95-659Council File # � G `s
�'� l G I N A L Green Sheet #��'
RESOLUTION
� CI F AINT PAUL, MINNESOTA J9
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Presented By
Referred To
Committee: Date
Resolution Adopting A P[an for Libraries
as a Chapter of The Saint Paul Comprehensive Plan
WHEREAS, the City of 5aint Paul is authorized under Miimesota Statutes, Section 462.353, to carry on
comprehensive municipal pianning activities for guiding the future development and improvement of the
City; and
WHEREAS, the City of Saint Paul as a local governmental unit within the metropolitan azea is required
under Miimesota Statutes, Section 473.858, to prepaze a Comprehensive Plan in accordance with Laws of
1976, Chapter 127; and
WHEREAS, the Council of the City of Saint Paul is authorized under Minnesota Statues, Sec6on 462.355,
to adopt or amend a Comprehensive Plan or portion thereof after a recommendation by the Planning
Commission; and
WHEREAS, the City Council of the City of Saint Paul adopted on March 6, 1984 a comprehensive plan
chapter on library services; and
WHEREAS, the administration of the Saint Paul Public Library used that plan to guide their investment of
capital resources and development of programs throughout the subsequent decade; and
WHEREAS, the 1984 plan no longer provided usefizl guidance on key policy and inveshnent issues,
leading the Library's administration to request of the Planning Commission and the planning division staff
assistance in developing an updated plan; and
WHEREAS, the Planning Commission on May 28, 1993 initiated work on a new comprehensive plan for
librazies and convened a community based task force to prepaze such a plan; and
WHEREAS, the task force, after holding numerous focus group sessions, workshops and communiry
fonuns, developed and recommended A Plan for Libraries to the Planning Commission; and
WHEREAS, after its review and a public hearing on April 28, 1995, the Planning Coxxunission certified A
Plan for Libraries as a chapter of the comprehensive plan and recommended it to the Mayor and City
Council for adoption; and
WHEREAS, the Council of the City of Saint Paui has reviewed A Plan for Libraries, and found it to be
consistent with the other adopted elements of the comprehensive plan and with the overall health, safety
and welfare of the residents of the City of Saint Paul;
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qs-�sy
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Saint Paul hereby adopts
A Plan for Libraries as a chapter of The Saint Paul Comprehensive Plan, subject to such review by the
Metropolitan Council as may be required by law; and
BE IT FINALLY RESOLVED that A Plan for Libraries replaces the plan for library services adopted
in 1984.
Requested by Department of:
.,/ � � - -�..
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By:
Appr
sy:
Form Appro �l by Ci
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BY � i � ,�
Approve, by Mayor
Counci79 (J / ` '
B �'�l��LL_
to
Adoption Certified by Council Secretary
g�-� �� �
DEPAATMENT/OFFICE/COUNCIL DATFJNjTI�� ' y� 3 3 0 5 7
PED: Planning Division d i GREE SHE T
CAMACTPERSON&PHONE DEPAR'fMENTOIRECT�RNfT1AUGC � � INff1AlAATE
�
Nancy Homans 66557 N I�IY'BEii FOR �"� o CRY CLEflK
MUST BE ON COUNCIL AGENOA BY (DATEJ pp�� ET IRECTOR � FIN. & MGT SERVICES Dlq.
OfiDER MAVOR (OR ASSISTANn � . � /
TOTAL # OF SIGNATURE PAGES � (CLIP ALL LOCATIONS FOR SIGNATURE)
ACfION RE�UESTED:
Sign letter transmitting A Plan for Libraries to the City Council--and the Council resolution
by which it will be adopted.
pECOMMENDnTONS: nppmve (A) or Peject (R) PEflSONAL SERVICE CONTfiACTS MUST ANSWER TNE FOLLOWING QUESTIONS:
J! PLANNING CAMMISSION _ CIVIL SERVIGE CAMMISSION �� Has this peI50NFirtn ever wolked under a CoMtaCt for this �epartment?
qB CoMMttTEE YES NO
— 2. Has this person/Firm ever been a cM1y employee?
� S7AFF — YES NO
_ DiS7AICi COUR7 _ 3. Does this persorWirm possess a skiil not normaify po55essed by any curtent city emplayee?
SUPPOqTS WHICH COUNCIL O&IECTIVE? YES NO
Ne yhborhv�s� Expla(n all yes enswers on seperate sheet and attach to green sheet
�conom� f
INITATMG PROBLEM, ISSUE, OPPDRTUNITY ( o, Wnat, W�en, Wl�ere, Why):
In the spring of 1993, the Sairn Paul Public Library administration asked 4hat the
comprehensive plan chapter adopted in 1984 be updated inasmuch as the previous plan no
longer offered guidance on critical policy issues.
ADVANTAGESIFAPPROVED:
The Library administration, as well as private funders, will have a common agenda--
developed through a connmunity process and adopted by the City Council--to guide their
decisions relative to the investment of capital as well as staff resources.
DISADVANTAGES �FAPPROVED: -
�� . �, RECEI E�
None apparent.
�llh p� jg�� JUN 06 1995
���� ������ i��
DISADVANTA�ES IF NOTAPPROVED:
Neither the Library administrarion nor the Mayor and Council will have a framework within
which to evaluate programmatic iniriatives and/or funding requests.
TOTAL AMOUN7 OF THANSACTION § —!� � COST/AEVENUE BUDGE7ED (CIRCLE ONE) YES NO
FUNDIF7G SOURCE ACTIVITY NUMBER
FINANCIAL INFORMATION: (E%PLAIN)
qs�4 S9
Interdepartmental Memorandum
CITY OF SAINT PAUL
DATE: May 26, 1995
TO: Mayor Norm Coleman
FROM: Ken Ford �
Planning Administrator
RE: A Plan for Libraries
The Saint Paul Administrative Code requires that, whenever a Planning Commission recommendation
is transmitted to the Mayor, the planning division staff give the Mayor the benefit of its
recommendation as well.
Attached is the Planning Commission's transmittal of A Plan for Libraries and their request that you,
in tum, transmit it to the City Council with your recommendation that it be adopted as a chapter of the
Saint Paul Comprehensive Plan.
Our staff--as well as the Library's administrative staff--worked closely with the community task force
convened by the commission to develop this plan. The task force conducted an open and inclusive
process including focus group discussions, community forums and warkshops with key resource
people. Their recommendations aze consistent with--even strengthen--other components of the
comprehensive plan. The library plan contributes to the larger plan's emphases on building stronger
neighborhoods, supporting the growth of existing businesses, preparing our labor force for an
emerging economy and celebrating the arts and culture of our communiTy.
