The URL can be used to link to this page

84-297 WHI7E - CITV CLERK PINK - FINANCE G I TY OF SA I NT PA U L Council CANARV - DEPARTMENT (�� / w�p BLWE - MAVOR File NO. d�/ P � � ` Council Resolution � Presented By Referred To Committee: Date Out of Committee By Date 2. RESOLVED, That the Council of the City of Saint Paul hereby adopts the Library Plan, dated June, 1982, as amended, subject to such review by the Metropolitan Council as may be required by law; and be it FURTHER RESOLVED, That this action does not constitute an implicit adoption of the Comprehensive Plan of 1963 or portions thereof as previously recormnended by the Planning Commission. COUNC[LMEN Requested by Department of: Yeas Nays � Fletcher Drew [n Favor Masanz Nicosia 1� �� __ Against BY Tedesco Wilson Adopted by Council: Date �R -6 1984 Form Appro by City A orney Certified Pa-s ou cil cr ta BY By t�p v d by 14avor: �R — 7 � �! Appr Mayor for Submis ion t Cbuncil r By ` PUBLISHEO MAR 1`7 1984 � � . C�F ��-a 97 A PLAN F�R LI BRARI ES � � ,. . June 19�2 Adopted by the Saint Paui Pianning Commission �4mended by the City Council Development and Transportation Committee �ebruary 8, 1984 City of Saint Paul ' � � «� � � � � C'� ��-��7 - INTRODUCTION PURPOSE The Saint Paul Public Library is an institution alive with symbolism for the 1980s. It is symbolic of the City's quality of life and a century long public commitment to support the amenities which undergird that quality. The history of library service in Saint Paul dates back to 1857 when the Mercantile Library Association, a subscription library with 300 volumes, was founded in the newly settled region. The Saint Paul Public Library was established in 1882 as a free, publicly supported institution. In 1917, the Central Library as well as the Arlington Hills, Riverview and St. Anthony Park branches were constructed with the assistance of a $75,000 Carnegie endowment and matching city funding. Today, the library includes the Central Library, ten branches and the Bookmobile, and has an annual allocated budget of $3.8 million. The library also serves as a symbol of regional interdependence. It is part of an extensive network of libraries in the metropolitan region which includes other public libraries, the University of Minnesota Library and private college libraries. By various agreements, residents of Saint Paul have access through their library to resources in all of those collections. These partnerships have significantly extended the public resources devoted to the library in Saint Paul. The people of Saint Paul have consistently demonstrated their support for a library which "exists to meet the informational, educational and recreational needs of the community" (from the Library Mission Statement, 1981). They value a well developed collection and professional staff which are the foundations of a responsive library. Also important to them is the accessibility of that service through the community library system. In adopting this plan, the City Council affirms that support and commits itself to providing the resources necessary to ensure continued operation of branch libraries as well as the on-going development of a system-wide, in- formation-based collection. Specifically, the purpose of this Library Plan is to provide the Mayor, City Council and library staff with a basis from which to make informed decisions about the future of library service in Saint Paul. The Plan includes: 1 a) Policy recommendations on four dimensions of library service: - collection development - community libraries - - physical facilities - autornation b) An identification of service options and enhancements. BACKGROUND The St. Paul Public Library is organized around multiple levels of service at various locations around the City. Access to ° the total collection, however, is available from any point - in the system. The core of the system is the Central Library in downtown Saint Paul. Ten branch libraries serve the City's neighborhoods, while the Bookmobile serves areas not within close proximity to existing library facilities as well as selected apartment buildings for the elderly. The branch libraries are organized into four levels of service, varying by collection, size, type of materials and hours of service. The kind of service at a given branch is designed to meet the needs of its surrounding community. Each library and the Bookmobile are equipped with a micro- • fiche catalogue of the system's holdings so that a user may, at any location, determine if the Saint Paul Library has a given piece of material and where it is located. The libraries are also linked by a daily delivery system whereby material may be requested from another location and delivered to a user's local branch within twenty-four hours. The population in the city being served by the library is changing; population to be served in the future will be different from that served today. Over the last decade, three major trends have characterized Saint Paul's population: 2 . �� -.�97 - The total population is smaller, down almost 40,000 in ten years. All of the City's planning districts shared in that loss except District One on the eastern border and downtown. The largest losses were seen in the neighborhoods immediately west of downtown. - The City's population is generally older. The "baby boom" generation is reaching young adulthood, making the 18-34 age group the only one to register a population increase. At the same time, the number of school age children (age 5-17) declined dramatically (-35.5%) over the decade. Among the critical questions facing Saint Paul is whether the young adults will remain in the City as they marry and have children. If not, a con- tinued trend toward small, older households can be expected. - Minority persons make up a greater percentage of the total population than they did a decade ago. In 1980, they composed 11.49i6 of the population. Blacks, Hispanics and Southeast Asians are the three largest of the many minority groups. We can expect that minority households will continue to account for a significant proportion � of Saint Paul's population. The resources available to the library for collection develop- ment, community libraries, modernization and library programming have been and will continue to be significantly reduced as the City loses revenues. The 1983 city general fund budget allocated $3.8 million for the library which was virtually the same as the 1982 allocation. With the inflation rate for materials running at about 15%, even a status quo budget requires reductions in services. It is anticipated that the library will either receive the same allocation or face sig- nificant reductions in the years ahead. Total circulation in 1982 was 1,872,891, an increase for the fourth straight year. fs►lmost 25% of that was handled by the Central Library while 16% originated at the Highland Park Library and 15% at Sun Ray. In addition, there were 390,102 information and reference inquiries, 589i6 of which were made at the Central Library. 86,883 St. Paul residents have current library cards. In 1982, there were 2,350,400 visits made to the library. 3 GOALS Saint Paul has a strong public library which accrues additional strength from its association with other libraries within the region. The loss of revenues, however, requires that the library clearly articulate its mission and deliberately focus its resources in ways which advance that mission. There are four goals which inform the delivery of library service in Saint Paul: - The library's mission is to meet the information needs of Saint Paul citizens of all ages and educational back- grounds. Educational and recreational services, though an integral part of its program, are of secondary priority. � - The library should maintain its role in regional networks in order to provide its users with access to the widest possible range of resources. - Library service should be reasonably accessible to all Saint Paul residents. - Collections and services offered by the various library facilities should be tailored to reflect the needs of the surrounding community as well as any specialized roles those libraries may have in the city-wide system. SERVICE CHOICES While providing general direction, these overall goals imply � a host of different library service choices. Within the context set by those goals, it is important to clarify a basic level of library service which should be considered essential among the variety of services delivered by the City. This plan will recommend that these services be financed primarily by the City's annual General Fund Budget allocation. 4 , . ' �F �y�97 A basic levet of library services for St. Paul includes: 1) A strong Central Library and four area libraries which serve as the core of the library system. 2) Continued membership in the Metropolitan Library Services Agency (MELSA) to facilitate access to eight other public library systems in the region for St. Paul users. 3) A collection development budget amounting to at least 8�6 of the total allocated budget. 4) Basic maintenance of library facilities. This may include major repairs of those buildings in which libraries are expected to remain for the foreseeable future. A second level of service includes those which will substantially enhance and improve the quality of library service delivered in St. Paul. Funding for these services may come from one or more of several sources: General Fund, Capital Improve- ment Budget, private fund raising, or user charges. These services should not, however, be funded at the expense of the basic services. Included in this category of services are: 1) The continued operation of library facilities -whether branch libraries or reading centers -in those communities presently served. 2) Acquisition of terminals for the Machine Assisted Ref- erence Service. These may be financed by the operating budget if sufficient alternative funding is not secured by January 1984. 3) An automated circulation system to be installed in coordination with region-wide implementation of the system in MELSA libraries. 4) A collection development budget amounting to 15% of the total allocated budget. 5) An automated acquisitions system. 6) Additional reading centers in those areas with demon- strated demand. 7) Rehabilitation and renovation of existing library facilities. c POLICY RECOMMENDATIONS COLLECTION DEVELOPMENT 1'he collection is the crucible in which the library's identity as an information center is being formed. It consists of just under 1,067,000 items, two thirds of which are catalogued materials such as hard cover books, quality paperbacks, and records. The remaining one third of items which are not catalogued include mass market paperbacks, pamphlets, tapes, films and framed pictures. 56% of the catalogued holdings are located at the Central Library while the remaining 312,600 items are distributed among the ten branches. There are four basic issues associated with collection develop- ment: 1) What kind of collection best meets the needs of St. Paul ' citizens? - 2) How much of the library's budget should be devoted to the acquisition of materials relative to other dimensions of library service? 3) Are there ways to make more efficient use of the resources devoted to collection development? 4) Should the library continue its newly developed program of charges for selected services in order to augment the allocated budget for materials? The Nature of the Collection The resource constraints faced by the library require that • it clearly define collection priorities in a manner that meets the greatest needs. Saint Paul citizens expect the public library to provide them information to be used in every aspect of their lives. For many, the library is the only way to gain access to the wealth of available information - the production and dissemination of which is this nation's sixth largest industry. Recent user surveys in the ten branch libraries revealed that those subject areas where interested users found the library's collection deficient were such information-rich areas as technology, business and finance, philosophy and religion, math and computer science. 6 , . � ��- Y�-��7 The need for information is not confined to individual library users. The Saint Paul Public Library is an essential information resource for city government and the area's business community. Without the library and its access to information, both govern- ment and business would have to acquire and maintain ex- tensive private collections. Polic THE FIRST PRIORITY IN THE LIBRARY'S COLLECTION DEVELOPMENT SHOULD BE THE ACQUISITION OF MATERIALS WHICH SUPPORT ITS ROLE AS THE PRIMARY INFORMATION CENTER FOR THE COMMUNITY. THE SECOND PRIORITY IS EDUCATIONAL MATERIALS WHILE RECREATIONAL READING MATERIAL IS THE THIRD PRIORITY. Collection Development Budget The library's materials budget traditionally has been underfunded and is falling farther behind the pace set by inflation. The cost of materials, in general, has more than doubled over the past decade and the need to replace rapidly outdated informat�onal materials only places additional pressure on a heavily constrained budget. A 1980-81 study of the library by a national consultant recommended a library the size of St. Paul's should devote 15% of its budget to materials. In 1982, the General Fund allocation for materials was $313,000, representing 8.7% of the total $3.8 million alloca�ion. "fhe allocated materials budget is supplemented each year by revenues raised from service charges on overdue materials, requests, mail reference service, meeting room rental, photo- copy service or rental of films and framed pictures. In 1982 that revenue was $163,730 raising the total budget to $476,730 - 13.1% of the total. 