A G E N D A Wichita Public Library Board of Directors Meeting Tuesday, May 21, 2019 – 12:00 p.m. Advanced Learning Library Conference Center Rooms A-B (1st Floor) 711 W 2nd, Wichita KS 67203
1. Call to Order/Introductions
2. Approval of the Agenda
3. Public Comment • Craig Coffey – YAAS Reading Program and Future Programming
4. Approval of the Minutes of the April 16, 2019 Meeting
5. Finance Committee Report • Approval of Finance Reports • Approval of Bills
General Fund Bills $694,084.60
Prior Year Grant Fund Bills 10,422.34 Gift & Memorial Fund Bills 1,342.90 Total $705,849.84
6. Operations Committee Report • Proposed Changes to Circulation Policies o CIR-001 Customer Registration o CIR-002 Address Checks o CIR-003 Account Associations o CIR-004 Issuing Cards to Tour Groups and Classrooms o CIR-005 Kansas Library E-Card o CIR-006 Interlibrary Loan o CIR-007 Circulation of Materials o CIR-007.1 Circulation Parameters o CIR-009 Holds o CIR-010 Lost Items o CIR-011.1 Lost and Damaged Items Fee Schedule o CIR-012 Replacement of Lost and Damaged Items o CIR-013 Fee Payment o CIR-014 Refunds
7. Planning & Facilities Committee Report
8. Public Affairs Committee Report
Page 1 of 2
9. Special Committee Reports • Friends of the Library • Library Foundation • Wichita Genealogical Society
10. Director of Libraries Report
11. Unfinished Business
12. New Business • Election of Officers • Master Plan for Branch Libraries • Transfer of Estate Gift to Wichita Public Library Foundation
13. Announcements • Committee Appointments
14. Adjournment
Page 2 of 2
MONTHLY ACTIVITY REPORT April 2019
SERVICE HIGHLIGHTS
Services to children and their families were a focus of activity during April.
The Library hosted its 11th annual Young Artists Exhibits throughout the month. Fifteen area preschools and childcare centers provided 645 pieces of literature-based artwork to be displayed at the Advanced Learning Library, and the Maya Angelou Northeast, Evergreen, Rockwell, and Westlink branches. Each location hosted at least one reception and special program for the families of the children with art on display. Several children joined the 1000 Books before Kindergarten program and/or received a new library card during their attendance at the receptions.
Wichita Public Library services also were shared with international visitors during April. On April 11, Youth Outreach Librarian Anne Harris hosted Jazmin Cazal for a day of shadowing outreach story times and a visit to the Advanced Learning Library. Kansas Paraguay Partners made Ms. Cazal’s visit possible. Five librarians from Russia toured the Advanced Learning Library on April 29 and had an opportunity to meet members of the Youth Services staff team to discuss similarities and differences in public library children’s services in the United States and Russia. The Rotary Club of West Wichita hosted the group during their Wichita stay.
The Library hosted a focus group with homeschool parents on April 16. Conversation centered on how homeschool families use Library collections and services in their teaching, how to more successfully reach homeschool families for promotion of Library services and programs, and ideas for enhancing library services for this constituency.
Seventeen Wichita East High School students from the Aces in the Community volunteer program spent time at the Rockwell branch helping to prepare materials for the space-themed 2019 Summer Reading Program, A Universe of Stories. In addition to helping to prepare a bulletin board display that will include a life-sized astronaut, students helped with creating papier-mâché astronaut helmets, cutting backing and straps for pop bottle jet-packs, preparing “haz-mat” boxes for a space camp obstacle course program, and making nametags for story times. Students also assisted with the creation of folder games and flannel board activities to enhance play-based learning in the branch children’s room.
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OTHER NEWS The Impact Survey of public computing services was unable to be completed as planned when the University of Washington which supports the survey project initiated an upgrade of computer hardware that included servers used for the survey management. Through some accident of the Impact Survey software, the Library had been able to create and schedule the survey for implementation during this upgrade time without having the conflict noticed by university personnel. The study has been rescheduled for the fall. Justin Graham of Schaefer Johnson Cox Frey Architecture and Rick Stubbs from the Public Works & Utilities department conducted a site visit to the Evergreen Branch Library on April 26. This is an initial step in developing a plan for renovations needed to consolidate services of the Evergreen Neighborhood Resource Center into the library building.
The Advanced Learning Library technology training team completed 249 Book-A-Librarian appointments during April.
The Burns Research Pavilion hosted out of state researchers from Illinois, Missouri, New York, Ohio, Pennsylvania, Tennessee, and Texas.
Agencies receiving special programs or services during April included: Fingerprints, 2nd Street, Shirley Mayes, and West Village head start centers; Wichita State University child development center; Kiddy Kollege/Country Acres; Kiddy Kollege/Tyler; KinderCare/Thurman; KinderCare/Boston; Scribbles & Giggles/Rockhill; Tutor Time/21st; Asbury, Basic Beginnings, Central Christian, Discovery Place and Westwood Presbyterian preschools; Cub Scout Pack 806; Little Early Childhood Center; Cheney, Cloud, Colvin, Harry Street, Jackson, Ortiz and Park elementary schools; All Saints and St. Jude schools; Hadley middle school; Wichita South high school; Honey Tree Academy; Friday Review and Libros book clubs; Scott Rice; Grace and Westwood Presbyterian churches; Child Start; Kansas Children’s Service League; Rainbows United; WIC offices at the Sedgwick County Health Department, Colvin and Stanley elementary schools; Spring Clean Laundromat; Watermark Books; Wichita Water Center; the Kansas Department of Children and Families; the City of Wichita’s Civic Engagement Academy and two family child care homes. Staff presentations were made at the Growing with Children Conference and the Kansas Health Foundation’s Healthy Community Initiative. Youth Outreach Librarian Anne Harris was recognized as an Early Childhood Education Community Partner during the Week of the Young Child Impact Awards on April 13. Adult Programming Section Manager Sara Dixon completed participation in the Wichita Business Journal’s Emerging Leaders program. Director of Libraries Cynthia Berner has been selected as a participant in the Business Journal’s 2019 Career Women cohort.
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Service Dashboard
LIBRARY VISITS (door count, catalog sessions, and website visits)
250,000
200,000 APRIL 150,000 2019 2018 % change Door Counts 83,297 60,218 38.33% 100,000 Catalog Use 44,538 42,155 5.65% 50,000 Website Visits 58,825 46,472 26.58% Total 186,660 148,845 25.41% 0 Nov Dec Jan Feb Mar Apr
2019 2018 2017 2016
CHECKOUTS
180,000 APRIL 160,000 2019 2018 % change 140,000 Physical Circ 136,494 133,579 2.18% E-book Circ 12,931 11,020 17.34% 120,000 Total 149,425 144,599 3.34% 100,000
80,000 Nov Dec Jan Feb Mar Apr
2019 2018 2017 2016
Circulation by Location 21%
Advanced Learning Library
42% South branches
North branches 18% East branches
West branches 7% 12%
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QUESTIONS ANSWERED (by staff in person/phone and through online services)
100,000 APRIL 80,000 2019 2018 % change 60,000 In person 9,043 9,741 -7.17% Online 54,026 65,936 -18.06% 40,000 Total 63,069 75,677 -16.66%
20,000
0 Nov Dec Jan Feb Mar Apr 2019 2018 2017 2016
PROGRAM ATTENDANCE
Teens Technology 6% 5% Adult 29%
Children 60%
APRIL ATTENDANCE 2019 2018 % change Adult events 1,931 1,179 63.78% Children's events 4,030 5,018 -19.69% Technology training 343 131 161.83% Teen events 382 65 487.69% TOTAL 6,686 6,393 4.58%
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PUBLIC COMPUTING
Method of Computing Access (by session) APRIL 2019 2018 % change Library Workstation Sessions 10,788 9,558 12.87% Library Wi-Fi Sessions 9,273 3,665 153.02% computers 46% Number of Users 2,079 1,161 79.07% Hours of Access 13,334 7,354 81.32% 54% Wireless (customer devices)
VOLUNTEERS (hours of service)
Adults
Book sales (FOL)
Work program volunteers
Teens
Interns
Support organization boards
0 100 200 300 400 500 600 700
Number of volunteers YTD = 143 Hours of service received = 6,209
MATERIALS DONATIONS (value if purchased)
$- $25,000.00 $50,000.00 $75,000.00 $100,000.00 $125,000.00 $150,000.00 Year to date total = $37,478 Items added to Library collections YTD =1,882
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Service Snapshot: Creating Raving Fans
Each week, members of the Library staff take extraordinary initiative in supporting the needs of the community. Examples from the month of April include:
• Evergreen Branch staff member Samantha Rader was able to help an older customer (who is not very computer literate) avoid an “unclaimed money” scam, which looked very official. Samantha gave him some online safety tips such as not clicking on links from strange email addresses.
• A public computer user at the Alford branch library spent more time online than he had planned, leaving him without battery power for his mobile oxygen tank. Staff member Dustin Boettcher was alert to the changes the customer was experiencing and asked how he could be of help. The customer had a backup battery in his car, so Dustin offered him the use of Alford’s walkers and walked alongside of him to his vehicle (and brought the walker back). Dustin’s attentiveness prevented the potential of a serious medical issue for the customer.
• At the Westlink Branch Library, a customer wanted to update the phone number on his resume. He had a print copy but did not have the document saved as an editable computer file. Branch Manager Tracie Partridge was able to scan his printed resume, save it as a PDF file, convert it to a Microsoft Word document, and then e-mail it to him. Although he needed to do some reformatting, he did not have to retype the entire document.
• A customer wanting a telephone number for Wichita Transit so he could find out when the bus would stop at the library approached Advanced Learning Library staff members Arthur Marshall and Myhoa Van. The staff members provided the customer with a route schedule and took extra time to teach the customer how to read the schedule and to know anticipated arrival times.
• A customer had her electricity turned off and was seeking the local address for Westar Energy so she could get information on her account balance. Staff member Samantha Hollenbeck looked up the information and found there was not a local address to refer the customer, only a toll-free number. When Samantha learned that the customer’s cell phone was also out of service, she allowed the customer to make the call from the Circulation desk phone so she could get the situation resolved.
• Library Assistant Debbie Boyer extended a hold for a Linwood customer with transportation challenges. Typically, held items go back on the shelf if they are not borrowed within seven days. When an item showed on the unclaimed list for this particular person, Debbie knew that he was hearing impaired so could not be reached by phone, and that he usually rides a bicycle to visit the library. Since the weather has been rainy all week, Debbie extended the pick-up time by a few extra days to pick up his items before charging his account.
• One day after Advanced Learning Library staff member Jennifer Draper provided some Book-a- Librarian assistance to help a customer with skills relating to job applications, the customer returned to report that she had received a call back on the job for which she had applied. She wanted Jennifer to know that without her help, she would not have been as successful with her application.
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WICHITA PUBLIC LIBRARY
Minutes of a Regular Meeting of the Library Board of Directors April 16, 2019.
The regular meeting of the Library Board of Directors was held on Tuesday, April 16, 2019 at the Advanced Learning Library with the following present: Mr. Lamont Anderson, Ms. Erinn Bock, Mr. Axel Chacon, Ms. Jennifer Goheen, Dr. Justin Henry, Mr. Randall Johnston, Ms. Shannon Littlejohn, Mr. Kevin McWhorter, Ms. TaDonne Neal, Ms. Shelby Petersen, Mr. Chuck Schmidt, and Mr. Jonathan Winkler.
Call to Order
President Kevin McWhorter called the meeting to order at 12:06 p.m., a quorum being present.
Staff Presentation
Digital Services Manager Jeff Tate described the remodeling of the research tools section of the library website, which now highlights resources for assessing the value and reliability of online resources. New features include information about library technology training as well as online tutorials.
TaDonne Neal and Axel Chacon arrived.
Introductions
Director Berner introduced staff member Kerry Roll, who retires this month after 45 years of service to the Library.
Approval of the Agenda
Erinn Bock moved (Schmidt) to approve the agenda as published. Motion carried unanimously.
Public Comment
Craig Coffey addressed the board regarding the recently adopted programming policy and the failure to publish attachments to the printed version of his comments at the March meeting. Attachment A provides a complete transcript of Mr. Coffey’s remarks.
Approval of Minutes
Minutes of the regular meeting held on March 19, 2019 were presented. The issue of attachments to statements made during the public comment section of the meeting was discussed. It was explained that one of the two attachments to Mr. Coffey’s comments consisted of a copy of ordinances from the Wichita City Code, already publicly available. The other was a copyrighted news article for which the Library Board did not have the necessary permission for re-publication. Board members Chuck Schmidt and Shannon Littlejohn 1
expressed concerns about adding more attachments to the official record of meetings. President McWhorter noted that the Library is already more accommodating than City Council, which does not allow public commenters to submit written versions of their remarks for inclusion with meeting minutes as attachments. Director Berner suggested that Mr. Coffey consider adding links to the ancillary information, as a way to direct attention to it without necessitating publication of third-party material for which the Library may not have copyright permissions. Lamont Anderson moved (Goheen) to approve the minutes as included in board packets. Motion carried unanimously.
Finance Committee Report
On behalf of the Finance Committee, Chair Erinn Bock moved to approve the revenue report and the 204 report of expenditures for March 2019 as included in board packets. Motion carried unanimously.
On behalf of the Finance Committee, Ms. Bock moved to approve the report of bills for March 2019 in the following amounts: General Fund bills of $707,500.77; Grant Fund Bills of $10,175.46; and Gift & Memorial Fund bills of $358.42 for a total of $718,034.65. Motion carried unanimously.
On behalf of the Finance Committee, Ms. Bock moved to approve the 2019 State Grants-in- Aid budget as proposed and to authorize staff to submit the grant contract to the City Council. Motion carried unanimously.
Operations Committee Report
Committee Chair Jonathan Winkler reported the committee reviewed the Interlibrary Loan report and discussed a number of policy-related issues summarized in board packets. The committee asked staff to conduct more research on the feasibility of conducting background checks for program presenters who work with children.
Planning & Facilities Committee Report
Committee Chair Randy Johnston reported that the Advanced Learning Library punch list has dwindled significantly. HVAC problems are nearly fixed, remaining exterior directional signs are being installed, and vinyl floor tile issues are being addressed. Completion of the avian migration art piece has been delayed as the artist has moved out of town, exterior lighting on the south side is still in planning, and gutters need to be installed near the main entrance and drive-up window as rain water overspills in these areas.
Branch maintenance issues were also reviewed. Staff are working to reach the master gardeners who maintained the Alford branch landscaping last year to confirm their interest in continuing to volunteer for this work.
Ms. Shelby Petersen asked about the potential for scooters being placed near the bicycle share racks located at the library and whether provision will extend to the branches. Scooters are expected at the Advanced Learning Library but not in any branch locations.
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Public Affairs Committee Report
Committee Chair Lamont Anderson reported that a letter is being drafted for legislators in the South Central delegation to invite them to tour the library. This missive is to be sent as they go on summer break.
The committee has requested that staff provide all board members with an American Library Association document regarding the use of federal funding by Kansas libraries.
The Friends of the Library have invited the Board and the Foundation Board to partner on a team for the ICTBee Adult Spelling Bee. The committee recommends participation. Shannon Littlejohn volunteered to be the representative for the Board.
Special Committee Reports
Friends of the Library – Director Berner reported that the Friends of the Library would like to express appreciation for those board members who were able to attend the Volunteer Luncheon. The next used book sale will be held on April 27.
Library Foundation – Tom Borrego reported that the Library Day of Giving raised almost $30,000. Half was given as a challenge match donation. Mr. Borrego has been asked by the Association of Fundraising Professionals to deliver a presentation on the Advanced Learning Library Capital Campaign.
Wichita Genealogical Society (WGS) –The GEN 101 class is in the middle of its series with the GEN 201 class scheduled to begin on May 16. The annual WGS conference has been scheduled for October 5.
Director of Libraries Report
Director Berner reminded board members that the May board meeting is the annual meeting. The Branch Plan Steering Committee will meet on April 23 to discuss issues raised during the Library Board/City Council workshop.
Now that the programming policy has been approved, staff training classes will be held to ensure employees working on programs are familiar with the policy. In addition to the need for resolution on the issue of background checks for program presenters, more information about program planning deadlines is needed due to the upcoming consolidation of event calendars of City Arts, the Library and the Park & Recreation department. Once these issues are resolved, an online proposal form will be made available on the Library’s website for those wishing to volunteer to present programs.
Unfinished Business
None
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New Business
None
Announcements
Mr. Schmidt thanked President McWhorter for his leadership and handling of meetings over the past several months.
Adjournment
The meeting was adjourned at 12:50 p.m.
The next regularly scheduled meeting will be May 21, 2019.
Respectfully submitted,
Cynthia Berner Director of Libraries
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Attachment A
April 16, 2019
Wichita Public Library Board of Directors 711 W 2nd St. Wichita, KS 67203
Dear Board Members:
Please enter this Statement into the meeting minutes in it's entirety.
Along with addressing this Board, I will now actively join with many others in continuing to bring the Programming Policy issue before the City Council.
I would like to offer public acknowledgement and appreciation to Board members Randall Johnston and Shelby Petersen in voting FOR the requested 30 day Policy review continuance and for voting AGAINST the finalized Programming Policy. Whatever your reasons for voting responsibly and in keeping with sane community standards, you are to be commended. Thank you for standing with the 98% majority against the 2% of LGBTQ activists with the stated agenda of targeting our children with progressive, far-left ideology. This includes the liberal agenda of the American Library Association.
As I always do, I requested at the March meeting to have my Statement entered into the meeting minutes in it's entirety. My March Statement included attachments from other public records supporting the need to oppose the Programming Policy.
Attachment #1 was a copy of the City of Wichita's Code of Ordinances as it pertains to public lewd and lascivious behavior, sexual misconduct, and promotion of obscenity to minors. In that document I highlighted certain Ordinances directly addressing the behaviors shown by the Drag Queen Story Hour participants last September.
Attachment #2 was a news report from Houston, TX showing one of their Library's drag queens had been previously charged with child sexual assault. Since that time a second drag queen participant in Houston has been found to be a registered sex offender.
The April Agenda does NOT include those attachments and as a result they are
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not a part of the public record. Director Berner, why were the documents removed and who made that decision? I am formally requesting that those documents be replaced as part of the public record because they were a key part of my Statement. They also show a direct bearing on this programming issue and are among many reasons why the majority of the taxpaying public oppose such immoral activism toward our children.
I would like to once again apply to host a children's reading hour in the Library with the understanding my request will fall under the revised Programming Policy. This story time will be devoted to the reading of Bible stories geared toward children. Please email me the application procedure so this event can be scheduled.
I will leave you with a final comment. The wise among you will understand. This is a Bible passage I recently shared with the Wichita Ministerial League. It comes from Matthew 18:4-6, and verses 10-11. "4Therefore, whoever humbles himself like this child is greatest in the kingdom of heaven. 5Whoever receives and welcomes one child like this in My name receives Me; 6but whoever causes one of these little ones who believe in Me to stumble and sin [by leading him away from My teaching], it would be better for him to have a heavy millstone [as large as one turned by a donkey] hung around his neck and to be drowned in the depth of the sea. 10“See that you do not despise or think less of one of these little ones, for I say to you that their angels in heaven [are in the presence of and] continually look upon the face of My Father who is in heaven. 11For the Son of Man has come to save that which was lost."
Regards, Pastor Craig Coffey
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WICHITA PUBLIC LIBRARY BOARD OF DIRECTORS Finance Committee Agenda Tuesday, May 21, 2019, 11:30 a.m. Advanced Learning Library – TEC-Novation Center (1st floor) 711 W 2nd Street, Wichita, KS 67203
1. Call to Order
2. Approval of Minutes of April 2019 Meeting
3. Approval of April Finance Reports • 204 Report of Expenditures • Revenue Report • Grant Fund Summary Report
4. Approval of April Bills
General Fund Bills $694,084.60 Grant Fund Bills 10,422.34 Gift & Memorial Fund Bills 1,342.90 TOTAL $705,849.84
5. Sandlin Estate Gift
6. Budget Process Update
7. E-Rate Appeal Status Update
8. Other Items from Committee Members
9. Adjournment
Wichita Public Library Board of Directors Finance Committee Meeting April 16, 2019
Present: Board members Erinn Bock, Kevin McWhorter and Chuck Schmidt; Tammy Penland, Support Services Manager
The meeting was called to order by Erinn Bock at 11:32 a.m.
Kevin McWhorter (Bock) moved to recommend approval of the March 2019 minutes. There was no additional discussion. The motion carried.
Kevin McWhorter (Bock) moved to recommend approval of the 204 Report of Expenditures. There was no additional discussion. The motion carried.
Erin Bock (Schmidt) moved to recommend approval of the March Revenue Report. There was no additional discussion. The motion carried.
Chuck Schmidt (McWhorter) moved to recommend approval of the March Grant Fund Summary Report. There was no additional discussion. The motion carried.
Erin Bock (Schmidt) moved to recommend approval of the March Bills. There was no additional discussion. The motion carried.
A proposed budget for FY19 South Central Kansas Library System was presented. Kevin McWhorter (Brock) moved to recommend that the Library Board approve the budget and authorize staff to submit the contract to the City Council for review and approval. There was no additional discussion. The motion carried.
Penland reported that the Director of Libraries attended two budget hearings on Monday, April 15. The first hearing was regarding the General Fund budget. The second hearing was related to potential Capital Improvement Program projects as outlined in the proposed master plan for branch libraries.
Penland reported that appeals continue related to e-rate audits. Assistance was received from the office of Senator Pat Roberts to revoke a demand payment until the current appeal of the initial audit finding is processed.
