LIBR204 KEith Tim Final Draft for PRINT 11-24-08

8/14/2019 LIBR204 KEith Tim Final Draft for PRINT 11-24-08

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Table of Contents

Group Librarys Name.1

Context of Environment...A

Three Year Strategic Plan

Mission Statement2

Services and Programs...3

Collection

Characteristics

Three Year Strategic Plan6

Overview

Needs Assessment

Goals-Outcomes

Goals-Programs-Timeframe-Measures

Budget14

Appendixes: (Tabbed)

Appendix A - Strategic Planning Process...29

Appendix B - Review of Information Collected31

Appendix C - Organizational Chart33

Appendix D - Staffing & Scheduling..35

Appendix E - Hours of Operation...36

Appendix F - Management Style41

Appendix G - Budget and Planning Highlights49

Appendix H 2008 Public Library Budget Planning Document65

Appendix I Calculate the Value of Services Used at your Local Library..71

Appendix J Budget Case Example # 3: Congressional Library Budget..72

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The Vogl Public Library located in Sierra California was designed to inspire and developinnovative thought. The concept was contracted and implemented through a collaboration ofarchitects Frank Gehry and Michael Jantzen using eco-friendly materials. The process includedsolar power ceilings to power the building, natural desert plants to reduce water consumption,and recyclable building materials. We took on this project to show that libraries of the 22ndcenturies will have to come up with new ways of attracting clients with interesting ideas, ourbuilding is one way in which to grab your imagination. Our facility is visited by an average of morethan 50,000 people each month and our goal is to keep them coming back for more with ourprograms.

One of the first steps to keep people returning is to have an adequate parking structure.Since the Vogl Public Library is located in the heart of downtown, the Parking Enforcementsection of Public Works patrols and monitors the patron parking lot. Our structure can hold up to120 cars at any given time giving ample space for visitors. For security, Parking Enforcementpersonnel enforce a three hour time limit for the lot. If additional time is needed see a parkingattendant or call 792-606-1101. Please contact Parking Enforcement for further informationregarding the parking lot, citations, or the appeals policy at 792-606-1101.

Mission Statement

The Vogl Public Library is focused on providing responsive, dynamic service that meetsthe changing informational needs of a diverse population. Through a trained, service-orientatedstaff, partnerships, and ready access to both print and electronic resources, the library is

committed to superior service that promotes a strong, literate community and enhances thequality of life. We envision a community where every person has the opportunity to reach his orher own full potential in an economically strong community which values family, diversity, andcooperation.

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Services and Programs

Children's Programs

Infant and Toddler Story times on Tuesdays. (Pre-registration required for Infant and ToddlerStory times. Preschool Films Fridays at 10:00 a.m. Family Story time Saturdays at 10:00 a.m. Forspecial events, pre-registration and holiday programs call 792-606-1100.

Captioned Films

All films in this series are captioned for the hearing-impaired, and are shown free of charge at1:00 p.m. in the Jantzen Auditorium.

Service to the Home based

This program is designed to provide library materials to anyone who is a resident of Sierra and is

confined to their homes or convalescent centers due to illness, injury or disability. For more detailcall 792-606-1100.

Volunteer Program

The Volunteer Program gives interested individuals an opportunity to serve the community in avariety of categories, assisting library staff or the general public. If interested, applications areavailable at the circulation desk. Complete the application and return it to the manager. For moreinformation call 792-606-1100.

Central Grounds

The East Patio area has been remodeled into a place for people to relax and enjoy food anddrink, in our new coffee shop. Hot and cold drinks, sandwiches, salads and pastries are allavailable for purchase.

Computers at the Library

The Library has a wide variety of computers and computerized resources available to our patronson a regular basis. Except as noted, the computers are available free of charge for a limitedamount of time per day, but there are fees for printing, in most cases 10 cents per page printed.Take advantage of our newly implemented program SOCIAL NETWORKING!!! Why use thoseother brands when you can relate to those in the library world. Share stories of books read, createyour own book club, blog about your favorite library, and more. The best part of library socialnetworking is its free. Just ask one of our employees about this new and exciting endeavor.

Jantzen Auditorium

The Auditorium accommodates 142 people, with 35 additional seats available on request. Priorityfor auditorium use is given first to Library sponsored events, second to City-sponsored eventsand third to Sierra based groups. All others will be given consideration on a first-come/first servedbasis. The Library reserves the right to preempt any event for library or City-sponsored event.Call 792-606-1100 on Tuesdays or Thursdays only to reserve the auditorium and to learn about

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Library policies about using this or other library meeting rooms. For a schedule of events in theauditorium, you can visit our library calendar

Children's Wing

Previously known as the Peter Pan Room and later the Boys and Girls Room, the Children's Wing

was dedicated on April 21, 2009 as the Imagination Unveiled Room.

Collection

With more than 400,000 books, magazines, CDs, DVDs and videos for children and their parents,the collection is a treasure trove of bestsellers, popular reading and classic books, nonfictionbooks for homework and research reports, and an extensive folktale collection (over 2,000volumes) arranged by country of origin. Spanish language books are also available. The librarycollection offers a broad choice of circulating print and non-print materials aimed at meeting the

informational needs of the community. The Library has strong general reference, business, andlocal history and periodicals collections. A high priority is placed on acquiring information andresources about Sierra, past and present. The Library is a 25% depository for United Statesdocuments, and a partial depository for State of California documents. City of (?) reports,agendas, and minutes of boards and commissions are available for public review at the library.The collection contains electronic resources including access to the Internet, CD-ROMs andInformation Access Company's InfoTrac periodical and newspaper indexes. For more information,call 792-606-1100.

Computer Resources

Four computer workstations with educational computer games, as well as access to onlinedatabases for children and live homework help online tutoring are available. The Peek-a-Book

station gives short read-alouds for recommended picture storybooks for preschoolers.

Services and Programs

Reference and reader's advisory services are available at the children's room desk all hours thatthe library is open. Story times for babies, toddlers and preschoolers are presented weekly(registration is required for the baby and toddler story times). Each month during the school year,approximately 35 classes from local schools visit the Children's Wing for literature-basedprograms, browsing and checking out books. In FY 2005/2008, the Vogl Public Library Children's

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Room conducted 452 programs for children with 14,755 in attendance. Of these, 183 were classvisits with 3,880 in attendance.