7 Policy THE ALLOCATED BUDGET FOR MATERIALS SHOULD NOT FALL BELOW 8% OF THE LIBRARY'S TOTAL GENERAL FUND ALLOCATION. THE LIBRARY SHOULD CONTINUE TO EXPLORE SOURCES OF REVENUE 'I'O EXPAND THE ALLOCATION UP TO 1596 OF THE TOTAL BUDGET. REVENUE SOURCES MAY INCLUDE ADDITIONAL SERVICE CHARGES, PRIVATE FUND-RAISING AND SAVINGS ACCRUED FROM SERVICE REDUCTIONS IN OTHER AREAS OF LIBRARY SERVICE. Improving the Efficiency of the Materials Budget � There are at least five means whereby the limited resources _ devoted to materials can be used most efficiently. Most of these efforts are already being made and merit continuation or expansion. Enhance coordination amon� public and private libraries in the Twin Cities region. The Saint Paul Public Library is fortunate to exist within a rich network of libraries - from the Hill Reference Library located in the same building to the eight other public library systems in the region which, with St. Paul, make up the Metropolitan Library Services Agency (MELSA) to the University of Minnesota and other college libraries. � The relationships among these libraries vary as to their structure. A conscious decision, for instance, was made by the library not to unnecessarily duplicate the collection in business and finance held by the Hill Reference Library. Other relationships are grounded largely in inter-library loan agreements. MELSA is a well established federation of libraries which has established inter-library loan procedures and is coordinating the acquisition of automated circulation systems to facilitate immediate access to materials available throughout the system. METRONET is one of seven multi-county multi-type library systems established in 1979 and funded by the state. Still at the ground floor stages, this association of all types of libraries and media centers in the region is developing cooperative programs to facilitate access to the services offered in these libraries. 8 . .� � ��_ ��-a�� Relate acquisitions to articulated community needs. A com- munity analysis conducted in 1980 included an assessment of user and non-user subject interests. Since then, the library has continually monitored the circulation of all materials to evaluate the extent to which they are meeting the demand. Finally, the library polls all card holders as to their areas of interest. These on-going activities reduce the risk of devoting limited funds to materials which are not used, while a demand for other materials goes unmet. Determine which materials in given subject areas will most efficiently provide the necessary information. The library has established a system of relationships with subject specialists in the Twin Cities area -from the University, businesses, medical professions and the like - to assist them in their acquisitions process. These volunteer consultants recommend materials for acquisition which provide the best coverage of the subject matter. They also periodically review the library's holdings in their area of expertise to identify out-dated material for withdrawal. Where feasible, replace printed material with access to computerized data ba.ses. The information available in printed form is increasingly becoming available through computerized data bases. As such, it can be continually up-dated without the additiona! costs of re-production and re-distribution. It is suggested in the section on automation that the library should acquire four portable terminals to provide immediate access to most data bases thereby reducing the amount of material to be acquired. Reduce loss of materials. It is estimated that a library the size of St. Paul's loses 200,000 worth of material every year. Theft detection systems installed in the Central Library in 1981 and six branch libraries in 1982 are helping to reduce that loss considerably. A second means of reducing loss is for the library to install an automated circulation system. (See section on automation for further discussion). Such a system would prevent users with overdue materials or out- standing charges from borrowing additional materials. 9 Policies THE LIBRARY SHOULD EXPLORE, 1'HROUGH ITS VARIOUS REGIONAL ASSOCIATIONS, WAYS TO AVOID UNNECESSARY DUPLICATION OF MATERIALS. THE LIBRARY SHOULD CONTINUE TO EVALUATE THE INFORMATION NEEDS OF USERS IN ORDER TO BUILD THE MOST RESPONSNE COLLECTION. THE LIBRARY SHOULD MAINTAIN AND EXPAND ITS SYSTEM OF VOLUNTEER CONSULTANTS WITH EXPERTISE IN SELECTED SUBJECT AREAS TO ASSIST IN COLLECTION DEVELOPMENT. � TO THE EXTENT FEASIBLE, THE LIBRARY SHOULD RE- PLACE PRINTED INFORMATION WITH ACCESS TO COMPUT- ERIZED DATA BASES. THIS RECOMMENDATION ASSUMES THE ACQUISITION OF FOUR PORTABLE COMPUTER TER- MINALS TO BE USED BY LIBRARY STAFF IN THE PUBLIC SERVICE AREAS. Service Charges In 1981, the library instituted a schedule of charges for selected services such as requests, rental of best sellers, mail reference service and use of ineeting rooms. It is also asking that adult , library card applicants make a donation of $1.00 or more to the library. This represents a departure from the traditional public library ethic which holds that all library services should be freely available. User charges of this type are being levied, however, in an increasing number of libraries in the region and around the country as they face the choice of further reducing services or finding some means of raising additional revenues. The City Charter requires that revenues raised by the library through service charges be returned to the library. The library has in turn, dedicated all such revenue to the materials collection budget. In the foreseeable future, with anticipated reductions in the general fund allocation for the library, such chacges represent the best means of maintaining the up-to-date information resources required by the City and its residents. Policies THE LIBRARY SHOULD CONTINUE TO LEVY CHARGES FOR SELECTED LIBRARY SERVICES, DEVOTING THE REVENUE TO COLLECTION DEVELOPMEN'T. 10 i� •wa�s�Cs ay� �noy�no�y�. saasn o� aiqEirEnE �(TrpEaa a.� - TEraa}Ew aay}o iJE a�rJ - suor��aTJo� �saaa�.uT JEr�ads asayl •uor��aTio� uoT�Ewao�ur aawnsuo� E �uTdoTanap sr s�ydraH uap�CEH airyM TETaa�Ew uoT�E�npa aETndod �uTZrsEydwa uor��aTio� E sasnoy y�uE�q uo�urxa� ay�. 'suor��aiTo� TB�aua� o� uoT�.rpp� ui •s�asn �(�E�qrJ �Cq passa�dxa }saaa�ur �o sEaaE ��afqns �r;T�ads onn� ��aT�aa pu�e saa�.ua� a�anosaa �saaa�uT TEr�ads a�E �uo�urxa-� puE s�y�raH uap�CEy 'saTaE�qrJ Ea.re aay�o ay,� •say�uE�q aay�.o ay� u�{� ��s aa�aE1 E puE a�E�ano� a�uaaa�aa jJn� 'suot��aJJo� aadaEi anEy say�uEaq onn� asayl •,(;r� ay�. �o suor�aod anrsua�xa anaas p� �sa�aET ay� aa� �CE� unS puE �apd puETy�rH 'satas.�qrJ Eaxe mo; ay� �p •uor��aTio� a�ua�a;aa anrsua�xa uE �urpni�uz uor��aTio� ��o� s,wa}s�Cs ay� �o �j�{ �.noqE sasnoy �I •spaau uor�E�.u�o;ur s,�C�tunwwo� ay� �aaw o} �C�.r�EdE� �sa�Ea�� ay} y�rnn wa�s�Cs ay�. ;o aao� ay� sr �C�EiqrZ TE�}ua� ay,� •�xau ay�. o� �C��.�qri �o TanaT auo woa� ,�aEn �aan� aad sanoy a�tn�as puE 'iQr�a�Ew a�ua�a�aa �o }unowE 'uor}�aJJo� ;o ad�(�. pue azTS ay� •aTrqoui -xoog ay� puQ saraeaqrT y�uEaq aaT�ws xTS puE 'sar��aqr1 �aaE �no; ��(�8.�qt� T�a�.ua� ay� punoas pazrue8�o sr �.i •�C�TUnw -uao� �ey� ;o spaau ay� o� spuodsaa y�ryn� �(�tunwwo� y�Ea ur a�rnJas ;o JanaT E aprno�d o� pau�TSap sT `Z86i ur pa}uaw -aJdwr 'wa�s,Cs �CaEaqTJ y�uEaq nnau y •�C�TUnwwo� y�Ea o� a�Tnaas �o pur� awES ay� �uTprnoad '�.uaiEnrnba ,(TTEr}uassa aq o� pa�apTSUO� aaann saraEaqrT ua� ay� ;o y�Ea '�.sEd ay� ui •�(T�apTa ay� �o; s�urpTTnq �.uaw�aEdE asra y�ry awos osTE pue sar�.rTt�E� ,(ae�qr1 �uT�srxa o� �C}Twrxo�d asoT� uTy�trn �ou spooyaoqy�tau asoy� san�as aJtqow�ooq ayJ, •y�uEaq JE�oJ atay} o� sTeiaa�.Ew ,(uE �o �CaanTTap �sanba� ,(Ew pue saT�ua�E ay�. ;o y�Ea ur awr�. }Ey� a�o�aq paarnb�e �Cusul puE g96T a�uTS pa�Tnb�E s�uTpToy ayi T� ;o (1b� WO�) an�oTE}� ay�r�oa�TUU a�aTdwo� E puT� TnM s�asn 'ajrqow�oog ay� ao sar�EaqtT y�uE.�q ay� �o �Cue }br •s�uapTSaa JnEd }urEs �o� sa�rnaas �(aEaqrT o� ssa��E 3�IA2�3S a�Erpacuwr apTnoad aitqow�oog ay} pue saT�EaqrJ y�uE�q ua,� ��b�9I"I X.LINf1WW0� G6�h,� .�� .� � .+. �j �.. � . . . G' c"r C' fD , 'Y (p 'S �' • � J � • , � �� , � . J. .J. �' . . � � � tn CJ H C/f -� G = N N ---� < S 3 N -� G 2 y. �t �O O O c* c-r �D O O � C+ 00� C Q�7 • 0+ �0 -+ C CL QO � C 'S -' -h N C 'S �-h N C 'S �. � N C � � "h � tA �? "h � uf � _-' C7 fD SL C7 fD • 7 nN � �. N � N � '�' W S W.-S .. Qp n .. � d n �,I O � _,v Ci �-fi C � '0 C OS K � � � 'S C � VS Oi �� _J �' �p N 7C" � .��. W 'n fl+ I .,. .A�N � �. �p . . � � W � � J � �. Cr � G'1 � � � � � 3• � fp � fD Jc" [D ..� � c� � _+ N �G � • O �G � . � � O� � v RV v N N--� G 2 07 C/7 -� G 2 2 (/� -� G 2 t-' c* t/yD� 0 O O �' � O � � p�i p�p� C X or W -� C O � O� �� -hNC Z ''• '-h N � N � '-h 3 (A � -h 3 N � � ---' C 2 C7 N n cD � f�cD Qo C tG O O cD D C� cD O �. N � J. N �r � 00 J C � •-� .�. uf � .� N c "S c+ Z �. N 'S •' W Ql 'S •• 1� O W n W � A rJ C) .00 7 -+. 3 N 'S '--I --h C N V fD --h C l� C� fD A+ � �� C �� s C �J� ? �.1� N �� y w --� a ^s t� -� D J � ----- � � v, � c* -�v+ co � cn r c J 1 -+. N � � �. Q • I J. �• � C W �' r c+ O W -' < -+ G/y..�� J � O '� � ', £ " �.1. � W � � � -r- � S (�p N fD -' fD -� !D -+. '� N "S W v ' � .0 .� .0 N 7 W • �C f'" A N � � � n N T � � -i M �� . � •• � T /M r\.�� Q� � � �� c+ tD O O � c* �O O O 0+ d -fi N Ci 00 -' C C� Oi OD -+C K lD C N --h N C 'S fD -h N C 'S d � ---� N J � n � N N � �N N 3 N �'!' f�'1 J. (/f ("F N 'S W 'S CT� 'S •• � S �-'. 3 n' V l0 Cf OJ f�. �D -h � N fD fiC W •C -+ O �' c* C J � S �p —. su - -s —� a • -s � J � � N ___-- � C�' l0 N �"+' � �. v• � �. W. y � j � � � � A�' � •• � � �� U�I � U�� ` �1 ` N • � ' - O - v N .a rn � � � C/� -+ G S � N < 2 D CJ1 N t+ t�O O -'• 0+ O�O C � N 00� C � Oi 00 C G -' � '-' -h N � (A 'S "'fi N� N � "'h N � In � .. C7 fD QO C7 fD SL �y �. �• N Crt' �• N tG N 'S •• W tp N 'S C+J O �! 'S •• A n �I $ n �J � A OD �.+ -h C -� "h C A J '�, J � �� J S�,J � "S �.J � w� �� } N.(/� � C7 W Vf � �� C'� O�N1 J. �J• �� I J• � • � �� ' J. (�• ..+. 7 �E ''' � W � N J � W£ . � •• x- 3 •• � � �� lD ...+ fD -+ ' . ,O K � �C V �G t � � W _. O� ' Q1 N O ' � � � � . .+ � � �� a�7 Rounding out the branch library system are satellite libraries which emphasize service to their immediate communities. 1'here are presently six such libraries: Merriam Park, Hamline, Rice Street, Arlington Hills, Saint Anthony Park and Riverview. A seventh is slated to be opened in the new west Seventh Community Center in early 1984. Open fewer hours and with smaller staffs than the four larger branches, these libraries feature collections which are highly responsive to the popular reading interests of the community. Much of the material for these libraries is being acquired in paperback. The Bookmobile carries a popular reading collection to seven- teen Senior High Rises every three weeks and makes regular stops at various neighborhood locations on a weekly basis. The Bookmobile serves neighborhoods not in close proximity to permanent library facilities and population groups who may have difficulty using other library facilities. Regular Bookmobile visits last from 1!� to 4 hours each week. The nature of each collection is a reflection of community needs as expressed in surveys conducted within the library's community analysis study, ongoing surveys of card-holders and continuing analysis of the use of the existing collection. Each branch library is intended to provide a level and type of service most appropriate to the needs of the surrounding community. The ten branches, the Central Library and the Bookmobile are linked through a common catalogue contained on micro-fiche in each location. Through the catalogue and intra-library loan system, users at any branch have access to all 'the materials in the system. 