The meeting was adjourned at 11:51 a.m.
WICHITA PUBLIC LIBRARY Revenue Analysis Through April 2019 General Fund Percent Revenue Received Adopted Year to date End of year Year-end To Date 2019 Budget Receipts Projection Surplus (Deficit) (Goal = 33.33%)
7700 Library desk receipts (fines) $296,975.00 $ 108,859.41 $ 197,983.33 $ 9,867.74 36.66% 7701 Copy machine revenue $13,000.00 $ 4,928.66 $ 8,666.67 $ 595.33 37.91% 7703 Public computing $34,000.00 $ 10,056.79 $ 22,666.67 $ (1,276.54) 29.58% 9601 Meeting Rooms $25,000.00 $ 16,615.86 $ 16,666.67 $ 8,282.53 66.46% 9602 Rent/Lease-Office space $0.00 $ - $ - $ - -- 9810 Jury Duty $0.00 $ 146.89 $ - $ 146.89 -- 9811 Reimbursements $0.00 $ - $ - $ - -- 9819 Miscellaneous Revenue $0.00 $ 250.00 $ - $ 250.00 -- 9840 Cash over (short) $0.00 $ - $ - $ - -- 9841 Kansas set-off program collections $74,000.00 $ 61,701.40 $ 12,298.60 $ - 83.38%
TOTAL GENERAL FUND REVENUES $ 442,975.00 $ 202,559.01 $ 258,281.93 $ 17,865.94 45.73%
5/8/2019 2:21 PM City of Wichita 5/7/2019 Report 204: Monthly and Year-to-Date Budgetary Expenditure Detail by Fund 1 FISCAL MONTH 4 FISCAL YEAR 2019 Department Range: 10 to 10
FUND: 100 General Fund
APPROPRIATION EXPENDITURES ENCUMBRANCES PRE-ENCUM EXP+ENC+PREEN EXP+ENC+PREEN PERCENT
OBJ LVL 3 DESCRIPTION YEAR TO DATE CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT YTD BALANCE EXPENDED
1,100 Bi-weekly wages 4,275,526.00 276,858.63 0.00 0.00 276,858.63 1,104,171.64 3,171,354.36 25.83% 1,101 Longevity 58,200.00 4,711.50 0.00 0.00 4,711.50 16,634.00 41,566.00 28.58% 1,104 Shift differential 4,000.00 331.00 0.00 0.00 331.00 1,225.13 2,774.87 30.63% 1,125 Paid leaves 0.00 40,974.85 0.00 0.00 40,974.85 179,242.44 (179,242.44) N/A 1,190 Accrual 0.00 0.00 0.00 0.00 0.00 (22,813.99) 22,813.99 N/A 1,200 Part time/seasonal 1,010,816.00 68,273.66 0.00 0.00 68,273.66 259,045.25 751,770.75 25.63% 1,202 Bi-weekly wages WT drivers/maintenance 0.00 0.00 0.00 0.00 0.00 162.44 (162.44) N/A 1,205 Auto allowance 7,000.00 466.16 0.00 0.00 466.16 1,653.26 5,346.74 23.62% 1,208 Cellular phone allowance 1,800.00 100.00 0.00 0.00 100.00 300.00 1,500.00 16.67% 1,230 Bonus Pay 0.00 0.00 0.00 0.00 0.00 3,951.64 (3,951.64) N/A 1,299 Other-Special Salaries (53,695.00) 0.00 0.00 0.00 0.00 0.00 (53,695.00) 0.00% 1,300 Premium-Overtime 0.00 2,500.47 0.00 0.00 2,500.47 6,409.74 (6,409.74) N/A 1,301 Straight 0.00 147.17 0.00 0.00 147.17 537.44 (537.44) N/A 1,400 FICA 407,965.00 28,747.02 0.00 0.00 28,747.02 115,146.92 292,818.08 28.22% 1,401 Employee pension 540,061.00 38,677.15 0.00 0.00 38,677.15 154,347.15 385,713.85 28.58% 1,403 Workers compensation 55,090.00 3,907.03 0.00 0.00 3,907.03 15,525.59 39,564.41 28.18% 1,404 Unemployment compensation 5,349.00 375.79 0.00 0.00 375.79 1,445.18 3,903.82 27.02% 1,405 Group health insurance 921,384.00 72,341.10 0.00 0.00 72,341.10 290,411.34 630,972.66 31.52% 1,406 Group life insurance 17,102.00 542.68 0.00 0.00 542.68 2,146.03 14,955.97 12.55% 1,409 Other 2,306.00 0.00 0.00 0.00 0.00 0.00 2,306.00 0.00% 1,499 Employee benefits in aggregate (4,714.00) 0.00 0.00 0.00 0.00 0.00 (4,714.00) 0.00% 1,500 Planned savings (430,379.00) 0.00 0.00 0.00 0.00 0.00 (430,379.00) 0.00%
OBJECT TOTAL 1 Personnel services $6,817,811.00 $538,954.21 $0.00 $0.00 $538,954.21 $2,129,541.20 $4,688,269.80 31.23%
2,100 Electricity 191,840.00 9,788.27 0.00 0.00 9,788.27 40,931.83 150,908.17 21.34% 2,101 Gas-ONEOK Kansas Gas Service 9,350.00 767.08 0.00 0.00 767.08 4,400.54 4,949.46 47.06% 2,102 Gas-Black Hills 6,170.00 0.00 0.00 0.00 0.00 3,417.04 2,752.96 55.38% 2,104 Water 16,538.00 0.00 0.00 0.00 0.00 1,238.33 15,299.67 7.49% 2,107 Trash service 4,200.00 332.17 0.00 0.00 332.17 1,339.28 2,860.72 31.89% 2,199 Utilities-Other 60,460.00 0.00 0.00 0.00 0.00 0.00 60,460.00 0.00% 2,200 PBX - line charges 11,058.00 1,045.00 0.00 0.00 1,045.00 4,199.00 6,859.00 37.97% 2,201 PBX - instrument charges 17,460.00 1,672.50 0.00 0.00 1,672.50 6,702.50 10,757.50 38.39% 2,202 Moves and changes 100.00 0.00 0.00 0.00 0.00 0.00 100.00 0.00% 2,203 Long distance service 900.00 0.00 0.00 0.00 0.00 62.55 837.45 6.95% City of Wichita 5/7/2019 Report 204: Monthly and Year-to-Date Budgetary Expenditure Detail by Fund 2 FISCAL MONTH 4 FISCAL YEAR 2019 Department Range: 10 to 10
FUND: 100 General Fund
APPROPRIATION EXPENDITURES ENCUMBRANCES PRE-ENCUM EXP+ENC+PREEN EXP+ENC+PREEN PERCENT
OBJ LVL 3 DESCRIPTION YEAR TO DATE CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT YTD BALANCE EXPENDED
2,204 Local services 13,500.00 123.77 0.00 0.00 123.77 487.93 13,012.07 3.61% 2,207 Postage - regular 23,000.00 52.85 0.00 0.00 52.85 115.00 22,885.00 0.50% 2,210 Shipping and freight (440.00) 0.00 0.00 0.00 0.00 0.00 (440.00) 0.00% 2,211 Express mail 4,000.00 0.00 0.00 0.00 0.00 0.00 4,000.00 0.00% 2,214 Air cards - mobile 0.00 125.00 0.00 0.00 125.00 389.17 (389.17) N/A 2,215 Plexar 8,136.00 550.00 0.00 0.00 550.00 2,200.00 5,936.00 27.04% 2,216 Voice mail 1,512.00 126.00 0.00 0.00 126.00 504.00 1,008.00 33.33% 2,299 Other-Communications (8,120.00) 0.00 0.00 0.00 0.00 1,050.00 (9,170.00) -12.93% 2,301 Meals and lodging allowance 2,540.00 0.00 0.00 0.00 0.00 2,273.88 266.12 89.52% 2,302 Out of town registration fees 670.00 0.00 0.00 0.00 0.00 (525.00) 1,195.00 -78.36% 2,308 Transportation - out of town 1,905.00 59.99 0.00 0.00 59.99 625.99 1,279.01 32.86% 2,399 Other training/transportation (2,500.00) 0.00 0.00 0.00 0.00 0.00 (2,500.00) 0.00% 2,400 Building and contents insurance 126,447.00 0.00 0.00 0.00 0.00 31,611.75 94,835.25 25.00% 2,401 Vehicle liability 870.00 0.00 0.00 0.00 0.00 217.50 652.50 25.00% 2,501 Pre-employment expenses 0.00 0.00 0.00 0.00 0.00 174.00 (174.00) N/A 2,502 Medical and laboratory services 0.00 0.00 0.00 0.00 0.00 248.00 (248.00) N/A 2,519 Background checks 3,140.00 80.70 0.00 0.00 80.70 400.40 2,739.60 12.75% 2,543 Bank charges 5,000.00 743.74 0.00 0.00 743.74 2,655.61 2,344.39 53.11% 2,599 Other professional services 37,970.00 2,163.55 0.00 0.00 2,163.55 7,598.70 30,371.30 20.01% 2,600 Data center charges 904,169.00 76,452.96 0.00 0.00 76,452.96 282,926.59 621,242.41 31.29% 2,601 Maintenance - data equipment 22,046.00 14,880.00 0.00 0.00 14,880.00 72,210.09 (50,164.09) 327.54% 2,699 Other data processing charges 7,080.00 0.00 0.00 0.00 0.00 0.00 7,080.00 0.00% 2,700 Motor pool - scheduled charges 3,720.00 310.00 0.00 0.00 310.00 1,240.00 2,480.00 33.33% 2,703 Maintenance - equipment 5,421.00 0.00 0.00 0.00 0.00 0.00 5,421.00 0.00% 2,708 Uniform rental service 2,925.00 136.00 0.00 0.00 136.00 463.50 2,461.50 15.85% 2,804 Pest control services 13,000.00 2,499.00 0.00 0.00 2,499.00 3,246.00 9,754.00 24.97% 2,805 Janitorial services 55,032.00 0.00 0.00 0.00 0.00 10,144.13 44,887.87 18.43% 2,899 Other building/grounds charges 13,630.00 0.00 0.00 0.00 0.00 0.00 13,630.00 0.00% 2,906 Membership dues 3,195.00 0.00 0.00 0.00 0.00 0.00 3,195.00 0.00% 2,917 Printing and copying 23,472.00 1,917.63 0.00 0.00 1,917.63 7,819.70 15,652.30 33.32% 2,999 Other contractuals 77,583.00 6,000.37 0.00 0.00 6,000.37 44,948.71 32,634.29 57.94%
OBJECT TOTAL 2 Contractual services $1,666,979.00 $119,826.58 $0.00 $0.00 $119,826.58 $535,316.72 $1,131,662.28 32.11%
3,101 Computer/printer supplies 900.00 0.00 0.00 0.00 0.00 0.00 900.00 0.00% City of Wichita 5/7/2019 Report 204: Monthly and Year-to-Date Budgetary Expenditure Detail by Fund 3 FISCAL MONTH 4 FISCAL YEAR 2019 Department Range: 10 to 10
FUND: 100 General Fund
APPROPRIATION EXPENDITURES ENCUMBRANCES PRE-ENCUM EXP+ENC+PREEN EXP+ENC+PREEN PERCENT
OBJ LVL 3 DESCRIPTION YEAR TO DATE CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT YTD BALANCE EXPENDED
3,103 Office supplies 27,525.00 2,373.14 0.00 0.00 2,373.14 7,841.28 19,683.72 28.49% 3,199 Other office supplies 21,050.00 944.53 0.00 0.00 944.53 6,456.38 14,593.62 30.67% 3,405 Fuel 2,600.00 276.35 0.00 0.00 276.35 845.43 1,754.57 32.52% 3,499 Other equipment parts 450.00 23.88 0.00 0.00 23.88 47.76 402.24 10.61% 3,803 Lab equipment < $5,000 each 0.00 0.00 0.00 0.00 0.00 2,114.00 (2,114.00) N/A 3,804 Data processing equipment < $5,000 each 9,665.00 0.00 0.00 0.00 0.00 0.00 9,665.00 0.00% 3,805 Furniture & equipment <$5000 each 9,990.00 23.70 0.00 0.00 23.70 173.69 9,816.31 1.74% 3,811 Library materials < $5,000 each 677,530.00 41,587.50 0.00 0.00 41,587.50 109,547.53 567,982.47 16.17% 3,901 Custodial supplies 6,000.00 0.00 0.00 0.00 0.00 0.00 6,000.00 0.00% 3,903 Food supplies 0.00 135.09 0.00 0.00 135.09 569.39 (569.39) N/A 3,990 Purchasing Card Clearing 0.00 (10,060.38) 0.00 0.00 (10,060.38) 39,891.58 (39,891.58) N/A
OBJECT TOTAL 3 Materials and supplies $755,710.00 $35,303.81 $0.00 $0.00 $35,303.81 $167,487.04 $588,222.96 22.16%
FUND TOTAL 100 General Fund $9,240,500.00 $694,084.60 $0.00 $0.00 $694,084.60 $2,832,344.96 $6,408,155.04 City of Wichita 5/7/2019 Report 204: Monthly and Year-to-Date Budgetary Expenditure Detail by Fund 4 FISCAL MONTH 4 FISCAL YEAR 2019 Department Range: 10 to 10
FUND: 100 General Fund
APPROPRIATION EXPENDITURES ENCUMBRANCES PRE-ENCUM EXP+ENC+PREEN EXP+ENC+PREEN PERCENT
OBJ LVL 3 DESCRIPTION YEAR TO DATE CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT MONTH CURRENT YTD BALANCE EXPENDED
GRAND TOTAL $9,240,500.00 $694,084.60 $0.00 $0.00 $694,084.60 $2,832,344.96 $6,408,155.04 Grant Fund Summary Report April 2019
Beginning Remaining Balance Revenue Personnel Supplies & Monthly Total Balance Grant 04/01/19 Received Services Contractuals Materials Petty Cash Equipment Encumbrances Expenditures 04/30/19 SCKLS 2018 $ 182,229.29 $ - $ 558.94 $ 9,863.40 $ - $ - $ 10,422.34 $ 171,806.95
State Aid 2018 $ 897.06 $ - $ - $ 897.06 $ - $ - $ - $ - $ 897.06 $ -
SCKLS 2019
State Aid 2019 $ - $ 111,239.02 $ 111,239.02
$ - Totals $ 211,116.21 $ 111,239.02 $ 558.94 $ 10,760.46 $ - $ - $ - $ - $ 11,319.40 $ 171,806.95
**SCKLS 2019 contract approved by City Council May 7, 2019. Payment will be received as soon as the contract is processed. Wichita Public Library General Fund Bills April 2019 OCA: 101014 TO 101014
1 Personnel services 110 Regular salaries 1,100 Bi-weekly wages Payroll, 20190405 138,333.46 Payroll, 20190419 138,525.17 Total 1,100 Bi-weekly wages 276,858.63 1,101 Longevity Payroll, 20190405 2,351.50 Payroll, 20190419 2,360.00 Total 1,101 Longevity 4,711.50 1,104 Shift differential Payroll, 20190405 166.25 Payroll, 20190419 164.75 Total 1,104 Shift differential 331.00 1,125 Paid leaves Payroll, 20190405 20,476.07 Payroll, 20190419 20,498.78 Total 1,125 Paid leaves 40,974.85
Total 110 Regular salaries 322,875.98 120 Special salaries 1,200 Part time/seasonal Payroll, 20190405 33,455.31 Payroll, 20190419 34,818.35 Total 1,200 Part time/seasonal 68,273.66 1,205 Auto allowance Payroll, 20190405 197.27 Payroll, 20190419 268.89 Total 1,205 Auto allowance 466.16 1,208 Cellular phone allowance Payroll, 20190405 100.00 Total 1,208 Cellular phone allowance 100.00
Total 120 Special salaries 68,839.82 130 Overtime 1,300 Premium-Overtime Payroll, 20190405 1,211.88 Payroll, 20190419 1,288.59 Total 1,300 Premium-Overtime 2,500.47 1,301 Straight Payroll, 20190405 147.17 Total 1,301 Straight 147.17
Total 130 Overtime 2,647.64 140 Employee benefits 1,400 FICA Payroll, 20190405 14,359.28 Payroll, 20190419 14,387.74 Total 1,400 FICA 28,747.02 1,401 Employee pension Payroll, 20190405 19,500.11 Payroll, 20190419 19,177.04 Total 1,401 Employee pension 38,677.15
5/7/2019 Page 1 of 6 Wichita Public Library General Fund Bills April 2019 OCA: 101014 TO 101014
1,403 Workers compensation Payroll, 20190405 1,946.90 Payroll, 20190419 1,960.13 Total 1,403 Workers compensation 3,907.03 1,404 Unemployment compensation Payroll, 20190405 187.69 Payroll, 20190419 188.10 Total 1,404 Unemployment compensation 375.79 1,405 Group health insurance Payroll, 20190405 36,405.56 Payroll, 20190419 35,935.54 Total 1,405 Group health insurance 72,341.10 1,406 Group life insurance Payroll, 20190405 271.34 Payroll, 20190419 271.34 Total 1,406 Group life insurance 542.68
Total 140 Employee benefits 144,590.77 538,954.21 Total 1 Personnel services
5/7/2019 Page 2 of 6 Wichita Public Library General Fund Bills April 2019 OCA: 101014 TO 101014
2 Contractual services 210 Utilities 2,100 Electricity WESTAR ENERGY - EDI 9,788.27 Total 2,100 Electricity 9,788.27 2,101 Gas-ONEOK Kansas Gas Service CENTERPOINT ENERGY SERVICES INC 541.25 ONE GAS INC 225.83 Total 2,101 Gas-ONEOK Kansas Gas Service 767.08 2,107 Trash service WASTE CONNECTIONS OF KANSAS INC 14.70 WASTE CONNECTIONS OF KANSAS INC - EDI 317.47 Total 2,107 Trash service 332.17
Total 210 Utilities 10,887.52 220 Communications 2,200 PBX - line charges City of Wichita 1,045.00 Total 2,200 PBX - line charges 1,045.00 2,201 PBX - instrument charges City of Wichita 1,672.50 Total 2,201 PBX - instrument charges 1,672.50 2,204 Local services City of Wichita 123.77 Total 2,204 Local services 123.77 2,207 Postage - regular City of Wichita 52.85 Total 2,207 Postage - regular 52.85 2,214 Air cards - mobile City of Wichita 125.00 Total 2,214 Air cards - mobile 125.00 2,215 Plexar City of Wichita 550.00 Total 2,215 Plexar 550.00 2,216 Voice mail City of Wichita 126.00 Total 2,216 Voice mail 126.00
Total 220 Communications 3,695.12 230 Transportation and training 2,308 Transportation - out of town CYNTHIA BAILEY 59.99 Total 2,308 Transportation - out of town 59.99
Total 230 Transportation and training 59.99 250 Professional services 2,519 Background checks HIRERIGHT LLC 80.70 Total 2,519 Background checks 80.70 2,543 Bank charges City of Wichita 743.74 Total 2,543 Bank charges 743.74 2,599 Other professional services
5/7/2019 Page 3 of 6 Wichita Public Library General Fund Bills April 2019 OCA: 101014 TO 101014
SIGN LANGUAGE INTERPRETING SERVICES 210.00 UNIQUE MANAGEMENT SERVICES INC 1,953.55 Total 2,599 Other professional services 2,163.55
Total 250 Professional services 2,987.99 260 Data processing 2,600 Data center charges City of Wichita 76,452.96 Total 2,600 Data center charges 76,452.96 2,601 Maintenance - data equipment ENVISIONWARE INC 14,880.00 Total 2,601 Maintenance - data equipment 14,880.00
Total 260 Data processing 91,332.96 270 Equipment charges 2,700 Motor pool - scheduled charges City of Wichita 310.00 Total 2,700 Motor pool - scheduled charges 310.00 2,708 Uniform rental service ARAMARK UNIFORM & CAREER APPAREL GRP INC 136.00 Total 2,708 Uniform rental service 136.00
Total 270 Equipment charges 446.00 280 Buildings and grounds charges 2,804 Pest control services City of Wichita 2,499.00 Total 2,804 Pest control services 2,499.00
Total 280 Buildings and grounds charges 2,499.00 290 Other contractuals 2,917 Printing and copying City of Wichita 1,917.63 Total 2,917 Printing and copying 1,917.63 2,999 Other contractuals ARAMARK UNIFORM & CAREER APPAREL GRP INC 70.50 City of Wichita 5,393.37 LIQUID ENVIRONMENTAL SOLUTIONS LLC 530.00 UNDERGROUND VAULTS & STORAGE INC 6.50 Total 2,999 Other contractuals 6,000.37
Total 290 Other contractuals 7,918.00 119,826.58 Total 2 Contractual services
5/7/2019 Page 4 of 6 Wichita Public Library General Fund Bills April 2019 OCA: 101014 TO 101014
3 Materials and supplies 310 Office supplies 3,103 Office supplies City of Wichita 2,373.14 Total 3,103 Office supplies 2,373.14 3,199 Other office supplies City of Wichita 944.53 Total 3,199 Other office supplies 944.53
Total 310 Office supplies 3,317.67 340 Equipment parts 3,405 Fuel City of Wichita 276.35 Total 3,405 Fuel 276.35 3,499 Other equipment parts City of Wichita 23.88 Total 3,499 Other equipment parts 23.88
Total 340 Equipment parts 300.23 380 Non-capitalizable equipment < $5000 each 3,805 Furniture & equipment <$5000 each City of Wichita 23.70 Total 3,805 Furniture & equipment <$5000 each 23.70 3,811 Library materials < $5,000 each CENGAGE LEARNING 1,051.30 City of Wichita 40,352.49 FINDAWAY WORLD LLC 183.71 Total 3,811 Library materials < $5,000 each 41,587.50
Total 380 Non-capitalizable equipment < $5000 each 41,611.20 390 Other commodities 3,903 Food supplies LUNCH MONY INC 135.09 Total 3,903 Food supplies 135.09 3,990 Purchasing Card Clearing City of Wichita -10,060.38 Total 3,990 Purchasing Card Clearing -10,060.38
Total 390 Other commodities -9,925.29 35,303.81 Total 3 Materials and supplies
5/7/2019 Page 5 of 6 Wichita Public Library General Fund Bills April 2019 OCA: 101014 TO 101014
Grand Total 694,084.60
5/7/2019 Page 6 of 6 Library April 2019 Grant Bills Grant 810802 South Central Kansas Library System 2018
1 Personnel services 120 Special salaries 1,200 Part time/seasonal Payroll, 20190405 257.78 Payroll, 20190419 257.78 Total 1,200 Part time/seasonal 515.56
Total 120 Special salaries 515.56 140 Employee benefits 1,400 FICA Payroll, 20190405 19.52 Payroll, 20190419 19.52 Total 1,400 FICA 39.04 1,403 Workers compensation Payroll, 20190405 1.91 Payroll, 20190419 1.91 Total 1,403 Workers compensation 3.82 1,404 Unemployment compensation Payroll, 20190405 0.26 Payroll, 20190419 0.26 Total 1,404 Unemployment compensation 0.52
Total 140 Employee benefits 43.38
Total 1 Personnel services 558.94
2 Contractual services 220 Communications 2,217 Internet Service COX COMMUNICATIONS 9,710.90 Total 2,217 Internet Service 9,710.90
Total 220 Communications 9,710.90 230 Transportation and training 2,301 Meals and lodging allowance SAVANNAH BALL 82.50 Total 2,301 Meals and lodging allowance 82.50 2,302 Out of town registration fees City of Wichita 70.00 Total 2,302 Out of town registration fees 70.00
Total 230 Transportation and training 152.50
Total 2 Contractual services 9,863.40
Total 810802 South Central Kansas Library System 2018 10,422.34
5/7/2019 Page 1 of 2 Library April 2019 Grant Bills
All Grants Total 10,422.34
5/7/2019 Page 2 of 2 GIFT MEMORIAL FUND BILLS APRIL 2019
GIFT AND MEMORIAL FUND
RECEIPTS/REIMBURSEMENTS Baird (interest) $419.10 Baird (dividend) $149.42 Flower Fund (Staff Donations) $377.00 Friends of the Library (Monthly Donation) $1,686.00 Friends of the Library (Gold and Platinum Membership Reimbursements) $1,170.00 Staff Honorariums $50.00 TOTAL RECEIPTS $3,851.52 EXPENDITURES Designated Funds Ingram Library Services (Memorials)* 41.20
Undesignated Funds Kroger (Flower Fund)* 96.70 Foundation Donations 1,205.00 TOTAL EXPENDITURES $1,342.90 *Reimbursed expenses
Ms. Berner:
You are hereby authorized to issue checks to the foregoing payees in the amounts indicated.
