1. IS554: Public Library Management & Services Spring 2006 Bharat Mehra School of Information Sciences PL Management & Services: Library products; Collection Development 14 February, 2006

2. Agenda for the Day Library Management (from last class) Student Presentations Last to last time covered: Library Governance, Library Identity Last time covered: Marketplace Dynamics/Advertising, Personnel Management, Finances, Policy Development Today Community Characteristics: Ligen Carey Collection Development: Rebecca Brock and Anna Joujan Recapitulation Reminder: Feasibility American Case-Study Assignment (DUE 2/21)

3. Collection Development & Access: The implications of Cross- Cultural considerations in the age of Digitization prepared by Rebecca Brock & Anna Joujan for IS 554 with Dr. Bharat Mehra

4. Topic Definition: What is “Collection Development” anyway...? an ongoing process “planning and building” “useful and balanced” collection based on assessment of needs [and wants?] a full-time responsibility!

5. Context SPACE: more complicated of an issue than it seems at first glance! NEED: the librarian’s role in determining community needs [not just wants!] BUDGET: the crucial nature of managing a [shrinking?] budget

6. Description The evolution of “collection development” over the years Selection policies [instead of committees] Vital role of a vibrant, relevant, and up-to- date library collection, in an age of competing entertainment

7. Project Scope Deciding on the best development methods Choosing suitable materials for one’s unique needs Other relevant elements [policies? controversies? guidelines?]

8. Project Goals Addressing specific collection needs of a small library [personnel? time? budget limitations?] Considering unique aspects of a cross- cultural collection [publicity? demand? knowledge? translation?] The ever-present, and evolving, nature of digitization, as it concerns the library’s collection

9. Project Justification Is collection development outdated? No-- more variety, and need for consideration than ever! Do we really still have more to consider? Yes—collection development must be reconsidered, redefined, and refined!

10. Useful Links http://www.dlapr.lib.az.us/cdt/intro.htm This website for Arizona libraries has some wonderful information regarding collection development and writing policies. http://www.loc.gov/acq/colldev/handbook.html -- Library of Congress: Collection Development and the Internet NOTE: this is an excellent handbook that will help any library get started with collection development online http://www.loc.gov/acq/colldev/handbook.htmlNOTE: this is an excellent handbook that will help any library get started with collection development online http://www.library.vanderbilt.edu/law/acqs/acqs.html This is the largest of the collection development websites and probably the most useful for our purposes. There is a large list of links to publishers and vendors, and to libraries, including GABRIEL (European national libraries). The publishers directory has broad subject access (art, education). http://www.arl.org/collect/ This and the ARL Gopher (linked) are among the best collection development sites. There are links to ARL libraries, a directory to AAU/ARL Demonstration Projects (the German Demonstration Project, for example, tests linking between North American and German libraries), and to recent publications (e.g., "Acquisitions of Western European Materials," "Western European Political Science: An Acquisition Study"). http://www.itcompany.com/inforetriever/acqsercd.htm Created by Vianne Tang Sha, Automation and Bibliographic Management Librarian, University of Missouri-Columbia, School of Law Library, this site includes a section with links to online collection development policies and procedures from a number of libraries, as well as sections on software; library journals related to acquisitions and serials; serial vendors; email lists and newsgroups; review sources for books, cd-roms, software, movies and videos; publishers catalogs; lists of foreign book and serial vendors; and under "Reference Tools," links to sites offering currency converters, shipping and postal information, and online glossaries of bibliographic information by language.

11. Establishing Specific Policies for: Materials selection (collection development) Purpose and scope of the collection (adult and children): Who are the audience? Their needs? Will determine content and formats. Types of materials to be purchased: including formats (focus on genre) Staff responsibility for selection: use of professional selection tools Basis and method of withdrawing and disposing of materials Acceptance of gift materials Affirmation of intellectual freedom Referral for handling citizen complaints about materials

12. Materials Selection Related to collection acquisition and management; intellectual freedom; reflection of diverse viewpoints 1. How much weight should be given to public demand? 2. Should the library aim for a well-rounded collection? 3. How much depth should there be in subject collections? 4. What balance should there be between fiction and nonfiction? Between print and audiovisual media? Question: How do you all make such decisions?

