This plan, which was adopted by the Nelsonville Public Library Board of Trustees on January 24, 2005, describes the current public library services in Athens County, Ohio, prioritizes those services, and quantifies the resources needed to provide each service. The intention of the plan is to prepare the Library for handling anticipated funding reductions.
As with the previous three-year plan, covering 2003-2005, this plan assumes that state funding for public libraries will continue to decrease, as has been the case since 2001. To deal with this reduction, many cuts in staffing and benefits have been made, and a smaller portion of the budget has been devoted to materials purchases. Looking to the future, it seems that there is probably no way to avoid cutting library services next, barring any changes to our current funding system.
While state funding changes will have an immediate and specific effect on our Library, there are also general societal changes that will affect us. We can project, for example, that our society will become increasingly interested in the "entertainment" areas of library service. There is a growing gap between the books and films which have big promotional budgets (and are thus in high demand) and information that is produced by and distributed to smaller and more specialized markets, quite often over the Internet. Public libraries will notice increased demand for big-budget "entertainment" information while finding it more difficult to collect "hard" information for specific needs. Thus public libraries can expect to deal with shifts in the demand for their services and materials while simultaneously dealing with reduced funding.
Guided by this vision of the future, the Board of Trustees and the library managers have developed this plan by identifying what services are expected of a modern public library, which of those services are most important, and what resources are needed to provide the services. This will allow the Board to make informed decisions regarding reductions in service if such reductions become necessary.
Finally, this plan also discusses some options for increasing revenue from sources other than state funding, should the Library decide to actively seek to offset budget cuts.
The public we serve has come to expect certain services from us. While it is true that the public cannot be the final arbiter of which services we provide and which we do not, by definition public libraries belong to the public and are obligated to do what they can, within means and reason, to meet public expectations. The mission statement of the Nelsonville Public Library has acknowledged this for many years, by making it clear that the Board intends our library services, "to be as satisfactory as possible to all inhabitants of the county as is possible with the funds available."
The services which are expected of us can be grouped into four (4) categories: collect and distribute literature and information; provide Internet access; provide information about the Library; and serve our communities. The following discussion addresses each of these general categories of service and describes what the Library is currently doing to meet the expectations of the public we serve.
Acquiring and storing materials that provide quality entertainment and information is a basic expectation of a library. The importance of this service is emphasized by a prominent statement in the Library's Mission: “It is intended the Library will make available material for reference, for education, and for recreation in a wide variety of formats.†Many tasks must be performed to satisfy this expectation.
Collecting materials is only one aspect of making them available to the public. There must also be ways to quickly retrieve and distribute the materials to meet public demand. This requires that several more tasks be performed.
All of these tasks are described in detail in the sections below.
Selection of books for the Library collection is a very important part of what libraries do. In the case of the Nelsonville Public Library, managing the development of the collection has always been the responsibility of the Director. The Director may delegate the task of materials selection to other employees, but they should make those selections under the Director's supervision and with the understanding that the Director has ultimate responsibility for book purchases.
In practice, this service is usually performed by reading reviews from trusted sources and then ordering from a wholesaler, or by selecting materials from vendors who visit the Library. While the public assumes that "good" books will be purchased, anticipated public demand for certain titles or types of books may override negative reviews and lead to purchases based on popularity rather than quality. The Director monitors expenditures for book purchases to stay within the Library's annual budget.
Purchasing books is only one way of acquiring them. The libraries also receive many book donations from patrons. These gifts are subject to the same selection process as items which are purchased. Books that are rejected, for whatever reasons, are generally sold to the public for a nominal charge.
Note that one thing the public does not expect is that we will regularly remove books from our collection. Nevertheless, this task (called "weeding") is a very important part of our efforts to maintain a current and attractive book collection.
As information formats continue to change and develop, audio and visual formats are becoming more prevalent. This category covers a broad range of physical formats and is constantly changing, so it requires not only the selection of good "titles," but also the selection of the formats which will be most in demand by the Library's users.
As with books, the Director is charged with conducting this task, but may delegate the task to other employees under the Director's supervision and with the understanding that the Director has ultimate responsibility for purchases. Our current practice is to avoid purchasing the most popular DVDs, since these are easily available at commercial video rental businesses throughout the county and tend to be high-loss items for the Library. The Director monitors expenditures for audio-visual purchases to stay within the Library's annual budget.
The Library also receives some AV donations from patrons. These gifts are subject to the same selection process as items which are purchased.
Magazine subscriptions supplement the Library's book collection by providing printed content that is more current or more focused than information available in books.
Annual subscriptions to magazines are currently maintained by using a commercial subscription service, which for a small fee handles such issues as missing or late copies, maintaining current lists of the Library's subscriptions, and communicating with publishers. The Director consults with branch managers late every year to determine which subscriptions should be continued, discontinued, or added for the coming year, then communicates this to the subscription service. The catalogers then handle the tasks involved with receiving the magazines and adding them to our catalog.
While the tasks performed by the subscription service could be handled in-house using computer software, this would significantly increase the staff workload. In particular, communicating with publishers whenever problems arise with subscriptions would require a considerable amount of time. The Library does receive a few "gift subscriptions" to magazines that are purchased by patrons; these subscriptions are not managed by the subscription service and are generally not renewed when they expire.
As an aside, it should be noted that magazines tend to go in and out of publication more and more quickly as reading tastes and the economics of periodicals publishing become less stable. This means that managing magazine subscriptions becomes more and more time consuming, whether that task is done by a commercial service or in-house.
It should also be noted that the Library provides access to a wide variety of magazine articles in digital format -- see the following section for a description. Many print magazines also offer a digital subscription to their print subscribers, but the Library has not investigated offering these electronic subscriptions to the public.
While the Internet can be a source of a wide variety of free information, there is still a need for the kind of detailed and accurate information that comes from a commercial electronic database. The Library is currently able to provide access to many such sources of electronic information through the Ohio Public Library Information Network (OPLIN). A good example of such a database is the extensive EBSCO collection of magazine articles. Other databases are purchased by the Library itself, ranging from student homework resources to auto repair information. These database purchases are almost always made in conjunction with other libraries in Ohio under contracts negotiated by OPLIN, thus reducing the cost to each individual library.
Effective delivery of this service to the public requires that staff be well-trained in its use.
The Library serves as a repository for a wide variety of government information, ranging from voter registration materials to blueprints of planned public projects. Most visible of all these materials are the income tax forms that we collect and distribute every Spring.
While this is arguably the Library staff's least favorite service, it is nevertheless a service that provides information to the public, and thus falls within the Library's mission.
Much of this information is deposited with us automatically, while some is actively collected by the Library. Chief among this last group are tax forms and application forms for special government assistance programs, such as HEAP. Government agencies have increasingly moved toward electronic delivery of forms and information, but all libraries still maintain a collection of paper copies of the most popular forms, as well as providing computer access to digital copies of all forms and information. Obtaining sufficient numbers of paper copies and accessing digital forms can involve significant staff time, especially as tax filing deadlines approach.
For many years the Library has accepted suggestions from the public as to what materials they would like the Library to purchase. Recently the Library has taken steps to automate this process, trying to reduce the significant amount of time needed to process written purchase suggestions. The Library currently provides the public with an Internet interface for adding suggestions directly to a purchase list maintained by our primary book wholesaler. The Director periodically reviews this list and orders those items he judges to be appropriate purchases for our collection. This automated process is currently limited to books.
In practice, the public has generally found this automated system to be too cumbersome. Instead, they ask staff to place suggestions in the automated system for them, or use the "New Title Waiting List," which is really designed only to allow patrons to place reserves on items the Library would be purchasing anyway.
We still accept written purchase suggestions for audio-visual materials, but do not encourage this, since most suggestions tend to be for popular entertainment videos which we would be reviewing and purchasing anyway.
There is a need to somehow find a way to easily allow patrons to make suggestions (for all types of materials) without placing more demands on staff resources. The Library will continue to try to improve its automated system with this in mind.
In order to be good stewards of our funds, the Library takes steps to protect new materials from damage and to repair damaged items which cannot be economically replaced.
New items are covered with a plastic coating (books) or packaged in sturdy containers (audio-visual materials) by the cataloging staff before they are sent to the branch libraries.
