If you want my 2¢ worth

Citation

(2002), "If you want my 2¢ worth", The Bottom Line, Vol. 15 No. 4. https://doi.org/10.1108/bl.2002.17015daf.002

If you want my 2¢ worth

Edited by Kent C. Boese, Arts Cataloger, Cataloging Services Department, Smithsonian Institution Libraries, Washington, DC, USA

Keywords: Librarians, Public libraries, Financial management, Funding, Sponsorship, Fund-raising

TBL interviews Susan Hildreth, city librarian, San Francisco Public Library, and formerly deputy director of Sacramento Public Library, county librarian for the Auburn-Placer County Library, director of the Benicia Public Library, and treasurer of the California Library Association.

TBL: What do you consider your greatest achievement?

Hildreth: I don't feel that I have a "greatest achievement". I have done much collaborative work over the years with many skilled colleagues, both librarians and support staff. The work of those teams has been very satisfying, from drafting new policies to holding community meetings. I do feel proud when I see beautiful libraries come to fruition when I have been involved in the planning. In my personal life, I have raised two great daughters and I think that is a major achievement.

TBL: Who are your heroes in real life?

Hildreth: I don't have many heroes or heroines, but my father has been a great influence on me. He is a hard-working individual who cares greatly for others and I hope that I am somewhat similar to him. I do respect Mary Stephens, Yolo County, California, librarian, who gave me my first job in California and has always supported my professional development. She is one of the most completely committed public servants I have ever known. I also greatly respect Regina Minudri. I had the pleasure of serving as her deputy at the San Francisco Public Library, but not for as long as I wished, due to her sudden stroke. She made many contributions to the San Francisco Public Library, other California public libraries, and the profession.

TBL: What do you think of corporate sponsorships? While they bring significant funds to libraries, do they threaten the library's neutrality?

Hildreth: I believe that public/private partnerships are very important in providing excellence in library programming and facilities that may not be available through public funds alone. Public funds may often support basic service levels, but that margin of excellence that we seek to provide in our libraries is often supported with private funds. Private funds do not threaten the neutrality of the library when acknowledgements and future library activities of sponsors are clearly articulated and agreed upon by the library and the sponsor.

TBL: How do you see the funding mix for public libraries shifting over the next ten years? Will the local, state, and federal pieces of the pie grow or diminish?

Hildreth: I would imagine that local dollars will remain the mainstay for public library funding over the next ten years. That has been the case in most states historically. Although state dollars may increase somewhat, library service provision is really a local issue; and, given the many other demands for state funds, I would doubt that mix would increase significantly. We have seen an increase in state funds for library construction in California. I anticipate that that may continue, but would predict that state funding will be focused on one-time expenses, like construction, in contrast to on-going operating expenses. I would hope that federal funding would increase, particularly if the Library Services and Technology Act is approved at the proposed levels. Federal funding for public libraries really serves as our venture capital; and, as service trends continue to change rapidly, I would hope that federal funds would support demonstration projects of those new trends in the states.

TBL: In 20 years, will libraries purchase (as’opposed to license or lease) any information resources?

Hildreth: I am sure that in 20 years the mix of library purchases of information resources will change. As electronic information sources become more and more widespread and as the ability of libraries to provide access to that information in on-line environments increases, libraries will license or lease access to information, in contrast to purchasing materials. But, I envision that there will be a continuing need for print materials, although our dependence on those materials will not be as significant as it is today.

TBL: What do you perceive to be the most compelling financial concern facing libraries in the next five years? How would you address this issue?

Hildreth: I think that the most compelling concern in the next five years for public libraries is to remain relevant and attractive for our current and future users. If libraries do not remain relevant, we may not be successful in retaining the level of funding that we have, let’alone increasing that level of funding for enhanced services. We have always been in competition for scarce public resources, and I think this competition will become even more challenging in the next five years. Partnering with other service agencies in your community to create synergy in public service and continuing to make ourselves relevant for users are key actions to address the issue of competition for limited funds.

TBL: If money were no object, what is the most significant change that you would institute in your library?

Hildreth: Although these changes are not necessarily "cutting edge", if money were no object, I would increase the library's materials budget from its current 10 per cent of total budget to at least 20 per cent. I would also expand and make consistent operating hours for all library facilities, with a goal of at least 80 hours per week per facility. I would increase programming availability so that story hours, book clubs and other programming were scheduled, at least, once a day. Finally, I would create 24/7 access to library staff and resources.

TBL: What fundraising activities have worked for your library?

Hildreth: The San Francisco Public Library is very fortunate to have the strong support of the friends and foundation of the San Francisco Public Library. The friends and foundation utilize many types of fundraising activities including the operation of two bookstores, on-line book sales, author programming, individual, foundation and corporate appeals, and capital campaigns, to name just a few. Although many fundraising activities may be profitable as one-time events, you must spend money to raise money. If you are in a library environment where your main support is through a friends group, this concept is often one that is not readily accepted. To embark on a comprehensive fundraising plan for your library, the library or the support group must be willing to commit to some level of infrastructure to ensure success.

TBL: How important are digitization projects to your organization, and how did you allocate funds to undertake this initiative?

