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Volume I VOLUME I MINNEAPOLIS RJBLIC LIBRARY AND INFORMATION CENTER ANNUAL RER:Rl' OF TIIE DIREC'roR ANNUAL REroR'l'S of DEPAR'IMENTS COM.JNITY LIBRARIES ATHENAElM 1987 Volume I VOLUME I AIXilNISTRATION CENTRAL LIBRARY SERVICES TECHNICAL SERVICES ATHENAEUM 1987 Director of the Library. 1 Associate Director 5 Accounting Office. 11 Building Staff. 14 INFORM 18 Interlibrary Loan. 24 Personnel Office 29 Public Relations Office. 40 Chief of Central Library Services 47 MARS Advisory Cormri.ttee. 51 Subject Departments Art/Music/Films 52 Business/Economics 58 Children's Services. 68 Government Documents. 85 Municipal Information Library. 91 History/Travel. 95 Literature. 105 Sociology 112 Special Collections. 120 Technology/Science 126 Environmental Conservation Library. 137 Shelving, 140 Chief of Technical Services 143 Acquisitions 149 Catalog Department 160 Circulation Department. 171 Electronic Data Processing Department. 177 Inventory Conversion Specialist. 181 Preparations Department. 185 Athenaeum 192 ~IATE D~ Annual Report 1987 Sparked with significant personnel, structural, and procedural changes, 1987 was a transitional year creating the framework for planned growth and developnent. Individuals, smaller work units, and large cost centers felt the stretching from exciting challenges, renewed coomit.ments, and new approaches. I Major influences surfaced early this year with key administrative retirements, one key position upgrade, and one new position, all of which led to shifts in staff roles and responsibilities as well as changes in procedures and expectations especially at the administrative level. Great emphasis was given to decentralizing decision making, lateralizing power, and enhancing C01111M1ication for top administrative positions, supporting office personnel, and the entire organization. Staff Changes The most notable retirements were those of Zella Shannon and Lillian Wallis, two long-tenn prominent administrators who served as Associate Director and Chief of Technical Services, respectively, Both contributed a great deal over many successful years in their influential positions. Dennis Kane and Marsha Fralick were hired as their replacements in the spring, fueling a transitional process already tmderway. 'nle new position as Assistant Personnel Officer and upgraded position of Manager of Finance were fashioned in response to identified institutional and staff needs, Barbara Hoosman was hired and assigned to work with classified positions and as training officer. Laura Dahlen was appointed Manager of Finance at the beginning of the year. other key appointments included the Head and Assistant Head of Special Collections Department. Also, during the early portion of the year, other staff and administrators made considerable adjustments to pressing needs for change in reporting structure and process. Some operational responsibilities shifted from the Associate Director's to the Director's Office, making the Associate Director position more that of a coordinator. '!he Chiefs began reporting to the Director, the Director became intimately involved in budgetary matters, and the Director asstuned direct responsibility of all Board functions. '!his shift in structure led to adjustments in well-established procedures, responsibilities, and expectations. New forums were established, such as a monthly meeting of administrative office staff, new conmunication networks were established, and some old expectations were challenged and changed. The known way of doing things gave way to some tmCertainties of the unfamiliar, While these changes were triggered by the alterations of two top administrative positions, broadly based influences were felt throughout -5- the organization during the year by support staff and administrators. Strategic Planning As the spring turned to stmner, the strategic planning process was initiated and began to produce remarkable results. A thirteen member staff planning comnittee was appointed with R.oger Hurd as chair and worked arduously and diligently over an intense and hectic four months to help create a strategic planning process and plan. Overall, the planning effort was initiated by a Library Board planning retreat in January. Introductory all-staff meetings oocurred in July, followed in September by a two-day retreat at Riverwood. Conference Center of staff, administration, and Board president. Comprehensive planning conmittee discussion and research ensued, integrated with extensive executive conmittee review, guidance, and input through.out the sunmer. Board approval came in November. A culminating all-staff project review capped off the process in December to complete the major steps in the design and approval phase of the process. The resulting Strategic Plan and process reflect the