Books with light damage are typically repaired at the branch libraries, and damaged audio-visual materials are usually returned to the catalogers. Individual missing or broken audio tapes can often be replaced for a nominal fee. Heavily damaged books can be sent to a bindery for rebinding, but the Library has not done this for many years, finding that it is usually quicker and easier to replace an item, and that rebound items are not very attractive.
Audio-visual materials are usually shelved and/or packaged in such a way as to deter theft. The Library has not gone to the expense of installing any anti-theft security systems, which would require a very large initial outlay of funds and staff time to implement.
Maintenance of all library materials requires some special training of staff.
Once materials are ordered from a vendor, they must be cataloged so information about our holdings is available to the public for retrieval. Poor cataloging makes it difficult to find materials when they are needed, so good cataloging is a basic necessity of a good library.
The Library uses standard MARC 21 catalog records. Even though the basic records are usually retrieved from a reliable source, the catalogers proof-read them carefully before use and then make any needed corrections and add locally specific information (such as a barcode number, the branch location, etc.). In a few cases, usually when dealing with audio-visual or locally produced materials, the catalogers have to create completely original MARC records. Cataloging thus requires extensive training and/or experience if it is to be done well.
Once each day, MARC records that were created during the previous work day are uploaded into the Library's computerized catalog. At the same time, the materials themselves are shipped to the branches which will be their "home" locations.
Finding library materials depends not only on good catalog records, but also on a good computer network providing Internet access to the Library's Online Public Access Catalog (OPAC).
Catalog records contain what information professionals refer to as "metadata" -- data about data. For example, a book about giraffes is a piece of data which the library owns. The catalog record contains the data about that data -- the title, the author, the subject headings, the format, the publication information, the call number, etc. -- that enable a catalog user to make an informed decision as to whether or not this particular book will fulfill their particular needs. This metadata information is delivered from the Library's catalog computer to any other computer (worldwide) which connects to our computer.
The Library has employed a full-time computer systems administrator to keep our network functioning efficiently. This task involves: configuring the routers, switches, and servers that connect all of our computers to each other and to the Internet (and keeping those configurations current); monitoring network security to prevent outside attackers from disrupting the network; maintaining and improving the Library's Integrated Library System software, the server software, and the network software; and maintaining backups of all data. The Library currently uses open source software throughout the network, which increases the Library's flexibility and decreases the cost of licensing software, but also requires a systems administrator with programming skills.
The open source software also allows the Library to tailor the appearance and configuration of the web pages that display the catalog information on a computer. The Library's webmaster is responsible for making changes and improvements to these pages to make sure the catalog is presented to the public in an efficient format.
Maintenance of individual computers generally is the responsibility of the staff at each branch. The systems administrator rarely has spare time to devote to hardware repairs.
It should be noted that the Library once offered a dedicated catalog computer with magnification capabilities in the Athens Public Library for use by patrons with visual impairments. Because the public computers the Library received from the Gates Foundation in 2000 all had large-print capabilities, this dedicated special-needs catalog was not replaced when it finally broke.
The Library has participated for many years in InterLibrary Loan agreements with other libraries. With the advent of the statewide resource sharing system (MORE) several years ago, the Library began handling borrowing of most materials from other libraries through this automated system. Our older InterLibrary Loan system should be completely discontinued by January 2006.
All circulation desk staff spend a considerable amount of time handling MORE requests. The Library has no limit on the number or types of requests which it will process for a single patron, which is in keeping with the MORE goal that "any library user can request any item from any Ohio library." Tracking requests and receiving materials from other libraries takes additional time on the part of selected staff members. Unfortunately, patrons all too often then neglect to pick up the materials they requested, so they are shipped back to the lending library without being circulated.
While the MORE system allows "unmediated" borrowing of materials from other libraries, in which the patron requests items from other libraries without any staff involvement, we follow the more common of permitting only "mediated" borrowing. This reduces the number of inter-library transactions which could actually be filled from our own collections. The Library currently does not have all the software necessary to offer unmediated borrowing, namely NCIP software, but probably will have this software before the end of 2006. Staff are reluctant, however, to allow unmediated borrowing. They believe that even more patrons will request items that they do not then pick up, increasing the staff workload on the "back end" of the process (tracking and returning such frivolous requests).
Although it is not something that the public necessarily expects of us, it should be noted that all borrowing agreements with other libraries entail lending many of our materials to other libraries.
All but seven staff members are currently involved in this task on a regular basis -- it is the core of our service.
This task does not simply involve checking materials out to patrons and checking them back in when they are returned; it also involves passing along any messages that have been attached to patrons' accounts, placing reserves on materials for patrons, renewing loans on materials previously checked out, processing payments for items that have been lost, preparing items for shipment to other libraries, and issuing library cards.
Circulation desk staff are also expected to: answer the telephones; orient new patrons to the library; handle any payments for photocopies, used book sales, etc; assist patrons with use of the OPAC or self-checkout computers; handle meeting room reservations; assist patrons with photocopy and fax machines; set up displays of library materials; and schedule use of the public computers. In most branches, they are also responsible for keeping a count of visitors to the library.
Reserving materials is an increasingly expected service. The Library allows patrons to place reserves on materials that are currently checked out by another patron. Patrons who have registered a Personal Identification Number (PIN) with the Library are able to place such reserves online, using any computer with access to the Internet. All other patrons can ask that circulation desk staff place reserves on their behalf. Patrons can request that reserved items be sent to the library branch which is most convenient for them.
Since patrons can also place reserves from home on items that are not checked out and are therefore available, branch libraries monitor a computerized "reserve list" daily, pull any such reserved items from the shelves, and hold them for the patron. Periodically the libraries print out a list of all reserved items for all branches in order to catch any oversights. Patrons are notified when reserved items are ready for pick-up; reserved items are held for three business days for pick-up, then removed from reserve and made available to all patrons.
The Library also provides a "New Title Waiting List" on its web page. This allows patrons to put their names on an "advance" reserve list for items which have not yet been published, but will probably be acquired by the Library when published. This list is monitored by staff who verify title details and then place reserves on the items when acquired.
The Director currently monitors any reserves that have gone unsatisfied for more than 60 days, and also looks for items which have more than four reserves per copy. When needed, additional library materials are ordered to correct these problems. The Director e-mails details of reserved items which are checked out and overdue to branch mangers, so they can contact the current holder of the item and request that it be returned as soon as possible.
Note that while the activities associated with this service are many and varied, almost all of them (with the exception of scheduling time in meeting rooms or on computers, or assisting with faxes or photocopies) are related in some way to the broadly defined task of "checking out materials."
In this Library, we often refer to this service as "outreach." It involves delivering library materials to people, rather than requiring that people come to the Library buildings.
The most traditional part of this service is the Bookmobile. While most people no longer use the Bookmobile, preferring instead to drive to a full-service library building, they still seem to expect to see it on the road. It is a symbol of the Library, and acts in many ways as a "mobile billboard" for the Library.
The Bookmobile is currently used for some deliveries to individuals who are permanently or temporarily "homebound," but our preference has been to use a van for this service in order to reduce wear on the Bookmobile from traveling over small roads and driveways. Interestingly, people are still surprised to learn that the Library offers this homebound service, but are usually supportive once they learn of it. (Perhaps the assumption is that some other social service agency would take care of getting books for those who cannot get out of their houses.) Note that this homebound service also extends to patrons confined to nursing homes.
Thus while people expect to see a Bookmobile traveling around the county, they generally do not use it. They also do not seem to expect the Library to make personalized visits to the homes of those who cannot get out.
There are several other unexpected outreach services which the Library currently provides:
delivery service to the Hocking Valley Community Residential Center (for juvenile delinquents);
delivery service to the Southeast Probation Treatment Alternative Correctional Facility (for adults);
providing Library of Congress "Talking Book" machines and tapes to qualifying individuals; and
providing "Reading and the Young Child" kits to area Head Start centers.
The Library does not charge fines for overdue materials, but retrieving overdue items is nonetheless important.
Currently the Library sends out about 500 overdue notices to patrons once each week. Half of those are sent by e-mail, and the other half are sent as postcards generated and mailed through the US Postal Service's "NetPost" service. Patrons with e-mail addresses and overdue items receive a notice each week, until the overdue materials are returned or are 30 days overdue. Patrons without an e-mail address receive two postcards (if necessary) during this same 30-day period. The Nelsonville Library staff receive all postcards returned with bad addresses and make the necessary corrections to our patron records.
