ABSTRACT: At the City Council meeting on October 2, 2007, Library Director Janet Cubbage presented the report on the Library Strategic Plan. The Library Staff and the Harrison Memorial Library Board of Trustees developed and distributed a survey regarding programs and services library users and non-users would welcome. A total of 430 surveys were completed. Statistics were derived from the completed surveys and reported. The report also included six goals with the aim of improving the “quality of service to the library patrons in the next five years.”
City Council Agenda
Regular Meeting
October 2, 2007
V. Announcements from Closed Session, from City Council Members and the City Administrator.
C. Announcements from City Administrator.
• Receive report on Library Strategic Plan
Library Director Janet Cubbage presented the report on the Library Strategic Plan. A summary of her remarks, as follows:
• Work on the Library Strategic Plan by the Library Staff and the Harrison Memorial Library Board of Trustees began in June 2007.
• A survey was developed and distributed regarding programs and services library users and non-users would welcome.
• “Community Talks, Library Listens,” presented a compilation of statistics derived from the completed surveys, as found the The Window, the newsletter of the Carmel Public Library Foundation.
• Statistics included, as follows:
50% of users visit the library at least once a week
71% of respondents would use self check-out machines
“Almost everybody” wanted an increase in Books on Tape and movies on DVDs
51% of respondents want the library open more hours and/or open on Sundays
41% of respondents view staff as a favorite feature of the library
• Six Goals were defined, each with a set of objectives, with the aim of improving the “quality of service to the library patrons in the next five years,” as follows:
1. To enhance the user experience by making the library more accessible, convenient and easy to use.
2. To offer a variety of interesting and informative adult and youth programs to library users ex. book groups, home movie nights, lectures.
3. To implement user-friendly technology that will enhance and support public service to library patrons ex. self check-out.
4. To implement solutions that will help staff provide smooth and efficient public service to library users ex. cross training staff.
5. To explore options for modifying library spaces, to provide more welcoming environment and provide more effective work flow options for staff ex. crowded lobby.
6. To expand the library’s volunteer program.
NOTE: The statistics were gleaned from the results of 430 completed surveys.
Showing posts with label Harrison Memorial Library and Park Branch. Show all posts
Showing posts with label Harrison Memorial Library and Park Branch. Show all posts
Tuesday, October 09, 2007
Sunday, February 18, 2007
MELANIE BILLIG: "You will certainly lose my Sterling Circle membership, and Harvey's."
This is the fourth in a series of five “In Her/His Own Words” posts on the Library.
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“Mayor and Council, Melanie Billig.”
“...I think the one really nice aspect of this report is that repeatedly it acknowledges the incredible work done by the Library Board, the Friends of the Library and also by the Carmel Public Library Foundation. And I just have to look at that report, and see even having been on the Library Foundation for four years and being intimately involved with the library, that this library is so incredibly outstanding. And to sacrifice in any way, shape or form the outstanding, the excellence, of this institution, and the obvious affection that this institution holds in this community by the tremendous amounts of money that are contributed every single year to the programs, and the equipment and the books, et cetera. I think it’s just a marvel that we are so incredibly lucky to have the donors that we have whether they are in this community or outside this community.”
“I think the one thing that’s really distressing is that this proverbial issue of non-residential use. Well, we are a very tiny community, we all recognize that, but the point is that those people who contribute to the Library Foundation are the very people that the report continuously talks about being non-residential users. And as a resident of this community, I don’t have a problem with that. And I rejoice in the fact that as much culture as this community can spread around the better off we are.”
“And we just received reports tonight that we’re not exactly bankrupt. And we’re not exactly on a tremendously limited financial basis. So that we all appreciate that we have to be cost effective and we have to be concerned about our budget, but I don’t think we should ever use that as an excuse for trying to fundamentally change, and I’m not accusing you of that at all, I’m just making a statement based upon looking at this report, to use that as an excuse to make any really major, fundamental changes and in the way the library is administered or its operations. Everything can be fine tuned and we understand that, but the issue is that we don’t want to sacrifice those important donations that we’re getting. And I can tell you, you will lose donations, big time, if you start changing the way this is operated. You will certainly lose my Sterling Circle membership, and Harvey’s. Because I, we, have no intention of contributing a large amount of money to an organization that we bought into under one pretext, or one understanding, and then find it being tremendously altered.”
