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BL
24,4 The recession, budgets,
expectations and realities
Charles I. Guarria
200 Brooklyn Campus Library, Long Island University, Brooklyn, New York, USA
Received 21 July 2011
Accepted 1 August 2011 Abstract
Purpose – This article seeks to provide insight on how librarians managed through the recession. It
aims to highlight key areas of concern such as budgets and personnel. It is the culmination of two
surveys administered in the succeeding summers of 2009 and 2010.
Design/methodology/approach – The library community was notified of the surveys and
provided the surveys’ link via numerous library listservs. The same listservs were used for each
survey. The responses received were from representatives of academic, special and public libraries.
Findings – An examination of the surveys reveals that budget cuts were worse in fiscal year (FY)
2009 than they were in 2010. Suggesting the cuts enacted in FY 2009 were effective thus less severe
cuts were needed in FY 2010. Stress levels were high for FY 2009 and inched higher in FY 2010. There
was no significant help, in terms of cost sharing for purchases, from the departments within the
organizations the libraries served. Best practice suggestions were offered in many areas to include
communication, purchasing and personnel.
Originality/value – When the economy experiences a contraction, businesses, governments and the
general population begins to rein in expenses. This affects libraries of all types, special, academic and
public. The article explores how the library community dealt with this issue and provides information
that generates problem solving ideas for those in budgetary and leadership roles.
Keywords Budgets, Economy, Recession, Libraries, United States of America, Librarians,
Economic cycles, Cost reduction
Paper type Research paper
Introduction and literature review
The National Bureau of Economic Research determined that in June of 2009 the US
recession had come to an end and a recovery was beginning (National Bureau of
Economic Research, 2010). However true this may be, the recovery, labeled as slow
growth by many economist, has been complicated by an increase in gas and food
prices. A recent Gallup poll ending July 17, 2011 reveals that 69 percent of Americans
believe the economy is getting worse (Gallup, 2011). Suffice to say, libraries are in effect
dealing with their own slow growth recovery. It is true that budgets are stabilizing and
may even improve (Kaser, 2011). However, library budgets typically lag behind the
general recovery of the economy ( James-Gilboe, 2010). This is borne out in a recent
survey showing 72 percent of public library respondents indicated that their budgets
have been cut (Kelley, 2011) as well as the Association of College and Research
Libraries (ACRL) listing budget challenges as one of the top trends in academic
The Bottom Line: Managing Library libraries (Association of College and Research Libraries, 2010).
Finances Librarians have experienced this phenomenon before. In tough economic times,
Vol. 24 No. 4, 2011
pp. 200-217 library budgets are cut while service typically increases as the public seeks skills
q Emerald Group Publishing Limited training, uses the library for job searching, or to save money by utilizing free services
0888-045X
DOI 10.1108/08880451111193299 such as an internet connection (Fiels, 2009). Similarly, library services are

2. advantageous to those seeking small business opportunities (Morales, 2011). The The recession
positive of an economic slowdown driving usage up is it presents an opportunity to and realities
build user loyalty (Public Library Quarterly, 2011). Typically, when the economy is in a
downturn, enrollment in higher education increases as people seek retraining through
education. This tendency continued; in 2008, freshman enrollment was up 6 percent to
a record 2.6 million and the US Government’s preliminary data for 2009 showed the
rise to continue to a new high (Yen, 2010). 201
Because of the recession, librarians were in a position of striving to keep budgets at
acceptable levels so that they could maintain the services their patrons seek. Money
became scarce, endowments suffered a sharp drop in value during the recession due to
the stock market’s decline (McCaslin, 2010), the Foundation Center estimated that 43
percent of their surveyed foundations expected to reduce the number of grants
awarded (Taylor, 2010) and the state budget crisis, already at levels not seen since the
great depression (Herbert, 2010), has had a deleterious effect on the money states
allocate to libraries.