Library staff also routinely call patrons if they notice that an item the patron has checked out is overdue and has been reserved for someone else. Branch managers may also send special letters to patrons who have a great number of items that are long overdue. Some staff make it a habit to check local pawn shops and thrift stores for Library materials; others retrieve Library materials in the course of their visits to schools. Patrons have even been known to retrieve and return Library materials that they find at yard sales or on eBay.
Once items are 30 days overdue, patrons are blocked from using library services until the items have been returned or they have paid the list price for any lost materials.
While reference service has been a mainstay of traditional library service, we have found that public demand for "traditional" reference service has decreased as Internet search engines have become more popular. This trend is also seen in students' school assignments, which often ask the student to find information from the Internet rather than a printed source. Unfortunately, many students simply come to the circulation desk and ask a staff member to find these sources. While this is certainly part of our job, it leads staff to believe that schools are not preparing students as well as they could for finding information resources. On the other hand, this gives staff an opportunity to teach methods of finding accurate information, something which studies have shown is not generally a high priority for most Internet users.
Many of the questions we now receive from the public are more aptly described as "reader's advisory" or "directional" questions -- advice on which books are good, information on where we shelve a general category of books for browsing, etc. Quite often staff who are occupied with re-shelving books are the recipients of these questions; people seem to prefer approaching staff away from the circulation desk when they have such questions.
Many other questions relate to use of our public computers, with patrons requesting help on specific computer problems, or assistance with using the OPAC.
Accordingly, the Library no longer staffs any "Reference" desks, but instead may provide an "Information" desk or simply handle questions directly from the circulation desk.
It should be noted that there is a trend toward providing shared reference and homework services over the Internet, involving either many libraries that staff the service around the clock (such as Ohio's KnowItNow service) or commercial databases.
Some of the most popular electronic databases which the Library has provided contain information useful to genealogy researchers. Because of costs for these databases, they are generally only available to patrons who come to a library building and use a library computer to access them; "remote" access from home is not available.
The Library also maintains collections of materials published by the Athens County Historical Society. The ACHS is the primary research facility in Athens County for genealogists and local historians; however, they have limited hours of operation. Maintaining collections of their published materials makes some of their information available to the public when they are closed but the libraries are open.
The Library also maintains some unique collections of local history materials. The Nelsonville Public Library (Nelsonville building) maintains an extensive local history collection that goes well beyond the materials published by the ACHS. One staff member there manages this collection, provides basic assistance to researchers, and answers the daily e-mails the Library receives requesting research assistance. The Coolville Public Library has a small photo collection of Coolville history, and the Wells Public Library has many Albany artifacts on display throughout the building. The Library also produced the Life As A Kid video series, which contains a wealth of local history information.
Some libraries have begun using genealogy research as a revenue-generating service to offset the cost of assisting researchers. This is a possibility that the Library has not yet explored.
In addition to programs for children, most libraries in our system offer informational and cultural programs for adults. These programs usually take place in the libraries' meeting rooms (though not always), and are organized and facilitated by library staff. Presenters are offered a small honorarium for providing these programs to the public. In Athens, the Friends of the Athens Public Library provide extensive support for such programming.
By offering such programming, the Library acknowledges the value of information conveyed by means other than in print, on video, or electronically. This programming also helps to establish the libraries as community centers and providers of lifelong experiential learning.
Note that the Library is also an active provider of informational programming to other libraries, with staff members presenting workshops and information sessions at conferences and meetings around the state.
In the so-called "Information Age," access to the wealth of information and communication available on the Internet is considered imperative for everyone. Discussions of the "Digital Divide," the separation of those who have access to the Internet from those who do not, generally look to public libraries as a primary solution to the problem. Increasingly, travelers and others who pass through our libraries expect to get quick and easy access to the Internet and e-mail. In order to meet these expectations, the Library must do several things, described in the following sections.
The Library currently offers approximately 50 computers that are freely available to the public for accessing the Internet and using general productivity software. Many of these were provided to the Library by the Gates Foundation in 2000 and are rapidly nearing their end of life. The Library is committed to maintaining a reasonable number of public access computers that have adequate hardware capabilities for Internet access.
As noted above (section 2.1.9), much of the burden of maintaining these computers falls on the staff of each branch library. Of necessity, most branches have staff who have learned basic computer maintenance techniques; if need be, more skilled staff is usually available at other branches to help.
One other aspect of maintaining publicly accessible computers is ensuring that nobody dominates a computer for an unreasonable length of time, preventing others from using it. The Library therefore permits patrons to reserve a computer for only one hour per day. If no one else is waiting to use a computer, a patron may continue to use a computer beyond this one hour time period, but must relinquish the computer as soon as someone else needs it. The responsibility for monitoring this policy falls on the circulation staff.
The Library currently receives access to the Internet through a T1 data line provided by OPLIN. This line connects the Nelsonville building to the Internet through a state network and is provided free of charge. Connecting all of the remaining branches to the Internet is the Library's responsibility.
Our branch connections have gone through several changes over the years, always with the goal of providing faster and more reliable connectivity. We currently connect the Athens, The Plains, and Coolville buildings to Nelsonville by way of T1 lines, ultimately accessing the Internet through the OPLIN-provided connection. The Albany and Chauncey buildings connect to the Internet by way of wireless connections through Intelliwave, and the Glouster building has a DSL connection through Sprint.
Note that there is also a considerable amount of hardware involved in maintaining all of these connections: routers at each building, Ethernet cable within each branch, hubs, switches, etc.
It is likely that more of our buildings will migrate away from the dedicated T1 connections as other alternatives become available throughout the county. The Library has applied for federal E-Rate discounts on these connections since the first year of the E-Rate program, and will continue to do so. (The Library qualifies for these discounts because it filters children's access to the Internet.) This program typically provides 60%-80% discounts on our telecommunications charges.
Since the first day that the Library provided public access to the Internet, we have made efforts to filter out materials harmful to juveniles. Our filtering solutions have changed over the years, but for the past several years we have been able to provide connections that comply with the federal Children's Internet Protection Act (CIPA), meaning that all computers in all libraries are filtered, but adults may easily disable the filter on a specific computer while they are using that computer.
Since our Internet access currently comes from several different providers (see section 2.2.2), we must maintain filtering devices in every building, instead of at one central point. These devices have been configured by the systems administrator in such a way as to allow management of the devices via the network, saving considerable travel time when upgrades are needed.
Providing public computers often means that the Library is also put in the position of simultaneously providing public computer instruction. This is a new role for a librarian, but one which makes sense. When libraries only provided books, librarians were expected to know more about their books than the patrons. Now that libraries also provide computer access, we are also expected to know more about our computers than the patrons.
The Nelsonville building has a computer lab, provided by the Gates Foundation, and has hosted some formal computer training classes for the public in the past. Such training is now available from several other agencies in our county and has been discontinued by the Library. In its place, librarians find that they are often called upon to help patrons individually with specific computer problems as they arise. Depending on the "computer literacy" of the patron, such assistance can become quite time-consuming and demanding.
This is an issue of great concern to the staff. Some staff members shy away from offering such assistance, feeling that their computer skills are inadequate; this then increases the workload for staff who are confident in their skills and are willing to help, because problems routinely get referred to them. While all staff are willing and eager to have additional training in computer skills, the Library seldom can spare them from their regular duties to get training. As a result, staff try to learn from each other or take instruction in various forms on their own time.
As the general population becomes more computer literate in the future, this demand for basic computer instruction will ease, and presumably all the staff the Library hires will be very computer literate. That will not happen within the time period of this plan, however, so providing computer assistance will continue to be a problem for the Library during the next three years.
In addition to providing access to published information, the Library is also expected to communicate information about its activities and policies to the public.
Public relations, for purposes of this discussion, refers to the public's expectation that they will be informed of news and events relating to the Library. This generally takes the form of articles published in the local newspapers, but may also include appearances on local radio and television programs, announcements posted on the Library's web page, and presentations to civic organizations. Some other libraries also publish periodical newsletters -- this Library currently does not.
For the most part, the "formal" public relations services are coordinated by one staff member (part-time). All staff also provide a more informal type of public relations whenever, and wherever, they converse with patrons about the Library. It is important for staff to remember that such conversations go a long way toward shaping the public's perceptions of the Library.