“So I thank you for that. And I hope you will not change things!”
Goss Rebuttal:
On Non-Residents: “...it’s only an observation, to explain that one of the policy issues for this city, I think, is to determine what is your community that you serve.”
On City’s Finances: “You obviously downsized over the last 3 years, you’ve looked at ways to increase revenues, and this is really offered in the same spirit, to look at these opportunities.”
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“Mayor and Council, Melanie Billig.”
“...I think the one really nice aspect of this report is that repeatedly it acknowledges the incredible work done by the Library Board, the Friends of the Library and also by the Carmel Public Library Foundation. And I just have to look at that report, and see even having been on the Library Foundation for four years and being intimately involved with the library, that this library is so incredibly outstanding. And to sacrifice in any way, shape or form the outstanding, the excellence, of this institution, and the obvious affection that this institution holds in this community by the tremendous amounts of money that are contributed every single year to the programs, and the equipment and the books, et cetera. I think it’s just a marvel that we are so incredibly lucky to have the donors that we have whether they are in this community or outside this community.”
“I think the one thing that’s really distressing is that this proverbial issue of non-residential use. Well, we are a very tiny community, we all recognize that, but the point is that those people who contribute to the Library Foundation are the very people that the report continuously talks about being non-residential users. And as a resident of this community, I don’t have a problem with that. And I rejoice in the fact that as much culture as this community can spread around the better off we are.”
“And we just received reports tonight that we’re not exactly bankrupt. And we’re not exactly on a tremendously limited financial basis. So that we all appreciate that we have to be cost effective and we have to be concerned about our budget, but I don’t think we should ever use that as an excuse for trying to fundamentally change, and I’m not accusing you of that at all, I’m just making a statement based upon looking at this report, to use that as an excuse to make any really major, fundamental changes and in the way the library is administered or its operations. Everything can be fine tuned and we understand that, but the issue is that we don’t want to sacrifice those important donations that we’re getting. And I can tell you, you will lose donations, big time, if you start changing the way this is operated. You will certainly lose my Sterling Circle membership, and Harvey’s. Because I, we, have no intention of contributing a large amount of money to an organization that we bought into under one pretext, or one understanding, and then find it being tremendously altered.”
“So I thank you for that. And I hope you will not change things!”
Goss Rebuttal:
On Non-Residents: “...it’s only an observation, to explain that one of the policy issues for this city, I think, is to determine what is your community that you serve.”
On City’s Finances: “You obviously downsized over the last 3 years, you’ve looked at ways to increase revenues, and this is really offered in the same spirit, to look at these opportunities.”
Saturday, February 17, 2007
SKIP LLOYD: "there are two ways that a Library Board can be disbanded...by a vote of 51% of the voters"...and by "adopting a Joint Powers Agreement"
This is the third in a series of five “In Her/His Own Words” posts on the Library.
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“I’m Skip Lloyd. I’m a long time resident of Carmel. Madam Mayor and Council...I don’t have any quarrel with your objective in securing this report, obviously I think it’s always good to examine what’s going on in your department.”
“The only thing I wanted to comment upon was an inference in the report, as I saw it, that the Library Board does not administer the library or is not authorized to administer the library. I think the Education code is quite clear on that. And there is a reference to the Government Code as perhaps being inconsistent with the Education Code under which the library is established. I would just point out, on that point, that it is important that there was actually a court case on that very point in Monterey Park where the City Council there inadvisedly tried to disband the Library Board and the court said that the code section in the Government Code was entirely subservient to the Education Code provisions.”
“I served on the Library Board many years ago, back in the 70s probably around the time some of these things were brought into the municipal code, because I remember the issue was so clear as to the independence of the Library Board versus the city. And it was an issue over money at that time; not a big confrontation. But the Library Board was very independent and managed to save up about a million dollars at that time, as I recall, jealously guarded by a man named Peter Dyer. And of course, a lot of that money ended up helping to equip and purchase the Library Branch that was later, when the establishment took over the Savings and Loan building.”