Library Characteristics

Vogl Public Library Characteristics Use Statistics

Opened/Expanded 2008FiscalYear

TotalCirculation

TotalVisitors

Building Size (Sq. Ft.) 130,000 2008/2009 790,190 648,201

Meeting Room Seats 142 2009/2003 824,122 642,864

Parking Spaces 120 2003/2004 851,882 645,351

Collection 343,591 2004/2005 969,484 666,231

2005/2008 902,484 652,223

Three Year Strategic Plan

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Overview

The Vogl Public Library serves the information needs of the city of Sierra and its neighbors. As apublic library, an important role of the library is to provide professional and courteous support. TheVogl Public Library has historically used state and private funding to support its programs. Keith

Kutscher and Tim Trevathan have chosen to rigorously evaluate the 2009-2012 fiscal years.

Through evaluation and planning process, the consensus is that there is not one answer toprovide excellent service. After reflecting on how to ready librarians for the near future, the VoglPublic Library staff believes that the best course of action is to equip librarians with the skills andresources to identify, assess and address the needs of today and tomorrow, thereby expandingtheir capacity to be responsive leaders in shaping the future of their Sierra community. This is theprimary focus of this three year strategic plan.

As evident from the following report, the conclusions were reached after significant research.There are three forces impacting the United States: substantial disparities in skill levels; seismiceconomy changes; and sweeping demographic shifts This was taken from a report in 2007 titled

Americas Perfect Storm. Sierra will grow an estimated 45,000 citizens by 2012 according to theUS Census Bureau. This means that Sierra librarians are faced with a broad range of social,educational and economic challenges. Libraries face dramatic shifts in service areas andcustomer expectations, along with the challenge of developing and maintaining services that areresponsive to changing communities.

This report focuses on needs of the community through assessment. The information isorganized around four questions:

1. How do individuals look for information?2. How do individuals view the role of the public library3. What do Sierra librarians think of the Vogl Public Library?4. What do legislators think of their library service?

Also conducted was a public opinion survey conducted by a blind agency. The survey found thatin general, the Sierra community had a positive view of their public library. But along those linesmany agreed that public libraries are becoming irrelevant since people can find almost anything

they need on-line.

Based on research, the strategic plan identifies three primary areas of need and four goals. Thegoals will be achieved with a mix of targeted initiatives and competitive grants. The goals arebroad in nature to provide flexibility for creative community response and leveraging local funds.

Needs

1. Online Access : This addresses the needs for all age groups to be aware of, access andsuccessfully use digital resources for school, work, or personal enrichment.

2. Training and Support: This addresses professional development, direction and supportfor librarians and library staff to maintain the knowledge and skills required to serveeffectively in the 21st century.

3. Historical Experiences : This addresses the need for communities to view historicalaccomplishments in the context of current achievements, while creating communityrelationships for future success.

Goals

1. Connections : The Sierra community will view the library as a trusted, knowledgeable,easy access source of information.

2. Customer Experience : The Vogl Public Library will offer virtual and physical customerexperiences to enhance the users ability to find and use information and servicesavailable to them.

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3. Community Response : Sierra and surrounding communities will recognize that librarystaff has the ability to participate in assessing community needs, identifying resourcesand planning to address the needs of its community.

4. Collaboration : The Vogl Public Library will use partnerships and collaboration with varioustypes of libraries and cultural institutions to extend services, reach new audiences, and tobetter serve its growing community.

Needs Assessment

In the U.S. and in California, the growth of human capital and its distribution is shifting in thewrong direction creating significant gaps. Job growth, requiring increased education and skilllevels, is being matched against declining literacy and numeric levels in the working agepopulation.

The city of Sierra has a population of 133,701 which makes it the 160th largest city in the U.S. Thecity is an affluent city in Los Angeles County. It ranks as the 55th most expensive city to live inwithin California with a median home sale price of $700,000. The small community of Sierrasracial make-up consists of: 49 percent White, 31 percent Hispanic of any origin, 8 percent AfricanAmerican, 7 percent Asian, and 5 percent Pacific Islander. The median income per household is

$86,000 and the median income per family is $73,000. Sierra retains a high profile imagethroughout Southern California due to its broad economic base, noted cultural, scientific,educational institutions, and shopping and dinning establishments that attract customers from theregion. This along with the exciting eco-friendly, state of the art, Vogl Public Library, a prominenceis enjoyed by few other cities in the Los Angeles area.

The three year strategic plan addresses the needs identified from public opinion, surveys,consultant reports and other data gathered over a six month period in Sierra California. Thefollowing ideas consistently arose as needs, perceptions, or issues to be addressed by this plan.

Assessments

1. How do individuals look for information?a. Use multiple sourcesb. Use on-line access, sometimes as the first and only choicec. Ask a colleague, friend, or otherd. Check print sources

2. How do individuals view the role of the public library?a. A place to find books and out of print materialb. A place to find popular reading materialc. Internet accessd. A meeting place, sometimes even a community center in rural townse. Key source for new material in technologyf. A place to learn how to research and use databases

g. A place that serves all ages based on community needh. A place for equal accessi. A place where convenience is expected

3. What do Sierra librarians think of the Vogl Public Library?a. It needs to be relevant and central to the communityb. Library staff needs training on how to best serve their communityc. It needs to keep up with electronic resources and equipmentd. School librarians want to participate more in public librariese. Academic librarians want to be more involved with public librariesf. Customer service is amazing

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4. What do legislators think of their library service?

a. Progress is being made with the link between education and librariesb. Customer service rated excellent

c. A true resource and a leader in the 21st century.

Public Opinion Survey

The University of Southern California conducted a survey of the Sierra community and itssurrounding cities in the spring of 2008. A random sample of 1,679 citizens participated in thesurvey. The surveys found that the public views the importance of the public library and werepositive about services rendered. The information revealed:

95 percent agree that public libraries are needed because they provide free service andinformation

90 percent agree that public libraries are essential for maintaining a productive

community 61 percent have a Vogl Public Library card

An average of ten visits to the library per year

An average of three on-line visits per year.Despite these positive findings, 40 percent of those surveyed agreed that the library is becomingirrelevant since people can find almost anything they need on-line. These perceptions areimportant for the three year strategic plan.

