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From: dws@mit-eddie.UUCP (Don Saklad)
Newsgroups: net.books
Subject: libraries
Message-ID: <1551@mit-eddie.UUCP>
Date: Thu, 5-Apr-84 15:37:54 EST
Article-I.D.: mit-eddi.1551
Posted: Thu Apr  5 15:37:54 1984
Date-Received: Sat, 7-Apr-84 04:02:31 EST
Organization: MIT, Cambridge, MA
Lines: 90

	TRANSITION TEAM'S REPORT ON THE BPL [Boston Public Library]

	The new mayor's transition team has recently issued its report
on conditions at the BPL.  After basic background material on the physical
plant, the numbers of library card holders and staff, the trustees and funding,
the report comes right to the point.  Its major criticisms of the library
may be summarized as follows:

		FUNDING:

			The BPL lacks a development office and has had
		"no major fund raising efforts since the library's centennial
		in 1953."  Gifts of money and materials by individuals
		and friends groups are actually discouraged by the library's
		frequent lack of acknowledgement and policy of favoring the RL
		[research library] collection over the branches.

		ADMINISTRATION:

		Management/union relations "are notoriously bad,"
		and "union grievance level is the highest in the city."
		There is a low morale and a high turnover rate among the staff.

		DENTRALIZATION:

		The central library at Copley Square is greatly favored
		over the branches in acquisitions, staff and physical
		maintenance.  "Branch libraries do not play a strong role
		in the decision making process.  Decisions are made at
		the top with little input from those directly affected
		by policy decisions."

		BRANCHES:

			Branch libraries from shortage of staff,
		especially of professional librarians.  Collection building
		is difficult.  Funding and support suffer because
		of the administration's preference for central.
		Facilities are "underutilized as free public meeting places"
		and are not as well maintained as those at central.
		"Security systems are grossly inadequate."


	Some recent improvements are:

		1)  Closer cooperation between the BPL
	and the Boston public schools.

		2)  Establishment of a new training program
	for pre-professionals.[sic]

		3)  Expansion of the National Endowment
	for the Humanities programs from three to six branches.

		4)  Assignment of a staff member "to supervise
	day to day physical maintenance of branch libraries."

		5)  Development of cable TV programs for high school
	students.

		6)  Ordering of replacement materials again allowed.


	Some of the transitions team's recommendations are as follows:

		1)  Major improvements in whole approach to fund raising.

		2)  More emphasis on branches and the services they provide.

		3)  Decentralization of decision making.[centralization?]

		4)  Appointment of a community resident, neighborhood library
	user to the trustees.

		5)  Appointment of the mayor himself or his representative
	to the advisory committee.

		6)  Establishment of a more representative examining committee.

		7)  Improvement of "communication and access to information
	...between the library administration and the taxpayers."

		8)  Appointment of a staff member "as a contact and
	support person for all associates and friends activities."



				--The Real Sheet, newsletter,
				  Boston Public Library Professional Staff
				  Association, Dec. 16, 1983, p. 2