HomeMy WebLinkAboutAgenda Item - 2001-06-04 June 4,2001
LIBRARY ADVISORY BOARD'S RECOMMENDATIONS
FOR SHARED-USE LIBRARY FACILITY
I. INTRODUCTION
We have come prepared to present issues and recommendations in regards to a
city-school district shared library facility. Because of the time the Board devoted to this
subject we will be addressing our yearly work plan at this month's Board meeting to
present to you at a later date.
We want to continue maintaining the high quality of library service to the public.
We believe this is your goal as well.
Our recommendations are based on our evaluation of seven joint facilities with
high school libraries, which were researched by the staff. Also,the American Library
Association and the Oregon Library Association have recommended issues to be resolved
for a successful implementation of a joint facility. Furthermore, Board members have
done additional research.
We have identified several points that need to be considered: 1) accessibility, 2)
database, 3)budget, 4) administration, 5) collection development and 6)
security/maintenance.
We will be making a recommendation on a shared-use facility.
II. POINTS TO CONSIDER
A. Accessibility
Accessibility is an essential component to good library service.
1. The Oregon Library Association's Standards for Public Libraries states,
"Accessibility is an essential component of good library service." Libraries shall be
responsive to community needs.
2. The mission statement of the City's Library Advisory Board reads, "To
uphold the right of all citizens to full access to information by providing open access to
library resources and services in accordance with the Library Bill of Rights."
a. In order for the library to be responsive to the community needs,
the public should have free and direct access to the library including:
-Unfiltered interne access for public.
-Pick-up and drop-off of books on hold.
-Audio-visual materials.
-Computer access.
-Checkout of any books in the collection.
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June 4,2001
-Access to reference collection.
b. Hours should cover both school and public requirements;
approximately 8:00 AM to 9:00 PM.
c. Entrance to the library should be prominently visible from the
street. Signage is necessary.
d. Parking should be close to the library entrance; within 200-500
feet. Adequate spaces should be dedicated for library only use.
B. Databases
1. The High School and LINCC (Library Information Network of
Clackamas County) databases need to be integrated in order to maximize funding
from the County. County funds, in part, flow to the City based on volumes
circulated.
a. If City does not abide by its agreement with LINCC,the city
will not receive reimbursement for items circulated from the joint facility.
b. Integrated databases increase efficiency of both staff, student
and the public in accessing, obtaining and processing materials.
C. Budget
Funding level of the City Library should not be decreased in order to offset
increased costs associated with a shared-use facility: decreased funding to City Library
would negatively impact the current service level.
There would be start-up and ongoing costs associated with a shared use facility.
Though our list is not inclusive at this time, estimates are based on current
practices and knowledge about what is needed to outfit the joint library to meet
both the City and School needs. The allocation of costs between the two parties is
unknown.
1. Collection. Start-up collection of both books and audio-visual would
cost roughly lmillion dollars.
2. Capital Cost. Known capital costs likely to be the City's responsibility
are unknown but likely to be greater than a half a million dollars. (van, signage,
shelving, etc.)
3. Start-up costs. Known start up costs roughly$70,000. (pre-conversion
weeding, book drop, computer equipment, computer and equipment service
contracts, T-1 line, etc.)
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June 4,2001
a. Project manager to oversee development of the venture is not
included in this cost, however,this would likely add $70,000 to start-up
costs.
b. Additional costs will be incurred for staff time of current
employees because they will need to consult with project
manager/director.
4. Optional start-up costs could be as high as $450,000. (theft detection
system, staff work station, microfiche reader, fax, scanner, backfile to the
Oregonian, LCD projector, in counter book-check, self-check, conversion of
20,000 item database)
5. Ongoing Costs—these have an indefinite timeframe and will change
over time.
Staffing would cost approximately $350,000 a year. (Library Director, 2
librarian II,technical support, 2 library clerks, shelver.)
BUDGET SUMMARY:
Though all costs are unknown, known costs to the City for start-up would be over
$2 million dollars. Ongoing staffing costs, alone would be $350,000 per annum. The
City would also incur additional ongoing costs.
D. Administration
1. The City and Board need to develop a written intergovernmental
agreement.