13 Options in Community Library Service Declining city revenues have imposed constraints on the library system, and, in recent years, have required reductions in services. In 1982, the Arlington Hills, Hamline, Rice and Riverview libraries underwent major changes in hours,collection and service, yielding a greater use of those facilities at a reduced cost. Future resource constraints will undoubtedly require additional adjustments to the library system. There are three general principles which will inform any such reductions. - The collection development bud�et cannot afford major reductions. As has already been discussed, there is a significant need for continued attention to and additional support for the materials collection in order to make � information available to users throughout the system. _ The present budget is only half that required to meet the need. Additional funding for the collection - both in the branches and in the Central Library - is a paramount concern in the Library. - The area libraries should continue to operate at least at their present levels. The high volume of service delivered by these branches in support of the satellite libraries justifies an increase in the service hours should additional resources become available. Recognizing the particular needs of the area libraries, . a budget strategy which calls for reductions in these four libraries only after reductions have been made in the satellite libraries and the Central Library has already been established. If required, the next level of reduction will likely be absorbed by reducing hours in the satellite libraries and asking one staff to cover two facilities. - Changes in library service should reflect the changing nature of the communities served. As a neighborhood changes, it may outgrow its present service outlet, needing a facility of its own rather than a Bookmobile service, for example. Or, the community may find itself better served by a new smaller facility or Book- mobile stops than by its present branch building. This may be especially true if an analysis of building condition reveals that rehabilitation is infeasible or impractical. Whether a new or replacement facility is anticipated, criteria for determining the most appropriate level of service for the community must be established. 14 . .� � � �� -�gy Whatever the form, community libraries are significant neighborhood institutions and the bond between com- munities and their libraries often has to do with the particular building or place in which the service is located. Therefore changes in the level of library service - particularly those which require relocation - should be rooted in a process of community dialogue. POLICIES A CYCLE FOR FUTURE SERVICE REDUCTIONS SHOULD BE ESTABLISHED WITH CHANGES BEING MADE IN AREA LIBRARIES ONLY AFT'ER REDUCTIONS ARE MADE, FIRST, IN THE SATELLITE LIBRARIES AND, THEN, IN THE CEN7RAL LIBRP�RY. ANY REDUCfIONS TO THE COLLECTION DEVELOP- MENT BUDGET SHOULD BE AVOIDED. CRITERIA FOR ASSESSING 'f HE MOST APPROPRIATE LEVEL OF LIBRARY FOR A GIVEN COMMUNITY SHOULD BE ES- TABLISHED. THOSE CRITERIA SHOULD INCLUDE: THE NATURE OF COMMUNITY NEEDS, THE EXTENT TO WHICH THE COMMUNITY IS SERVED BY OTHER LIBRARY FACILITIES, THE CONDITION AND LOCATION OF THE EXISTING FACILITY, 'fOTAL AND PER CAPITA CIRCULATION, ANTICIPATED USf�GE, SERVICE AREA POPULATION AND EXISTING CAPITAL POLICIES. ALTERNATIVE LOCATIONS FOR LIBRARY SERVICES SHOULD BE EVALUATED ON THE BASIS OF PROXIMITY TO AREA LIBRARIES OR THE CENTRAL LIBRARY AS WELL AS ,VISIBILITY AND CONVENIENT ACCESS BY FOOT OR PUBLIC TRANSPORTATION. PRIORITY WILL BE GIVEN TO LOCATIONS ON THE PERIMETER OF THE FOUR AREA LIBRARIES' SERVICE AREAS OR THE CENTRAL LIBRARY'S THREE MILE SERVICE AREA. IN ORDER TO SUPPORT A PERMANEPdT C:�BRARY , THE LOCA'TION SHOULD CLAIM AT LEAST 5,000 - 10,000 PEOPLE WITHIN THREE MILES. IN THOSE AREAS WITH A SMALLER POPULATION, A BOOK- MOBILE STOP SHOULD BE CONSIDERED AS AN ALTERNA- TIVE TO A PERMANENT BRANCH FACILITY. 15 PRIORITY FOR THE ESTABLISHMENT' OF BOOKMOBILE STOPS SHOULD BE GIVEN TO THOSE LOCATIONS WHICH ARE NOT IN CLOSE PROXIMITY TO EXISTING LIBRARY FACILITIES OR ARE SEPaRA'TED FROM 'fHOSE FACILITIES BY PHYSICAL BARRIERS. OTHER CONSIDERATIONS SHOULD INCLUDE THE VISIBILITY OF THE S70P TO THE COMMUNITY AND CONVENIENCE TO USERS CONSTRAINED BY PHYSICAL, SOCIAL OR ECONOMIC BARRIERS FROM USING OTHER LIBRARY FACILITIES. WHEN IT IS ANT'ICIPATED THAT THE LEVEL OF LIBRARY SERVICE BEING DELIVERED IN A GIVEN COMMUNITY SHOULD BE CHANGED, THE DECISION SHOULD BE DISCUSSED WITH AND REVIEWED BY THE DISTRICT COUNCIL(S) REP- RESENTING THE LIBRARY'S SERVICE AREA AND OTHER = APPROPRIATE NEIGHBORHOOD GROUPS. PHYSICAL FACILITIES The Saint Paul Public Library's physical plant consists of eleven buildings - the Central Library and ten branches - which vary considerably by age and condition. Three of the branches (Arlington Hills, Riverview and Saint Anthony Park)and the Central Library were built in 1917. The Hayden Heights Library, by contrast, is the system's newest building, built in 1979. There are two kinds of needs associated with the Library's buildings. The first is maintenance. The older buildings , especially have suffered structural deterioration of roofs, walls, windows and mechanical systems over the years. At the same time, all of the buildings except Hayden Heights, would benefit from increased attention to insulation and weatherization. The second kind of need is related to modernization. Modern library services require different facilities than those 50- 60 years ago. The installation of computerized reference systems or theft detection equipment, for instance, requires a greater electrical capacity than is allowed by the existing wiring in the older buildings. In addition, the introduction of audio and video material for instance, requires a different configuration of spaces than was envisioned by the original archite�ts. 16 .. �� - � ��aq7 The central issue related to the physical plant is rooted in a determination of whether the library should devote resources to the rehabilitation or restoration of existing facilities or relocate services to other facilities. It is an issue related to the previous discussion on branch libraries and the most appropriate level of service for a given community. Among the variables which should be considered when deciding whether or not to relocate is the condition of the present facility. A building in good condition would be one arguement in favor of maintaining service in the same location insofar as there are no excessive operating or main- tenance costs. A comprehensive study will be done to determine the condition of each of the library systems' 11 buildings and the cost to rehabilitate, modernize and operate each as well as the cost to operate in another facility in a given neighborhood. The study will provide important information to the library and to the community for their use in planning. The study will be done by the Division of Housing and Building Code Enforcement with completion scheduled for early 1984. Policies PRIORITIES SHOULD BE TO: 1) PROCEED WITH PLANS TO INSTALL A CENTRALIZED CHECKOUT AND RETURN CENTER IN CENTRAL LIBRARY; 2) CARRY OUT A BUILDING STUDY TO DETERMINE THE CONDITION AND NEEDS OF EACH; AND 3) FOR THOSE BUILDINGS WHICH ARE REVEALED TO NEED SUBSTANTIAL REHABILITATIOIV EXPLORE THE COST OF DELIVERING SERVICE IN OTHER LOCA"fIONS IN THE NEIGHBORHOOD. AUTOMATION While the Saint Paul Public Library has grown in size and sophistication, the methods used to operate the system have not kept pace with that expansion. Those methods are highly labor intensive and are no longer able to keep up with the increased demands of the library and its users. There are three major areas where the introduciton of available compu- terized systems would increase the quality and efficiency of service: circulation, acquisition and reference. 17 Circulation Through the Metropolitan Library Services Agency (MELSA), the Saint Paul Public Library is planning to install an automated circulation control system. The system is a computerized means of linking users to items in the library's collection - whether it be for the purpose of placing a request, borrowing an item, or assessing an overdue fine. Benefits Automated circulation affords benefits for both the user through faster, higher quality service and the library through greater efficiency. ' Inquiries as to the location of a given item can be answered = instantly, whether that item is held within that agency - or any agency or building within the St. Paul Public Library. ' Requests can be processed rapidly. A borrower's request for material held in any of the other agencies can be registered at any public library location. It can be instantly determined if the item is on hand and no other requests � are pending. At that point the borrower may specify that the item be held or dropped off at the agency most convenient for him/her. If the item is not on hand, the request may be entered in the system and immediately filled once the item is returned. The entire process would require only a few minutes of a staff person's . time -- the time of one staff person to enter the request and determine the status of the item and the time of another to pull the item off the shelf once the request is registered. ' Overdue charges will be assessed more systematically. The automated circulation system will automatically generate overdue notices when the materials are past due. Until the materials are ret�rned and/or the charges paid, the user would be prevented from borrowing additional items by a notation next to his or her name on the computer file. ' Reports can be automatically generated. Periodic reports to monitor levels of service can be systematically produced. These reports can assist the library in evening out staffing levels, assessing the use of the collection, and evaluating changes over time. 18 J . �� g�a�� Costs -The total cost of the installation of an automated circulation control system will be approximately $1.7 million. The funds would be spent to retrospectively catalogue 22S,000 titles in the collection, adding them to the microfiche catalogue; to bar code the materials; and enter the necessary data into the computer; to issue new library cards; to provide the computer hardware; and to wire the central library and all branch libraries for installation. Funding -There are three possible sources of funding for the Automated Circulation Control System: 1. The Metropolitan Library Services Agency (MELSA) is planning to pay approximately $430,000 of this amount. 2. CIB funds - the system is an eligible activity for capital improvement funding. The library is requesting $580,215 in 1984-85 funding. 3. Private funds - automated circulation is a priority cited by the Friends of the St. Paul Public Library for funding from the proceeds of their 100th Anniversary celebration and fund drive. Policy AN AUTOMATED CIRCULATION SYSTEM SHOULD BE INSTALLED IN COORDINATION WITH REGION-WIDE IMPLEMENT- ATION OF THE SYS1'EM. THE LIBRARY SHOULD CONTINUE TO AGGRESSNELY PURSUE PRIVATE FINANCIAL SUPPORT FOR THE INSTALLATION AS WELL AS CAPITAL BUDGET FUNDING OR A ONE TIME INCREASE IN THE OPERATING BUDGET. Acquisitions An automated acquisitions system would replace an extensive manual system of acquiring materials with an online computer system which reduces the amount of time spent processing an acquisition from as long as one month to a matter of minutes. A number of automated systems could be established with various vendors, but the one preferred by the library is a linkage with the Online Computer Library Center (OCLC). OCLC is a massive computerized catalogue of over 8 million items. For a flat service fee per title the St. Paul Public Library can, on its own terminal, request the acquisition of catalogued materials. OCLC would then transfer requests to vendors who would �ill the orders. i4 The linkage with OCLC is a logical one for the Saint Paul Library inasmuch as the library uses other services offered by the center such as reference interlibrary loan transactions and cataloging. Purchase of access to the acquisitions subsystem would be a logical extension of that already established relationship. Use of the OCLC process would reduce the number of vendors used by the.library from about 33 to one. Ideally, an automated acquisitions system would be integrated with the cataloging system and the circulation system, so that preparation of the material for circulation could begin with the acquisitions process. Benefits -An automated acquisitions system results in higher quality service to the library user by speeding up the acquisitions ; process. Specifically, receipt of an item could be reduced _ from as long as six months from the time it is designated for acquisition to as short as one month. ' The system makes more efficient use of staff time. It would eliminate the time spent typing, retyping, filing and refiling order cards and paper files for use by data processing, the acquistions staff and agency librarians. With an online system, all the necessary information would be readily available at any point. The system will also enable the staff to check the status of any order - eliminating the extensive amount of effort presently expended on following up on orders not received. The . staff time saved would be spent on pursuing