Hildreth: Digitization projects are very important to our library and we have spent much time digitizing many historic photographs, which are mounted on our Web site (http://sfpl.org), and continue to work on this priority. We are also trying to prioritize other types of material for digitization. These efforts do require a commitment and have been funded in our library by an allocation of funds, primarily dedication of positions to these efforts, that has developed over a period of several years.

TBL: If your budget were decreased by 10 per cent, what would your response be?

Hildreth: That is a very timely question because we had to prepare a 10 per cent reduction budget for 2002/03. Because we develop our operating budget with a mix of on-going and one-time expenditures, we have some flexibility from year to year. The one-time expenditures drop out of the baseline budget each year and provide the flexibility to support increased on-going expenditures to the baseline, if necessary. In our recent 10 per cent reduction planning, we eliminated all new initiatives and many one-time purchases and protected our on-going services and operating hours. If I did not have that latitude, I would always try to prevent reductions from any public services in a budget decrease. If a decrease is anticipated as a short-term event, you may consider an across-the-board reduction, but if it appears to be a long-term situation, I would consider looking at all programs and services and considering some for elimination, instead of having all services reduced which results in the entire service program being diminished.

TBL: From your years of service in the profession, is’there one piece of advice on fiscal responsibility that you would like to give today's library managers-to-be?

Hildreth: Your library should be treated as a business. Even though we are not running profit-making organizations, principles of effective management and budgeting should be applied to everything that we do. You must look at your budget analytically and make all your decisions based on facts and statistics, not on instinct. Make sure that you understand and can justify your budget to board members, elected officials and the public. Your credibility as a good manager will be assured if you can clearly articulate the rationale and intricacies of your budget.

TBL: How did you first get involved with library finance issues? Did you have a mentor?

Hildreth: In my first professional position as a suburban branch manager, I felt that I was prepared to handle the library service issues, but not the management issues, i.e. budgeting and supervision. Luckily, I was working close to a university that offered an MBA program, in which, I enrolled. This program was much more rigorous than library school and took several years to complete. I have always been glad that I received my MBA, because it has helped me immensely in the business aspects of managing libraries. Later in my career, I was able to serve as the manager for all the business operations of the Sacramento Public Library and was truly able to focus on managerial issues. Although I learned much from that position, I still did miss the lack of involvement in public service issues.

TBL: What do you think libraries can do/offer to make better funding of libraries a higher priority in our society?

Hildreth: I think that creative partnerships are the key for better funding. Libraries are the heart of our communities and neighborhoods; and we need to be integrated into the social service fabric of those communities and neighborhoods. Although those of us who are close to libraries know about the wide variety of services that we provide, there are still many members of the public who do not have a clue as to what we do. Also, in communities with many residents new to America, the concept of the public library and its role in society is unknown to them. By partnering with other service organizations in the community, we can increase our effectiveness and make sure everyone knows about the important services that we provide. When we successfully tell our story, funding libraries will become a higher priority.

TBL: What do you think are the best ways to help insure free and equal access to information for library users?

Hildreth: I think that strong public support for the critical role of the public library will insure free and equal access to information for library users. I think providing this information to users at no charge and in a wide variety of formats will insure that all users, regardless of their means or their abilities, will be able to get the information that they need. This is a critical principle to protect in our public libraries.

TBL: What are the most important skills that new librarians need to succeed in the twenty-first century?

Hildreth: I think new librarians must be very willing to and comfortable with embracing constant change, for that is the environment in which we operate. Flexibility is the key in our profession today. New librarians must be able to relate to all types of users and must also be able to keep their eye on the big picture of services. Most importantly, new librarians must be able to reflect and relate to the communities that they serve. Our communities will continue to be diverse and changing; and it is the librarian's role to be able to acknowledge that diversity, and create a program of services that effectively addresses it.

TBL: Are library schools doing enough to prepare librarians to be sound financial managers?

Hildreth: Now this is a tough question! I am not as familiar as I should be with current curriculums in library schools, but, as I mentioned in response to a previous question, I’know that I was not adequately prepared for financial work when I was in library school which was over 25 years ago. Discussion of financial management principles and the review of case studies should provide good information for students. I will admit that there is nothing like front-line experience to help you learn about financing. Even if library schools are not preparing students, the libraries in which they become employed should be training them. I think it is important in any size organization to make sure that your staff has a basic understanding of the library budget and how it is developed. It will help demystify the funding situation for staff and users.

TBL: If you had the opportunity to do it all over again, would you still choose a career in this profession? Why or why not?

Hildreth: I believe that I am making a valuable contribution to the health of our society by working in this field. Although I don't get the immediate positive feedback that our reference or children's services staff does, I know that, by making sure that library staff has the resources and infrastructure they need to do their job well, I am contributing to valued public service. When I began my career just about 30 years ago, there were not as many choices offered to young women as there are in this day and age. It is gratifying to see the opportunities available to young women; and I would say that if I were choosing a career today, I would probably be inclined to consider the law. It seems as if I am making decisions based on legal issues on a regular basis in my current position and find myself in the role of a mediator or facilitator, which is often the case with lawyers. Needless to say, the law might be more lucrative, but probably not as satisfying as making a difference in the life of a library user.