This plan, as you recall, is one of five updates of comprehensive plan chapters now underway. The
Saint Paul Parks and Recreation Plan is undergoing fmal review by the parks commission as well as
the planning commission. The planning commission and City Council held a joint public hearing on
the Transportation Po[icy Plan and revisions aze being developed. The Downtown Urban Design
Plan and the Land Use Plan aze in earlier stages of development.
I join the commission in recommending that you transmit A Plan fnr Libraries to the City Councii
with your endorsement. As always, don't hesitate to call me (266-6577) or Nancy Homans
(266-6557) if you have any questions or concerns.
Enclosures
PLANNING COMMISSION �/J��{/ S�
1
Dwrd McDonel� Chair
CITY OF SAII�iT PAUL r�oo c,� xarrann�
Norm Coleman, Mayor 25 West Fourth Street Telephone: 612-266-6565
Saini Pavl, MN SSIO2 Facsimite: 612-228-3314
May 31, 1995
Mayor Norm Coleman
390 City Hall
Saint Paul, MN 55102
Dear Mayor Coleman:
Friday morning the Planning Commission certified A Plan fos Libraries as a chapter of the Saint
Paul Comprehensive Plan, voting to recommend it to you and the City Council for final adoption.
Our resolution and a copy of the plan are enclosed.
As you know, A Plan for Libraries was developed by a task force convened by the Planning
Commission and co-chaired by Commissioner Toni Carter and Friends of the Library boazdmember
Elizabeth Kiernat. Members of the task force came from neighborhood organizations as well as
neighboring library agencies. They reflected the concerns of the range of Saint Paul citizens from
immigrants to entrepreneurs. And theu consensus was striking. As you heazd at the Mayor's Forum
on the Library in April, the pniorities revolve azound creating stronger partnerships with schools,
extending library service into the community and establishing resource centers for present and
potential business owners. Already, the library staff is thinking about new initiatives and parhaerships,
the Perrie Jones Fund Advisory Committee is asking how the funds they allocate for staff development
can support these priorifies and the Friends of the Saint Paul Public Library is preparing to embrace
this agenda as part of its own.
The commission undertook the task of updating this chapter of the comprehensive plan at the request
of the Saint Paul Public Library administration. They had found the plan adopted in 1984 no longer
provided them with sufficient guidance in addressing their most pressing issues. We appreciate when
City departments recognize the value of community-based planning and commend the library's
administrative staff far their diligence in working with the task force throughout the process.
The Planning Commission encourages you to transmit A Plan for Libraries to the City Council with
your recommendation for its adoption.
Sincerely,
/ ��/���''C�� A'
., `
David McDonell
Chair
Enclosures
9s r � ��
city of saint paul
planning commission resolution
fi{e number 95-46
� } e 1�ay 26, 1995
t
Resolution Certifying The Plan for Libraries
as a Chapter of The Saint Paul Comprehensive Plan
WHEREAS, the Saint Paul Planning Commission is authorized under Minnesota Statutes
Section 462.355(2) and Chapter 107 of the Saint Paul Administrative Code to recommend to
the Mayor and City Council amendments to the Ciry's comprehensive plan; and
WAEREAS, on May 28, 1993, at the request of the director of the Saint Paul Public
Library, the Pianning Commission initiated work on a plan to replace The Saint Paul
Comprehensive Plan's chapter on librazies adopted in 1984; and
WHEREAS, a community wide task force convened by the Planning Commission developed
and recommended, after extensive public discussion, a plan for the Commission's
consideration; and
WHEREAS, the Planning Commission held a public hearing on The Plan for Libraries on
April 28, 1995, notice of which was duly given in the Saint Paul Legal Ledger on April' 13,
1995 and April 14, 1995; and
WHEREAS, the Planning Commission, after considering the public testimony, recommended
minor revisions to the plan;
NOW, TAEREFORE, BE IT RESOLVED, that the Planning Commission hereby certifies
The Plan for Libraries, as an amendnnent to The Saint Paul Comprehensive Pla�z; and
BE IT FURTHER RESOLVED, that the Commission requests that the Planning Director
transmit The Plan for Lzbraries to the Mayor and City Council of the City of Saint Paul with
the recommendation that it be adopted as a chapter of The Saint Pau1 Comprehensive Plan,
subject to Metropolitan Council review; and
BE IT FINALLY RESOLVED, that the Planning Commission expresses its gratitude to the
members of the Library Plan Task Force for their commitment and diligence in preparing a
plan that guides the Saint Paul Public Library in its efforts to better serve all the citizens of
Saint Paul.
moved by �eisser
seconded by
in favor Una�7m°u�
against
9��s�
C IZy �F' St�T pf��. 390 City Hall Zelephone: 672-266-8510
Norm Coleman, Mayor ISWestKello�Bou7evard Facsimile: 612-228-85I3
Saint Paul, MN 55702
June 12, 1995
Council President Dave Thune
and Members of the Saint Paul City Council
310-B City Hall
Saint Paul, MN 55102
Dear Council President Thune and Councilmembers:
Enclosed is A Plan for Libraries, a comprehensive plan for library services developed by
the Saint Paul Plamiing Commission. I recommend it to you for adoption as a chapter of
the Saint Paul Comprehensive Plan.
The plan was prepazed by a community based task force convened by the planning
commission and co-chaired by Commissioner Toni Carter and Friends of the Library
boazdmember Elizabeth Kiernat. During its year long process, they listened to and worked
with neighborhood residents, representatives of neighboring library systems, people with
special expertise in the possibilities associated with new technologies and to our own
library staff. The Saint Paul Public Library administration as well as the planning division
staff were closely involved throughout the process.
A Plan for Libraries is one of five elements of the comprehensive plan now being updated.
Chapters related to parks and recreation, transportation, land use and downtown urban
design are in various stages of development. Together, they, along with the Housing Policy
Plan, Economic Development Strategy and the numerous small area plans completed in
recent years, provide an integrated policy framewark for our common efforts. Within that
context, the library plan contributes to the lazger plan's emphases on building stronger
neighborhoods, supporting the growth of existing businesses, preparing our labor force for
an emerging economy, making the most effective use of regional resources and celebrating
the arts and culture of our community.
As elected leaders, we know how strongly the citizens of Saint Paul feel about the library,
Their participation in this plasuiing process is a powerful reflection of ail that we value
most about this community. I am pleased to transmit this plan for your consideration. I
urge its adoption.
Sincerely,
f�� ���� --1.
orm Co eman
Mayor
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A PLAN FOR LIBRARIES
A Chapter of the Comprehensive Plan
Certified by
The Saint Paul Planning Commission
1VIay 26, 1995
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Planning Commissian Recommcndation
INTROD UCTIDN
It is in the best interest of the City of Saint Paul that all
its citizens have access to quality library services that
provide them with timely information, support their
educational aspirations, inspire their creativiTy and bring
them together. Indeed, it is the City's goal that all its
citizens be comfortable and confident in including
libraries and library staffmembers in their efforts to
understand their world and accomplish their goals.
