COMMENTARY: Organization Study of Library Operations & Context

For Carmelites to understand the present library situation, it is necessary to not only appreciate the limitations of the city’s Ralph Andersen & Associates “Organization Study of Library Operations,” but it is essential to understand the study in context.

The “Organization Study of Library Operations:”

The consultant, Senior Associate John Goss, writes in “City of Carmel Library Report," as follows: “This is not a comprehensive management audit, but is limited to offering suggestions for management effectiveness and organizational options that might be beneficial and pursued by the City...Its objective is to look at broader options for a cost effective library...” However, due to the study’s erroneous underlying assumptions and the fact that consultants often feel pressured “to tell you what you want to hear,” most, if not all, of the study’s Findings and Recommendations should be rejected.

Specifically, John Goss makes the erroneous underlying assumption that the City of Carmel-by-the-Sea lacks the financial resources to support the library. In the Library Report, he states, as follows:

“Given the fact that the City has limited income to support overall City services, it is prudent to evaluate all City services, including the library, to determine if these services can be improved or provided in a more cost effective manner.”

“The ability of the City to continue to staff the library at current levels has been challenging given its current fiscal constraints.”

“This is particularly true since the City has limited budget resources to fund the library and its other municipal services.”

“Given the City’s limited revenues, but with the continuing demand to return library hours to previous levels,...”

“The City of Carmel, as have many other built out cities in California, is facing difficult fiscal challenges.”

“The City of Carmel should take steps to reduce expenses or increase revenues to help support library services, taking into account the City’s tight financial structure.”

“The question is whether the City should continue the level of General Fund support for the Library;”

The City of Carmel-by-the-Sea has an annual budget of $12 million and reserves of nearly $10 million; ergo, it is a question of priorities, not an issue of lacking the financial resources to fund the library. As an example, the City Council chose to contract with Ralph Andersen & Associates for a Library Operations Study at the expense of $12,252.62. Yet the City has not expended $35,000 for “library services,” which was approved by the City Council in June 2006.

Moreover, while the Library Report emphasizes quantitative aspects of library operations, it downplays the qualitative aspects; that is, the value of the Harrison Memorial Library and Park Branch to Carmelites. John Goss acknowledges “...the Carmel Public Library Foundation...this level of gifts and financial support to a public library in a city the size of Carmel is extremely unusual and unique in the State and perhaps the nation. It demonstrates a major and long-term level of commitment from the community for public library services to the benefit of Carmel, but also the area surrounding the City.”

The Library Operations Study in Context:

City Administrator Rich Guillen’s pique at the Library Board for not bowing to his previous recommendation and City Administrator Guillen’s refusal to work constructively with then Library Director Margaret Pelican set the stage for the City Council contracting with Ralph Andersen & Associates for a Library Operations Study. And while John Goss acknowledges that “the Library Board requested funding to restore those branch hours that were in place in 2004,” he wrote that “it would be a mistake to add $35,000 to the library budget without a detailed look at how extra hours could be achieved for less than the requested amount.” Ergo, because of City Administrator Rich Guillen’s unprofessional conduct, namely his inability to transcend petty personal grievances and work with the Library Board and the Library Director, who knew the statistics and operations of the library better than anyone, the City contracted with a consultant to tell the City Council what the City Council wants to hear.

Finally, based on the past conduct of City Council Members, it appears that City Council members have already made up their minds and will rationalize the study findings and recommendations to conform to their predetermined decision. That is unfortunate, especially given the fact that the library is not only an educational and historical resource, but it is Carmel-by-the-Sea's comunity center since the Scout House is closed and the Sunset Center is no longer home to many historic user groups.