| New York State Library |
Prepared By The Library Development/Public Library System Directors Organization Minimum Standards Task Force
The University of the State of New York
State Education Department
New York State Library
Division of Library Development
June 1996; revised 2001, 2002
STANDARD #3: REPORT TO THE COMMUNITY
STANDARD #6: EVALUATING EFFECTIVENESS
STANDARD #7: HOURS Updated 11/21/02
STANDARD #8: MAINTAINING A FACILITY TO MEET COMMUNITY NEEDS
STANDARD #9: EQUIPMENT Updated 1/29/99
STANDARD #10: PRINTED INFORMATION
Regulation 90.2 of the Commissioner of Education: Standards for Registration of Public, Free Association and Indian Libraries
The New York State Library Division of Library Development (LD)/Public Library System Directors Organization (PULISDO) Minimum Public Library Standards Task Team designed this publication, Helpful Information for Meeting Minimum Public Library Standards as a guide for librarians, trustees, and system personnel in understanding the why, what and how of each standard.
Success for all libraries, with improved service for customers, is one of the highest priorities of both the New York State Library Division of Library Development and PULISDO. This publication addresses how library boards and directors can achieve both the letter and the spirit of the minimum public library standards. The systems' educational programs are important in helping libraries reach this goal.
In November 1994, State Librarian Joseph F. Shubert formed the LD/PULISDO Task Team to develop helpful information to guide libraries in implementing the new minimum standards. Task Team members agreed early on that the Division of Library Development, the public library systems and libraries need to take an "educational approach" regarding the implementation of the standards. We believe that this publication and other products will assist libraries in meeting minimum standards and provide a framework for system staff in working directly with members.
If you have any questions about this publication or the actions of the Task Team, please contact any member of the LD/PULISDO Task Team. Suggestions for improvement of this publication may be sent to the LD/PULISDO Task Team, Division of Library Development, New York State Library, 10C47 Cultural Education Center, Albany, New York 12230.
Members of the Library Development/PULISDO Task Team
Mary Lou Caskey
Deborah H. Coover
Carol Ann Desch
Marilyn Douglas
James L. Farrell, Jr.
Karen Creenan (November-April)
David Karre
Judith L. Levine
Barbara Lilley
Patricia Mallon
Joseph J. Mattie
Sara McCain
Maureen Read
Joseph F. Shubert
Anne Simon
Fred Smith
| Each . . . library is governed by written bylaws which outline the responsibilities and procedures of the library board of trustees; |
Written bylaws clarify the rules by which the board of trustees operates. They set the procedures for the smooth running of board business. As membership on the board changes over time, specifics and agreements may be forgotten. Bylaws are essential to assuring continuity and preventing disagreements and misunderstandings. Bylaws need to be up-dated on a regular basis. A good rule of thumb is at least once every five years.
WHAT DO BYLAWS TYPICALLY CONTAIN?
Bylaws usually cover such items as: terms of office of trustees; officers and their duties; meeting frequency and rules (e.g., what is a quorum, order of business, filling vacancies on the board, etc.); committees (e.g., standing committees, how committee members are appointed, ad-hoc committee procedures, etc.); the library director; amendment procedures.
WHAT IS THE DIFFERENCE BETWEEN THE BOARD'S BYLAWS AND THE LIBRARY'S CHARTER?
The bylaws are the rules and procedures by which the Board of Trustees functions. The charter is a legal document from the Board of Regents that incorporates the library, making it an education corporation that must meet certain standards of operation (see Registration, below). The bylaws must be consistent with the current charter, Education Law and the Education Commissioner's Regulations.
WHAT DOES THE CHARTER CONTAIN?
The charter typically covers such items as name and location of the education corporation (in this case, the library); the names of the board members at the time of incorporation; the date the Regents approved the charter; the number of trustees and the length of their terms. The charter may also include the library's service area; the IRS dissolution clause and amendments. To change any of these elements requires a charter amendment approved by the Board of Regents. They cannot be changed in the Board's bylaws.
WHAT IS REGISTRATION?
Registration, which is certified by the State Education Department, means the library meets the minimum standard requirements for its size and is thereby qualified to receive and hold public state and local tax funds.
WHERE CAN I GO FOR HELP?
Below is a typical example of library bylaws. Consult your system if you need further advice or assistance in developing bylaws. It would also be helpful for you to submit a copy of your bylaws to your system so they can be shared with others.
