Choices for a dynamic future ; models of public library service for Oklahoma

              for a Dynamic Future
MODeLS
of Public Library Service
for Oklahoma
Oklaho .
Department Public Library
Libraries Directors Council June 2003
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Good Reasons for A New Road
Far from being made obsolete by information technology, public libraries
today are more vital than ever before for some very good reasons.
• Recent public opinion surveys show public libraries to be among the
most trusted institutions in places large and small, rich and poor.
• Few other institutions can help as much
as public libraries can with school
readiness, literacy, and early
childhood development.
• Except for schools, public
libraries are the most common
public institution associated
with learning. Almost every
community already has one.
• Public libraries "Ievel the
playing field" for achievement.
People say they use public libraries
first and foremost for education.
• Unique institutions, public libraries offer a myriad of electronic and
print resources, along with personalized assistance in using them.
• Computers and technology are available and free for everyone at
public libraries.
• Public libraries complement the efforts of many other
organizations in Oklahoma. The Governor's Task Force on Early
Childhood Education looks to libraries to help parents raise children
who read. Oklahoma Futures, the state's economic development arm,
wants to promote lifelong learning. Brain Gain 2010, the State Regents
for Higher Education's plan for increasing college graduation rates,
seeks to strengthen support for students.
The following pages provide many ideas and options for the future. The
stories marked with illustrate the possibilities.
Choices for a Dynamic Future· 1
Choices in an Incremental Process
Inspire and Guide:
Oklahoma's Approach to Library Development
The reasons Oklahomans value public libraries are also why we must ensure their
continual improvement. In 2001, the Oklahoma Public Library Directors Council
and the Oklahoma Department of Libraries began to work together to make the
Vision 2010 a reality. Oklahoma has many great public libraries, but we realized that
even more progress is necessary if all public libraries are going to be able do what is
possible for communities and the state. The first product of our collaborative effort
is this planning and advocacy tool: Models of Public Library Service for Oklahoma.
The models fulfill a variety of purposes. They:
• Show communities without libraries how to develop quality services
• Define quality levels for communities with libraries already
• Describe what is necessary to pay for quality
In the absence of national guidelines, these voluntary models respond to your
and others' requests for help in communicating what"quality" library service is and
what it entails for communities of different sizes.Models of Public Library Service for
Oklahoma defines three types of libraries and specific aspects of Access,Services,
People, and Issues.With enough detail to support change and improvement-but
not so much as to quash a community's creativity-the models are intended both
to inspire and guide. In short, we hope the models present a road map to a dynamic
future for Oklahoma's public libraries.
We developed these indicators and guidelines with the public's point of view in mind.
As a result, you will see a combination of standard library measures and others that
reflect how residents experience library services.The numbers attached to the indicators
came from researchon the status of Oklahoma's public libraries aswell asfrom national
comparisons.
Since the models are completely separate from requirements for "state aid"
from the Oklahoma Department of Libraries, communities will decide for
themselves whether, and how, to use the guidelines. For those communities that
participate, progress is expected to be an incremental process. As the description of
2010 indicates, change will come bit by bit. The models include short- and long-term
steps toward excellence. Many libraries have achieved some of the steps already.
Others will represent a "reach:' Some communities and libraries will move rapidly,
and others may need substantial assistance.
Public library operations vary substantially across Oklahoma and may differ even
within a city or a region served by one library system. In a metropolitan area, different
branches focus on particular purposes, while library systems serve numerous
communities. The models are intended to apply across metro areas and systems,
rather than individually to all branches or locations within a system. In particular,
2 • Choices for a Dynamic Future
large metropolitan libraries and regional library systems may choose to emphasize
different components of the models in various parts of their service areas.We want
library leaders and policy makers to have the flexibility to pursue the best plans for
specific locations and across a library system.
The Oklahoma Department of Libraries and the Public Library Directors Council
together will monitor and update the Models of Public Library Service for Oklahoma
as needed. In addition, we will develop a range of options for technical assistance.
Thus in the next few years, Oklahoma's public libraries will become even more
capable of delivering high quality, innovative services in their communities.
Defining Three Types of Libraries:
From Gateway to Innovator and Beyond
We call the three types of libraries Gateway, Pacesetter, and Innovator.
• Gateway-A means of entry or access
Public libraries often have been called gateways to knowledge and discovery.
This concept also can be applied to libraries themselves. Those that embrace this
essential level have chosen to start down a path of discovery and progress.
• Pacesetter-An institution that leads the way
This category refers to those communities that have elected to extend their
development beyond the Gateway. The Pacesetter libraries have the many
resources needed to offer greater information sources and more diversified
services in their communities.
• Innovator-An organization on the cutting edge, operating as
much for the future as for the present
These libraries stand out in every way. They provide exemplary services and
anticipate their communities' needs. Innovator libraries represent the "best"
in Oklahoma.
• Steps Beyond-An opportunity to define the next level
For libraries that have reached the Innovator stage, Steps Beyond allows
communities and library systems to determine the next level of development
for themselves.
For the Vision 2010 to become a reality, libraries all across Oklahoma will need to
participate. In the following pages, the Gateway, Pacesetter, and Innovator levels
are described for communities in each of six population categories. In addition,
vignettes illustrate the possibilities the models present. We look forward to working
with you on this journey to A Dynamic Future.
Choices for a Dynamic Future· 3
4 Choices for a Dynamic Future
Access
THe PLace TO See aND Be SeeN
Public libraries provide access to a wide variety of materials, technology, and services in
person and online. In Oklahoma, quality computer access is especially important. For
~~~~ example in Cyberstates 2002, the American Electronics Association reported that
. home computer ownership in Oklahoma has reached 50%, but that is still 44th
nationwide. Home Internet access totaled 44%, which again put Oklahoma
44th among all states. A 2002 University of Washington study of public access
computing-such as is available at public libraries-showed that over half of
those surveyed thought the most important aspect of library computer accesswas
the "number of cornputers.Tollowed by"separate computers for children;' and "I get
enough computer time:' As shown below, though, access still also refers to buildings
and meeting spaces.
Books, cumputers, CDs ... a coffee
shop, this library is the place to !
see and be seen. Partnerships have
made a world-class art galler),
possible, along with classes and
discussions on topics from A-Z.
You can feel the energy. 11's truly a
center ('01' the mind and for everyonc.