13. Materials Selection 5. How many materials for different customer groups? 6. What is the library’s stand on controvesial materials? 7. How should gift materials be handled? 8. How should libraries dispose of unneeded materials?

14. From Objectives to Customer Services through Marketing Customer service is the final intent and result of all the library’s products All functions in PLs relate to identifying and meeting community needs: Budget Materials selection Cataloging and classification Building strategic action plan

15. Issues However if the public does not know what the PL has or how it can be useful to them, then there is a big problem!!! How can the PUBLIC not know??? Hence, marketing and advertising of the library’s “products”: By the way, what are the library’s products? Any novel ways that the library can market its “products”?

16. Library’s “Products” Some charging “products”: fees for duplicate rental collections, audiovisual equipment, extended online searches What kinds of “products” does your library charge for? Usually library provides service oriented facilities that are supported by finite resources allocated annually

17. Marketing for Nonprofit Organizations (Kotler, 1982) 3 definitions of products Product mix—the set of all product lines and items that a particular organization makes available to its consumers Product line—group of products within a product mix that are closely related, either because they function in a similar manner, are made available to the same customers, or are marketed through the same types of outlets Product item—a distinct unit within a product line that is distinguishable by size, appearance, price, or another attribute

18. Product Lines Collection Services Programs Gift shop Internet café What kinds of product items can be made available in each product line? How does the librarian have control over the length, width, and depth of the marketing mix?

19. Questions? How are library’s products determined? What decisions need to be made to determine the most appropriate products?

20. Price: Determining the Cost of Products Price: defined as the cost to produce a product Cost factors are calculated, profit margin is added, and a price for the goods/services is set determined based on calculations For PLs, inverse process is applied PLs: Line-item budget

21. Setting Priorities Priorities are determined by: Need exists for library to meet Library can meet the need directly Resources are at hand to use Marketing audit helps with the spadework (identification of target audience) Prioritizing to meet needs

22. Example A. Target Market: Older adults Submarkets Submarket 1: Mobile older adults Characteristics appropriate to this group Wish for comfort Convenient hours Sociability Slower pace of interaction Friendly atmosphere What kinds of items will meet their needs?

23. Example A. Target Market: Older adults Submarket 2: Nonmobile older adults Institutionalized people Visit to these customers regularly Deposits of materials at off-site locations Product Design Place/Distribution Promotion/Communication Evaluation

24. Example A. Target Market: Small Businesses Product Design Place/Distribution Promotion/Communication Evaluation

25. Product Design Guidelines Do not attempt too ambitious a program Do not attempt to implement all top priority objectives Plan ahead As product succeeds, move on Give a product ample time to catch on Adequate trial period: drop it!

26. Levels of Service Level 1: Minimum Level 2: Moderate Level 3: Higher with more outreach Level 4: Even higher, greater community affairs involvement Level 5: highest, advocacy Level 5+: expanded

27. Additional Activities Helping customers find specific materials Teaching customers to use catalog Advising customers on current selections Looking up factual information Assisting in long-range, planned basis Preparing lists of selected materials Engaging in complex searches Preparing individual learning courses

28. Public Relations as a Service Function With the public With the public officials Emphasis in budget presentations Offer invitations Offer and give library services Emphasize the informational and educational aspects of library use Staff attitudes towards service

29. Operations in Support of Library Products Collections, services, programs Collection support activities Selecting materials Placing orders for those items Receiving ordered materials Cataloging and classification Preparing materials for circulation Weeding the collection Taking inventory Developing evaluation

30. Services Support Activities Developing circulation policies and procedures Training staff in automated use Developing interlibrary loan Recruiting volunteers Training staff in reference interviews Training staff in online searches

31. Programs Support Selecting materials for use in story hour Purchasing craft supplies Selecting films and videos Training staff in audiovisual equipment operations Training literacy tutor volunteers

32. Collection Development Selection aids Current sources for in print materials Publisher/producer catalogs, flyers, announcements Current reviews national bibliographies Online databases Recommended lists Subject bibliographies New books, periodicals, government publications, recordings, visual media, computer software, pamphlets

33. Collection Development Weeding Replacement Evaluation criteria Developing the collection Acquisition Ordering, receiving, and paying procedures Preparing materials for use Cataloging and classification Processing centers and commercial services

34. Factors for Selection of Outside Service Cost Quality of service Coverage Speed Collection Control Binding, mending, withdrawing, and replacing Inventory Efficiency procedures Circulation Streamlining

35. Other Areas for Policy Development? Hours of service Fines and fees Special services Personnel Policies Employment practices Personnel actions Salary administration Work conditions Grievance procedures

36. Finances Effective fiscal management and accountability to funding agencies Responsibility of both library director and board Problems in being associated with specific semi- philanthropic agency Library support is via public monies derived through taxes  subject to legal and administrative requirements Can you provide examples of what form these binding requirements may be?