SAMPLE BYLAWS
Bylaws of the Library
Article I -- Tenure of Office of Trustees
Article II -- Officers
Article III -- Meetings
Article IV -- Committees
Article V -- Library Director
Article VI -- Amendments
Adopted
Date
Revised
Date
| Each . . . library has a board-approved, written long-range plan of service; |
Every library needs a long-range plan as a formal document to:
WHAT IS A LONG-RANGE PLAN? DOES IT DIFFER FROM A STRATEGIC PLAN?
A long-range plan and a strategic plan both involve investigating the library's services in light of community needs and resources, evaluating the strengths and weaknesses of the library and the services the trustees and staff believe the library should or can provide, and creating a structured plan for providing the resources and direction for the "right" services for that community. A "strategic management plan" may have more emphasis on an analysis of strengths, weaknesses, opportunities and threats (SWOT) and more detailed budget forecasts based on revenue projections.
WHAT IS THE PROCESS FOR LONG-RANGE PLANNING?
The way a library moves through its planning process is as important as the plan itself. The planning process helps raise the community's awareness of library programs, services and needs and gains library support from the community.
The long-range planning process is a cyclical one. While there are a variety of ways to develop a long-range plan, a successful planning process often includes the following steps:
And then begin again with a new examination of the environment, inside and outside the library, etc.
WHO PARTICIPATES IN THE PROCESS?
Many people should be involved in the planning process in addition to the library director and the board of trustees. These may include: one or two key staff members; library users, and representatives of business, education, government, or other key community groups. (Tip: One way of involving the community is through the information- gathering stage of the plan. For example, use focus groups of community members, or community surveys that ask people to identify ways the library can meet community needs.) Public library system consultants or, in larger libraries, consultants under contract, may also advise or otherwise assist with the process.
WHAT ARE THE ELEMENTS OF A BASIC LONG-RANGE PLAN?
HOW MANY YEARS SHOULD A LONG-RANGE PLAN COVER?
Typical plans are for 3 to 5 years. Although most libraries will want to use a long-range plan to set direction for an extended period, they will probably limit detailed planning to a shorter period, perhaps two or three years. Although every library board should take into consideration continuous development for the library and the opportunities presented by the electronic information environment, they should set objectives and plan activities which, with a reasonable amount of effort, the library and community can achieve in the identified time period.
HOW DO WE USE THE PLAN?
Often, long-range plans are used to develop a yearly "Action Plan" which is an outgrowth of the direction and choices made in the longer range plan. Persons with responsibility for tasks within the plan work on these assignments according to the timeline in the plan. Staff and trustees review the entire plan for action and accomplishments according to the a schedule provided in the plan. Many institutions use a "rolling" process in which one year is "added" or revised when the current year is completed (or nearly completed).
WHERE CAN I GO FOR HELP?
Consult your library system for examples of different types of plans, as well as other assistance you may need. It would also be helpful for you to submit a copy of your plan to your system so it can be shared with others.
| Each . . . library presents an annual report to the community on the library's progress in meeting its goals and objectives. |
An annual report:
WHO IS YOUR AUDIENCE?
WHAT SHOULD THE REPORT INCLUDE?
WHAT FORMATS AND MEANS OF DISTRIBUTION ARE USEFUL?
Other ideas are also possible. At the minimum, choose one that allows for the widest distribution. It's so important to keep the library's story before thepublic! Don't be afraid to use it in several ways! You may wish to produce different versions for different audiences.
WHERE CAN I GO FOR HELP?
Consult your library system for examples of different types of community reports, as well as other assistance you may need. It would also be helpful for you to submit a copy of your community report to your system so it can be shared with others.
| Each ...library has board-approved written policies for the operation of the library. |
HOW ARE POLICIES DEVELOPED?
In general, policies should be clear and concise, legal and fair. They should be developed by the director and staff with board involvement and approval, and revised on a regular basis, every 2-3 years or sooner if necessary.
It's a good idea to start with a sample and then adapt it to your specific library's needs. Contact your library system for sample policies.
The Board can appoint an ad hoc committee made of some board members, the director and a staff member or two to work on policies. Some libraries have the director develop the policies and the board reviews and approves them. It is important that the Director and staff have input since they are familiar with the day-to-day operations of the library.
As the library staff and board develop the policies, the Americans with Disabilities Act must be taken into consideration. It is also a good idea to let the library attorney review the policies to be sure that no laws have been inadvertently violated.