Heads up- here comes the next big idea!
A Community Place
Guideline 1: In-Person and Family Hours
This component offers guidance on the total number of hours public library buildings should be open. Of these hours, a percentage should be"family" or evening
and weekend hours.
< 2,500* 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Weekly Family Weekly Family Weekly Family Weekly Family Weekly Family Weekly Family
Gateway 20 15% 30 20% 40 20% 54 25% 60 25% with Sunday 60 30% with year-hours
in at least 1 round Sunday hours
location in multiple locations
Pacesetter 30 15% 35 20% 45 20% 56 25% 60 25% with Sunday 65 30% with year-including
hours in at least 1 round Sunday hours
Sunday location in multiple locations
Innovator 35 15% 40 20% 50 25% 60 25% 68 25% with Sunday 70 35% with year-including
including hours in multiple round Sunday hours
Sunday Sunday locations in multiple locations
* This number represents the population size of communities.
Since public libraries often serve many functions in a community, sufficient facilities and flexibility are vital to support multiple uses. Guideline 2 addresses the
amount of building and community meeting or program space appropriate to each level. For many communities with existing facilities, these guidelines will
come into play only when new buildings or major renovations are undertaken. For communities with 10,000 or more in population, "square foot per resident"
is used to provide for greater flexibility.
Guideline 2: Building and Community Meeting Space
The square footage guideline for the largest cities and systems is less than for smaller ones because the greater the population, the bigger the number by which
the square footage is multiplied by. Thus a smaller square footage requirement yields bigger buildings in large cities.
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999
Building Meeting Building Meeting Building Meeting Building Meeting Building Meeting
Gateway 3,500* 500** 5,000 600 6,600 800 0.7*** 2 separate 0.6 Space for at
public least one
meeting large and two
spaces small events
at the same
time-Kitchen
facilities
Pacesetter 4,500* 500** 6,000 700 7,500 900 0.7*** Kitchen 0.65 Program space
facilities for special
groups, such as
children
Innovator
100,000-750,000
Building Meeting
0.6 Capacity to
host multiple
meetings
of various
sizes-Kitchen
facil ities
0.65 Conferencing
technology for
groups of any
size
5,500* 700** 6,600 700 Program space 0.7
for special
groups, such
as children
Conferencing
technology for
medium-sized
groups
10,000 900 0.7***
*Total squarefootage
**For any library currently without meeting space,such space would be added as part of any new building or major renovation project.
***Square foot per resident
0.7
Catering
facilities
Retail spaces
Cafe space
Gallery space
Auditorium or
performing arts
space
In recent years, public libraries have been viewed increasingly as "civic spaces:' For example, Habitat for Humanity meets in a northeastern Oklahoma library.
A Farmers Market operates on the lawn of another library. Events ranging from wedding anniversary celebrations to drivers education classes to instruction
required by DUI citations have received permission to use library meeting spaces. Some libraries have even agreed to allow new congregations to meet there
temporarily with mutually beneficial results. For example, a new Native American congregation became comfortable at one rural library and members began
using the library much more than on Sunday. Public meetings of city commissions or business groups are just a few other users of library space. As public libraries
are built or renovated, these different ideas about space are more important to consider than ever before. For the Pacesetter and Innovator libraries in small
communities, it is suggested that, as changes in facilities permit, all of the community meeting space be available during "closed" hours. This is probably best
accomplished with a separate entrance that does not permit meeting users to enter the library itself.
5 Choices for a Dynamic Future
6 Choices for a Dynamic Future
Guideline 3: Community Meeting Space Available When the Library is Closed
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Gateway NA NA NA NA .- NA NA
Pacesetter 100% 100% See below See below See below See below
r Innovator 100% 100% See below See below- See below ~ See below J
For Pacesetter and Innovator libraries in communities with over 5,000 residents, the answers to the following questions should
show current use or future plans:
• Is space available now for community meetings or programs at hours when the library is not open? 0Yes 0 No
• Is there a plan to include such space in the next building project? 0Yes 0 No
Public Accessto the Internet
Internet access has created new demands on, and opportunities for, public libraries. From the library point of view, building size affects how many computers can
be accommodated, as does the availability of quality telecommunications and technical support. Because ofthe prominent part speed, reliability, and "newness"
play in customers' outlooks, these are used to define the various levels. But these cannot account for tomorrow's technologies. As quickly as possible, all libraries
should adopt new technologies that enhance services and access-on-site and off-for all residents.
Guideline 4: Internet Access
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Gateway Dedicated T-1, DSL, Dedicated T-1, DSL, Dedicated T-1, DSL, Dedicated T-1, DSL, Dedicated T-1, DSL, Dedicated T-1, DSL,
ISDN,or cable ISDN,or cable ISDN,or cable ISDN, or cable ISDN,or cable ISDN,or cable
Pacesetter Best, cost effective Best, cost effective Best, cost effective Best, cost effective Best, cost effective Best, cost effective
"next generation" tech "next generation" tech "next generation" tech "next generation" tech "next generation" tech "next generation" tech
available available available available available available
Innovator 25% of public 33% of public 40% of public 45% of public 50% of public 60% of public
computers lessthan 3 computers less than 3 computers less than 3 computers less than 3 computers less than 3 computers less than 3
years old with current years old with current years old with current years old with current years old with current years old with current
software software software software software software
Web Sites and Services
Library services via the web, including such activities as renewing books, placing holds, registering for programs, checking availability, or browsing the catalog,
can increase the convenience of the library for many residents, while perhaps saving staff time for other tasks. But, much more is possible beyond these valuable,
yet static, services. Libraries now use their web sites for online reference, book discussion groups, homework help, and as gateways to partner organizations
and special interest sites. The place to start is an interactive web site with valuable links and frequent updates, but what more is actually done depends on the
creativity of library leaders and staff members, and the desires of the community.
