recession and the public library howard rosenbaum [email protected] august 12, 2009

Recession and the Public Library

Howard [email protected]

August 12, 2009

Rosenbaum: Recession and the Public LibrarySchool of Library and Information Science @ Indiana University


I. Introduction

• Hard times and the paradox of recessions

II. Addressing the paradox

• Challenges and opportunities

• Libraries as civic centers

III. Taking action

• Making the case

• Doing more with less

I. Introduction


I. Introduction

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I. Introduction

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I. Introduction


Recession in Tippecanoe County

5/28/09

The Kirby Risk operation in Lafayette has announced its third round of job cuts this year

The Lafayette Journal and Courier reports 34 people have been let go in the latest round of reductions

The wiring harness and cable manufacturing operation eliminated 80 positions in February and another 40

approximately one month later

I. Introduction


6/30/09

Recession spurs more volunteers in Lafayette

The Greater Lafayette Volunteer Bureau says it has seen nearly 35% more volunteers so far this year compared to last year

Volunteer services coordinator Samantha Dummel says some people have been laid off and want to stay busy

A volunteer services director with the Tippecanoe County American Red Cross says volunteering can help people land a new job

I. Introduction


Tippecanoe County: Despite the recession one type of business is rising to the top

Small bakeries in the area continue to whip up dollars.

Many businesses are just scraping by, but bakeries like Mammaw’s in Brookston say earning money during the recession is frosting on the cake

Tippecanoe County bucks state trend in home sales for June 2009 - Lafayette Journal and Courier

A report released Thursday by the Indiana Association of Realtors shows 217 existing single-family homes were sold last month - an 11.9% increase over the 194 houses sold in June 2008

I. Introduction


Hard times and the dilemma of recession

Effects are widespread, particularly in our part of the country

This creates an interesting paradox

I. Introduction

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Paradox: public libraries and economic downturns

The economy contracted 1.9% from the FQ ‘07 to FQ ’08

The previous largest drop was 0.8%, the Commerce Department said (July ‘09)

GDP has shrunk 3.9% in ’08, indicating the worst slump since the Great Depression

Consumer spending, which accounts for 70% of the economy, decreased 1.8% in FQ ‘08 from the same period in ‘07, exceeding the prior estimate of a 1.5% drop

www.bloomberg.com/apps/news?pid=20601087&sid=aNivTjr852TI

I. Introduction


So what? Well…

The downward spiral of recession affects state and municipal governments

Many state and local governments have serious revenue shortfalls

This is caused by reductions in available Federal money (hence the stimulus package)

Also reduced sales, business and property taxes

Do localities cut spending or engage in revenue raising activities (or both)?

I. Introduction


A recent study find that expenditure reductions are far more common than revenue raising strategies (similar to those of the private sector)

Across-the-board cuts are more popular than deep programmatic cuts or abolishment of programs

There is a perception that cuts during a recession don’t have to be as deep because shortfalls are temporary

But cities, counties, school districts, and public libraries react differently to the same fiscal stimulus

They differ in their functional responsibilities, revenue raising powers, and revenue reliance patternsMacManus, S.A. (2008). Budget Battles: Strategies of Local Government Officers during Recession. Journal of Urban Affairs 15(3) 293-307.

I. Introduction


So in our state, the situation is grim (but not as bad as it is in other states)

The updated forecast of Indiana state revenues, for FY09, 10 and 11 predicts a large shortfall

Revenues will fall short of the pessimistic December forecast by an added $831 million for the three years

This is on top of a predicted 1.1 billion shortfall

Main reason is reduced revenues (by as much as 15%)

A bottom line effect is that local governments will be feeling the effects of this shortfall

I. Introduction


What is happening in this recession?