______President ______Treasurer INTEROFFICE MEMORANDUM
TO: Library Board of Directors FROM: Cynthia Berner, Director of Libraries SUBJECT: Transfer of Estate Gift to Wichita Public Library Foundation DATE: May 15, 2019
Background: Prior to her death, Margaret Spradlin created a living trust naming the Wichita Public Library as a beneficiary of her estate after her death.
Analysis: A trustee has completed estate work and is prepared to terminate the living trust and to assign remaining assets to the beneficiaries. The trustee has confirmed that the intent of the estate gift is to benefit customers of the Wichita Public Library through support for programs, services and collections.
Financial Considerations: The estate gift could be accepted by the Library and forwarded to the City of Wichita to be managed by the Finance Department as a Library grant. This would require another City department to incur expenses related to administration of the grant, with costs to be recovered by the application of administrative charges assessed to the grant fund.
Another option would be to transfer the estate gift to the Wichita Public Library Foundation. When incorporated in 1987, one of the purposes of the Foundation was to serve as the grant writing and fundraising arm of the Library. Since its inception, the Foundation has received and managed numerous estate gifts intended to benefit library customers through financial support for materials, programs and services.
Legal Considerations: The Library Board may make a recommendation on transfer of the estate gift but authorization will require action by the Wichita City Council. The Law Department has prepared a resolution for the Council’s consideration if the Board chooses to propose the transfer.
Recommendations/Actions: It is recommended that the Library Board direct staff to submit an agenda item to the Wichita City Council seeking authorization for the transfer of the estate gift.
Attachment: Draft Resolution
Resolution Number --- A RESOLUTION TO MAKE CERTAIN DISBURSEMENTS SETTLED ON THE WICHITA PUBLIC LIBRARY ("LIBRARY") AS BENEFICIARY AND/OR REMAINDERMAN TO THE WICHITA PUBLIC LIBRARY FOUNDATION ("FOUNDATION")
WHEREAS, it is the intent and request of Derry Larson, Trustee of the Margaret Spradlin Living Trust, to make certain disbursements settled on the Wichita Public Library ("Library") as beneficiary and/or remainderman to the Wichita Public Library Foundation ("Foundation"), consistent with the expressed wishes of the Trust Settlor, Margaret Spradlin, and
WHEREAS, the Wichita Public Library recommends that disbursements in this manner would be both most efficientto the donor and consistent with donor's intent in making such gifts, and
WHEREAS, the Foundation is willing and able to accept such disbursements and administer the funds consistent with the donor's intent,
NOW, THEREFORE, BE IT RESOLVED BY THE GOVERNING BODY OF THE CITY OF WICHITA, KANSAS ON THIS __DAY OF May, 2019 THAT,
I. The GoverningBody declares it desirable and authorizes the Foundation to receive from Derry Larson, Trustee of the Margaret Spradlin Living Trust, on the City's behalf, certain disbursements settled on the Library as beneficiary and/or remainderman to the Foundation, and administer the same consistent with the expressed wishes of the Trust Settlor, Margaret Spradlin. 2. That this Resolution shall take effect and be in force fromand afterits passage and publication once in the official city newspaper.
ADOPTED AT WICHITA, KANSAS BY THE GOVERNING BODY OF THE CITY OF WICHITA ON THIS ___ DAY OF MAY, 2019.
JEFF LONGWELL, MAYOR ATTEST:
KAREN SUBLETT, CITY CLERK APPROVED AS TO FORM:
IFERMAGANA,DIRECTOR OF LAW AND CITY ATTORNEY
WICHITA PUBLIC LIBRARY BOARD OF DIRECTORS Operations Committee Agenda Tuesday, May 21, 2019, 11:30 a.m. 1st Floor Collaboration Room #117 (Red) Advanced Learning Library, 711 W 2nd St., Wichita, KS 67203
1. Call to Order
2. Proposed Changes to Circulation Policies
3. Program Volunteer Background Check Report Recommendation
4. Updates on Other Policy Reviews and Updates in Process
5. New Business from Committee Members
6. Adjournment
Wichita Public Library Board of Directors Operations Committee Meeting April 16, 2019
Present: Committee members Jonathan Winkler and Jennifer Goheen; Director of Libraries Cynthia Berner; guest Darla DeSpain (Sign Language Interpreting Services). Committee Chair Jonathan Winkler called the meeting to order at 11:45 a.m. The committee discussed a report on the impact of interlibrary loan borrowing fees. Customer use of the ILL system has dropped approximately 50% since implementation of the fees. Staff will continue to monitor to see whether this reduction in usage persists. Director Berner reviewed a series of policy questions for the committee. Results of the conversation on each topic are as follows: Issue Committee Guidance Expansion of background Staff are asked to do additional research regarding the value checks to include that background checks add as opposed to other safety individuals presenting procedures such as ensuring multiple adults are in the room programs during programs engaging children Release of security camera Establish process to clarify that footage should be released footage to law when the Library is the reporting party; footage in public areas enforcement may be released upon written request from a business email address listing the case number and badge number of the requestor and after library staff verify the request with a supervisor of the requesting law enforcement unit Overnight parking at Restrict parking to library users only (adapting the “Library library facilities Parking Only” signing formerly used at Central) at the Advanced Learning Library and the Rockwell branch to see if this reduces the number of reported incidents in these locations Code of conduct bannings Continue conversations with Law Department; clarify that a request for reinstatement can be made after one year but do not limit the term of a banning to one year
A review of bylaws and the organizational section of the policy manual will be deferred until fall. The meeting was adjourned at 11:58 a.m.
INTEROFFICE MEMORANDUM
TO: Library Board of Directors FROM: Cynthia Berner, Director of Libraries SUBJECT: Proposed Changes to Circulation Policies DATE: May 15, 2019
Background: The Library’s Leadership Team has established a schedule for annual review of all department policies. A review of the customer policies has been completed with several recommendations for updates identified.
Analysis: Policies recommended for updates include: • CIR-001 Customer Registration • CIR-002 Address Checks • CIR-003 Account Associations • CIR-004 Issuing Cards to Tour Groups and Classrooms • CIR-005 Kansas Library E-Card • CIR-006 Interlibrary Loan • CIR-007 Circulation of Materials • CIR-007.1 Circulation Parameters • CIR-009 Holds • CIR-010 Lost Items • CIR-011.1 Lost and Damaged Items Fee Schedule • CIR-012 Replacement of Lost or Damaged Items • CIR-013 Fee Payment • CIR-014 Refunds
Copies of each of the policies are attached. An explanation of the changes appears at the top of each policy. Language to be removed is in strikethrough text. Language to be added is in italics.
Financial Considerations: Policy CIR-007 contains a recommendation for raising the threshold for fees on an account before it is no longer in good standing from $2.00 to $9.99. Approximately 7,500 customers will regain full use of their library accounts if this change is implemented.
Legal Considerations: All changes have been reviewed by the Law Department and approved as to form.
Recommendations/Actions: It is recommended that the Library Board approve all customer policy changes as proposed by staff.
Attachment: Proposed Policy Updates
CIR-001 Customer Registration
Explanation: Clarifies that Friends of the Library account holders are still assessed fees related to unclaimed holds and interlibrary loans. Adds a missing word in section 8. Replaces a reference to the Borrower’s Card Application that has been eliminated with the new Registration Form.
A Library card will be issued to any registering customer who provides identification with name and current address, and who agrees to abide by the circulation policies of the Library.
A customer’s first Library card is free. Replacement cards will be issued for lost, stolen or damaged cards at the cost of $2.00 per card. Worn cards will be replaced with current cards free of charge. Customers must present some form of identification with documentation of a current address and fill out a new borrower’s card application form before a new card will be issued. Adults are required to sign for minors’ replacement cards and show proof of current address.
Library accounts that have been expired for three years with balances under $10.00 and are free from messages that may prevent library use will be deleted.
There are different types of Library cards that may be issued to customers. Below is a list of these types and a brief explanation of each.
1. ADULT An adult Library card is issued to any person living in Kansas who is 18 years of age or older or an emancipated minor.
An adult who is under legal guardianship or conservatorship or who is a resident of a residential facility for the developmentally disabled (such as KETCH) may obtain a library card with the consent of the person who has legal control of that adult’s finances. The legal guardian, conservator, or other person legally authorized to handle that adult’s financial affairs must sign the registration form of that adult, accepting legal responsibility for use of the card.
2. E-CARD Adults over 18 years of age may receive an E-card in order to have access to computers, digital collections and electronic resources. An E-card may be issued by staff to groups or individuals for the purpose of paying meeting room fees online. E-cards do not permit a customer to check out material, place holds, or submit interlibrary loan requests. Address verification is not required for this card. Instead, photo identification and verification of birth date are required. E-cards expire annually.
3. FIRM A firm card is issued to any business or organization that provides a written request on letterhead stationery. Firms must agree to be responsible for all items borrowed on the agency account. Only those persons authorized to use the card will be allowed to charge materials on the firm card. Firm cards are only issued at the Advanced Learning Library and will be kept at the Advanced Learning Library, although accounts may be created to allow borrowing privileges from any Library location.
4. FRIENDS OF THE LIBRARY (FRIENDS) Issued for one year with a paid Gold or Platinum Membership to the Friends of the Library, the “gold or platinum card” type allows members three days grace on overdue materials owned by the Wichita Public Library and no holds charges. Unclaimed hold fees and any Any fees associated with Interlibrary Loan items still apply to Friends of the Library accounts.
5. HOMEBOUND Acceptance of new customers into the homebound delivery program was suspended in 2016 but services continue to customers previously registered for this program.
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6. INTERLIBRARY LOAN (ILL) Libraries to which the Wichita Public Library sends materials through Interlibrary Loan protocols receive accounts with the ILL card type. Libraries within Sedgwick County receive a special subset of ILL account to indicate that they make loan requests directly through the Library catalog rather than through traditional ILL protocols and systems.
7. MINOR A minor card is issued to any person living in Kansas who is under the age of 18 and who has not been emancipated. An adult with a Library account in good standing must sign the registration form of a minor, accepting legal responsibility for use of the card. The card will be associated on issuance as a means to hold the adult financially responsible for the minor’s debt. Minors who are 16 years of age or over who are or have been married may show a marriage certificate in order to receive a library card without an adult’s signature. Minors who have been conferred the rights of majority by a District Court must present a copy of the court’s order before receiving a library card without an adult’s signature.
8. MINOR E-CARD Youth under the age of 18 may receive a Minor E-card in order to have access to computers, digital collections and electronic resources. E-cards may not be used to borrow material, place holds, or submit interlibrary loan requests. Any Internet access provided to Minor E-card account holders must be filtered per terms of the Children’s Internet Protection Act as it relates to Library eligibility for Universal Service (E-rate) discounts. Address verification is not required for this card. Instead, photo identification of the minor or authorizing adult is required. Minor E-cards expire annually. Minor E-cards may be issued to students upon the request of their teacher; in this case parents will have an opt-out option (See CIR-004 Issuing Cards to Tour Groups).
9. NON-RESIDENT CARD A non-resident card is issued to any customer who lives outside the state of Kansas. The customer will be limited to two items checked out at any time on their card.
10. OUTREACH Outreach cards will be issued to groups, schools, or agencies that are receiving bulk loans. Outreach cards are issued through the Learning Services Division.
11. SELF-REGISTERED Customers who complete an online registration for a library card will be given a card type of Self Registered until the registration process is completed with library staff. Self-registered accounts expire in six months if they are not updated.
12. STAFF A staff Library card is issued to any current Wichita Public Library staff member. New employees will not need to re-register, but will be changed to a staff account during employee orientation. Staff status is removed from accounts at the conclusion of an employee’s last day in pay status.
13. VOLUNTEER Volunteers who serve at least four hours per month for a minimum of three months qualify for Library accounts where holds may be placed at no charge. (See also PER-007 Staff and Volunteer Benefits.)
14. WICHITA WORK RELEASE Inmates of the Wichita Work Release Facility (WWRF) have access to the Wichita Public Library collection as required by state statute. Accounts are limited to use at the Advanced Learning Library and are for the loan of books. WWRF documentation is used to create these accounts.
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15. BANNED The banned account type is used to track customers who have been permanently banned from Wichita Public Library facilities.
Related City Codes and Ordinances City Code Section 5.92.020; City Ordinance No. 34-827 (part)
Related Forms Registration Form Borrower’s Card Application; Internet Access Restriction Form
Last Review: June, 2018 May 2019
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CIR-002 Address Checks
Explanation: Updates the process for updating customer account information to align with a LEAN process improvement implemented in August 2018.
Address checks are made periodically on customers' cards to keep information current. If the information has changed or is incorrect, a change of information form will be used to obtain the updated name, address or preferred contact data. Proof of address or name may be requested, but is not required.
If the customer’s name has changed a new Registration Form must be filled out by the customer.
If the address or other contact information has changed or is incorrect, the customer may provide that information to Library staff in person, via telephone or via webmail. Proof of address or name may be requested, but is not required.
Related City Codes and Ordinances City Code Section 5.92.020 City Ordinance No. 34-827 (part)
Related Forms Change of Address form Change of Name form Registration Form
Last Review: September, 2017 May 2019
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CIR-003 Account Associations
Explanation: Changes reflect a LEAN process improvement that adds flexibility in the creation of account associations.
The Library permits limited access to others' library accounts for individuals who have created associations. The use of associated accounts enables individuals to pick up hold requests, pay fees, renew materials and obtain a list of items currently checked out for their associations. No other library activity is permitted.
Associations between minor accounts and the adult who accepted legal responsibility will be automatic at the time of registration of a minor’s account. Minors assume all responsibilities for associations when they become 18 years of age or an emancipated minor.
Adults who wish to associate their accounts must both present identification and complete an association card at the Library. Either member may end the association at any time.
Adults who wish to associate their accounts may do so in person, via telephone, or by webmail. The individual who wishes to associate another account must provide his or her name and card number as well as the name and card number for the account to be associated.
Related Forms Start Association Card, Stop Association Card Registration form
Last Review: September, 2017 May 2019
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CIR-004 Issuing Cards to Tour Groups and Classrooms
Explanation: Replaces outdated references to the Central Library and updates form used when creating new accounts
E-cards may be issued to groups of customers such as daycare facilities, classrooms, etc., at all locations provided the groups meet the following requirements:
1) Groups must notify the Central Advanced Learning Library Circulation Section or branch that they wish to visit as a group. 2) The Library must receive the group list of names and birthdates for each account application at least 7 days before the group visit.
A classroom bulk loan may be created with the teacher in advance, for checkout of materials on the day of the visit. 1) Groups must notify the Central Advanced Learning Library Circulation Section or branch that they wish to visit as a group. 2) A contract must be fully executed one week in advance of the visit to the Library, including teacher’s and principal’s signature.
Adults visiting with tours or classes should plan to allow time to visit the circulation desk to apply for a Library Card. (See CIR-001 Customer Registration.)
Related Form Registration Form Borrower’s Card Application
Last Review: September, 2017 May 2019
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CIR-005 Kansas Library E-Card
Explanation: The State Library of Kansas no longer requires customers to appear in person to get a Kansas Library E-Card
Kansas Library E-Cards offer access to electronic resources licensed by the State Library of Kansas. A Kansas Library E-Card may be issued to any Kansas resident. Cards are valid for three-year periods and may be renewed upon request. Applications for Kansas Library E-Cards must be made in person by presenting identification with require proof of residency to staff in any library facility. Proof of residency can be e-mailed, verified in the Library’s ILS or presented in person to staff in any library facility.
Last Review: September, 2017 May 2019
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CIR-006 Interlibrary Loan
Explanation: Clarifies when items listed in the Wichita Public Library catalog may be requested via interlibrary loan; updates the request process for workflows that do not include a paper form.
Interlibrary loan (ILL) is a worldwide sharing of materials. Items not held by the Wichita Public Library may be borrowed through ILL. When the only copy of an item Items held by the Wichita Public Library that are is lost, missing or overdue for more than 2 weeks, that item may also be borrowed through ILL. Unless otherwise noted within this policy, there is a fee of $3.00 per ILL item borrowed from another library for a Wichita Public Library customer.
The customer must hold a current Wichita Public Library card in good standing. (See CIR-007 Circulation of Materials.)
Requests for photocopies are only taken if the following information is provided: the title of the source, the date and issue, either the title or author of the article to be photocopied and the page number(s) on which the article appears. Only specific items may be requested; the Library is unable to fill subject requests.
Requests for material outside of the United States are subject to shipment costs as well as the ILL borrowing fee.
The maximum cost the customer is willing to pay to receive the item or a photocopy of an article must be written indicated on the ILL form when the request is taken. If the ILL request is made online, Customers will be notified of any charges beyond the ILL borrowing fee prior to the request being shipped. Any fees passed onto incurred by the Library for borrowing or photocopying interlibrary loan materials will be passed on to the customer.
A limit of three requests may be active at the same time.
The ILL borrowing fee is not charged to customers in the following situations: 1. When a title is owned by the Wichita Public Library but the item is needed in a different format in order to make the information accessible to the customer (e.g. a print copy of an audio book for a customer with hearing impairments, a larger print/audio edition of a copy available only in regular print for a low vision customer, etc.). 2. When the last copy of a title owned by the Wichita Public Library is not currently available as a result of being missing, lost in circulation or unavailable for repair/rebinding/replacement. 3. When additional copies of a title are needed for a book club or organization with a current partnership agreement on file with the Library.
The lending library sets due dates for ILL materials. Fines will be charged for overdue items according to the circulation parameters set for ILL loans. ILL items may not be renewed. The replacement cost for lost ILL items is determined by the lending library and will be charged against the borrower's record in addition to a $25.00 processing fee.
Any fees passed onto the library for ILL items and any late fees will apply to all accounts.
If a lending library places restrictions on an item’s use, the Wichita Public Library will honor those restrictions.
Failure to comply with circulation policies will result in the loss of ILL privileges.
Related Forms Interlibrary Loan form
Last Review: December, 2017 May 2019
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CIR-007 Circulation of Materials
Explanation: Increases threshold for an account in good standing from $2.00 to $9.99 and updates language to reflect processes for borrowing materials through self-checkout kiosks. Also adds a phrase to clarify that overdue fees no longer accrue when items have been declared lost.
Library materials may be checked out by anyone with a Wichita Public Library card in good standing. Customers are in good standing when the amount of fees or lost charges is below $2.01 $10.00 and there are no items more than 15 days overdue. To check out materials, the customer must present their Library card or show photo identification.
To borrow materials at a service desk, a customer must present his or her Library card or show photo identification. To borrow materials at a self-check station, a customer must scan the barcode on his or her library card or manually enter the library card number and corresponding password.