Guideline 5: Web Services
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Gateway Library web site Library web site Library web site Interactive web site Interactive web site Interactive web site
Pacesetter Interactive web site Interactive web site 2 or more web 3 or more web 4 or more web 5 or more web services
services services services
Innovator lor more web 2 or more web 3 or more web 4 or more web 5 or more web 6 or more web services
services services services services services
- - A PLace WHeRe EVeRYONe is HeaRD
IT the letters to the editor are any indication, tonight's public meeling \\ ill be a hot one. Rcsidents are unhappy \\ irh their
elected leaders and each other 0\ cr a proposed de, clopmcn l. \eigh borhoods \\ ould be changed (some sa,\ deslro.\ ed) if the
plan becomes rcalitv The standing-roorn-onlv crowd talked with leaders for several hours. Fortunatclv, leaders identified an
acceptable compromise [Win t hr- debate. On the \Yay oUL,a Ilcighborhood activist slopped lo te-ll Ihe library manager t hat t he
librarv was Lite hesl place [01' these kinds of discussions. She said, "I t's opt'n to CH'I)'Olle and doesn't favor an,' gl'OIIP 0\ t'r
another, E\ eryone gelS heard."
7 Choices for a Dynamic Future
8 Choices for a Dynamic Future
People
A ReasoN FOR INVeSTMeNTS
It's budgettime again in this community of 5,000, and revenue gr01vthhas been stagnant for several years. This town, thougb,
is known as a place that is willing to invest-eveniD tough times if given enough reason to. The library director starts
the budget preparationswith a look at theJl/odel, of Public Library. Servicefor Oklahoma since the community is working to
achieve all of the "Gateway" guidelines Ibis year. It.has taken some time, but the ideas and the help in how to apply them
to the town's situation have made it possible to motivate cityleaders to allocate more resources to the library and hire T
more staff A post-election victory party celebrated voters' recent approval of a mil increase to fund further services. Finding
qualified staffmembers has become tougher, but a combination of statewide programs and scholarships are increasing the
pool of library professionals. More people with greater qualifications and Hewfunds will make a world of difference.
A Strong Library Workforce for Quality Library Services
Quality services depend on sufficient numbers of library staff members with the necessary skills. For these models, the number of staff is pegged at 1 full-time
equivalent (FTE) per 2,000 residents. But, a number is only the beginning. Because leadership counts for so much, qualifications are specified for Pacesetters
and Innovators.
Guideline 6: Library Staff Qualifications
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Gateway 1 FTE*per 2,000 1 FTE*per 2,000 1 FTE* per 2,000 1 FTE* per 2,000 1 FTE*per 2,000 1 FTE*per 2,000
residents residents residents residents residents residents
Pacesetter Level II Certificate** for Level IIICertificate for Level IVCertificate for Level IVCertificate for Level V Certificate for Level VI for Director/
Director/Administrator Director/Administrator Director/Administrator Director/Administrator Director/Admin istrator Administrator
One other person at One other person One other person
Level III at Level III for every at Level III for every
20,000 population 20,000 population
Innovator 50% Staff participation 50% Staff participation 50% Staff participation 33% Staff participation 25% Staff participation 20% Staff participation
in ODL Advanced in ODL Advanced in ODL Advanced in ODL Advanced in formal library- in formal library-
Classes Classes Classes Classes sponsored training sponsored training
programs or those programs or those
certified by the certified by the
Western Council of Western Council of
State Libraries State Libraries
*FTE means "full time equivalent"for a position or positions that are equivalent to a full time Job.
**The Oklahoma Department of Libraries sponsors an in-depth library certification program for those without a Master of Library Science (MLS) degree.
In communities with over 20,000 residents, state guidelines require a library director to have an MLS.
More than 5,000 Oklahomans work in public libraries now, and their public sector employers have a lot in common with private companies. In both cases, people
are their most important asset and what make them great. Unfortunately, though, comparatively low pay shortchanges the state's current library employees,
and a shortage of qualified workers looms because of competition and an aging workforce. Nationally, according to the U.S. Bureau of Labor Statistics, librarians
rank 95th out of 427 occupations on annual pay, but are at the bottom of their Professional category. Tables 1-3 describe Oklahoma librarians' wage status.
In a recent national survey, 80% of respondents agreed that librarians are "techno-savvy and at the forefront of the Information Age:'1 Librarians often have
specialized training in addition to bachelors and masters degrees. These true knowledge workers are part of the highly skilled workforce Oklahoma wants and
needs and should be paid as such.
Without quality workers who can look forward to careers with compensation commensurate with their education and value, public libraries will not be able to
fulfill their promise for communities and the state. Compensation of library workers is a critical issue for a dynamic future.
Occupation
Table 1: Librarians Earn 30% Less Than Similarly Educated Computer Programmers
A CaReeR OF VaLUe
Average Hourly
Wage
$16.22
$23.88
$8.39
$12.51
Librarians
Computer Programmers
Library Technicians
Computer Support Specialists
Annual
Average
$33,730
$49,670
$17,440
$26,010
Librarians haven't always enjoyed such
stature in this community. But today they
are.eveeybit.as prominent, and well paid,
as the software designers at the state's
high-tech lirms.The change started when
the library community began explaining
the real work these information experts
clo. The success of that led to a long-term
commitment to recruitment and
retention and, of COUl'SC, more money.
Now librarians and communities truly
value each other.
Source: 2000 State Occupational Employment and Wage Estimates, US Bureau of Labor Statistics
Oklahoma's negative salary situation comes into sharper focus with a look at average earnings for beginning
librarians. Nationally in 2001, beginning librarians made $32,891 on average, according to the American Library
Association. In that same year, Oklahoma's beginning librarians earned an average of $26,815, as calculated
from the Public Library Data Service's 2002 Statistical Report. With less than $7,000 separating the averages for
beginning librarians and all librarians, the outlook for career earnings in this information profession is dim.
9 Choices for a Dynamic Future
10 Choices for a Dynamic Future
Table 2 Communities Across the u.s. Provide Guidance on Library Pay
25
10
5
munity Size Director Director Beginning Librarian Beginning Librarian
Average Upper Tier* Average UpperTier*
,000-999,999 $109,403 $120,459 $32,600 $34,223
,000-499,999 $90,553 $106,500 $31,805 $35,395
,000-249,000 $78,422 $90,000 $31,779 $35,101
,000-99,999 $73,094 $84,849 $32,206 $35,434
,000-49,999 $61,173 $75,000 $30,475 $34,199
,000-24,999 $49,043 $60,000 $29,799 $34,590
,000-9,999 $35,345 $44,000 $24,744 $30,082 I
< 5,000 $24,357 $29,266 $25,048 $31,000
Com
500
250
100
50
*The Statistical Report provides information for highs and lows, averages, and quartiles. Quartiles reflect ratings in relation to all responses.
