| Convocation on Providing Public Library Service to California’s 21st Century Population | [Back] [Contents] [Next] |
A brief and informal survey of my colleagues, who are the collection development librarians, coordinators or czars of their institutions, confirms my belief that collection development remains one of the most important responsibilities of librarians in public library service. Some branch librarians devote more than 50 percent of their time to this one aspect of their duties, and with the narrowing of budgets, the selection process becomes even more time-consuming because of the need to acquire the very best with less funding.
In addition to funding constraints in some jurisdictions because of changing demographics and cultural diversity, community libraries are finding that a re-examination of their focus changes their collection needs. And with the introduction of many new media and culturally different learning and listening styles, materials for library collections now include several formats that incorporate new, and not so new, technologies (i.e., CD-ROMs, videos, etc.). Indeed, California's demographics in some cases change major functions of the library within the community.
Communities where libraries have served as recreational reading suppliers
are now finding that they need to become proactive in providing a place
for homework centers, independent learning centers or perhaps community
centers.
The issues before us are what may be referred to as the four F's and
one L: funding, focus, formats, function and leadership. In our best interest,
these issues provide us with opportunities to look at our communities and
services as well as our collections in a fresh and vital light.
"Collection development should be tied to the library's needs assessment (and community analysis) results."* The community needs assessment process offers a first-hand opportunity to meet "your neighbors," and develop "their sense of [library] 'ownership' [that] comes from being part of the planning process."** In addition, this process will result in a better understanding of what your library's function in the community should be: where you should focus your collection; where there may be other funding sources to complement your budget; what materials will be most suitable for the collection; and what formats will best serve the needs of your library's community.
Funding
Of the four F's, funding presents the greatest challenge and/or opportunity
for it is intrinsically connected to the library's ability to carry out
the other three F's. Therefore, it is the major concern for most institutions.
There are very real costs associated with change. If a needs assessment
reveals that you've been purchasing materials on "horses" in French, and
what you
really need is not materials on "horses," but CD-ROM encyclopedias
with audio, the costs could be outstanding. Few institutional budgets can
tolerate more than one change of this kind. And if your collection is that
far off the mark, there are most likely many changes necessary.
It is essential that library administrators understand the collection needs of the library's community and provide the leadership to support and empower the librarian in addressing those needs. It is the librarian's responsibility to provide the administrators with supportive documentation and information (e.g., statistics, community assessments and analysis, public testimony) that validates the community's library needs. Within this responsibility lies the opportunities inherent in getting to know the community; and in return, the community receives a reintroduction to the library.
Where are we now?
Some library jurisdictions are blessed with ballot initiatives that have increased their local funding; however, the increases have not reached the inflation level of the past ten years, while tax dollars were in hiatus. In other words, there is more, but it buys less. Other libraries continue to struggle through limited funding. In both cases, creativity, mother wit and political savvy are the most useful skills for any librarian - branch, children's, reference and all others in public service.
Over the past ten years, the State Library and public libraries have provided funding and access to funding, which served as a starting point for planning and preparing for the 21st century. Such programs as Partnerships for Change, A State of Change Conference, etc., began the critical thinking necessary for change from the traditional to the more functional for all populations who need public library services. The State Library's publication of "how to" guides, (Keeping the Promise: Recommendations for Effective Library Service to African Americans and Adelante: Recommendations for Effective Library Service to the Spanish-speaking) will continue to assist public libraries in meeting service challenges of the 21st century.
Where do we need to go?
More than anything, our plans, documents and programs should be re-examined and evaluated to determine their effectiveness. Resource sharing and networking requires, in some instances, revamping and better coordination. The State Library needs to give more consideration to the new (and not so new) technologies that may serve to assist with resource sharing and networking. For some library administrators, it may be necessary to review budget priorities if change is inevitably needed. The State Library may need to assist library leaders with staff training and with the development of empowerment skills.
Recommendations
Because change is rapid and for the past decade ongoing: