Standards for Kansas Public Libraries

II. Public Library Standards
Chapter I. Structure and Governance
The Functions of the Library Board
The Functions of the Library Director
Checklists

Chapter II. Budget
Guidelines on Budget for Every Kansas Public Library
Checklist on Budget

Chapter III. Planning and Marketing
Community Study
Library Planning
Community Relations and Marketing
Fundraising
Planning and Marketing Library Service to Target Populations
Planning and Marketing for Community Services and Economic Development
Planning and Marketing for the Business Community
Planning and Marketing to Ethnic and Cultural Populations
Planning and Marketing for English as a Second Language
Planning and Marketing for Special interests
Planning and Marketing Services to Children and Young Adults
Planning and Marketing for People Who Work with Children
Planning and Marketing Service to Young Adults
Planning and marketing Service to Older Adults
Planning and Marketing Services for Those with Disabilities
Checklist for Planning and Marketing

Chapter IV. Library Services
Introduction
Hours of Operation
Reference and Referral
Resources
Standard Service Tools
Checklist

Chapter V. Automation and Technology
Introduction
Standards for Local Automated Systems
Personnel Training Standards:
     Gateway – Linking
     Service Center
     Level I Major Service Center
     Level II Major Service Center
     Level I Major Resource Center
     Level II Major Resource Center
Technology Equipment Standards:
     Gateway
     Linking
     Service Center
     Level I Major Service Center
     Level II Major Service Center
     Level I Major Resource Center
     Level II Major Resource Center
Checklists for Automation and Technology

Chapter VI. Library Personnel
Introduction
Personnel Policies
Staff Evaluation
Evaluating the Library Director
Evaluating Staff Members
Staffing Levels
Standards for Staffing
Continuing Education
Professional Associations

Chapter VII. Physical Facilities
Introduction
Space Analysis
Collections and Reading Areas
Recommendations Drawn from Library Building Manuals
Public Service Areas
Staff Areas
Special Use Areas
Nonassignable Areas
Interior Environment
Lighting and Acoustics
Signage
Exterior Environment
Library Emergency Preparedness and Disaster Response Plan
Checklist

Appendix A
Compliance with the Americans With Disabilities Act - Introduction
Outline of Activities for ADA Compliance
ADA Compliance for Library Facilities:
Library Checklist

Appendix B
Physical Facility Standards: Figuring Space Needs
User Seating Schedule
Parking Space Formula
Space Needs Worksheet

Appendix C
Maintenance Checklist for Public Libraries

The 2006 Revision of the Kansas Public Library Standards are a tool for measuring the effectiveness of local library service and planning for future development.

This model of the Kansas Public Library Standards has been used since 1988. This will be the last revision of that document. The next publication of Kansas Library Standards will follow a new format that will be designed by the State Library of Kansas, the regional library systems and the Kansas Library Association.

The Public Library Standards Committee recognizes that the services provided by the regional systems of cooperating libraries and the Kansas State Library have a significant role in assisting local libraries to meet program, collection and information access needs.

The public interest is well served through active cooperation and mutual support among libraries. The need for strengthening major resource libraries is identified in order to facilitate interlibrary cooperation and networking. Cooperative mutual support among all types of libraries will achieve the greatest benefits in service for the public from limited library resources.

The 2006 Revision of the Kansas Public Library Standards contains not only quantitative, but also qualitative, goals toward which librarians should strive. These standards speak to the contributions that public libraries make to the lives of Kansas citizens and the vitality of Kansas communities.

Rob Banks, Topeka and Shawnee County Public Library
Roy Bird, State Library
Patty Collins, Dorothy Bramlage Library in Junction City
Carla Kaiser, Basehor Public Library
Susan Moyer, Dorothy Bramlage Library in Junction City
Shannon Roy, State Library
Kay Russell, North Central Kansas System
Joe Tholen, Southeast Kansas Library System
Diana Weaver, Northeast Kansas System

The State Library of Kansas staff was delighted with this committee, which was not only hardworking and creative, but a genuine pleasure to work with, talk with and eat with. The 2006 Public Library Standards Committee brings twenty years of Kansas Public Library Standards development to an honorable conclusion.

The Public Library Standards for Kansas, and the updates of 1992, 1995 and 2000, identify library service levels based on total service populations. The standard levels do not cover the libraries of reading clubs, book drops or those facilities which serve as access points for service but are not legally established. Standards for those libraries will be defined by the individual system plans for service. The eight library service levels are:

Gateway		Fewer than 500 people
Linking		500 -1,000 people
Service Center		1,000 -2,500 people
Major Service Center I		2,500 -10,000 people
Major Service Center II		10,000 -25,000 people
Major Resource Center I		25,000 -100,000 people
Major Resource Center II		More than 100,000 people

A GATEWAY Library provides a communications access point with trained personnel where users can be linked to information services meeting their personal and professional needs. Emphasis is placed on supplying current purchased and donated materials supplemented by extensive bulk loan and/or rotating collections.

Reference information is provided through a basic ready-reference collection, the Kansas Library Catalog, extensive use of online information services, and extensive use of the regional system of cooperating libraries' reference services and interlibrary loan. Local personnel should plan a program of service based on the identified needs of the service population by utilizing other organizations, agencies and the regional systems of cooperating libraries for assistance and support.

A LINKING Library provides an access point with trained personnel where users can be linked to information services meeting their personal and professional needs. Emphasis is placed on providing a program of service which encourages people to interact with information resources which support identified roles in the community. Information is supplied through a locally owned collection of current materials which is supplemented by an extensive bulk loan collection. Reference information is supplied through a basic ready-reference collection, the Kansas Library Catalog, extensive use of online information services, and extensive use of reference services provided by the local regional system of cooperating libraries and interlibrary loan. Local personnel should plan a program of service based on the identified needs of the service population by utilizing other organizations, agencies and the regional systems of cooperating libraries for assistance and support. Materials in the collection should focus on the contemporary interests of the community with reference assistance provided through major reference service support. It should also meet the identified entertainment needs of the community through several different media.

The mission of a SERVICE CENTER Library is to provide popular, high interest resources to meet the educational, recreational and informational needs of community residents. A Service Center Library's collections should reflect broad subject coverage with materials in a variety of formats including online information services. The library's resources should be supported through the services and resources of the system headquarters, the Kansas State Library and the interlibrary loan system. A Service Center Library should also have an active marketing program and an active program of community information and referral that helps users retrieve information from community resources.

The mission of a LEVEL I MAJOR SERVICE CENTER Library is to provide the modern library resources, services and programs necessary to meet the educational, recreational and informational needs of community residents. A Level I Major Service Center Library should also serve as a support center for Gateway, Linking, and Service Center Libraries and as a back-up for Major Resource Centers and Level II Major Service Center Libraries. A Level I Major Service Center should provide broad subject coverage of informational and popular materials in a variety of formats for persons of all ages. The Level I Major Service Center Library should supplement its resources through the services and resources of the system headquarters, the Kansas State Library and the interlibrary loan system. It should also have active programs in marketing, community relations, information referral and customized library service.

LEVEL II MAJOR SERVICE CENTER Libraries serve their communities as resources for information, entertainment, cultural opportunity, and educational development. They provide broad subject coverage of informational and popular materials in a variety of formats for persons of all ages. Level II Major Service Center libraries provide reference and interlibrary loan services for smaller libraries throughout the state. It should also have active programs in marketing, community relations, information referral and customized library service.

LEVEL I MAJOR RESOURCE CENTER Libraries provide in-depth collections and service on a regional basis. They provide comprehensive reference and interlibrary loan services for smaller Kansas libraries. They have a fully- trained professional staff and provide a broad range of services that are actively marketed to all sequences of the community.

LEVEL II MAJOR RESOURCE CENTER Libraries function as progressive civil resources that provide information materials, and services to stimulate ideas, advance knowledge, and enhance the quality of life for major Kansas communities. They provide in-depth collection and comprehensive service development at a central facility to meet the informational, reference, research, recreational, educational, and inspirational needs of individuals, and provide for the extended delivery of many of these services through the use of branch libraries, bookmobiles, and deposit collections. Resource libraries also aid smaller libraries by providing reference assistance, consulting, and training and interlibrary loan support.

1.1 Every Kansas resident should have legally established and readily accessible public library service capable of connecting each individual with the total information resources of the regional systems of cooperating libraries throughout the state and linked with the global society through appropriate technology.