According to John Rettig, people are visiting their local public libraries more often and checking out items with greater frequency

ALA’s 2008 State of America’s Libraries Report: Americans visited their libraries nearly 1.3 billion times and checked out more than 2 billion items in the past year

This is an increase of more than 10% in both checked out items and library visits, compared the last downturn in 2001www.ala.org/ala/newspresscenter/news/pressreleases2008/august2008/RettigEconomy.cfm

I. Introduction


Public libraries boom as economy grinds - Terry Oblander July 29, 2008 21:57PM

Books and other items are flowing out public libraries in record numbers as the price of gas goes up and the economy sours

Librarians throughout Northeast Ohio report seeing more people coming through their doors and leaving with more books, movies and CDs than everblog.cleveland.com/metro/2008/07/public_libraries_boom_as_econo.html

I. Introduction


As times get hard, people turn to public libraries for a wide range of reasons and purposes

As people’s buying power shrinks, they seek employment, complete their education or upgrade their skills

They rely on public libraries for vital information

Job opportunities, career planning and training, small business management, literacy programs and

computer skills development

However, as state and local revenues shrink, library budgets shrink as wellwww.redwinebuzz.com/winesooth/wp-content/uploads/2008/10/paradox.jpg

I. Introduction


Here it is:

They are coming in droves and want to do more and interesting things

~at the same time~

You have less money to provide resources and services

The question is what to do about it

What is the response of public librarians in an economic downturn?

I. Introduction


I. Introduction





III. Taking action

• Making the case






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The paradox can be addressed in a number of ways

You can cut back on resources

This involves making difficult decisions about the collection

You can cut back on personnel

These are also very difficult decisions

You can cut back on hours

Close on evenings and weekends

Have people working shorter days

These are unsatisfactory for many reasons



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The position that paradox can be resolved through cutbacks brings with it unintended consequences

Once cuts are made, temporary has a way of turning into permanent

Recessions will end, and a library with reduced resources, personnel and services will be at a disadvantage in the community

It is more difficult for public institutions to rebuild (compared to the private sector)

The potential loss of public support and trust is a threat that should be taken seriously in planning and

strategizing



Let’s think instead about the challenges and opportunities presented by this economic downturn

Since August 08, more than 300 articles on the increased use of public libraries in tough economic times have been published in the US

According to a recent Harris poll, 75% of Americanshave a public library card, the highest number since the ALA began keeping records in 1990

On Orange County, CA, libraries report increases in use because of the public's renewed appreciation for free

entertainment as well as the need for career help and job searching




During a recession, people have less money to spend on books

Also, the cost of books, particularly textbooks, continues to rise

Access to free books at the public library becomes even more important

As people look to trim household expenses, access to library services provides convenient alternatives

Free public internet access and wireless draw people to the library

DVDs, CDs and games provide entertainment alternatives



The public library is the main option that many have for financial advice and information to secure their and their families’ futures

Public libraries can provide unique services tailored to meet the needs of their communities through this economic crisis

This includes free on-site financial education classes for adults that include investor education, information on tax preparation

It can include access to expensive financial journals and periodicals and assistance with financial aid applications



Programming and outreach

You can provide residents with guidance (including sessions with career advisers), career training and workshops,

Make available job-search resources and connections with outside agencies that offer training and job placement

Patron attendance at the Millington, Tenn. Public Library has doubled for free adult programs in education, small business development and job networking



“Quite a few more people are showing up at the libraries with laptops, and we hear that people are canceling their Internet service and coming to get on the county’s Wi-Fi instead,” said Laurie Hayes, library spokesman (Anne Arundel County)

At some branches, librarians are struggling to find enough electrical outlets for all the laptops

Librarians are helping unemployed workers set up e-mail accounts and submit job applications online

Bradley, M. (2009). Public libraries…the new old life boats of a sinking economy!www.scaledown.ca/2009/02/23/public-librariesthe-new-old-life-boats-of-a-sinking-economy/



What does this mean?

Libraries are emerging as new town squares

Librarians represent a newly emerging force for placemaking

Libraries are more than resource centers for their communities

Many librarians are now pushing to turn their libraries into civic centers that foster senses of community and offer a unique gathering places

The library can become both virtual and literal town squares for their neighborhoods and downtowns



Why is this possible now?