Goals - Outcomes

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Goals Programs Measures Timeframe

Goals Programs Measures Timeframe Continued

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Strategic Plan Developed with the help of the following sites:* http://library.duke.edu/about/planning/Perkins-Library-Strategic-Plan-2008-2010.pdf*http://library.yale.edu/strategicplanning/*http://www.sonoma.lib.ca.us/strategicplanO.html*http://www.library.uilibrary.edu/committee/strategicplanning/reports/2005-2009StrategicPlan.pdf*http://www.ci.south-pasadena.ca.us/library/PDFs/strategicplan.pdf* http://www.ci.glendora.ca.us/library/about/plan.htm

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http://library.yale.edu/strategicplanning/http://library.yale.edu/strategicplanning/http://www.sonoma.lib.ca.us/strategicplanO.htmlhttp://www.sonoma.lib.ca.us/strategicplanO.htmlhttp://www.library.uiuc.edu/committee/strategicplanning/reports/2005-2009StrategicPlan.pdfhttp://www.library.uiuc.edu/committee/strategicplanning/reports/2005-2009StrategicPlan.pdfhttp://www.ci.south-pasadena.ca.us/library/PDFs/strategicplan.pdfhttp://www.ci.south-pasadena.ca.us/library/PDFs/strategicplan.pdfhttp://library.yale.edu/strategicplanning/http://www.sonoma.lib.ca.us/strategicplanO.htmlhttp://www.library.uiuc.edu/committee/strategicplanning/reports/2005-2009StrategicPlan.pdfhttp://www.ci.south-pasadena.ca.us/library/PDFs/strategicplan.pdf


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Budget and Planning Highlights

The budget for Vogl Library is allocated similarly as most major library systems. Typically,

up to 25% of the budget goes to pay for library staff, support and services. Another 25%goes to information technology enhancements, primarily the acquisition of new storage

devices to meet with the exploding demand for new rich media that uses up a lot of

storage space. Components of IT are air conditioning, servers, support staff, technician

training and per diem expenses related to travel to location(s) for repair, maintenance and

some physical upgrades. The last half of the budget is split between circulation expenses

that include physical resources as well as electronic resources. New programs, library

physical structure maintenance and operational considerations use up the last 25%.

The budget problem: at once chronic and acute

For over a decade, the cost of building library collections is rising faster than collections

budgets. This largely is due to the annual rate of inflation on library materials. It is due, as

well, to a burgeoning of new information to a dramatic rise in the number and

specialization of journals, the availability of full text and searchable electronic versions of

items we previously only had in print, and the emergence of new genres of digital

content. In more recent years, we have also seen a dramatic decline in the value of the

U.S. dollar that has further eroded our ability to acquire access to materials that our

researchers need.

Through its more than 2,200 computers, the VOGL provides more than five million hoursof free public access.

Across the city, computers are in use from the time libraries open until they close.

Computer use is especially heavy during after-school hours and on weekends.

All VOGL libraries are wireless hubs; there are more than 22,000 wireless connections to

the Internet per month through these hubs.

Vogl's web site has more than 110 million hits per year.

Vogls subscription databases are accessed over one million times per year.

There are more than 600,000 hits on Teen Web per year and over 300,000 hits on the

Adult Literacy site, and nearly seven million hits on the Kids Path site. Annual Budget,

Percentage of Earned

Income and Staff

The Vogl Library Foundations annual budget for 2008-09: $5,375,000. 23% is for staff.

-0- Earned Income.

http://www.cetfund.org/files/libraryfoundation.pdf

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Media Type Amount Spent

Print (books, journals, manuscripts,

microforms, analog media, etc.) $8,091,000

Digital (Vogl) $1,366,993

Digital (Vogl consortia) $2,899,879

Disciplinary Support

Vogl collection dollars are committed as efficiently as possible to support the broad range

of academic programs. The funds are managed by over 45 subject specialists with annual allocations to cover

journals, books, and electronic resources.

In 2008, funds covering print books, journals and special collections were expended

between Arts, Humanities, Social Sciences and the Sciences as reflected in the followinggraph:

In 2008, funds covering access to digital resources (e-journals, databases, e-book packages, etc)were expended across the disciplinary groups as reflected in the following graph:

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Budgetary Pressures

During the past six years the collections budget has maintained a fairly steady division of

expenditures between continuing commitments (subscriptions to journals, newspapers,databases and monographic series) and one-time purchases (books, special collections, etc.).

The impact of continuing commitments can be contrasted with those at peer institutions accordingto the latest Associate for Research Libraries data on serial vs. monograph expenditures.

Percentage of (2005) Collection Dollars:

Institution Serials Monographs

Columbia 59% 41%

Harvard 37% 63%

Illinois 73% 27%

Texas 60% 40%

Vogl 65% 35%

LIBRARYLA 56% 44%

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E-Journal Usage

One indicator of a journal title's utility is how often it is used. The Library is building a directory ofusage statisticsfor over thirty publisher packages.

Information Explosion

The amount of material that is available for purchase has increased faster than library's ability topurchase. (Table courtesy of Mary Case, ARL, Director Office of Scholarly Communication.)

YearSerials Publishedas reported by Ulrich's

1986 103,700

2009 164,000

The percentage change: 58%.

Another shift in journal publishing is the growing number of titles that are availableonline:

compare 27,083 titles in 2007(Ulrich's)

To 110 titles reported in 1991(Directory of Electronic Journals, Newsletters and

Academic Discussion Lists, ARL).

Book publishing shows a similar dramatic increase in volume:

"According to figures from UNESCO, over 850,000 books were published worldwide in1996.

Data from the top 15 producing countries reveals that book production increased 50%between 1985 and 1996." (Mary Case, ARL)

Inflation

The costs of library materials have fluctuated dramatically over the last 10 years, to the detrimentof the purchasing power of library budgets.

As unit prices for serials and monographs have soared well above the CPI, library budgets havenot even kept up with inflation. Atable from the Association for Research Libraries(PDF) showsthat, between 1986 and 2005

The consumer price index increased by 78%.

Monograph unit costs increased 81%, library expenditures for monographs increased

59% and actual numbers of monographs purchased actually decreased 7%.