WHAT POLICIES SHOULD A LIBRARY HAVE?
Personnel policies are absolutely necessary for the smooth operation of any organization. Whether it has many employees or only one, every library should have a complete personnel policy manual for its staff.
A suggested list of policies follows. Contact your system for specific examples.
SUGGESTED LIST OF POLICIES
It is recommended that boards adopt the following standard ALA policies:
Boards and directors should develop policies which cover:
Personnel policies, at a minimum, should cover the following items:
According to the Americans with Disabilities Act, all libraries must have a written plan for how the library will serve people with all kinds of disabilities.
WHERE CAN I GO FOR HELP?
| Each . . . library presents annually to appropriate funding agencies a written budget which would enable the library to meet or exceed these standards and to carry out its long-range plan of service; |
A written budget presented to local funding agencies is a basic requirement to ensure fiscal accountability. It also helps get the funds needed to provide service. Since the public library board of trustees has ultimate responsibility for obtaining funds and spending them wisely to carry out the library's program of services, it is the board's responsibility to ensure that fiscal management practices best meet the needs of the library, the community and the public.
The budget presentation can also be useful for library advocacy. A well documented and well prepared presentation will help show local funding authorities the importance of the library in the community.
WHO SHOULD PREPARE THE BUDGET?
Preparation of the budget should be a joint project of the board of trustees and the library director, with input from appropriate staff.
WHAT ARE APPROPRIATE FUNDING AGENCIES?
"Appropriate funding agencies" are any public organizations that provide operating funds to the library: counties, towns, villages, cities, school districts or special districts. In addition the library may also want to present its budget to other potential sources of funding -- both public and private.
WHAT SHOULD THE BUDGET INCLUDE?
Budget format and fiscal year may differ among libraries based on the requirements of sponsoring agencies but all library budgets have some common elements:
| Each ... library periodically evaluates the effectiveness of the library's collection and services in meeting community needs; |
Evaluation is the systematic and ongoing assessment of an organization's progress and success in fulfilling its mission, using a variety of qualitative and quantitative measurement techniques.
WHY IS EVALUATION ESSENTIAL?
Planning is a process -- not a goal. Evaluation is a critical part of the process. In order to meet community needs effectively, ongoing evaluation is necessary. Some evaluative efforts will be more comprehensive than others, depending on what the library needs to know. For example, evaluation of a meeting or workshop may involve a brief discussion at the end of the meeting or be a more formal written evaluation by participants immediately following the event. Meaningful long-term change may involve follow-up interviews at a later date. Evaluation includes asking our customers how we are doing, and looking beyond our current customers into the community at large to see what needs are not being met and why some potential users are not yet involved in the library.
HOW DO WE GO ABOUT EVALUATION?
After a library has decided that evaluation is an important part of meeting its mission, goals and objectives, the process of choosing the most effective evaluation tool begins.
Questions a library might ask to facilitate assessing how it is doing include:
There are three categories of evaluation tools:
In addition, these measures fit into categories of areas to be evaluated. Most evaluations focus on one or two areas - not everything at one time. Some will be more relevant than others, depending on what your library wishes to learn. They include:
Although the area traditionally identified as most important to users is the library's service offerings, other areas may need to be the focus for any particular evaluation cycle.
As with other parts of any planning process, the evaluation results should be widely disseminated and used as a chance to gain publicity needed to achieve a higher level of effectiveness. Responsibilities should be clearly laid out, timelines set, and tasks completed.
WHAT IS THE BOTTOM LINE FOR A PUBLIC LIBRARY IN ORDER TO MEET THIS STANDARD?
To meet this standard, a library should be able to demonstrate that it queried its community, developed service objectives based on community need and evaluated the results of those objectives. The library also needs to demonstrate that action was taken to incorporate the results in the library's planning process. It is not enough to set a questionnaire on the circulation desk for the occasional curious customer to pick up. There should be an organized effort to determine community needs, and then to evaluate how well the library is meeting those needs through its collection and services.
WHERE CAN WE GO FOR HELP?