In times of economic hardship, Americans turn to – and depend on – public libraries and librarians

Libraries are part of the solution when a community is struggling economically

They are information equalizers

They can expand their functions beyond providing entertainment to providing critical information services to their communities

People of all ages and backgrounds can find and freely use a range of resources, and make use of librarians’

expertise



One example of the work leading to placemaking

As more and more people look for work, libraries can be a center for job-search related activities

They can level the playing field for job seekers

Only 44 of the top 100 U.S. retailers accepted in-store paper applications in 2006- down from 68% in 2004

Many patrons turn to library computers and Internet access to search for employment listings and apply for jobs online

They turn to librarians for help typing and posting resumes, applications and cover letters and opening email accounts



Libraries help bridge the divide between those who have access to information and those who do not

Families making less than $15,000 annually are two to three times more likely to rely on library computers than those earning more than $75,000

Nearly 73% of libraries are their communities’ only source of free computer and Internet access

This rises to 82% in rural areas

A 2006 ALA poll found that 92% of respondents expect libraries to be needed in the future, despite the increased availability of information on the Internet


I. Introduction





III. Taking action

• Making the case



III. Taking action


III. Taking action

When considering the public librarians’ response to an economic downturn, action can proceed along two paths

The first is patron-focused (outward looking)

This involves is a hard look at the range of resources and services that you currently offer

Compare this to a list of resources and services that you would realistically like to offer

Simple to say, hard to do

The second is focused on decision makers and others with influence

There is an argument to be carefully constructed and made


III. Taking action

Community needs assessment

A way of gauging opinions, assumptions, needs, key issues, and/or assets within a defined community

Identify community needs, concerns and issues

Determine what various constituencies want, what problems they see, how they think an organization can help

Determine the extent to which needs are met, unmet, have changed

Understand the position of an organization in a community


III. Taking action

Community demographics: attempt to identify populations in the community who are underserved

Determine the resources and services that could help

Service gaps: identify the range of existing services

Determine the accessibility of each service

Can an individual receive the service when he or she needs?

To what extent is the service is culturally responsive?

Can these services be ranked?www.ncstac.org/content/materials/CommunityNeedsAssessment.pdf


III. Taking action

Stakeholder analysis: who has influence over the provision of these and other services

Who are the key decision makers

Barriers to providing services: identify the major barriers that prevent people from receiving services

Determine reasons for under-utilization of services

Organization of services and funding: how is the current system is organized

Identify strategic ways to participate in the provision of existing and new resources and services


III. Taking action

How it might be done

Community assessment tools

Focus group interview

Public issues forum

Secondary data analysis

Community survey questionnaire

Interviews with key stakeholders

Asset mapping

Human, associational, institutional, local business, outside resources


III. Taking action

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III. Taking action

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III. Taking action

Making the case: why?

Carnegie Library of Pittsburgh Faces Falling Budget, Plans Advocacy, Changes - Lynn Blumenstein -- Library Journal, 8/11/2009

Facing a decrease in Regional Asset District (RAD) sales tax collections, the Carnegie Library of Pittsburgh may see a loss or consolidation of branch locations as well as reduction in services, though a new campaign aims to increase support

CLP is mostly funded by a .5 percent portion of the tax but June and July proceeds were the lowest since the RAD tax was implemented in 1994, CLP director Barbara Mistick told LJ.