the acquisition of material not catalogued by OCLC. ' Installation of an online system would also free time and capacity on the data processing computer for other kinds of library use. ' Finally, the system will also enable the library to keep the necessary financial records and to produce the necessary reports in a much more timely fashion. There would be a tighter control on expenditures inasmuch as funds would not have to be encumbered as far in advance. Costs -There are very few hardware costs involved in the implementation of an automated acquisitions system. Two terminals at a cost of $3,700 each would have to be acquired. The major cost of $3,700 each would have to be acquired. The major cost is an ongoing service charge of $1.50 per title levied by OCLC. About 17,000 titles are ordered each year, making the service charge $25,500. The maintenance and telecommunications charges would amount to $2,740 per terminal per year. 20 . . � _J . �� f-�q7 Funding sources - Because the major cost of the system is an ongoing service charge, it is unlikely that there are other sources of funds apart from the allocated operating budget. Thus, the system must be evaluated as to its priority relative to essential library services such as collection development, community library service and building maintenance. Po_ licy AN AUTOMATED ACQUISITIONS SYSTEM SHOULD BE IMPLEMENTED ONLY IF THE NECESSARY ADDITIONAL FUNDS ARE ALLOCATED TO THE LIBRARY BUDGET. Reference The library presently offers a Machine Assisted Reference Service (MARS) which accesses via a central terminal both bibliographic and information data bases. There are two issues related to that systeme 1) acquisition of the existing computer terminal presently provided by MELSA, and 2) acquisition of portable terminals for daily use by the reference staff, the Science and Industry staff and two branch staffs. . The terminal currently being used by the library was provided on contract by MELSA. The contract runs out in mid-1983 at which time the library must either buy ($3,000) or rent ($1,500 per year) the equipment from its own funds. To not acquir� the hardware would leave the library without access to the vast amount of information only available at less cost on computerized data bases. Benefits -The MARS system itself serves to provide answers in seconds which previously required hours of staff time in searching through printed reference material. The system taps reference sources not owned by the library and is able to access information almost immediately after it is produced rather than awaiting printing and distribution of a reference book. �i The portable terminals will make the information service much more accessible to library users. Having the teminals in the four agencies will enable library staff inembers to search for and provide information as part of their daily work rather than accumulating information requests for a daily run of the larger computer. This will provide better quality service to the user. The portable terminals will also enable the library to discontinue more printed indexes and reference books currently used to provide "quick" answers. Costs -Acquisition of the large terminal will cost $3,000 it if is bought outright. Leasing the equipment would run $1,500 per year. The purchase of four portable terminals would amount to $4800. = The telecommunications and "line" charges, which are ongoing - expenses, are rojected to amount to almost $28,500 per � year. Nearly �19,000 of that amount could be attributable to the four portable terminals. Funding Sources -The acquisition of the hacdware and the cost of one year of operation are a priority for the Fund Drive. The alternative source of funds -- and the probable source of operating funds beyond the first year -is the library's general fund allocation. Policies THE CENTRAL COMPUTER TERMINAL FOR THE MACHINE ASSISTED REFERENCE SERVICE AND FOUR PORTABLE TERMINALS SHOULD BE ACQUIRED BY THE LIBRARY. IF PRIVATE FUNDS CANNOT BE RAISED, FUNDING FOR THE ACQUISITION MAY COME FROM THE GENERAL OPERATING BUDGET. 22 , . . . . F x ... . . .. . � . - . . . ( i � k • . ` � , � � . � � �. . . Q. �,� \�' � 1 , � /'1- ..��'�� . \ .. .. . . .. .. . . . . . , . � � ' . . � v,- � . ' � . � '� � � ' .. . � _ - . . . � . , . . , ; ' � .. � � . . .. ` „ .. � . . . . ., . . . ' . . .. . . . . , , . .. . ' � ' � . . . ' . .. . .. � . . ' . . � . . / . , . . . � ' . . . � ... . .. f. . . . . , � .. . . •. , . . . . . � . �� ' . � . ' , . . ' , \\. .� � t � • , � ; � Novembsr; 30,. 1982 � - , i � , _ , , , . � - , ; ,, ' , � � ; ' , , , , ,' � . . � � , , - , • _ , , , . � �� . , . _ . ' ,Co�ncilsaa Leoaard Levina : � , Cquirmaa-Ctty b+ev�lopm�st b Trsm$partation Co�m�a�.ttse Tth F�oor, Cit�'.Hall , � . �Dtas :Couacil�an Lavine:. , _ . , '� Tha Citg '�Cv�ac�l-raferrrd to the City Developa�t 'b Tran�rg�tation:GamiCtee °� ; , tor eoasidaratioa and recomme�datiop the Z�ibrary plan 4a t�ana�itted by the - , •'. _ _ �YY'or � �PPrcrved by.the P1annYng Qaamsi,asiaa. ' , , � � ' Vetq �ruly �ourr, - : , . . ' � . . 1 � �. . � ' � . . . � � � � . . . � . .. . . . , . . ' . � . . ._ _ . � . . . _ _`� � ' �- ' ' . ' . �Y�i{. �• -��Y �� . . .. . . , Gity C�.erk , '` � , � / , , cc: Pla�naing Staff . , . . ' ' � - � ' . ' Aii��•- . . . . � . , � /1 � , ' . . . . �. ' ' , � . A80/sch , . , x . � ,,. , . � . � , -� . ' _ . . . .,\ l . �. � ' . - . � � • � 1 _ . I • � ' � ' _ � � ' , ` , �� . . (` . • . . � . . • / ` \' , i . . � � � . � � . , � � � � � . , � � _ . � � s. - � . � .._ .. . . � � ' - � - � � � . � .. � . ' � �. . . . . . ,�i . . . � .. . � ` � � . , . , . . . - , . . .. . . . . . , . . . . , - ' . . , . . . 1 `/� � . .. � , If � ;. . ' � . . ... ' , . � � . ` - . � .. � ' ' �a . ' � , .. . " i . � ., . �. '�f, ti;� ' . .. . . . . � � . , .. .. . . . ... . � ' . . .. , � f . . . . . . . . . . . . ,�. � - . . � . . . , . . .. . , . " � .. . . .. . : . . .. . „, s ... � . . . . . � .. . . . . ., . .. - . . � �. ..�. . . .i .. . � - _ . . . �r- ��-�y� '' ��►=ro. • GITY OF SAINT PAUL e~� �» OFFICE OF THE MAYOR �\�� I )�` � •�� + �iii a Q .��,�� . � �� 347 CITY HALL �f � � � SAINT PAUL, MINNESOTA 55102 � i', g GEORGE LATIMER (612) 298-4323 '(''( �::`;;"' , MAYOR � '� i _ �,� : October 7, 1982 , ', - f ;�<,,�. f0 ';t,��' � � '`^� �� i, �� J '�I �.' '\ 1 �, President Victor Tedesco % .._ _.. .. and Members of the City Council Room 719 City Hall and Court House St. Paul , Minnesota 55102 Dear President Tedesco and Members of the City Council : Enclosed is a copy of the Library Plan approved by the Planning Commission on September 24, 1982. I am recommending it for your adoption as an element of the Saint Paul Comprehensive Plan. Generally, the plan addresses questions surrounding the provision of library services in a time of continuing resource reductions . While full service hours in all of the branch libraries were restored in the 1983 budget, I know you share my 6elief that we should address ourselves to long term budget strategies rather than annual stop-gap measures. This plan is grounded in the conviction that the library system can be restructured to maintain high quality service at less cost. Among the central issues which emerged in the process of setting service priorities was the budgetary trade-off between collection development and branch library service. In its various discussions around the City, the Planning Com- mission found a consistently high level of support for the library's collection development effort--funding for which is often reduced in favor of maintaining service at the ten branch libraries. The plan, therefore, recommends that col- lection development be among the library's highest priorities and should receive appropriate budgetary support. While the collection is given highest priority, easy access to library services is clearly important to all of the City's communities. Recognizing that funds are not available to both adequately fund the collection and maintain full service at ten branches , the plan defines a process whereby some of the less used branches can be moved to smaller, less expensive facilities . Although the level of service provided would be reduced, access to the library system would be maintained. The process for re-locating library services proposed in the plan is tied closely to the annual budget process . After the plan 's adoption, the library administration, using the criteria outlined in the plan, will determine which of the branches should be relocated. They will then spend up to one year in discussion with the community to determine the location and level of service which will best meet the needs of the residents . Therefore, by October, 1983 the changes will be determined and can be reflected in the 1984 budget. � �r, . � �� -�� President Tedesco and Members of the City Council October 7, 1982 Pa ge �wo The plan includes recommendations in a variety of other areas , all of which are related to providing the highest possible quality of library service given the financial constraints. If you have any questions about the plan or the process by which it was developed, please call Nancy Homans of the Planning staff at 7494 ext. 304. This year marks the St. Paul Public Library's centennial . I can thTnk of no more appropriate celebration of that occasion than the deve7opment of a plan which wi1T ensure the library's viability for future generations. I commend this plan to you for your consideration . Sincerely, . r e Latimer M yo Enclosure: Planning Commission Resolution Library Plan « . . A � r/�� C%�` d city o� saint paui planning commission resolution file number 82-3g date September 24, 1982 t•1HEREAS, the Comprehensive Library Plan was developed as an element of the Comprehensive Plar of the Cit� of St. Paul ; and WHEREAS, a public hearing was held on September 10, 1982 at which the Planninq Commission considered the recomonendation to amend the Comprehensive Plan by addino to it the Comprehensive Library Plan; and WHEREAS, prior to said hearino, a notice of time and place arrd purpose of the hearinq was published in the St. Paul Pioneer Fress and St. Pau? Dispatch at least ten days prior to September 10, 1932; and I�dHEREAS, at said public hearinv and during the oeriod of public review which �rece�ied it, the �ublic, the Planninv Divisior� s�aff, and Planninc! Commission members were aiven the opr,ortunity to discuss and reviev�� the Comprehensive Library Plan; N�i-!, THEREF�P,E BE i? RESOLVED, th�t the. ?1 anni n� Comrni ss i on fcr the Ci ty of . St. Paul hereby adopts as a seament of the Comprehensive Plan, the Camprehensive Library Plan, a copy of ►�rhich is a�tached hereio and incorporated herein by . reference; and , BE IT FURTHER RES�LI�ED, that copies of this Plan be transmitted to the M.ayor and City Council o� the City of St. Paul ; and BE IT �URTHcP, RESOLVED, that the Planning Ccmmission recommends to the Cit,y Council adoption of the C�mprehensive Library Plan as a seament of the Com�rehensive Plan for the City of St. Paul , subject to Metrcpolizan Council review. � moved by yuber seco�cied by Summers � in favor ,3 against � � _ . � . - ��- �y��7 � ._� . � . . • � ��! ��`� 1,,,., �`�\y `� � / `� f� ; � a� ��- � ' tr �r.� ' ___-' _.1''(,rqy,e`L`� �v�� '�10 b � ��1� � ��' Tn� ,. , Q PLAN �4R �.[BRQ.RIES �9r�� V�a '' ��_ ,��. :_� �� aint Paut P[annin �� Cornrt�ission : ' ` ,`� adopted by S g ��pternber 24, 1982 � � .