1.2 Public libraries established in Kansas since July 1, 1951 are by statute governed under city, county, township, district or regional jurisdiction. The Kansas City Kansas Public Library, governed by a school district Board of Education, is the only exception. Cities are classified as first, second or third class. Funding of Kansas public libraries is established at the local level through the municipal government.

1.3 The Library Boards of Directors (Trustees) of public libraries occupy a unique position in the provision of municipal services to Kansas citizens. Library boards are the legal entities charged with formulating policy and providing personnel and resources for the operations of the library. Municipal governments are charged with funding operational budgets created and recommended by local library boards. The unique relationship created by library law in Kansas provides an excellent forum in which library boards are separated from partisan politics in their formulation and delivery of services.

1.4 The relationship of the municipal government to the library board must be one of mutual respect and duty. The library board provides a service facility which, without partisan political belief or censorship, can be used with confidence by all citizens.

1.5 Library Boards of Directors (Trustees) are appointed by a municipality's governing body. The Board of Education of U.S.D. 500 in Kansas City and the boards of district libraries are elected boards. Unless exempted by the municipal governing body, board members must be residents of the taxing district in which they serve. Members of the board may not assume paid staff positions. The library board must differentiate its role as a policy making body from the service and policy delivery functions of the library staff. The role of the library board and the library director differ as explained in professional sources such as The Kansas Public Library Handbook.

1.6 Each library board has as its trust the establishment of policy for the maintenance of the library facility and the support of the library's mission to provide the best possible service to the library's service area. The gravity of the board's charge is expressed in the following responsibilities:

1.7 It is the board's responsibility to establish written policies, rules and regulations to govern the library's property, operation, safety and collections. All formal actions of the board must be in writing and available to the public. Policies should cover at least the following facets of library operation: personnel, resources, weeding of obsolete materials, public services, complaints, continuing education, facilities, use of meeting rooms, confidentiality of patron records, use of technology and emergency preparedness. Library policies should be distributed to all staff members and all board members. Library policies and procedures of all kinds, but especially disaster preparedness policy, should be kept in the library and also in a secure location off-site.

1.8 Board members have the responsibility to be thoroughly familiar with Kansas library laws or regulations and any other state or federal laws which affect library operations such as minimum wage, unemployment compensation, Americans with Disabilities Act, criminal theft, Open Meetings Act, Open Records Act, etc. The board may employ legal counsel as necessary.

1.9 Board members should be familiar with the role and function of the Kansas State Library, the State Library Advisory Commission, the Kansas Library Network Board and the regional systems of cooperating libraries.

1.10 While library boards often function as a committee on the whole, many library board tasks can be accomplished effectively by board committees. Specific subcommittees may work on budget, buildings and grounds, building projects, marketing, Friends development and other projects. However, any action taken by the Board must be taken by a vote of the library board at a regular board meeting.

FUNCTIONS OF THE LIBRARY DIRECTOR

1.11 A competent and qualified library director should assist the board in reaching and maintaining these standards and fulfilling the established mission of the library. The library director should design and implement a program of board member orientation to help new board members function effectively.

1.12 It is the library director's responsibility to act as technical advisor to the board, recommending needed policies for Board action, employing personnel and supervising and evaluating the work of library staff and volunteers.

1.13 It is the library director's responsibility to maintain all written policies of the board, compile reports which assist in evaluating library effectiveness and prepare required reports for the State Library, the regional system and officials of local government.

1.14 The director should be aware of and support library legislation in the state and the nation.

1.15 The library director should attend all board meetings except when the director's salary or tenure is under review. It is recommended that an elected secretary or a member of the staff other than the director should serve as the board secretary so that the director can concentrate on library business.

1.16 The library director should be familiar with all Kansas library publications.

1.17 The library director should participate and encourage staff, trustees, volunteers and Friends to participate in professional organizations and activities.

1.18 The library director should participate in continuing education and oversee the continuing education and in-service training of other staff, trustees and volunteers.

1.19 The library director should have or obtain the KPLACE certification if they are serving less than 8000 people. They should have or obtain the MLS degree if they are serving more than 8000 people.

1.20 A library director who holds the MLS degree should have an annual plan for continuing education and in-service training.

1.21 The library director should participate in continuing education and oversee the continuing education and in-service training of other staff and volunteers.

1.22 The library director should obtain the MLS degree or complete KPLACE certification.

STRUCTURE AND GOVERNANCE CHECKLIST

1. Board provides adequate funding for cultural, educational, informational and recreational library resources in a variety of formats and actively markets these services to the community.

2. Board maintains the library as an information center and provides optimum access to information systems and services in varied formats and through electronic information.

3. Board has a planning process that identifies community needs for programs and services.

4. Board has a means to evaluate the effectiveness of library programs and services.

5. Board employs a qualified library director and provides for the continuing education and annual or semi-annual evaluation of the director.

6. Board provides optimum work conditions and is aware of federal and state employment laws.

7. Board makes provisions to provide continuing education for the entire library staff and for the library board.

8. Board provides salary schedule for staff and works to maintain competitive salaries. The director's salary meets or is progressing toward the standard in the .

9. Board encourages and pays for the participation in professional associations and activities for the trustees and the staff.

10. Board ensures an adequate and trained staff to provide services. This includes support for the MLS degree.

11. Board provides adequate space and facilities for resources and programs and monitors the needs of these facilities with a maintenance checklist.

12. Board provides access to library services and programs for all citizens, including those with fragile health and disabilities.

13. Board encourages cooperation between the library and other community organizations, agencies, and institutions.

14. Board works toward the establishment of a Friends of the Library Organization for the support of library programs and services.

15. Board assures that library services are available at a reasonable cost and tries to make sure services are not duplicated by similar activities within the library's jurisdiction.

16. Board maintains and develops an adequate level of library technology to support local library services including interlibrary loan.

17. Board has written policies for personnel, resource selection, withdrawal of obsolete resources, public services, disaster preparedness, handling of complaints, continuing education, confidentiality of records, library facilities, use of the meeting rooms, disability compliance and applicable technology.

18. Copies of all the library's policies are kept in the library and in a secure location off-site. A current copy is held by each staff member, board member and an appropriate representative of local government.

20. Board is familiar with the function of the Kansas State Library, the State Library Advisory Commission, the L.S.T.A. Advisory Council, the Kansas Library Association, the Kansas Library Trustee Association and the regional systems of cooperating libraries.

22. Board participates in the legislative process and advocates for increased support for Kansas libraries.

23. Board allocates funds for dues to library associations and provides for expenses for staff members and trustees to attend meetings and workshops.

25. Board actively participates in trustee training programs provided by the regional library system, the Kansas State Library, the Kansas Library Trustee Association and the School of Library and Information Management.

26. Board has a marketing plan to make the entire community familiar with programs and resources.

27. Board has adopted a disaster plan and the staff has been carefully trained to implement this plan.

1. Director advises the Board, recommends new policies and revision of policies, supervises and evaluates the work of staff and volunteers.

3. Director maintains the written policies of the board and makes sure that they are kept in the library and in a secure location off-site.

4. Director is familiar with Kansas and federal laws and local ordinances that affect library operations and makes sure that library practice complies with these laws.

5. Director initiates a planning process and works with the board to identify community needs for library programs and services. The director works with staff and trustees to implement approved recommendations.

6. Director initiates a planning process and works with the board to develop an ongoing technology plan. Director works with staff and trustees to implement approved recommendations.

7. Director works with the board to develop an effective marketing plan and implements approved recommendations.

8. Director submits the reports required for the State Library, the regional system and officials of local government.

9. Director attends all board meetings except those where the Director's position is under consideration.

10. Director is encouraged to participate and encourage staff, volunteers, trustees and Friends to participate in professional associations and activities.

11. Director is aware of all services provided by the regional systems and the State Library and uses these services to maintain and improve the library.

12. Director has or is planning to acquire the MLS degree if they serve more than 8000 people.

13. MLS Director has an annual written plan for post-MLS education and in-service training.

2.1 The library budget is a financial expression of the library’s objectives. Before a budget can be formulated, the plan for library services must be developed and the goals and objectives established.

2.2 It is the responsibility of the library board to provide for an adequately funded public library, directing the allocation of library funds in the following proportions:

Salaries and Benefits          60-70%
Technology                        10-15%
Materials and Resources    10-15%
Library Operations             10-15%

2.3 If it is impossible to allocate the library’s resources in proportion, and if library salaries are not competitive, the library board should be aware that the library is not adequately funded and work for increased support.

2.4 K.S.A. 12-16, 102 gives library board the authority to administer a library employee benefit fund. The board must request the governing body of the municipality to levy an employee benefit levy that is separate from and in addition to the general library levy.

2.5 The employee benefit fund may pay for the employer’s share of any employee benefits exclusive of salary, such as health insurance, retirement insurance, social security, unemployment insurance and worker’s compensation.

2.6 The library director should review the library’s funding allocations at the end of each year to make sure that the library is getting all the monies that it is legally entitled to under the current mill levy and any other allocation from the local government.

2.7 Library boards have a responsibility to work for an increase in the tax rate when the existing budget is inadequate to meet the library’s mission to provide the best possible service to the people in the library’s taxing district. The availability of funding from gifts, endowments, and other citizen support should not be allowed to replace local taxes levied for the library. The availability of funding from grants from regional systems of cooperating libraries, State Aid, other state or federal grants, or its capital improvement fund should not be allowed to replace local taxes levied for the library.

2.8 The library board has authority over the library budget by statute, and trustees ensure that funds are allocated according to budget guidelines. The library should be a special fund rather than a line item in the municipal budget. In the case of district libraries, there should be a special district budget because the library functions as a separate municipality. Every library should have the separate library fund in the local government budget which specifies the tax income from the library levy.

2.9 While a library budget must be realistic, too many libraries accept an insufficient appropriation from their municipalities and attempt to develop library service on that basis. A board, which plans only in terms of the previous year’s budget, will never progress. The library board should budget to a plan rather than planning to a budget.

2.10 The library board has a responsibility to handle problems in a proactive and timely manner. Delays often cost the library and the taxpayers extra money.

2.11 The library director should initiate a planning process to develop a strategic plan and an annual budget to provide for the library’s anticipated programs and services based on an analysis of the community’s needs and demands. Every library board, director and staff should have annual planning sessions at which the library’s priorities from the strategic plan are thoughtfully reviewed and confirmed or modified according to the library’s current needs. The director should work with the board and staff to fund and implement the recommendations, which are approved.

2.12 Every library should have a program budget that describes what the library’s funds will accomplish for the community in the coming year. This can include the impact of funds for such things as electronic information, children’s services, adult programming, collection development, reference services, and any library service to special populations in the community. The focus of the program budget should be on the benefits of library services to library users.

- The costs of specifically described Internet resources make effective Internet access and a specified number of public access computer stations available to the public so they can reach information available in electronic format. The cost of the time that library staff spend consulting and training on library technology should also be included.

- The costs of supporting interlibrary loan make the library resources of the state and the nation available to the library’s service community.

- The costs of the summer reading program are helping young children build reading and language skills and helping school age children build their vocabulary and retain their reading skills over the summer.

- The cost of supporting popular videos allows community residents to have free access to video entertainment in a community that might have very few videos available through retail outlets.

2.14 Every library should have a line item budget that specifies its expenditures by category for the coming year. The library board has the authority and duty to prepare the annual budget and to present this budget to the appropriate local government authority.

2.15 Every public library, regardless of size, should have a financial plan to use or invest monies received through bequests, donations, trusts, etc., and to use the income to support the library’s long range plan for programs and services.

2.16 Every public library, regardless of size, should have an accruing capital improvement fund. K.S.A. 12-1258 gives library boards the authority to create a library capital improvement fund and to place in this fund each year an amount up to 10% of the library’s certified operating tax budget. Private monies from sources including but not limited to wills, corporate or private donations, trusts, etc., can be added to capital improvement funds in any amount.

2.17 Capital improvement funds may be accumulated and do not have to be expended by the end of the budget year. Money from such a fund may be used for any one-time major expenditure considered a capital improvement. Advice on setting up a library capital improvement fund is available from the regional systems of cooperating libraries and from State Library staff.

2.18 Every library should maintain its eligibility for the Kansas State Aid program. To maintain eligibility, the total amount of property taxes, back taxes, motor vehicle taxes and local ad valorem tax revenue (LAVTR) funds for the coming year must be budgeted to equal or exceed the actual dollars for the preceding year. Restrictions on the use of State Aid funds include capital improvement, debt reduction and utilities other than telecommunications.

2.19 Every public library director must participate in the preparation of the annual budget for the library, in partnership with the library board and library staff. It is the director’s responsibility to justify needed changes in the library budget in terms of good service to the library’s community. It is also the director’s responsibility to present current information about the community to the library board so the trustees can plan for the library’s priority services.

2.20 The library treasurer should assure that a monthly financial statement is prepared for the library board. This statement should include the following:

- a list of current monthly expenditures
- a list of currently monthly income
- a total of current monthly expenditures by budget line item category
- the balance remaining for the fiscal year in each budget line item category.

2.21 Every library should have a board and director aware of the audit requirements for their agency.

2.22 Every library should have library board minutes by the board secretary, which include the monthly financial statement and all financial motions and the vote of the library trustees on each motion. The minutes should also confirm every official action taken by the board.

1. The library director and board are working to develop an effective level of financial support for the public library.

2. The library has salaries that are competitive with other professional salaries in the community.

3. The library has a separate Employee Benefit Fund that finances the benefits for library staff members.

4. The library board has a separate budget and not a line item in the municipal budget.

5. The library director and board are preparing the library budget with an annually updated strategic plan for the library. There is at least one planning session before the annual budget is prepared.

6. The library director and board prepare both a line item budget and a program budget and use both to negotiate for effective financial support for the library.

7. The library director and board have a written plan for using monies provided through bequests, donations, trusts and other extra funds received by the library.

8. The library board has an accruing capital improvement fund, according to K.S.A. 12-1258.

9. The library has consistently maintained its eligibility to the Kansas State Aid Program.

10. The board receives a detailed monthly financial statement at every board meeting.

11. The library board is aware of and meeting the library’s audit requirements.

12. The library board maintains minutes that include the monthly financial statement and all financial motions and the vote of the library trustees on every official action.

- Community Study
- Library Planning
- Community Relations and Marketing
- Fundraising
- Planning and Marketing Library Service to Target Populations
- Planning and Marketing for Community Services and Economic Development
- Planning and Marketing for the Business Community
- Planning and Marketing to Ethnic and Cultural Populations
- Planning and Marketing for English as a Second Language
- Planning and Marketing for Special Interests
- Planning and Marketing Services to Children and Young Adults
- Planning and Marketing for People Who Work with Children
- Planning and Marketing Service to Young Adults
- Planning and marketing Service to Older Adults
- Planning and Marketing Services for Those with Disabilities
- Checklist for Planning and Marketing

3.1 Quantitative measurements are extremely important standards of public library service. But quantitative measures alone will not result in excellent public library service because they are not tied to learning the community and having an ongoing plan for library development. Modern library collections should be multi-media and customized to serve the individual service area. This new chapter of the standards is intended to aid in this more qualitative aspect of developing excellent public library service.

3.2 Library staff should have an ongoing integrated process of community and library analysis, planning, and evaluation. We recommend using:

- system and State Library consultants
- the online Strategic Planning Workbook, called New Pathways to Planning at http://skyways.lib.ks.us/pathway/
- the Public Library Standards for Kansas Libraries and the planning section in Marketing the Small Public Library
- The New Planning for Results: A Streamlined Approach by Sandra Nelson, ALA, 2001.

3.3 Staff time and funds in the library’s budget should be allocated for this process.

3.4 Members of the library staff and library board should form a committee to conduct this process.

3.5 Training in community and library analysis, planning, and evaluation should be available to members of this committee.

3.6 Frontline and public service staff should be trained to observe needs expressed by community residents and to report their observations to the library administration.

3.7 Library staff and trustees should use a variety of methods for gathering material about the community. These might include:

- demographic data
- input from frontline staff and trustees
- input from library colleagues and consultants
- informal visits
- interviews
- visits to possible service locations
- surveys
- suggestion boxes
- logs of library activities
- group discussions
- participating in community events
- participating in discussions on community issues
- physical review of the community to observe economic indicators and trends in construction.

3.8 Library staff members should be trained to ask people not only what they need from the library but to gather information about their needs and concerns in general. The library staff can best decide how to use this valuable information to design library services.

3.9 The Library board and staff should periodically review the current strengths and weaknesses of the library. This review should occur at least once a year and should include:

- every area of public service
- every part of the collection
- possible new collections or formats that need to be developed
- every area of the facility and
- each staff position.