2. Shared-use facility needs to be administered by the City.
3. The shared use facility should meet LINCC intergovernmental
requirements for a branch library- for reasons addressed earlier
(-The City's intergovernmental agreement with LINCC requires
the joint facility to be a branch in order to receive funds.)
E. Collection Development
The existing collection from the City Library must remain in the City Library. It
is not advisable to separate the collection: the Library works as a whole. Money needed
for future acquisitions for the City Library must not be reduced to pay for materials at a
shared-use facility.
F. Maintenance, Janitorial, Security services and utilities
Should be provided by the School District
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June 4,2001
III. Recommendation:
Specific findings are as follows:
• Minimal distance, (High School is, 1.8 miles from the City Library),
this provides neither geographical benefit to patrons nor the necessity
of a branch.
• The literature clearly states the reason for a shared-use facility should
not be to save money but rather to improve service. A shared-use
facility in Lake Oswego will increase general library costs to city.
This could only be offset by a reduction in service given the state of
the City's budget.
• According to library staff, the issue with space in the City Library, at
this time, is not one of shelf space for the collection, it is one of
adequate work space for employees and adequate space for library
programs. It would be possible to add shelf space by reconfiguring the
shelving in the existing library. There is, however, no way to increase
work space, and room for programming.
• Both the 1988 Report of the Library Growth Task Force (Lake
Oswego Public Library: On To the New Century p. 53) and the
December, 1995 professional library consultant's report (pages 26-
28) state that the City should not pursue a shared-use facility. The
professional consultant's report also stated the City should not pursue
a branch—the economies of scale do not exist for this community.
• No clear mission has been articulated for a shared-use facility.
Physical design has not taken into account the level of service and the
needs of such a facility. The 2nd floor location on a high school campus
will act as deterrence to general public use.
• Intergovernmental approach will add an additional layer of
bureaucracy and increase complexity to City Government.
Successful shared use facilities are not found in scenarios analogous to
Lake Oswego.
Therefore, the Library Advisory Board's position is that the City should not
further pursue a shared-use facility. This recommendation is based on the literature
reviewed, the City's budgetary constraints, the City's library needs and our wish to
maintain the high quality of library service to the public.
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Your goal of cooperation between the City and the School District could be
achieved in a variety of ways without a shared-use facility.
SERVICES WE CURRENTLY SHARE WITH THE SCHOOL DISTRICT:
We already provide outreach programs to all grades in the District in the form of
story telling, book talking and checking out public library books in the school.
Library Staff has attended school librarian's meetings regularly. The purpose is
to share information on policies and program for the students' needs.
Library programs have been heavily publicized throughout the School District.
School art projects are regularly displayed in the child or teen areas of the public
library.
Teachers offer extra credit to their students who write book reviews published in
the library's teen magazine, "The What's New Review."
Public Library tours for school groups, including grades k-12.
Public Library Staff have sign-ups for summer reading clubs; recruitment is
offered in the schools.
High school students receive National Honor Society credits for volunteering at
the library.
Library staff help judge the "Letter's About Literature Contest," a nationwide
program that solicits student essays.
Library Staff have participated in the School District's job shadow and career
awareness programs.
A Library program advising high school students on the college admissions
process.
H.S. students serve on the Library's Teen Advisory Board as well as the Library
Advisory Board.
Library Staff present instructional programs to the high school's child
development classes.
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ADDITIONAL COOPERATIVE SERVICES AND PROGRAMS
THAT CITY COULD PROVIDE TO SCHOOL DISTRICT.
Possible future cooperative ideas could include the following:
-the City and the School District could share the cost of numerous online
databases that would be available in the Public Library and the schools. These databases
could be networked throughout both organizations without a shared-use facility.
-intensive marketing program in the schools focusing on public library's research
resources that are available to the students;
-create a homework center in the Library.
-electronic assignment alert forms for school staff to use in contacting librarians at
City Library;
-librarians could create temporary reserve collections based on different student
assignments and other projects, such as science fairs projects, academic contests, career
fairs;
-reserve textbook collection in the Public Library;
-book discussions groups in the schools jointly facilitated by city and school staff;
-mock Newberry Awards programs in the schools jointly facilitated by City and
District staff.