Items checked out from one Wichita Public Library location may be returned to any other Wichita Public Library location.
Fees of specific amounts are assessed per day on items that are returned late. Overdue items will continue to accrue a fee up to a maximum limit until they are returned or changed to lost status. Items that are renewed are subject to the maximum limit separately for each due date. Certain items may not be renewed.
Most customers in good standing are limited to a total of 150 items on loan at one time. Some account types have more stringent loan limits.
Customers on a payment plan for outstanding fees of $25.00 or more on account are limited to five items on loan at one time.
(See CIR-007.1 Circulation Parameters.)
Related City Codes and Ordinances City Code Section 5.92.010 City Ordinance No. 34-827 (part)
Last Review: September, 2017 May 2019
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CIR-007.1 Circulation Parameters
Explanation: Eliminates formats no longer in collection, adds new Laptop item type and notes missing from some charge limits currently applied
Item Type Loan Renewal 1 Charge Fine / day Max Default Period Period Limit*** Fine Cost Art Print 56 days None 2 titles $1.00 $30.00 $100.00 Big Book 28 days 28 days 150*** $0.25 $5.00 $22.50 Blu-Ray 7 days 7 days 4 titles*** $1.00 $10.00 $40.00 Board Book 28 days 28 days 150*** $0.25 $5.00 $10.00 Book 28 days 28 days 150*** $0.25 $5.00 $30.00 Book Set 42 days None 20 titles*** $0.25 $5.00 $13.00 CD-ROM 28 days 28 days 2 titles $0.25 $5.00 $50.00 Decorative Arts None None None $0.00 $0.00 $100.00 DVD 7 days 7 days 150*** $1.00 $10.00 $30.00 E-Books 7-21 days None 5 titles NA NA NA Equipment 28 days 28 days 2 items $0.25 $5.00 $35.00 E-Resource None None None $0.00 $0.00 $0.00 $1.00 Globe None None None $0.00 $0.00 $75.00 Graphic Novel 28 days 28 days 150*** $0.25 $5.00 $25.00 Hi/Lo 56 days 56 days 150*** $0.25 $5.00 $10.00 ILL 21 days None 3 titles*** $1.00 $30.00* $75.00 Image None None None $0.00 $0.00 $100.00 Kit 14 days 14 days 1 box $1.00 $10.00 $100.00 Laptop 3 hours None 1 item $15.00** $500.00 $500.00 Large Print 28 days 28 days 150*** $0.25 $5.00 $30.00 Magazine 14 days 14 days 150*** $0.25 $5.00 $5.00 Manuscript None None None $0.00 $0.00 $100.00 Map None None None $0.00 $0.00 $15.00 Microform None None None $0.00 $0.00 $25.00 Music CD 28 days 28 days 150*** $0.25 $5.00 $17.00 New DVD 7 days 7 days 8 titles*** $1.00 $10.00 $30.00 New Music CD 14 days 14 days 8 titles*** $0.25 $5.00 $17.00 Newspaper None None None $0.00 $0.00 $1.00 Paperback 28 days 28 days 150*** $0.25 $5.00 $8.00 Playaway 28 days 28 days 4 titles*** $0.25 $5.00 $60.00 Playaway 14 days None 1 item $1.00 $10.00 $60.00 Launchpad Reference Book None None None $1.00 $25.00 $45.00 Spoken CD 28 days 28 days 150*** $0.25 $5.00 $30.00 Vertical File 14 days 14 days 150*** $0.25 $5.00 $5.00 VHS 7 days 7 days 150*** $1.00 $10.00 $30.00
* Fees continue to accrue until item is declared lost and billed (maximum of 30 days). **Customers on payment plans may be subject to more stringent charge limits (see CIR-007). **hourly fee ***Some customer account types have more stringent loan limits.
Last Review: September, 2017 June 2019
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CIR-009 Holds
Explanation: Clarifies when hold transfer fees are assessed to accounts and that a total fee of $1.00 is charged when an item is placed on hold or transferred and then not claimed within the pickup period.
Holds for Library materials may be made by telephone, mail, in person or using the on-line catalog by any Library customer. Customers who ask staff to place holds may be limited to up to five requests, as staff time allows.
A service fee of $0.25 will be charged for each item that is placed on hold using the Library catalog or that is transferred between locations. This $0.25 fee is paid when the item is borrowed assessed when the item arrives at the pickup location.
The Library will notify customers that holds are available. If an item is not picked up by the unclaimed date, a fee total of $1.00 will be assessed to the requesting customer’s account. Hold fees will be waived for customers who cancel their filled holds before the unclaimed date. will not be assessed a hold fee
Last Review: September, 2017 May, 2019
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CIR-010 Lost Items
Explanation: Allows a branch manager or Librarian-in-Charge to designate other staff to assist with claims returned reviews.
If a customer does not return an item within 30 days of the date it was due, the item will be declared "lost" and the customer will be charged for the price of the item. An additional $7.00 processing fee for Wichita Public Library materials or a $25.00 processing fee for interlibrary loan materials will be charged to offset costs related to item replacement and fees assessed by lending libraries.
If the item is returned within 90 days after the item has been declared "lost" the price of the item is credited to the customer's record. when the item is checked in and the price of the item is refunded to the customer. An identical replacement copy of a lost print item may be provided by the customer in lieu of paying for the item. (See CIR- 012 Replacement of Lost or Damaged Items.)
The processing fee is not credited or refunded to the customer. No additional overdue fees are charged.
For those items that a customer claims to have returned, Library staff will search for the item. If the item is found, it will be checked in and all fines on the item will be waived. If it is not found, the section manager or Librarian- in-Charge designated staff may decide to put the item into a "Claims" status. No fines will be charged against the customer's record. Claims items are deleted from the system after six months.
Related Form Search Card
Last Review: September, 2017 May 2019
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CIR-011.1 Lost and Damaged Items Fee Schedule
Explanation: Eliminates fees for items no longer in materials collections and adds fees for new collection formats. Updates lost/damaged fees for spoken CDs to the list price of items.
Item Fee Lost/Damaged Art Bag $25.00 Lost/Damaged Books & More Storage Box $4.50 Lost/Damaged CD Booklet $2.00 Lost/Damaged CD Large Booklet $5.00 Lost/Damaged CD Case (music) $2.00 Lost/Damaged CD Case (spoken) $7.00 Lost/Damaged DVD or Blu-Ray Booklet $5.00 - $8.00 Lost/Damaged DVD or Blu-Ray Case (up to 2 discs) $3.00 Lost/Damaged DVD Case or Blu-Ray (3 or more discs) $8.00 Lost/Damaged CD or DVD Security Stripping $3.00 Lost/Damaged Labels $0.50 Lost/Damaged Laptop ** Lost/Damaged Launchpad AC Adapter $10.00 Lost/Damaged Launchpad Bumper $9.00 Lost/Damaged Launchpad Portfolio packaging $8.00 Lost/Damaged Launchpad USB Cord $7.00 Lost/Damaged Map $5.00 Lost/Damaged Playaway Battery Cover (Each) $1.00 Lost/Damaged Playaway Case (Each) $2.50 Lost/Damaged Playaway Foam Insert (Each) $3.50 Lost/Damaged Spoken CD List price of item Lost/Damaged Supplemental CD/DVD/CD-ROM $5.00*** Lost/Damaged Vertical File Envelope $2.00 Lost/Damaged Vertical File Item $5.00 Lost/Damaged VHS Case $3.00 Missing/Damaged Crystal Cover $1.00 Hardcover Damage ** Mylar/Book Jacket Cover Damage $1.00 Page Damage Up to 5 pages – per page $0.25 More than 5 pages **
* For “large” sets (more than 1 spoken CD), charge $10.00 for a lost or damaged spoken CD. For “small” CD sets (1 spoken CD), charge the price of the set plus a $7.00 processing fee. The Library generally cannot order replacement items for small CD sets.
*** Supplemental media may be included in some books. While the media accompanies a book, it is not integral to the content. ** To be determined by the branch manager or circulation supervisor designated staff.
Last Review: September, 2017 May 2019
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CIR-012 Replacement of Lost or Damaged Items
Explanation: Clarifies that replacement copies of lost or damaged printed materials may be accepted in lieu of the payment of replacement fees. Adds branch managers to staff able to make decisions about accepting replacement copies in lieu of fees. Eliminates references to leased materials no longer part of the collection.
In keeping with the Collection Management Policy of the Wichita Public Library, the Library does not generally accept replacement copies of lost or damaged items instead of payment.
However, Print copies of the identical title and edition may be presented in exchange for the charges of replacing a lost or damaged item when these replacement items are in excellent or new condition may be presented in exchange for the charges of replacing a lost or damaged item. Replacement copies of all other items must be approved by the Branch Manager, Collection Development Division Manager or his/her designee.
If an item has multiple parts and one component is lost or damaged, the Collection Development Division Manager or his/her designee may determine if a partial fee can be assessed if the other components are in good condition.
The processing fee still applies to all accepted replacement items. The replacement item becomes the property of the Library and is not returned to the cardholder in the event that the lost item is found.
Interlibrary loan and leased materials are not owned by the Wichita Public Library and are not eligible for this alternative.
Last Review: September, 2017 May 2019
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CIR-013 Fee Payment
Explanation: Credit card payments do not require photo identification per changes in Payment Card Industry compliance guidelines.
Customers may pay fines by cash, cashier's check, check, or money order in person or through the mail. Credit card payments are accepted for account balances of $2.00 or more and can be made both online and in person with a MasterCard or Visa card.
Customers who want to pay for services that do not require a library card must provide valid photo identification in order to pay by check or credit card (MasterCard and Visa accepted). Cash and credit card payments are accepted without the need for identification.
If a check is returned as invalid, customer privileges are suspended until the amount of the original check plus any service fee are paid per City of Wichita policy. After a customer's payment by check has been returned to the Library as invalid, that person will be asked to pay on all future transactions only by cash, money order, cashier's check or credit card (MasterCard and Visa accepted).
Customers who owe $10.00 or over may be turned over to a collections agency. Accounts of adult customers with fees of $25.00 or more that have been turned over to a collections agency and are not in bankruptcy may be submitted to the Kansas State Set-Off Program for collection.
Accounts submitted to the Kansas State Set-Off Program but returned to the Library as unable to be processed will be deemed as uncollectable. Fees on these accounts will be waived after which the accounts may be deleted according to the Library’s records retention schedules.
Related Policies City of Wichita Uncollected Check Policy
Last Review: September, 2017 May 2019
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CIR-014 Refunds
Explanation: Clarifies processing of refunds and creates new option for customers to keep the credit on account.
Based on availability and the amount of time between a refund and the original payment, refunds of over $10.00 may will be applied as a credit back to a credit card account, paid in cash by the Library or paid via a check from the City Treasurer. Checks are mailed by the City Treasurer’s office within two weeks of the refund request.
Refunds are kept on account for 12 months. Any credits not claimed or requested to remain on account at the end of that period will be forwarded to the State of Kansas as unclaimed property.
Related Form Refund for Recovered Library Material
Last Review: September, 2017 May 2019
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CIR-016 Patron Customer Password Security
Explanation: Eliminates the need to present a library card in order to reset an account password and replaces references to parents and guardians to adults to the adult that has taken financial responsibility for the account of a minor child.
Customers may access their account through the Library catalog by using their Library card number and password. Customers may create their own passwords to guarantee privacy. If a customer forgets their his or her password, he or she they must present their Library card and another a form of identification in person to Library staff so that staff can reset their password. Passwords cannot be given out over the telephone.
If a parent an adult requests a password for a minor child, that parent adult must be the guardian signing adult listed in the minor’s record and must present both the Library card and a form of identification.
Last Review: September, 2017 May 2019
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INTEROFFICE MEMORANDUM
TO: Library Board of Directors FROM: Cynthia Berner, Director of Libraries SUBJECT: Background Checks for Program Volunteers and Presenters DATE: May 15, 2019
Background: At its last meeting, the Operations Committee directed staff to prepare a report about the advantages and disadvantages of requiring background checks for program volunteers and presenters as opposed to the use of other safety policies and procedures.
Analysis: While background checks are one method of providing due diligence in fulfilling the Library’s obligation for ensuring a safe environment, checks are not the only tool to achieve this desired outcome. Responses to a question posted to Urban Library Council members found that one in three libraries have policies requiring completion of background checks for all program presenters. The remaining libraries use other means for ensuring the safety of library customers and program attendees.
Dallas (TX) Public Library requires background checks for all performers. Melissa Dease, Administrator of Communications and Youth Services, reports that children’s performers have had background checks for several years. Starting in 2019, adult performers are required to complete these checks as well. Exceptions are made for performers who can provide proof of screening by another organization such as a school district, if they are an employee or representative of a known organization such as the American Heart Association, or if they are a visiting author or dance troupe. Returning performers are required to complete a new background check every three years. In addition to the checks, at least one staff member is required to be in the room for every program.
Ms. Dease noted that the background checks are a requirement of the City of Dallas. She did not originally believe that the checks were necessary, but changed her mind after learning that some parents check the library’s program schedule and then reach out to the performers to hire them to do birthday parties or other events in their homes, believing that if they present in a library they can be considered safe and trustworthy. She explained that the process is an added expense and requires staff time and a database to administer, but she believes these are necessary costs to protect the library and its customers.
Ann Arundel (MD) Public Library has taken a different approach to this issue. Because contracted performers are typically in the library for less than two hours and are always under the direct supervision of staff, they do not use background checks for program presenters. Programming and Outreach Manager Rebecca Hass reports that her library has chosen to address the safety of customers by program supervision and careful performer selection. In this library, every program for youth under age 18 must have at least two adults present. These adults may be staff members or parents. Parents and caregivers are required to be with their children in all programs for children age 8 and under. When selecting performers, staff obtain referrals from other libraries and schools or from the Maryland State Arts Council Showcase. Professional references and recommendations are also gathered and evaluated.
Cuyahoga County (OH) Public Library is currently working on policies for program presenters. They plan to require a staff person to be present in all youth programs and to require vetting and referrals of programs in ways similar to those used by the Anne Arundel library. Youth Programming Manager Julia Boxler notes two additional expectations of performers at her library. They require proof of general liability insurance with a minimum of $1,000,000 in general liability coverage. In addition, each performer must sign a memorandum of understanding that includes an affirmation that the performer does not have a criminal background. This last tool is under review as it has been noted that this may prevent some individuals who are coming from a place of personal experience and have turned their lives around from speaking at adult programs on topics such as re-entry, risky behaviors, etc.
Susan Wray, Assistant Director and Chief Operating Officer of the Mid-Continent (MO) Public Library, reports that her institution also has chosen not to complete background checks. Instead, they require three character or professional references as part of an electronic proposal form. She notes presenters often represent their programs as extensions of a job or role such as a medical professional who may participate in a breast cancer awareness program.
As part of this analysis, the potential impact of background checks has been discussed with local program presenters. While none are opposed in concept to a requirement of background checks, some practical concerns about such an implementation were noted. Organizations with teams of employees and volunteers involved in program presentation note that a background check requirement might result in unnecessary expense to the library and/or an increase in last minute program cancellations. If the library wanted to ensure the program presentation, multiple members of an organization’s presentation team would need to have background checks on file even though only one or two might be performing at the library. If the library opted instead to require the background check
2 only for the scheduled performer, a program would need to be cancelled if that person was unable to be present because a substitute would not be eligible to perform. This could impact programs as varied as activities from Exploration Place and Tanganyika, STEM workshops sponsored by the Wichita Branch of the American Society of Civil Engineers and GoCreate, and performances by the Goddard Puppet Ladies (Goddard Women’s Club) and the Griots. It was also noted that a background check requirement might result in fewer individuals being willing to donate their time to participate in special events such as the community storytimes at the Angelou and Evergreen branches.
Financial Considerations: The cost of a background check varies depending upon the type and number of states in which a person has lived. The current average for checks being conducted for other library volunteers is $40.00 per individual. Staff estimate an annual average of 50 individuals contracted to present programs for children and teens in Wichita Public Library locations with about 100 others involved in the presentation of programs for adults.
Legal Considerations: All additions and changes to policies must be approved as to form by the Law department before implementation. The Library’s current policy for adult volunteers requires completion of a background check before beginning.
Recommendations/Actions: Several options are available to the Library Board. These include, but are not limited to:
1. An enhanced level of protection (some combination of library-initiated background checks, background checks carried out by other organizations that we choose to accept on the basis of depth and recency, letters of reference, multiple adults in the room, etc.) for all library programs
2. An enhanced level of protection (some combination of library-initiated background checks, background checks carried out by other organizations that we choose to accept on the basis of depth and recency, letters of reference, multiple adults in the room, etc.) only for programs presented to children and teens
3. Contingency plans calling for deployment of staff to act as the multiple adults in the room where this is needed to avoid last-minute program cancellation in cases where a scheduled presenter with a background check on file cannot appear and the substitute does not have a comparable credential
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Agenda
Wichita Public Library Board of Directors Planning & Facilities Committee Tuesday, May 21, 2019, 11:30 a.m. 1st Floor Collaboration Room 115 (Purple) Advanced Learning Library, 711 W 2nd St., Wichita, KS 67203
1. Call to Order
2. Branch Master Plan
3. Advanced Learning Library Punch List/Maintenance Update
4. Branch Maintenance Issues
5. New Business from Committee Members
6. Adjournment
Agenda
Wichita Public Library Board of Directors Public Affairs Committee Tuesday, May 21, 2019 – 11:15 a.m. 1st Floor Collaboration Room #116 (Yellow) Advanced Learning Library, 711 W 2nd, Wichita, KS 67203
1. Call to Order
2. Letter to Sedgwick County Legislators
3. Review of Recent and Expected Earned Media
4. Committee Meeting Schedule
5. Adjournment Wichita Public Library Board of Directors Public Affairs Committee Minutes April 16, 2019
Present: Board members Lamont Anderson, Shelby Petersen, and Shannon Littlejohn; Staff members Cynthia Berner and Sean Jones
The meeting was called to order at 11:15 a.m.
Director of Libraries Cynthia Berner provided information from the American Library Association that shows how federal funds support the work of Kansas libraries.
Ms. Berner also reported on misinformation about the adopted programming policy that has been shared in the community. Council Member Brandon Johnson will be convening a meeting with representatives of the Ministerial League, his two Library Board appointees and the Director of Libraries to discuss the policy. She also informed the committee of concerns from a parochial school that had led to believe that summer reading programs would be including LGBTQ activities for children. The school librarian and the diocese superintendent were provided with a copy of the adopted policy, a draft version of the summer events calendar and responses to some related programming questions in order to correct the misinformation.
The committee discussed the ICT Adult Spelling Bee event and is supportive of participation in partnership with the Friends of the Library.
Board Member Shelby Petersen updated the committee on HB2122 and H2320.
Communications Specialist Sean Jones reported on several Library media responses and campaigns, including: • Initial publicity about the Branch Master Plan is positive. Dion Lefler wrote a positive article following the March meeting, and the Eagle Editorial Board wrote a follow up op-ed supporting the Plan. • The After Hours Computer Lab campaign is slowly building momentum. Ads are beginning to run in The Community Voice, and a new video testimonial from City Council Member Brandon Johnson, District I, will begin circulating. Several partnerships are being explored to help promote the program. • Staff members will meet next week to discuss the summer schedule, and will work with Sean to identify specific programs that warrant more promotional tactics. Branches will be included in this discussion. • Sean Jones and Julie Sherwood will meet with representatives from Park and Recreation and CityArts on Thursday to discuss the timeline and input method for the City’s combined calendar initiative.
Board Member Shannon Littlejohn read the post-session letter for Sedgwick County legislators. Some feedback was given, including a mention of creating an organized visit to the Advanced Learning Library, physically mailing the letters and hand-writing the representatives’ names for an added personal touch. The committee will offer edits and solidify the letter in May. Board Member Lamont Anderson would like a copy of the Kansas ALA handout Cynthia Berner distributed at the beginning of the meeting. He would like to share this information with the rest of the Board.