"Upper Tier" is the same as the Upper Quartile, which is 75%. Source: Public Library Data Service, Statistical Report, 2002.
Quality staff attracts more good people, projects, and resources. Better compensation packages quickly benefit communities because higher pay increases the
pool of applicants and encourages skilled workers to make long-term commitments to places.
Table 3: Librarians in States Close to Oklahoma Fare Better on Salaries
State Annual Average* Beginning
Librarians**
I Arkansas $34,380 $26,723 I
Colorado $40,940 $33,391
I Kansas $36,670 $29,778 !
Louisiana $34,500 $26,512
[ Missouri $34,800 $28,311
New Mexico $33,960 $29,029
Oklahoma $33,730 $26,815 I
Texas $41,250 $29,762
* 2000 ** 2002
Sources: 2000 State Occupational Employment and Wage Estimates (Bureau of Labor Statistics)
and Public Library Data Service Statistical Report, 2002
Guideline 7: Compensation for Library Professionals
Whether at a Gateway, Pacesetter, or Innovator library, employees' pay should be:
• Comparable to similar positions in the municipality or jurisdiction
• In line with library compensation in the region
• Competitive with other "knowledge" and information-oriented occupations in the area
Regular Training for Better Library Services
Customers, options for services, and library operations change so quickly that every staff member needs regular training to stay up to date. It is the same
situation for Board members or trustees. Building staff and Board members' knowledge will benefit the library and the community and play an important part
in increasing compensation.
Gateway
11
< 2,500
Average of 4 hours
per staff member
annually
Guideline 8: Annual Training
2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Average of 4 hours Average of 6 hours Average of 8 hours Average of 8 hours Average of 8 hours per
per staff member per staff member per staff member per staff member staff member annually
annually and a annually and a specific annually and a specific annually and a specific and a specific orientation
specific orientation orientation for board orientation for board orientation for board for board members
for board members members within the members within the members within the within the first year
within the first year first year first year first year
Average of 8 hours Average of 8 hours Average of 16 hours Average of 16 hours per Average of 16 hours per
per staff member and per staff member with per staff member and staff and 2 per board staff and 2 per board
2 hours per board 2 hours per board 2 hours per board member annually member annually
member annually member annually member annually
Average of 10 hours
per staff member and
2 hours per board
member annually
Tuition reimbursement
policy or other
incentives for further
certification or degrees
Tuition reimbursement
policy or other
incentives for further
certification or degrees
Tuition reimbursement
policy or other
incentives for further
certification or degrees
Tuition reimbursement
policy or other incentives
for further certification or
degrees
Choices for a Dynamic Future
12 Choices for a Dynamic Future
AN AUTHOR aND IDeas ABOUT BOOKS
The award-winning author held everyone spellbound with his stories. l le had been on scores of book tours, hut the
publicity engagements were never as fun and rewarding as these library gigs. He especially liked that people were
so anxious Lo talk about books and ideas. He learned something new from the audience every lime and came away
thankful for the chance to connect 'with readers. Tn turn, his celebrity status brought people to the library who might
not have thought it had anything to offer to them, Guess that's what "win-win" really means.
Community Partnerships and Projects
Libraries serve many purposes and are trusted places that welcome everyone. Library leaders have embraced partnerships for visibility in the community and
have made many connections which are seen as fundamental to innovation and service.
Guideline 9: Library Visibility and Connections
Libraries need to be "top-of-mind" institutions in all communities because of the variety of resources and opportunities they offer. Visibility refers to being
prominent in the community and to being a trusted advisor to and partner with other organizations in the area. The following items define visibility for the
various types of libraries.
Gateway visibility means:
• Chamber of Commerce membership
• Leaders are active in community organizations with a broad cross section of members
• Other organizations and public agencies are aware of library meeting space and other services
• Sponsoring community information and referral efforts
• Publicizing adult and family literacy events and holding classes or events at the library
• Publicizing volunteer opportunities in literacy programs among library customers
Pacesetter visibility means:
• At least 50% of the library staff plays important roles in broad-based community activities and organizations
• Organization of, or participation on, collaborative teams to address a local issue or needed service
• Participation in community leadership programs
• Advocacy for literacy and reading among the public, businesses, and community leaders
• Participating in the governing body which oversees local literacy efforts
• Presentation of programs for all ages and for a wide range of interests
Innovator visibility means:
• Co-sponsorship of communitywide events and programs such as early literacy and family reading activities,
book festivals, award programs or leadership training
• Sponsoring ongoing formal adult and family literacy programs
• Development of ways for community members to be involved in the library as donors, volunteers, and advisors and
for library staff members to be involved elsewhere as donors, volunteers, and advisors
• Training of volunteers or other organizations' staff in literacy activities and issues
• Provision of "service learning" or other opportunities for youth
Guideline 10: The Basics of Community Connections
< 2,500 2,501-4,999
-Active Friendsgroup
-Volunteer opportunities
-Active Friendsgroup
-Memorial gift program
-Staff member with
training in public
information and
communications
-Volunteer opportunities
Gateway
13
5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
-Active Friendsgroup
-Memorial gift program
-Formal volunteer
program
-Volunteer coordinator
-Designated public
relations/marketing
staff
-Complementary
marketing, media, and
fundraising plans
-Ongoing, regular library
services in multiple
locations in the
community
-Friends group has
501(c)3 status for
fundraising flexibility
-Library links on
complementary web
sites
-Regular online or print
publication about the
library and its activities
-Regular advertising
about library activities