The two surveys that constitute this study did not find fundraising to be a
prominent topic. The literature reveals that libraries did turn to or increased their
fundraising efforts. It was suggested that this can be a multi-faceted approach through
use of the $787 billion American Recovery and Reinvestment Act (ARRA) of 2009. The
American Library Association (ALA) identified three opportunities for libraries
through the ARRA, the state stabilization fund, the senior community service
employment program and broadband programs. Creative approaches to fundraising
may be attempted such as the ALA’s Adopt a Library program (originally designed to
help libraries in Louisiana and Mississippi after Hurricane Katrina) or perhaps
establishing your own adopt programs such as Adopt a Database (Taylor, 2010).
Another creative approach to fundraising available to academic libraries are the
alumni who have taken distance learning courses. Though many of these students
have never physically visited the library they have used the library online and may be
willing to be a benefactor. What helps in this regard is that libraries have made the
distance learner feel connected to the university. Further, these students are typically
older, more financially secure and therefore in a better position to be philanthropic. In
actuality, this is not an unheard of practice as up to the decade of the 1950s private
funding was commonplace for publicly-funded libraries. Slowly, over the last three
decades, there has been a shift back towards libraries seeking private benefactors
(Casey and Lorenzen, 2010). It should be noted that fundraising need not be just for
immediate financial needs but can also lay the groundwork for a lasting relationship
between the donor and the library (Miller, 2010). It is suggested that the effectiveness of
fundraising would be an interesting topic for further research.
Fundraising is a form of advocacy. Advocating for your library may also entail
properly marketing your services. This is significant as a lack of awareness of library
resources is a barrier to use ( James-Gilboe, 2010). A lack of use could lead to less
library support. KPMG library in Washington, DC marketed their services in such a
manner as to make the library unique enough to not only avoid being closed as others
in the firm were, but to have the material from the libraries KPMG were closing sent to
the library in Washington, DC. Communication was a key element as the librarian in
charge was in constant contact with the managing partner, department heads, and
functional groups, to analyze what their research needs were and how the library could

3. BL fill those needs. On the other hand, Apple Corporation could not stop the elimination of
24,4 seven workers from the 14 in their library as it failed to communicate (which is what
marketing your services is) to management the value of having an in-house library
over outsourcing the work (Fletcher et al., 2009).
The library community was better prepared than in the past to advocate for
themselves. Libraries used various types of media to get the word out that their
202 budgets should not be cut (Fiels, 2009). South Carolina public libraries used social
media as well as traditional means of communication to convince state lawmakers to
overturn the Governor’s veto of funding equal to $6.37 million (Goldberg, 2010).
Endowments, as well as tax revenue, were cited as major factors in two surveys on
the topic of budgets and the worldwide economic contraction. Both surveys were
conducted by the Association of Research Libraries (ARL). The first survey was for the
FY 2008-2009, the results showed that 19 of the top 20 ARL institutions had budget
declines ranging from 15-30 percent while the one outlier had a budgetary decrease of
less than 15 percent. Operations and staff took the most severe cuts while acquisition
was generally flat. The second survey was for the FY 2009-2010, it indicated that the
situation continued to decline as acquisitions, operations and staff experienced
budgetary cutbacks (Lowry, 2010).
Over the past four years a majority of states have reported cutting funding to public
libraries while academic libraries are facing stagnate budgets due to declining state
support (American Libraries, 2011). Despite many states increasing taxes, further
budget cuts are in the offing (Herbert, 2010).
At times, negotiations between unions and states or municipalities have been very
contentious. However, solutions can be found. As was evidenced in Hartford
Connecticut where employees of the Hartford Public Library consented to roll back
agreed to pay raises and hours worked for fiscal year 2008-2009. Had this not been
done, additional employees would be laid off. Also, this agreement may enable two
branches previously closed to reopen. Similar to the recent Wisconsin labor
negotiations, the Hartford board stated that some of the budgetary distress was the
fact that the city took back responsibility for the library pension system (Blumenstein,
2008).
In Philadelphia, where librarians are also represented by a union, a three year
debate has ensued regarding the closing of library branches. In 2008, Mayor Michael
Nutter announced the closing of 11 of the 54 branches in the Philadelphia library
system as well as a reduction in hours for other branches. This was part of an effort to
bridge a $1 billion dollar budget gap (Eberhart, 2008). It was reported in March of 2009
that a judge had overruled this decision based on a suit filed, in part, by the local union
of municipal employees (American Libraries, 2009). As recently as the fall of 2010
library officials successfully convinced the state legislature to not force the closure of
all 54 library branches (Zankey, 2010).