Serials unit costs increased by 167%, library expenditures for serials increased a

whopping 302% and actual numbers of serials purchased increased by only 42%.

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Sample journal prices (courtesy of Mary Case, ARL, Director Office of ScholarlyCommunication)

Journal Title 1995 2008 % Change

Brain Research $10,181 $17,444 71.3%

Biochem. Bio-phys. Acta $7,555 $12,127 60.5%

Chem. Phys. Letters $5,279 $9,637 82.6%

Tetrahedron Letters $5,119 $9,036 76.5%

Eur. Jrnl. of Pharmacology $4,576 $7,889 72.4%

Gene $3,924 $7,443 89.7%

Inorganica Chim. Acta $3,611 $6,726 86.3%

Intl. Jrnl. of Pharmaceutics $3,006 $5,965 98.4%

Neuroscience $3,487 $6,270 79.8%

Theoretical Computer Science $2,774 $4,608 66.1%

Jrnl. of Exp. Marine Bio. and Eco. $1,947 $3,501 79.8%

Price increases aren't only dramatic in the Sciences (from Library Journal, courtesy ofMary Case, ARL, Director Office of Scholarly Communication).

% INCREASE IN PRICES 1996-2000 SELECTED SUBJECTS

Subject % Increase

Military and Naval Science 74.5%

Business and Economics 56.9%

Sociology 49.5%

Technology 49.1%

Engineering 48.9%

Political Science 46.9%

Education 45.0%

Health Sciences 44.3%

Biology 44.1%

Psychology 43.8%

Chemistry 39.4%

Physics 35.8%

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Mathematics andComputer Science 35.6%

Anthropology 34.9%

Law 31.2%

History 25.5%

Music 23.7%

Philosophy and Religion 21.2%

Language and Literature 16.9%

Art and Architecture 7.8%

"Prepare for sticker shock if you're headed for the journal shelves in the Science Library. Dangling

red tags are marking periodicals that have one-year subscription rates of $1,000 or higher. Some

rates, such as the $19,396 for Nuclear Physics A and B, match the cost of a new midsize car.Relatively lower rates, such as $4,159.13 for Neuroscience Letters, still take your breath away."

excerpt from Library Sees Red over Rising Journal Prices, Scott

The longer term

As is true with all institutions of higher education, Vogl needs to find a sustainable financial modelfor providing access to and archiving information in support of our infrastructure and researchprograms.

The Library can continue to manage resources wisely by

continuing to pursue consortia purchase agreements, enabling us to negotiate lower

prices due to larger orders.

enhancing cooperative collection programs.

Working with CDL and other academic institutions to expand and improve our already

substantial methods for timely and efficient resource sharing with other LIBRARY

campuses and with other institutions throughout the world.

working with CDL to ensure the archival longevity of both print and electronic materials.

working with CDL and other LIBRARY Libraries to build a shared print archive enabling

LIBRARY campuses to rely on a single print copy of those titles for which we have ubiquitous

electronic access.

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The library will have to help by

taking full advantage of electronic resources and reducing our reliance on print when

appropriate.

Identifying for the Library the top priorities for collections.

Rethinking campus reliance on the current, unsustainable model of scholarly communication

that requires the Library to purchase from publishers the product of research, often atexorbitant prices.

Devise improved methods for communicating between campuses to ensure thatimportant items for long-term scholarship exist somewhere in the system.

Support vibrant programs for resource sharing so that if an item exists anywhere it can be

made available to any user.

Implement locally Deploy Globally

For specific information about reducing expenditures, see Budget Strategies.

Strengths

1. The Library has an exceptional staff creating local collections and services to meet theneeds of our various Vogl populations.

2. We are fortunate to be part of LIBRARY with a long-standing and effective infrastructurefor cooperative collecting, access, and preservation.

3. Our consortia strengths can be seen in many arenas, including discovery tools andresource sharing.

Discovery Tools/ consolidating Resources

As the world of information becomes richer and more complex, information seekers need robusttools for discovering information. LIBRARY has built or licensed a vibrant set of discovery tools.

Melvyl, Librarys Shared Catalog of Library Holdings

WorldCat

The Vogl Library is helping to articulate user needs for new types of discovery tools. Functionalityusers want includes a single search that

results in hits from a variety of different sources (including public web pages, the deep

web, and local public or private databases)

delivers results from different formats of materials (e.g. text, images, audio, numeric data,

etc.);

organizes and ranks content; and

provides ways of evaluating the relative merits of different sources of information.

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The current information environment is a complex fabric of open and closedresources where individual collections and titles do not necessarily comply withemerging standards for discovery nor use a common interface.

Resources are also often "gated" by vendors and publishers, restricting access tosubscribers, group members, and/or other subsets of searchers.

Given these realities, easy, cross-system searching is not currently feasible.

Vogl joins with other research universities, federal agencies, and private industry in efforts to buildnew standards for both creating and retrieving information and to take steps now that will enableus to adopt real solutions as they become available.

Resource Sharing

Vogl Library users can request any item they need, whether Vogl owns it or not. The Libraryparticipates in a robust resource sharing infrastructure with other libraries, and has cooperativeagreements with libraries around the world.

Each request results in a process that discovers the material and delivers it in the timeliestfashion.

Requests can be submitted from home or office by using whatever methods is most convenient tothe patron/user.

an online Interlibrary Borrowing Request for books, periodicals, or theses available

worldwide

CDL Request to automatically place a request for an item in the Melvyl Catalog

LIBRARY-eLinks to request full text or interlibrary loan of items in article databases

the Page NRLF feature in Pathfinder

Pathfinder's "Stanford Request" or the RLCP Request form for direct borrowing of

Stanford materials

Delivery:

Articles are delivered to individual computer desktops via the web when possible or

mailed to the individual's campus address.

Books can be delivered to offices for Vogl users who have BAKER accounts.

Books are moved on an expedited basis between the Librarys, CSU's and Stanford using

a daily commercial delivery service.

The Northern and Southern Regional Library Facilities have served LIBRARY campuseswell by providing convenient and environmentally optimized shelving for items that do not

fit on campus. Both facilities provide onsite access to users who want to work with long

runs of materials, and will deliver items to campus libraries for user pick up. NRLF and

SRLF can now provide seamless delivery of articles in storage directly to a patron's

desktop.