From its nineteenth century roots on the third floor of
Ingersoll Hall on the comer of Wabasha and Kellogg,
the Saint Paul Public Library has been a cornerstone of
its community. When the City Council in 1882
sanctioned the privately run Saint Paul Library
Association as a public library, they established a place
where the giving and receiving of information, ideas and
inspiration would always be open to all the citizens of
Saint Paul without regard to their age, income, race or
education. A Plan for Lzbraries signals the City's
aithfulness to that tradition in a new era characterized,
on the one hand, by an abundance of information and,
on the other, by the isolation of too large a segment of
the community from the tools necessary to tap the power
of this new key economic and societal resource. Among
the plan's major tenets is that securing Saint Paul's
future as a healthy community will require more than
improving service for those �vho already use librazies.
The challenges of the future and its rich heritage compel
the Saint Paut Public Library to seek out relationships
with all its citizens.
At the core of the Saint Paul Public Library are its
highly qualified and dedicated staff, a collection of over
a million holdings, fourteen library buildings or spaces
and vazious technological systems. It also is surrounded
by a strong and supportive community with its own
wealth of resources to be shared. This plan outlines four
major strategies for organizing those key resources to
extend the library--in its fullest sense--into the nooks and
crannies of community life throughout Saint Paul.
hiay 26, 1995
a5-�F�
The strategies--Support Education, Serve a Changing
Community, Support Small Businesses and Build a
Regional System--represent key opporhznities for the
Libruy in the next decade. They detail responses to
such questions as: How does the Library take the
greatest advantage of the talents of its staff? What kind
of collection should be developed? What additional
roles might library buildings play in Saint Paul
neighborhoods? What functions do technological
systems purchased by the Library need to perform?
A Plan for Libraries, in sum, will guide the Saint Paul
Public Library in the development and assignment of its
staff and the investment of its capital resources in ways
consistent with the public library's unique mission and
the community's goals.
C�
Plvming Commission Recommrndation
May 26, 1995
u
THE SETTING
Saint Paul is served by a tiered network of neighborhood
librazies organized around the downtown's Central
Library. Five larger area libraries--Hayden Heights,
Highland Pazk, Lexina on, Merriam Pazk and Sun Ray--
aze complemented by five smaller community libraries--
Arlington Hilts, Hamline, Rice Street, Riverview and
Saint Anthony Pazk--and very small "storefront" libraries
in Town Squaze and the West Seventh Community
Center as well as the Bookmobile.
The concept of a tiered network was developed in the
1984 comprehensive plan when it became cleaz that the
City could not afford to offer the same high level of
service in ten different locations. By concentrating the
col(ection and staff resources in a fewer number of
branches while providing access to the system and a
basic collection and st�ng level at the others, the
Library secwed both the quality of its resources and
broad access to the system.
At the heart of the system is a highly quafified
professional and support staff who serve as information
educators, putting people in touch with materials
available not only in Saint Paul, but throughout the
region and virtually azound the world.
The Saint Paul Public Library maintains a collection of
over one million holdings--books, magazines, cassettes,
and videos--all of which can be requested at any of the
City's libraries and delivered within a day or two. The
Library is considered unique in the region for its art and
music collection and the extent to wfiich the coltections
in individual branches reflect their surrounding
communities,
Saint Paul library users also have ready access to
information resoumes throughout the re�ion and beyond.
From any point in the Saint Paul Public Library, patrons
can determine where materials aze available--in either
othet branches, the eight other public library systems in
the region, private college libraries and the University of
Minnesota. Individuals with computer modems have
direct dial access to these cataloa es.
Materials from other libraries in the region may be
borrowed directly by users with their Saint Paul Public
Librazy cazd or requested through Interlibrary Loan and
delivered to a local library. Limited amounts of material
may also be fased directly to the user.
In addition to a professional staff and a diverse
collection, the public library offers:
• Pre-school story hours and summer reading
programs�
• Technical assistance and support to child care •
providers and classroom teachers;
• Community meeting spaces;
• Cultural programs for the public;
• Access to state and federal govemment information
through its govemment depository collection;
• Phone reference service.
In this plan, the City recommits itself to the fundamental
strategy outlined in 1984 while:
Extending the depYh and breadtk of the collection
and staff expertise available to its citizens through
region wide netcvorking and resource sharing; and
Today's library also includes a growing collection of CD
ROMs and a number of online information services. An
increasing amount of information--full texts of books,
periodicals, data bases--is available either online or on
compact discs. Over the next decade, it is expected that
a larger shaze of the available information will be
disseminated in electronic formats because of their size,
efficiency, and versatility and the relative ease with
which they can be updated.
• Extending access fhroughout the community through
partnerships with schools, business associarions and
other community-based agencies.
C�
2
Plmning CommiSSion Rewmmrnda�ion
PRENIISES FOR PLANNING
•The emergence of information as a new kind oF
primary resource is transforming most social
insfitutions. This is the information age. It is an era
unlike those that preceded it, all of which were defined
by a depletable natural resource. Information, in
contrasi, does not have to be allocated or rationed. It
cannot be depleted. The challenge, however, is to
prepaze ciYizens with the skills and habits to know when
information would be useful and then how to find,
evaluate, produce and use it--a bundte of skills now
known as information literacy. That abiliry is the
emerging standard for citizenship, the prevailing
currency in a global economy and the source of the
promise for improved cross cultural understanding and
appreciation.
Americans see the major role of the public library as
supporting their educational aspirations. A]andmark
study conducted by the Universiry of Minnesota's
George D'Elia in conjunction with the Gallup
Organization found that 88 percent of those surveyed
felt that the major role of the public iibrary is to be an
"educational support center for students of all ages."
•Indeed, four of the five roles most often identified by
the public for the library related to education. That
assessment was more pronounced among people with
lower incomes, among those with lower educational
attainment and within communities of color than among
the more highly educated respondents with higher
incomes.
Education is a lifetime endeavor. Most people
entering the workforce today will pursue a number of
different cazeers or, at least, will need to be significantly
retooled or retrained in their chosen profession.
Equipping students with the skills to learn in a world
where information is everywhere--not just in the
assigned text--and is constantly being updated or refined
is the primary challenge faced by modern educators.
The library plays an important role in the
community's appreciafion of all the arts, but
especially in nurturing the lifelong enjoyment of
reading. While it is important to emphasize the role of
the library in providing information and supporting
education, the arts play a central role in the health and
• vitality of any communiTy. They aze the means by
which our culture is handed down through the
��-���
May 26, 1995
generations. They are both the impetus for and the
expression of our creativity. And they are a source of
our delight.