Library events and policies are often communicated to patrons through posters or brochures. The Library has made efforts in the past to give such publications a consistent "look and feel" in order to convey the perception that all of our libraries are part of the same system. One staff member works part-time on such publications, and is generally able to produce all the needed brochures and some of the posters. Other posters, and the occasional specialized brochure (e.g. for the Nelsonville local history room) are produced by the branch staff.
Printing of brochures and posters is often done in-house. In cases where a significant number of copies or high-quality copies are needed, the Library typically sends the job to a local printer or copy service, often by e-mail.
The Library's public web page (http://www.athenscounty.lib.oh.us) conveys information about the Library to Internet users. While the page scores high on web page "usability" surveys, the Library is currently engaged in a major redesign of the page to make it even better. This long-range plan will affect some of the decisions that need to be made as part of this improvement process.
The web page needs to perform all of the tasks of "Public relations" and "Posters and publications." In other words, it should effectively communicate information about Library policies, news, and events as well as fostering the perception that all of our libraries are part of one system. In addition to these tasks, the web page must also function as a portal to the Library's catalog (OPAC) and electronic database resources, and must also provide a means for patrons to electronically communicate with the Library (currently e-mail). All of this is currently handled by the Library's webmaster, working part-time.
The Library currently accepts e-mail from patrons through the <nelpl@athenscounty.lib.oh.us> address. This account is closely monitored by the Director (or the Deputy Director in the Director's absence) and messages are either answered or forwarded to the appropriate staff member for action.
Local communities look upon the local public library as a community resource and a source of pride. The presence of a library in a community is a symbol of sophistication. Increasingly, however, communities expect libraries to do more than broker literature and information.
When the public thinks about libraries, they general think of two things: books and children's story hours. While childhood development may not seem to be a logical function for a library, the fact is many parents depend on libraries to introduce children to books well before they are ready to begin formal schooling.
The Library currently provides a wide variety of programming for children and families. In some branches, the programming is done by staff who are identified primarily as children's librarians (although they also perform many other duties); in others, the programming is done by "regular" staff members; and in one branch (Chauncey), no regular children's programming is currently offered.
During the summer, all libraries participate in an intensive series of programs, collectively called "Book Camp," aimed at school age children. Throughout the rest of the year, most programming is intended for pre-school children. Some libraries do host class visits for elementary school children during the school year, and some children's librarians make it a practice to do programming in the schools. Such visits provide an easier way to make contact with school age children.
For older, teenage children, several libraries offering after-school programming. These programs tend to be more informal than other children's programming, often involving lots of input from the teens themselves.
It should also be noted that our area has a significant number of home schooling families. Increasingly, parents who home school expect the public library to have resources for them: recommendations for age appropriate literature, contacts for home schooling support groups in the area, and even the occasional special program.
Staff members who provide children's programming meet regularly to discuss and plan children's services under the leadership of the Children's Services Supervisor.
As libraries become more frequently used as a place for communities to congregate, this service becomes more of a public expectation. For many years, the Library Board has made it the practice to include a meeting room whenever remodeling or building a library building; as a result, every library except Chauncey now has a meeting room. By policy, these rooms are available for use by any non-profit or civic organization, so long as they are not used for fund-raising activities. The policy also controls how often a group may use the meeting rooms.
Library staff check the meeting room reservations daily and make sure the room is arranged as needed for each group.
This is certainly not something that most people would list when thinking of what they expect from the Library. But if our library buildings are shabby and dirty, people rightly think they we have allowed their library, a public resource, to fall into disrepair.
The Library currently employs two people full-time to clean and maintain library buildings and grounds. In addition, the Library employs outside contractors for skilled maintenance and for some routine tasks (such as mowing) at some branches.
This is a service which few people would consider to be a true "library" service, but which everyone expects.
To understand why this is the case, we need to remember that historically the Library acquired fax and copy machines for transacting Library business, then began allowing the public to use these machines for personal business because they were often the only publicly-accessible fax and copy machines in a community. The result is that we now find ourselves in the fax and photocopy business. Accordingly, the Library sets the charges for copies and faxes high enough to comfortably cover our costs.
While these services are still in high demand, particularly in some small communities, we should remember that we now find ourselves buying bigger photocopy machines than needed for exclusively Library use. Patrons do need the ability to copy library materials, but most of the photocopying done by the public is related to personal items, not to library materials. Patrons have no need to fax library materials; as far as the Library is concerned, fax machines are only needed for occasional staff use.
Undeniably, however, removal of fax service or restricting photocopying to library materials would upset many people.
This is a broad category of activity, which perhaps is not really a service and probably not expected by the public. Some branch managers and staff, however, do take an active role in the civic life of their community, serving as officers in chambers of commerce or other civic organizations, or helping plan community activities.
Because the Library recognizes the value of such community networking, it has been the practice to pay the membership fees of branch managers, as well as paying for their time, whenever they are representing the Library in civic activities. The Library does not pay other staff for time spent in civic activities, nor does it pay branch managers whenever they are active in organizations for personal reasons and not as representatives of the Library.
While it is expected that public libraries serve primary and secondary school students, our Library is located in the vicinity of two institutions of higher learning, and we therefore find ourselves serving college students who are also served by an academic library.
The Library's relationship with the academic libraries has always been close, and all the library administrators involved in these relationships recognize that each library can and does provide unique services to students. Students are not faced with competing libraries, but with cooperating libraries. This cooperation has taken various forms over the years; its latest manifestation is the partnership between Hocking College Library and our Library, which allows Hocking College students to use their student ID card as their public library card.
It should also be noted that, in turn, these students often serve the Library, doing valuable volunteer work.
Based on the amount of public expectation of services, and on discussions among the librarians, the Board has identified some services as core library services that should always be provided ("Tier I"), other services as desirable at most locations ("Tier II"), yet other services that might be offered at some locations ("Tier III"), and identified others as not expected by many people and therefore ancillary to the Library's mission ("Tier IV"). Note that the services named in this section are broadly defined and may include several of the specific services described in the previous section.
These services should always be provided through all Library outlets.
Note that the Board intends to keep seven library buildings in operation throughout Athens County:
These seven locations serve every area of the county where there are at least 3,000 residents in the community and adjoining townships.
This service involves checking materials out to borrowers, receiving materials as they are returned, re-shelving returned materials, and managing reserves on materials.
Lending library materials is, by definition, the primary activity of a lending library. All Library outlets should provide all of the services listed in the preceding paragraph during all business hours. While not all libraries will have each type of material available, all outlets will have books.
Note that this service also must include moving materials from library to library, to get reserved materials to the requested branch where the patron will check them out. It also includes finding materials in other libraries, borrowing them, checking them out to patrons, and then sending them back.
In order to lend materials, the Library must own materials. This essential service is provided centrally from the main library in Nelsonville and involves selecting materials, selecting vendors, ordering materials, managing the budget, and physically preparing materials for circulation.
The library catalog is the heart of the Library. People do not know what materials the Library owns without access to a good catalog. Storing information materials is of little value if there is no efficient way to find the materials whenever there is a need to retrieve the information.
This service is provided by the catalogers in Nelsonville, and by the computer systems administrator and the webmaster. The catalogers have the task of describing the Library's materials in enough detail to make retrieval easy and efficient, and organizing that description in an electronic format that can be distributed to computers in our libraries, in patrons' homes, and in other libraries. The systems administrator has the task of maintaining servers and networks to send the catalog information to all these computers, and the webmaster has the task of presenting the catalog in a clear and understandable form.
Once called "reference" service, the task of providing information to patrons has evolved in recent years to include "online" reference services as well as the more traditional in-person and telephone services. It also includes distribution of informational materials about basic Library policies. This service therefore involves every Library staff member who has contact with the public, as well as the webmaster, who provides access to electronic databases and such services as the State Library's KnowItNow online reference, and anyone doing public relations work by providing information about the Library to the public.
Note that this is a very broadly defined service and ultimately involves everyone on the Library staff, with the exception of custodial and maintenance staff.
This service is very much expected of public libraries now. People expect to be able to walk into a public library and find computers for general use (not just library catalog computers), and particularly for use in accessing Internet resources. The Library currently provides public access computers in all buildings, so we are meeting this demand. As more and more information is delivered to the public in digital formats, the presence of these computers becomes increasingly vital.