Consult your system for further assistance. In addition to staff expertise, there are a number of manuals and other materials which the system can share with your library.
| Each . . . library in New York State is open the following scheduled hours: |
|
Population |
Minimum Weekly |
|
Up to 500 |
12 |
|
500-2,499 |
20 |
|
2,500-4,999 |
25 |
|
5,000-14,999 |
35 |
|
15,000-24,999 |
40 |
|
25,000-99,999 |
55 |
|
100,000 and above |
60 |
A good library is accessible to the community. Standard 7 requires that each public or free association library be open a fixed schedule of minimum weekly hours open on a 52-week basis. The minimum number of weekly hours open is linked to the size of the population the library is chartered to serve. Minimum weekly hours open means the fewest number of hours the library is open to the public every week during the year.
Many public libraries exceed these standards because the community, library board and library staff recognize that the number of hours of public service leads to greater service to and use by the public. While libraries may consider expanding public service hours during some parts of the year to meet increased customer needs, Standard 7 requires that each library also maintain the fixed schedule of minimum weekly hours open on a 52-week basis.
The library should post the days and the hours when the library is open in a prominent location and include hours open in printed information describing the library and its services.
Some communities, such as summer resorts, experience a large influx of population for a part of the year. Although not required, resort community libraries should consider expanding public service hours to meet increased customer needs during these times.
WHAT ABOUT EVENINGS, WEEKENDS AND HOLIDAYS?
Library hours should include morning, afternoon, evening and weekend hours based on actual and potential customer needs. The standards do not require a library to open on legal holidays or Sundays. In a week where a portion of the library's fixed schedule of minimum weekly hours open falls on a legal holiday, the library may fall below the minimum weekly hours open requirement for that particular week.
HOW DOES A LIBRARY COUNT THE HOURS IF IT HAS BRANCHES?
Minimum weekly hours open means the fewest number of hours the library is open to the public every week during the year. A library with more than one service outlet may use the total non-overlapping hours of all the library's service outlets to meet the minimum weekly hours open requirement. Libraries should try to schedule different hours of service at outlets if possible.
WHERE CAN I GO FOR HELP?
Consult your system for help in analyzing user needs and deciding the hours that best meet varying customer needs.
| Each...library maintains a facility to meet community needs, including adequate space, lighting, shelving, seating and restroom. |
Various publications provide helpful "rules of thumb" or "standards" for the number of seats, shelving, or meeting room facilities needed by communities of varying sizes. (Although it is some ten years old, the Anders Dahlgren pamphlet, "Planning the Small Public Library" listed at the end of this information sheet, has both such "rules of thumb" and a good introduction to library building planning.) As important, there are books and articles that help librarians and trustees evaluate and plan for the improvement of their libraries. Some of these focus on such important matters as compliance with the Americans with Disabilities Act and environmental regulations (such as asbestos and lead abatement).
Building experts would first ask the library director and board, "what are the goals and service plans of the Library?" General services planning precedes facilities planning because it defines the users, services, and programs of the library. Once these plans are defined, the board, director and others can better decide on space needs, layout, and technical specifications such as wiring for technology.
WHAT HAPPENS AFTER THE BOARD HAS A PLAN?
WHAT IS "THE BOTTOM LINE" FOR A LIBRARY MEETING THIS STANDARD?
The following basic requirements should be met:
WHERE CAN I GO FOR HELP?
There are a number of useful materials to guide the library in meeting this standard. The following are highly recommended.
Each public library system has a construction plan as part of its responsibility in administering part of the state construction aid. Your system, therefore, is likely to have additional information materials, advice, and suggestions for evaluating and planning facilities.
| Each . . . library provides equipment and connections to meet community needs including, but not limited to telephone, photocopier, telefacsimile capability, and microcomputer or terminal with printer to provide access to other library catalogs and other electronic information. |
WHY HAVE A TELEPHONE, PHOTOCOPIER, MICROCOMPUTER AND OTHER EQUIPMENT IN THE LIBRARY?
This standard identifies several types of equipment a library needs to enable patrons and staff to access and use information. The principle behind Standard 9 is that New Yorkers of all ages should have access to the information they need in a variety of formats, and modern technologies can facilitate this goal. The equipment identified in Standard 9 should help Library staff provide a wider range of library service in a more timely, effective manner and allow library users access to electronic resources.
WHERE CAN I GO FOR HELP?
If you have questions regarding this standard, contact your library system.
| Each . . . library distributes printed information listing the library's hours open, borrowing rules, services, location and phone number. |
Providing printed information that describes the library and explains the services offered in an attractively produced format such as a brochure or bookmark is an essential element of a good public relations program.
WHAT TYPES OF INFORMATION SHOULD BE INCLUDED?