“So I would just like to speak, in closing, as I understand the Education Code and that case that I mentioned, there are two ways that a Library Board can be disbanded. One is by a vote of 51% of the voters of the city, and the other one is by adopting a Joint Powers Agreement with another local agency and deciding to proceed in that fashion. Just speaking for the independence of the library and the importance of that to the city, I would say that number one, they are independent, and number two, I think it would be a big mistake to operate Harrison Memorial Library under a Joint Powers Agreement whereby Carmel cedes its authority to a broader board. I think it would be unfortunate, out of keeping with its history and it would very well have the negative impact on fundraising that you’ve heard about already.”
Goss Rebuttal:
“I don’t believe there was an inference, hopefully there wasn’t, that the Library Board does not have the authority to administer the library, just pointing out some analomies, in the fact that the State library system, when they look at an Administrative Board, which they consider your Library Board to be, there were certain elements that for one thing that was taken out of their authority in the Municipal Code that used to be in the Education Code and that is the appointment of the Library Director…and that was transferred to the City Administrator. Most Administrative Boards adopt the entire library budget which they don’t here, they adopt the restricted budget. You approve a General Fund budget for the rest of the operation. It’s an Administrative Board, but it doesn’t really have all the elements of an Administrative Board as it now functions.”
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“I’m Skip Lloyd. I’m a long time resident of Carmel. Madam Mayor and Council...I don’t have any quarrel with your objective in securing this report, obviously I think it’s always good to examine what’s going on in your department.”
“The only thing I wanted to comment upon was an inference in the report, as I saw it, that the Library Board does not administer the library or is not authorized to administer the library. I think the Education code is quite clear on that. And there is a reference to the Government Code as perhaps being inconsistent with the Education Code under which the library is established. I would just point out, on that point, that it is important that there was actually a court case on that very point in Monterey Park where the City Council there inadvisedly tried to disband the Library Board and the court said that the code section in the Government Code was entirely subservient to the Education Code provisions.”
“I served on the Library Board many years ago, back in the 70s probably around the time some of these things were brought into the municipal code, because I remember the issue was so clear as to the independence of the Library Board versus the city. And it was an issue over money at that time; not a big confrontation. But the Library Board was very independent and managed to save up about a million dollars at that time, as I recall, jealously guarded by a man named Peter Dyer. And of course, a lot of that money ended up helping to equip and purchase the Library Branch that was later, when the establishment took over the Savings and Loan building.”
“So I would just like to speak, in closing, as I understand the Education Code and that case that I mentioned, there are two ways that a Library Board can be disbanded. One is by a vote of 51% of the voters of the city, and the other one is by adopting a Joint Powers Agreement with another local agency and deciding to proceed in that fashion. Just speaking for the independence of the library and the importance of that to the city, I would say that number one, they are independent, and number two, I think it would be a big mistake to operate Harrison Memorial Library under a Joint Powers Agreement whereby Carmel cedes its authority to a broader board. I think it would be unfortunate, out of keeping with its history and it would very well have the negative impact on fundraising that you’ve heard about already.”
Goss Rebuttal:
“I don’t believe there was an inference, hopefully there wasn’t, that the Library Board does not have the authority to administer the library, just pointing out some analomies, in the fact that the State library system, when they look at an Administrative Board, which they consider your Library Board to be, there were certain elements that for one thing that was taken out of their authority in the Municipal Code that used to be in the Education Code and that is the appointment of the Library Director…and that was transferred to the City Administrator. Most Administrative Boards adopt the entire library budget which they don’t here, they adopt the restricted budget. You approve a General Fund budget for the rest of the operation. It’s an Administrative Board, but it doesn’t really have all the elements of an Administrative Board as it now functions.”
Friday, February 16, 2007
MARY ANNE LLOYD: "...the library actually ought to be the model for the city as to how to do things efficiently."
This is the second in a series of five “In Her/His Own Words” posts on the Library.
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“Good Evening, Mayor McCloud and City Council Members, City Staff as well.”
“My name is Mary Anne (T.) Lloyd. I am here because I would like to speak to the Ralph Andersen Associates Report prepared by John Goss. I am greatly disturbed by the measures of library efficiency Mr. Goss used in his report and which I am concerned could lead to erroneous conclusions and premature actions.”