There are definitely other possibilities that are worth exploring.
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SUMMARY—Library Board's Recommendation on joint facility 6/4/01
Goal: to continue maintaining the high quality of library service to the public.
Points to consider:
Accessibility—essential component to good library service; hours should provide
all day access; adequate parking spaces dedicated for library only use.
Budget—funding level of the City library should not be decreased in order to
offset increased costs associated with a shared-use facility; allocation of costs
between the two parties is unknown; known costs to the City for start-up would be
over 2 million dollars; the city would incur ongoing costs.
Administration—written intergovernmental agreement is needed; City should
administer the facility; the City's intergovernmental agreement with LINCC
requires the joint facility to be a branch in order to receive funds.
Collection Development—the existing collection in the City Library must remain
in the City Library; it is not advisable to separate the collection: the Library works
as a whole.
Recommendation: the City should not further pursue a shared-use facility.
• Professional consultants have already advised against implementation of a
shared-use facility or a branch.
• Intergovernmental approach will add an additional layer of bureaucracy
and increase complexity to city government.
• Second floor at high school will deter public's use. The High School is
1.8 miles from the City Library negating any geographical necessity.
• The literature states a city's goal in entering a shared use agreement
should be to improve service, not save money.
• Shared use facility will increase costs to the city.
• The scenario in Lake Oswego is not conducive to a successful shared use
facility.
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City-School Cooperative Library
Research and Review of Issues under Consideration
Prepared by City Staff
City of Lake Oswego
Library Advisory Board
May 30, 2001
I. Library Governance
Listed below are five options for governance of a joint facility with the Lake
Oswego School District at Lake Oswego High School.
1 . A board comprised of two members representing the Lake Oswego
School District; two representatives of the City of Lake Oswego and one
at large member selected by the "other four" to govern the library. The
Director would be selected from either the City or School District staff.
The staff of the library would be singular, a combination of City and
School District staff members.
2. Board: Same as above.
Director: The District would appoint a director and staff to oversee
district materials; the City would appoint a director and staff to oversee
the City's collection to the library.
3. This option is determined based upon time and days of usage. During
the school year, from 7:30 a.m. to 3:00 p.m., the Lake Oswego School
District, it's Director and staff would oversee the facility. Between 3:00
p.m. and 9:00 p.m. weekdays and on weekends and during school
vacations/holidays, the City, it's Library Director and staff would oversee
the facility.
4. Under this proposal, the City would pay the District dollars and the
operation of the library, both during school hours/days and on
weekends, vacations/holidays, would be the responsibility of the District.
5. Conversely, the District could hire the City to staff and lead the library,
making an annual cash contribution for its services.
Page 2
II. BUDGET
Budget items are divided into start-up costs and ongoing
costs. These are estimates based on our current
practices and knowledge about what would be necessary
to outfit the new library to meet both City and school
needs. This list is not all inclusive at this point in time.
START UP COSTS
• Management staff to oversee development of project
• Pre-conversion weeding [500 hours @ $25/hr $12,500]
• Book drop [Interior...$1,300 Stand-alone $2,800]
• Computer equipment/printers $1 ,580/station @ 30 stations
$47,400
• Computer & Equipment Service Contracts
• T-1 Line to County Install $1,500; Router $4,000; Hub $400
• "Opening Day Book Collection" including the selection, acquisition,
processing and database entry "The materials collections of
the Library will be broad and general in nature while recognizing
the specialized needs of a high school library in respect to the
homework and research needs of students. On opening day the
library will have approximately 50,000 items "
Page 3
Point of Interest:
Process for Parkrose Opening Day Collection: MCL used Ingram as
vendor for a shelf-ready collection. MCL shipped Ingram the tapes of
the Central Library's collection and set up a profile of what they wanted.
Ingram selectors created a tape of about 22,000 books which they shipped
back to MCL selectors to make the final choice of 15,000 books. The fully
processed books were shipped directly to Parkrose. Ingram grabbed call
#'s from the tape to process the books and add holdings to DYNIX (they
were granted limited access to the system to do this). This process was so
successful that MCL is opening two new branches this same way. The
current cost for a collection of 18,000 books is $500,000. Ingram
needs at least six months to do this. The print and non-print reference
collection and periodical subscriptions would add substantially to this cost.