The library's printed information should include, at a minimum, the following elements:
In addition to printed information, the library should also have a scheduled program of announcements for newspaper, television, and radio and utilize public service announcements. Build the image of the library as a proactive and vital community service by keeping the community informed of ongoing programs and services.
WHAT FORMATS AND MEANS OF DISTRIBUTION ARE ACCEPTABLE?
A library should have an active, ongoing planned and coordinated approach to public relations if it is going to fulfill its mission. An attractively produced brochure or bookmark is a basic element of such a program. This brochure or bookmark should be updated regularly and available for distribution in the library. Library staff should ensure that each new borrower receives a copy. Copies may also be placed in public places in the community.
Public information materials do not need to be expensive or elaborate. Concise, clear information about the library is most likely to be useful. An appealing, neat format is easier to understand. A positive and friendly tone (rather than a listing of what is not allowed, for example) creates an impression that the library is service-oriented. Printed and other information should create an image of the library as a community institution that welcomes and encourages community residents to make full use of library facilities, materials and services.
Library staff, board members and members of the Friends' group may use the library's printed information when telling community groups and government officials about the library and its services. Some library staff work closely with local community groups and/or realtor associations to distribute information about the library as new families are welcomed to the community. Your residents are voters and taxpayers and deserve to be informed about this valuable tax-supported service.
WHERE CAN I GO FOR HELP?
Consult your library system for examples of different types of plans, as well as other assistance you may need. It would also be helpful for you to submit a copy of your plan to your system so it can be shared with others.
| Each . . . library employs a paid director in accordance with the provisions of Section 90.8 of this Part. |
A good library is staffed by competent, well-trained personnel so that it can guarantee effective and quality library service to the community. One of a good library's most important assets is the library director. The library director is responsible, among other things, for working with the library board, the library staff and residents of the community to assess library service needs, planning for library services to meet those needs, and administering the day-to-day delivery of quality library service to the community.
While volunteers are helpful in extending the services a library is able to offer the community, the library director, even in the smallest of libraries, should be paid a salary in return for delivering consistent, quality public service.
The board should offer a salary, hours and benefits comparable with other positions in the community requiring similar educational preparation and job assignments.
WHAT ARE THE PROVISIONS OF COMMISSIONER'S REGULATION 90.8?
Commissioner's Regulation (CR) 90.8 addresses the appointment of library personnel in public, free association and Indian libraries on or after May 19, 1975. The provisions of CR 90.8 in relation to the director are summarized on the following page:
| Population Served By Library | System Member | Required Education Level for Director |
| 0 to 2,499 | Yes | None. |
| 2,500 to 4,999 | Yes | At least two academic years of full-time study in an approved college or university, or its equivalent. |
| 5,000 to 7,499 | Yes | A bachelor's degree, or its equivalent. |
| 7,500 or more | Yes | A graduate library degree from a library school program which is accredited
by the American Library Association or from a library school located within New York State which is registered
by the State Education Department, and which entitles the holder to a public librarian's professional certificate.1 1 Please contact Library Development for more information on provisional certificates, conditional certificates and certificates of qualification which may qualify a person to hold a position as director. |
Even though incumbent directors who did not meet the educational qualifications as of May 19, 1975, are exempted by regulation from meeting the educational requirements of CR 90.8, the library board still must meet the requirements of CR 90.2 and employ a paid director on or before January 1, 1999.
The board should pay the director a salary commensurate with the education and experience level required for the position. Benefits should include some health insurance coverage, provision for sick leave, and paid vacation. Other benefits, such as paid personal leave, retirement plans, investment plans may also be offered in addition to a salary. The board is responsible for ensuring that an accurate accounting of supplemental benefits is kept for each employee for tax reporting purposes.
CR 90.2 does not specify the number of hours that the paid director must be employed. However, the board should hire a director for a sufficient number of hours to adequately administer the library. For libraries open less than 35 hours a week, this probably means employing a paid director for at least the number of hours that the library facility is open to the public.
In addition to a competitive salary and benefits, continuing education for staff development is essential for the director. In fact, continuing education is important for all library staff, not just the director. The board should make continuing education a priority and allocate funds necessary in the budget. Opportunities in the form of conferences, and released time for the continuing education and professional enrichment of the staff, including attendance at systems workshops, local, state and national conferences, should be encouraged by trustees.
WHERE CAN I GO FOR HELP?
Consult your library system for assistance.