37. Laws govern: Source of library’s primary income Manner in which budget is developed, presented, justified Purchasing procedures Internal accounting and accountability Contracts, fee for services, donations

38. Finances Charging services for selected services: levels of service What issues arise in the context of library role in a more interdependent, global society?

39. Sources of Local Income Appropriation from the General Fund Government’s general fund Libraries prepare annual budget and present to local budget officer Library competes with other local units Library must justify its requests to receive allocation Library appropriated by elected officials, hence goodwill of voters in an important political tool

40. Sources of Local Income Library Tax: legislation making it legal for jurisdiction to levy a tax for operation of library Usually tax on real estate, based on tax-payer- voted levels of millage (1.5 or 4 mills—on assessed valuation of taxable property within taxing unit) Referendum

41. Sources of Local Income Earmarked Tax Funds: Different kind of situation No logical connection between tax structure and library service Amount of income to be received from this source is fixed Earmarked libraries do not need to compete for funds from other sources No dependence on real estate tax State and Federal Aid

42. Supplementary Funding Gifts and donations Fund-raising activities Bequests and endowments Corporations and foundations

43. Budget Preparation Short-range or operational plan Long-range budget Budget formats (line-item) Program budgets (products to be provided) Direct (for specific activity) and indirect costs (overheads: indirect support services and operating expenses) Budget hearing Entrepreneurial approach (three budgets): positive, negative, and little change Purchasing (specific rules, bidding) and accountability

44. Personnel Administration Personnel policies Job descriptions Regular salary scales Provision of probationary appointments Working conditions statement Regular work week Work breaks Benefits Appeals Opportunities for professional development Performance review

45. Personnel Functions Hiring and interviewing Evaluation of staff Probation period of new hires Annual performance review Disciplinary action Organization of work Levels of staff Compensation Working conditions

46. Marketing and Advocacy Why market? What are you marketing? Sales and marketing: Constant pressures Advocacy: Justification for the library “Its all free on the web” Publicity: Promotional materials Becoming indispensable

47. Library Valuation: Article 1 Contingent valuation (CV) implies that respondents are stating how they value a change in the provision of a nonmarket good in the form of willingness to pay for an improvement or minimum compensation in order to accept a change to the worse

48. Library Valuation: Article 1 Study in PLs in Norway show how library users (and non-users) value their PLs Estimate range of the population’s valuation shows that, on the average, Norwegian households value the benefits from PLs clearly higher than the costs of producing such library services Will this study produce similar results in the US? How do you elicit library valuation from the community?

49. Library Valuation: Article 1 Methodology Willingness to pay Multiple bounded discrete choice Willingness to accept Dissonance minimizing format Will this study produce similar results in the US? How do you elicit library valuation from the community?

50. Library Valuation: Article 2 Survey on leadership and leaders in Danish libraries 411 Danish library leaders, representing 265 libraries: questionnaire with 200 questions and statements on perceptions and attitudes: 73% response rate Preferences towards different leadership styles New Public Management: towards softer management styles based on ethical values

51. Library Valuation: Article 2 NPM Customer and market orientation Competition and user-choice Outsourcing and privatization Contract administration and performance review Focus on management processes

52. Library Valuation: Article 2 Alternatives to NPM “Rule of law,” democracy and citizenship have been endangered by market-driven social resource allocation: Let legal rights and equality be taken care by traditional state and bureaucracy Return to “good old days” of the library pioneers when professional values of librarianship were held dear “Softer” management philosophies Danish library leaders favor soft leadership styles What do you think should apply in the United States?

53. Library Valuation: Article 2 (Findings) Danish library leaders favor soft leadership styles Library leaders with the highest job satisfaction are the leaders who mostly emphasize the humanistic aspects of leadership NPM and value-based PL management are not necessarily mutually exclusive