These are services which the Library should strive to provide at most outlets.
This is another service that is very much expected of public libraries. Since around 1900, when the children's "story hour" first appeared in large public libraries, children's programming has become an important component of the public's image of a library. The expansion of the story hour concept to special programs for certain ages of children, for school class visits, and for home schoolers has increased the demands on the childrens librarians' time to the point where it would be impossible to completely satisfy public demand without a significant realignment of staff resources. This makes children's programming an expensive service, and one which the Library should not require in every outlet, but should try to provide wherever resources permit.
To some degree, every public library is a repository for local information. Within our Library, the outlets vary widely. In one branch, we have an entire room devoted to local history materials. Other branches may have no more than the local school board agendas and HEAP applications, or even just state and federal tax forms. This service is thus one that can consume a lot of Library resources, or almost no resources. It can also be tailored to the resources available.
These services might be available through some outlets.
All public libraries have become community meeting spaces in recent years, where members of the community can come together formally or informally and hold discussions. In many communities, there are no other venues which provide such a neutral, inviting meeting space. This service, unlike most library services, places relatively few demands on staff, other than maintenance and custodial staff, requiring for the most part only that the Library Board design new buildings to include accessible and efficient meeting spaces.
The service whereby libraries deliver materials to those who cannot come to a library has taken several forms since the practice started in the 1920s, first as deposit collections (in hospitals, fire stations, etc.) and bookmobiles, then later as individualized service to the homebound. The principle has always been to take materials to those who were unable to get a library building. As people become more mobile, this service has increasing focused on those who are physically impaired from travelling. It may take the form of individual home visits, visits to nursing homes, and deposit collections in hospitals, etc. Some Library outlets, but not all, are able to spare staff time for selecting materials and taking them to homebound patrons.
One related service which the Library currently offers is Talking Book service through the Library of Congress. The Library distributes new machines to qualifying individuals and maintains a small collection of the tapes, which individuals can also have sent directly to their home.
Information comes in many forms, including verbal transmission between people. Library-organized informational programs are popular, but organizing these programs requires a significant amount of staff time. Not all Library outlets are able to spare staff time for this service.
Researching family histories has become popular, and it is natural for genealogy researchers to turn to libraries for the records they need. This research requires specialized materials and specialized staff skills, neither of which is available at all Library outlets, but is currently available at the main library and to a lesser extent at the Athens Library. In our county, the Athens County Historical Society is a more consistent resource for genealogy research.
Libraries need copiers and fax machines to do library business. It has become our habit to share these office machines with the public for a nominal fee, a practice that started because libraries often had the only copier or fax machine in a small community. Our Library currently provides this service in all outlets, but as other copiers and fax machines become accessible to the public, it is possible the Library might discontinue portions of this service in some communities.
This is a service that might be overlooked. The Library creates brochures, posters, and bookmarks to inform people of other Library services. The Library also sends out press releases and articles to local media outlets to inform people of Library services. Finally, the Library maintains telephone, mail, and e-mail correspondence with patrons in order to handle problems, suggestions and requests.
In addition to the expected children's programming, the Library also currently provides some unexpected services for children. For example:
Visits to schools by children's librarians;
Visits to pre-schools and Head Starts by children's librarians; and
Summer Food Service Program (with the Ohio Department of Education).
These services may be provided if there are sufficient library resources available once other services have been provided. All of these services could be provided by other entities within the community using other resources. This list is not intended to be complete; many services of this type are started and ended as warranted.
Many people would like to have formal computer instruction through the Library. Other agencies in the county already offer this service, so the Library currently limits itself to "informal" instruction when people have specific problems operating Library computers.
The Library is a community resource, and as such is actively involved with several other community organizations in working to improve community life. These activities require various amounts of staff time at various times of year, often involving Library managers. For example:
Chambers of Commerce, especially in Nelsonville and Albany;
Athens County League of Women Voters; and
Organized community festivals.
Other government agencies often share the Library's needs and concerns, and working with them can be beneficial for both. These activities require widely varying amounts of staff time, and often involve the Library administration. For example:
Joint activities with other libraries, especially through the Ohio Library Council and the regional library system;
Outreach services to the local juvenile detention center (HVCRC); and
Advisory service to the Hocking Correctional Facility library.
Other than school visits by childrens librarians, the Library is also actively involved with one other educational institution. This involvement required considerable staff time to establish, but little staff time now:
Hocking College / Nelsonville Library partnership.
One active and defined group in the community, with no formal organization, has received special attention from the Library. Since this group is not formally organized, demand on staff time can be considerable:
Art in the Library program to display works by local artisans.
These are the estimated resources needed to perform the tasks involved in delivering each of the ranked services. Staff resources are measured in person-hours per week.
All of the tasks discussed here depend on an underlying library administration to maintain the necessary financial and legal functions that allow the Library to exist. The Ohio Revised Code defines this administration as at least the Library Board, the Director, and the Clerk-Treasurer. This Library currently also has a Deputy Director, a Children's Services Supervisor, and Branch Managers assisting with administration tasks.
Since it is the intention of the Board to continue to provide library services through seven library buildings, it should be noted first that provisions must be made for maintaining all of those physical facilities in good condition. This is a task that is contracted out to local businesses in cases of major repair, and even minor custodial duties have been contracted out in the past. Currently the Library employs two full-time maintenance and custodial employees (70 hours per week) who handle all building maintenance with the exception of some minor landscaping, snow removal, and extensive repairs requiring special skills.
Resources needed are staff, computers, specialized software, office supplies, and vehicles.
Circulation desk staff is arguably the Library's most important resource. It is also the most expensive cost point in the Library's budget, and continues to grow faster than the rest of the budget, due primarily to large annual increases in health insurance costs. If the Library is going to continue to provide approximately the same amount of circulation service within a shrinking budget, the staffing of the circulation desk (and everywhere else in the Library) will need to become more efficient.
The existing inefficiency in circulation staffing is limited to the three largest branches (Nelsonville, Athens, and The Plains) and practically impossible to improve so long as we continue with our current staffing pattern. This is because our hours of operation dictate that we staff with two 8-hour shifts which overlap in the middle of the day. In all three libraries, we staff enough people to open the library, enough people to close the library (10-12 hours later), and therefore have more people than we need during the middle of the day.
To use the Nelsonville Library as an example, we should have three people staffing the circulation service: one to work the circulation desk, one to work the information desk, and one to perform miscellaneous tasks and be available to backup the other two workers. Since the library is open 61 hours a week, we should be able to staff circulation services with 183 person hours per week. Because of the necessity to overlap shifts in the middle of the day, however, we currently schedule about 203 person hours per week. If we could recoup those 20 hours per week (or possibly more in the case of Athens and The Plains), we could theoretically provide circulation service with two fewer staff members than we currently have. This would allow the Library to absorb future reductions in staffing levels that will inevitably happen due to normal attrition.
In other to do this, however, the Library would need to revise the current practice of scheduling full-time, salaried staff to work 7 hours per day (8 hours actually, but lunch is not paid), 5 days per week, with a few hourly staff who work as needed. It might be possible, for example to staff the libraries the way some hospitals schedule nurses, with some people working 12 hours per day, 3 days per week.
Another possibility might be to offer all employees health insurance benefits, with those working 35 hours per week having 100% of their premium paid by the Library (as is the current policy), and those working fewer hours having a pro-rated percentage of their premium paid by the Library; in this case, enough staff may be interested in working part-time to be able to staff more efficiently.
In fact, any efficient staffing pattern depends on increasing the use of part-time employees on the circulation desk, either by paying all employees (except employees under contract to the Board) on a hourly basis instead of a salary basis, or by establishing part-time salaries for fixed part-time work schedules. This makes both of the examples cited in the paragraph above possible, and would give the Library maximum flexibility for exploring these and other staffing schedules.
Circulating materials also requires moving materials from library to library, both within the Athens County system and outside the system. Moving materials within the system does not require additional circulation desk staff time, but does require extra time for the people doing the delivery. Moving materials outside the system ("resource sharing") can require significant time away from the circulation desk, because it entails additional record keeping and processing of requests and returns.