“First, I would like to say why I feel I have a background to understand the Goss Report. I am a librarian with experience in physics, biomedical libraries, engineering and technology libraries at William and Mary, UCLA, Hughes Research Corporation, and I have just retired from Monterey Peninsula College where I was the director of the library for the last 20 plus years. Amongst my responsibilities was the planning, organizing application and overseeing of the new 22 and ½ million dollar building we got for the library in our community, I’m happy to say. In addition, I was involved in the start-up of the foundation which has raised a few million dollars for the college. Additionally, I made it possible for the public multi type cooperative MOBAC, to be housed at the MPC library for over 12 years. As chair of MOBAC at one time, and multiple position holders with MOBAC, I have been aware of public library issues over the years. Moreover, Harrison Memorial Library is my library, my public library.”
“My special concerns with the Goss Report go to the measures of the use of the library and conclusions of its inefficiency. No measure, I have a number of items, there were many that I would like to speak to, there isn’t time to do so, so I will just bring our a few. No measure of use of efficiency of a library is based merely on the number of materials checked our. It’s wholly inadequate measure. Computers, internet use, journals, reference collections, local historical records and other materials that do not circulate are made available for the public use. These are measures, the use of the library for whatever purpose, is the way we, in the profession, measure use, not be single numbers of items checked out; that’s misleading. The use of MOBAC, the agency that makes it possible for all libraries to share materials between institutions for the benefit of an informed public was not mentioned at all in the report. This is a huge efficiency item that should not be overlooked. It means the savings of expenses on the part of the library and the city...”
“I would like to make a bold statement here, which is that I think the library actually ought to be the model for the city as to how to do things efficiently. Which other department has started a foundation and raised the money for all the tools of its daily service to people? Which other department has given the building to the city and then been a partner in the renovation of the building and made that available to the city? Not only does it provide the information and materials, but lectures, outreach to the elderly population with volunteers, innumerable services to the city for which the city does not pay. I would submit to you that the library is an outstanding example of efficiency and perhaps could be a model for the city!”
“Thank you for your time and consideration.”
Goss Rebuttal:
About MOBAC: “...there was no real effort, since this is just a management analysis, and not really an audit, to go through all the different elements that made up the operation of the library. That’s certainly was something I was aware of and certainly something that was beneficial to the operation of the library.”
On Measurement: “In my experience, with various cities and city libraries, circulation is usually the first thing that’s looked at, but certainly the other elements that were mentioned are certainly can be utilized and are useful in that respect.”
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“Good Evening, Mayor McCloud and City Council Members, City Staff as well.”
“My name is Mary Anne (T.) Lloyd. I am here because I would like to speak to the Ralph Andersen Associates Report prepared by John Goss. I am greatly disturbed by the measures of library efficiency Mr. Goss used in his report and which I am concerned could lead to erroneous conclusions and premature actions.”
“First, I would like to say why I feel I have a background to understand the Goss Report. I am a librarian with experience in physics, biomedical libraries, engineering and technology libraries at William and Mary, UCLA, Hughes Research Corporation, and I have just retired from Monterey Peninsula College where I was the director of the library for the last 20 plus years. Amongst my responsibilities was the planning, organizing application and overseeing of the new 22 and ½ million dollar building we got for the library in our community, I’m happy to say. In addition, I was involved in the start-up of the foundation which has raised a few million dollars for the college. Additionally, I made it possible for the public multi type cooperative MOBAC, to be housed at the MPC library for over 12 years. As chair of MOBAC at one time, and multiple position holders with MOBAC, I have been aware of public library issues over the years. Moreover, Harrison Memorial Library is my library, my public library.”
“My special concerns with the Goss Report go to the measures of the use of the library and conclusions of its inefficiency. No measure, I have a number of items, there were many that I would like to speak to, there isn’t time to do so, so I will just bring our a few. No measure of use of efficiency of a library is based merely on the number of materials checked our. It’s wholly inadequate measure. Computers, internet use, journals, reference collections, local historical records and other materials that do not circulate are made available for the public use. These are measures, the use of the library for whatever purpose, is the way we, in the profession, measure use, not be single numbers of items checked out; that’s misleading. The use of MOBAC, the agency that makes it possible for all libraries to share materials between institutions for the benefit of an informed public was not mentioned at all in the report. This is a huge efficiency item that should not be overlooked. It means the savings of expenses on the part of the library and the city...”