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Building World-Class Collections

Vogl Library uses a number of strategies in building collections and ensuring convenient presentand future access to materials:

consortia purchase and careful licensing

shared print archive

digitizing collections

cooperative selecting

archiving and preservation

alternative publishing

Consortia purchase and careful licensing

The Library intentionally leverages the collection dollars we have in order to purchase thematerials needed for infrastructure and research.

For electronic and digital collections, it has proved very useful for us to join with

other LIBRARY campuses and negotiate for discounts that would not be availableto us if each campus were to contract with a vendor separately.

Digital resources are most often licensed, not purchased. The Library reviews

every contract to ensure that it meets basic standards that provide for perpetualaccess and lending of materials under fair use laws.

Legally these contracts are largely untested and various proposed changes in

copyright laws raise a number of issues.

Vogl, like our sister institutions nationwide, are watching developments. As

participants in national groups like ALA as the Association for Research Libraries,we provide input to our state and federal representatives as they write and vote on

information legislation.

Shared Print Archive

The shared print program began with a single print subscription to each of the 900+ Elsevier titlesincluded in the electronic package negotiated by the LIBRARY in 2004. Subsequent negotiationshave created similar prospective print archives for several publishers including the following:

American Association of Cancer Research (2008- );

American Geophysical Union (2005- );

American Institute of Physics (2005- );

American Psychological Association (2008- );

Anglophone Canadian monographic literature (2005- ); Association for Computing Machinery (2000- );

Blackwell Publishers (2005- );

British Medical Journal Specialty Journals (2004- );

Institute of Physics (2005- );

Kluwer (2004- );

Nature Academic (2004- );

New England Journal of Medicine (2004- );

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Optical Society of America (2005- );

Sage (2005- );

SPIE Journals (2005 );

Springer LINK (2005- );

and Wiley (2004- ).

A prospective shared print collection for Taylor and Francis is underway.

A retrospective shared print collection is being established fora number of journals in

JSTOR and IEEE.

Each campus can now make print retention decisions confident that LIBRARY users have accessto a print version when needed. For the rare occasions when the electronic version is inadequate,the Southern Regional Library Facility (SRLF), home to the shared print collections, can provideweb-based delivery of articles, or on a last-resort library-use only basis, can deliver the originalprint to the user's home campus.

Digitizing Collections

The Library plays a significant national role as a publisher of digitized collections, making them

available to the much wider audience than those who can visit in person.

Vogl Library Digital Collections

The Bancroft Library digital collections

Online Archive of California, Vogl's holdings, a project of CDL

Open Content Alliance, LIBRARY holdings in the Internet Archive. Project funded by

Microsoft.

SearchGoogle Books, a partnership of LIBRARY Libraries and Google Book Search

Library Project to digitize books.

Areas of current work include scalable digital library system architectures; developing efficientmethods for creating digital library content; the long-term preservation of digital materials; andcreating standards for digital objects, digitization, and archival collection descriptions.

Cooperative Selecting

Vogl has a number of cooperative collection agreements. This allows us to assign purchaseresponsibilities for parts of subject areas or geographic region. The result is that the aggregatecollection is richer than any single institution can create alone.

Archiving and Preservation

As budgets shrink, libraries cannot afford to acquire and maintain information in both print andelectronic formats. Yet, as we shift to fewer print copies in the system, The Library and otherLIBRARY campuses have a responsibility for ensuring that both print and digital collections areavailable in perpetuity. In addition to The Library's commitment to the shared print archives, Voglis a founding member ofPorticoandLOCKSS. Vogl is also a participant in CDL's Web ArchivingService, Summer 2008.

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http://www.srlf.ucla.edu/Jstor/default.aspxhttp://www.srlf.ucla.edu/Jstor/default.aspxhttp://www.lib.berkeley.edu/Collections/googlebooks.htmlhttp://www.lib.berkeley.edu/Collections/googlebooks.htmlhttp://www.lib.berkeley.edu/Collections/googlebooks.htmlhttp://www.portico.org/http://www.portico.org/http://www.lockss.org/http://www.lockss.org/http://www.cdlib.org/inside/projects/preservation/webatrisk/#WAShttp://www.cdlib.org/inside/projects/preservation/webatrisk/#WAShttp://www.cdlib.org/inside/projects/preservation/webatrisk/#WAShttp://www.srlf.ucla.edu/Jstor/default.aspxhttp://www.srlf.ucla.edu/Jstor/default.aspxhttp://www.lib.berkeley.edu/Collections/googlebooks.htmlhttp://www.portico.org/http://www.lockss.org/http://www.cdlib.org/inside/projects/preservation/webatrisk/#WAShttp://www.cdlib.org/inside/projects/preservation/webatrisk/#WAS


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Alternative Publishing

A number of alternative models are arising for scholarly communication in response to facultyawareness of and demand for high-quality, ubiquitous, and quick distribution of affordablescholarly information. A groundswell of new initiatives are arising, undertaken by publishers,libraries, universities, and individual faculty, each with the goal of testing how digital publishing

can best serve the goals and values of scholarship.

The Vogl Library is nurturing and providing a new infrastructure by

providing information to faculty on the issues of scholarly communication.

hosting pilot programs to support faculty in trying alternative forms of publishing (see the

Vogl Research Impact Initiative, funds for authors to pay open access fees).

co-hosting campus discussions on the topic (see Faculty Conversation: April 14, 2008).

redirecting users to alternative sources for high-quality information.

actively providing financial support to new alternative publishers.

redirecting library dollars to support information-sharing models that are financially

sustainable.

We are fortunate to have access to groundbreaking alternative publishing being created at CDL'seScholarship, including pre-print and post-print repositories, as well as collaborations withLIBRARY Press to create and make accessible digital monograph collections. For moreinformation, see eScholarship.

Budget Outlook

The Library's budget request to campus for 2007-08 reported,

Over the past six years we have incurred a little over $600,000 of unfunded inflation each year.

Because the campus has declined in six successive budget rounds to enhance the collections

base, this annual deficit representing approximately 5% of the overall library materials budget has

been cumulative.