The meeting was adjourned at 11:55 a.m. Media Report April 2019
Newspaper
• April 2, 2019 – The Wichita Eagle – Branch Master Plan “What’s in store for your neighborhood Wichita library in $3.7 million improvement plan?” by Dion Lefler https://www.kansas.com/news/politics-government/article228741879.html?fbclid=IwAR1ckaZWk- hQqQLqkb6w8ttbxqZIstUaOj_5ucM0jXZ8NcRr5C54dbdJ0pY • April 3, 2019 – The Wichita Eagle – Editorial: Branch Master Plan “Amid all the big downtown projects, neighborhood libraries need a little love”
Television
• April 5, 2019 – KCTU – Harvey Girls / Map of Kansas Literature • April 11, 2019 – KAKE Kids Corner – Young Artists’ Exhibits http://www.kake.com/clip/14801024/kids-corner-young-artists-exhibit • April 1, 2019 – KSN – Nintendo Knockout https://www.ksn.com/news/local/nintendo-knockout-wichita-kids-compete-in-mario-kart- tourney/1911933484 • April 12, 2019 – KCTU – Tech Classes at the Library • April 18, 2019 – KWCH – Friends Book Sale https://www.kwch.com/video/?vid=508748822 • April 19, 2019 – KCTU – Young Artists’ Exhibits • April 26, 2019 – KCTU – Friends Book Sale, Library Events • April 27, 2019 – KWCH – Batman event on 5/4
Wichita Public Library Board of Directors Nominating Committee Report 2019-2020
The Nominating Committee recommends the following slate of officers for the 2019-2020 Board year:
President – Kevin McWhorter First Vice-President – Lamont Anderson Second Vice-President – TaDonne Neal Secretary – Jonathan Winkler Treasurer – Jennifer Goheen Assistant Secretary-Treasurer – Cynthia Berner
Submitted by the Nominating Committee Shannon Littlejohn TaDonne Neal Jonathan Winkler
Focused on Community: A Master Plan for the City of Wichita’s Branch Library System 2019-2023
Proposed April 2019
Contents Preface ...... 3 Background ...... 4 Alignment with Community Priorities ...... 4 Project Wichita...... 4 Project Wichita Action Plan Strategies Impacted by Branch Libraries ...... 5 City of Wichita Mission and Values ...... 6 Library Service Pillars ...... 6 Branch Focus Areas ...... 6 Lionel Alford Regional Library: early literacy and school readiness, K-12 student achievement and workforce development...... 6 Maya Angelou Northeast Branch: literacy and school readiness, digital inclusion and African- American culture ...... 7 Evergreen Branch: literacy, digital inclusion and Hispanic education ...... 8 Rockwell and Westlink Branches: Service for children and families, digital inclusion, lifelong learning and leisure services ...... 9 Branch System Strategic Direction ...... 10 Recommended Facility Changes ...... 11 Policy Changes to Enhance Branch Outcomes ...... 11 Target Benchmarks for Plan Implementation ...... 12 Appendices ...... 13 Lionel Alford Regional Branch ...... 14 Maya Angelou Northeast Branch ...... 20 Evergreen Branch ...... 26 Linwood Park Branch ...... 32 Ford Rockwell Branch ...... 37 Westlink Branch...... 44 Resources ...... 50
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Preface
This report summarizes the goals, process and conclusions of the Master Plan for Branch Libraries developed for the City of Wichita and the Wichita Public Library. The plan replaces the Wichita Public Library System Master Plan adopted in 2006. Following the opening of the Advanced Learning Library, a steering committee comprised of members of the City Council and Library Board was appointed to create a master plan for branch libraries and outreach library service to guide facility, program and service decisions for the next decade. Members of the committee included City Council members Jeff Blubaugh, Cindy Claycomb and Bryan Frye, Library Board members Lamont Anderson, Randall Johnston, Kevin McWhorter and Shelby Petersen, City Manager Robert Layton, Director of Libraries Cynthia Berner and Library Customer Services Division Manager Kristi Dowell. The goals of the committee were to ensure alignment with the City Council and Library Board of Directors endorsed department priorities of providing equitable access to information, ensuring digital inclusion and supporting a literate community. Efforts included: Identifying and/or affirming locations for branch libraries that provide equitable access to library services and resident convenience; Establishing service priorities for each branch location or outreach service; Identifying and making recommendations for changes to policies and procedures that present barriers to the department’s work in its three goal areas; and Creating a target budget for branch libraries and outreach services by identifying the capital improvements needed at each branch facility as well as the resources needed to provide the hours, programs and services to be delivered in each location. The plan was presented to the City Council and Library Board of Directors on ______and was adopted/endorsed on ______.
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Background
In 2016, the City of Wichita engaged the Public Policy and Management Center (PPMC) at the Hugo Wall School of Public Affairs (HWS) at Wichita State University (WSU) to conduct a review of Wichita’s branch library systemi. The PPMC collaborated with Civic Technologies to conduct a market segmentation analysis of the entire library system market and individual branch markets. In 2018, a Library Branch Architectural Review was prepared by Spangenberg Phillips Tice Architecture to provide information about costs related to facility repairs and renovationsii. These two documents, as well as data from a peer libraries report and information about the changing role of libraries obtained from the Aspen Institute and the Urban Libraries Council, were instrumental in guiding the recommendations contained in this plan.
Alignment with Community Priorities
The 21st century library is involved in a wider range of programs, services, and partnerships than ever before. Research suggests that as many as one in three library users do not visit to borrow materials, but rather to work or study, access social services, use technology, and receive language and workforce education.iii This makes libraries critical anchors in the neighborhoods they occupy. It also puts them at risk of taking on more than they have the capacity to effectively support. Libraries can best support community well-being by staying true to their mission and focusing their activities on the intersection of that mission with broader community priorities and initiatives. The recommendations outlined in this master plan are based upon the common priorities of the Project Wichita plan, the mission and values of the City of Wichita, and the Library’s mission and service pillars.
Project Wichita
Project Wichita is an initiative to create a common vision for the community’s future over the next decade. Guiding principles of the plan include investing in assets that attract, retain and building talent and opportunities, connecting people to each other and to opportunities in education and business, and seizing opportunities to lead boldly and to attract and maintain young talent in the community.
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Action plans for the 10-year vision are based on focus areas of: 1) talent; 2) economic prosperity; 3) quality of place; 4) strong communities and neighborhoods; and 5) lifelong learning. While the work of the library corresponds with each of these five focus areas, alignment with the latter three is particularly strong. Project Wichita Action Plan Strategies Impacted by Branch Libraries
Lifelong Learning
Initiative 1- Literacy Wins: Increase literacy levels of third graders reading below grade level
Strategy A – Expand programs that promote reading and provide books to homes with young children Strategy B – Expand programs that support reading with early elementary students
Initiative 2 – Student Success Partnership: Develop a model partnership toward greater awareness, support and workforce development.
Strategy A – Develop a model for partnership to support student success
Strong Communities and Neighborhoods Initiative 1- Connectivity: Connect residents to resources, services, and opportunities to improve the strength of local neighborhoods and communities
Strategy A – Develop an anchor institution model that streamlines and leverages access to resources and community partnerships
Quality of Place
Initiative 5- Celebrating community with signature events and attractions across the region
Strategy A – Challenge existing attractions and events to take bold, forward-thinking actions and support them as they elevate quality of place
Strategy B – Activate gathering spots with new activities and celebrations that draw and engage diverse audiences
Strategy C – Amplify communication and promotion surrounding distinctive attractions and activities
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City of Wichita Mission and Values
The mission of the City of Wichita is to be an exceptionally well-run city that will keep Wichita safe, grow our economy, build dependable infrastructure and provide conditions for living well. To accomplish this mission, the work of City departments is anchored in core values of trust and service.
Of the five service areas outlined in the mission, the work of the library is most closely aligned with those of growing the economy, providing conditions for living well and operating as a well- run City. Because the department continues to use a hub and spoke business model where all administrative and support activities are centralized in the Advanced Learning Library, for purposes of this branch plan, the focus of alignment rests with the economic development and quality of life service areas.
Library Service Pillars
During zero-based budgeting exercises in 2018, the Library was asked, “what is the work of the department that, if eliminated, would result in the department no longer being in the business of a library?” Through the exercise, four service pillars were identified and endorsed by the Library’s Board of Directors and the City Council. These are: Supporting a literate community; Ensuring digital inclusion; Providing equitable access to information; and Delivering effective, efficient administrative activities. This master plan for branch libraries is based upon the three community-facing pillars.
Branch Focus Areas
Each branch of the Wichita Public Library system is an important resource for the neighborhoods it serves. As noted in the Wichita State University Branch Review, to serve most effectively Wichita’s diverse community, the focus areas of each branch should be tailored to match the unique challenges and needs of the individual service areas. At the same time, however, it is important that these focus areas remain aligned with the missions and service pillars of the library and the larger City of Wichita organization. Lionel Alford Regional Library: early literacy and school readiness, K-12 student achievement and workforce development The area surrounding this branch is one of two parts of the city where incoming kindergarten children do not demonstrate expected school readiness skills. A focus on early literacy and school readiness should be established to support broader community efforts to better prepare pre-school students for the start of their formal education.
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Public high schools in the Alford service area have above average numbers of students who fail to become high school graduates. Aligning a branch focus on K-12 student achievement with activities such as the Wichita Westside Promise Neighborhoods Coalition and the United Way of the Plains’ Read to Success initiative will enable the branch to contribute to the collective impact of organizations who know that entering school ready to learn and graduating on time lead to success in work and life. A significant number of people who use public computing services at the Alford branch do so for the purpose of seeking and applying for jobs. Creating a focus on workforce development by expanding the library’s partnership with the Workforce Alliance of South Central Kansas will enable the branch to serve more effectively job seekers who cannot easily access and use services of the Wichita Workforce Center. Maya Angelou Northeast Branch: literacy and school readiness, digital inclusion and African- American culture
The neighborhoods surrounding the Angelou branch are the second area of Wichita where children are not entering school with needed readiness skills. This branch should focus not only on early literacy and school readiness but also on working with neighborhood schools and agencies that focus on third grade reading achievement to ensure that students are making the effective transition from learning to read to reading to learn. Data suggests that residents of the Angelou service area are among the Wichitans least likely to have access to computers and the Internet. Many have portable devices, but not the data plans that support online access. For these individuals, it is essential that the branch maintain a focus on digital inclusion to ensure that they have not only the connectivity but also the digital literacy skills to connect effectively to the online world. All of the neighborhoods with the City’s largest concentrations of African-American residents are in the Angelou branch service area. The branch should renew a focus on African-American culture by expanding book, music and movie collections by African- American authors and artists, adding to reference works that document the history of the neighborhoods and their residents, and creating more programmatic opportunities for residents to celebrate their culture. In addition to these three primary focus areas, the relatively large number of area residents who remain unemployed make it important for the branch to continue its partnerships that support workforce development although this effort should be considered a second tier activity for the branch.
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Evergreen Branch: literacy, digital inclusion and Hispanic education
Focus area priorities for the Evergreen branch have been driven by a plan for the City of Wichita’s Evergreen complex (library, neighborhood resource center and recreation center along with community partners Cloud elementary school, Grace Med Health Clinic and The Opportunity Project preschool). Community engagement to identify priorities for the complex and findings from the WSU branch review suggest that Evergreen would better residents of the service area by placing a greater emphasis on programs and collections that support literacy for all ages. Lower income areas within the Evergreen service area are comprised of many people with portable devices but no data plans or no access to computers and the Internet beyond the resources of the library and neighborhood resource center. For these individuals, it is essential that the branch maintain a focus on digital inclusion to ensure that they not only have the connectivity but also the digital literacy skills to connect effectively to the online world. Several of the city’s neighborhoods with the largest concentrations of Hispanic residents are within the Evergreen service area. Supporting Hispanic education should be an important focus for the branch. This could be accomplished through creating more collaboration spaces, adjusting the mix of the materials collection and refining program offerings. In support of the Evergreen complex plan, second tier focus area activities at the branch should include small business support and workforce development. Linwood Branch: Popular materials center and computing hub As the smallest facility in the branch system, Linwood has little space to support library services. This branch is in greatest need of a business model change in order to increase usefulness to the neighborhoods it serves.
While use of the materials collections has remained steady, reducing the scope of the collection to please emphasis on popular reading materials should be implemented. This would involve adjusting the balance of materials maintained at the branch to focus on high turnover collections. Residents of the Linwood area generally appear to have access to computers and the Internet, yet many people take advantage of public computing services at the branch. For these people, the
8 service is less about ensuring digital inclusion and more likely about providing faster connectivity, better software options, and printing service. Maintaining a branch focus as a computing hub will be important to ensuring that these individuals continue to have convenient access to online resources. Rockwell and Westlink Branches: Service for children and families, digital inclusion, lifelong learning and leisure services
Although the market segments of their service areas differ greatly, the Rockwell and Westlink branches have each become entrenched in their areas of the city as full-service branches capable of supporting a variety of service priorities. Services for children and families must remain a priority in both locations. The Rockwell branch serves a large concentration of public and private schools. Westlink’s service area includes significant areas of the Goddard and Maize school districts as well as the entire western portion of the Wichita school district. Generally more affluent than the service areas of other branch libraries, the volume of public computing service and technology training class attendance at these two facilities suggests that digital inclusion is still an important focus area for these two locations. Lifelong learning and leisure services should also be maintained as primary focus areas based on use of the materials collections and attendance at branch programs.
A graphic alignment of branch focus areas with Project Wichita, City of Wichita and Library department priorities appears on the following page.
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Branch System Strategic Direction
Project Wichita Focus Areas
Economic Talent Lifelong Strong communities & Quality of learning prosperity neighborhoods place
City of Wichita Mission
Keeping Grow our Build dependable Provide conditions A well-run Wichita Safe economy infrastructure for living well city
Library Service Pillars
Providing equitable Supporting a Ensuring digital Effective, efficient access to information literate community inclusion administrative activities
Branch Focus Areas
Early literacy & Workforce Alford K-12 student school readiness achievement development
Literacy & African- Angelou Digital Workforce school American inclusion development readiness culture
Hispanic Digital Small Workforce Evergreen Literacy education inclusion business development support
Computing Popular materials Linwood hub center
Rockwell and Service for Digital Lifelong Leisure Westlink children/ inclusion learning services families
Color Key Anchoring community 10 Access to and City priorities Digital activities Literacy activities information activities Recommended Facility Changes
In each branch location, facilities changes will be needed in order for the identified outcomes of this plan to be fully realized.
The Evergreen branch should be remodeled to incorporate services of the Evergreen Neighborhood Resource Center. The Linwood branch should be relocated from inside the Linwood Recreation Center to an area more centrally located in southeast Wichita. Places to consider are a possible co- location with Wichita State University South campus at the former Wichita Mall, in or near the Clapp Golf Course clubhouse, or compatible alternative sites in the same general area of the city. The Westlink branch should be expanded in its current location to approximately 18,000 square feet with additional parking to better support the number of concurrent visitors at the library. At the Lionel Alford, Maya Angelou and Rockwell branches, efforts should be made to complete the facility updates outlined in the Wichita Public Library Branch Architectural Review. In addition, improved directional signage should be pursued for the Alford, Angelou, Rockwell and Westlink branches. At all locations, consideration should be given to opportunities to incorporate public art into remodeling projects if funding to support these enhancements is identified.
Policy Changes to Enhance Branch Outcomes
The Library Board of Directors is encouraged to conduct additional research on policies that may create barriers to library access or, if revised, would enhance the likelihood that the service outcomes desired of each branch location would be achieved. Example of policies that warrant analysis include, but are not limited to: fees for reserving and transferring materials, overdue fines on children’s materials and/or children’s library accounts, and requiring a library account in good standing in order to use public computers or Wi-Fi services.
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Target Benchmarks for Plan Implementation
To ensure progress toward implementation of this plan, the following target benchmarks for completion of recommendations contained within this plan have been established: 2019 Submit all branch facility updates into the Capital Improvement Program intake process Finalize plans for Evergreen library facility changes required to support the Evergreen complex plan Identify a preferred relocation plan for the Linwood branch Complete collection review at Evergreen branch Complete collection review at Linwood branch 2020 Initiate process reviews for all branch libraries to identify LEAN improvements compatible with the focus recommendations of this plan Replace Meridian Street signage for the Alford branch (TBD) Add or enhance signage for the Angelou, Rockwell and Westlink branches (TBD) Complete facility updates for Evergreen branch (TBD) Relocate Linwood branch (TBD) Complete collection review at Angelou branch Complete collection review at Alford branch Implement new programming plans in all branches Complete partnership agreements related to the focus areas at all branches 2021 Complete collection review at Rockwell branch, including implementation of picture book neighborhoods Complete short term facilities solutions for Alford branch ($54,603.60 + 12% inflation factor) Complete short term facility updates for Angelou branch ($94,204.20 + 12% inflation factor) Complete short term facility updates for Rockwell branch ($184,257.60+12% inflation factor) Complete collection review at Westlink branch Complete expansion of Westlink branch ($2,204,790) Complete an hours and staffing study for the Angelou branch 2022 Complete long-term facility updates for Rockwell branch ($270,601.20+16% inflation factor) Complete long-term facility updates for Angelou branch ($162,654+ 16% inflation factor) 2023 Complete long-term facility updates for Alford branch ($426,039+20% inflation factor) Initiate next five year planning cycle for library facilities and services
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Appendices
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Lionel Alford Regional Library
Lionel Alford Regional Branch
The Lionel D. Alford Regional branch opened in 2003 consolidating the former Seneca and Alford Branch Performance Measures Aley Park neighborhood branches. The library Metric 2017 2018 serves the south and southwest parts of the city. Library Visits 103,725 109,333 With 18,500 square feet, it is the newest and largest branch and the only branch location Materials Circulation 228,689 189,487 with drive-up service. Public Computing Use 15,079 14,327 The branch has noticeable use from residents of east and north Wichita, most likely reflecting Program Attendance 4,947 4,131 individuals who work in this quadrant of the Customer Satisfaction 98% NA city and use library services on meal breaks, before and after work. The service area has an estimated population of 55,412 (14.2% of the city population). Budget The branch operates on a seven-day, 56 hours per week service schedule during the school year but closes on Sunday afternoons from Memorial Day through Labor Day. There are ten staff members (7.5 FTE): two full-time professional librarians, three full-time paraprofessionals, five part-time clerks. The branch costs approximately $570,000 to operate at its current service levels. Spangenberg Phillips Tice Architecture estimates probable costs of short-term solutions to deferred maintenance and remodeling needs for the branch at $54,603. The firm estimates costs of recommended long-term updates at $426,039. User Demographics There are fourteen market segments represented in the Alford service area, with the top three segments comprising just over half of the area population. The largest market segment reflects residents who are generally single and in their 20s or early 30s with an annual income of $30,000 or less. Some people in this segment are high school graduates, although over twice the average are without high school degrees. This group tends to work in blue-collar occupations such as construction, maintenance, manual labor, food services and transportation. The next largest segment is comprised of married couples who share a median age in the 30s. Household income levels tend to be between $30,000 and $50,000 per year. More than half of the residents in this group are without high school educations. These individuals work in blue and white-collar occupations including office administration, health care support and personal care. There is a higher proportion of public assistance funding for this segment than for the overall Wichita population. This segment also tends to have an above average number of young children in their households. The third segment, reflecting 12% of the area population, is young married couples in their 20s and early 30s. This group tends to have college educations and enjoy income levels between $50,000 and $60,000 per year. Their relatively high earnings come from middle-class, white-collar jobs in occupations including management, protective services, personal care, sales, office administration, and repair services. Their higher than average salaries keep them and their newborn to teen-aged children comfortable.
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Lionel Alford Regional Library
Alford Service Area Segments
Performance Alignment with Department Service Pillars and Untouchable Activities Alford performs well on each of the department’s three service pillars. The number of public computing and Wi-Fi customers and users of fax services (41% of the total fax service use for the entire department) demonstrates that many residents in the area are without technology access from places other than the library. Early literacy and elementary school programs attracted more than 1,700 children in 2017. Circulation of children’s items accounts for 34% of the branch lending. According to administrators in Wichita Public Schools, the Alford service area is one of two areas in Wichita where preschool children lack in school readiness skills at the time they begin kindergarten. Adult programming, related to both literacy and lifelong learning, is well attended. The branch supports monthly meetings of genealogists and a self-led fiber arts making group, as well as a book discussion group. Recognizing the number of public computing users doing employment searches, the branch added workforce programs into the service offerings earlier this year. Six of the department’s nine untouchable activities are delivered from this branch library. These include: pre-K early literacy services; K-5 literacy and learning programs; reading, listening and viewing for pleasure services; public computing; reference services; and interlibrary loan service.
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Lionel Alford Regional Library
Alignment with Project Wichita The size and location of the Alford branch provide the library with an opportunity to support Project Wichita’s emphasis on strong neighborhoods and communities by offering programs and services that support the unique neighborhood cultures within its service area. The Library’s role in ensuring digital inclusion aligns with the branch partnership with the Workforce Alliance of South Central Kansas to support workforce development and employment training activities within the service area. Library collections and technology help students with academic achievement while early literacy services are part of a closer partnership with Wichita Public Schools to support school readiness. Use of Other Library Locations About 20% of the customers surveyed indicated that they would not be willing to travel to another library branch. Thirty percent of the surveyed customers said they would be willing to travel up to 20 minutes to visit another branch while 29% of users would not travel more than 10 minutes for their library service. Changes in Use since Opening of Advanced Learning Library
Branch Visits 24000 Materials Circulation 13000 22000 11000 20000 9000 18000 16000 7000 14000 5000
12000
Jan
Oct
Sep Feb
Apr
Dec
Mar
July
Aug Nov
May June
Jan
Oct
Feb Sep
Apr
Dec
Mar
July
Aug Nov
June May 2017 2018 2017 2018
Public Computing Program Attendance 1500
1300 800
1100 450
900 100
Jan
Oct
Sep Feb
Apr
Dec
Mar July
Aug Nov
Jan
May June
Oct
Feb Sep
Apr
Dec
Mar July
Aug Nov
May June 2017 2018 2017 2018
Advanced Learning Library opened June 16, 2018 The Alford branch does appear to have some overlap with the Advanced Learning Library. This is evidenced by increases in branch visits and public computing use during the weeks between the closing of the Central Library and the opening of the Advanced Learning Library. Circulation of materials has decreased 15%-20% compared to previous years in the first three months after the opening of the Advanced Learning Library, although that gap has begun to narrow during the last quarter of the year. Reductions in library visits and public computing have also occurred but at smaller rates. Program attendance has not changed, remaining at levels nearly identical to 2017.
