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This chapter provides in-depth case studies of two large urban public libraries in the United States and how communities and libraries respond to reductions mandated by their funding agencies. Boston Public Library (BPL) and Los Angeles Public Library (LAPL) are both in communities that faced, and are still facing, recessionary budget pressures that began in 2007. Each community and library system has responded in different ways. In the recent past, in both Boston and Los Angeles, the Mayors and City Councils have supported libraries that have come to define the great cultural heritage and heart of these cities in the past. In 2010, however, both cities faced unheard of budget pressures. In Boston, there was a budget shortfall of $3.6 million. In Los Angeles, the budget shortfall began in 2007 due to huge increases in pension payments to city workers, particularly in the police and fire departments (City of Los Angeles Web site, 2011). In Boston, the community was told there could be branch closures. In Los Angeles, the budget shortfall created severe personnel, material, and service cuts. How each library and their leaders responded to those challenges differed. The level of support that their communities provided and the manner in which it was provided also differed. The two cases describe what can happen when budget crises occur and how libraries and their communities deal, or do not deal with them. The cases also reflect how the two library systems serve metropolitan areas with very distinct characteristics.

SOCIALLY, the two conferences can only be described as a huge success. The local arrangements for the entertainment of delegates were complete, and the receptions, banquets and excursions gave great pleasure to all who took part in them. To most of the English‐speaking delegates the trip to Brussels possessed the additional charm of novelty, and thus the week's proceedings assumed a holiday character. Save those who were suffering from mislaid baggage, and blistered feet caused by the trottoirs économiques de Bruxelles, a general note of gaiety prevailed, particularly among the British and Canadian representatives. Most of the American delegates were ladies, and they were all looking more or less tired, or were tormented by the thought of lost Saratoga trunks, which gave them a serious and detached appearance. The absence of attentive male librarians may also have contributed to the gloomy aspect which so many of them wore. Is it possible that the overwhelming feminine note in American librarianship is the key to the many discrepancies in library policy and work which have been observed by different writers? However that may be, it was distinctly noticeable that in comparison with their English, Dutch, Swedish and Belgian sisters, the American lady librarians were a tired and unhappy company. There were one or two noble exceptions, but the memory of these we prefer to hug in secret as a precious treasure.

Postcards have been sold by the billions over the past 100 years or so, but you never would recognize their popularity by checking library holdings. Most libraries ignore them, yet a reporter observed at the 1981 national poster and postcard show: “Postcard collection—a nostalgic pastime that has become a consuming passion for thousands of Americans—is more popular today than when picture postcards first caught on at the turn of the century.” Among the dealers of new cards, Kennard Harris says that “in the past five years there has been an explosion of museum postcard publishing and sales in this country.”

The purpose of this research is to describe a theory of management strategy for libraries based on library core values. This research also determines the fundamental rules that cause libraries’ innovative changes.

This research focuses on 16 detailed management cases involving US and Japanese academic and public libraries from the 1960s to the 2010s. It analyses documents related to strategic management, organisation and operations, collected through surveys and interviews with library directors and managers. Based on those case analyses, the researcher identified the strategic patterns of libraries; a strong relationship of services, organisations, core skills and knowledge and environments. Finally, a strategic management theory for libraries emerged as a result of this research.

This research constructed a theory of management strategies for libraries. It consists of four general strategies and eight specific strategies. In addition, this research also determines fundamental elements that cause strategic and innovative changes of libraries, and describes a rule for those innovative changes that dictates that library services and organisational structures follow strategy, and strategy follows media format.

The originality of this research is in successfully constructing the theory of management strategy for libraries based on library core values. In the library world, most librarians and researchers tend to describe library strategies based on business management theories.

The purpose of this study was to get a baseline understanding of the state of reference services in urban public libraries in the United States.

The researchers surveyed all members of the Urban Libraries Council, a network of public library systems in urban centers across the country. The survey asked about their reference services, including how reference is offered, volume and types of questions and staff responsibilities. Participants were also asked how reference has changed in the past 5–10 years and what changes they anticipate in the future.

This study found that the vast majority of urban public libraries still maintain a physical reference desk, but most also offer reference services in other formats as well. Most libraries have seen numbers of reference questions decline. Reference staff members are engaged in instruction, programming and community outreach as well. Looking ahead, some libraries expect reference questions to continue to decline and demand for virtual services to increase.

Directors and reference staff of public libraries, especially those in urban and suburban settings, will find these results useful for benchmarking against their own experiences and for planning for future changes.

While discussions of changes in reference service and volumes of reference questions are plentiful, as are predictions of how these declines will impact reference services, there is little current research on the actual state of those services. This study fills a gap in the literature by providing a baseline overview of the reference services in urban public libraries.

CONFERENCES are to inspire, to re‐invigorate, to recharge the batteries. Admitted that some of us are pretty flat batteries to start with, this conference would not have recharged a sixpenny torch battery from Woolworth's.

The result of our enquiries (see April issue Library World) as to the present storage of local documents in Public Libraries or Museums, and the existing arrangements therein for their preservation is somewhat disappointing. Some librarians have not replied, and some give scanty information.

THE National Reference Library of Science and Invention may be said to be devoted to three R's— reference, research and referral. The purpose of this article is to illustrate this theme, with a picture of the services and activi‐ties of the Library, and to indicate when it can be of help to other libraries. However, it is necessary first to outline briefly the origins and present stage of development of the Library, for despite the amount of publicity it has had, the NRLSI remains relatively little known or little understood compared with the other library departments of the British Museum.

The purpose of this paper is to study globally successful public library systems with reference to their infrastructure, physical space, services, collection, processes, finances and best practices and recommend models, structure and minimum standards for smart public libraries of the upcoming 100 smart cities of India.

An email with 14 questions was sent to 50 public library system across the world. A sample of n = 18 responses were received.

The finding suggests that all the libraries have a central library and a good network of branch libraries across respective cities with adequate staff and collection to cater to the needs of the public. The size of the central library varied from 8,000 m² (Cologne Public Library) – 86,000 m² (Boston public library) and average size of the branch library varied from 200 m2 (Aarhaus) – 1,582 m2 (Barcelona). Monthly average users varied from 96,000 (Moscow) – 1.5 million (Toronto).

The Indian public library system remains uneven throughout the country with varying levels of legislation, financing and quality of library services. Even a room with few books is considered as a library. The results of this study will help develop a quality public library system of global standard and ensure that libraries are transformed into knowledge hubs.

This study is a unique exploration in which different types of libraries are defined in terms of physical space, service, staff, collection based on a global model which ensures uniform growth and development of public library systems in upcoming smart cities of India.