3.10 This review should determine the assets that the library can build on and the strengths that the library needs to develop. It should also help determine services that the library will not have as a priority and why. The Kansas Public Library Statistics should also be used to study the library’s current strengths and weaknesses and to compare the library with others of similar size. Statistics for the library and libraries of comparable size may be requested from the public library consultant at the Kansas State Library.

- plans to improve the physical facility
- utilization of staff
- plans to increase library use
- plans to improve the collections
- technological development
- plans to expand access to electronic information
- plans to increase staff expertise with electronic information
- plans to improve service to library users with special needs or those who may be underserved
- plans to work with community organizations or other service providers
- plans for programs or workshops to be sponsored by the library
- plans for keeping records on community organizations and public services - plans to increase library use.

3.12 The objectives in programs and services should be evaluated annually for effectiveness and public awareness.

3.13 The Public Library Standards for Kansas Libraries should also be renewed as part of the annual evaluation.

3.14 Collected statistics should also be analyzed to discover weaknesses in the library programs so that library services can be improved. Statistics on materials acquired, held or withdrawn from the collection, library programs, databases available to the library and the number of times they are accessed, circulation, and percentage of the operating budget used for materials and resources should be collected and reported to the Library Board, the regional library systems and the Kansas State Library.

3.15 Library staff should identify library non-users during community analysis and sponsor programs and services to meet their stated needs and concerns. The library staff should also plan ways to extend library services out of the library facility and into the community. This can include:

- deposit collections
- displays in the community
- service to residential facilities
- home delivery
- service to correctional facilities
- bookmobile or van runs
- programs held outside the library
- library services available through remote access.

3.16 Library staff should have an ongoing public awareness program making library users and non-users more aware of library programs and services. Tools for public awareness can include but should not be limited to:

- information in the media
- flyers and bookmarks
- newsletters
- telephone messages that offer information about the library
- bibliographies
- showcasing parts of the collection in special displays
- programs inside the library
- programs outside the library
- websites
- paid or unpaid advertisements.

3.17 Funds in the library’s budget should be allocated for public awareness program training and activities.

3.18 Individual talents connected with public relations and marketing should be built into various staff position descriptions and job qualifications for both staff and volunteers. Talents for:

- public speaking
- storytelling
- writing
- layout
- artwork
- photography
- web page development
- public programs
- creative appreciation

3.19 Library staff should recruit and utilize volunteers, including board members and Friends, to assist with library programs and services and community relations.

3.20 Training programs for developing positive public relations skills should be available to all staff and volunteers working with the library’s service community.

- an attractive and welcoming environment
- barrier-free access
- good use of space
- effective arrangement of services and collections
- strong lighting
- good signage

3.22 System, State Library staff and heavy library users can help with this review.

3.23 Library staff should use some of the following publicity techniques on a regular basis:

- well-maintained library web pages
- public training on using the Internet and computer programs
- attractively packaged annual reports
- local exhibits, displays, and bulletin boards
- direct mail promotions
- electronic bulletin boards
- general information brochures
- newsletters
- newspaper articles
- paid advertisements - participation in or visibility at community events
- posters, flyers, bookmarks
- presentations to community groups
- story times outside the library
- TV and/or radio public service announcements or community calendar
- web page (with links from the city’s or town’s homepage)
- short video presenting library programs and services.

3.24 For libraries serving less than 8,000 people, the use of Marketing the Small Library handbook published by the State Library is recommended. It is available in PDF format on the State Library of Kansas web page on Blue Skyways.

3.25 Staff and trustees should develop partnerships with other agencies and organizations in the community. Such potential partnerships can include, but are not limited to, projects with:

- local government
- community leaders
- business leaders
- service providers
- tourist support
- schools and homeschooling organizations
- clubs and organizations

3.26 Library staff should identify key community leaders, interest groups and agencies and develop and maintain a mailing list to distribute promotional materials and information about the library to them on a regular basis. Information on the library should go regularly to:

- government leaders
- community leaders
- local businesses
- local educators
- service organizations
- ministerial alliance
- potential donors.

3.27 Public awareness of all library programs and services should be evaluated at least every three years, using a selection of the following methods:

- surveys
- community analysis
- focus groups
- small group discussions, interviews, program presentations.

3.29 Many public libraries find that they cannot market their library services or extend their library services to underserved populations without the help of funding beyond their tax income, such as grant monies or community fundraising.

3.30 Fundraising is often very helpful in building expanded collections and services. An active Friends of the Library group is often helpful in raising extra money. Assistance in forming a Friends group is available from the systems, the State Library and the Friends of Kansas Libraries organization.

3.31 Some libraries prefer to establish a foundation or endowment to handle funds that are given to the library. A foundation is appropriate when:

- a small group of citizens is willing to invest the time in organizing planned giving, deferred gifts and investments
- when the community has potential donors of larger gifts
- when the library prefers to retain control of invested funds.

3.32 Assistance in establishing a foundation or endowment is available from the State Library, the regional systems and from Kansas libraries that have successfully established them.

3.33 Community fundraising differs from a one-time capital campaign, such as a building program. Community residents are asked to give at a modest level that does not cause them discomfort. Both organizations and individuals can be asked to give materials or equipment that support the interests that they are known to have or the causes that they care about. A well-organized and publicized memorial program can be an excellent way to build the collection.

3.34 A successful community fundraising program usually takes years to develop. Too many librarians and trustees have decided that such efforts are not profitable before giving them a chance to develop.

3.35 It should always be remembered that consistent and thoughtful appreciation is the key to successful community fundraising.

3.36 A major problem faced by all public libraries is that they have such varied obligations to such a diversity of community needs. It is very difficult to balance all these demands, especially when the library’s budget is inadequate to meet the library’s needs. This section is intended to help librarians consider the needs of special parts of the community and to determine when and how they should be a priority.

3.37 Kansas public libraries have a number of priorities that are either legally mandated or simply too basic to neglect. In many cases, the only viable option is to work for better library support to meet the library’s real needs. The following areas should be considered priorities in every Kansas library:

- effective reference service
- effective use of electronic information
- circulating collections
- interlibrary loan.

3.38 But no public library can give equal priority to all elements of the service population and no library can meet all its needs at the same time. The library staff and trustees must study the community and its demographics and do thoughtful strategic planning to determine what the library’s current priorities should be. When strong programs are successfully implemented, the library should choose new areas for library development. A library that cannot identify projects for future development is in serious danger of stagnation and should undertake a planning process with system and State Library staff.

3.39 A library staff and board may determine that a particular area of service will NOT be a priority for the library. But those decisions should be logically justified in the library’s planning process. Some examples of such decisions might be:

PUBLIC LIBRARIES SHOULD CONSIDER THE NEEDS OF THE FOLLOWING TARGETED SERVICES WHEN THEY ARE DOING LIBRARY PLANNING:

3.40 There are basic services in economic support and community service that should be offered by every library:

- Every library should be able to help those who are seeking jobs or doing career development to reach such basic electronic resources as the Kansas Department of Human Resources Job Link.

- Every library should purchase or have access to materials on job applications and resume preparation.

- Every library staff should be familiar with social and public services offered in the community and able to refer library users to the appropriate agency for their needs. In larger communities, this usually means maintaining some database of community services.

- Every library should have developed and bookmarked web resources that will help library users access community social and public services, such as children’s services, family services, healthcare, financial assistance, housing, legal services, disability services and senior services. System and State Library staff can help locate the appropriate web sites.

3.41 These services should be marketed to the target audience through media coverage, flyers and bookmarks, the library’s website, the library’s newsletter, postings at public Internet stations or any other method that will reach those who need the services.

3.42 If the library’s service community has any economic development initiative, the library should be represented at the planning sessions, especially when issues of information access are being considered. When the librarian is a community leader, they are often involved in community economic planning. But if the librarian has other priorities, there are community leaders among the board members or active Friends who should be involved and should remind the community of the importance of library services to the community’s development.

3.43 Marketing library services to the business community should be a priority if:

- The library’s service area has a strong business and/or agricultural community. Small and private businesses should also be considered part of the business community.

- The library needs better financial support and business leaders could be valuable allies.

- The business community has organizations such as the Chamber of Commerce that will welcome the library’s participation.

- The library has not built an appropriate collection of books, journals and bookmarked websites for the use of the business community.

- The library has not developed any plan for marketing materials of special interest to the business community to the target audience.

- The library should be an active member of the Chamber of Commerce and other organizations where business people are active.

- The library should inform the business community of library services such as meeting room availability, public Internet access and telefax service.

- The library should encourage local business people to present library programs on topics related to their business interests.