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Lionel Alford Regional Library
Partnership Activities in the Service Area Opportunities exist for the Library to serve residents of this part of the community more effectively by expanding neighborhood partnerships. Potential partnerships for the Alford branch include nearby organizations such as the South YMCA, GraceMed Health Clinic (which already collaborates with the library for the Checkup Check Out program), the Wichita Fire Department and Wichita Public Schools. Efforts should also be made to establish or build upon existing relationships between the branch and the Workforce Alliance of South Central Kansas, area neighborhood associations, the area’s largest employers such as Textron and Spirit Aerosystems, and the Colvin Neighborhood Resource Center. Possible Priorities for the Purpose of the Branch To best support the unique needs of the branch service area and the broader priorities of Project Wichita, Alford could focus its efforts on supporting early literacy/school readiness, K-12 student achievement, and workforce development. Continuing activities such as 1,000 Books before Kindergarten, preschool programs and outreach to childcare providers in the area, the branch could be important in supporting the work of Wichita Public Schools’ effort to ensure that children from this part of the city are better prepared for kindergarten. Providing literacy and STEAM based programs, materials collections that relate to school assignments, access to computers and opportunities to collaborate with other entities to offer homework assistance will help school age children with their academic achievement. Building upon the recent expansion of the partnership with the Workforce Alliance and evaluating the need for expanded technology training might best support adults who need assistance with job skills and employment. Information from the WSU Branch Review suggests that Alford also serves the residents of the service area by providing an oasis from life stresses through free entertainment, programs, crafts and fun to help families get through their day. Continuing to offer some “do-it-yourself” resources and leisure services collections are important to the customers of this library. Resources Needed to Achieve Neighborhood Goals Although the Alford branch is the newest branch facility, it does need some updates and modifications to the facility. There will also be operational costs related to updating collections and technology. Adjustments to hours of operation, programs and services may require additional staffing. The WSU Branch Review provided the following recommendations regarding improvements to the branch. Facility Changes Seating is the facility issue in most need of attention. Current seating options are limited and better suited for short term reading than for the longer periods that customers are likely to use them if the focus of the branch changes to education and workforce support. The addition of more collaboration spaces better suited to the needs of families, study groups and educational programs would result in more branch use. Customers of the Advanced Learning Library have been receptive to the restructured circulation model with a reduced service point and freestanding self-check machines. Reducing the size of the service desk and making use of this new business model should be considered at Alford. Within the public computing and seating areas, there is a shortage of electrical outlets. Expanding this capacity would enable expansion of library computers and the addition of wired study tables and reading areas for those working on their own devices. The building’s lighting and acoustical systems should be assessed in relation to changing business priorities.
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Lionel Alford Regional Library
Display cabinets in the front entry and foyer should be removed and replaced with a bench to add customer convenience for those waiting on others in the building, and for stroller storage for families. The building’s original carpet is in need of replacement and many walls need repainting. Wayfinding throughout the facility should be enhanced for size and contrast. When combined, these changes will give the branch a more modern and appealing appearance. When Alford was constructed, all of the area along Meridian Street between the Fire Station and the Interstate was a vacant field. As businesses and driveways have been added, the comparatively small and less visible sign for the Alford branch makes it difficult for people to find their way back to the building. Replacing the lighted sign at the driveway entrance will be a wayfinding aid for customers and can help to bring attention to the location of the branch for those unfamiliar with this facility. Technology Users and staff at Alford indicate a need for basic technology and computing assistance. Additional support through classes, individual information sessions and peer-support are ideas to address this need, coordinating both with the Advanced Learning Library’s Technology Training Section and with the Workforce Alliance of South Central Kansas. Alford has the highest number of unique Wi-Fi users after the Advanced Learning Library and almost as many unique computer users as Westlink. Additional space for public computing services, including more desktop computers, tables with outlets for easy laptop charging and circulating tablets and laptops would better serve those who rely on the library for their technology access. Customers would also benefit from the addition of color printers, copiers and scanners. Collections Increasing the number of materials available to checkout was listed as the number one service need for the branch (79%). In lieu of expanding collections, however, customers will be served more effectively by updating the collection mix to align more closely with the needs of the area’s workers and residents. Early literacy resources should be a particular priority as is updating educational support materials for K- 12 students, including those who are part of homeschooling and online learning programs. In addition to significantly increasing resources related to job and career development, the collection needs to add more materials in Spanish for persons of all ages. Programs and Services Expansion of children’s programming is identified in the branch review as the most important program change. This should include not only activities held in the branch, but also more outreach programming, particularly to preschools, day care centers and in-home family care providers within the service area. Implementing activity centers in the children’s area to support play-based learning would be another way to enhance early literacy services. Adding more assistance with job and career resources is another service change identified in the branch review. An expanded relationship with the Workforce Alliance of South Central Kansas is already underway and should continue to be enhanced. Bi-lingual services are a customer concern with half of the survey respondents indicating this is a current service deficiency. Alford should explore expanding collections, programs and technology training support for the area’s growing Spanish-speaking community.
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Lionel Alford Regional Library
Hours and Staffing The branch review did not indicate a need for service hour changes at the Alford location. At the present time, there is only one part-time bi-lingual staff member assigned to the branch. Reclassifying a portion of the part-time clerical positions to bilingual paraprofessionals would enable Alford to have at least one Spanish-speaking staff member on duty during all service hours. Expansion of technology training and programming to include activities in Spanish may require additional staffing. The Alford staff is currently too small to schedule staff at the drive up service window during all public service hours without violating the City’s cash controls and information technology administrative regulations. In order to better support this service, additional adjustments in staffing and scheduling are required.
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Maya Angelou Northeast Branch
Maya Angelou Northeast Branch
The Maya Angelou Northeast Branch Library is Angelou Branch Performance Measures Wichita’s only freestanding neighborhood branch library. Metric 2017 2018
The 4,900 square foot facility opened in 1996 to Library Visits 33,071 33,496 provide library services to neighborhoods immediately surrounding the branch. The majority Materials Circulation 31,195 32,483 of users come from these adjacent neighborhoods Public Computing Use 4,466 3,891 although there has been a slight expansion to the east of the user base since the closing of the Program Attendance 402 598 Comotara branch. Customer Satisfaction 88% NA The service area has an estimated population of 16,804 (4.3% of the city population) with a significant African-American constituency. Budget The branch has the shortest service schedule of all Wichita Public Library locations, open only 27 hours per week on a Tuesday through Saturday schedule. The library is open five afternoons, one evening and no mornings. There are currently three (1.5 FTE) part-time paraprofessional employees assigned to the branch which costs approximately $103,500 per year to operate at its current service levels. Spangenberg Phillips Tice Architecture estimates probable costs of short-term solutions to deferred maintenance and remodeling needs for the branch at $94,204. The first estimates costs of recommended long-term updates at $162,654. User Demographics The Angelou service area is significantly different from other areas with more than 62% of block groups represented by two market segments: “Metro Strivers” (41%) and “City Core” (21%). The “Metro Strivers” segment includes African Americans in their 20s to early 30s who rank at the national average in income from salaries and wages but also have public assistance income rates of 2.5 times the average for the community. These residents work in a variety of jobs, but proportionally are overrepresented by white-collar employment in healthcare services, building maintenance, protective services, food preparation, and personal care industries. The “City Core” segment also includes residents are in their 20s and early 30s, with median annual incomes of $30,000 or less. These residents are employed in healthcare, building maintenance, production and transportation but work more frequently in blue-collar positions in these industries. The segment includes large numbers of both males and females who are single parents who have never been married. Many residents are high school graduates, but the number without high school diplomas is twice the community average.
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Maya Angelou Northeast Branch
Angelou NE Service Area Segments
Performance Alignment with Department Service Pillars and Untouchable Activities The branch performs best on the department pillar of ensuring digital inclusion. Public computers generally are all in use with additional customers waiting for the equipment. Wi-Fi service is gaining in popularity at this location. After learning from staff at United Way of the Plains about the number of unemployed individuals in the area, Angelou has expanded employment services through a partnership with the Workforce Alliance of South Central Kansas. The branch is now a One-Stop Career Center for the Alliance and has added employment-related technology training classes and job fairs to the branch calendar of events. Angelou underperforms in the areas of literacy services and equitable access to information. The limited hours of the service make it difficult to support preschool learning (mornings), after-school access (afternoons) and community programming (evenings and weekends). Customers who use the branch to access materials most frequently do so for materials related to literacy and leisure reading. Just over one-third of the branch materials circulation comes from use of children’s materials. Four of the department’s nine untouchable activities are delivered from this location. These include reading, listening and viewing for pleasure services; public computing; reference service; and interlibrary loan service.
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Maya Angelou Northeast Branch
Alignment with Project Wichita The Angelou branch supports Project Wichita’s emphasis on strong neighborhoods and communities by offering programs and services that support the unique neighborhood cultures within its service area. The Library’s partnership with the Workforce Alliance in supporting workforce development aligns with the Project Wichita topic on economic opportunity. A new after-hours lab to be added in 2019 through the Grow with Google sponsorship will further work in this area. Library collections and technology help students with academic achievement while early literacy services are part of a closer partnership with Wichita Public Schools to support school readiness. This is particularly important at Angelou where school administrators report fewer students entering kindergarten with appropriate levels of school readiness than in most other areas of the city. These efforts relate to Project Wichita education topic. Use of Other Library Locations About 17% of the Angelou customers participating in branch review surveys indicated that they would not be willing to travel to another branch library. Just over one-third of those surveyed expressed a willingness to travel up to 10 minutes for library service, with an identical proportion willing to spend between 11 and 20 minutes to get to a library. More than half (60%) of the survey participants reported visiting the Central library, but most indicated that they did so no more than once or twice per year. Changes in Use since Opening of Advanced Learning Library
Branch Visits Materials Circulation 3400 4000 3200 3500 3000 2800 3000 2600 2500 2400 2200 2000
2000
Jan
Oct
Feb Sep
Apr
Dec
Mar July
Aug Nov
May June
Jan
Oct
Feb Sep
Apr
Dec
Mar
July
Aug Nov
May June 2017 2018 2017 2018
Public Computing Program Attendance 500 150
400 100
300 50
200 -
Jan
Jan
Oct
Oct Feb Sep
Feb Sep Apr
Apr Dec
Dec July Mar
Mar July Aug Nov
Aug Nov
May June
May June
2017 2018 2017 2018
Advanced Learning Library opened June 16, 2018 Comotara branch closed July 13, 2018
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Maya Angelou Northeast Branch
More than the opening of the Advanced Learning Library, Angelou appears to have been impacted by the closing of the Comotara branch. Materials circulation and branch visits have both increased since August. Public computing use has shown a small decrease in sessions per month but these are offset by increases in hours of Wi-Fi access provided through the branch since the 2017 Internet bandwidth enhancement. A special back to school event planned with assistance from Councilman Johnson and library board members Lamont Anderson and TaDonne Neal resulted in a program attendance spike in August of 2018. Partnership Activities in the Service Area The branch will better serve residents of this part of the community if the Library expands its neighborhood partnerships. Entities with which the branch can establish or expand upon partnerships include but are not limited to: Boys & Girls Club, Storytime Village, the Workforce Alliance of South Central Kansas, HealthCore Clinic, Urban League, the Council of Elders, Community Operations Recovery Empowerment Inc. (CORE), TOP Early Learning Center North, Gordon Parks Academy, Community Voice and the area’s faith communities. Better connectivity and coordination with the City of Wichita’s service points at the Lynette Woodard and McAdams recreation centers and the Atwater neighborhood resource center could also improve delivery of City services to the area. Possible Priorities for the Purpose of the Branch Information from the Branch Review suggests the Angelou branch should retool as a resource for workforce development for teens and adults. Because the area is one of two in the city where administrators from Wichita Public Schools report that students enter kindergarten with below average levels of school readiness, a greater emphasis on children’s literacy is important. Ensuring digital inclusion is important for this area as many households are without computer and Internet access. An additional priority suggested by the branch review is that of providing resources specific to African and African-American culture. Resources Needed to Achieve Neighborhood Goals To make the best use of the space in this facility, some modifications are needed. The WSU Branch Review provided the following recommendations regarding improvements to the branch. Facility Changes The customer service desk is outdated, too tall to offer appropriate customer access and creates ergonomic challenges for staff. Replacing the desk with something that offers ADA accessibility and is better suited to serving customers of all ages is important. The adjacent employee work area is too small to meet the needs of staff for completing their non-public service responsibilities. Coordinating a redesign of the work area along with changes to the service desk may be beneficial. Customers have offered enthusiastic response to the shelving installed in the Advanced Learning Library. Replacing the oversized, wooden shelves with shorter steel shelving will create a more open feeling in the library while also making the spaces easier for staff to supervise. Reconfiguring the stacks and seating should be accomplished with the service priorities of the branch in mind. A window shade or film on the west window would allow for protection against sun glare and reduce heat gain. Creating a larger area for children and families, with space for play based learning stations will better support children’s literacy and school readiness. Acoustical baffles could be added in the children’s area to reduce sound travel in the open space. Acoustical wall panels could be added to the perimeter of the building to help with sound as well.
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Maya Angelou Northeast Branch
The branch review found that customers want comfortable seating for parents and children in the children’s area, as well as additional comfortable seating for reading, studying, and meeting in small discussion groups. Lounge seating and additional seating on casters with tablet arms could be added as well as various sizes and styles of tables and chairs. Focus group participants indicated a need for more, larger meeting space. Utilizing external space for programming, seating and a positive gathering space was another suggestion from the focus groups. Meeting room storage is inadequate, causing chairs and tables to be stored in the room itself. This limits the functionality of the room for other community engagement purposes. Technology According to the branch review, over half of the users surveyed at Angelou were there to use computers. In addition to providing the connectivity, many residents rely upon the assistance of staff due to their lack of digital literacy skills. Additional space to expand the number of computers and to provide more workspace around each computer is needed. Customers would also benefit from the addition of a wider variety of technology tools such as laptops, tablets, scanners, color printers and copiers. Throughout the building, but particularly in public computing and seating areas, there is a shortage of electrical outlets. Adding capacity for more library-owned computers and for customers to be able to charge their own devices are important to the technology services of this library. Collections Three out of four users surveyed during the branch review reported using the Angelou branch to borrow or return books. In addition to changing the layout of collections and making use of more accessible shelving, the composition of the materials collection should change. More space is needed for materials that focus on African-American culture and that connect to the history and future of the area, as well as job resource and career information materials and literacy resources. Because the size of the branch limits the number of materials that are housed in this location, customers at Angelou are reliant on the branch delivery system to request specific materials from other Wichita libraries. Eliminating hold and transfer fees should be implemented as a way to ensure equitable access to information for the users of this branch. Programs and Services Partnerships are critical for the community to utilize fully the services available at Angelou and to expand library services beyond the walls of the library. Adult programming should focus on children’s activities, workforce development and cultural programming such as the Candid Conversations series. Technology training services, including those offered in partnership with the Workforce Alliance and an after-hours computer lab to begin in 2019 with funding from the Library’s Grow with Google sponsorship, remain program priorities for the branch. Requests for technology assistance should be monitored with the Library’s Book-a-Librarian program added to the service mix in this location if it appears that the need and demand for the service warrants. An emphasis on early literacy activities should be a new priority for Angelou. The specifics of these programs should be developed in conjunction with Wichita Public Schools and other agencies that work in the early literacy area.
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Maya Angelou Northeast Branch
Hours and Staffing Angelou service hours are a concern for customers. The branch serves neighborhoods with some of the greatest literacy and digital inclusion needs in the city, yet it offers the shortest weekly public access schedule in the library system. Complaints about the lack of access have increased as use at Angelou has grown since the Comotara branch closing. Although there is consensus among users that the branch hours should be expanded, there is little agreement about when those additional hours would be most useful. Continued conversations with the community and service partners are needed before any changes to the service hours are made. Any expansion of services or hours at Angelou will require expansion of the authorized staffing. Meanwhile, as positions become vacant through turnover, efforts should be made to recruit staff that reflect the community the branch serves.
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Evergreen Branch
Evergreen Branch
The Evergreen Branch Library opened in the Evergreen Branch Performance Measures former Wichita Arts Center in 2002. The branch was originally co-located with a Head Metric 2017 2018 Start center. That agency left the building when The Opportunity Project built a school Library Visits 73,966 66,622 immediately to the north of the library. Materials Circulation 133,194 118,433 After water leaks caused significant building Public Computing Use 13,540 11,708 damage to the empty Head Start space, the north portion of the building was remodeled, Program Attendance 2,113 2,292 expanding the overall area of the library to 14,300 square feet. Approximately half of the Customer Satisfaction 96% NA space is a traditional library area with the remainder allocated to community meeting and programming space. The service area has an estimated population of 27,716 (7% of the city population) and includes areas with a significant Hispanic population. Budget The branch operates on a seven-day, 56 hours per week service schedule during the school year but closes on Sunday afternoons from Memorial Day through Labor Day. The branch has nine staff members (7 FTE): two full-time professional librarians, three full-time paraprofessionals, two part-time bilingual paraprofessionals and two part-time clerks. The branch costs approximately $520,000 per year to operate at its current service levels. Spangenberg Phillips Tice Architecture estimates of probable costs of short-term deferred maintenance and remodeling needs at $36,938 with additional $148,250 in recommended long-term updates. User Demographics There are thirteen market segments represented in the Evergreen service area, with the five largest comprising half of the area population, and the largest two accounting for approximately one third of the population. The largest segment (18%) is “Young Families” which are typically Hispanic, in their late 20s and early 30s, ranking high in the number of children in the household, especially with children under the age of six. High school education is the most common achievement level. Income levels vary widely for this group. Most residents working in blue-collar occupations such as construction, maintenance and outdoor work. The second largest market segment (14%) is comprised of adult families with a median age in the 40s. This group has average incomes of $50,000-$70,000 with a significantly higher number of retirees than is comprised in the general population. Those who are employed work in white-collar occupations. This segment has more leisure time with fewer children at home and more established lifestyles.
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Evergreen Branch
Performance Alignment with Department Service Pillars and Untouchable Activities Ensuring digital inclusion is an important role for this branch and one in which it performs well. The branch has the highest technology use per visit in the branch system. Because the branch is the only one that has bi-lingual staff on duty during all public service hours, these services are particularly popular with non-English speakers needing assistance with computing services or digital literacy training. The branch does an adequate job of providing literacy support through its English and Spanish early literacy programs and its long-standing book discussion groups. The adjacency of the branch to Cloud elementary school and the Evergreen City complex afford unique opportunities for providing equitable access to information. From K-5 programming relating to library instruction and STEAM learning, to providing spaces for health screenings, community meetings and cultural awareness programming, Evergreen staff seek to meet the learning needs of those they serve. Evergreen offers six of the department’s nine untouchable services. These include: Pre-K early literacy services; K-5 literacy and learning programs; reading, listening and viewing for pleasure services; public computing; reference service; and interlibrary loan service.
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Evergreen Branch
Alignment with Project Wichita Evergreen’s size and location provide the library with an opportunity to support Project Wichita’s emphasis on strong neighborhoods and communities by offering programs and services that support the unique and diverse neighborhood cultures within its service area. The Library’s role ensuring digital inclusion and the new opportunity to support entrepreneurship that will be a priority for the Evergreen complex align with Project Wichita’s economic opportunity focus. Library collections and technology help students with academic achievement while early literacy services are part of a closer partnership with Wichita Public Schools to support school readiness, both part of the Project Wichita education focus area. Use of Other Library Locations About 17% of the customers participating in branch review surveys indicated that they would not travel to another branch library. The greatest proportion of users (40%) said they would travel 10 minutes, with about 38% willing to travel up to 20 minutes. Changes in Use since Opening of Advanced Learning Library
Branch Visits Materials Circulation 8000 13000 7000 12000 11000 6000 10000 5000 9000
4000 8000
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2017 2018 2017 2018
Public Computing Program Attendance 1400 600 1300 500 1200 400 1100 300 1000 200 900 100
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2017 2018 2017 2018
Advanced Learning Library opened June 16, 2018 The Evergreen branch does appear to have some overlap with the Advanced Learning Library. This is evidenced by increases in use during the weeks between the closing of the Central Library and the opening of the Advanced Learning Library. Circulation of materials from the branch has decreased 10%- 15% compared to previous years since the opening of the Advanced Learning Library. Reductions in library visits and public computing have also occurred but at smaller rates. Program participation has
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Evergreen Branch remained steady, with little loss of attendance since the new library opened. In September, a special program from the Kansas Children’s Discovery Center in Topeka was held at the branch so that children from Cloud Elementary could attend, resulting in the unusual attendance spike for that month. Partnership Activities in the Service Area The Evergreen branch has long-standing partnerships with several of the schools within the service area, particularly Cloud elementary school as well as with the City departments operating out of the Evergreen recreation center and neighborhood resource center. Over the course of the past several months, a strategic plan for the Evergreen Complex (neighborhood resource center, recreation center, library, Cloud elementary school, Grace Med clinic and The Opportunity Project/North preschool) has been created. The plan calls for the creation of space to be programmed by non-City of Wichita agencies working in support of early entrepreneurship and Hispanic education. In addition to the agencies and City departments that may become activity partners in the Evergreen Complex plan, there are additional opportunities for the Library to serve residents of this part of the community more effectively by expanding neighborhood partnerships. Some examples of potential partners are the La Familia Senior Center, the Workforce Alliance of South Central Kansas, Wichita Public Schools, and the area’s faith communities. Possible Priorities for the Purpose of the Branch The Evergreen branch is well positioned to support the entrepreneurship and Hispanic education priorities of the Evergreen Complex plan. This could be accomplished by creating more collaboration spaces, expanding public computing services and adjusting the mix of the materials collection. Information from the branch review suggests that Evergreen would better serve residents of its service area by placing a greater emphasis on programs and collections that support literacy for all ages, citizenship, and job skill development. The WSU study also noted that the Evergreen service area contains a significantly higher number of retirees compared to the general population. These residents would be better served by creating more relevant leisure services collections and improving access to these resources. Resources Needed to Achieve Neighborhood Goals If the Evergreen branch is to remain in operation in its current location, some facility repairs and modifications will be needed. There will also be operational costs related to updating of collections and technology. Adjustments to hours of operation, programs and services may require additional staffing. The WSU branch review provided the following recommendations regarding improvements to the branch. Facility Changes The branch study identified a need for community gathering spaces in and near the library. Customers want family-friendly spaces such as a children’s play area and quiet areas for studying and collaboration rooms to accommodate small groups. On the east side of the building near the entrance, outdoor concrete benches are starting to collapse and need to be replaced.