The factors driving this deficit have accelerated since that budget request was prepared. U.S.journal prices grew at a rate of 8% and non U.S. journal prices went up by 10% for FY 2007.Even more alarming, academic book prices jumped 6.4%, contrasted with an average 3% rise thepreceding six years. But perhaps the most significant factor influencing this year's collectionbudget is the dramatic decline in the value of the U.S. dollar against a broad range of currenciesfor countries where we acquire large amounts of scholarly material. The Library spent $5.86

million on books in 2007. Of that amount $3.25 million (or 55% of the total) was expended foritems priced in currencies other than the dollar.

Last year's budget request documented the growth of a successive deficit over the course of FY2007-2010, ranging from $2.18 million [$2,180,000] in FY 2008 to $2.86 million [$2,860,000] in FY2009.

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The Library has responded to this situation by a strategy of covering the deficits through

use of carry-forward balances in the operating budget and the elimination of unrestricted

endowment balances.

This "carry forward plan" incorporates an intense fundraising campaign focused on

collections. Over the course of the coming three years, a growing percentage of the collections

budget's ongoing costs will be paid from non-recurring funding sources, beginning with

11% of the total in the current fiscal year to a projected 22% in FY 2011.

The cliff we are approaching is clear in its outline: the sources that we are tapping to bail

out the collections budget are declining in size and capacity.

Using ideas form Library Foundation of California Emerging Technology Fund as a Non-

profit explicitly formed in 1992 aswww.cetfund.orgto address the gap in funding between

state and local budgets.

Change in Outcomes or Metrics Over Time:

How long does it take to secure results for the program above?

LAPL staff stays abreast of new technologies as they emerge and evaluate for

relevance.

Progress and change have been accelerating at an ever-increasing pace; the virtuallibrary of the 1990s bears little resemblance to the state-of-the-art library of today.

Public use has increased exponentially. As new technology developments areongoing, so are fundraising needs and efforts. Library Foundation donors are

increasingly aware of the important role the private sector plays in achieving success

Unless permanent base funding is found, libraries face fundamental decisions aboutthe value and importance of its research collections.

Budget Strategies

Our immediate goal is to provide access to as much unique content as possible. Our underlyinggoal is to build a sustainable financial model that will provide ongoing, reliable access to materialswherever they reside.

Many of the strategies listed below mirror similar suggestions made in the Report of the BlueRibbon Committee on Libraries, April 1998 (PDF). Advances have been made in many of thesearenas and the Library continues to pursue and expand these ideas.

1. Redirect duplication of content journals available electronically.

LIBRARY is collecting centrally an archival print copy for over twenty of the largest journal

publishers, including Blackwell, Elsevier, IEEE, Sage, Springer, Taylor & Francis, Wiley.

This provides the Library with more flexibility regarding on-site collection management

and at the same time reduces the processing and acquisitions costs associated with

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managing two formats.

For more information:Challenges and Strengths - Shared Print Archive.

2. Redirect duplication of content to other formats.

Vogl has and will continue to realize savings by discontinuing hardcopy versions of other

materials, e.g., newspapers and reference tools, to which we have electronic access.

3. Perform cost/benefit analysis for titles that used to be a one-time cost and have since

become an annual lien.

Typically, as encyclopedias, dictionaries, etc., have been made available electronically,

the pricing structure has changed from a one-time expense for the current version, to an

annual expense to cover ongoing updates. In some cases this has resulted in a sky-

rocketing of net cost for the same item. Vogl Library is regularly reviewing these titles on

a case by case basis, and at times is negotiating for better prices or awaiting changes in

this unsustainable pricing model.

Assist the campus to become less reliant on print.

Most members of the campus community have already found the benefits of being able

to access materials electronically from home, office, and at off-site research facilities.

There is a wealth of material to be had with some learning curve involved.

Library staff will continue to work closely with faculty, students, and staff to get the most

out of electronic resources.

Library staff is available to meet with individuals, to attend departmental meetings, to

meet with GSIs, and to provide in-classroom presentations of subject-relevant resources

and tools.

For more information:Library liaisons

4. Participate with the campus to identify the highest priorities for collections.

In order to best use the fixed budget we have within an environment of inflationary costs,

the Library will work closely with faculty to determine how best to support research and

teaching for all the academic disciplines and programs at Vogl.

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For more information:Vogl Strategic Academic Plan

5. Monitor and influence the future of scholarly communication.

The largest inflation has often occurred for publications which use materials

created by our own faculty.

6. Many librarians, faculty, and publishers themselves, are voicing the need to rethink the

current model for scholarly communication.

For more information:Scholarly Communication

Pursue cooperative agreements that serve campus priorities.

Given the explosion of information, and the rise in publishing costs, it is not possible

for any given institution to own everything that its community needs.

We already participate very successfully in several resource sharing and cooperative

collection programs and we need to expand this strategy into new program areas.

In this way we will be able to focus our resources to build local collections that serve andcomplement similar initiatives at other campuses making all materials mutually availablethrough excellent resource access and sharing programs.

Budget Actions by Year

Below are links to budget timelines and actions by year, including rates of inflation, calculateddeficits, and cancellation lists if applicable.

Due to the timeline for realizing savings, The Library is now addressing issues deficits projectedfor FY 2007-2008.

actions taken FY 2007-2008 to redress projected shortfall for 2008-2009

actions taken FY 2008-2007 to redress projected shortfall for 2007-2008 actions taken FY 2005-2008 to redress projected shortfall for 2008-2007




http://www.Berkeley.edu/Collections/budget_actions_2007_08.html

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Budget Actions Taken in 2007-2008

to redress projected shortfall for 2008-2009

Each year The Library experiences inflationary increases that compound from year to year. TheLibrary has not received any new recurring state money for six years. These two facts result in asuccessive deficit that grows annually.

In Fall 2007, looking at available state funding we estimated a deficit in 2008-09 of ~$2.99 million,based on inflation rates of

0% for monographs

3% for continuations (e.g., monographic series)

8% for serials 5% for electronic packages

Beginning in 2007-08, we embarked on a program to use these extraordinary funds to cover thedeficit in state funding for routine collections costs:

Asking individual selectors to spend down any carry forward funds

Asking individual selectors to use endowment income

Using AUL-managed endowment and gift income

Drawing on non-collections Library one-time funds

Naming the library collections as one of two primary goals for our internal and campus

development efforts.