- The library staff should learn more about the needs of the business community through surveys, interviews and meetings with groups of business people.

- The library director, or a designated staff member, should build an appropriate collection for the use of the business community. These may include reference works, books, journals or CD-Rom materials.

- The library staff should partner with the business community to finance materials that are valuable to the business community but beyond the resources of the library budget.

- The library director, or a designated staff member, should identify and bookmark online resources or create a web page with the business community.

- The library staff should market and distribute the Kansas Library Card to the business community.

- The library director, or a designated staff member, should become familiar with the business collection at the regional system headquarters and/or the nearest urban system.

- The library should market services and programs to the business community using a variety of print and web site publicity, personal communication and personal meetings.

3.45 Service to a specific ethnic or cultural population depends, of course, on having the target population in sufficient numbers to justify a special emphasis in local library services. It also depends on having library resources available to serve that population. Many libraries have found it necessary to pursue grant writing and/or community fundraising to extend library services.

3.46 Service to an ethnic or cultural population demands skillful marketing as library materials and services are being developed. This marketing does not need to be expensive. It is often done in partnership with members of the target population or with community leaders who have successful ties to the target population.

3.47 An effort should be made to gain information, not on what the special population wants from the library, but on what their needs and concerns are. The more information the library staff has on the population, the better they will be able to serve them.

3.48 A special population often appreciates an effort by the library to purchase, publicize and showcase materials on their culture and to bookmark web sites that are designed to meet their interests. It is best if members of the target population are involved in the collection development designed to serve them, since they often know what the best resources are.

3.49 A special audience is often not aware of basic library services such as public meeting rooms, free Internet access, public telefax, community information referral, popular videos, education videos, audiobooks or genealogy materials. Even if the library cannot afford a significant expenditure on materials for an ethnic or cultural population, the library staff and board can make an effort to make them aware of what the library has to offer them. Information on the library’s services should be distributed directly into the target population. The library staff should arrange to place materials at appropriate physical sites.

3.50 If the target population has English as a second language, they will appreciate materials in their own language. This is feasible in Spanish language materials, since Spanish ranks as a second language in the United States.

3.51 Languages that are less dominant in American culture are more difficult to incorporate into library services. But an effort should be made to market the availability of foreign language materials through interlibrary loan and to locate and bookmark Internet sites that would be of special use to the target population. The latter may require partnering with system staff or with staff from larger academic or public libraries, or with members of the target audience.

3.52 Individuals who are learning English as a second language often appreciate the availability of high interest/low vocabulary materials that will help them gain proficiency. They may also appreciate help from library staff or volunteers in learning computer skills. High interest/low vocabulary materials should be carefully marketed and showcased in the library so that they can be easily found, without a need for special assistance that might be intimidating.

3.53 While support for recreation, hobbies and special interests should be a priority for every public library, supporting it successfully and cost effectively is only possible if the library staff know the community well. The library staff needs to know what interests are strong enough in the community to warrant thoughtful collection development to support them.

3.54 When collection development or electronic resource development is done to support a community interest, those resources should be publicized directly to the target audience through print communications, web site communication, special programs and personal contact.

3.55 To identify special interests, the library staff and trustees should know what groups, organizations and churches are most active in the community.

- which genre fictions are most popular
- whether genealogy is a major community interest
- whether the community has an active local history association
- whether the community has an active fine arts association
- whether the community has craft shops or clubs
- whether the community has a major interest in gardening
- what the major recreations are for men, women and children in the community
- how many residents commute to other communities to work.

3.57 The library staff should work to make sure that the interests of men, such as financial planning, history, politics, travel, sports, fitness, vehicles, animals, hunting, recreational farming and yard work are as well supported and publicized as the interests of women and children.

3.58 The library staff also needs to make sure that interlibrary loan is available and publicized to effectively support people who have more unusual interests.

3.59 It is critically important for the library staff to gain as much information as possible about the interests of members of the library’s service community. This can be done through community study, observation of local media, surveys, invited discussion groups and informal interviews. Library staff members, trustees, volunteers and Friends should be actively encouraged to share their observations about the interests of the community residents.

3.60 Support for recreational interests should be a combination of books, magazines and familiarity with relevant websites. Internet resources can bring a lot of information on a wide variety of subjects into the library at low cost. Those with special interests can help identify the best resources in both print and electronic information.

3.61 An organized group of community residents who share a special interest are often willing to fund materials for the library to support their interest. Whatever the size of their financial investment, they will be glad to learn that the library is aware of them and supportive of their interest.

3.62 All Kansas public libraries should have children’s services as a priority. If the library does not have an adequate program for children the library should make service to this population a priority. The library staff should consult the Kansas Youth Services Guidelines that were created several years ago before designing their children’s services. These guidelines may be found at: http://www.skyways.org/KSL/development/youthservices2004.pdf.

3.63 However, after many years of work by the Kansas public library directors and the Kansas Consultants for Children and Young Adult Services, many Kansas libraries have children’s services as one of their strongest programs. If this is the case, the library has two options:

1. The library can choose new target populations to emphasize as current library priorities. For example, if the library has a declining population of school age children and a growing population of seniors, they may choose to emphasize service to older adults.

2. If the library has a strong children’s program but continues to have a high population of young families, the library may choose to expand its services to young families to include:

- library programs for parents of newborn babies
- winter storytimes
- storytime programs for toddlers and pre-school children
- programs for young adults, usually defined as library users from 11 to 17
- programs and collection development designed to support the needs of parents for parenting information and other life skills
- a bookmarked collection of web sites that cover children’s programs, children’s services, parenting skills and family needs
- a discussion group for parents of young children to share problems and solutions connected with parenting.

3.64 Public libraries that have a high population of school age residents and a strong children and youth program should pursue planning for partnerships with those who work with children. Target groups might include:

- parents
- teachers
- homeschool families
- education students
- preschool/day care facilitators
- librarians
- educators/administrators of specific programs
- parent-teacher organizations
- religious or civic/social group leaders (church youth pastor, 4H Club, Girl/Boy Scouts, Boys & Girls Club, etc.)
- service groups who donate time/money to children or families.

3.65 It is critically important to foster the library’s relationship with those who work with children through effective marketing. This can best be done through personal communication and face-to-face meetings, though other public relations techniques can also be used.

- staff for services to children with training and knowledge of current trends in children’s literature (awards, etc.)
- services and materials for homeschooling parents and organizations
- knowledge of the local resources for children and young adults
- knowledge of reference materials designed for children
- knowledge of online resources such as ERIC, World Book, SIRS Discoverer
- knowledge of current trends in education and child development.

3.67 The library should do the budget planning to ensure the purchase of a variety of materials including:

- children’s books and online resources
- education/resource materials
- periodicals that have a focus on parenting and education
- materials for specific programs that are of interest to educators and families

3.68 The library staff should take the time to plan services for target groups who work with children. This should include:

- collecting materials on specific subjects for parents, educators and service providers
- providing tours of library facility and basic library instruction for families and service providers
- sending communications such as newsletters, brochures and flyers on library services to target groups
- designing library related programs for target groups
- designing outreach or off-site programs for target groups
- including care centers in library service programs
- providing adequate time and training so library staff can offer reference service and readers’ advisory to target groups
- creating networking opportunities to meet with target groups, speak to target groups or attend their event to publicize the relevant library services.

3.69 Service to young adult library users, usually defined as those between 11 and 17 years of age, is one of the fast growing fields of library service. This is an age group that has often been lost to public library involvement and librarians are beginning to admit that they haven’t always had adequate commitment to serving this sometimes-difficult age group.

3.70 Whether a library should have service to young adults as a current priority depends on several factors:

- the size of the young adult population indicated in the community demographics
- the information and recreation resources already available to young adults
- the availability of people who can relate successfully to the teen and pre-teen population
- the financial resources of the library to support materials and computers for the use of young adults.

3.71 Every Kansas public library should have appropriate collection development for the young adult population. If there is space for a Young Adult Section, of any size, it should be placed away from the Children’s Department. The Young Adult Department should have excellent signage so the target audience can be as independent as possible.

3.72 Successful programming for young adults requires the involvement of people who can relate to them successfully. Until such people are in place, it is difficult to gain useful information on their real needs and interests. Teen leaders are often the best resource to develop and implement creative YA programs. The programs don’t have to be planned and led by the library director or even the children’s librarian. It is often volunteers, rather than staff members, that develop a successful program for young adults.

3.73 There are some communities where young adults already have many resources available to them and many demands on their time. In such cases, the library staff and board may choose to partner with other agencies to make the library more friendly to the young adult population. Or the staff and board may choose other legitimate priorities.