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Evergreen Branch
The former Head Start play space north of the Parkview Room can be more effectively used. This could become an outdoor activity and community gathering space. Other options for this area would be to use it to add parking spaces or to do a small building expansion to support the program requirements of the Evergreen Complex plan. Exterior lighting should be reviewed in response to focus group concerns about citizen safety when entering and leaving the library. The building has five unrented office spaces that could be repurposed. Better uses of this space might be as collaboration rooms, tutoring or study spaces. Before changes are made, consideration will need to be given to how to monitor the rooms as these rooms cannot be seen from the library space. The public service desk is in need of redesign. Countertops are showing wear. Materials security equipment is no longer used and should be removed. Workstations need to be more ergonomic with adjustable keyboard and monitors. Space to integrate self-checkout and public computer reservation stations would create efficiency for both customers and staff. Throughout the public area of the library, there is a lack of electrical capacity to support public computing and those wanting to charge their own devices. Adding acoustical wall panels around the perimeter of the building would help to reduce noise level in the open floor plan, particularly if the business model of the branch changes from a traditional library to a community learning space. The branch review found that customers want comfortable seating for parents and children in the children’s area, as well as additional comfortable seating for reading, studying and meeting in small discussion groups. Lounge seating and additional seating on casters with tablet arms might be better utilized than the existing library study tables. Customers have offered enthusiastic response to the shelving installed in the Advanced Learning Library. Replacing the oversized, wooden shelves with shorter, more modern steel shelving will create a more open feeling in the library, and will improve customer access to materials while also making the spaces easier for staff to supervise. Technology Evergreen serves a section of the community that has limited access to computers. In addition to providing the connectivity, many residents are in need of assistance to help enhance their digital literacy skills. Additional space to expand the number of computers and to provide more workspace around each computer is needed. Customers would also benefit from the addition of a wider variety of technology tools such as laptops, tablets, scanners, color printers and copiers. Collections The branch study identified a need for more materials in Spanish, as well as materials focusing on American history, citizenship requirements, immigration issues, Hispanic cultures, resources for job and career development, leisure reading material for retirees and family entertainment. In support of the Evergreen Complex plan, more educational resources and materials relating to entrepreneurship should also be considered. The branch will be challenged to enhance these collection areas while also reducing the overall collection inventory in order to create more space for other prioritized activities and services. Customers will
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Evergreen Branch become more reliant on the branch delivery system to request specific items from other WPL locations. Eliminating hold and transfer fees should be implemented as a way to ensure equity for the users if the collection size is reduced. Programs and Services Hispanic customers have requested programs that serve the entire family. This might be addressed through coordinated scheduling such as offering an adult technology program in one meeting room while a children’s program is simultaneously occurring in another part of the library, or through family-oriented programs where parents and children attend together. Adding interactive child learning centers in the children’s area is another educational service that would appeal to families. The Library should consider offering more programs and services in Spanish. Programs that provide literacy support and language skills for all ages, and activities focused on citizenship, immigration, technology training and more assistance with job searching and GED preparation appear to be activities that would be well-attended by areas residents. The branch should consider supporting the learning interests of senior citizens and retired middle agers by offering programs similar to Senior Wednesdays. Hours and Staffing Although the majority of surveyed customers appear to be satisfied with the Evergreen library hours of operation, many Hispanic customers requested that the Library extend evening hours beyond the 8:00 p.m. weeknight closing time. Although the branch currently seeks to have one bi-lingual staff member on duty during all service hours, this is not always possible. It also leaves the branch without the ability to support fully bi-lingual programs and specialized services. Continuing to seek additional bi-lingual staff as positions become vacant through turnover should remain a priority. If the branch extends its service hours or significantly adds new programs or services, additional staffing will be necessary.
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Linwood Park Branch
Linwood Park Branch
The Linwood Park Branch Library opened as Linwood Branch Performance Measures part of the Linwood Park Mini City Hall in 1981. Although several branches were Metric 2017 2018 originally co-located with other City services in similar facilities, the Linwood branch is the Library Visits 47,028 50,035 last of these libraries remaining in operation. Materials Circulation 64,724 59,990 Linwood occupies 3,752 square feet of space Public Computing Use 7,018 7,518 at the east end of the recreation center. The space includes a conference room, but no Program Attendance 350 362 space large enough for significant programming. As a result, any large activity Customer Satisfaction 90% NA must be coordinated with the Park & Recreation Department in order to make use of activity space elsewhere in the center. Because the building is inside the recreation center, many residents are not aware of the existence of the library, in spite of signage near the corner of Mt. Vernon and Hydraulic. The service hours of the branch are also limited to those that fall within the building hours established by the Park & Recreation Department. Block groups in the branch service area are located in a section of south central Wichita roughly bounded by Lincoln Street on the north, Hillside on the east and Southeast Boulevard on the west and south. The service area has an estimated population of 10,776 (2.8% of the city population). Budget The branch operates on a five-day, 35 hours per week service schedule. There are no weekend hours and only one evening in the operating schedule. The branch has four staff members (2 FTE), all of whom are part-time paraprofessionals. Linwood operates as a satellite of the Alford branch that provides the branch with management and programming services. The branch costs approximately $107,770 to operate at its current service level. Spangenberg Phillips Tice Architecture estimates of probable costs of Linwood deferred maintenance and remodeling needs are $28,080 in short term solutions and $194,740 in long term needs. User Demographics Unlike the diversity of other branch service areas, two-thirds of the residents of the Linwood neighborhood are from two market segments. The “Urban Moms and Dads” segment comprises 40% of the service area. These families are households often led by a single person in their 20s or early 30s with annual incomes of $30,000 or less. While some of these residents are high school graduates, the segment has twice the average number of residents without high school diplomas. This group works in blue-collar occupations such as construction, maintenance, manual labor, food services and transportation. One quarter of the service area reflects the “Blue Collar Starts” market segment. Similar in many ways to the “Urban Moms and Dads,” these individuals are predominantly in their 20s or early 30s. Many are without high school diplomas, and most are commonly working in production, transportation,
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Linwood Park Branch construction and building maintenance jobs. The group has an above average percentage of single heads of household (either male or female) with children, especially younger children. People in this market segment often earn less than $30,000 per year and supplement their incomes with some level of public assistance.
Performance Alignment with Department Service Pillars and Untouchable Activities Ensuring digital inclusion is an important role of this branch and one in which it performs well. One in five visitors comes to the branch to use of public computing services. The amount of fax service provided by this library is greater than in any other branch but Alford. The branch does an adequate job of supporting equitable access to information. Because of the limited hours, staffing and collection, little reference service occurs at the branch. By contrast, about 60% of the materials use relates to this service pillar. Least successful are the early and elementary literacy services provided by the branch. The lack of space and the limited hours of service make scheduling children’s programs difficult. On the other hand, the accessibility of the branch to attendees at the Linwood Senior Center results in steady use of adult collections. Four of the department’s nine untouchable services are delivered from this branch library. These include: reading, listening and viewing for pleasure services; public computing; reference service; and interlibrary loan service.
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Linwood Park Branch
Alignment with Project Wichita Linwood’s role ensuring digital inclusion aligns with the library’s partnership with the Workforce Alliance in supporting workforce development and employment opportunities. Library collections and technology help students with academic achievement, aligned with the education topic identified as a general priority of the Project Wichita initiative. Use of Other Library Locations Only 10% of Linwood’s customers indicated they would not travel to another library. Nearly 50% said they would travel up to 10 minutes, with more than 30% willing to travel between 11 and 20 minutes in order to visit a branch. Due in part to the limited hours of the branch, Linwood had the largest percentage (70%) of customers reporting they used the Central Library as well as the branch. Changes in Use since Opening of Advanced Learning Library
Branch Visits Materials Circulation 6000 8000 5000 7000 6000 4000 5000 3000 4000
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2017 2018 2017 2018
Public Computing Program Attendance 900 200 800 150 700 100 600 500 50
400 0
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2017 2018 2017 2018
Advanced Learning Library opened June 16, 2018 Although use of Linwood might have been expected to decrease significantly following the opening of the Advanced Learning Library, the impact to service outputs has been minimal. Public computing increased dramatically between the closing of the Central Library and the opening of the Advanced Learning Library. Circulation of materials and program attendance remain consistent with use in previous years. The gate count, while showing some dips and peaks on a monthly basis, is on track to increase over 2017.
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Linwood Park Branch
Partnership Activities in the Service Area Co-location with the recreation center affords a unique opportunity for partnership with the Park and Recreation department and Senior Services in order to establish Linwood as a destination place for lifelong learning, activity and leisure services. Other partnerships could include schools in south central and southeast Wichita, particularly the close by Linwood and Griffith elementary schools, and the Colvin neighborhood resource center. Possible Priorities for the Purpose of the Branch With its limited size, Linwood might best serve its neighborhood by changing its business model to serve as a public computing hub and popular materials center for households who rely on the library for leisure reading and affordable entertainment. According to the branch review, the technology needs of customers are basic, such as individual training, classes and assistance while using technology. Connecting technology services to literacy for children and job seekers is important. With 88% of the Linwood users reporting they were there to borrow or return materials, the branch needs to retain an emphasis on this basic library service as one of the service priorities in this location. Resources Needed to Achieve Neighborhood Goals The interior of the Linwood branch has received only minor updating since it opened in 1981. There is a need for a total refresh of the branch in order to enable it to fulfill more effectively the branch priorities while also improving the aesthetic appearance for building visitors. Facility Changes The circulation desk reflects a 1980s business model instead of that of a modern library. Replacing the desk with a more functional service counter will improve service to customers and ergonomics for staff. To improve the appearance of the library, new carpet and paint is needed. Replacing the oversized and outdated shelving with shorter, modern shelving will create a more open feeling in the library and will improve the accessibility of materials. Additional electrical capacity throughout the branch is needed, particularly in the public area to support an expansion of public computing services. The underutilized space of the open coat closet just inside the entrance should be enclosed to create a secure book return as well as to allow for much needed storage. Reconfiguration of the small workroom behind the service desk should be completed in order to improve storage and to create efficiency in the staff workflows that occur in this area. To improve branch security, a window should be added between the workroom and the service desk in order to create a visual sightline from the workroom into the main area of the library. The children’s area is too small and should not be located so close to the branch entrance. There is no reading or story time area and there is not enough furniture for parent and child seating to share together. Reorienting the spaces within the branch to move the children’s area to the north side of the library would enhance children’s security while reducing complaints about noise conflicts between the children’s area and the public computing space. Adding acoustical wall baffles could further assist with noise reduction.
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Linwood Park Branch
Technology Linwood serves a section of the community that has limited access to computers. In addition to providing the connectivity, many residents need assistance to help enhance their digital literacy skills. Adding space for more public computing services, including more desktop computers, tables with outlets for easy laptop charging and circulating laptops and tablets, would better serve those who rely on the library for their technology access and assistance. Customers would also benefit from the addition of color printers and copiers. Collections In addition to replacing shelving to improve the accessibility of materials, collections should be updated by implementing a popular materials center business model that reduces the materials inventory to focus on the most popular leisure reading and information resources. This is the model used for many years with great success at the Comotara branch. Because the size of the branch limits the size of the materials collection than can be assigned to the branch, customers at Linwood are reliant on the branch delivery system to request specific materials from other WPL locations. Eliminating hold and transfer fees should be implemented as a way to ensure equitable access to information for the users of this branch. Programs and Services To better support the residents of the area, family entertainment options should increase and be sponsored by the Library and Park and Recreation departments. This partnership also might address the request for additional meeting space that was a common comment from participants surveyed during the branch review. Linwood user surveys indicated a need for job and career resource services. Connecting with community resources such as the Workforce Alliance of South Central Kansas should be explored as another offering of the library and/or the recreation center. Hours and Staffing The largest impediment to use of the Linwood branch is the limited hours of operation. More than one in four of the citizens who participated in the branch review rated the current service schedule At Linwood as fair or poor. An assessment of current use patterns of the library and the recreation center should be used to guide decisions about adjustments or the possible expansion of library hours. If a service schedule expansion is implemented, a corresponding increase in staffing may be necessary.
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Ford Rockwell Branch
Ford Rockwell Branch
The Ford Rockwell Branch opened in 1976, Rockwell Branch Performance Measures relocating services from the former Oliver Square storefront branch into the City Metric 2017 2018 complex of services located in and adjacent to Library Visits 138,514 121,782 Edgemoor Park. The service area is one of the largest in the Materials Circulation 349,486 359,382 City, both in terms of size and population. It Public Computing Use 17,844 18,711 comprises much of southeast Wichita, as well as neighborhoods in east/northeast Wichita, Program Attendance 5,415 5,206 growing even larger since the closing of the Comotara branch. Customer Satisfaction 98% NA The service area had an estimated population of 97,161 persons (25% of the city population) that has grown by an additional 6,600 people since the Comotara closing. Budget The branch operates on a seven-day, 56 hours per week schedule during the school year but closes on Sunday afternoons from Memorial Day through Labor Day. The branch has twelve staff members (8.5 FTE): two full-time professional librarians, three full-time paraprofessionals, one part-time paraprofessional and six part-time clerks. The branch costs approximately $575,000 to operate at its current service levels. Spangenberg Phillips Tice Architecture estimates of probable costs of Rockwell deferred maintenance and remodeling needs are $184,257in short-term solutions and $270,601 in long- term needs. User Demographics Rockwell has a loyal audience that represents more than 24 unique market segments. This diversity creates significant demands on the variety of collections, programming and service needs. There is a wide division between the top two market segments as far as access to technology and income. One segment consists of single parents in their 20s to early 30s with annual household incomes of $30,000 or less. These residents do not have ready access to computers or the internet and rely heavily on Rockwell for their technology needs. The other segment consists of married couples in their 20s to early 30s. This group works in white-collar jobs and has household incomes of $50,000 to $60,000 per year. The addition of the Comotara service area has added even more diversity to the service area. The vast majority of the people in the market segments previously served by Comotara represent urban neighbors far above average in terms of education and income. These people tend to be college graduates in their 30s and 40s with median household incomes of $70,000 to $90,000.
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Ford Rockwell Branch
Former Comotara service area segments now part of the Rockwell service area
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Ford Rockwell Branch
Unlike other branches, due to the geographic size and population diversity, generalizations about the interests and needs of Rockwell customers cannot be made. Among the neighborhoods included in the service area are Bonnie Brae, College Hill, Crown Heights, Eastridge, Fabrique, Forest Hills, Ken-Mar, Meadowlark, Rockhurst, Tallgrass and Vickridge. Performance Alignment with Department Service Pillars and Untouchable Activities Before the closing of Comotara, one in five customers using branch library services in Wichita did so through the Rockwell branch. That rate has increased as Comotara customers have moved to Rockwell as a primary location for their library service. This branch performs well on each of the department’s three service pillars. Each year, Rockwell provides more public computing sessions than any other Wichita branch library. Approximately 18% of the building visits include public computing use. The branch also plays an important role in supporting a literate community, particularly through its early literacy services. Participation in youth programs is twice as high as at the Alford branch and three times as high as at the Evergreen branch. The branch also receives and answers more reference questions than any other branch, accounting for approximately 25% of the reference service provided by Wichita’s branch library system. Six of the department’s nine untouchable activities are available at the Rockwell branch library. These include: pre-K early literacy services; K-5 literacy and learning programs; reading, listening and viewing for pleasure services; public computing; reference service; and interlibrary loan. Alignment with Project Wichita Rockwell’s size and location provide the library with an opportunity to support Project Wichita’s emphasis on strong neighborhoods and communities by offering programs and services that support the unique and diverse neighborhood cultures within its service area. The Library’s role ensuring digital inclusion relates to support for workforce development and economic opportunity. Library collections and technology help students with academic achievement while early literacy services are part of a closer partnership with Wichita Public Schools to support school readiness, part of the education emphasis. Use of Other Library Locations Although Rockwell serves an area more similar to the Advanced Learning Library than any other branch, 44% of the customers participating in surveys during the branch review indicated they did not make use of the Central Library. Only 8% of Rockwell’s branch survey respondents (8%) are unwilling to travel to another branch. Nearly half (49%) indicated a willingness to travel up to ten minutes for library service. One in three customers surveyed reported a willingness to travel between 11 and 20 minutes to reach another library.
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Ford Rockwell Branch
Changes in Use since Opening of Advanced Learning Library
Branch Visits Materials Circulation 20000 36000 15000 32000 10000 28000 5000 24000
0 20000
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Public Computing Program Attendance 2000 1000 1800 750 1600 500 1400 250
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May June
2017 2018 2017 2018
Advanced Learning Library opened June 16, 2018; Comotara Branch closed July 13, 2018 Rockwell gate counting equipment had intermittent outages from January through April 2018 Closing of the Comotara branch so quickly after the opening of the Advanced Learning Library makes the impact of the replacement of the Central Library difficult to assess. Rockwell use increased during the transition from the Central Library to the Advanced Learning Library and has grown more substantially since the Comotara closing. Equipment failures with gate counting equipment makes an assessment of changes to branch visits difficult, although adding in 2016 data shows that the branch has consistent patterns of visits for the two previous years. It is likely that the total count of branch visits for January through April of 2017 mirrored those of the two previous years. Growth in visits has been most substantial during the last three months of 2018. Materials circulation increases spiked in June and have stayed at higher levels than in 2017, most likely reflecting the transfer of use by former Comotara customers. Because Comotara had limited public computing service, increases in use are probably attributable to improvements in the bandwidth and network capacity at this facility. Comotara offered no programming so there has been no impact in attendance since that location’s closing but also no decrease in attendance since the opening of the Advanced Learning Library. Partnership Activities in the Service Area There are additional opportunities for the Library to serve residents of this part of the community more effectively by expanding neighborhood partnerships. Some examples of potential partners are the Park and Recreation department (Edgemoor Recreation Center), Wichita Public Schools, Wichita State University, LifeVentures (Shepherd’s Center of East Wichita), Watermark Books and the Bradley Fair Barnes & Noble bookstore.
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Ford Rockwell Branch
Possible Priorities for the Purpose of the Branch Because Rockwell serves such a diverse community, the branch should retain a variety of service priorities. Services for children are important, with particular emphasis on programs and resources for infants through elementary age youth. Digital inclusion must remain a priority as evidenced by the number of residents who rely on Rockwell for public computing and Wi-Fi access. Lifelong learning and leisure services are other priorities to consider for this location, based on current use of materials and attendance at adult programs. Because Rockwell mirrors the diverse population segments of the Advanced Learning Library, Rockwell is a prime choice to pilot services and programs that might be implemented at the Advanced Learning Library. Likewise, there is an opportunity to bring existing services available at the Advanced Learning Library to the Rockwell branch. Resources Needed to Achieve Neighborhood Goals The 2006 master plan called for a relocation of Rockwell into a larger facility farther to the east in order to serve growing populations in east Wichita. The planning assumptions made at the time of that recommendation should be revisited to see if Rockwell’s location is appropriately accessible for the areas of the city that it serves. The interior layout of Rockwell is much the same as when the branch opened in the 1970s. If the branch remains in its current location, extensive remodeling and reconfiguring of spaces is needed in order to allow the branch to better function as a 21st century library meeting the changing needs of its customers. The WSU Branch Review provided the following recommendations regarding improvements to the branch. Facility Changes Although Rockwell sits within City Council District I, the branch provides significant service to residents of Council Districts II and III, each of which have fewer City-owned meeting spaces than are available in other areas of the city. For this reason, the branch study identified a need for more community gathering spaces at the library, including a larger meeting area and collaboration rooms to accommodate small groups and quiet study. Public restrooms are in need of updating with new flooring that extends into the foyer and staff work areas. New sinks, countertops, mirrors and paint are needed. The existing partitions in the restrooms are in good shape but do not feel updated and modern. Throughout the building, there is a shortage of electrical outlets. Expanding this capacity would enable expansion of library computers and the addition of wired study tables and lounge reading areas for those working on their own devices. The building’s lighting system should be assessed in relation to changing business priorities. Adding acoustical panels around the perimeter of the building and ceiling would reduce noise created by the open floor plan. Customers have offered enthusiastic response to the arrangement of materials in the Advanced Learning Library. Replacing the tall shelves with shorter shelving will increase accessibility of collections while making the building easier for staff to supervise. Downsizing the size of the collection by reducing the
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Ford Rockwell Branch linear footage of shelving may result in an increase in the number of items needing to be transferred from other branches for Rockwell customers. Eliminating hold and transfer fees should be implemented as a way to ensure equity for users if the collection is reduced. If changes are made to the layout of the branch, replacement of flooring throughout the public areas will be needed as carpet was cut around rather than placed under shelves during the last carpet replacement projects. The large parquet floor in front of the customer service desk is difficult to maintain and is of a different height than the carpeting, creating safety hazards for customers with mobility issues. Removing this section of flooring and replacing it with carpet should be considered. New paint in an updated modern color scheme will create a welcoming more modern atmosphere. Wayfinding improvements are needed. The fireplace could be removed or covered up to allow for additional useable wall space. Non-public spaces should be reconfigured to improve ergonomics and efficiency of workflows. Branch visits regularly exceed the capacity of the parking lot. Street parking is not readily available in the area. Discussions about extending the parking lot into City-owned open space immediately to the south of the branch should be a priority. Technology Rockwell serves a section of the community that has limited access to computers and the Internet. Additional space for public computers as well as updated furniture that better supports customers who have devices are reliant upon library Wi-Fi are needed as are areas where technology training and Book- a-Librarian services can be conducted with more privacy and less disruption to other customers. Residents would benefit from the addition of equipment to provide scanning services, color copying and printing. Collections Rockwell is a prime candidate for implementing the picture book “neighborhoods” model used at the Advanced Learning Library. Adult collections should be updated to provide more targeted materials that meet the diversity in users. Changing the arrangement of shelving to a “bookstore” style environment with featured genres and subject collections would benefit customers while also giving the library a more modern aesthetic. Programs and Services Due to the diversity of audiences, Rockwell can serve as a good location for prototyping new programs and services planned for the Advanced Learning Library or the entire library system. Exploring opportunities for the branch to provide alternative library options such as “pop-up” mobile services or partnerships is critical due to the large geographic area. Southeast Wichita would be a likely consideration to test the market and expand services with more agile service delivery options. Rockwell could benefit from adopting the circulation model of the Advanced Learning Library, creating a reduced service point and adding additional self-check machines. This would align with the need for convenience and a retail environment identified during the branch review.