“I would like to make a bold statement here, which is that I think the library actually ought to be the model for the city as to how to do things efficiently. Which other department has started a foundation and raised the money for all the tools of its daily service to people? Which other department has given the building to the city and then been a partner in the renovation of the building and made that available to the city? Not only does it provide the information and materials, but lectures, outreach to the elderly population with volunteers, innumerable services to the city for which the city does not pay. I would submit to you that the library is an outstanding example of efficiency and perhaps could be a model for the city!”
“Thank you for your time and consideration.”
Goss Rebuttal:
About MOBAC: “...there was no real effort, since this is just a management analysis, and not really an audit, to go through all the different elements that made up the operation of the library. That’s certainly was something I was aware of and certainly something that was beneficial to the operation of the library.”
On Measurement: “In my experience, with various cities and city libraries, circulation is usually the first thing that’s looked at, but certainly the other elements that were mentioned are certainly can be utilized and are useful in that respect.”
Thursday, February 15, 2007
CAROLYN HARDY: "...the council could shelve this study and I think that is exactly what you should do!"
This is the first in a series of five “In Her/His Own Words” posts on the Library.
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“Mayor, Council, Carolyn Hardy.”
"I just have a potpourri of thoughts as I'm hearing everyone talk about this. As some of you know, I have served for a few years on the Carmel Public Library Foundation so I have some knowledge about what it takes to raise the money, how much money is there. I'd hate to see that jeopardized by you making any changes. I'm not in favor of tinkering with the library. I think it's fine like it is. I think moving for efficiency, getting more out of less, doesn’t work in this case. It might work in the big corporate world, but this is our public library.”
“I did want to say congratulations to you for putting Carmel number one. And it has to do with the library. You’ve made Carmel number one in the state because of per capita spending and I thing that’s significant and we should really be proud of that.”
“I hear you talk about being flush with money, so I don’t want to hear anybody talking about poor mouth when it comes to the library.”
“I did notice in the report it talks about a 1987 MOU that’s out-of-date. I see no reference to the subsequent MOU of 1992. All be it in one page Memo of Agreement, it said it superseded the previous MOU. So I was wondering why that was missing from the consultant’s report.”
“The other thing that bothers me about the report is again talking about the community served by the library, and all the reference to the non-resident citizens because we have a Carmel Youth Center that serves non-resident citizens, we have a Sunset Center that serves non-resident citizens, and we’re proud of that, and we have a Carmel Foundation in our community who heavily serves non-resident people outside of Carmel, but we never question any of those as a downside. And I don’t think we should be questioning that about the library.”
“So, Rich Guillen put the idea in my mind that he says the council could shelve this study and I think that is exactly what you should do!”
“Thank you.”
Goss Rebuttal:
“Flush with money:” “You obviously downsized over the last 3 years, you’ve looked at ways to increase revenues, and this is really offered in the same spirit, to look at these opportunities.”
On 1992 MOU: “...all the people I talked to did not mention that so I’m unaware of that, your City Attorney had never mentioned that to me, your past Librarian,…, we basically focused on the 1987 MOU and so the other one was not discussed.”
On Non-Residents: “...it’s only an observation, to explain that one of the policy issues for this city, I think, is to determine what is your community that you serve.”
NOTE: After the close of the public hearing and city council deliberations, as a substitute motion, ROSE moved to approve City Administrator Rich Guillen’s recommendation to establish an Ad Hoc Committee composed of 2 members from the Library Board of Trustees, two members from the Carmel Public Library Foundation, the Interim Library Director and the City Administrator which “will return to Council within 90 days with a report that recommends and prioritizes issues needing further study or action.” It carried by unanimous vote of Council Members CUNNINGHAM, HAZDOVAC, ROSE, TALMAGE & McCLOUD. (The first motion was made by Council Member CUNNINGHAM to add 2 library users from the public to the Ad Hoc Committee; that idea was rejected.)
Regular Meeting
Tuesday, February 6, 2007
XI. Orders of Council
A. Review the Organization Study of Library Operations from John Goss of Ralph Andersen & Associates and provide policy direction.
“Mayor, Council, Carolyn Hardy.”