The issue of funding is not exclusive to big cities. A suburb of Boston, the town of
Saugus, was temporarily shut down for approximately one month because of the
possibility of the entire budget being whipped away. The voters rejected a tax override
leading the town’s manager to announce that he was whipping away the entire library
budget. However, after about a month the town took money from other departments to
allow the library to open 15 hours a week (Flagg, 2007). Since then the library was
increased it hours to 50.4 per week (American Libraries, 2007).

4. Highlighting some of the budgetary concerns of academic libraries underscores The recession
ACRL’s listing of budget challenges as a top trend. In FY 2010 Yale University library and realities
reduced its collection budget by 15 percent (Macklin, 2010). Between the FY’s of
2007-2008 and 2010-2011 Florida Atlantic University had a 5.1 percent budget
reduction (Florida Atlantic University, 2010). Emory University libraries cut 1.8
percent from the FY 2008-2009 collections budget and estimates that an additional cut
of near 6 percent will needed for FY 2010-2011 (Kniffel and Bailey, 2009). Finally, 203
California Governor Jerry Brown is proposing $500 million in cuts to the University of
California (UC) system for FY 2011-2012. This has led to possible budget cuts of $96
million at University of California at Los Angeles, $81 million at UC Berkeley, $31
million at UC Santa Cruz, $38 million at UC Riverside and $27 million at UC San
Francisco (Gordon, 2011).
Good news can be found. The author’s survey results did show some libraries
receiving budget increases and this is reflected in the literature as well. In 2008, despite
the fears of a recession, voters approved funds for the Atlanta Fulton County Public
Library system to either build a new central library or refurbish the existing main
building (Goldberg, 2008) as well as build new libraries, consolidate, expand and
renovate others (Fox and Edwards, 2011).
Voters in other areas of the country approved tax increases for their libraries in
spite of the recession. Though there has been some delay in releasing the money to the
library system, (Slavin, 2011) voters in Oregon’s Clackamas County approved a
permanent property tax increase to keep the library operating (Goldberg, 2008).
Michigan’s Jackson District voters also approved a property tax increase, for the years
2009-2017 to keep all 13 branches open (Goldberg, 2008).
The economic problems many towns, cities and states are facing are also being felt
at the federal level; thus reducing or keeping flat funding to school libraries. In fiscal
year 2009, though increasing public library funding, President Bush kept school
library funding at the same level as FY 2008. It is interesting to note that this is less
than the funding for FY 2006 and 2007 (School Library Journal, 2008). The problem
continued under the Obama administration, for FY 2010 he too proposed keeping
spending for school libraries at FY 2008 levels while increasing spending on public
libraries (Whelan, 2009). His budget for FY 2011 allocates $400 billion in education,
while eliminating school library funding (Whelan, 2010). Naturally, this has strained
school libraries as approximately a third reported budgets cut in 2010 and half were
flat. However, an eighth did realize an increase (Farmer, 2011). Symptomatic of this is
the Mesa Arizona school board’s plan to eliminate every school media specialist
position and replace them with library aides (American Libraries, 2008). It should be
mentioned that some of the school media specialists will be reassigned to classrooms
(Whelan, 2008).
It is instructive to note that even though the focus of this article is on the recent
recession in the USQ, many economies throughout the world experienced a recession
(Kidd, 2010). As Kidd (2010) points out, the UK grappled with budget cuts and how
academic libraries would be able to support both teaching and research in light of these
cuts. In March 2010 the UK’s Research Information Network noted that large
university libraries expected to run budget deficits averaging, 400,000 British pounds
(Kidd, 2010) or 607,932 US dollars.

5. BL South Africa suffered its first recession in seventeen years (Theunissen, 2009). It
24,4 began in May 2009 ((Saurombe, 2010) and ended in September of 2009 (Theunissen,
2009). However, due to a grant by the South African Department of Arts and Culture
designed to upgrade libraries from 2007 thru 2013, most of the provincial (public)
library directors were of the opinion that the impact of the recession was moderate. The
libraries were affected to the extent that the recession forced publishers and agencies to
204 go out of business limiting the availability of library resources (Saurombe, 2009).