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Ford Rockwell Branch
Hours and Staffing A significant majority of users from the branch review are satisfied with the current service hours of the branch. Rockwell’s use prior to the closing of Comotara was at near capacity. The additional use that has resulted from the transfer of customers from Comotara has placed a significant strain on the workgroup’s ability to sustain service without adding to the Rockwell staff the positions eliminated by the Comotara closing. Expanding programs, services or adding “pop-up” initiatives will require additional employees.
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Westlink Branch
Westlink Branch
The Westlink Branch opened in 1981 to serve Westlink Branch Performance Measures the city west of the Wichita-Valley Center Flood Control Project (Big Ditch). Metric 2017 2018
Westlink serves a large geographical area with Library Visits 232,517 216,642 an estimated population of 84,837 persons (21.8% of the city population). Materials Circulation 485,771 446,067 Westlink is the most heavily used branch in Public Computing Use 17,183 15,863 the library system. In 2017, Westlink’s materials circulation exceeded the combined Program Attendance 7,066 7,052 materials borrowing from the Alford, Customer Satisfaction 94% NA Evergreen, Linwood and Maya Angelou Northeast branches. Budget Westlink operates on a seven-day, 56 hours per week schedule during the school year but closes on Sunday afternoons from Memorial Day through Labor Day. The branch has sixteen staff members (11.5 FTE): two full-time professional librarians, five full-time paraprofessionals, five part-time paraprofessionals and four part-time clerks. The branch costs approximately $690,000 to operate at its current service levels. Spangenberg Phillips Tice Architecture estimates of probable costs of deferred maintenance and remodeling needs are $35,196 in short term solutions and $314,328 in long term needs. User Demographics The Westlink service area includes 18 unique market segments, although four segments combine to reflect half of the area population. These largest segments include employed, middle-income families living in both urban and suburban environments. With the exception of the former Comotara service area, Westlink serves residents with the highest income levels and educational attainment of any branch library, as well as persons who are generally technologically advanced.
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Westlink Branch
Performance Alignment with Department Service Pillars and Untouchable Activities One in three customers using branch services in Wichita does so through the Westlink branch. This outlet performs well on all of the department’s service pillars. In spite of the area demographics, Westlink delivered the second most public computing sessions in the branch system. Approximately 10% of the building visits include public computing use. Attendance per technology training class is higher at Westlink than in any other branch location, further attesting to interest in and need for these services by the area’s residents. Westlink plays an important role in supporting a literate community. Almost half of the youth programming attendance generated by branch libraries occurs at this location. Early literacy programs are so popular that multiple sessions are needed each week in order to meet the demand for these services. Summer reading participation at Westlink significantly outpaces all other branches. One in three children involved in Wichita Public Library summer reading does so through the Westlink branch. Circulation rates for adult non-fiction materials and attendance at adult programs attest to the success of the branch in supporting equitable access to information. Six of the department’s nine untouchable activities offered by the Westlink branch. These include: pre-K early literacy services; K-5 literacy and learning programs; reading, listening and viewing for pleasure services; public computing; reference service; and interlibrary loan service.
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Westlink Branch
Alignment with Project Wichita Westlink provides a popular meeting space for community groups and neighborhood associations, supporting Project Wichita’s emphasis on strong neighborhoods and communities. Library collections and technology help students with academic achievement while early literacy services are part of a closer partnership with Wichita Public Schools to support school readiness component of the strategic planning’s education focus. Use of Other Library Locations Nearly half of the customers surveyed during the branch review reported using only the Westlink branch and not the Central Library. Approximately 15% of the customers said they were unwilling to travel to get to another library. One in three customers indicated a willingness to travel up to 10 minutes to reach a library with 41% willing to travel up to 20 minutes for library access.
Changes in Use since Opening of Advanced Learning Library
Branch Visits Materials Circulation 29000 55000 26000 50000 23000 45000 20000 40000 17000 35000
14000 30000
Jan
Jan
Oct
Oct
Feb Sep
Feb Apr
Apr Dec
Dec Mar July
Mar July Aug Nov
Aug Nov
May June
Sept
May June
2017 2018 2017 2018
Public Computing Program Attendance 1800 1600 1600 1200 1400 800 1200 400
1000 0
Jan
Jan
Oct
Feb Sep
Oct
Apr
Feb Sep
Dec
Apr
Mar July
Dec
Aug Nov
Mar July
Aug Nov
May June
May June
2017 2018 2017 2018
Advanced Learning Library opened June 16, 2018 The accuracy of survey responses regarding use of other library locations appears to match Westlink’s performance measures. Since the opening of the Advanced Learning Library, there has been a small decrease in the number of building visits with a larger decrease in materials circulation. During July, materials use dropped by 15% from 2017 rates. By November, however, the decrease had declined to 10% in November and should decrease even more in December. Changes in public computing use have
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Westlink Branch been offset by increases in the number and amount of Wi-Fi use at the branch since the improvements in bandwidth capacity. Program attendance remains nearly identical to previous years, suggesting little impact from the Advanced Learning Library’s more robust activity schedule. Partnership Activities in the Service Area Beyond regular work with five area elementary schools, the Westlink branch has few formal partnerships in place. Some examples of organizations with which partnerships could be explored include a wider scope of schools to include those within Wichita’s city limits, including those of the Goddard and Maize school districts, Adventures in Learning (Shepherd’s Center of West Wichita), Wichita State University’s west campus, and the West and Northwest YMCAs. Because the area is without a City-owned recreation center, partnerships with the Park and Recreation department should be a particularly high priority. Possible Priorities for the Purpose of the Branch Because of the diversity of its customer base and the historic success of the branch, Westlink should retain a variety of service priorities. Services for children and families must remain a priority. The service area includes more middle and high schools than any other Wichita Public Library facility. Unlike other branch locations where the emphasis is on early literacy, Westlink has a unique opportunity to support both early literacy and K-12 learning. Even though market segmentation information suggests that customers in this part of the city are more technologically skilled than most of the community, the volume of public computing service and technology training class attendance suggests that digital inclusion is still an important part of the service mix for this location. Lifelong learning and leisure services are other priorities to consider for this location, based on current use of materials and attendance at adult programs. Along with the Rockwell branch, Westlink can be a good location for testing new programs and services, particularly in relation to innovative technology tools and resources. Resources Needed to Achieve Neighborhood Goals The branch review states “space and location are a major concern at the present [Westlink] location. A new larger facility would be optimal. The user experience is a critical component to growth and a facility that is more modern and accessible would enhance public perception of value.” A preliminary building assessment completed in 2004 indicated that it could be possible to expand the existing Westlink building. When the master plan was adopted in 2006, new construction was recommended because the plan projected the need for a 25,000 square foot facility, larger than the current property can accommodate. At that time, the opportunity to acquire additional property did not appear to be possible. In 2008, the adjacent Ascension Lutheran Church contacted the Board of Directors to report that a deed of conveyance for a portion of the Westlink grounds that would revert the property back to the church if the City’s use of the location changed. The City Property Management Office has confirmed this deed restriction. On November 20, 2018, the land immediately behind Westlink was sold to a new owner. Staff from the City’s Property Management Office have no definitive information about the development plans for the property but have offered their services to reach out to the owner to explore the possibility of a discussion about adding to the Westlink property if there is interest in expanding this facility in its current location.
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Westlink Branch
If a decision is made to maintain the Westlink branch in its current location, the branch review provided the following recommendations for improvements to the branch. Facility Changes With the exception of public computers, new carpeting and replacement of the customer service desk, Westlink remains much as it was when the building opened in 1981. The branch meeting room is one of very few City-owned community gathering spaces in west Wichita. This places an unusual demand on the library meeting room as a place for neighborhood gatherings. An expansion of meeting room space or additional meeting rooms also is necessary to accommodate Library programming, particularly summer events for children and families. The current facility is an open floor plan where the noise from activity and use travels throughout the building. White noise or acoustical baffles could be installed to address this issue. A new ceiling above the circulation desk also is needed to reduce the ways that sound echoes around the main spaces of the building. The branch has one “quiet” room used as programming space as well as for study. The room is in use during all service hours with many customers asking for additional collaboration and study space. If the branch takes on a larger role supporting student study, these spaces will be particularly important. The children’s area of the library is too small to support the number of children and families that rely on Westlink for their library service. Customers surveyed during the branch review gave low marks to the amount of seating availability at the branch. Finding ways to increase seating space for leisure reading as well as for study is important. A redesign of the customer service desk is needed including the addition of a lower countertop for ergonomic handling of sorting and storing delivery boxes. The desk should be reconfigured to adopt the Advanced Learning Library model of circulation completed primarily through self-checkout machines. Carpet and light fixtures should be replaced throughout the building and all walls repainted in order to give the branch an updated, appealing aesthetic. The parking lot needs to be redesigned and expanded. Technology The electrical capacity of the branch is not sufficient to support public computing needs. There are also places in staff areas where additional outlets are needed in order to allow for efficient use of back of house technologies. In addition to desktop computers, Westlink’s more technologically advanced customers often request access to circulating laptops and tablets that can be used in the library or checked out for home use. This branch will be a good location for testing these sorts of new services before they are considered for implementation in other parts of the library system. If the branch is expanded or replaced, automated materials handling should be explored as a way to create efficiencies in processing materials returns and intra-library transfers.
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Westlink Branch
Collections More than 86% of the users surveyed at Westlink were there to borrow or return books and almost 47% were borrowing or returning music, movies or spoken books. For these customers, access to collections that are current, popular and accessible is important. Updating shelving and the layout of spaces in order to create an environment with the look and feel of a bookstore is a preference expressed by many Westlink customers. Updating shelving to increase opportunities to display and merchandise the collections will make the branch appear more modern. Programs and Services Convenience and access is important to Westlink customers. Updating of the service desk to expand self- service checkout stations would be popular, as would drive-up window service if the building is expanded or replaced. Unless the facility is replaced or significantly remodeled, Westlink will be challenged to improve upon its programs and services to children. The limited size of the children’s area and meeting room are current barriers to the number of families that can participate in Westlink activities. The lack of parking is often a barrier for older adults. Considering the needs of working families is important, both when scheduling activities for children and when designing services that appeal to residents with limited leisure time. Exploring opportunities to make Westlink a site for adult programs sponsored by the Park & Recreation department should be a priority. Another program that would be beneficial but dependent upon new partnerships would be the addition of afterschool and evening homework assistance. Hours and Staffing A significant majority of users from the branch review are satisfied with the current service hours of the branch. In spite of the slight reduction in use that has occurred since the opening of the Advanced Learning Library, the branch remains understaffed for the volume of service it delivers to its customers. Expanding programs and services, unless accomplished exclusively through partnerships, will require additional employees.
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Resources i Wichita Public Library Branch Review. Wichita State University Hugo Wall School of Public Affairs Public Policy and Management Center. (2017). ii Wichita Public Library Branch Architectural Review. Spangenberg Phillips Tice Architecture. (2018). iii “Libraries 2016”. John B. Horrigan, Pew Research Center. (September 2016). Available at: http://www.pewinternet.org/2016/09/09/2016/Libraries-2016/Numbers, Facts and Trends Shaping the World
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Leadership Brief: Leadership Roles for Library Trustees HEALTHY, SUSTAINABLE COMMUNITIES
ABOUT THIS LEADERSHIP BRIEF This Leadership Brief highlights the essential roles library trustees play in guiding, shaping and supporting the 21st century library. It focuses on how passionate and committed trustees help establish the library’s place in the community, ensure that the library stays connected to changing community needs and interests and generate support for the library’s long-term future.
OVERVIEW: Library boards of trustees carry out advisory, governing and strategic responsibilities to ensure that the library operates from a solid and trusted foundation. The scope of trustee responsibilities varies depending on the library’s governance structure and is usually established in bylaws, local code or state law. Governance roles may include hiring and evaluating the library CEO, reviewing and adopting the annual budget and monitoring and assessing library performance. While these governing functions are important to library success, trustees have the greatest impact when they work outside the boardroom as visible, knowledgeable and passionate advocates for the library. Spontaneous connections in non-library settings, passionate commitment to the library every day, visible support for the library and its CEO and sustained and proactive advocacy on behalf of the library provide the greatest value and the most promising results. Regardless of structure, library trustees are most effective when they:
ff Create a strong partnership with the library CEO that is built on trust and open communication
ff Advocate for the library regularly and in diverse settings throughout the community
ff Keep their ears to the ground to identify opportunities, needs and concerns in the community
ff Understand the breadth of what the library does in order to be a well informed and credible voice, while leaving day-to-day management to library staff — “noses in, fingers out”
“As the library has become a more visible, vital part of the community, library trustees must also be more visible and more connected to what’s going on in the community.” “ — Keith Simmons, Board Chair, Nashville Public Library HEALTHY, SUSTAINABLE COMMUNITIES
ff Wearing a library hat at all times to become known TRUSTEES GOVERNING ROLES as someone who is connected to, knowledgeable about and committed to supporting the library ff Hiring and evaluating the library CEO ff Building public awareness of the library ff Reviewing and adopting the annual budget particularly among audiences who tend to fall out ff Monitoring and assessing library performance of the library’s natural reach ff Succession planning to ensure leadership ff Participating in meetings where library programs continuity and priorities are being discussed and bringing the library into key conversations ff Participating in strategic discussions ff Writing letters and communicating with decision ff Conducting the affairs of the board at makers in support of specific library priorities regularly scheduled meetings and needs in partnership with the library CEO to ensure consistent messages FIVE STRATEGIC LEADERSHIP ROLES ff Embracing advocacy for the library as an ongoing, front-line trustee responsibility The following sections highlight strategic leadership roles for the 21st-century library trustee and provide Library Trustee as Visionary examples of how trustees carry out each role. Working closely with the library CEO, trustees help craft and support implementation of a long-term Library Trustee as Advocate vision that will strategically position the library The trustee’s advocacy role is broad and in the community. A range of social, economic, overarching. It includes raising the library’s environmental and technological trends have profile among decision makers and community influenced the services, direction and long-term stakeholders, showing how the library supports vision for public libraries. A library’s ability to community priorities, supporting specific library and anticipate and respond quickly to emerging trends program needs and keeping the library and its work will strengthen its position in the community and visible in the community. Successful advocacy grows build long-term support. out of broad knowledge about the library mission, Trustees help shape and implement the library’s long- goals and programs combined with a deep passion term vision by: for the library as an essential anchor institution and a champion of equity, inclusion and democracy. ff Engaging in strategic conversations about the library’s future Examples of ways trustees carry out their advocacy role include: ff Paying attention to and sharing local trends with the board and staff to assess their potential impact ff Communicating with confidence and passion on library services about the important role the library plays in the community in diverse settings rather than only in ff Encouraging and supporting innovation, creativity library-specific meetings and risk-taking by the library CEO ff Listening to the community to identify emerging ff Becoming familiar with the range of library programs and services to be able to answer interests and needs to get ahead of the curve questions and speak with authority ff Talking about the library vision and strategic plan to increase public awareness of library capacities, ff Interpreting the library for local leaders to demonstrate how libraries support leadership and services and value as an essential community asset community priorities ff Encouraging and supporting attention to both visionary planning and efficient day-to-day ff Interacting with local leadership individually and as a group to strengthen connections and address operations to ensure that the trustees and the specific issues library staff collectively keep an eye on the future HEALTHY, SUSTAINABLE COMMUNITIES
Library Trustee as Connector ff Higher education leaders
Trustees help expand the library’s impact in the ff Key players in the entrepreneurial ecosystem community by networking on behalf of the library ff Technology professionals and vendors and serving as a bridge between the library and community priorities. Drawing on their knowledge ff Workforce development and job services groups about the library mission, services and capacities, ff Major regional employers combined with their professional and community ff Local media and communications experts connections, trustees can attract and engage new library users, supporters and champions. Importantly, ff Philanthropic leaders those connections can open doors and ensure that ff Local business leaders — e.g., bankers, real estate the library is involved in community decision making. brokers, financial/investment planners, retail owners Trustees carry out their connector role by: ff Promoting the public library as a resource that Library Trustee as Financial Steward has expertise and capacity to support current and While direct involvement in budget development emerging community priorities and financial oversight varies based on governance ff Attending events as a library representative structure, all trustees serve as stewards through their knowledge of and commitment to maintain the ff Recommending library leaders for positions on library’s long-term financial health. Trustees carry out nonprofit/government boards and commissions this leadership role by: ff Connecting with organizations that do not typically work with the library as possible partners on ff Understanding and being able to explain the specific library programs library’s financial structure including sources of income and the status of those sources ff Moving casual contacts to meaningful relationships through sustained and consistent ff Being able to articulate the library’s value engagement proposition to community leaders, residents and stakeholders ff Identifying people who have community influence and/or special expertise who might be good library ff Knowing the library’s current and future financial resources needs ff Attracting new people to library leadership roles to ensure the board reflects the community that the CHARACTERISTICS OF LIBRARY TRUSTEES library serves ff Dependable — shows up when needed As public libraries have increased their capacity to support broad community goals in education, ff Passionate — driven to make a difference in economic development, entrepreneurship, race and the community social equity, digital inclusion, healthy communities ff Proactive — actively engaged in the and more, creating connections that strengthen the community and the library’s role library’s value proposition requires systematic and strategic outreach. ff Innovative — open to change and new ideas Examples of community connections that help ff Inquisitive and curious — interested in and broaden the library’s impact include: knowledgeable about community issues ff Collaborative — team player; operates from a ff Local elected officials — e.g., the mayor, city foundation of trust council, county executive, county commissioners ff Good communicator — comfortable with high ff School district leaders — e.g., the superintendent of community visibility schools, board of education chair HEALTHY, SUSTAINABLE COMMUNITIES
ff Actively participating in fundraising efforts with ff Participating in orientation, training and guidance from and in partnership with the library professional development activities to enhance CEO trustee effectiveness ff Developing a clear outreach strategy for ff Bringing expertise from other professional roles fundraising that identifies the best contacts based to the work of the library board to strengthen its on their financial capacity and their connection to collective capacity the library ff Speaking regularly on behalf of the board as a ff Having a specific, well-defined and well-supported community resource “ask” for potential funders ff Working in partnership with other trustees on It is important to separate the relationship-building outreach and fundraising where multiple contacts and fundraising processes so that it doesn’t look will increase the likelihood of success like all relationships are about money. However, ff Identifying with the board of trustees as a team successful relationship building that brings key stakeholders closer to the library will contribute to successful fundraising efforts. STRENGTHENING THE 21ST CENTURY LIBRARY Trustees are essential to long-term library success. Library Trustee as Team Player Their ability to connect with the community, work Trustees are individuals with a commitment to closely with staff, identify emerging community the library’s success and members of a board with challenges and broadly advocate for the library responsibilities for guiding, advising and governing contributes to stronger, more successful libraries. the library. It is important to give equal attention to As with any volunteer commitment, the work can be both roles. As members of a board, trustees work time consuming, but trustees say the benefits are together to carry out governing and advisory roles, powerful. The rewards come from being part of an assess customer input, encourage innovation and essential institution, strengthening the library’s role creativity, participate in thoughtful and strategic in the community, connecting people throughout the discussions about opportunities and challenges and community to the opportunities offered at the library support the library staff. As individuals, trustees and contributing to the library’s long-term success. leverage their personal and professional interests, expertise and connections to raise the library’s profile in the community and support the library’s vision. The Urban Libraries Council, founded in 1971, is the voice Connecting the group and individual trustee roles for public libraries and the force that inspires them to evolve. will increase the board’s influence and credibility. ULC creates the tools, techniques and ideas to make ongoing For example, cataloging individual connections, improvements and upgrades in services and technology. developing coordinated outreach plans, sharing For more information, visit urbanlibraries.org. successful outreach and fundraising techniques and monitoring results will strengthen the library’s The Urban Libraries Council thanks the following individuals for contributing to this Leadership Brief: position in the community and ensure sustained ff Tammy Baggett, Director, Durham County Library effectiveness. ff Sandra Chambers, Trustee, Durham County Library Trustees carry out their team player role by: ff Phillip Harris, Trustee, Durham County Library ff Melanie Huggins, Executive Director, Richland Library ff Participating in all board activities ff Janet Hutchinson, Board Chair, Calgary Public Library ff Investing in communications to strengthen ff Kim Johnson, Chief Executive Officer, Tulsa City-County Library relationships with other board members and ff Michael Lambert, City Librarian, San Francisco Public Library library staff ff Kent Oliver, Director, Nashville Public Library ff Avnish Mehta, Board Chair, Calgary Public Library ff Supporting team-building efforts to increase board ff Bill Ptacek, Chief Executive Officer, Calgary Public Library effectiveness ff Keith Simmons, Board Chair, Nashville Public Library