"I just have a potpourri of thoughts as I'm hearing everyone talk about this. As some of you know, I have served for a few years on the Carmel Public Library Foundation so I have some knowledge about what it takes to raise the money, how much money is there. I'd hate to see that jeopardized by you making any changes. I'm not in favor of tinkering with the library. I think it's fine like it is. I think moving for efficiency, getting more out of less, doesn’t work in this case. It might work in the big corporate world, but this is our public library.”
“I did want to say congratulations to you for putting Carmel number one. And it has to do with the library. You’ve made Carmel number one in the state because of per capita spending and I thing that’s significant and we should really be proud of that.”
“I hear you talk about being flush with money, so I don’t want to hear anybody talking about poor mouth when it comes to the library.”
“I did notice in the report it talks about a 1987 MOU that’s out-of-date. I see no reference to the subsequent MOU of 1992. All be it in one page Memo of Agreement, it said it superseded the previous MOU. So I was wondering why that was missing from the consultant’s report.”
“The other thing that bothers me about the report is again talking about the community served by the library, and all the reference to the non-resident citizens because we have a Carmel Youth Center that serves non-resident citizens, we have a Sunset Center that serves non-resident citizens, and we’re proud of that, and we have a Carmel Foundation in our community who heavily serves non-resident people outside of Carmel, but we never question any of those as a downside. And I don’t think we should be questioning that about the library.”
“So, Rich Guillen put the idea in my mind that he says the council could shelve this study and I think that is exactly what you should do!”
“Thank you.”
Goss Rebuttal:
“Flush with money:” “You obviously downsized over the last 3 years, you’ve looked at ways to increase revenues, and this is really offered in the same spirit, to look at these opportunities.”
On 1992 MOU: “...all the people I talked to did not mention that so I’m unaware of that, your City Attorney had never mentioned that to me, your past Librarian,…, we basically focused on the 1987 MOU and so the other one was not discussed.”
On Non-Residents: “...it’s only an observation, to explain that one of the policy issues for this city, I think, is to determine what is your community that you serve.”
NOTE: After the close of the public hearing and city council deliberations, as a substitute motion, ROSE moved to approve City Administrator Rich Guillen’s recommendation to establish an Ad Hoc Committee composed of 2 members from the Library Board of Trustees, two members from the Carmel Public Library Foundation, the Interim Library Director and the City Administrator which “will return to Council within 90 days with a report that recommends and prioritizes issues needing further study or action.” It carried by unanimous vote of Council Members CUNNINGHAM, HAZDOVAC, ROSE, TALMAGE & McCLOUD. (The first motion was made by Council Member CUNNINGHAM to add 2 library users from the public to the Ad Hoc Committee; that idea was rejected.)
Monday, February 05, 2007
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.
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.
Tuesday, November 07, 2006
Fiscal Imprudence
The Harrison Memorial Library, Dedicated March, 1928.
Designed by Bernard Maybeck & Built by M.J. Murphy in 1927 and 1928.
Note: Library Building named after Ralph Chandler Harrison (1831-1918), a Justice of the California Supreme Court (1891-1903); made possible by a bequest from the will of Ella Reid Harrison, his widow, in 1922; includes Barnet J. Segal Reading Room (Dedicated June, 1995); James L. And Primrose Billwiller Reference Room; and The Robert Campbell Balcony (Dedicated February, 2003).
City Council Agenda
Regular Meeting
November 7, 2006
VII. Consent Calendar
E. Consideration of a Resolution entering into an agreement with Ralph Andersen & Associates for the preparation of a City Library operations study.
Meeting Date: November 7, 2006
Prepared by: Joyce Giuffre
City Council
Agenda Item Summary
Name: Consideration of a Resolution entering into an agreement with Ralph Andersen & Associates for the preparation of a City Library operations study.
Description: At the June 22, 2006 City Council meeting, the Council adopted the triennial budget for the fiscal years 2006-07 through 2008-09. The approved budget for fiscal year 2006-07 included an additional $35,000 for library services. Council also requested that the City Administrator study the Library operations to determine the best use for the additional funds. Staff recommends that the City contract with Ralph Andersen & Associates to evaluate the City’s Library operations and outline some options for the City to consider. Ralph Andersen & Associates will assign John Goss to prepare the study and his work is scheduled to be completed by December 31, 2006.