� DEtiGR'TN�E�v'T D��LLNN�NG . E EGDNOM�L DEVELOPMEAR . . � , . - � � �� 97 INTRODUCTION PURPOSE � The Saint Paul Public Library is an institution alive with symbolism for the 1980s. It is symbolic of the City's quality of life and a century long public commit- ment to support the amenities which undergird that quality. The history of library service in Saint Paul dates back to 1851 when the Mercantile Library Association, a subscription library with 300 volumes, was founded in the newly settled region. The Saint Paul Public Library was established in 1882 as a free, publicly supported institution. In 1917, the Central Library as well as the Arlington Hills, Riverview and St. Anthony Park branches were constructed with the assistance of a $75,000 Carnegie endowment and matching city funding. Today, the library includes the Central Library, ten branches and the Bookmobile, and has an annual allocated budget of $3.5 million. The library also serves as a symbol of regional inter- dependence. It is part of an extensive network of libraries in the metropolitan region which includes other public libraries, the University of Minnesota Library and private college libraries. By various agreements, residents of Saint Paul have access through their library to resources in all of those collections. These partnerships have significantly extended the public resources devoted to the library in Saint Paul . Finally, the library is a symbol of the fiscal dilemmas faced by the City in this decade. It represents a class of services regarded as highly valuable, but, in a time of budgetary constraints, of lesser importance than services directly related to public health and safety. Thus, like parks, recreation services and many social services, the Saint Paul Public Library is looking for ways to fulfill a public trust which is literally decades old and maintain its regional partnership with significantly fewer resources. This plan is intended to chart that course. . ' � F � ' Specifically, the purpose of the Library Plan is to provide the Mayor, City Council and library staff with a basis from which to make informed decisions about the future of library service in Saint Paul. The Plan includes: a) Policy recommendations on four dimensions of library service: - collection development - community libraries - physical facilities - automation b) An identification of service choices which must be made under various budget constraints. BACKGROUND The St. Paul Public Library is organized around multiple levels of service at various locations around the City. Access to the total collection, however, is available from any point in the system. The core of the system is the Central Library in downtown Saint Paul . Ten branch libraries serve the City's neigh- borhoods, while the Bookmobile serves areas not within close proximity to existing library facilities as well as selected apartment buildings for the elderly. The branch libraries are organized into four levels of service, varying by collection, size, type of materials and hours of service. The kind of service at a given branch is designed to meet the needs of its surrounding community. Each library and the Bookmobile are equipped with a microfiche catalogue of the system's holdings so that a user may, at any location, determine if the Saint Paul Library has a given piece of material and where it is located. The libraries are also linked by a daily delivery system whereby material may be requested from another location and delivered to a user's local branch within twenty-four hours. -2- -£- •wa�s�s ap�M-F�� ay� u� anpy �ew sa��e�q�� asoy� sa�oa paz��p��ads �ue se <<aM se ��unwwo� 6u�puno��ns ay� �o spaau ay� ��a«a� o� pa�o<<e� aq p�noys sa��e� ��p�q�� sno��en ay� Rq Pa�a��o sa��n�as - •s�uap�sa� �ned �u�pS Llp o� a�q�ssa��p ��qeuosea� aq p�noys a�in�as ��e�q�� - •sa��nosaa �o a6uea a�q�ssod �sap�M ay� o� ssa��p y��M s�asn s�� ap�no�d o� �ap�o u� s�aoM�au �euo�6a� ui a�oa s�� ULp�UIPW p�noys ��eaq<< ayl - •F��o��d ��epuo�as �o aap �wp�6o�d s�� o �aed �e�6a�u� ue y6noy� �sa��naas �euo��pa��a� pup �euo��p�np3 •spuno�6��eq �euo��e�npa pue sa6e ��e �o suaz��i� �ned �u�ps �o spaau uo��w�o�u� ay� �aaw o� s� uo�ss�w s,��e�q�� ayl - : �n�d �u�ps u� a��n�as ��e�q�� o F�an��ap ay� wao�ui y��yM s�po6 �no� a�e a�ayl 'UOLSSLW �P�� 2�U2AP2 ��LyM S�EM u� sa��nosaa s�� sn�o� ��a�e�aq<<ap pu� uo�ss�w s�� a�e�n��e ��ea�� eaq<< ay� �ey� saa�nba� �aanaMOy °sanuana� �o sso� ayl •uo�6a� ay� uiy��M sa��e�q�� ay�o y��M UOL�pL�OSS2 s�� wo�� y�6ua��s �euoi��ppe san��e ��l�M ��eaq�� qnd 6uoa�s e sey �ned �uips _____ _____ SldO� •��e�q�� ea�ua� ay� �e apew a�aM y��yM �o �b5 �sai��nbu� a�ua�a�a� pue uo��w�o�u� £98`£6£ aaaM a�ay� `uo��ppe uI •�ea uns �p %5T Pup ��eaq�� pd pue�y6�H a4� �e pa�eu�6�ao X9T a��yM F�e�q�� p��ua� a4� �q pa�pupy spM �ey� �o %tiZ �sow�y •�pa� sno�na�d ay� �ano aseaa�u� %5 p - 9Zb`Tti8`i spM T86T ui uo��e�n�� e�ol •peaye saea� ay� u� suo��npaa �ue��u6�s a�e� �o UOL�P�O�(p awes ay� an�a�aa �ay��a ��M ��e�q�l ay� �ey� pa�ed��ue s� �I •sa��n�as u� suoi��npaa sa��nba� �a6pnq onb sn�p�s e uana �%pZ �noqp �e 6u�uun� s�2��a�ew �o� a�p� uo��e«u� ay� y��M 'UOL�P�O��P i86t ay� se awes a4� �llpn��n spM y��yM ��p�q�� ay� �03 uo��w 5'£$ Pa�p�o��e �a6pnq pun� �e�aua6 �� Z86t a41 •sanuana� saso� �� ay� se pa�npa� ��ue��u6�s aq o� anu��uo� ��M pue uaaq aney 6u�ua.ue�6o�d ��eaq�� pue uo��pz�u�apow �sa��eaq�� unuauo� ��uawdo�anap uo��a��o� ao� R�eaq<< ay� o� a�qe��ene sa�anosa� ayl L6��'� �� - . � . . � f a � f � I �z a � � � � � oo,!r o m om � �u * � � M�o � �n. � °c-n�� o � wc � � � ° y � �� o �ts' n � m � I I c� � c+ � �.,� � ��o ro in c» a � m � � � m ��if 7 Z I I n C 3 ' -r(D I D N t Q 7 C tn � � 3 n � C 7 � 7 � . w � �+ m'9 r+ a ct :n rt su rr n -sc � I I m o � mm � �rmz o m � a � � °� -s � a� � �° � ro j � -��.�p � t� �n �n m o ie �n � � o � o� � rn o � • a x' o � � � � � � � ° � o,� � ��.,n � �-+J � 3 7 O fD \ t � � I I � a�n � on � o s� mo n �'� J � o ~,m I I vmm � oo � m vZi � �� z ;Y�m � � � r► c �+ �� I I � � I � 1 O � N � � � � � � I � � Q � � • � (ND 0. � � � � � � � n � � � � fl� I � � � J� � � I � � � I � 3� W� .� OO.� � f -'.� I I (D C n C C O C I 7r P C � � � � � �•a�a m �''r"o � � � m z � � � �� J. �a � v�io � � � � o� � �tNn � r`�c � r+i m � � � a° a o v�. � o � � � rp j .� c J ro�. .. � ' � � a � o� c� m ro ro � v� m v+ � � � u�iv � � �� oo � � � � � maom i. � -�sc o � � � � �.v,� m � � cr c-�� < � I � �c �n � r+ � � Z � I I � o o� r. � � O � � � � < � °� � � i^ �� I � rp o°' � �n I � I I an � r I I I I � I I °m I � I I °' o I � � o � m � i n � i � � � i i i � i i m A z n z v 3 � 3 � -n a�c� � v c�vi a c��r I OC A N N C m v p m v w a c+ .. � o o v Z o • r � o m <n D � -w ff c I m � f'f N r' 'v � N fD -+v m o �o c7 D r m -I �-.m m � z � � �� a �aec� � �o o a v+ z -s z � m � cn � �n-� c -� m -� �v � do m � --i o o� mMZ cnx �. � � o� � wr� o � c o z � � z I � I �a m -s -•• r�o v��c s�. -n r cn ,-r n a r� v �v+ � rr �� z � -..c, J o � .. �o �m � � m J� �-»� o.* -•� •c • v+ o0 S v m.-. v+ � 3 � . � w 3 0 0 � m M z �-�.m � �.�n rr � z � �' rt D v-•cr J cr m r K in .. v a D rt�u ro v� c� ro � � �.cc •J �� . � � � ��s �s < � 3 � -n� z a v� Z m m Q r E er i < < B �n m o� � ( j -t ro N N r � Z �.ro .�.�s � 3�••+•� � -1 � � 7 m •a v� •• (D O'O O� Q fD Z (D m !!� � m n � m. 3� n z � m J c+ � c � � � -s �c rD •• m vri�D �c3i� � �'°v � a � z � m c�i, �c m '°' � � D... .. � cn o � c�.o c� � v, w m z � � � a � �n -n a r o -+,m � N•• A i ,�r� � ro c� ., �v pz -i z �.. i iv w.A �� w� � m 0 0 � � z � � -� I cNi,��ao �,w � I �n �.� � r � a � oa°oo° � o� �nv � •-• � � o. o o � -�s o �c�m � �b � � � O°o ( �-�s 00 0 � I � I I f v, 'r w� � I � I I � mf a I I I �� I I I � v� I I I � I I I � v v.. � �n a n o m � � �•� � m c � � x m � c�cn a� c c � � rn ru r�� z � �^ � a �� I I •s � o� zn na� < 9 � ru < Ji^► A eT (D � (� N N fD (D 'S t�� 'S � fD W eT 7 .-� � �°_: -s .� J ? I I �c � � J w ro m �n m > > �o c� �n m > > a c .. c� rt��v rr a Z d m j � N -� � G� O� N I I 7 � I J J N . fA S N d � n �p �p �. . A fD e�f(D (D d . � IT a d � H � � M � � � � � N X �. . z O 7 O � N O Q a � "^ 1 n � eY�•7 J S > > �n � -s � . � zM � .. � rn0 �w � � N � a m �-r o� cn�+ m �-.c� o z `" � v+ c i � -� I I � ro m,. ae m � ro �n z � � �n ,� �c e�* < co t� o I cn-s o ro z c+ tD o+ m � p �n o �.n O a � S'S � N O n o � �. •-•C+ -� 3 . g �+ 9 c� ocin I I wwo J y,a `�rov m � � � cn�+ m 3 �s co � I a� � o� o ��n � �c f � -�-� � n a M o rr'o � � .n..,�n-' � °o c�"'r, � K � � �a �' m � � � -'c ° 'a � �• � �m � � wZ � � �m � o r� � �n � � � J I i N i o N I K . o Y - ' , � . � � � � ��9� � � - SERVICE CHOICES While providing general direction, these overall goals imply a host of different library service choices. Within the context set by those goals, it is important to clarify a basic level of library service which should be considered essential among the variety of services delivered by the City. This plan will recommend that these services be financed primarily by the City's annual General Fund Budget allocation. Essential library services for St. Paul include: 1) A strong Central Library and four area libraries which serve as the core of the library system. 2) Continued membership in the Metropolitan Library Services Agency (MELSA) to facilitate access to eight other public library systems in the region for St. Paul users. 3) A collection development budget amounting to at least 8% of the total allocated budget. 4) Basic maintenance of library facilities. This may include major repairs of those buildings in which libraries are expected to remain for the foreseeable future. A second level of service includes those which will ' substantially enhance and improve the quality of library service delivered in St. Paul. Funding for these services may come from one or more of several sources: General Fund, Capital Improvement Budget, private fund raising, or user charges. These services should not, however, be funded at the expense of the basic services. -4- . ' • � , � Included in this category of services are: 1) The continued operation of library facilities - whether branch libraries or reading centers - in those communities presently served. 2) Acquisition of terminals for the Machine Assisted Reference Service. These may be financed by the operating budget if sufficient alternative funding is not secured by January 1983. 3) An automated circulation system to be installed in coordination with region-wide implementation of the system in MELSA libraries. 4) A collection development budget amounting to 15% of the total allocated budget. 5) An automated acquisitions system. 6) Additional reading centers in those areas with demonstrated demand. 7) Rehabilitation and renovation of existing library facilities. -5- , � . � � � � � � �� -�y7 ' � POLICY RECOMMENDATIONS COLLECTION DEVELOPMENT The collection is the crucible on which the library's identity as an information center is being formed. It consists of just under 1,200,000 items, two thirds of which are catalogued materials such as hard cover books, quality paperbacks, tapes, records and films. The remaining one third of items which are not catalogued include mass market paperbacks and pamphlets. One half (54%) of the catalogued holdings are located at the Central Library while the remaining 349,000 items are distributed among the ten branches. COLLECTION There are four basic issues associated with collection development: 1) What kind of collection best meets the needs of St. Paul citizens? 2) How much of the library's budget should be devoted to the acquisition of materials relative to other dimensions of library service? 3) Are there ways to make more efficient use of the resources devoted to collection development? 4) Should the library continue its newly developed program of charges for selected services in order to augment the allocated budget for materials? The Nature of the Collection The resource constraints faced by the library require that it clearly define collection priorities in a manner that meets the greatest needs. Saint Paul citizens expect the public library to provide them information to be used in every aspect of their lives. For many, the library is the only way to gain access to the wealth of available information - the production and dissemination of which is this nation's sixth largest industry. Recent user surveys in the ten branch libraries revealed that those subject areas where interested users found the library's collection deficient were such information-rich areas as technology, business and finance, philosophy and religion, math and computer science. -6- , • � • , The need for information is not confined to individual library users. The Saint Paul Public Library is an essential information resource for City government and the area's business community. Without the library and its access to information, both government and business would have to acquire and maintain extensive private collections. Policy THE FIRST PRIORITY IN THE LIBRARY'S COLLECTION DEVELOP- MENT SHOULD BE THE ACQUISITION OF MATERIALS WHICH SUPPORT ITS ROLE AS THE PRIMARY INFORMATION CENTER FOR THE COMMUNITY. THE SECOND PRIORITY IS EDUCATIONAL MATERIALS WHILE RECREATIONAL READING MATERIAL IS THE THIRD PRIORITY. Collection Development Budget The library's materials budget traditionally has been underfunded and is falling farther behind the pace set by inflation. The cost of materials, in general, has more than doubled over the past decade and the need to replace rapidly outdated informational materials only places additional pressure on a heavily constrained budget. A 1980-81 study of the library by a national consultant recommended a library the size of St. Paul 's should devote 159� of its budget to mat�rials. In 1982, the General Fund allocation for materials was $313,000, representing 8.7% of the total $3.6 million allocation. The allocated materials budget is supplemented each year by revenues raised from service charges on overdue materials, requests, mail reference service, meeting room rental, photocopy service or rental of films and framed pictures. Optimistic projections for 1982 estimate revenues will be $184,000 which would raise the total budget to $497,000 - 13.1% of the total . -7- . j . � � � � � � � � �� Y-a�� . . Policy THE ALLOCATED BUDGET FOR MATERIALS SHOULD NOT FALL BELOW 8% OF THE LIBRARY'S TOTAL GENERAL FUND ALLOCATION. THE LIBRARY SHOULD CONTINUE TO EXPLORE SOURCES OF REVENUE TO EXPAND THE ALLOCATION UP TO 15% OF THE TOTAL BUDGET. REVENUE SOURCES MAY INCLUDE ADDITIONAL SERVICE CHARGES, PRIVATE