3.74 Library programs for young adults will not be successful unless these programs are marketed effectively to the target population. Good media coverage and web site publicity is needed. The teen leaders can also take an active role in placing creative publicity efforts in all the local schools.

3.75 Most Kansas public libraries have a large number of people over 55 in their service area and this population will grow in the coming years. Not only do older Kansans need fine library service but historically, older adults are among the strongest supporters of public library service. Kansas libraries should have library services to older adults as a priority.

3.76 The library should analyze its community of older adults to define and develop appropriate programs and services. Library services and programs for older citizens should be marketed effectively through media coverage, web site publicity, telephone message publicity, adult programs, written communication and personal contact with seniors, caregivers and agencies that work with seniors. The library should also market its programs and services directly to the intended audience.

3.77 The library should partner with the local or regional Area Agency on Aging and the local Senior Citizen Centers to bring additional materials and services into the library and to take library services and materials into the community.

3.78 All staff members who work with the public should have services to older residents bookmarked on their computers and should be prepared to refer them to an assistive agency at any time.

3.79 The library should obtain printed copies of the latest “Explore Your Options” publication for their home region and of all Kansas Department on Aging publications that are available from the KDOA website at: (http://www.agingkansas.org/kdoa/index.htm).

3.80 The library should offer appropriate levels of service to long term care centers and homebound residents. The right volunteer is often needed to make this possible for small libraries.

3.81 The library staff should purchase, publicize and showcase materials and programs that will help with:

- successful and happy senior years
- retirement careers and vocations
- intergenerational programs
- caregiving issues
- healthcare issues
- grandparent issues
- financial planning
- retirement
- travel
- hobbies

3.82 The library should plan an appropriate level of assistive technology. All public service computer stations should offer a large print font. In small libraries, all computer stations should be used in the seated positions. In larger libraries, a mix of tall and short computer stations should be available.

3.83 Library programs and services for older adults should be evaluated every two years for public awareness and effectiveness, since this target population is going to be growing and changing in many Kansas communities.

3.84 Library service to those with covered disabilities is a legally mandated obligation for all Kansas public libraries. Many Kansas libraries have had building programs or building modifications and can now be considered in very good compliance with the Americans with Disabilities Act. But Kansas still retains some library buildings that have real barriers to access that should be eliminated through long range planning for building programs.

- better handicapped parking
- better signage
- better lighting
- minor modifications to restrooms
- ergonomically correct furniture

3.86 Each library should have a written plan for complying with the Americans with Disabilities Act. Community residents who have legally protected disabilities can also help the library with this plan.

3.87 All public service areas, collections, and meeting rooms should be barrier-free. At least one restroom must be barrier-free.

3.88 If any of these areas are not barrier-free, they should be made barrier-free as soon as possible so that those with disabilities can use the library services easily and effectively.

3.89 Library staff should make a thorough investigation of all possible resources, including those of the parent government or administrative unit, before determining that an area cannot be made barrier-free. The inability to make an area barrier-free should be clearly documented. “Undue hardship” can only be justified if there are real cost projections and if efforts to secure funding have not been successful.

3.90 Library staff should make all services, programs, and materials available to everyone with disabilities or covered health conditions. The library has the same legal obligation to offer library service, whether the library building is completely barrier-free or not.

3.91 The library should offer an appropriate level of service to those who live in residential facilities and to those who are temporarily or permanently homebound. The right volunteer is often needed to make this possible in small libraries.

3.92 Library staff must offer special assistance for the disabled for all programs sponsored in the library. Flyers and posters advertising programs in the library should contain notices of available signing and other help for the disabled.

3.94 Each library should have large-print signs saying: “If you need special assistance to use any of the library’s materials or services, the library staff will be glad to help you.”

3.95 Each library should actively promote materials and consultant services for those with disabilities including large-print books, talking books, audiocassettes, and magnifiers. Information on the Kansas Talking Book Service and consultants should be advertised and available in each library.

1. The library has an ongoing plan for studying the community and reviewing demographic data.

2. The library staff uses a variety of methods to gather data about the community.

3. The library has an annual planning program to establish the current needs and priorities of the library.

4. The library has as ongoing priorities the essential library services of effective reference service, effective access and use of electronic information, good circulating collections and well-marketed interlibrary loan.

6. The library facility is evaluated once a year for welcoming atmosphere and effective function.

7. The library has identified projects for future development of library programs and services.

8. The library has a plan for marketing the collections and services that is reviewed and updated at least annually.

10. Information on the library is sent regularly to key community organizations and community leaders.

11. The library partners with other community groups to accomplish specific objectives.

12. The library has planned and will be marketing an appropriate level of service to support community services and community economic development.

13. The library has planned and will be marketing an appropriate level of service to the local business community.

14. The library has planned and will be marketing an appropriate level of service to any significant ethnic or cultural populations in the community.

15. The library has planned and will be marketing an appropriate level of service to community residents to have English as a second language.

16. The library has planned and will be marketing appropriate library services for the community’s major recreations, hobbies and special interests.

17. The library has planned and will be marketing an appropriate level of service to children and young families.

18. The library has planned and will be marketing an appropriate level of service to those who work with children.

19. The library has planned and will be marketing an appropriate level of service to young adults, defined as community residents between the ages of 11 and 17.

20. The library has planned and will be marketing an appropriate level of service for older adults, defined as those over 55 years of age.

21. The library has a written plan for compliance with the Americans with Disabilities Act that is reviewed at least every two years.

23. The library staff has received training in dealing with those who are elderly, disabled or in fragile health.

- Introduction
- Hours of Operation
- Reference and Referral
- Resources
- Standard Services Tools
- Checklists

4.1 Excellent public library service can be delivered from any public library, large or small, provided that the library staff is committed to customer service. Smaller libraries have special challenges that they cannot solve in isolation but active participation in regional systems and information networks can facilitate the provision of a wide range of services.

4.2 Each public library should be open as many hours as possible (but not less than the minimum number by type) at fixed times and with a uniform schedule that effectively meets the needs of the community.

4.3 For the convenience of the users, the library should be open some evening and weekend hours. The library hours should be chosen to meet the needs of the community. Hours when the library is closed should be times when the library would have fewer users.

4.4 People counters (laser/electronic sensors) should be installed at the library entrances to document the number of visitors. Gateway and linking libraries that cannot place electronic people counters should make use of patron counts and surveys to help determine the best possible hours.

4.5 During the hours when the library is open, all services, such as reference, children’s services and public access to the Internet should be maintained by an appropriate level of competent staff.

Library Type		Standard

Gateway - less than 500		15 - 20 per week
Linking - 500-1000		15 - 25
Service Center - 1000-2500		20 - 40
Major Service Center Level - 2500-10,000 I		35 - 60
Major Service Center Level II - 10,000-25,000		55 - 75
Major Resource Center Level I - 25,000-50,000		68 - 75
Major Resource Center Level II - over 100,000		68 - 80

4.6 Loan periods and borrowing limits should be based on collection size, patron borrowing needs, and turnover rate. Loan periods should allow sufficient time for reasonable use of circulating materials. Loan periods and limits should be as simple and as standard as possible.

4.7 The confidentiality of library user records should be maintained under the Kansas Open Records Act. Staff and Trustees should be aware that the library registration and borrowing records are legally open until they are specified as confidential in the library’s policy manual.

4.8 Library staff should provide reference service and patron assistance whenever the library is open. This service should be provided for all library users, regardless of age.

4.9 The reference service should provide current and correct information through a combination of print and electronic information that reflects the needs of the community.

4.10 Every Kansas library staff should make appropriate use of KANAnswer, the statewide online reference service for Kansas. Information on KANAnswer is available from the library systems and the State Library and at www.kananswer.info.

4.11 Every Kansas public library should participate in the access to information databases provided by the state of Kansas. These databases bring tremendous amounts of information into small communities that are not available in any other way.

4.12 Staff should actively promote interlibrary loan service, marketing it whenever the in-house collections and services cannot meet user needs. Interlibrary loan is critically important in serving patrons who are doing research or pursuing special interests. Every public library in Kansas should provide access to the Kansas Library Catalog and should have an established procedure that encourages users to request materials from other Kansas libraries through interlibrary loan. Every library should give serious consideration to joining KICNET. Through a partnership with the regional system or directly through OCLC, every library should additionally make available to patrons the opportunity to borrow materials from libraries outside the state of Kansas. Interlibrary loan protocols should be observed.