These strategies, however, will not last over time. If no new recurring state funds are received, weface a "cliff" in the not-so-distant future when non-state funds have all been spent and seriousreductions in library collecting patterns will need to occur.

J. Turner, George Street Journal, vol. 24.

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Appendix APlanning Process

A pre-evaluation process with flexible works-in-process flow diagrams that reflected the

realities of changes as they happened [revisions, obstructions to the original plan and deviations]

was developed as a visual aid to ensure everyone was on the same page in the process as it

moved along.

Mission and Vision statements were tied to real and tangible objectives and goals that that

measurable outcomes; not pie in the sky wish lists. Open forums allowing for public comment

from all actors in the process from external users to internal developers of programs and

processes was given along with distribution of minutes to all those interested in the form of an

opt-in email distribution list and several suggestion boxes to keep a tally of ideas and input that

may come up along the way. Revisions to the initial plan and the direction it is taking would not

have any major deviations without further planning rigor, but mild steering waypoints that lead into

beneficial directions of expression to alleviate constraints, work-around obstacles and solve

immediate issues are being considered at all points of the project.

Finally, brainstorming sessions by the plan's Steering Committee in conjunction with

information from important survey tools such as the Values Audit of library personnel and an

online User Survey were used and will continue to be used in the post-mortem section of the

W.I.P.

Works-in-progress

Current Plan

Evolving plan

dealing with

obstacles, current

realities

Mapped goals from

Beginning to End

Changes documented

Resolutions given

Change Com.

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project planning and resolution for lessons learned and transportable skills being defined for other

projects and initiatives in the future. Defining strengths and weakness of the outcomes will aid

future development of projects that may be exportable and used by other departments, agencies

and planning organizations outside of our organization to streamline efforts, follow project steps

and plans and try to ensure comparable results to other agencies who seek to implement and

fulfill similar projects. Creating best in class projects that create publicity, public relations

opportunities and consulting engagements for intellectual property and building skills for

professional to use and chronicle in resumes for future job promotions and enhancements is a

desired outcome due to the changing nature of the job market, the marketability of the university

and ongoing public relations done between user communities and internal and external publics

that utilize our services.

o The crucial stage of the planning process was the formation of eight working groupsdrawn from all sectors of the library.

o Each committee would focus on one of eight Strategic Directions in order to generaterealistic goals and accompanying strategies.

o Time and economic constraints dictated that the committees' reports be brief andrealistic from a budgetary point of view.

o A Performance Measures Task Force assessed the feasibility of actions in the reports.

o The last step of the project was a consolidation of the reports of all eight working groups.

o The crucial element here was the incorporation of similar areas of concern and specificactions recommended by each committee.

o The final documents submitted reflect the realism, flexibility, and comprehensiveness thathad shaped the strategic planning process.

o A three-year "Strategic Plan, 2009-2012", was produced but also a more specific and

immediately-executable set of "Goals and Objectives for 2009-20010."

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Appendix B

A Review of Information collected

The source information for the Vogl library was constructed from a variety of sources. Allcitations and references were included at the bottom of each page where such references wereused as indicated by hyper-links and similar notations. Demographic information, Best Practicesfor staffing and scheduling activities, access to library personnel and services as well asbudgetary considerations that reflect the most current budget environments and challenges areincluded with multiple profiles of public, scholarly and national institutional [Library of Congress]references were given to personify the current state of library systems and the challenges theyface.

http://www.epodunk.com/top10/libraries/index.html

LIBRARY SPENDING

PUBLIC LIBRARIES STRUGGLING

OK, we admit a bias here.

We love libraries and the people who staff them. We believe that the public library is perhaps the mostdemocratic of institutions, an open-armed home for the homeless, refuge for the latchkey generation,font of knowledge for the schooled, unschooled and perpetually curious.

Unfortunately, too many libraries are becoming less open, not because of changing policies orhomeland security issues (where the librarian has become a front-line defender of privacy rights), butbecause of budget constraints. Funding cuts have forced many systems to reduce staff, hours anddays of operation.

Officials in John Steinbeck's city of Salinas, CA, voted in December 2004 to close the main library and

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both branches. The libraries remain open only because of local fundraising efforts. In several states,librarians have carried their cause to the capitol steps.

When we began our study of library budgets, we planned to list the communities that showed thegreatest appreciation for libraries, by ranking levels of local government funding. Our thought was that

the cities and towns at the top should serve as models.

However, given the current climate, we fear that such a listing might be used as justification forreducing the budgets of favored libraries, rather than increasing support to those in need.

So we reversed our focus, and looked at the other end of the spectrum. How many libraries arestruggling with substandard budgets?

Using data recently released by the National Center for Education Statistics, we studied libraryexpenditures per population served, for fiscal 2002. We adjusted these figures for differences in costof living, using per-capita income figures from the 2000 census.

Our survey was limited to public libraries receiving local support, with total expenditures of at least$10,000 in fiscal years 2001 and 2002, and serving unduplicated populations of at least 2,000 people.

The average 2002 spending (adjusted) of the 6,349 public libraries included in our study was $30.32per person served. Of the library systems studied, 1,130 (18 percent) reported per capita spendingthat was less than half that. Those libraries - with annual spending of less than $15 per person - areshown in the above map.

We won't bother to make a case for why $15 per year per person is a despicable amount to allocatefor public libraries. (We can't resist pointing out, however, that the typical household spent an average$52per month for cable access in 2002.)

The world grows more complex by the hour. The digital divide grows ever wider. And library spendingought to be growing, too.

For more information on the NCES figures, see the March 2005 report,Public Libraries in the UnitedStates(PDF). The data for this report can be found at http://nces.ed.gov/pubs2005/2005356.pdf.

To check figures for your local library, use ourlibrary search page, or simply search for yourcommunity name and go to the "Libraries" section of the page.

Sources: National Center for Education Statistics, U.S. Census Bureau, J.D. Power & Associates-- May 2005

Other rankings and top 10 lists

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Appendix C

Organizational Chart

This organization chart is representative of what the Vogl library would look like. The Internalstructure is setup by community leaders who look to receive input by community groups and voicesfrom all community members. Priorities are often reflective of community participation, budgetsgarnered from community participation with an eye for helping under-represented communities. Aspecial funding/grant department was established to ensure that all federal, state and local moniesavailable to be distributed for community projects relating to library services can be acquired anddeveloped.