III. Taking action

Making the case: more

Administrators estimate that expenses for the system will begin to exceed revenues beginning in 2010

The deficit is expected continue to grow to more than $6 million by 2014

CLP already implemented $2 million in cuts this year, said Mistick

Hours at the main library were reduced and departments were consolidated

At mid-year, CLP reduced its pension contributionwww.libraryjournal.com/article/CA6675993.html


III. Taking action

Milwaukee Begins to “Rethink Libraries for the 21st Century” - Norman Oder -- Library Journal, 8/4/2009

The the Milwaukee Public Library is faced with budget challenges that make the current system unsustainable

They have begun a series of community meetings asking for input on “Rethinking Libraries for the 21st Century”

Needing to update collections, services, and buildings, MPL already has drawn on a telephone survey, focus group sessions, and a community visioning group to present four configurations for its branch systemwww.libraryjournal.com/article/CA6674697.html


III. Taking action

The configurations include mixed-use libraries that would share a building with retail or residential facilities but would be smaller than the current 12 branches

The first mixed-use library is already on the way, involving a housing development

The public wants more hours, parking, meeting rooms, technology, and space to work

They preferred a configuration with a smaller number of full-service libraries (62.5%) rather than many limited-

service libraries (26.8%), but that could change

A majority (63.4%) said they prefer a stand-alone library, while 20.4% said they favored a library located in

another facility


III. Taking action

Making the case

1. Develop and clearly define the message

Elevator pitch

Work into conversation and public statements

Investing in libraries is an investment in education and lifelong learning

Libraries are among the most effective of all public services, serving more than 2/3 of the public with

less than 2% of all tax dollars

Public libraries are a bargain - the average cost to the taxpayer for access to library resources is $31 a year, the cost of one hardcover book.


III. Taking action

Return on investment examples:

Seattle: visits to the public library increase tourism

A 1% increase yields $1 billion in new economic activity statewide over 25 years

Maryland: 90% say public libraries are a good investment

More than 40% think of public libraries as an economic anchor, potentially attracting good businesses

Florida: for every dollar of public support spent on public libraries, wages increase by $12.66, and return $6.54

South Carolina: the total direct and indirect return on investment for every $1 spent on public libraries is $4.48 - nearly 350%


III. Taking action

2. Target Your Audiences

Focusing on those who can help you reach your goal saves time, energy and resources

Key decision-makers: university or school administrators, Boards of Ed, the city council or county commission, state and federal legislators

Those with influence over these groups: the media, other officials (e.g., the mayor, school superintendent), community/school/campus leaders, and voters

Target those who are most likely to be supportive


III. Taking action

3. Identify communication strategies to deliver the message effectively

The right strategies save time and money, and increase the reach and effectiveness of the message

For example, one-on-one is the most time consuming, but it is also the most powerful

Having a network of library advocates ready and willing to speak out is invaluable

Use mass media to reach large numbers of people

Editorial endorsements carry weight with legislators and the public


III. Taking action

In addition to identifying strategies, your communication plan should include

A schedule for the number of contacts

The number and timing of telephone calls to key leaders

The schedule of news releases and public service announcements

Timing of placement of op-ed pieces, radio and TV interviews

Descriptions of strategic use of email, the web, nand social media

Dates of presentations to key groups


III. Taking action

4. Designate Spokespeople

There should be a clear understanding of who speaks for the library and when

Spokespeople should be dynamic and confident whether dealing with the media or the public

They know the message and are skilled at delivering it

They can answer hard questions and give sound bites for print and broadcast

While the main spokesperson on policy is generally the library director or board president, other spokespeople may be identified for particular issues or campaigns


III. Taking action

5. Dealing with controversy...

Anticipate and prepare for dealing with organized opposition or other issues that might arise

Make sure you have all the facts

Respond quickly but don’t overreact

Prepare a communication plan and work it

Focus on the solution, not the problem

Explain how the library is addressing the issue or concern but leave legal implications to your lawyer

Use every opportunity to deliver your key message

Try not to be defensive


III. Taking action

Anticipate tough questions

Why should I lend support to my local library? Isn’t that the Government’s responsibility?

Hasn’t library use declined due to the Internet?

How are libraries helping in the recovery?

How are libraries saving us money?

Is there a library funding crisis?

Are libraries a good investment?

How will stimulus funding be allocated?