Resources Needed:
Nelsonville and Athens branches need three people assigned to circulation desk duties whenever the library is open, with one person arriving 30 minutes before the buildings open (currently 61 hours per week in Nelsonville, 65 hours per week in Athens, plus 3 hours per week to prepare each building for opening, meaning 186 staff hours per week in Nelsonville and 198 staff hours per week in Athens). Athens Library also currently needs 17 staff hours per week to process resource sharing requests, and Nelsonville Library needs 12 staff hours per week. Athens Library also requires about 100 staff hours per week for re-shelving materials (some currently done by volunteers).
The Plains needs two people assigned to circulation duties whenever the library is open (currently 56 hours per week, meaning 112 staff hours per week). This library also currently needs 7 staff hours per week to process resource sharing requests.
All other branches need one person assigned to circulation duties whenever the library is open (currently 54 staff hours per week in Glouster and Albany, 41 staff hours per week in Coolville and Chauncey). Glouster and Albany Libraries each also currently need an additional 7 staff hours per week, and Coolville Library needs about 5 staff hours per week, to process resource sharing requests.
Total staff hours needed for circulation desk duties system-wide: 686
Total staff hours needed for resource sharing system-wide: 55
Total staff hours needed for re-shelving materials in Athens: 100
Delivery of materials within the Athens County system requires 14 staff hours per week, plus about 5 staff hours per week sorting materials.
Desired staff attributes (circulation desk and resource sharing): These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Education equivalent to a four-year college degree
Ability to use a computer
Ability to stand for extended periods (may be with aid of assistive technology)
Ability to lift twenty (20) pounds (may be with aid of assistive technology)
Sufficient mobility to accompany patrons to the bookshelves (may be with aid of assistive technology)
Sufficient mobility to shelve books (may be with aid of assistive technology)
Refer also to the "Circulation Services" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Desired staff attributes (delivery): These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Valid drivers license
Ability to lift fifty (50) pounds (may be with aid of assistive technology)
Action:
The Library should explore the possibilities of either converting all non-exempt staff to hourly pay instead of salary, with benefits provided on a pro-rated basis, or establishing part-time salaries and benefits for employees working a fixed part-time schedule.
The current computers used by staff are for the most part very old and are beginning to break down. Each library, except for Chauncey, should have at least two staff computers (Chauncey needs only one) that are less than five years old and have sufficient hardware capabilities to allow staff to access the Library web pages quickly. Wherever possible, these computers should be unobtrusive and not create a barrier between the librarians and the patrons. Notebook computers are currently a good choice, because of their small profile, but are not the only option and may be too expensive and difficult to maintain in some applications.
Resources Needed:
Two computers devoted to circulation duties in Nelsonville and Athens
One computer devoted to circulation duties in all other branches
Total for the system: Nine (9) computers devoted to circulation duties
Action:
The Library will budget sufficient funds to make sure that the necessary number of staff computers are less than five years old on July 1 of any given year during the duration of this three-year plan.
Managing the transactions and records involved in circulating library materials requires specialized software, generally called an Integrated Library System (ILS). Such systems keep track of patron information, the current status of all library materials, any fees owed to the Library, and patron reservations on library materials.
Resources Needed:
Software to manage all circulation records ("ILS"). The Library currently uses the Koha open source ILS.
Action:
Continue to expand and improve the open source software tools used for managing circulation records.
Staff cannot do a good job if they do not have good supplies. While the Library's budget may be tight during some years, the current practice of shopping for bargains and making prudent purchases is the most that should be done to contain supply costs -- staff should never be expected to provide their own supplies.
Resources Needed:
As requested by staff, subject to approval of the Director or Deputy Director
Action:
Maintain current purchasing habits.
The Library should plan to maintain at least one vehicle for deliveries between branches. If this vehicle is not available to delivery staff for some reason, then the Library will pay the staff the current IRS reimbursement rate for mileage on their personal vehicle. The Library is also responsible for maintaining the Library's vehicle(s) in good mechanical condition.
Resources Needed:
At least one vehicle in good mechanical condition.
Action:
Maintain one vehicle in good mechanical condition and budget for replacement as necessary.
Resources needed are staff, computers, and processing supplies.
This service currently involves the Deputy Director in selecting titles and building order lists (about 15 hours per week), the Childrens Services Supervisor in selecting titles and building order lists (about 3 hours per week), the Director in editing order lists, editing suggestion lists, replacing lost copies, and placing orders (about 3 hours per week), several other staff who occasionally contribute to order lists (ideally spending fewer than 4 total staff hours per week), staff to receive items and prepare them for circulation (about 50 staff hours per week), and one volunteer preparing order lists (about 1 hour per week).
Note that some time could be saved by using standing order lists for popular authors, by implementing more efficient (automated) suggestion lists, and by purchasing books partially prepared for circulation. These measures could save as much as half of the total 75 staff hours devoted to this service per week, but would of course cost money.
Resources needed:
Several staff, working part-time, who are qualified to select materials for the Library
Several staff working part-time to prepare materials for library use
Total staff hours needed: 75 per week
Desired staff attributes (selectors): These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Knowledge of materials available
Knowledge of the types of materials desired by patrons
Ability to use a computer for building orders, checking current holdings, etc.
Refer also to the "Selection" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Desired staff attributes (preparers): These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Ability to work neatly and dexterously
Ability to use a computer checking reserves, orders, etc.
Refer also to the relevant "Materials Processing" portions of the "Technical Services" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Action:
Maintain sufficient staff to purchase library materials
Maintain sufficient staff to prepare materials for library use
Investigate the feasibility of increasing the Library's use of standing orders for popular materials
Building order lists, managing suggestions, placing orders and receiving materials all involve use of computers. None of these computers, however, is dedicated solely to any of these tasks. All staff involved in this service use computers that are also used for several other purposes as well.
Resources Needed:
Computers available for (but not dedicated to) building order lists, managing suggestions, placing orders and receiving materials.
Action:
As with the circulation computers, the Library will budget sufficient funds to make sure that computers that are less than five years old on July 1 of any given year are available for purchasing library materials during the duration of this three-year plan.
Supplies needed for preparing items for circulation include book covers, book tape, audio-visual cases of various configurations, barcodes, and spine labels.
Resources Needed:
As requested by staff, subject to approval of the Director or Deputy Director
Action:
Investigate what savings might be achieved by purchasing items partially prepared for circulation; otherwise maintain current purchasing habits.
Resources needed are skilled staff, computers, telecommunications equipment, and specialized software.
This service requires people with special skills.
The staff that creates the catalog records must be familiar with the use of MARC 21 formats for bibliographic records, which is a specialized skill requiring specialized computer software. The time needed to create these records will vary according to the amount of material that has been purchased, but currently requires about 80 staff hours per week.
The computer systems administrator must maintain the computer network and software that runs the cataloging software, loads the catalog records into a specialized database, and distributes the data to computers inside and outside the Library buildings using Internet web protocols. This task requires about 35 hours per week.
The webmaster is responsible for creating the web pages that will display the catalog information to the catalog user. In this Library, that task is more involved than in other libraries since we use open source catalog software, which enables the webmaster to make extensive changes in the catalog web pages. This task requires about 5 hours per week.
Resources needed:
Two to three trained catalogers, working wherever is most efficient within the Library infrastructure (currently at Nelsonville Library)
One skilled computer systems administrator with knowledge of computer networking software and all issues attendant on computer networking (such as security issues)
One skilled webmaster working a few hours each week on developing and maintaining a Library website that displays the library catalog effectively
Total staff hours needed: 120 per week
Desired staff attributes (catalogers): These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Knowledge of MARC format and MARC cataloging tools
Ability to classify materials accurately and logically
Refer also to the relevant "Cataloging" portions of the "Technical Services" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Desired staff attributes (systems administrator): These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Extensive knowledge of computer network management
Skills needed to maintain computer servers
Desired staff attributes (webmaster): These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Extensive knowledge of HTML document encoding
Basic knowledge of computer programming and web servers, in order to interact efficiently with the systems administrator
Much of this activity could be "out-sourced" and done by outside contractors. Basic MARC records are often available for a nominal fee from vendors when items are purchased. Systems administration and webmaster duties could also be performed by businesses contracted to perform these tasks for the Library.
Action:
Investigate what savings the Library might realize by out-sourcing some or all of these tasks.
The current computers used for Online Public Access Catalogs (OPACs) are for the most part very old and are beginning to break down. Each library should have at least one OPAC computer that is less than five years old and has sufficient hardware capabilities to allow patrons to access the Library catalog quickly. Note that this computer does not necessarily need to be dedicated to OPAC use only; it could be used for Internet access also, so long as provisions are made to enable immediate access whenever it is needed as an OPAC.
Resources Needed:
Two computers devoted to OPAC duties in Athens
One computer available for OPAC duties in all other branches
Total for the system: Eight (8) computers available for OPAC duties
Action:
The Library will budget sufficient funds to make sure that the necessary number of OPAC computers are less than five years old on July 1 of any given year during the duration of this three-year plan.
In order to deliver the catalog to computers inside and outside the library buildings, some Internet connection equipment is required. This is the equipment maintained and managed by the systems administrator.
Resources Needed:
A database server
A web server
A router in each library building
Ethernet switching equipment in larger buildings
Action:
The Library will budget sufficient funds to make sure that the necessary telecommunications equipment, as advised by the systems administrator, is less than five years old on July 1 of any given year during the duration of this three-year plan. The lifespan of the switching equipment may be extended beyond 5 years.
Creating, maintaining, and delivering an accessible catalog requires some specialized software
Resources Needed:
Software to gather, create, and modify MARC records ("cataloging utilities"). The Library currently uses two inexpensive commercial programs, but is in the process of working with an Ohio University computer software class to develop an open source utility that would replace these commercial programs.
Software to deliver the catalog ("OPAC software"). The Library currently uses several open source programs to accomplish this, all of them united under the Koha application.
Action:
Continue to expand and improve the open source software tools used for maintaining an accessible catalog.
Resources needed are staff, computers, photocopiers, telecommunications equipment, and office supplies.
This service currently involves nearly all staff, in one capacity or another. Basically, the service consists of answering questions appropriately. Those questions, however, may be simple or complex, may come by telephone, e-mail or in person, or may involve information delivered electronically without directly involving any staff at all. This service often takes the form of assisting students with homework assignments.
Resources needed:
Staff who are skilled in the use of all Library information resources
Staff who are skilled in verbal communication
Staff who are able to communicate effectively through e-mail
Total staff hours needed: 44 per week system-wide, subdivided as follows:
12 hours per week in Athens
10 hours per week in Nelsonville
7 hours per week in The Plains
6 hours per week in Glouster
4 hours per week in Coolville
3 hours per week in Albany
1 hour per week in Chauncey
1 hour per week on the Bookmobile
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Ability to effectively use printed reference materials
Ability to effectively use electronic databases
Ability to communicate effectively
Good interpersonal skills
Refer also to the relevant "Adult Services Librarian" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Action:
Care should be taken that all staff (except service workers) are well-trained in current information resources and effective communication skills.
Since digital information resources are often more current and plentiful than print resources, computers should be available to staff for the purpose of finding answers to patron questions
Resources Needed:
Generally, there should be at least one computer available for reference work for every three staff currently working in a branch, and each of these computers should not be dedicated to circulation tasks or public use.
Action:
The Library will budget sufficient funds to make sure that the necessary number of reference computers are less than five years old on July 1 of any given year during the duration of this three-year plan.
When print resources are used to answer patron questions, it is quite often desirable to make photocopies of the appropriate material; in the case of materials cataloged as "Reference" works, this is the only way the patron can take the information from the library building.
Resources Needed:
At least one functioning photocopier per building, preferably two in Athens and Nelsonville.
The photocopiers needed for library purposes are ideally very simple, dedicated photocopy machines. This goes against the industry trend toward complex "multi-function" devices aimed toward the small-business market.
Action:
The Library will budget sufficient funds to make sure that the necessary number of photocopiers are available and functioning in every building.
There are two types of telecommunications equipment needed: voice telephones; and Internet connection equipment. The Internet connection equipment needed is the same as the equipment needed to maintain an accessible library catalog.
Resources Needed:
A telephone network in Athens and Nelsonville. The Library might use a computer-based open source system such as Asterisk for these networks.
Standard voice telephones in all other buildings
Internet connection equipment as listed in section 4.3.3
Action:
Existing telephone equipment is now very old, and recent advances in telephony have introduced features which would be very useful to the Library. The Library should investigate replacing the old library telephone networks in Athens and Nelsonville at least.
Staff cannot do a good job if they do not have good supplies. While the Library's budget may be tight during some years, the current practice of shopping for bargains and making prudent purchases is the most that should be done to contain supply costs -- staff should never be expected to provide their own supplies.
Resources Needed:
As requested by staff, subject to approval of the Director or Deputy Director
Action:
Maintain current purchasing habits.
Resources needed are trained staff, programming supplies and occasional professional performers.
Not everybody can be a good children's librarian. It takes someone with the right personality, who then receives the right training. Some of the Library's children's staff have Masters of Library Science degrees with a speciality in children's services and children's literature. Others on the staff have been trained by the Children's Services Supervisor. Children's librarians meet regularly to discuss issues and share ideas and training.
Resources needed:
Staff with an aptitude for working with children
Staff who are trained in children's programming
Total staff hours needed: 32 per week system-wide, divided as follows:
8 hours per week in Athens
5 hours per week in Nelsonville
9 hours per week in The Plains
4 hours per week in Coolville
3 hours per week in Albany
2 hours per week in Glouster
1 hour per week on the Bookmobile
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Ability to interact well with children and caregivers
Ability to design creative and interesting children's programs
Ability to assist children and caregivers in selecting appropriate reading and reference materials
Refer also to the relevant "Children's & Youth Services" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Action:
Development of children's staff should continue and be supported. Of all the Library staff, children's librarians derive the most benefit from workshops and seminars outside the Library, and the Library should try to send each children's librarian to at least two high-quality workshops each year.
Children's programming requires a special set of supplies, from relatively expensive items, like children's furniture and puppets, to the relatively inexpensive, like colored paper.
Resources Needed:
Children's books
Children's furniture
Puppets
Craft supplies
Other supplies as requested by children's librarians
Action:
The Library should work with children's librarians to make wise purchases of programming supplies, especially in regards to supplies for the summer reading program (Book Camp)
During the summer reading program, children's librarians need some assistance with especially intense children's programming; on these occasions it is desirable to hire professional children's performers. Children's librarians should recommend these performers, working within the budget established by the Library administration.
Resources Needed:
Professional performers as requested by children's librarians
Promotional supplies for such programs
Action:
The Library should work with children's librarians to select and contract with professional performers for the summer reading program (Book Camp), always being mindful of the budget for such performers.
Resources needed are staff, meeting room furnishings, and presentation equipment.
Staff involvement with this service is limited to taking reservations for the meeting rooms and moving furniture to accommodate the needs of meeting room users. Taking reservations is usually done as part of normal circulation desk duties, so the only significant additional impact on staffing is moving furniture.
Resources needed:
At least one person per meeting room who is able to move and lift meeting room tables (generally less than 50 pounds) and chairs
Total staff hours needed: probably less than 15 hours per week, system-wide
Action:
No changes needed
Meeting room tables and chairs get a lot of use and abuse and need to be replaced from time to time. Bargain prices are available on these items, but generally such bargain furniture is not sturdy enough to last very long in a library environment
Resources Needed:
Sufficient tables and chairs to accommodate the rated number of meeting room occupants in each building
Action:
The Library should plan to replace almost all of its aging meeting room furnishings during the course of the next three years.
The Library provides some basic presentation equipment to meeting room users, particularly projection screens and overhead projectors. Not every branch owns such equipment, but we have found that sharing the equipment we have between branches works well. Some more specialized equipment may be available, such as podiums, LCD projector panels, and slide projectors, but the Library has not felt compelled to insure that such equipment will always be available to groups. Groups needing more than basic equipment are encouraged to bring their own.
Resources Needed:
3 projection screens (system-wide)
2 overhead projectors (system-wide)
Action:
Maintain the needed basic equipment in good working order.
Resources needed are staff, computers, and office supplies.
While public access computers might seem like they should take little staff time, in fact they require considerable staff involvement. Signing people up to use a computer is not difficult, but enforcing policies on who may use computers and for how long can be stressful. In addition, many computer users turn to library staff for assistance with the computers, which can place great demands on staff time and skills. Library staff are also often called upon to make basic computer repairs.