FUND-RAISING AND SAVINGS ACCRUED FROM SERVICE REDUCTIONS IN OTHER AREAS OF � LIBRARY SERVICE. Improving the Efficiency of the Materials Bud et There are at least five means whereby the limited resources devoted to materials can be used most efficiently. . Most of these efforts are already being made and merit continuation or expansion. Enhance coordination amonq public and private libraries in the Twin Cities region. The Saint Paul Public Library is fortunate to exist within a rich network of libraries - from the Hill Reference Library located in the same building to the eight other public library systems in the region which, with St. Paul, make up the Metropolitan Library Services Agency (MELSA) to the University of Minnesota and other college libraries. The relationships among these libraries vary as to their structure. A conscious decision, for instance, was made by the library not to unnecessarily duplicate the collection in business and finance held by the Hill Reference Library. Other relationships are grounded largely in inter-library loan agreements. MELSA is a well established federation of libraries which has established inter-library loan procedures and is coordinating the acquisition of automated circulation sy.stems to facilitate immediate access to materials available throughout the system. METRONET is one of seven multi-county library systems established in 1979 and funded by the state. Still at the ground floor stages, this association of all types of libraries and media centers in the region is developing cooperative programs to facilitate access to the services offered in these libraries. -8- � � � 1 Relate acquisitions to articulated community needs A community analysis conducted in �980 included an assess- ment of user and non-user subject interests. Since then, the library has continually monitored the circu- lation of all materials to evaluate the extent to which they are meeting the demand. Finally, the library polls all new card holders as to their areas of interest. These on-going activities reduce the risk of devoting limited funds to materials which are not used, while a demand for other materials goes unmet. Determine which materials in given subject areas will most efficiently provide the necessary information. The library has established a system of relationships with subject specialists in the Twin Cities area - from the University, businesses, medical professions and the like - to assist them in their acquisitions process. These volunteer consultants recommend materials for acquisition which provide the best coverage of the subject matter. They also periodically review the library's holdings in their area of expertise to identify out-dated material for withdrawal. Where feasible, replace printed material with access to computerized data bases. The information available in printed form is increasin.gly becoming available through computerized data bases. As such, it can be continually up-dated without `the additional costs of re-production and re-distribution. It is suggested in the section on automation that the library should acquire four portable terminals to provide immediate access to most data bases thereby reducing the amount of material to be acquired. Reduce loss of materials. It is estimated that a library the size of St. Paul 's loses $200,000 worth of rnaterial every year. Theft detection systems to be installed in the near future will reduce that loss considerably. A second means of reducing loss is for the library to install an automated circulation system. (See section on automation for further discussion) . Such a system would prevent users with overdue materials or outstanding charges from borrowing additional materials. -9- .� � �F �ya9�' � , Policies THE LIBRARY SHOULD EXPLORE, THROUGH ITS VARIOUS REGIONAL ASSOCIATIONS, WAYS TO AVOID UNNECESSARY DUPLICATIUN OF MATERIALS. THE LIBRARY SHOULD CONTINUE TO EVALUATE THE INFORMATION NEEDS OF USERS IN ORDER TO BUILD THE MOST RESPONSIVE COLLECTION. THE LIBRARY SHOULD MAINTAIN ANO EXPAND ITS SYSTEM OF VOLUNTEER CONSULTANTS WITH EXPERTISE IN SELECTED SUBJECT AREAS TO ASSIST IN COLLECTION DEVELOPMENT. TO THE EXTENT FEASIBLE, THE LIBRARY SHOULD REPLACE PRINTED INFORMATION WITH ACCESS TO COMPUTERIZED DATA BASES. THIS RECOMMENDATION ASSUMES THE ACQUISITION OF FOUR PORTABLE COMPUTER TERMINALS TO BE USED BY LIBRARY STAFF IN THE PUBLIC SERVICE AREAS. Service Charges The library has recently instituted a schedule of charges for selected services such as requests, rental of best sellers, mail reference service and use of meeting rooms. It is also asking that adult library card applicants make a donation of $1.00 or more to the library. This represents a departure from the traditional public library ethic which holds that all library services should be freely available. User charges of this type are being levied, however, in an increasing number of libraries in the region and around the country as they face the choice of further. reducing services or finding some means of raising additional revenues. A City ordinance requires that revenues raised by the library through service charges be used in collection development. In the forseeable future, with anticipated reductions in the general fund allocation for the library, such charges represent the best means of maintaining the up-to-date information resources required by the City and its residents. Policies THE LIBRARY SHOULD CONTINUE TO LEVY CHARGES FOR SELFC�fED LIBRARY SERVICES, DEVOTING THE REVENUE TO COLLECTION DFVELOPMENT. -10- , � ' COMMUNITY LIBRARY SERVICE Ten branch libraries and the Bookmobile provide immediate access to library services for Saint Paul residents. At any of the branch libraries or the Bookmobile, users will find a complete microfiche catalogue (COM CAT) of all the holdings acquired since 1968 and many acquired before that time in each of the agencies and may request delivery of any materials to their local branch. The Bookmobile serves those neighborhoods not within close proximity to existing library facilities and also some high rise apartment buildings for the elderly. In the past, each of the ten libraries were considered to be essentially equivalent, providing the same kind of service to each community. A new branch library system, implemented in 1982, is designed to provide a level of service in each community which responds to the needs of that community. It is organized around the Central Library, four levels of branch service and the Bookmobile with variations in the size and type of collection, service hours per week and amount of reference material. The Central Library is the core of the system with the greatest capacity to meet the community's information needs. It houses about half of the system's total collection including an extensive reference collection. Two area information centers at Highland Park and Sun Ray are the largest of the branch libraries and serve extensive portions of the city. With their larger collections and full reference coverage, these two branches are open more hours and have a larger staff than the branches designed to meet more localized need. Two special interest resource centers reflect two specific subject areas of interest expressed by library users. In addition to general collections, the Lexington branch houses a collection emphasizing popular education material while Hayden Heights will feature consumer . information. These special interest collections - like all other material - are readily available to users throughout the system. -11- , . . � �r�y�� 97 Two community information centers at Merriam Park and St. Anthony Park emphasize service to the immediate community - but should have larger collections and should be open more hours per week than the four popular information centers. Of the six smaller libraries, they have generally higher circulation levels. Four popular information centers at Hamline, Riverview, Arlington Hills and Rice Street emphasize service to their immediate communities. Their collections are highly responsive to the popular reading interests of the community and they will have only small reference collections. Much of the material is being acquired in paperback. The Bookmobile carries a popular reading collection to seventeen Senior High Rises every three weeks and makes regular stops at various neighborhood locations on a weekly basis. The Bookmobile serves neighborhoods not in close proximity to permanent library facilities and population groups who may have difficulty using other library facilities. Regular Bookmobile visits last from 14 to 4 hours each week. The nature of each collection is a reflection of community needs as expressed in surveys conducted within the library's community analysis study, ongoing surveys of card-holders and continuing analysis of the use of the existing collection. Each branch library is � intended to provide a level and type of service most appropriate to the needs of the surrounding community. The ten branches, the Central Library and the Bookmobile are linked through a common catalogue contained on micro-fiche in each location. Through the catalogue and intra-library loan system, users at any branch have access to all the materials in the system. -12- . � . , SAINT ?AUL PUBLIC LIBRARY ' 1982 CENTRAL LIBRARY , AREA INFORMATION CENTERS - - Highland Park Sun Ray Hours: 48 hours weekly Hours: 48 hours weekly Volumes: 45,039 Volumes: 45,024 1981 Circulation: 295,857 1981 Circulation: 264,698 Staff: 8 full time Staff: 7 full time � SPECIAL INTEREST RESOURCE CENTERS Lexington Hayden Heights Hours: 48 hours weekly Hours: 48 hours weekly Volumes: 37,274 Volumes : 34,633 1981 Circulation: 116,371 1981 Circulation: 154,884 Staff: 6 full time Staff: 5 full time COMP4UNITY INFORMATION CENTERS • Merriarn Park St. Anthony Park Hours: 37 hours weekly Hours: 37 hours weekly Volumes: 21 ,465 Volumes : 23,946 1981 Circulation: 118,947 � 1981 Circulation: 82,868 Staff: 2 full time Staff: 2 full time POPULAR INFORMATION CENTERS � Hamline Riverview Hours: 37 weekly ; Hours: 37 weekly Volumes: 20,942 � Volumes: 24,185 1981 Circulation: 83,058 ' 1981 Circulation: 68,306 _ Staff: 2 full time Staff: 2 full time " � Arlinqton Hills (Rice Street � Hours: 37 weekly Hours : 37 weekly Volumes : 23,440 � Volumes: 21 ,119 1981 Circulation: 68,071 ;' 1981 Circulation: 72,505 Staff: 2 full time ;� Staff: 2 full time � � � , L! F �y-�97 Reductions in Community Librar Service The resource constraints placed on the library by losses in City revenues are so severe as to require reductions in some dimensions of library service. The prospect of those reductions must be faced and determinations made as to how they should be made. (The possibility of overall increases in available resources is so remote that it won't be discussed in any systematic way in this plan). There are two possible areas for budget cuts: 1) the level of service available in the various library facilities and 2) collection development. As has already been discussed, there is a significant need for continued attention to the development of a collection which makes information available to users throughout the system. The present materials budget is only half that required to meet the information needs of the City. Thus, in order to maintain adequate city- wide information resources, the library must reduce the level of service offered in selected community libraries. Because there are no firm projections on the resources which will be available for library services, provisions should be made for both marginal and major reductions in corr�nunity library service. There are a number of ways in which community library service could be changed to marginally (3-5%) reduce the cost of service delivery. 1) A greater emphasis on popular- and less expensive- reading material and/or a smaller collection would reduce the overall acquisitions costs. Changes in the type of material would also reduce the level of staff expertise - though not the number of staff - necessary to operate the libraries. 