III. Taking action

Why should I lend support to my local library? Isn’t that the Government’s responsibility?

Everyone should support their local library

Only a small portion of funding (0.5%) comes from the federal government, yet public libraries have

important social roles and responsibilities to their communities, especially in tough economic times

They are part of the solution when a community is struggling economically

From free access to books and online resources for families to library business centers that support entrepreneurship and retraining, libraries support lifelong learning


III. Taking action

Hasn’t library use declined due to the Internet?

No, we go to school, public and academic libraries 50% more often than we go to the movies

Library use is increasing and 68% of US adults have public library cards

The average user takes out more than seven books a year and also borrow DVDs, learn new computer skills, conduct job searches, and participate in the activities of local and community organizations

Internet access is a popular attractor

Librarians offer their expertise teaching people to use computing and the Internet effectively


III. Taking action

How are libraries helping in the recovery?

Libraries help level the playing field for job seekers

Many patrons use library computers and Internet access to find work, apply for jobs online, type resumes and cover letters and open email accounts

Many libraries design and offer programs tailored to meet local community economic needs

These include sessions with career advisers, training and workshops in resume writing and interviewing, job-search resources, and connections with outside agencies that offer training and job placement


III. Taking action

How are libraries saving us money?

During times of economic downturn, libraries see more visits and circulation activity because people cut back

on entertainment

People can check out books, DVDs, CDs, games, for free, use databases and download audio books

They can use the net for free

They can take advantage of library programming for children and young adults


III. Taking action

Is there a library funding crisis?

Yes, when the economy is down, library use is up

Unfortunately, tight city and state budgets are closing library doors and reducing access when it’s needed most

Increased foreclosures rates and fewer home sales are pulling down local property-tax revenues, which many public library systems depend on in their budgets

National League of Cities: a 3.6% decline in property tax revenues and decline in sales tax receipts and income tax revenues will affect city budgets until 2010

To make up for shortfalls, libraries cut back on hours or close neighborhood branches


III. Taking action

Are libraries a good investment?

The Indiana Business Research Center. (2008). The Economic Impact of Libraries in Indiana, 4


III. Taking action

Libraries are a good value

The direct economic benefits that communities receive from libraries are significantly greater than the cost to operate the libraries

Indiana communities received $2.38 in direct economic benefits for each dollar of cost.

Public library salaries and expenditures generate an additional $216 million in economic activity in Indiana

Public libraries account for almost 9,000 jobs in Indiana:

Nearly 6,900 employed by the libraries themselves

Approximately 2,000 additional jobs in industries that support libraries and their staff


III. Taking action

To strengthen public libraries’ roles in their communities’ economies:

1. Implement a strategic program to expand business and economic development focus

2. Enhance outreach to the business community

3. Expand business and economic development services

4. Refine and expand library-use data collection and reporting

5. Assist them in developing benefit-cost analyses

6. Encourage them to aggressively promote their economic significance


III. Taking action

How will stimulus funding be allocated?

We’d like to see funding used to keep libraries open during the hours when people need them most

Also to keep libraries staffed with employees who can help the public use the Internet to look for work, build their resumes, and develop skills for a 21st century job.

Use funding to sustain and expand services to help people from every walk of life deal with our current economic situation

Libraries are among the most effective of all public services, serving more than 2/3 of the public with less than 2% of all tax dollars


III. Taking action

Millions use public libraries each year, but without adequate support, the resources and services may not be there when needed

Due to recent economic downturn, many libraries are being forced to do more with less

Libraries in almost every state have been affected by state funding cuts leading to a lot of hard choices

Think about how many people turn to us for job searches, free Internet access, health care information and resources for education and career development

People’s ability to get information shouldn't depend on their ability to pay for it


III. Taking action

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Howard [email protected]

August 12, 2009

www.slis.indiana.edu/hrosenba/www/Pres/tipp09/tipp09.pptx

recession and the public library howard rosenbaum [email protected] august 12, 2009

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