in print and online
-Ongoing, regular library
services in multiple
locations in the
community
-Active Friendsgroup
-Memorial gift program
-Volunteer opportunities
-Taking library services
into the community at
least monthly
-Library links on
complementary web
sites
-Regular online or print
publication about the
library and its activities
-Staff member with
training in public
relations and
communications
-Active Friendsgroup
-Memorial gift program
-Ongoing, regular library
servicesin multiple
locations in the
community
-Volunteer opportunities
-Part-time or contract
public relations/
marketing staff person
-Library links on
complementary web
sites
-Regular online or print
publication about the
library and its activities
-Regular advertising
about library activities
in print and online
-Active Friendsgroup
-Memorial gift program
-Volunteer program
-Detailed marketing plan
-Staff person for
marketing, special
projects, and funding
for community
partnerships
-Part-time or contract
staff person
for volunteer
development
-Friends group has
501(c) 3 status for
fundraising flexibility
-Library links on
complementary web
sites
-Regular online or print
publication about the
library and its activities
-Regular advertising
about library activities
in print and online
-Ongoing, regular library
servicesin multiple
locations in the
community
Choices for a Dynamic Future
14
Pacesetter -Memorial gift program
-Staff member with
training in public
information and
communications
-Taking library services
into the community at
least quarterly
-Library links on
complementary web
sites
-Regular online or print
publication about the
library and its activities
Innovator -Partnerships
with community
organizations to take
library services into
the community at least
quarterly
-Staff member with
training in marketing
as it relates to public
services
-Regular online or print
publication about the
L-. ~,-- __library and its activities
-Regular advertising
about library activities
in print and online
-Friends group has
501(c)3 status for
fundraising flexibility
-Agreement with other
libraries for "sharing"
a staff member with
expertise in marketing
public services
-Agreement with other
libraries for "sharing"
a staff member with
expertise in marketing
public services
-Regular advertising
about library activities
in print and online
-Regular newspaper
commentaries
-Friends group has
501(c) 3 status for
fundraising flexibility
-Formal volunteer
development strategy
-Participation in
community needs
assessments
-Co-sponsorship of an
ongoing program in
the community
-Friends group has
501(c) 3 status for
fundraising flexibility
-Detailed marketing plan
-Part-time or contract
staff person for
marketing, special
projects, and funding
for community
partnerships
-Part-time, contract,
or shared staff
person for volunteer
development
-Regular newspaper
commentaries
-Complementary
marketing, media, and
fund raising plans
-Volunteer coordinator
-Public information and
marketing coordinator
-Regular newspaper
commentaries
AN Uxexrecreo PaRTNeRSHip BRiNGS New CONNecTioNs
Thr- two instit lit ions rely 011 each other as eyes and ears in the community The
person who brought them together says his volunteer hours do double duty once
for the health clinic and once [or the library. He had practiced medicine [or 40 years
and looked forward Lo some quality reading lime in the months between retiring
[rom his practice and starting his new "job" at the local free clinic. Despite his love
of hooks, he hadn't been ill a public library for a 10llg time. One clay he vent ured
in looking for a book t bat the bookstore had been out of. Everything about the
library, the activity, quality, and energy, amazed him. After settling into his vol uru eer
practice, the physician contacted the children's librarian to see if something could
be done at the clinic. The librarian jumped at the chance to get involved with the
clinic and its families, especially since she had the help of all inside "champion."
The partnership has hrought customers, volunteers, and money to both institutions.
Now, library leaders are actively seeking ouL more partners [01' more connections to
the cornmunitv
Choices for a Dynamic Future
-Annual signature event
-Time for staff members
to participate in
community affairs
to help identify
opportunities for the
library
-Literacy and special
projects coordinator
-Regular newspaper
commentaries
-Program underwriting
-Organizing local "teams"
for special projects
Services
ReaDiNG TiMe CReaTeS FaMiLY TiMe
f\ lour-vcar-old and his morn scttk: in to read astor). BOlh of'thc-m think, "This is 111.f\avorite lime of the da.\." Finding
ti me 10read Logelhel' is not cas) ('01'a \\ ork ing si ngle pare-nt, a nd she used to Ihill k Iha I her son would g('l ('V('f'.\t h i II§'
he Ilced('d 10 read well ill sc-hool, Bllt a Tv ad mado her t hi nk agaill. Plus, it showed kids and adults hmillg so much
fun that Ihcv dccided to ch('('k 0111II\(' source.There at Ih« lilmll) ('r'(-'e \WI'(' the best books and people w ho talked
about I'('adillg in \\ays she r-ould I'clale to.Thank goodll('sS 111(')(Hind the library]
ELeCTRONic Exceu.exce BY THe HOUR
Lots or c-nt f'ejll'enCIII'S talk about S('I'\ ing customers 2til7. This librarv does nIOI'(' t lum talk. 1\1 horne or at
wor-k 01'\ ia PI) \, it delivers complr-I« articles, the latest stat isl ics, and online help all,' I irnc. People can trul.,
gel \\ hal Ihe., want when, \\ here, and ho\\ Ihey want i\.TI1(' r-omruitmcnt to ciectl'Otli(' e\.('('llenee has ('allghl
Ihe nltcul iou ofhusincsses and saved the-m a buudlrvThr- library has even helped 10 attract n('\\ firms w it h
Ih(' Iligll-payillgjobs that ('oll('g(' gradllatcs used 10 go ('Is('wll('l'p 10Iind.
-- DiSTaNT, BUT STiLL CLOse zrr HaND
\f'IN I'('adillg her «-mail, a Iligh school j unior starts galherillg statistics about Vlars lor tile hardest, most
important project ofthe schoolvoar, \\ hen she gels slur-k , a librarian helps her undr-rslund some confusing'
numbe-rs. The student then prints some of that oa.\ 's photographs from the Vlars \ sate-llite along wit h
COlllllu·lIlal'.' from 011(' of tho COIlIIII) 's most famous plalH'lal'.' rosr-archers. \\ hat's 1I10n\ she"lalked" to Ill<'
scielllisl olllill('.This town of' 1000 is a long wa) from <111.\\\111'1h'u("t at the JiilI'Hr., il doesn't sec-m t hat \Va.,.
Filling Customers' Requests
Residents ask libraries for specific titles, detailed information, and community referrals, to name only a few of the types of requests libraries receive. This area
quantifies the proportion of requests libraries are able to fill through their systems, interlibrary loan, and other resources.
Guideline 11: Meeting Requests
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
- -- - - - .