Overall Cost: City Funds: Estimate of $14,000
Grant Funds: n/a
Staff time: n/a
Staff Recommendation: Authorize the execution of the professional services agreement with Ralph Andersen & Associates. John Goss is the former City Manager for Chula Vista and is very well-qualified to evaluate the City’s Library operations.
Important Considerations: The 2006-07 fiscal year budget includes an additional $35,000 in the Library Department budget for library services. No decisions have been made on how the additional monies will be spent this fiscal year.
Decision Record:
Reviewed by:
______________________________ _________________
Rich Guillen, City Administrator Date
COMMENTS:
• Instead of City Administrator Rich Guillen cooperating and working with Library Director Margaret Pelikan to use their best judgment regarding the restoration of library hours to Harrison Memorial Library and the Park Branch, the City Staff recommends that the City contract with a consultant in the amount of $14,000.
• With $35,000 to appropriate towards restoring library hours for adults and children, the city proposes to expend $14,000 for a study.
• Recall City Administrator Rich Guillen was against allocating $35,000 to the libraries.
• And recall City Councilman Erik Bethel’s remark about not remembering the City conducting a study to determine which library hours should be eliminated when the City reduced library hours. Yet now the City requires a study prior to restoring library hours.
• Simply put, instead of the City contracting with a consultant, the City should have restored library hours months and months ago!
Friday, June 16, 2006
Eloquent Sentiments on Carmel-by-the-Sea's Legacy to Learning
Appearances, City Council 6 June 2006 meeting:
“My name is Sarah Imbert. I’m a resident of Carmel-by-the-Sea and I am requesting that the City Council adjust its’ budget priorities for next year and seek to find adequate funding to fully restore Harrison Memorial Library hours of operation as they were in 2004. I thank the City for sparing the library in the most recent round of budget cuts."
"As a parent of two children who use the library frequently, I join with many other parents, most of whom could not be here today, or on the 13th because they are either working or caring for children."
"A free and open library is fundamental to Carmel’s core values and is a living icon of its’ literary and cultural heritage. But parents who they themselves learned to read at Harrison Memorial Library want to pass that tradition on to their children, but they can’t if they are working full-time and the children’s library is closed on Saturdays. I ask for increased funding because I have had to explain to my child more than once why the library is closed."
"Carmel is filled with children. As of May, the Carmel School district has 2,117 students, the Carmelo pre-school has 120, private schools account for an additional 1,600. That’s 3,837 students to start with. For them to excel they need a free and accessible library. Working parents need the children’s library open on Saturdays. Even during the Depression Carmel managed to keep the library open 6 days a week."
"Taking children to the library also means spending money in Carmel. Juice or a bottle of water at Brunos is inevitable, lunch at Pernilles, The Forge or Buon Giorno is probable, and even if they’ve been extra good they might even get a present at Thinker Toys."
"However, a simple quantitative approach to the library is misguided, it isn’t about money spent per child per capita, rather thinking about the future of Harrison Memorial Library requires a qualitative study about how the City seeks to sustain its’ core values of literacy and the opportunity to educate oneself. The internet is not making the library obsolete. The library is going to make the children of Carmel obsolete."
"Please support your librarians, they know what the children need, they need more library hours."
"Thank you."
“My name is Sarah Imbert. I’m a resident of Carmel-by-the-Sea and I am requesting that the City Council adjust its’ budget priorities for next year and seek to find adequate funding to fully restore Harrison Memorial Library hours of operation as they were in 2004. I thank the City for sparing the library in the most recent round of budget cuts."
"As a parent of two children who use the library frequently, I join with many other parents, most of whom could not be here today, or on the 13th because they are either working or caring for children."
"A free and open library is fundamental to Carmel’s core values and is a living icon of its’ literary and cultural heritage. But parents who they themselves learned to read at Harrison Memorial Library want to pass that tradition on to their children, but they can’t if they are working full-time and the children’s library is closed on Saturdays. I ask for increased funding because I have had to explain to my child more than once why the library is closed."
"Carmel is filled with children. As of May, the Carmel School district has 2,117 students, the Carmelo pre-school has 120, private schools account for an additional 1,600. That’s 3,837 students to start with. For them to excel they need a free and accessible library. Working parents need the children’s library open on Saturdays. Even during the Depression Carmel managed to keep the library open 6 days a week."
