1. THE PRESENT SPACE ALLOCATIONS DO NOT NECESSARILY REPRESENT AN EFFECTIVE AND ZFFICIENT USE OF SPACE (1) The Location of The keference Desk Is Not Conducive To Good Progranming I The Reference Deck is currently located in the major traffic area in the Center facility. This location results in the Reference staff answering a large amount of directional and general locational v_uestions that were meant to be handled by the Information Desk. I, (2) The Separation of Media Services Is Not Conducive To Good * Sew eCS10Q5C Programming Currently Media Services is located on two separate floors in the building. Media equipment storage and wUntenance, and ISmm film storage � -54- are located on the Park !Avel. Other mufia materials and the supervisor are housed on'the main Level. This separation reduces the effect-Iveness of the supervision and in the utilisation of assigned staff. (3) 'There Are Areas In The Suildin2 That Are Under-Utilised Aad Provide Space For F2MAns on Or For improving Sery cea These areas include% Young Adult room kPark Level) Staff Lounge (Park Level) Main Level Lounge ft ViecLig Room (Nair. Level) (4) The Dedication 4f Prime Floor sp2ce, For Use As A Baokstore Operated By The Fr en s of The Library Within T e Center Fac ty Is Quest onable C'.3rrently, the Friends of the Library operate a bookstore which is Xocat- ted at the southwest norner of tha main level of the Center facility. The . store is staffed by volunteers and sells mainly books and art objects. It has relative)y low patronage levels. but occupies prim space Within the i facility. We recognize that the Friends of the Librar,► provide much-needed -55- - - - - s • i � ! ! i • ! i f support to the Library in terms of volunteers, gifts ar.3 special programs* but • seriously question the location of the bookstore ;n the Center facility, as public supported prr:grams. with higher patron demnds could "etter utilise the location. s. THE FOa&WING SPACE RE—ALLOCATIONS WOULD APPE" TO BE MORE CONSISTENT WITH THE LIBIWY WM AND OBJECTIVES AND PROVIDE FOR A MORE EFFECTIVE AND EFFICIENT USE OF SPACE Altgrnallw 11 Alternatives 42 Alternative 13 Alternative 14 • dove beforanee book to Mow %afer-mce book to . trove Rwfereace tvak to no porerence aatec- wortA Pending Area %Vale Center Podia Center Iola and do" to rain Imml, Lounges bookpitote • hove Infonottion Doak . Have Information Desk . Prow lnro-seticn bosh and pariodieals arraA to "CW Book Argo to New sock Area to Now Eoo! Jr. :v NOWMove sgw Look Argo to . Move Media to bo"atore . Move trey took area to film store to flaw Ptah Level ::�rre_e and Main Level La►tnge Main Level Lounge Erna Flo" Now book Area to AG stual toblvo to . row Main Floor tredie Main Level lounge Main Level L.ousge . Add stvSr tables to hrvieea to Young Adult Frain Lgvg] Icun" 11 . ?fora Park Level seeia Msoe Park Level Media to Main te"I to viewing reeve and . Pave Santiago Librarian . Add stVdp •nobs to cnntrol soon to A.V. Maintenance Main Leval Lounge . A" stogy table& to Area Hain Level Lounge Moe office of befer- . More Santiago Lih.raifan 'i once Principal Libor- . *-.a Office of Refer- to office 41 . Move Santiago Librarian ion to office 13 Once Principal Librar- to A.V. Maintenane" ban to A.V. Librarian . place two Adnlnlstta- Area Plate two Ad*iristra- treed Office taw Aidee in office 11 tive Aides in o:lics fl . Place sute*aioa Ser- . Pt". 'Zxtenslon $or- . tow office of lMfar- vices in To" Adult Place tatansion ser- Vices in Young Adult ente Librarian to A.V. nova vices, in Young Adult room Librarian Cffice Room . W"M rariodieals to nova deaf~. of tefsr- . Place Ptsteosion services noferento Roos: Place aantiego Meer- es s rrof:saionai start In urused portion of Ian in A.V. Maintananre to VPewiw Rocca Younq Adult noon or in . Build office for uefor- Area basewent enm Librarian aa"t Public Service staff Mow disks of Peference Trofw&sional staff to polecats t+any of thr Varwtnq Rothe POM to the nry PMfer- ence Area f —55� (1) We Recernmend That The Libra z-y Adopt Alternative 41 ws An Interim Measure • This mould allow the Library to make some ir-mdiata spare changers that would: improve the utilisation of the Reference staff through relocation of the Reference desk. Co-locate Media on the main floor. Better utilize existing information services and main level lounge. Locate Extension Services in the Young Adult Room. This move could be done rather easily at only minimal cost. It should only be viewed as an interim measure as it does concentrate in one area of the Library all patron services. (2) We Reconwnd That The Libra,EX Adopt Alternative #4 As The Long Term solution Altennative *4 appears to offer the best long term solution as it pro- poses to: -57- Relocate the Reference area to the mr:in level lounge and periodicals area. This would require relc :ating many of the RAMS and constructing off desk work sj.ace for the Reference Librarians and an office for the Public Survices Su.-srvisor. Move the Friends of the Library bookstore to the 16mn film area (park Level) . Relocate the periodicals to the present Reference area. This alternative provides for: A better circulation pattern in the Library and in the stacks area. A better utilization of the Main level lounge and periodicals area. A better distribution of patron services on the first floor. t3� Alternative #2 Would Also Appear To Be A Valid Long Term Solution This appears to be less desirable than. Alternative #4, but certainly presents a valid choice with many of the same strengths. i -58- • These recommendations are =ntended to provide the basis for improved utilization of the present Center facility. I I -SS- I I VI*. NEXT STEPS E >T VII. NEXT STEPS This report conta ns recommendations we believe, if implemented. Will signifi- cantly improve the managenant, operation and organization of the Library. the recommendations call for; A major reorganization of the Center Libra-.y. P. better space utilisation plan for the Center Library. lvnproved persona.el utilization procedures. Installing a planning process with direct links to the annual budget. Basically, we believe the recommendations Will result in a pore effective and efficient use of Library resources. Implementing these recommndations will require a high degree or cooperation and support from the City Coup Al and Administration, anca the cooperation of Library personnel. I f -60- J � s � i i • i • • d 1. RESPONSIBILITY FOR CARRYING OUT THE IM'PLEMGNUTION SHOULD BE ASSIGNED AS FOLLOW fl) 'i'he Library Director Should Assume overall Respysibilitty For Reviewing The Report And For Stat n Which Recommendation The Library Accepts And WhichOnes Should Be HodifiR Or Reject In taking this action we believe the Library Director should be guided by the convents of the Library Advisory Committee. A report should be sub- mitted to the City Administrator and Library Board For their review and cormAnent. This report would present the Director's suggestions as to: Which recommendations should be adopted. Which recommendations should be modified, and the reason for the modification. Which recommendations should be rejected, and the reason for rejection. I A priority listing of the recommendations for imple- mentation. A general plan of implementation including: Assigning responsibilities for imple- menting specific recommendations. Deriynating a specific time plan for implementation. -61- (2) The Library Should Be Re wired To ReRRrt On A Bi-MonthlX Basis As is '"'he Status Of specific xmp evrezntat on Actions The City Administrator's office should formally review the implemcn- tation efforts on apgroxlmately a six—month schedule. 1 1 i I 'r •a;2- �4 Cj`+