Gateway ~ 75% --~~ 75% ---- 75% -- -- 75% ~~ ~~ 75% -- -- 75%
Pacesetter 80% 80% 80% 80% 85% 85% - ---- -- -- -- ~~ -- ~- Innovator ---85% - - 85% -- -- 85% ~- -- 90% -- -- 90% -- -- 90%
15 Choices for a Dynamic Future
16 Choices for a Dynamic Future
Materials for "Check Out"
The number of books, CDs, videos, and other materials checked out is a common measure of a public library's quality and value to the community. The more
"check outsthe more people that library is serving with the materials they want. However, the number of items residents take home is just one way of looking
at a library's use and value. The use of materials in the library is often as much as a third to a half again as much as the "check out"figures.ln addition, residents
increasingly take advantage of library resources in ways other than by coming to a building. Telephone reference, fax, web links, e-mail, services with community
partners, and many more methods all bring library services to people, rather than the other way around. The following guidelines will help libraries to look at
two important facets of their operations, but these are clearly not the only ways of looking at a library's overall use and value.
Guideline 12: Use of Materials Outside the Library
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Gateway 4.4* 5.0 6.0 6.3 4.0 4.8
Pacesetter 2% increase 2% increase 2% increase 2% increase 2% increase 2% increase
Innovator 3% increase 3% increase 4% increase 4% increase 4% increase 4% increase
*Check outs per resident
Guideline 13: Check Outs of Children's Materials
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Gateway 6.0* 7.0 8.0 8.5 9.0 9.5
Pacesetter 3% increase 3% increase 5% increase 6% increase 7% increase 7% increase
Innovator 5% increase 5% increase 7% increase 8% increase 9% increase 9% increase
'Check outs per child
Proportion of Library Materials LessThan 5 Years Old
Having the latest and greatest materials is a notable public library strength, and it also presents a challenge. At times, libraries' older materials are more desirable
than the newest ones. The levels presented here apply across systems and branches and take into account that some libraries may have substantial older
collections for good reasons. This guideline does not apply to children's materials.
Gateway
Pacesetter
Innovator
< 2,500
12%
15%
17%
Guideline 14: Up-to-Date* Materials
2,501-4,999
15%
17%
18%
5,000-9,999
15%
18%
20%
*Up to date means less than 5 years old **Across systems or communities with multiple locations
Opportunities for Children to Learn and Do
10,000-24,999**
15%
19%
22%
25,000-99,999**
15%
20%
25%
100,000-750,000**
20%
22%
26%
Children have never been a more important public library audience than they are now. Activities for children foster an ongoing interest in books and reading and
trust of the library as a source of assistance and support. Activities may take place in the library or in the community and may be provided by staff, volunteers, or
community partners.
Gateway
Pacesetter
Innovator
Guideline 15: Program Opportunities for Children per Week*
< 2,500
2
3
4
2,501-4,999
2
4
5,000-9,999
4
5
6
10,000-24,999
6
10
12
25,000-99,999
8
12
100,000-750,000
12
14
5 14** 18**
*Opportunities per week may be determined across a year.
**For larger communities, the Innovator level assumes that some programs are of regional and national stature. These may include authors, storytellers, performers, or
other programs.
17 Choices for a Dynamic Future
18
Growth for Summer Reading Programs
Choices for a Dynamic Future
Summer reading programs are among libraries' most innovative programs. Numerous partnerships and new promotions have made summer reading a "must"
for thousands of children across the state. This measure considers the percentage of local 5-11 year olds served, and the growth in participation desired.
Guideline 16: Children's Participation in Summer Reading
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,0
1- - 15% Base* 15% Base 18% Base 20% Base 20
3% - 8% iinnccrreeaassee 150%% ininccrreeaassee 152%% ininccrreeaassee - 175%% ininccrreeaassee 21050%/<
Gateway
Pacesetter
Innovator
*Base means the percent ofthe population 5-11 years old in the community.
00-99,999
% Base
100,000-750,000
25% Base
increase 20% increase
o increase 25% increase
Opportunities for Youth and Adults
Opportunities for youth and adults are important also. This measure refers to library-sponsored activities that serve a community need or request. Activities may
take place in the library or in the community and may be provided by staff, volunteers, or community partners.
Guideline 17: Opportunities for Youth and Adults Per Month*
Gateway
< 2,500 2,501-4,999 25,000-99,999 100,000-750,000 ---1----------
2 5
6
5,000-9,999 10,000-24,999
-~I··--~
3 4 6
7
8**
Pacesetter
Innovator
2
3
3 ----1---
4
4 5
5 6
,. Opportunities per month may be determined across a year.
H For larger communities, the Innovator level assumes that some programs are of regional and national stature. These may include authors, performers, or programs
that would not be available in the community without library sponsorship.
7**
Community Input for Evaluation and Planning
Feedback from participants and advice from a broad range of interests are vital to developing and improving library services. Some libraries may already have
advisory committees or may use a board in that capacity. It is not necessary for libraries to form new groups to meet the Gateway level.
Guideline 18: Listening to the Community
< 2,500 2,501-4,999 5,000-9,999 10,000-24,999 25,000-99,999 100,000-750,000
Gateway Advisory Body Advisory Body Advisory Body Advisory Body Advisory Body Advisory Body
Annual Plan/ Annual Plan/ Annual Plan/ Annual Plan/ Annual Plan/ Annual Plan/
Review Review Review Review Review Review
In-library surveys Community Community Multiple focus
on satisfaction interviews with interviews with groups with library
and needs leaders, users, leaders, users, and non-library
and non-users on and non-users on users
issues and needs issues and needs Annual revisions
In-library surveys In-library surveys to long-range plan
on satisfaction on satisfaction In-library surveys
and needs and needs on satisfaction
and needs
Pacesetter In-library surveys Community Community Regular use of Multiple focus Community survey
on satisfaction interviews with interviews with formal library groups with library
and needs non-library users non-library users planning process and non-library
on needs and on needs and Annual revisions users
preferences preferences to long-range plan Annual revisions
In-library surveys Regular use of to long-range plan
on satisfaction formal library
and needs planning process
Innovator Community Regular use of Online feedback Community survey Community survey Participation in
interviews with formal library from customers community-wide
non-library users planning process needs assessments
on needs and
preferences
19 Choices for a Dynamic Future
20 Choices for a Dynamic Future
Issues
A LiBRaRY VOLuNTeeR WORKS wrrn TOMORROW's ReaDeRS
A ioddler sits expectantly as a familiar visitor begins La read La a gl'Oup of eager two- and three-year olrls. Aner the sLory,
the reader, who has been trained ill how La enhance young children's Iiteracv development, engages thelittle learners
in an activity similar to one in the hook. Before getting ready to leave, the visitor explains La the childcare staff how to
int roduGc parents 1.0 the new "Family Reading" prog-ran] and adu.ltliLeraey classes throughout the coinmu nity. She then
adds several more age-appropriate books 10 the in-house collection. Saying goodbye until next week, this committed, yet
unpaid, worker knows that sbe has provided something most "kids gel 100 little of: reading.