4.13 Every public library should participate in the creation of, and provide access to, community information in order to serve the community’s local information needs. Library staff members should be trained to provide effective referral from the library to other sources of information and assistance in the community.

4.14 Library based information on the community may include but is not limited to:

4.15 Because current and accurate information is critical to community referral, staff or volunteer time should be allocated for the purpose of contacting agencies and updating records to maintain community information.

4.16 All libraries should make appropriate use of the Community Access Network (CAN), which offers information on public and social services across the state of Kansas. Information on the Community Access Network is available from the State Library.

4.17 At least one staff person trained to use all reference resources and to provide electronic access to information should be on duty during the library’s operating hours. Reference staff in all libraries should be computer literate and trained in reference service, community information, reference interviewing techniques and online information retrieval.

4.18 All requests for information should be answered or referred within 24 library-open hours. Requests that cannot be filled by the local library should be filled through interlibrary loan, via electronic resources or through contact with another library or resource.

4.19 The quality of the library’s reference service should be reviewed annually based upon the above criteria. Libraries that do not meet these standards for reference should seek additional training and education in order to improve reference services.

4.20 Libraries which cannot meet these standards for reference or who wish to enhance their resources should contract with another library or with a library system for reference service.

4.21 The library’s collections should provide the public with materials that meet the information and recreation needs of the community. Every library should have a written collection management policy that:

4.22 The Board of Trustees should formally approve the collection management policy, review it annually, and make it available upon request.

4.23 All library resources should be organized for easy access and retrieval by library users. All print and non-print materials of permanent value should be cataloged and a current catalog maintained.

4.24 Recognized professional practices should be utilized in cataloging and classifying materials. Catalog records should contain sufficient information to fully identify each individual item, including a standard number such as ISBN or LCCN.

4.25 All library materials should be maintained in presentable condition and marked with an identification of ownership.

4.26 Every public library should have a continuous weeding program. At least 20% of the collection should be evaluated on an annual basis. At minimum, two to three percent should be weeded from the collection in each complete review of the entire collection. The CREW Method is a useful resource for weeding projects and is available from the systems and the State Library.

4.27 Every library should have clearly written procedures for acquiring and processing materials.

4.28 All newly acquired library materials should be listed in the Kansas Library Catalog. Older records should be updated regularly.

4.29 It is critical to recognize that while in-house library collections should be as comprehensive as possible, they are only a part of the service offered by any effective public library. They must be supplemented by an active interlibrary loan program and by access to remote and/or electronic information. These might include access to CD-ROM products, commercial databases, State of Kansas databases, Internet and other online services. Some of these services might also be offered through the regional library systems for small libraries. Every public library in Kansas should offer access to the resources of the state and the nation.

4.30 The minimum sizes of cataloged collections are identified in the following table. These figures may include rotating and bulk loan collections but do not include items such as ephemeral paperbacks that are not cataloged.

Library Type		Standard

Gateway - less than 500		12 items per capita
Linking - 500-1000		12 items per capita
Service Center - 1000-2500		10 items per capita
Major Service Center I - 2500-10,000		7 items per capita
Major Service Center II - 10,000-25,000		5 items per capita
Major Resource Center I - 25,000-50,000		3 items per capita
Major Resource Center II - over 100,000		3 items per capita

4.31 The minimum annual subscriptions to periodicals are identified in the following table. These standards can be met through a combination of print and full text electronic sources.

Library Type		Standard

Gateway - less than 500		10 - 20
Linking - 500-1000		15 - 30
Service Center - 1000-2500		35 per 1,000 population
Major Service Center I - 2500-10,000		20 per 1,000 population
Major Service Center II 10,000-25,000		15 per 1,000 population
Major Resource Center I - 25,000-50,000		10 per 1,000 population
Major Resource Center II - over 100,000		10 per 1,000 population

4.32 Periodical back files and indexes should be available to help patrons access the citations for which they are searching. Back files and indexes can be in print, microform, or electronic format. The number of print back files kept in a library and the length of time they are kept should be determined by community needs and managed by a written policy. The policy should take into consideration the number of print back files available in cooperating regional libraries. Emphasis should be placed on the shift from print to electronic databases and online sources with full-text information, citation indexing, and online archives. Access to these resources for patron use should be considered in collection development. Access to statewide resources should be fully utilized.

4.33 Public libraries should also provide local, regional, and national newspapers for in-house browsing and via electronic access.

4.34 Each library should maintain a collection of non-print materials in a variety of formats in response to community needs. Examples include CD-ROM, videos, audiobooks, and computer software.

- an appropriate number of telephones
- an appropriate number of photocopiers
- at least one fax machine
- at least two computer workstations that include Internet access.

1. Library is open as much or more than the minimum number of hours set for that library type.

3. Library actively promotes and markets interlibrary loan, using effective procedures and standard interlibrary loan protocols.

5. Reference staff is computer literate and trained in reference services, community information and reference interviewing, and online information retrieval.

6. Library staff are computer literate and make appropriate use of Blue Skyways, Kanlib-l, Kanfind and Kan-ed databases, the KANAnswer statewide reference service and the Community Access Network.

7. Library maintains community information to refer library users to sources of information and help within the community.

8. All requests for information are answered or referred within 24 library-open hours.

9. Library has a written collection development policy that includes all elements of item 4.21.

10. Library evaluates at least 20% of its collection annually and withdraws at least 2-3% of the collection in each complete review.

13. All new library materials are placed in the Kansas Library Catalog, and all older records are updated regularly.

15. Library’s cataloged collections contain at least as many items as indicated by library type.

16. Library subscribes to at least the minimum number of periodicals as indicated by library type.

17. Back files or electronic resources enable patrons to access the periodical citations for which they are searching.

19. Library maintains a collection of non-print materials based on community needs and interests.

20. Library collects statistics according to requirements of regional library systems and Kansas State Library.

22. Library has an appropriate number of telephones, photocopiers, fax machines and computer stations with Internet access for staff and public use.

Introduction
Standards for Local Automated Systems
Personnel Training Standards:
     Gateway – Linking
     Service Center
     Level I Major Service Center
     Level II Major Service Center
     Level I Major Resource Center
     Level II Major Resource Center
Technology Equipment Standards:
     Gateway
     Linking
     Service Center
     Level I Major Service Center
     Level II Major Service Center
     Level I Major Resource Center
     Level II Major Resource Center
Checklists for Automation and Technology

5.1 Every public library should ensure each person's access to the information that is needed in a timely manner and appropriate format by providing trained staff, information resources, up-to-date technology and adequate telecommunications that provide quick, reliable connections.

5.2 Computer literacy is an important standard of service for library staff at all levels. All staff members should work toward a basic level of computer literacy, including familiarity with the operating system(s) of choice in their library. Technology is constantly changing, therefore staff members should continually update their computer literacy skills. Every library director should subscribe to the statewide library listserv Kanlib-l, as well as any appropriate regional listservs.

5.3 Library staff members who work with the public should be able to assist patrons in using the electronic information resources available. They should have a working knowledge of the searching techniques used in various online resources, and should be able to assist patrons with basic functions such as printing and saving documents. Every library should have bookmarked online access to the Kansas Library Catalog and Kansas Library Card databases. Where available, libraries should subscribe to local and regional newspaper websites.

5.4 All public libraries should provide email for staff use, public access to online databases, Internet access, fax, and photocopy service. Every library should have in place adequate policies for computer use and Internet access. These policies should be reviewed each year and updated as new issues arise, others become obsolete and legal decisions are enacted.

5.5 All library computers should have anti-virus software installed and kept up-to-date. Patron computers should have software or hardware security measures in place to ensure consistent and reliable performance.

5.6 Each public library should develop a flexible technology plan that is frequently reviewed and adjusted to reflect current needs. All equipment should be maintained regularly and placed on a replacement schedule as appropriate, with most computer equipment replaced after three to five years of service. Library budget should include funds to support this schedule.

5.7 Every public library should provide adequate time and financial support to train staff in the use of the equipment and online information services assigned to their job responsibilities. Training may be conducted in-house by library staff, by regional consultants or by outside instructors.

5.8 An integrated library automation system is a computer system designed around a database of machine-readable bibliographic records for all types of library materials. Functions may include acquisitions, cataloging, serials control, circulation and public access catalogs. Libraries should explore the development of web accessible catalogs.