Community liaisons who interpret specific community needs of literacy, support services andoutreach are also represented as a branch of this fiscal stimulus effort. The special events coordinatorwas broken off the branch to be able to deal with advancing library causes and commitments withinthe community and acting as a liaison to budget and planning groups to enhance community outreachprograms.

As library services go outside of library walls, we want to remain relevant by making thelibrary as a gathering place for social interaction as well as information services. We also want to

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remain relevant as to activities that go on outside of library walls to virtual environments that keep ourknowledge base current and up-to-date with library users needs. These are represented by thetechnology and web services departments working hand-in-hand with accounting and public relationsto see where we can extend our reach in publicizing events, meeting budget requirements and beingmost efficient in expensing resources for the best return-on-investment in spending the publics moneyto meet the publics needs.

The library organization chart has been broken out in functional sections to allow for inter-departmental specialties to be strengthened in one sense and better collaborated to otherdepartments in another sense. Grouping library function to reach special audiences such asyouth/teen, handicapped blind/deaf, or languages that represent the inhabitants of that community arebranched in Public Services and the management of populations that need representation within thelibrary environment and the percentage of usage required to substantiate and enhance those servicesproportionally to the constituent base that uses the resources.

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Appendix D

Staffing and Scheduling

Due to lack of resources and increasing attendance numbers and growing technology needs, cross-training in departments and coordinated efforts to cover slower areas to improve training in growingareas has been instituted. We have created technological vehicles to cover staff shortages, forexample, a person covering the child or youth department may track the hours of the day when youthare at a low usage period, put up a sign to see [him/her] at the reference desk if they need help or ringthe bell left at the children/youth counters. We have also installed electronic chimes that light up atservice counters indicating which counter the patron is at and allowing a speaker monitor to allow atwo way conversation to see if someone needs to go to a counter to assist a patron or if a quickdirectional interaction can achieve the same goal.

The hierarchy of cross-training will be implemented by days on/off work and the traffic flow to areas onthose days and the priority of business that each area produces. An initial clicker/counter take anumber [low tech] approach was taken to have people sign in for services and to record and tallyresults daily/weekly/monthly to track patterns of usage and watch as new usage trends develop. Weseek to address this electronically with software over time, but the initial costs of training, furtherscheduling and coordination to use technology became prohibitive. Using a simple Microsoft excelspreadsheet as a tracking and tabulation mechanism with mathematical tabulation formulasimplemented into the cells is giving what is needed until we can find a free or open source web 2.0mash-up solution that is user friendly and requires little training to use.

Training Priority

Training priority and staffing will come in this order:

1. Seniority2. Availability

3. Alternating days off scheduled monthly so exposure to slow work days are available fortraining

4. Minimum monthly training requirements will be set [4 hrs/mo. Initially until each person hasreceived/recorded 4 hrs. In each department and then if time allows for more, it will beincreased incrementally by half-hour slots each month or reduced accordingly to monthlyattainment goals].

5. Seasonal considerations and work hours that span busy after school/ after work time periodswill be rotated periodically to accommodate staff training.

Reference: What I Wish I Had Learned in Library School: A Public Librarians Perspectiveby Nancy Larrabee - About the Author: Nancy Larrabee has been the Head of Information Services atthe Greenburgh Public Library in Elmsford, New York, since 2001.Article published Nov 2007

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Appendix E

Hours of Operation

Hours of Operation: 24/7 Virtual Support operations:

Walk-in Hours: 10-8 pm M-Thurs.

Noon-10 p.m. Saturday & Sunday

Virtual Support operations:

My Words

Anything that makes my life easier and the work I have to do less time consuming I love. There are too many things to do, not enough time to do them all, University of Pittsburg [UOP]

has created a front-end interface on their web page database interface called Zoom! that listthe categories of search and you can easily check boxes that apply to the fields of search youwant to enquire in.

This is so much easier and efficient than using old search methodologies of standarddatabases.

For those of us who did not come up under that archaic method of training, and to those wholabored to master them, there is a new thing called the World Wide Web that makes directaccess much easier.

Have you heard of it? It really is a great tool and there are graphics and video and all kind ofneat things that are no longer just text-based.

It is a whole new world, and Chris Columbus would be proud of you for trying it out

And talking about innovative ways to get help from a librarian check out all of the jobs theyhave created for E-Librarian support functions [below]

http://www.library.pitt.edu/

http://www.library.pitt.edu/reference/index.html

http://www.library.pitt.edu/reference/index.html#IM

Ask-A-Librarian in about any way 365/24/7

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If you'd like to send us a general comment, feedback, or a suggestion you can do that here...

Looking for a specific staff person? Check ourstaff directory.

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Download ourhCardto add us to your contacts.

referrelative="t"path="m@4@5l@4@11@9@11@9@5xe" filled="f"

stroked="f">

IM (Instant Messaging)

Send an Instant Message (IM) to the referencelibrarians. If you need to know how to establish

an IM account click here.

Text Messaging (SMS)

1. Type in Imapittlibrarian: and then typeyour question

2. Send your text to 265010

PITT Libraries do not charge for this serviceor receive revenue from cell phoneproviders. Cell phone providers generallycharge customers for sending and/orreceiving text messages. These chargesvary from plan to plan and from telephoneprovider to provider.

EmailFill out our email reference form and we will

answer within a few hours but no longer than 24

hours (except when the university is closed or

between terms).

In PersonIf you prefer a face-to-face exchange, you can

stop by any of the listed libraries for personalassistance or request an appointment through

our email service.

PhoneSpeak with a Reference Librarian for help with

simple questions. Call Hillman Reference at

412-648-3330 orselect a different librarylocation.

Self ServiceLibrarians have created many guides to helpyou with your research. You may find answers

to your questions here.

ConsultationReference librarians are available to meetindividually with PITT students, faculty, andstaff to provide assistance with researchprojects. Consultations may be arranged byrequesting an appointment or by contacting

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Documents

LIBR204 KEith Tim Final Draft for PRINT 11-24-08