Resources needed:
Circulation desk staff time sufficient to enforce policies, assist users, and make basic repairs
Total staff hours needed: 75 per week, system-wide. This is calculated by estimating that each computer user requires an average of about 3 minutes of staff time (some more, some less), so approximate staff time required in each branch would be:
Nelsonville: 23 hours per week
Athens: 16 hours per week
The Plains: 12 hours per week
Glouster: 6 hours per week
Coolville: 4.5 hours per week
Albany: 4.5 hours per week
Chauncey: 3 hours per week
To this number is added an estimate of staff time spent on computers repairs.
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Must be familiar with Library policies governing public computer use
Must have basic knowledge of computer hardware
Refer also to the relevant "Core Technology Competencies for all Staff" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Action:
Good staff training is vital to the Library's ability to perform this service. A variety of training methods should be explored that allow staff to increase skills while on the job.
The Library current provides almost 50 public use computers throughout the system. While this number is adequate in most libraries, the Chauncey branch could use fewer computers (two instead of four), and the Athens branch could use four more computers, if space allows. All of the current computers are at least five years old and should be replaced.
Resources Needed:
Generally, there should be at least one public computer available for every 100 computer users each month in each branch
Action:
The Library will budget sufficient funds to make sure that the necessary number of public use computers are less than five years old on July 1 of any given year during the duration of this three-year plan.
The basic office supplies needed for the circulation desk should suffice for this service.
Resources needed are staff, vehicles, motor fuel and maintenance.
This service currently involves a limited group of staff on a regular basis, and several more staff on a irregular basis. The regular staff include the Bookmobile driver, the "jail visits" librarian, and the home visits librarian. The irregular staff include those delivering kits to Head Starts, one librarian managing the Talking Books program, and branch staff visiting a few local homebound patrons.
Resources needed:
Bookmobile driver with valid driver license (no CDL required)
Other librarians with valid driver licenses
Total staff hours needed: 49 per week. This breaks down as follows:
Bookmobile: 21 hours per week
Jail visits: 12 hours per week
Home visits: 14 hours per week
Talking Books: 2 hours per week
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
"Clean" driving record
Thorough knowledge of the Library's collections and policies
Ability to lift 10 lbs. continuously, 20 lbs. frequently, above 20 lbs. periodically
Ability to provide "readers advisory" services to outreach patrons
Refer also to the relevant "Outreach Librarian" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Action:
This is a service area which could be cut back, if necessary. For example, jails have their own libraries by law and technically do not need our service, though in reality jail libraries are very poorly managed. If staff time is short, the Library should look closely at those services in this area which could be handled by other agencies.
Outreach librarians should be carefully selected, since they must enforce all Library policies and procedures without recourse to assistance from other staff or a computer; they must be able to function as "one-person" libraries unconnected to the other libraries.
Bookmobile service requires a Bookmobile, of course; other visits require the use of a passenger vehicle, either staff-owned or library-owned. The Library currently owns one van that is used for home visits.
Resources Needed:
Bookmobile in good mechanical condition
Other vehicles, either Library-owned or staff-owned
Action:
The Bookmobile is old, but only in need of routine maintenance; because it has a diesel engine, our mechanic expects it to be dependable for several more years.
The Library van should last for another year or two. When the van is not available, the Library currently reimburses the home visits librarian for mileage (at the IRS rate); the Library may want to investigate the finances of doing this on a regular basis if the van becomes undependable.
This area includes reimbursements to staff for mileage on their own vehicles when used for Library services, as well as gasoline, diesel fuel, and maintenance.
Resources Needed:
Sufficient funds to purchase motor fuel, maintenance, and mileage reimbursements
Action:
The Library should continue to closely monitor fuel costs and the IRS mileage rate and adjust the budget accordingly.
Resources needed are staff, outside presenters, and office supplies. Informational programs are currently presented in every branch except Chauncey, where there is no meeting room, and occasionally in other locations outside the library buildings.
Staff activity related to this service usually involves finding outside presenters and arranging programs. In rare cases, staff may actually present a program themselves.
Resources needed:
Staff who are aware of topics of interest to the community, and presenters who can address those topics
Total staff hours needed: 18 per week, system-wide
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Community involvement
Knowledge of possible program topics and presenters
Refer also to the relevant "Customer Service" portion of the "Adult Services Librarian" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Action:
Continue to encourage staff to be alert for possible program topics and presenters.
Informational programs require presenters who are knowledgeable in the subject of the program and are also good public speakers. The Library currently budgets $35 per month per library for honorariums for such presenters, except for Chauncey (inadequate space for programs) and Athens (funded by the Friends of the Athens Public Library).
Resources Needed:
Interesting presenters from the community
Funds for honorariums for the presenters
Action:
The Library should continue to select and make arrangements with outside presenters for informational programs, always being mindful of the budget for such presenters.
Minimal supplies are needed, mostly for promotional activities
Resources Needed:
Poster materials and printers for producing promotional posters
Action:
Continue to buy poster materials, and maintain one functional color printer in each branch.
Resources needed are staff and specialized research materials.
The Library receives many requests for genealogy research assistance, by mail, in person, and by e-mail. These requests are all currently forwarded to one librarian at the Nelsonville Library building, who also oversees the Local History room at that location.
Resources needed:
One librarian skilled in genealogy research
Total staff hours needed: 18 per week
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Strong interpersonal communication skills, including e-mail skills
Extensive knowledge of genealogy research materials
Refer also to the relevant "Reference" portion of the "Adult Services Librarian" section of the Ohio Public Library Core Competencies, http://www.olc.org/pdf/core.pdf
Action:
Continue to maintain sufficient staff to provide this popular service; however, the Library should also investigate the possibility of charging fees for this specialized service.
In addition to specialized books, the Library also offers specialized electronic databases for the use of genealogy researchers. These materials are often recommended by the librarian providing genealogy assistance.
Resources Needed:
Specialized books, often published by local historical societies
Materials related to local history, including photographs and maps
Electronic databases of genealogy materials
Action:
All of these materials are difficult to find and obtain, and electronic databases in particular can be very expensive. If budget restraints become a problem, the Library should investigate the possibility of charging fees for this specialized service, or perhaps pursue local grants and/or donations.
Resources needed are staff, photocopiers, and fax machines.
Staff involvement varies from branch to branch. The Library has one coin-operated copy machine In Athens, for example, and in general most copying in Athens is done without staff assistance. In some other branches, staff make almost all copies for the public. Fax service always involves the staff, since fax machines are not located in public areas.
Resources needed:
Sufficient staff at the circulation desk to offer assistance
Total staff hours needed: probably 10 per week, system-wide
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Ability to use copiers and fax machines
Ability to perform minor maintenance on copiers and fax machines
Action:
Staff should be encouraged to provide copier assistance if, and only if, the patron specifically requests help, since copier assistance removes them from more essential library services.
The Library seeks to provide photocopiers that are basic and easy to operate, but still sturdy enough to withstand high use volume. Such photocopiers are increasingly difficult to find in today's market. (See the additional remarks in section 4.4.3.)
Resources Needed:
At least one photocopier per building; two in Athens, Nelsonville and The Plains
Copy paper, toner, and other copy supplies as needed
Action:
The Library should maintain good photocopiers, but should be slow to replace old copiers; newer photocopiers often have less desirable features and characteristics than those manufactured in the past.
The Library needs fax machines to conduct Library business; these machines are also available to the public, through the Library staff.
Resources Needed:
One fax machine per building
Paper, toner, and other fax supplies as needed
Action:
Fax machines are becoming very inexpensive to purchase, and it is often in the Library's best interest to replace machines rather than repair them. Care should be taken, however, to insure than ongoing operating costs (particularly toner costs) are not excessive when purchasing an inexpensive machine.
Resources needed are skilled staff, a web page, and office supplies.
There are currently three staff who are who are heavily involved in this service: one to prepare and send information to media outlets; one to prepare brochures, posters, and other graphics; and one to maintain the Library's web page. Note that all staff who are in contact with the public also perform this service on an informal basis.
Resources needed:
Staff skilled in preparing materials for media outlets and working with those outlets to insure distribution of Library information
Staff skilled in preparing effective graphical presentations of Library information
Staff skilled in preparing effective Internet presentations of Library information
Total staff hours needed: about 50 per week, system-wide
Desired staff attributes: These attributes, among others, are generally desired, but consideration would also be given to other characteristics of an individual.
Excellent communication skills of all types (verbal, visual, written)
Specialized