The national and international economies are rooted
in the rapid transfer of informafion virtually around
the world. Business people :-� ��:::, p .�;t^�� �n�rr
they need information about both the national and �
intemational mazketplaces in order to remain
competitive. In addition, they increasingly depend
upon a work force equipped with the ability to process
increasingly sophisticated information.
Citizens are increasingly asked to make judgments on
complex issues at both the Iocal and national levels.
Health care, environmental protection, and foreign
affairs dominate the national scene while education,
government finance and public safety aze just some of
the issues on which the electorate is expected to be
informed to participate in local civic life.
Technology is rapidly changing the nature of
information access and analysis. Apparent from the
surface is an explosion in the number of "players" who
are involved in collection, transfer and dissemination of
information. Telecommunications, worldwide computer
networks, for-pro�t information services and cable
television all contribute to the new environment in which
libraries find themselves.
The City of Saint Paul faces fight fiscal constraints
making it unlikely that the Library will see a
substanfial increase in its operating budget. While
the Library has been fortunate to receive private
contributions and foundation grants to supplement its
allocation from the City's general fund, the tight budget
will require some shifts within the existing budget to
accommodate any initiatives recommended in the pJan.
The population of Saint Paul is changing. While the
size of Saint Paul's population has remained constant at
just over 270,000 over the past ten to fifteen years, the
nature of that population has changed and will continue
to do so. The 1990 Census revealed four major trends
that point toward issues related to library service.
• Saint Paul residents are increasingly well
educated. The percent of those over 25 years old
who have at least a Bachelor's Degree has increased
3
/
Planning Commission Recommentlation
from 12 percent in 1970 to 20 percent in 1980 to 27
percent in 1990.
Saint Paul is more ethnically, racially and
culturatly diverse fhan Ever 6efore. Eighteen
percent of the population is made up of people of
color--up from ten percent in 1980. The number of
residents of Hispanic origin incneased by 31 percent
over the decade. They now make up almost four
percent of the city's population. That trend can be
expected to continue inasmuch as communities of
color tend to be much younger than the white
population. While 13 percent of whites aze under
the age of 10, 24 percent of African Americans and
American Indians, 27 percent of Hispanics and 37
pement of Asians and Asian Americans are that
young.
• Saint Paul is younger than it has been since the
baby boom was born. Over 42,500--or almost one
in six--Saint Paul residents are under the age of ten.
A full 25 percent are under the age of eighteen.
• More Saint Paul residenis—especiatly children—
are poor. Almost 45,000 (1 in 6) Saint Paul
residents live in poverty--defined as $12,800 for a
family of four. Forty percent of the total are under
the age of 18.
The Saint Paul Public Library is highly valued and
heavily used by residents of the city and the region.
Among U.S. cities with populations over 200,000 only
Cleveland and Seattle have higher per capita lending
rates than Saint Paul's 9.7 items per person per year.
The Saint Paul Public Library operates within a
diverse and collaborative library context in the Twin
Cities region. With the eioht other public libraries in
the region, the Library belongs to MELSA, formed
under the auspices of a joint powers agreement to
coordinate services and allocate federal and state funds.
In addition, the Library participates in Metronet, a
network of public, school, government agency and
private libraries.
May 26, 1995
GUIDING PRINCIPLE5 FOR THE PLAN •
QualiTy public library service means:
• Community buildings that aze welcoming to a
diverse community;
• Materials appropriate to the changing information
needs of community;
• Technolo�ies that enable citizen access to local and
worldwide information systems;
• Trained stafF and volunteers who help people
through the process of deceding what information
they need and how best to find it.
No individual library has the material to meet all its
communiTy's information needs. Each, rather, is the
publids link to a regional, national and worldwide
information network. Cultivating and sustaining that
network is a key responsibility for every library. The
Library staff should:
Make themselves available for discussion with other
paRners including businesses, arts organizations,
schools and community agencies and organizations.
Work with various paztners to maice the system work
more easily for people. •
Develop feedback loops, whether they be with
neighborhood organizations, business associations, or
information vendors, to assess and improve the
quality of available services.
A significant challenge for the Saint Paul Public Library
in the next decade is to extend the "reach" of its services
to a changing population. Through partnerships with
other organizations, the Library can become involved in
isolated communities, thus narrowing the gap between
people of different means and abilities.
The Library's environment is constantly changing. New
technologies--interacrive video, fiber optic networks--aze
aiways emerging. New issues related to, for ezcample,
resource distribution, privacy, or social ethics surface on
a regulaz basis. To respond, the Library needs to
institutionalize habits of environmental scanning and
"checking in" with the community it serves.
�
Planning Commission Recommrnda[ion
• STRATEGY.• SUPPORT EDUCATION
May 26, I995
��-��q
Citizens of Saint Paul want to be Iifelong learners. Some, as aduZts, wi11 need 10 learn to read. Others are faced with
Zearning to speak English. Many wi11 change careers at least once. AZI wi11 need to keep up with changing
requirements of their profession. Most wi11 struggle with raisingfamilies, or maintaining households. AZI will be
asked to uphold the responsibilities of citizenship. And many will turn to reading for enrichment and enjoyment.
Supporting them in a11 these endeavors is a central role of the Saint Pau1 Public Library.
Special emphasis should be placed on developing reZationships with elementary and secondary schools. For, although
the tools for successful learning are developed over a lifetime, elementary and secondary schools play a critical role
in teaching students how to pose guestions, gather information and make the connections necessary for the successful
transformation of information into understanding.
OBJECTIVE 1. Conrinue to build the capacity of
Saint Paul families to suppart the education of their
preschool and school age children.
OBJECTIVE 2. Support wmmunity efforts to ensure
reading and school readiness among all pre-school
children in Saint Paul.
Recommendations:
♦ The Library should develop user friendly software,
video programs and printed material to introduce
students and their families to library services.
• ♦ The Library and eazly childhood and preschool
educators should collaborate on the development of
programs for pazent/community education on how to
use various information resources.
The Library, in collaboration with the school district,
youth serving organizations and the Division of
Pazks and Recreation, should explore the
development of after school homework centers at
librazies or other appropriate neighborhood locations,
possibly staffed by volunteers or school district
personnel with corporate or foundation support.
The Library should discontinue fines on overdue
children's materials. Data and anecdotal evidence
indicate that fines on overdue children's material
serve as a barrier to library use for families with
young children. Furthermore, the loss of materials is
no greater in systems without fines than in those
where fines are imposed. Replacement of lost or
damaged materials should continue to be the
responsibility of the borrower.
Recommendations:
The Public Library should continue its story hour
program and consider offering it in remote locations
such as family resource centers and public housing
communities.