2) The pairing of the four popular information centers so that half are open three days a week and the others are open two days a week would enable one staff to cover two libraries. The savings accrued would be limited by the fact that the buildings and collections would still have to be maintained. Such reductions avoid changing the location of library services. By avoiding such a change, however, the library retains the cost of operating and maintaining older library buildings with excess capacity and extensive rehabilitation needs. -13- , • , • . As major reductions are called for, it becomes necessary to look at possible changes in facilities in addition to changes in collection and service hours. By inte- grating changes in all three areas - collection service, hours and type of facility - a different level of service emerges which falls between a Popular Information Center and a Bookmobile stop. A reading center would be about 500-1000 sq. ft. in size and located in a multi-service center, store front, school or other accessible facility and would be open about twenty hours per week. The collection of 4,000-6,000 volumes would emphasize popular reading material. Policies MARGINAL REDUCTIONS IN COMMUNITY LIBRARY RESOURCES SHOULD BE MET BY CHANGES IN LIBRARY COLLECTIONS OR REDUCTIONS IN SERVICE HOURS. AS MAJOR REDUCTIONS IN BRANCH SERVICE ARE NECESSARY, THE LIBRARY SHOULD EMPHASIZE REPLACING SELECTED BRANCH FACILITIES WITH READING CENTERS OR BOOKMOBILE STOPS. THIS OPTION IS PREFERRED TO THE ELIMINATION OF LIBRARY SERVICE IN A GIUEN AREA. Criteria for Determining the Appropriate Level and Location of Service for a Communit_y Y If reading centers or bookmobile stops are to replace some existing branch libraries, criteria must be established whereby the most appropriate of the three service outlets can be determined. Similarly, if new service outlets are to be established - as replacements for branch libraries or as new service to comnunities previously unserved - they should be located in places determined to serve the largest population. The allocation and location of library service are grounded in population-based criteria inasmuch as it is the population which generates library usage and justifies the provision of service. Proposed here are three variables for evaluating the level of library service necessary to serve a community and the suitability of alternative locations for library facilities: 1) Usage/anticipated usage (i.e. circulation, reference, nature of use) 2) Size of population within a service area 3) Relationship to other library facilities -14- , . , . � , � �F �y��7 These variables were used in designating the various levels of service in the branch re-organization plan. They also continue to be used in determining the suitability of various sites for Bookmobile stops. Policies RELOCATION AND DESIGNATION OF A FACILITY AS A READING CENTER SHOULD BE CONSIDERED IF ANNUAL CIRCULATION OF A BRANCH LIBRARY OPEN AT LEAST 37 HOURS PER WEEK FALLS BELOW 90,000. (NATIONAL STANDARDS SUGGEST THAT AN ANNUAL CIRCULATION OF 100,000 IS REQUIREO TO MAINTAIN A COMMUNITY LIBRARY.) WHETHER OR NOT THE SHIFT OF LIBRARY SERVICE FROM A BRANCH TO A READING CENTER IS APPROPRIATE DEPENDS ON A NUMBER OF VARIABLES. AMONG THEM ARE: THE NATURE OF COMMUNITY NEEDS, THE EXTENT TO WHICH THE COMMUNITY IS SERVED BY OTHER LIBRARY FACILITIES, THE CONDITION AND LOCATION OF THE EXISTING BRANCH BUILDING, PER CAPITA CIRCULATION, AND PROXIMITY OF OTHER COMMUNITY FACILITIES. THE PRECISE LOCATION OF A READING CENTER IN A COMMUNITY SHOULD BE BASED PRIMARILY ON PROXIMITY TO THE AREA LIBRARIES, SPECIAL INTEREST LIBRARIES OR CENTRAL LIBRARY, AS WELL AS VISIBILITY AND CONVENIENT ACCESS ON FOOT OR BY PUBLIC TRANSPORTATION. PRIORITY WILL BE GIVEN TO LOCATIONS ON THE PERIMETER OF THE FOUR LARGER LIBRARIES' OR CENTRAL LIBRARY'S 3 MILE SERVICE AREAS. IN ORDER TO SUPPORT A READING CENTER, ITS LOCATION SHOULD CLAIM AT LEAST 5,000-10,000 PEOPLE WITHIN THREE MILES. IN THOSE AREAS WITH A SMALLER POPULATION OR A PROJECTED CIRCULATION OF LESS THAN 20,000 A BOOKMOBILE STOP SHOULD BE CONSIDERED AS AN ALTERNATIVE TO A READING CENTER. PRIORITY FOR THE ESTABLISHMENT OF BOOKMOBILE STOPS SHOULD BE GIVEN TO THOSE LOCATIONS WHICH ARE NOT IN CLOSE PROXIMITY TO EXISTING LIBRARY FACILITIES OR ARE SEPARATED FROM THOSE FACILITIES BY PHYSICAL BARRIERS. OTHER CONSIDERATIONS SHOULD INCLUDE THE VISIBILITY OF THE STOP TO THE COMMUNITY AND CONVENIENCE TO USERS CONSTRAINED BY PHYSICAL, SOCIAL OR ECONOMIC BARRIERS FROM USING OTHER LIBRARY FACILITIES. -15- , • , • , Process for Changing the Level of Library Service to a Community The branch libraries are significant community institutions. The bond between communities and their libraries often has to do with the particular building or place in which the service is located. Therefore changes in the level of library service - particularly those which require relocation - should be rooted in a process of community dialogue. Policies IF A BRANCH LIBRARY'S ANNUAL CIRCULATION FALLS BELOW 90,000, A YEAR'S TIME WILL BE DEVOTED TO DETERMINING ' THE MOST APPROPRIATE ALTERNATIVE LEVEL OF SERVICE FOR THE COMMUNITY. THE DECISION SHOULD BE DISCUSSED WITH AND REVIEWED BY THE DISTRICT COUNCIL(S) REPRESENTING THE LIBRARY'S SERVICE AREA AND OTHER APPROPRIATE NEIGHBORHOOD GROUPS. WHEN A PROPOSAL IS MADE TO MOVE LIBRARY SERVICE FROM AN EXISTING BRANCH BUILDING, THE CITY SHOULD INFORM THE COMMUNITY OF ITS PLANS FOR THE RE-USE OF THE FACILITY. PHYSICAL FACILITIES The Saint Paul Public Library's physical plant consists of eleven buildings - the Central Library and ten branches - which vary considerably by age and condition. Three of the branches (Arlingtpn Hills, Riverview and Saint Anthony Park) and the Central Library were built in 1917. The Hayden Heights Library, by contrast, is the system's newest building, built in 1979. There are two kinds of needs associated with the Library's buildings. The first is maintenance. The older buildings especially have suffered structural deterioration of roofs, walls, windows and mechanical systems over the years. At the same time, all of the buildings except Hayden Heights, would benefit from increased attention to insulation and weatherization. The second kind of need is related to modernization. Modern library services require different facilities than those 50-60 years ago. The installation of computerized reference systems or theft detection equipment, for instance, requires a greater electrical capacity than is allowed by the existing wiring in the older buildings. In addition, the introduction of audio and video material for instance, requires a different configuration of spaces than was envisioned by the original architects. -16- . - - � . . . - �F ��-�97 . - , � . The central issue related to the physical plant is rooted in a determination of whether the library should devote resources to the rehabilitation or restoration of existing facilities or relocate services to other facilities. It is an issue related to the previous discussion on branch libraries and the most appropriate level of service for a giVen community. To surrmarize that discussion, the reco�nendation was that relocation of library services should be considered if annual circulation falls below 90,000 at any given branch. Among the variables which should be considered when deciding whether or not to relocate is the condition of the present facility. A building in good condition would be one argument in favor of maintaining service in the same location insofar as there are no excessive operating or maintenance costs. The five libraries with 1981 circulations below 90,000 vary considerably by age and need for rehabilitation. Arlington Hills - A 1917 building, the Arlington Hills Library has the most extensive rehabilitation needs of the eleven buildings. Major structural elements (e.g. roof, windows) need to be replaced or repaired. The building's electrical system needs to be improved to provide 200 amp service instead of the present 60 amp service. Hamline - Built in 1930, the Hamline Library also requires substantial renovation. The most pressing need is the electrical system which cannot accomnodate current demands before the addition of computerized services. The building's roof will also have to be replaced. Rice Street - The Rice Street Library, built 30 years ago, needs significant structural rehabilitation. Much of the necessary work, however, will be done in 1982 with the $62,000 granted to the project in the City's 1981 Capital Improvement Budget. Riverview - Also a 1917 Carnegie building, the Riverview Library needs its windows and boiler replaced and its electrical wiring up-dated. Like the other older buildings, it requires significant attention to insulation and weatherization. -17- • • � • ► St. Anthon Park - Of the three branches built in 9 , the St. Anthony Park Library is in the best condition. Long term use of the building will still require repair of the roof, rewiring, new windows and additional insulation. Of the five branch libraries with annual circulations above 90,000, two will require substantial capital expenditures for repairs. The buildings, however, are newer and in overall good condition. Sun Ray - The Sun Ray Library needs to be partially remodelled to make it more serviceable and less vulnerable to vandalism (e.g. windows and skylights replaced or removed, ceiling lowered) . In addition, the roof should be repaired to stop leaks which have plagued the building since it opened twelve years ago. Lexington - The most critical need of the Lexington Library, built in 1967, is for a new roof, the cost of which is estimated to be $18,000. The Merriam Park Library, although recently renovated, was built on a lot with unstable soil conditions which have caused new cracks in the walls. It is unclear whether those conditions will continue to cause deterioration. The remaining two branches, Highland Park and Hayden Heights, are in good condition. Highland Park was remodelled in 1974 while Hayden Heights was built in 1979. The Central Library is in good structural condition, but has an ongoing need for remodelling to make it more serviceable for a modern library. Among the short-term priorities is to install a centralized check out and return center at one location in the building. This will likely be financed with private funds raised by the Friends of the Library. -18- . . . . . ��-��-a 9� Policies PRIORITIES FOR AVAILABLE OPERATING BUDGET FUNDS SHOULD INCLUDE: a) NECESSARY REPAIRS TO THE LEXINGTON AND SUN RAY ' LIBRARIES b) ONGOING MAINTENANCE OF HAYDEN HEIGHTS, HIGHLAND PARK, LEXINGTON, MERRIAM PARK, SUN RAY AND CENTRAL LIBRARIES. EXTENSIVE RENOVATION OR REPAIR OF THOSE LIBRARIES WITH CIRCULATIONS BELOW 90,000 SHOULD BE DELAYED UNTIL A DECISION IS MADE RELATIVE TO THE CONTINUED USE OF THOSE FACILITIES. PROCEED WITH PLANS TO INSTALL A CENTRALIZED CHECK- OUT AND RETURN CENTER IN CENTRAL LIBRARY AUTOMATION While the Saint Paul Public Library has grown in size and sophistication, the methods used to operate the system have not kept pace with that expansion. Those methods are highly labor intensive and are no longer able to keep up with the increased demands of the library and its users. There are three major areas where the introduction of available computerized systems would increase the quality and efficiency of service: circulation, acquisition and reference. Circulation Through the Metropolitan Library Services Agency (MELSA) , the Saint Paul Public Library is planning to install an automated circulation control system as part of a region-wide installation. The system is a computerized means of linking users to items in the library's collection - whether it be for the purpose of placing a request, borrowing an item, or assessing an overdue fine. Current plans call for the installation of three new systems to serve the seven county region (the Hennepin County Library already owns such a system) . A computer located at the Saint Paul Public Library would serve the Washington County Library in addition to the eleven permanent libraries in the Saint Paul system. MELSA is prepared to pay up to 90% of the $5.12 million cost for the three systems. -19- _ , � Benefits Automated circulation affords benefits for both the user through faster, higher quality service and the library through greater efficiency. ' Inquiries as to the location of a given item can be answered instantly, whether that item is held by an agency within the Saint Paul library or by another MELSA library. ' Requests can be processed rapidly. A borrower's request for material held in any of the other agencies can be registered at any public library location. It can be instantly determined if the item is on hand and no other requests are pending. At that point the borrower may specify that the item be held or dropped off at the agency most convenient for him/her. If the item is not on hand, the request may be entered in the system and immediately filled once the item is returned. The entire process would require only a few minutes of a staff person's time -- the time of one staff person to enter the request and determine the status of the item and the time of another to pull the item off the shelf once the request is registered. ' Allows instant access to MELSA library holdings. The automated circulation system would allow a library staff person to determine if an item is located in any of the MELSA libraries just by entering bibliographic information into the computer. ' Overdue charges will be assessed more systematically. The automated circulation system will automatically generate overdue notices when the materials are past due. Until the materials are returned and/or the charges paid, the user would be prevented from borrowing additional items by a notation next to his or her name on the computer file. -20- • � , � • . � �y�I7 ' Reports can be automatically generated. Periodic reports to monitor levels of service can be systematically produced. These reports can assist the library in evening out staffing levels, assessing the use of the collection, and evaluating changes over time. Costs - MELSA is planning to pay up to 90% of the cost of installing the region's three new systems. St. Paul would have to spend almost $470,000 over four years to install and fully equip its system. Just over $100,000 of that amount would be used to retrospectively catalog 150,000 titles in the collecton, adding them to the microfiche catalogue. Besides the cataloguing, the funds would be spent on bar-coding materials, entering the necessary data into the computer, issuing new library cards, providing some additional terminals and wiring the Central Library and all branches. Funding - There are three possible sources of funding for the Automated Circulation Control System: 1. Private funds - Automated circulation is among the priorities cited by the Friends of the Saint Paul Public Library for funding from the proceeds of their 100th Anniversary Celebration Fund Drive. 