"Taking children to the library also means spending money in Carmel. Juice or a bottle of water at Brunos is inevitable, lunch at Pernilles, The Forge or Buon Giorno is probable, and even if they’ve been extra good they might even get a present at Thinker Toys."
"However, a simple quantitative approach to the library is misguided, it isn’t about money spent per child per capita, rather thinking about the future of Harrison Memorial Library requires a qualitative study about how the City seeks to sustain its’ core values of literacy and the opportunity to educate oneself. The internet is not making the library obsolete. The library is going to make the children of Carmel obsolete."
"Please support your librarians, they know what the children need, they need more library hours."
"Thank you."
Thursday, June 01, 2006
Harrison Memorial Library, Park Branch (& Carmelites) DESERVE More Budget Dollars
FACT: With 13,000 Carmel-by-the-Sea residents and surrounding Monterey County area residents cardholders of the Library, nearly 100% of all Carmelites use Harrison Memorial Library and the Park Branch.
FACT: The City of Carmel-by-the-Sea proposes to expend $853,929 (7% of the total Fiscal Year 2006/07 Budget) for personnel and facility maintenance at the Harrison Memorial Library and Park Branch.
FACT: Harrison Memorial Library Hours---Adult Services---Open Hours of 40 Hours/Week
Monday-----1 P.M.---5 P.M.
Tues-Wed--11 A.M.---8 P.M.
Thurs-Fri-11 A.M.---6 P.M.
Saturday---1 P.M.---5 P.M.
Sunday----Closed
FACT: Park Branch Hours---Youth Services---Open Hours of 28 Hours/Week
Tues---------------------1 P.M.-8 P.M.
Wed.-Thurs.-Fri.—--11 A.M.-6 P.M.
Sat.-Sun.------------Closed
FACT: Carmel-by-the-Sea residents purchase 14% of all the tickets sold to Sunset Center events. (Source: Sunset Cultural Center, Inc.)
FACT: The City of Carmel-by-the-Sea expended $867,000 (Fiscal Year 2004/05), $772,000 (Fiscal Year 2005/06) and proposes to expend $713,000 (Fiscal Year 2006/07) to Sunset Cultural Center, Inc. (SCC) to subsidize its management of the Sunset Center.
Conclusion:
For approximately the same City expenditure amounts, significantly more Carmelites use Harrison Memorial Library and Park Branch than attend performances at the Sunset Center. Consequently, the City Council should budget significantly more money for Carmel-by-the-Sea’s two libraries than the proposed $853,929 for Fiscal Year 2006/07.
FACT: The City of Carmel-by-the-Sea proposes to expend $853,929 (7% of the total Fiscal Year 2006/07 Budget) for personnel and facility maintenance at the Harrison Memorial Library and Park Branch.
FACT: Harrison Memorial Library Hours---Adult Services---Open Hours of 40 Hours/Week
Monday-----1 P.M.---5 P.M.
Tues-Wed--11 A.M.---8 P.M.
Thurs-Fri-11 A.M.---6 P.M.
Saturday---1 P.M.---5 P.M.
Sunday----Closed
FACT: Park Branch Hours---Youth Services---Open Hours of 28 Hours/Week
Tues---------------------1 P.M.-8 P.M.
Wed.-Thurs.-Fri.—--11 A.M.-6 P.M.
Sat.-Sun.------------Closed
FACT: Carmel-by-the-Sea residents purchase 14% of all the tickets sold to Sunset Center events. (Source: Sunset Cultural Center, Inc.)
FACT: The City of Carmel-by-the-Sea expended $867,000 (Fiscal Year 2004/05), $772,000 (Fiscal Year 2005/06) and proposes to expend $713,000 (Fiscal Year 2006/07) to Sunset Cultural Center, Inc. (SCC) to subsidize its management of the Sunset Center.
Conclusion:
For approximately the same City expenditure amounts, significantly more Carmelites use Harrison Memorial Library and Park Branch than attend performances at the Sunset Center. Consequently, the City Council should budget significantly more money for Carmel-by-the-Sea’s two libraries than the proposed $853,929 for Fiscal Year 2006/07.
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