The Library should continue to build partnerships
with child caze centers and other child care providers
to expand children's exposure to books and reading.
That may involve bringing children to the library or
offering technical assistance, training or small
collections to the providers. The previously funded
Launch a Young Reader program is a good model
and merits renewed support.
OBJECTIVE 3. Confinue to support Saint Paul
elementary and secondary school media programs in
their efforts to prepare students to take full
advantage of information resources.
Public libraries and school media centers fulfill different
roles in the educational process. The media center's
collection is designed to support the school's curriculum
and the school librazian has a unique instructional
responsibility in teaching students how to take advantage
of the information available both in the media center and
in libraries throughout the region.
C 1
J
Planning Commiuion Rmommrnda[ion
May 26, 1995
The public library is available for students in their ♦ Programs for junior and senior high school students •
independent exploration of inforrnafion including 1he should be developed in collaboration wiYh youth
enrichment of formal classroom or media center subject organizations to sustain their interest in reading and
materials. Public librarians aze there to assist students in reinforce media skills developed in school.
what may be a specific or more wide ranging inquiry.
The community is best seroed when both the public
libraries and the schooi media centers are fully eqnipped
to meet their roles and responsibilities, and work
cooperatively to meet the informarion needs of students
of all ages.
Recommendations:
♦ The City--in its legislative lobbying, endorsement of
funding proposals and presentations in appropriate
policy-making forums--should publicly support
communiTy initiatives now underway to ensure that
every school media center is staffed on a full time
basis and that the per student allocation of resources
to media instruction reaches the statewide mean
within five years.
OBJECTIVE 4. Explore ways to better serve the
continuing educarion needs of the variety of adult
leamers.
Recommendafions:
♦ The Library should stagger evening and weekend
hours so that some libraries aze open each evening
and on the weekends. An alternative would be that
some librazies could be open four evenings a week,
but closed in the mornings.
♦ More direct access to information—especially online
services or CD ROMs—should be provided for
library users. This will require careful attention to
instructional materials, hazdware and soRwue
acquisition and space design to allow people to use
the library easily and effectively.
Neighborhood based networks among school and
public librarians should be built in every
neighborhood throughout the city to:
• Foster working relationships aznong area
librarians;
• Shaze information and resources;
• Provide for a continuum of services beriveen
school and neighborhood libraries;
• Introduce public librarians as resource people in
school programs;
• Provide ongoing in-service training and
development opportunities to librarians and
teachers;
• Encourage classroom visits To public libraries;
• Coordinate collection development efforts to
ensure the public library provides appropriate
support to azea students.
Electronic linkages among school and public
libraries—including catalogue access, electronic mail
and faY machines--should be established to allow for
ready communication between librarians, access by
students to the public librazy's collection and the
transfer of information between facilities.
♦ The hours of seroice and the collection available at
the Lexington Library should be supportive of the •
program at the neighboring Ronald M. Hubbs
Lifelong Leaming Center.
♦ The Library should continue to seek out partnerships
with community based adult education programs
focusing on areas such as literacy, English as a
second language, GED preparation and citizenship,
determining how the library might support and
strengthen those efforts.
OBJECTIVE 5. Develop a public image of Saint Paul
as a community that values and supports information
literacy.
Recommendations:
♦ A collaboration of libraries and schoois should
develop a multi-media campaign azound a theme
such as "Smarter-Faster-S�onger" that identifies
reasons to seek out information and points towazd
places where information is readily available.
•
Plannmg Commiss�an Rewmmrndatwn
�STRATEGY: SERVEA CHANGING COMMUNITY
May 26, I995 " � ` � ��
Libraries are community places. They are places for discussion, discovery and delight. They are places where people
meet and where people go to be alone. They are public pZaces where personal privacy is protected. They are
designed to be accessible to all. 7'hey are home to the arts and sciences, to consumer information and the morning
paper. For many people and many communities, the library fz2s easily into the rhythm af their lives. There is,
however, a Zarge segment of the community who are isolated from libraries -- by distance, disability, Zack of
transportation, language or Ziteracy barriers, or a sense of being unwelcome. Finding ways to better meet the
information needs of these citizens may be the library's greatest challenge.
OBJECTIVE 6. Shape a neighborhood based
information network responsive to individual
neighborhood needs and concerns around each
branch library.
Recommendations:
♦ The Library should work with appropriate
community institutions--district councils, community
centers, schools and/or churches--to establish
community library associations in conjunction with
each branch library. These committees would be
responsible for assessing and interpreting community
• information needs and resources and offering
suggestions to the library staff in their efforts to
develop an appropriate collection and related
programming. Their advice would be especially
helpful in selecting materials in the variety of
languages spoken by Saint Paul citizens. They might
also participate in marketing library services, linking
the ]ibrary with other community services and
advocating on library issues at every level.
The Library staff should be trained and provided the
necessary time to do additional outreach and
networking in their community. The Library staff
should work aggressively to establish relationships
with the district councils, business associations,
famity resource centers, chitd care providers, public
and private schools, youth organizations, public
health providers, churches and other major
institutions in their service azea.
♦ New ways to use volunteers should be explored.
They might assume responsibility for providing some
technical services, staffing the summer reading
program, assisting people with library technology,
• delivering services to the homebound, or providing
resources to child caze providers.
Successful use of volunteers will require cazeful
attention to recruitment, screening, training and
placement. The staff should be involved in defining
the tasks with which volunteers could be the most
helpful and the training necessary to accomplish
those tasks The West �th Street branch could serve
as a model.
To the extent that volunteer contact with children
may require a special screening and training process,
the library should explore a cooperative relationship
with the school district that has such processes
already in place.
1 The Library administration and appropriate sYaff
should meet periodically with community groups not
necessarily related to a library to discuss
neighborhood needs, barriers to library use and
opporiunities for partnership.
The Library should work with ethnic and cultural
agencies as well as mutual assistance associations to
assess the information needs and resources of the
vazious communities that make up Saint Paul.
Through that relationship, the Library can build a
collection and offer services that will serve both as
an invitation to the library and as a reflection of the
ciry's diversity.
♦ Neighborhood libraries located in areas targeted by
the Children's Initiative should collaborate with area
seroice providers to establish an on-line network
among agencies to facilitate the shazing of
information and immediate access to the service
network by those using one or another of the related
services. The notion should be refined and extended
to other neighborhoods as resources become
available.
Planning Commissioo Recommendation
OBJECTIVE 7. Through partnerships with esisting
community-based organizations, extend library
service into communities that may be isolated by
distance, poverty, lack of transportation, language,
disability or apprehension_ For some communiries,
weekly stops by the Bookmobile are sufficient to meet
the need and are the most cost effecfive alternative.