Nurturing the Next Readers
Few topics have been as important to library professionals traditionally as children and reading. Fortunately, that sentiment is now widely shared in Oklahoma
and across the country. The Models of Library Service include a special initiative on early literacy to bring libraries' unique expertise and resources to an issue of
vital interest to Oklahoma and to illustrate how libraries complement the work of other organizations. In addition, in recent years, we have gained an even deeper
understanding of how children learn about reading and writing in the years from birth to six and the critical role formal and informal activities play in reading
and school success. As early childhood experts have pointed out, "the majority of reading problems faced by today's adolescents and adults are the result of
problems that might have been avoided or resolved in their early childhood years,"?
Over the next five years at least, Oklahoma's public libraries will increase their commitment to children and literacy. The Models of Public Library Service reflect
this special emphasis. In this case, the Gateway level is the same for all libraries because of the need for every community's institution to evaluate its status and
plan for this important area. The Pacesetter and Innovator levels are presented as "menus" so that library professionals and community leaders may select the
items that hold the greatest promise for their areas.
• Passa governing board resolution of support for the statewide initiative on Nurturing the Next Readers.
Ensurethat all staff members have an understanding of early literacy.
• Provide special training for any~s~tafmf ember who works with children and families.
Evaluate and develop goals for the library's collection, staff, partnerships, programming, and the community's needs related to
Nurturing the Next Readers.Determine how best to make an impact considering the community's cultures and experience with the library.
Takethe message of early literacy and appropriate services to where people are in the community. In particular, implement services for child care facilities and
in-home providers outside of the library.
Speak in the community about early literacy.
Guideline 19: All Public Libraries Can Nurture the Next Readers
Gateway includes:
Increase collections by one book for each child under age five
over a five-year period
• Develop partnerships for programming for families and children with a school
__ ~~ __ I.~_._ d_is.trictor a communit~-ba~~d_ ~r~~!1}zation
• Implement one of the "best practice" programs identified by the Oklahoma
Department of Libraries
Pacesetter Menu
• Increase program opportunities and services for young children and caregivers
such as Dial-a-Story and Read Aloud options _~" ~""__ ""__ !!!lW_=~"!!!iW!!!!_
Obtain staff training from early childhood experts
• Utilize in-house consultations from state representatives of early childhood
organizations or national organizations such asthe National Association for the
Education of Young Children or Zero to Three
- ==, ""
Offer family reading programs
• Sponsor training for the community on early literacy development
• Participate in literacy advisory committees in the community
• Participate in coalitions, such as Successby Six,that are promoting early
childhood--d-e-v~elo-p-m-e~nt~~~~---~
Increase learning opportunities for young children in the library
21
Innovator Menu
• Focus on convenient accessto library services and a variety of venues to reach
young childre~, parents, and caregivers
Increase the number of degreed children's librarians
• Identify a cadre of early literacy staff members for additional training
• Create or implement pilot or model programs to meet local needs
Form a staff and volunteer Speakers' Bureau on early literacy
Develor:ssh~ol readi~e"~~_par!~e~shlp!
Train child care providers in literacy iss.-u-e"s--,~~,~-"-" Offer multigenerational programming to support early literacy and take
ad-v-a-n~ta-g-e-~of~re-t-ir~-ee-,-s-k-i-ll-s------
• Track early literacy activities throughout the community and be the ongoing
"champion"for this issue
• Sponsor events and enhance collections that celebrate the diversity of the
Sponsor a conference or community"summit" on
early literacy and related topics
Choices for a Dynamic Future
22 Choices for a Dynamic Future
Investments to Fuel Communities'IlEngines of Change"
Historian Barbara Tuchman called books "engines of change" in one of her many essays. At the community level, public libraries could be described in the same
way. To keep this unique"motor"running at peak performance, library leaders and policy makers need a variety offunding tools and options. All of the items in
the following list should be part of any public library's funding "toolbox:'
. Economies of scale and outsourcing-Libraries may benefit from joining with other public libraries for certain functions or from contracting
out certain tasks. The positive track record of library districts reflects the potential from economies of scale. Numerous libraries have looked to
outsourcing, especially of technical functions, to save dollars and staff time for activities more focused on users and the public.
• Funding flexibility (meaning lifting "caps" and developing new financing tools or using existing tools in different ways)-Some libraries face
limitations in their basic tax rates making flexibility a key need.
• Bond funds-Public facilities are often developed with a variety of types of bonds, but not all Oklahoma public libraries or
systems have access to this tool now.
• State aid-This funding through the State of Oklahoma is critical to helping communities provide and improve public library services. State aid is
determined by formula and guarantees a public library or system an amount that supplements its base and often helps to generate other funds. As
shown in Table 4, any increase in state aid would be a small amount of dollars, but a significant step forward for local areas.
• Library foundations and programs of individual gifts and bequests-Having mechanisms available to encourage individuals, corporations, and
foundations to support public library activities is an important step for any community.
• Friends of the Library financial support-Volunteer Friends give their time and talent to libraries in many ways. Some public libraries, though, also
receive sizable annual cash contributions from their Friends in addition to other assistance.
• Retail operations and other entrepreneurial activities-Coffee shops and gift shops may come to mind first, but some communities have
developed funding streams from classic film festivals or a concert series.
• Grantwriting-This common tool is often critical to obtaining funds for innovative programs and partnerships.
• In-kind donations-With the many resources available among community members and businesses, public libraries can benefit from the expertise
of a local leader or equipment from a business.
• Diversification of funding sources-Libraries traditionally receive municipal funds or dollars through a special district. However, many other
sources of public and private funds could, and are being used, by public libraries. In terms of public dollars, Community Development Block Grant
(CDBG) and Temporary Assistance for Needy Families (TANF) are just two federal sources that have been used by libraries, often in conjunction with
other organizations. New federal education dollars, historic preservation funds, arts grants, and many more might be tapped.
• Matching-Many libraries have made their public dollars stretch further by matching them with other funds and using them to meet "challenges"
from donors to raise additional dollars to match "seedfunds.