renewed caanitment and enthusiasm supporting mutually agreed upon mission statement, roles, goals, and objectives. The plan tmiquely blends marketing, research and developnent, staff training and enhancement, plus implementation issues. Fortunately, it provides a unified framework for designing and managing change in the current as well as the future organization. Marketing At mid-year in conjllllCtion with the city's Youth Coordinating Board, MPLIC joined the effort to reduce the incidence of teenage pregnancies by providing "Teen Update .. shelves in COllllRmity libraries and hosting an appearance of Dr. Sol Gordon, noted lecturer and educator who spoke to over 900 teenagers, cotmSelors, pa.rents, and educators. This comprehensive and synergistic approach to marketing planning began with a program design and carried through to implementation. It establishes the model for planning and implementing future marketing in a more standardized and streamlined manner for MPLIC. Plans to use this approach in marketing other library services are underway for 1988. Finance By year end, significant financial planning, acco1.mt code reorganization, budgetary control procedures, network systems, and new routines had become more familiar and settled. Increased authority shifted to the Chiefs' - administration of their cost center budgets. Norwest consultant, Charles Kelley, provided the Board investment strategy reconmendations. Budgetary revisions and strategies emerged from pressures steoming from the city as well as other external and internal influences. INFORM/ILL Other trends indicate increased public service activity over last year in -6- INFORM and Interlibrary Loan. INFORM notes a 23" increase in billable hours representing approximately $15,000 more revenue, to a total yearly revenue of $100,000. Studies indicate a growing diversified base of intensive users, 22% increase in patent photocopying, and 17% more computer searches. Interlibrary Loan reports a 6% increase for a total of 36,624 outbound requests, and a 16% increase for a total of 5,314 inbound requests, which overall results in approximately $48,891 revenue. II Noteworthy accomplishments and achievements representing Persormel Office, Buildings and Maintenance, Public Relations Office, and the Accowlting Office are highlighted below. Persormel Elizabeth Shelver, Persormel Officer, assisted in many important activities, such as hiring Barbara Hoosman as Assistant Personnel Officer, and helped to complete negotiations with Local 99, AFSCME, LACE, PLUM, Local 70, the operating engineers, and supervisors. 'lhese agreements followed a two-year delay in renewing existing contracts because of the difficulties the city experienced in reaching union settlements. Considerable back pay and bonus entitlement were key to the settlement and were made at great expense and through the c01111Utted and dedicated efforts of the payroll staff. Lorraine Raether, Clerk Stenographer, and Tan Grund, Administrative Aide, spent nearly half their time six months of the year in the Personnel Office perfonning payroll flmctions. Evelyn Karsh was detailed to an administrative assistant position in response to the need for more staff time given to personnel matters prior to the time the Assistant Persormel Officer position was activated. Several persormel office projects were begun, such as the needs assessment plarming, training, staffing requirements and classification studies, conm\IDication systems, personnel manual updates, and performance appraisal system installation. 'lhe federal government mandated the institutionalization of the Inmigration Reform and Control Act where newly hired staff had to prove identity and work eligibility. Maintenance Alex Waka!, Superintendent of Buildings, was very busy overseeing "upfitting" of the public and freight elevators at Central Library as well as a five-month long reconstruction of the motorstairs and related redecorating. Heavy coomit.ment of time and energy was given to the capital improvement plarming of Washburn Library. In addition, Mr. Wakal supervised the renovation of the Art/Music/Films Depart.ment, construction of the Friends Office, installation of the administrative staff office partitions, rebuilding of the interior cement ramp, plus a myriad of painting, redecorating, and minor related projects in the Central Library. In the community agencies, projects at Northeast, Hosmer, Franklin, Roosevelt and the bookmobile included cabling and electrical work for MAX, -7- heating, air-conditioning, phnbing, signage, decorating, and reconstruction. Damage and flooding from the July rain storm kept the maintenance crew busy for days. A new 1988 Plymouth Voyager SE mini-van was added to the fleet of library vehicles. Marketing Kristi Gibson, Public
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