5.9 When a public library is automated, all cataloged materials in its collections should be included in its database.

5.10 Libraries without local automation systems should work toward getting records of their collections into machine-readable form (full MARC). These should be entered on the KLC, either by using the Holdings Update Program or through the regional system.

5.11 The need for a local automation system, and its financial feasibility, should be evaluated regularly by the library staff and board in cooperation with regional system personnel.

5.12 Library staff should be trained to provide access to automated interlibrary loan, either directly or through the regional system; access to CD-ROM and online databases; fax and electronic mail. Some staff should be trained to provide reference services through Internet searching.

5.13 Library staff should be trained to provide direct access to automated interlibrary loan; access to CD-ROM and online databases; fax and electronic mail. Staff should be trained to provide reference service through Internet searching. Some staff should be trained to provide technical assistance to patrons.

5.14 Library staff should be able to provide automated interlibrary loan. All staff should be able to participate in electronic mail. Staff should be able to provide reference service through print format and online reference access. Interlibrary loan requests and reference questions that cannot be met at the facility should be referred within 24 hours.

5.15 Some staff should be trained to create, update and maintain websites, and provide technical assistance to patrons.

5.16 Library staff members should be able to use office software, fax, CD-ROM, electronic mail and online services. Reference and information staff should be proficient in the use of electronic information services and databases. One staff member trained in the use of online technology should be on duty whenever the library is open.

5.17 Some staff should be trained to create, update and maintain websites, and provide technical assistance to patrons.

5.18 The director should provide a training program plan for technology training of all support staff.

5.19 Library staff members in every facility should be able to use office software, fax, CD-ROM, electronic mail and online services. Reference and information staff in every facility should be proficient in the use of electronic information services and databases. In every facility, one staff member trained in the use of electronic technology should be on duty whenever the library is open.

5.21 Department heads and branch directors should provide a comprehensive training program plan for technology training of all support staff that is placed in personnel folders and reviewed during performance appraisal.

5.22 Library staff members in every facility should be able to use office software, fax, CD-ROM, electronic mail and online services. Reference and information staff in every facility should be proficient in the use of electronic information services and databases. In every facility, one staff member trained in the use of electronic technology should be on duty whenever the library is open.

5.24 Department heads and branch directors should provide a comprehensive training program plan for technology training of all support staff that is placed in personnel folders and reviewed during performance appraisal.

5.25 Technologically-sophisticated staff members should be encouraged to share their expertise with other Kansas libraries through consulting, participation in system programs and participation in statewide programs.

5.26 The library should have at least three computer workstations with broadband Internet access, good quality printers, and CD-ROM drives. One should be for staff use and two should be public access computers. The library should also have fax service. The library should have Internet service and bookmarked access to the Kansas Library Catalog and Kansas Library Card databases.

5.27 The library should periodically consider the need for an integrated library automation system. Bibliographic records for all materials should be created in or converted to full MARC format.

5.28 The library should have an annually updated technology. A written copy of the technology plan should be on file.

5.29 The library should have at least five computer workstations with broadband Internet access, good quality printers, and CD-ROM drives. At least one should be for staff use and four should be public access computers. The library should have fax service. The library should have bookmarked access to the Kansas Library Catalog and Kansas Library Card databases.

5.30 The library should have an integrated library automation system. Bibliographic records for all materials should be converted in or converted to full MARC format.

5.31 The library should have an annually updated technology plan using the E-rate plan as a template. A written copy of the technology plan should be on file.

5.32 The library should have at least 10 computer workstations with broadband Internet access, good quality printers, and CD-ROM drives. At least four should be for staff use and six should be public access computers. The library should have fax service. The library should have bookmarked access to the Kansas Library Catalog and Kansas Library Card databases and be an active participant in the Kansas Interlibrary Loan System.

5.33 The library should utilize an integrated library automation system to manage circulation and cataloging and to provide an Internet-accessible web-based public access catalog. Bibliographic records for all materials should be created in or converted to full MARC format and loaded in the Kansas Library Catalog.

5.34 The library should have an annually updated technology plan using the E-rate plan as a template. A written copy of the technology plan should be on file.

5.35 The library should have at least 15 computer workstations with broadband Internet access, good quality printers, and CD-ROM drives. At least five should be for staff use and ten should be public access computers. At least 10 computers should be available for public use. The library should have fax service. The library should have bookmarked access to the Kansas Library Catalog and Kansas Library Card databases and be an active participant in the Kansas Interlibrary Loan System.

5.36 The library should utilize an integrated library automation system to manage circulation and cataloging and to provide an Internet-accessible web-based public access catalog. Bibliographic records for all materials should be created in or converted to full MARC format and loaded in the Kansas Library Catalog.

5.37 The library should have an annually updated technology plan using the E-rate plan as a template. A copy of the technology plan should be on file.

5.38 The library should have at least 20 computer workstations with broadband Internet access, good quality printers, and CD-ROM drives. At least five should be for staff use and fifteen should be public access computers. At least 15 should be for public access. The library should have fax service.

5.39 The library should utilize an integrated library automation system to manage circulation and cataloging and to provide an Internet-accessible web-based public access catalog. The library should provide regularly scheduled introductory computer training for patrons. Bibliographic records for all materials should be created in or converted to full MARC format and loaded in the Kansas Library Catalog. The library should be an active participant in the Kansas Interlibrary Loan System.

5.40 The library should have an annually updated technology plan. A written copy of the technology plan should be on file.

5.41 The library should have as many computer workstations and fax machines as needed for the efficient delivery of services but no fewer than 40 with at least 30 for public access. All workstations should have the capability to access email and online information services. The library should have fax service.

5.42 The library should utilize an integrated library automation system to manage circulation and cataloging (with enough terminals to meet public demand) and to provide an Internet-accessible web-based public access catalog. Public communication between the library and its users who have Internet access should be provided. The library should provide regularly scheduled introductory computer training for patrons. Bibliographic records for all materials should be created in or converted to full MARC format and loaded in the Kansas Library Catalog. The library should be an active participant in the Kansas Interlibrary Loan System.

5.43 The library should have a comprehensive, annually updated plan for progressive library technology development. A written copy of the plan should be on file.

5.44 The library should have as many computer workstations as needed for the efficient delivery of services but no fewer than 250 with at least 170 for public access. All staff workstations should have the capability to access email and online information services. The library should have fax service.

5.45 The library should utilize an integrated library automation system to manage circulation and cataloging (with enough terminals to meet public demand) and to provide an Internet-accessible web-based public access catalog. Public communication between the library and its users who have Internet access should be provided. The library should provide regularly scheduled introductory computer training for patrons. Bibliographic records for all materials should be created in or converted to full MARC format and loaded in the Kansas Library Catalog. The library should be an active participant in the Kansas Interlibrary Loan system.

5.46 The library should have a comprehensive, annually updated plan for progressive library technology development. A written copy of the plan should be on file.

1. All staff members are familiar with the computer operating system of choice in their library, and are able to use the computer to adequately perform their job duties. The library director subscribes to Kanlib-L and any appropriate regional list-serves.

2. Staff members who work with the public are able to provide patron access to inter-library loan resources.

3. Staff members who work with the public are able to assist patrons in the use of the automated information resources available. They have a working knowledge of the searching techniques used in various online resources, and are able to assist patrons with basic functions such as using the Internet and email, printing, and saving documents.

4. The library provides adequate time and financial support for staff training in the use of technology.

5. The library has developed a flexible technology plan that is frequently reviewed and adjusted to reflect current needs.

6. All equipment is maintained regularly and placed on a replacement schedule as appropriate, with most computer equipment replaced after three to five years of service. The library budget includes funds to support this schedule.

9. The library provides fax, photocopy, and broadband Internet service to the public.

10. The library has a website that lists contact information and hours of operation.

11. All library computers have anti-virus software installed and kept up-to-date. Patron computers have security software or hardware measures in place to insure consistent and reliable performance.

12. The library provides bookmarked online access to the Kansas Library Catalog and Kansas Library Card databases. Where available, the library subscribes to local and regional newspaper websites.

13. The library's collection has been converted to machine-readable form (full MARC) and entered into the Kansas Library Catalog.

14. The library staff and board, in cooperation with regional system personnel, regularly evaluate the need for a local automation system and/or web accessible catalog.

15. If the library's catalog is automated, all catalogued materials in the collection are included in its database.

1. The library provides broadband Internet access with at least 1 staff computer and 2 public access computers.

1. The library provides broadband Internet access with at least 1 staff computer and 4 public access computers.

1. The library provides broadband Internet access with at least 4 staff computers and 6 public access computers.