Others—particularly those with concentrations of
schoot aged children and adutts involved in adult
education—will be better served by a more
permanent facility.
Recommendations:
♦ The Library should establish collaboratives with
community based programs within neighborhoods
characterized by high concentrations of people
isolated from community seroices. Without
establishing new branch librazies, these collaboratives
may allow for the placement of small collections
appropriate to the needs of the community, electronic
access to the wider collection of the Saint Paul
Public Library and beyond, and the delivery of
materials to and from the sites on a regulaz basis.
♦ These remote sites--and, perhaps, the branch libraries
themselves--could use donated computer equipment
solicited from businesses and individuals who update
their equipment on an annual or biannual basis.
♦ The Library should develop ways to employ persons
of color and people who speak the variety of
languages spoken in Saint Paul in professional,
paraprofessional, clerical, and volunteer capacities
within the public libraries.
Design features should be used to communicate a
spirit of openness and welcome in library buildings.
This may involve everything from multi-lingual
signage to a decor that spotlights artwork from the
many cu(tures represented in the community to
sensitive design in new buildings and facilities.
♦ Planning for any new public or school library
facilities should include a discussion as to how space
and resources can be shared for the community's
masimum advantage.
May 26, t995
•
%nowledge Connections:
An Idea from Allegheny County
Focused on the goal of providing basic dibrary service to
unserved and economically disadvantaged areas in
Allegheny County, Pennsylvania, the Commission on the
Future of Libraries in AZlegheny County designed and
developed four Knowledge Connections in public
housing communities. In spaces donated by the housing
authority and rerrovated by the county's maintenance
department, the commission arid Counry library used
stafffrom the Youth Corps and PISTA to operate what
are described as �ni-Libraries with Computer
Capabilzties.
The staff for each location is hired from that housing
community and consists of an adult crew Zeader and four
teenagers. The applicants are interviewed by a team
consisting of the Tenant Council president, the County
Zibrary director and a housing authority representative.
Once selected the team is trained by a professional
librarian who works part time as the coordinator of the •
Knowledge Connections and the outreach staff of the
Camegie Library of Pittsburgh. The VISTA volunteer
assigned to each Connectian provides outreach to the
community, schooZs and other social services where he
or she also recruits volunteers and coordinates
programming.
Each Knowledge Connection is open six days per week
for an average of forty two hours. Each has two
computers, one of which is connected to the Carnegie
Library of Pittsbzrrgh. The staff and patrons are trained
to access that system and to connect to the Internet. The
secand computer has educational soflware for aZ1 ages.
Hoping to develop a permanent funding source for the
Knowledge Connections, the Commission has set as its
objective to influence cmd, hopefully improve, the Zives of
chFldren through personal attention and the introduction
of books and computers at an early age.
•
Planning Commissmn Recommrndation
r�
LJ
♦ The Library should collaborate with neighborhood
organizations that have vans to transport residents to
community centers, clinics, grocery stores or other
locations, and explore the possibility of using those
vans to bring people to the library at critical times
such as for the pre-school story hour or after school.
♦ Include assistive technologies to make library
services fully accessible to differently abled users.
OBJECTNE 8. Use technological innovations—such
as CD ROM work stafions, computer bulletin boards
or kiosks—to provide access to the Library's
collection, provide public access to community
networks, or to disseminate important community
and municipal information in heavily travelled public
spaces.
Recommendations:
•
The Library should explore the placement of
computer access points or work stations (with the
catalogue or other oniine services) at cemote sites
such as nursing homes, schools, family resource
centers, or homework and tutoring centers. These
would be staffed only to the extent that other
personnel at the sites might be trained to provide
basic assistance.
The Library and other City departrnents should
collaborate with community information networks to
ensure pubiic access to kiosks or personal computers
at various public places with user-friendly
computerized access to such information as:
community events, govemment services, employment
opportunities, licensed child caze facilities, recreation
programs, information on school programs, or MTC
bus schedules. These may be available in multiple
languages and may be an opportunity to remind
people of the availabiliry of neighborhood library
services.
May 26, 1995 � � r � ��
Exploring the Possibilities:
A Saint Paul Case Study
Sensing that haZf of a generation of children and young
people are being left behind--insufficiently educated or
prepared to participate in a changing economy--K.D.
Steward sought ways to enhance the academic
performance of children living in Saint Pau1's Rice
Marion Apartments. In an apartment provided by the
management company and with donated equipment and
materials, Steward opened a makeshift library and
computer center to serve the almost 800 residents of the
complez.
Open each evening, the library encourages family
reading and offers tutoring for school aged children.
Essential to its success are (a) its Zocation in the midst
of a large housing development, (b) the confidence and
trust engendered by Steward himseZf among children and
their parents, and (c) Steward's persistence in inviting
families to participate in the library/education program.
Steward identifies several reasons why few Rice Marion
residents use the two branch Zibraries located within two
miles of the complex. They are too far away for
children to go alone, parents often don't have cars and
lack the time and/or money to take the children on the
bus; and, oftentimes, the parents don't feel comfortable
in the library where they don't know anyone or see
anyone with whom they might relate.
The Rice Marion Library--whiZe touching the lives of
children and their families--lacks any Zong term financial
support and can only go so far in offering its users
access to the wide range of information services
available through the public Zibrary. The immediate
question for the public library is one of how to add
vaZue and stability to this extraordinary volunteer effort
without dissipating the energy and enthusiasm that are
its strengths.
�
Plavmng Commission Recommrndation
May 26, I995
' 1
u
STRATEGY.• SUPPORT SMALL BUSINESS
The City of Saint Paul's Economic Agenda includes an intensive effort to support entrepreneurship and sma11
businesses as the keys to the city's long term economic health. The ability of any business to thrive is grounded in its
understanding of potential markets, competitive forces, and emerging trends. Libraries in Sain[ Pau1 can provide a
wealth of useful information to current and potential entrepreneurs, increasing the Zikelihood that their businesses will
succeed.
Much work has been done to build connectians and reduce overlap between the Saint Paul Public Library's Business
and Science division and the neighboring.7ames J. Hi11 Reference Library--a privately endowed library providing
business information. What is missing, staff from both libraries agree, are the time and staff resources to spend with
individual business people who have little experience with available information services. IIiIISearch, a fee-based
research and document delivery service of the Hi11 Library is heavily used by those who both know about its
availability and can afford its $75 per hour chmge. YYorth exploring, staff and business people agree, are
partnerships that will connect agencies providing technical assistance to business owners and the information services
available at the two libraries. Access to such services at locations other than downtown was also seen as important.
OBJECTIVE 9. In conjunction with the James J. I3ill
Library, the city and state's key economic
development agencies, and the variety of non profit
agencies providing technical assistance to small
businesses, build a small business support network.