2. CIB funds - The system is an elibible activity for capital improvement funding. The capital budgeting process, however, is on a two-year cycle with new projects not being considered until 1983. Such a time lag would significantly delay the region-wide installation of the system. 3. Library's Operating Budget - Funding the system out of the library's diminishing general fund allocation would force substantial reductions in the funding of other library services. -21- , ' t ' • Policy AN AUTOMATED CIRCULATION SYSTEM SHOULD BE INSTALLED IN COORDINATION WITH REGION-WIDE IMPLEMENTATION OF THE SYSTEM. THE LIBRARY SHOULD AGGRESSIVELY PURSUE PRIVATE FINANCIAL SUPPORT FOR THE INSTALLATION. IF PRIVATE FUNDS CANNOT BE RAISED, THE LIBRARY SHOULD SEEK CAPITAL BUDGET FUNDING OR A ONE TIME INCREASE . IN THE OPERATING BUDGET. Acquisitions An automated acquisitions system would replace an extensive manual system of acquiring materials with an online computer system which reduces the amount of time spent processing an acquisition from as long as one month to a matter of minutes. A number of automated systems could be established with various vendors, but the one preferred by the library is a linkage with the Online Computer Library Center (OCLC) . OCLC is a massive computerized catalogue of over 8 million items. For a flat service fee per title the St. Paul Public Library can, on its own terminal, request the acquisition of catalogued materials. OCLC would then transfer requests to vendors who would fill the orders. The linkage with OCLC is a logical one for the Saint Paul Library inasmuch as the library uses other services offered by the center such as reference interlibrary loan transactions and cataloging. Purchase of access to the acquisitions subsystem would be a logical extension of that already established relationship. Use of the OCLC process would reduce the number of vendors used by the library from about 33 to one. Ideally, an automated acquisitions system would be integrated with the cataloging system and the circulation system, so that preparation of the material for circulation could begin with the acquisitions process. -22- � . . � . �Fd'�/�9y Benefits - An automated acquisitions system results in higher quality service to the library user by speeding up the acquisitions process. Specifically, receipt of an item could be reduced from as long as six months from the time it is designated for acquisition to as short as one month. ' The system makes more efficient use of staff time. It would eliminate the time spent typing, retyping, filing and refiling order cards and paper files for use by data processing, the acquistions staff and agency librarians. With an online system, all the necessary information would be readily available at any point. The system will also enable the staff to check the status of any order - eliminating the extensive amount of effort presently expended on following up on orders not received. The staff time saved would be spent on pursuing the acquisition of material not catalogued by OCLC. ' Installation of an online system would also free time and capacity on the data processing computer for other kinds of library use. ' Finally, the system will also enable the library to keep the necessary financial records and to produce the necessary reports in a much more timely fashion. There would be a tighter control on expenditures inasmuch as funds would not have to be encumbered as far in advance. Costs - There are very few hardware costs involved in the implementation of an automated acquisitions system. Two terminals at a cost of $3,500 each would have to be acquired. The major cost is an ongoing service charge of $1.50 per title levied by OCLC. About 11,000 titles are ordered each year, making the service charge $16,500. The maintenance and tele- communications charges would amount to $1,500 per terminal per year. -23- - � ' ` v Funding sources - Because the major cost of the system is an ongoing service charge, it is unlikely that there are other sources of funds apart from the allocated operating budget. Thus, the system must be evaluated as to its priority relative to essential library services such as collection development, community library service and building maintenance. Policy AN AUTOMATED ACQUISITIONS SYSTEM SHOULD BE IMPLEMENTED ONLY IF THE NECESSARY ADDITIONAL FUNDS ARE ALLOCATED TO THE LIBRARY BUDGET. Reference The library presently offers a Machine Assisted Reference Service (MARS) which accesses via a central terminal both bibliographic and information data bases. There are two issues related to that system: 1) acquisition of the existing computer terminal presently provided by MELSA, and 2) acquisition of portable terminals for daily use by the reference staff, the Science and Industry staff and two branch staffs. The terminal currently being used by the library was provided on contract by MELSA. The contract runs out in mid-1983 at which time the library must either buy ($3,000) or rent ($1,500 per year) the equipment from its own funds. To not acquire the hardware would leave the library without access to the vast amount of information only available at less cost on computerized data bases. Benefits - The MARS system itself serves to provide answers in seconds which previously required hours of staff time in searching through printed reference material. The system taps reference sources not owned by the library and is able to access information almost immediately after it is produced rather than awaiting printing and distribution of a reference book. -24- •, �,n i -. � ' • . _ .. ��07 �� The portable terminals will make the information service much more accessible to library users. Having the teminals in the four agencies will enable library staff inembers to search for and provide information as part of their daily work rather than accumulating information requests for a daily run of the larger computer. This will provide better quality service to the user. The portable terminals will also enable the library to discontinue more printed indexes and reference books currently used to provide "quick" answers. Costs - Acquisition of the large terminal will cost 3,000 it if is bought outright. Leasing the equipment would run $1,500 per year. The purchase of four portable terminals would amount to $4800. The telecommunications and "line" charges, which are ongoing expenses, are projected to amount to almost $28,500 per year. Nearly $19,000 of that amount could be attributable to the four portable terminals. Funding Sources - The acquisition of the hardware and the cost of one year of operation are a priority for the Fund Drive. The alternative source of funds -- and the probable source of operating funds beyond the first year -- is the library's general fund allocation. Policies THE CENTRAL COMPUTER TERMINAL FOR THE MACHINE ASSISTED REFERENCE SERVICE AND FOUR PORTABLE TERMINALS SHOULD BE ACQUIREO BY THE LIBRARY. IF PRIVATE FUNDS CANNOT BE RAISEO, FUNDING FOR THE ACQUISITION MAY COME FROM THE GENERAL OPERATING BUDGET. , -25- ; . �r �y a�� •r �` • � CITY OF SAINT PAUL - OI�`FICE OF THI� CITY COIINi:ZL �fY�BM9! 1f Y��YY�iY�R .� '',_y�'� . D c1 t e ; February 28, 1984 ;�:,,, „ .,� COMM (TT � E RE PORT �. � , T i o f C�I T�: ()I� �A I�T P A L'L D T12ANSPORTATION ; pF� FIC;F OF TN1�; G1 I'1" COL�:�CIL +. �ir�e�=r s��r��Y . 7�o{{Y �_ ?aul Comprehensive Plan. � SUSAN VANNELLI �lopment . � VICTOR J. TEDESGO LetrieletSve Afde �n aS Counctlmnn November 17, 1982 To: City Clerk From: Council President Victor Tedesco Re: Library Plan and Affirmative Action Program Resolutions I am forwarding to you the above resolutions which are to be placed on the City Council � Agenda for action by the Council. Enc. . CIT1' HALL SEVEN'TH FLOOR SAINT PAUL, MINNESOTA 55102 612/2�8-5�06 . �C' - SAINT PAUL, MINNESOTA 55102 � , . �F Sy-a �7 ,��``'T* °';, CITY OF SAI NT PAUL � �� DEPARTMENT OF PLANNING AND ECONOM(C DEVELOPMENT r� �� «�� Aa ` DIVISION OF PLANNING ��`� 25 West Fourth Street,Saint Paul,Minnesota,55102 612-292-1577 GEORGE LATIMER MAYOR 8 February 1984 T0: Members of the City Development and Transportation Co�nittee Councilman Robert Fletcher Councilman William Wilson Councilman John Drew FROM: Nancy Homans/� . RE: Library Plan At the last meeting of the Committee, Chairman Fletcher asked that I draft an amendment to the proposed library plan indicating the Council 's support for branch libraries. The following is proposed: REPLACE Paragraph 3, Page 1 : The people of Saint Paul have consistently demonstrated their support for a library which "exists to meet the informational , educational and recreational needs of the comnunity. " (from the Library Mission Statement, 1981 ) They value a well developed collection and a professional staff which are the foundations of a responsive library. Also important to them is the accessibility of that service through the community libraries. In adopting this plan, the City Council affirms that support and corr�nits itself to providing the resources necessary to ensure the continued operation of branch libraries as well as the on-going development of a system-wide, information-based collection. C F ��9� � ' ��Tr �" . CITY OF SAINT PAUL � fm y. � � a DEPARTMENT OF PLANNING AND ECONOMIC DEVELOPMENT � IIIIII�.IIUi 9 � 1°� ��1t C DIVISION OF PLANNING � h „e• 25 West fourth Street,Saint Paul,Minnesota,55102 612-292-1577 GEORGE LATIMER MAYOR MEMORANDUM ��"�� Q� � � �� T0. ;;Development��an��.'Crarrspor.:t�a�lor,=CommT=�tee�► ��U�dC1LJt+1A�VHpgfkr��.Cy�� Councilman Bob �letcher✓ � Councilman Bi11 Wilson Councilman John Galies Councilman Chris Nicosia fROM: Peggy Reichert �'�"�.--� Deputy Director for Planning SUBJECT: LIBRARY PLAN DATE: November 7, 1983 _ fis you recall , a hearing on the Comprehensive Library Plan proposed by the Planning Commission was held by the Development Committee last December. At that time, a number of concerns were raised relative to plan provisions which established a pro- cess for the possible closing of some facilities. The draft plan was revised in light of those concer•ns and is attached. � The major revisions are the following: 1. There is no provision for evaluating the deliver,y of service at a iven location on the basis of circulation. The plan previously required that the library administration evaluate continued service delivery at centers where annual circulation fell below 90,000. No such requirement exists in the plan as revised. 2. The condition of existing buildin s will be evaluated b the Division of Housing and Building Code Enforcement. The division has committed itself to conducting such an evaluation by early 1984. An assessment will be made as to the feasibility and cost of necessary rehabilitation or renovation. 3. Only in the event that a building cannot be rehabilitated at a reasonable cost will the library administration propose relocation of a library to an alternative location in the community. No community presently served by a branch library will lose library service. �- . G�F ��a9'7 MEMORANUUM T0: Development and Transportation Committee Council Bob Fletcher � Councilman Bill Wilson Gouncilman John Galles Councilman Chris Nicosia FROM: Peggy Reichert Deputy Director for Planning SUBJECT: LIBRARY PLAN DATE: November 7, 1983 Page - 2 - 4. In the event bud et reductions require service reductions, they �rill be made in a cycle. The first reductions to be made would be in the smaller satellite libraries which likely would be paired with one staff serving two centers. The second round of reductions would affect service in the Central Library. Finally, if necessary, service at the four area libraries would be reduced. _.._ Please feel _free to contact Nancy Homans (7494 ext. 300) of my staff if you have any further questions relative to the plan. PR:NH:pmk cc: Mayor George Latimer ._ _ Jerry Steenberg Encl ; Library Plan