____ ~~=====::::w___---- -----
Public Library Economics
Public libraries are multi-faceted operations that include many types of people and systems. As a rule of thumb, public library budgets break out into four
categories: 1) People (65-70% of total budget); 2) Technology (5-10% of total); 3) Operations (15-20%); and 4) Materials (15-20%). This formula provides an
important guideline for planning and funding, especially as institutions work to achieve various parts of the models. Because each public library is different,
giving an exact budget guideline would be counterproductive. However, library trustees, funders, and elected officials can get a good senseof the total funding
needed to move towards achieving the Oklahoma vision from Tables4-6.
Table 4: Among Comparable States, Oklahoma's Libraries Rank Fourth in Total Income
State
State Aid to Public Libraries Total* Public Library Income
Per Resident, FY 1999 Per Resident, FY 1999
Arkansas $1.64 $14.72 ~
Colorado $0.65 $35.17
I Kansas $0.76 $30.07 1
Missouri $0.61 $30.08
l New Mexi-co - $0.33 r $18.66 I Oklahoma $0.65 $20.53
*Includes federal, state, local, and private funds
Table 5: Average Public Library Income in Communities of All Sizes Across the U.S. Tops that in Oklahoma
Community Size
Average Total Income Average Total Income
U.S. Oklahoma r 500,000-999,999 $23,448,756 $18,133,365 !
250,000-499,999 $10,133,281 $4,192,724
I 100,000-249,000 $4,433,954 $2,507,694 I
25,000-99,999 $1,997,037 $831,164
L 10,000-24,999 $635,370 $283,562 ~
5,000-9,999 $262,464 $125,854
I < 5,000 $142,958 NA 1
2,501-4,999 NA $68,691
I < 2,500 NA $34,513 1 I
Sources: Public Library Data Service, Statistical Report, 2002 and Oklahoma Department of
Libraries Annual Report, FY 2001
23 Choices for a Dynamic Future
24 Choices for a Dynamic Future
Table 6: U.S. Public libraries' Expenditures Reflect Their Greater Resources
Community Size
Public Library Expenditures Public Library Ex
Median u.s. Average
500,000-999,999 $19,270,225 $22,492,3
250,000-499,999 $8,057,218 $9,574,5 L100,000-249,000 $3,550,798 $4,093,3
25,000-99,999 $1,485,639 $1,852,3
[ 10,000-24,999 $479,598 $582,8
5,000-9,999 $222,495 $244,5
< 5,000 $82,837 $127,0
penditures
U.S.
52
40
36
96
96-----'
26
49
Source Public Library Data Service, Statistical Report, 2002.
Coming Together: A Proven Choice
For some libraries, the future may appear to be bleak instead of bright because of a declining tax base, isolated location, or shifting population. The solution to
the dilemma of providing sufficient resources for public libraries may be combining with other towns in similar situations or joining a library system or district.
These are certainly viable options in Oklahoma. But, many will ask: Does it really pay to merge? The answer, based on research done by the Colorado Library
Research Service, is a resounding yes. Their study looked at the effects of membership in systems, federations, and cooperatives, especially for public libraries
serving communities with less than 25,000 residents. The findings included:
• Small public libraries that are members of systems have more dollars to work with than those that choose to go it alone. System libraries realize, in
particular, more funds for staff and collections.
• Use is higher among system libraries in comparison to others so communities are getting a better"deal"for their dollars.
• Technology resources and staff opportunities expand as well. 3
This viable option deserves serious consideration by community and library leaders across the state.
COMiNG TOGeTHeR TO SURvive aND THRive
People have always treasured their ranching lifesl.Yle.Now, though, the area is losing residents faster than iL is gaining them. Fewer people mean
a smaller lax base and a stl'uggle to provide the. services the area wants and needs. The town wants to maintain, and even improve, its librar-y
especially now that it and the school arc so important to adults wor-king to learn IlCW skills. But, it always boils down to 1l1oneyand that. eroding
tax basco A solution finally came through a suggestion from 01her towns in similar straits. Bycombining I heir efforts, each library got more than
it would have had on its own. Local dollars were suddenly multiplied tenfold. Handing together has breathed new life into a town that thought
it elieln't have any choices.
Steps Beyond for Oklahoma: Issues for the Future of Public Libraries
These models provide a starting point for the development of 2151 century public libraries throughout Oklahoma. However, much more remains to be done for
public libraries to be able to meet the challenges that are between them and the vision. Together, we will develop timely research and recommendations on
topics vital to the continual improvement and funding of the state's public libraries.
These topics include:
• Technical assistance for achieving the models
• Telecommunications and technology initiatives to reduce costs and enhance services throughout the state
• Partnerships in the private, public and nonprofit sectors to enhance revenues and services
• Changes needed in statewide performance measures to enhance and promote the use of the models
• Additional funding sources for public libraries statewide
• Recruitment, retention, compensation, and status of library professionals
• Career development for library professionals, especially related to children's services, leadership, and
collaboration
Choices for a Dynamic Future began with a description of what could be the reality for Oklahoma's public libraries
in just a few short years. Today's decisions can definitely bring big dividends. If we work together to take advantage
of our opportunities and address our challenges, the vision of Oklahoma children entering school ready to read and
learn, more students graduating from high school and college, more prosperity, and a higher quality of life will happen.
Then, with our public libraries on the leading edge of learning and service for Oklahomans, we can look to our next vision
of quality.
Books are the carriers of civilization. Without books, history is silent, literature dumb, science crippled,
thought and speculation at a standstill. Without books, the development of civilization would have
been impossible. They are engines of change, windows on the world, "lighthouses" (as a poet said)
"erected in the sea of time.They are companions, teachers, magicians, bankers of the treasures of the
mind. Books are humanity in print.-Barbara W.Tuchman
Notes-
, "Library usage up in wake of recession;' American Library Association, April 15,2002.
2 Zero to Three
3 "It Pays to Belong: Small Libraries Benefit From Membership in Systems, Federations, and Cooperatives," FastFacts,Colorado Library ResearchService, 1999.
25 Choices for a Dynamic Future
• • • •
• • • a
•
• • • • • a a ••
a • • .- .
• • • •• •
•• • •• ~'~I'U,,::':•I•' a
• • • •
a •• • •• •