Recommendations:
♦ The collaborative should produce and/or arrange for
the distribution of instructional materials in multiple
formats to introduce business owners to available
information resources.
♦ Public and/or private resources should be tapped to
support key activities to improve small business
access to significant information resources. Such
activities may include:
Subsidizing access to HiZlSearch for Saint Paul •
businesses;
Purchasing licenses to put selected online
services onto computerized networks allowing
access from remote locations by a variety of
agencies.
♦ The collaborative should develop training sessions
and related materials for staffinembers from agencies
providing technical assistance to business owners.
♦ The public library should partner with neighborhood
business associations, business incubators and the
Saint Paul Area and Midway Chambers of
Commerce to eactend access to key library services
from remote locations.
♦ The Business Resource Center, under joint
development by Saint Paul PED, the Port Authority,
Chamber of Commerce and Metro East Development
Partnership, should design refesal and/or online
linkages with the two libraries.
♦ An advisory committee of those who provide
technical assistance to azea businesses should be
established to keep the Library abreast of new
opportunities to suppoi new and emerging
businesses.
♦ Explore the possibility of providing space for
business resource centers or related agencies at
particulaz libraries to provide remote access to
available information services.
The Library should produc�-or assist its pariners in
producing--and distribute the following resource
guides or directories:
Directory of resources for starting a business;
Brochure to explain access by modem to key o�
line services;
Directory of financial assistance resources.
10
Planning Commiszion Recommrndation
♦ Disptays inclading brochures from various business-
• supporting organizations should be piaced in each
[ibrary as wetl as the various organizations. Key
organizations to be included in such displays include
the Service Corps of Retired Executives (SCORE),
Women Venture, and Minnesota Project Innovation.
May ZG, [995 " � � ���
Provide for access to Minnesota Project Outreach
(Teltech) at key libraries. Minnesota Project
Outreach offers an extensive data base for
determining the state of the art in highly technical
fields and enables interested persons to contact
experts elsewhere in the same fie]d.
STRATEGY: STRENGTHEN THE REGIONAL LIBRARYSYSTEM
As is the case with most pubZic services in the Twin Cities region, library resources are and should continue to be
shared across jurisdictions. Libraries have a history of formal and informal regional networks. The Metropoli2an
Library Service Agency (MELSA) is the product of a joint powers agreement among the region's nine public Zibrary
systems. It is responsible for the allocation of State funds and the coordination of technological systems. Metronet is
a IegislativeZy established collaboration of the over 700 libraries in the metropolitan region charged with Zong range
planning, communication, and resource and data base sharing.
There are a variety of other formal arrangements for organizing Zibraries that, undoubtedly, will be considered over
the next decade and the Saint Paad Public Library should be an nctive participant in those discussions. The more
difficult chaZlenge, however, will be to build a sense of network and collaboration. However the region's library
service is organized for administrative purposes, the staff within the region needs to work togethen They rreed to rely
on one another's expertise, know when and how to tap other resources and think creatively about parmerships within
the library world and with those in related fzelds.
•Thinking collaborativeZy requires a sh� in values. Meetings with librarians for other types of Zibraries, from across
town or at the other end of the region are not "extra." They arepart of the job. Continuing education and training
sessions are not only vaZuable in and of the»zseZves. They are an opportunity to work together and share ideas. In an
era of tight resources, when no service can be readily "given up, " it is all the more importanl to discover netiv ways of
sharing the responsibilities as we11 as the resources.
OBJECTNE 10. Nurture a sense of "system"
between the Saint Paul Public Library and libraries
throughout the region.
Recommendations:
Librazians throughout the region should work to
create networks through which they may develop a
wotking knowledge of the available resources and
expertise.
The Saint Paul Public Library should advocate for
compatible computer systems that will allow for
region-wide connections among all the MELSA
libraries at the same time.
OBJECTIVE I1. With libraries throughout the
region, develop and advocate for appropriate public
policies to address the allocation of resources
throughout the state.
The regional library system should be mazketed as a
system and each individual library as the user's
access to the system.
♦ Highlight the public library's unique role in
providing the wider communiTy with accessto
federal, state and local govemment information.
•
Recommendations:
♦ Libraries throughout the region should work with the
community to determine a"decent minimum" or
basic level of service that should be available to
every citizen without charge and ensure that
appropriate public funding mechanisms aze in place
to provide such throughout the region.
ll
/
Planuiog Commission Raommrndahon
State funding in the region should be focused on
programs associated with collection development,
staff development and training, and compatible
technology. The development of region-wide on-line
nerivorks wil] depend o� state funding for their
organization and implementation.
BUDGET PRIORITIES
The Saint Pau1 Public Library receives support fi-om multiple funding sources, primariZy:
• Ctry af Saint Paul General Fund - Operating Expenditures ($6.7 million per year)
• City of Saint Pau1 Capital Improvement Budget - Capital Ezpenditures ($600, 000 per year average)
• Categorical state and federal grants focused on key initiatives
• Private funds raised primariZy by the Friends of the Library in addition to proceeds from the Perrie.7ones
Endowment
Each type of funding allows the Library to pursue unique opportunities--and each carries with it its own restrictions.
It is, therefore, important to link major plan recommendations as closely as possible to appropriate resources. Z7xe
following are recommended priorities for each fund sozmce.
City of Saint Paul General Fund
The City of Saint Paul's General Fund allocation should
continue to be devoted Yo providing for staff, purchasing
materials and meeting on-going operational expenses.
♦ Staff: Inasmuch as most of the pian will be
implemented by the library staff--in their ongoing
efforts to meet the needs and tap the resources of
Saint Paul citizens and in their nerivorking and
collaboration with other library stafEs, school
personnel and community organizations--it is
appropriate that their salaries be the obligation of the
Library's primary funding source.
It is not expected that the implementation of the plan
will requue an increase in General Fund support for
staff salaries. Rather, the process of developing
networks and collaboratives will result in a sharing
of responsibilities with partner agencies as well as
the leveraging of additional resources to cover any
additional staff: When hiring new employees, the
Saint Paul Public Library should recruit and setect
persons of color reflecting the community's diversity.
♦ Collecfion Development: The City's General Fund
should support an annual collection development
budget of one million dollazs.
n
LJ
Since 1984, it has been the City's goal to allocate
one million dollars each year to the development of
the collection. In most years, the budget has fallen
somewhat short and additional resources have been
provided through private fimdraising by the Friends
of the Library. The rising costs of materials, the
need to explore altemative formats, and the CiTy's
obligation as a regional partner to maintain a certain
levet of effort, however, make it an imperative that
the City meet or exceed its one million dollar goal.
A number of plan recommendations will be
implemented through the collection development
process. The plan recommends, in a numbez of
ways, that the selection of materials reflect
community needs as they are assessed on an on-
going basis in collaboration with parmer agencies
and organizations.
