Page 109 - DLIS003_LIBRARY ADMINISTRATION AND MANAGEMENT

Library Administration and Management

Notes Self Assessment

Fill in the blanks:
1. ……………results in efficiency and economy.
2. ………….. forces play a less significant role in service-oriented and not-for-profit
organizations.
3. ……………………….. are paternalistic, service-oriented and not-for-profit organizations.

Caselet Metropolitan Public Libraries

he Urban Libraries Council published Governance and Revenue Structures: New
Field Data on Metropolitan Public Libraries, Analysis and Conclusions – April
T2004. A total of 96 libraries participated in the survey.
This study found that funding for metropolitan public libraries continues to come
predominantly from local sources, in particular from dedicated taxes. ULC reports that
the use of private funding arms, both development departments and non-profit
foundations, are on the rise. Currently

64 of the reporting libraries currently have 501(c)3 library foundations.
30 have development departments.
When surveyed on what the biggest challenge to public revenues is today, Urban Libraries
Council members agreed—three to one—that the challenge is the adequacy of library
funding, rather than the stability of that funding.

The taxing capacity of libraries is varied:
30 of the reporting libraries have the capacity to levy taxes.
21 have bond capacity.

4 have excess levy capacity.
2 have sales tax capacity.
A small number of library boards have direct authority related to taxes and bonds:

14 of the reporting libraries can call for a tax election.
16 can call for a bond election.
16 can authorize new taxes.
12 can authorize new bond levies.
Diversity of Revenue Streams

Local Sources: Local sources of revenue are the primary source of public library funding.
53% of libraries report receiving 90% of their funds from local revenue streams.

For another 29% of libraries, local sources represented 80-89% of total operating budget
revenues in 2003.

Contd...

104 LOVELY PROFESSIONAL UNIVERSITY