• Barcode Scanners [2] $500
• Software Programs (Photoshop, Adobe Illustrator, etc)
• Marketing and Publicity campaign
• Extra licenses for reference databases
• Periodical/online database subscriptions
• AV start-up collection
Non-fiction videos 1,500 @$150 $225,000
General videos 1 ,500@$20 $ 30,000
DVD's 1 ,500@$26 $ 39,000
CDs 2,000@$13 $ 26,000
Computer Software 1 ,500@$35 $ 52,500
Audiobooks 2,000@$30 $ 60,000
Total = $432,500
• Cash register $400
• Book carts 4 x $175 $700
Page 4
START-UP COSTS -- CAPITAL
The capital costs are not all known at this time.
• Construction
• Installation of computers/wiring
• Telecommunications network
• Phone system
• Signage (exterior & interior)
• Van (and associated costs, insurance, maintenance) $24,000
• Teleconferencing Equipment
• Furniture/Shelving [$30/sq. ft. for a 15,000 sq. ft. building
$450,000]
Page 5
START-UP COST-- OPTIONAL
Optional costs are items that would be desirable but not absolutely essential to the
functioning of the Cooperative Library.
• Theft detection system [gate $11,050; Media sensitizer $285;
In-counter Bookcheck $2,950; Media desensitizer $285; Staff
workstation $8,790; Self check $24,800; [Total $48,160]
• Tattle-taping of high-school collection [volunteer labor . . .$3,000]
• Equipment [School] 2 Microfilm reader/printers $22,737
Fax machine $250; LCD Projector $5,200; Drafting table $800
• Light Table $ 300; Scanner $500; Color copier (Lease???]
• Backfile to the Oregonian [microfilm] $171,910
• Conversion of 20,000 item database . . . this item is very complex
w/ estimated price ranging from $30,000 to $200,000 depending
on many variables. [This is in the optional column only
because it would be possible to run two systems side-by side
rather than integrating them]
Page 6
ONGOING COSTS
Ongoing costs are cost that have an indefinite timeframe and will change
over time.
• Staffing
Point of Interest:
Using Parkrose as a model, the staffing of the new Cooperative City-School
Library could look something like the following:
1 .00 Library Supervisor $ 72,555
2.00 Librarian II $ 69,048
$ 69,048
2.00 Library Clerks $ 40,496
$ 40,496
.75 Shelver Hourly
Total = $291 ,643
• Janitorial Services
• Building maintenance and repair
• Equipment maintenance and repair
• Color copier lease (36 month contract) $520/month w. toner
cartridges included 5,000 copies/month = $1,320/month
• Equipment maintenance contracts
• Upgrade of computer equipment
Page 7
• Technical support for computer system
• Utility costs
• Collection Development
• County Database Costs
• Online database subscriptions
• Processing supplies
• Office supplies
• Delivery
• Monthly charge for T-1 line $300
Page 8
HI. INTERGOVERNMENTAL AGREEMENT-- POINTS TO CONSIDER
• Library Hours
• Construction
• Agreement w/ LINCC
-- Integrated online database
• Parking
• Library Collection
-- Collection development parameters
-- Purchasing and acquisition
-- Cataloging and classification
• Equipment
-- Who pays for start-up
-- Who pays for maintenance contracts
-- Who pays for upgrades/replacement
-- Who provides technical support
-- Wiring for new equipment
• Governance
• Furnishings
• Policies and Procedures
-- Internet policy
-- Circulation
-- Confidentiality
-- Access to collection
-- Fines
-- Loan privileges
-- Conduct of Behavior
Page 9
• Staffing
• Closure due to inclement weather
• Joint Mission Statement
• Administration
-- Who writes the checks
-- Who deals w/ complaints
• Funding
• Ownership of assets
• Physical Plant
-- Janitorial Services
-- Maintenance and repair of premises
-- Utilities
-- Improvements and alterations
• ADA accessibility
• Access to Community Room
• Evaluation of the Program
• Liability for damage---property and personal injury
• Use limitations
• Planning and scheduling meetings and classes
• Security
• Termination of the Agreement
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