The plan's commitment to regional collaboration
should also be reflected in the Saint Pau1 Public
Library's collection development. Having a£ull
understanding of the region's resources--and how
best to tap them--will allow the Library to make the.
most effective use of its own limited funds.
May 26, 1995
12
Planning Comm�ssion Rewmmrndation
♦ Dayton's Bluff Library Service. The City should
• fully explore partnership opportunities that would
allow for the delivery of community library service
in the Dayton's Bluff neighborhood.
It has been recognized for a number of yeazs that
Dayton's Bluff is the sin�le largest neighborhood
without a branch library in close proximity. Metro
State University's invitation to explore the
development of a joint library on or near their
campus on East Seventh Street has created
considerable interest and expectation on the part of
City and State o�cials.
The City's ability to participate in such a partnership
will be dependent on the availability of additional
operating resources to staff and provide materials for
the Zibrary without diminishing the Zevel of service in
the balance of the branch libraries.
City of Saint Paul
Capital Improvement Budget
The City of Saint Paul's Capital Improvement Budget
• funds should be allocated to the following priorities:
♦ Technological Systems: Over the next decade, the
Saint Paul Public Library will need to stay abreast of
and invest in technological innovations that will (1)
allow them to make information services more
accessible to the entire community and (2) will
provide for better connections among libraries and
other related agencies.
While some of the systems that will best serve Saint
Paul may not have been developed yet, the priorities ♦
for the City's Capital Budget funds--and any state
and federal funds those dollars might leverage--
include:
• A new or adapted computer system that can
continue to suppor[ the library's catalogue,
network, and other on-line needs, be compatible
with other major systems in the region, and
support the next generation of library services
including significantly greater public access to
community information networks and other
online services;
� • CD ROM work stations for branch libraries and
other community locations;
a�-��5q
May 26, 1995
• Public access to community information
networks;
• Dial Access for more isolated community
locations;
• Self check out units for library customers;
• License fees to allow for greater network access
to online information services;
• Prepazing buildings for new technologies. There
should be especially careful planning in the
renovation of library buildings to ensure they
will have appropriate wiring/cable outlets to
enable the use of new and emerging
technologies.
Central Library Redesign: The interior spaces of
the Centrai Library could be made more efficient and
convenient for library users and staff. The building,
constructed in 1917 and only expected to last thirty
yeazs, was designed for a particular number and
configuration of materials, staff level and set of
customer expectations. Those have all changed in
seventy-five yeazs. While the remazkable building
remains a valuable resource for the Library and the
City--and its historiciTy should be preserved--there
may be ways that the interior space could be used
more efficiently, the fumishings could allow for
more flexibility and the building could be more
welcoming to the community.
The Library administration should develop
appropriate plans as well as a strategy for using the
City's Capital Budget funds to leverage federal, state
and private resources to finance the remodelling
effort.
Asbestos Removal at Arlington Hills Branch
Library. Completion of efforts already budgeted to
make this library fully accessible will require the
unforeseen removal of asbestos from its ceiling.
Additional capital funds should be appropriated.
Saint Anthouy Park Branch Library Elevator and
Expansion. Funds for the installation of an elevator
to improve the accessibility of the Saint Anthony
Park Branch have already been budgeted. The City
should support the local library association in its
efforts to expand the scope of the project to add
some additional floor space to the library.
13
Planning Cammission Recommrnda[ion
Rice Street Renovation and Expansion. The Rice
Street branch should be renovated and expanded to
make it more welcoming as well as able to
accommodate the expanded demands for service in
the North End community. The imminent opening
of a new high school in the azea will only serve to
heighten the expectations of and opportunities for
this branch.
Building Maintenance and Security. Tight budgets
often result in deferred maintenance and a reluctance
to update existing buildings. Roof and ceiling
repairs, tuckpointing, parking lot improvements and
new furniture aze all put off. The CiTy's capital
budget process should give higher prioriTy to these
activities.
In addition, vandalism and other isolated incidents at
some libraries in recent yeazs have raised questions
as to whether securiTy devices such as motion
detector lights or alarms should be installed.
Libraries should be safe places for staff to work and
citizens to visit. The Library administration should
periodically review the status of each library facility
and propose appropriate measures to ensure
everyone's safety.
Private Funds
Private funds should be reserved to support innovation
in service delivery, collection development, and
technological systems because they give the Library the
most fle�biliTy to innovate, try new ideas, respond to
unique opportunities and leverage other resources.
♦ Friends of the Saint Paul Public Library. The
Friends of the Saint Paul Public Library has long
been involved in the development of special
collections and community programming. Those
activities should continue. In addition, however, the
Friends of the Library and Library administration are
encouraged to continue to look to private funds to
implement the plan recommendations related to
creating--with community partners--small library
outlets in areas of concentrated population, extending
story hour and summer reading programs to off-site
locations and creating on-line neighborhood
networks, information kiosks or other technological
linkages.
May 26, I995
The Library administration and staff shoiild continue
to support the efforts of the Friends of the Library t�
identify and secure private funds.
♦ Perrie Jones Fund. The Perrie Jones Fund, a unique
and highly valued endowment designated to support
staff development and training, could be an
appropriate complement to vazious innovative
initiatives. The Library administration should
explore with the Fund's advisory committee the
possibility of dedicating those resources to building a
capaciTy among the staff to identify and tap
neighborhood resources, build collaboratives, and
create connections with wmmunities now isolated
from the library.
♦ Building a Cousfituency. The Library
administration should work to develop a broad
community constituency for the Library among
business owners, educators, pazents, adult students,
cultural organizations and other library users--
reminding them of the seroices they receive and the
Library's need for greater public and private support.
u
•
14
Plannin6 Commissian Recommrndation
CONCLUSION
May 26, I995 �— I �� t
Responsibility for the implementation of this pZan rests Zargely with the administration and staff of the Saint Paul
Public Library. It will be their charge to translate the policy framework constructed here into annual work plans,
budgets and programs. In a wider sense, however, responsibility for the implementation of this plan rests with the
whole community. Most who read it--elected Zeaders, business owners, agency staff, or citizens--will fznd for
themselves a role in helping the ,Saint Paul Public Library provide the highest possible level of service to this
community.
It is recommended that the administration of the Saint Paul Public Library annuaZZy assess its progress--and the
progress of the community--toward the implementation of this plan. That assessment should include a description of
the previous year's initiatives and an agenda for the following year. Equally important, however, wi11 be an
accounting of the relationships forged and the partnerships formed around the issues raised and the strategies
proposed in this plan. For it wi11 be in collaboration that the Library will find the creativity--and the resources--to
shape its services for a changing community in a new century.
•
•
15