An interesting fact that both Kidd and Saurombe mention is how the exchange rate
decreased the value of the currency resulting in less purchasing power. This is not an
occurrence mentioned within the two surveys examined below.
Fiscal year 2011 began looking much like the preceding three years a mix of some
budget victories, some partial victories and some defeats. On the plus, New York
Public Library avoided a $37 million budget cut in part due to a letter writing
campaign. Similarly, public libraries in Los Angeles, Charlotte and Boston were able to
avoid deep budget cuts. It was a partial victory for New Jersey to the extent that the
public libraries staved off a $10.4 million budget cut but still had a budget cut of $6
million. Unfortunately Pennsylvania public libraries suffered a 9.1 percent cut after
absorbing a 28 percent cut in FY 2009-2010 (Goldberg, 2010).
Survey findings
The two surveys combined received 479 responses. Given that number of responses,
the surveys represent a 95 percent confidence level that the margin of error is 4.48
percent.
Question one. What type of library do you represent?
There were 478 responses to this question with one person electing to skip the
question. Academic libraries accounted for 86.82 percent of the responses, public
libraries were 7.53 percent and special libraries accounted for 5.65 percent (see
Figure 1).
Question two. In the preceding fiscal year was your library budget cut, kept flat or
increased?
Of the 295 responses in the 2009 survey 33.22 percent of responders indicated that their
budgets were cut, that percentage was exceeded by an additonal 10.50 percent in 2010
as 43.72 percent of the 183 responders expected their budgets to be cut. Inerestingly, in
Figure 1.
What type of library do
you represent

6. 2009 and 2010 those expecting a flat budget were nearly identical at 40.00 percent and The recession
40.98 percent respectively. While increased budgets had a significant drop from 26.78 and realities
percent in 2009 to 15.30 percent in 2010 (see Figure 2).
Question three. In the current fiscal year has your library budget been cut, kept flat or
increased?
A look at the responses for 2010 reveals a slightly optimistic sign as cuts were less, 205
year over year, and budgets remaining flat increased (see Figure 3). In 2009, 58.64
percent indicated that their budgets were cut, in 2010 a slight decrease, 54. 64 percent
indicated a budget cut. Further, those responders indicating a flat budget grew by 7.85
percent. In 2009, 27.12 percent of responders indicated a flat budget. That number grew
to 34.97 percent in 2010. Naturally, budget increases were hardest to come by as that
figure dropped 3.86 percent from 14.24 percent in 2009 to 10.38 in 2010.
Question four. For the coming fiscal year do you expect or have you been told that your
budget will be cut, kept flat or increased?
Across the board the pessimism of 2009 was less so in 2010. A more positive response
was recorded for each answer; cut, remain flat or increase (see Table I).
This can be an indication that budget cuts in 2009 were sufficient enough to allow
for a certain amount of easing in 2010. The author proposes that this is an interesting
topic for further analysis.
Figure 2.
Preceding fiscal year
budget
Figure 3.
Current fiscal year budget

7. BL By subtracting out those who chose the response not told, the positive tone was even
24,4 greater (see Table II).
Question five. If increased, what is/was the most recent increase?
The following increases were available for selection:
206
.
1-5 percent;
.
6-10 percent;
.
11-15 percent;
.
16-20 percent;
.
21-25 percent;
.
26-30 percent; and
.
. 30 percent or unknown.
Despite the dire economic conditions in 2009 and 2010 there were some libraries that
received budget increases. The 2009 survey received 86 responses while the 2010
survey garnered 52 responses (see Figures 4 and 5). Eliminating those who responded
unknown, most responses were in the smallest percentage ranges that being a 1-5
percent budget increase. The outliers were two responders, in both years, who replied
that they received a 30 percent increase in their budgets. The story that the numbers
tell is optimistic, in 2009, 54.65 percent received a budget increase of between 1-10
percent while in 2010 59.62 percent reported a budget increase of between 1-10 percent.
After subtracting answers for the 1-5 percent, 6-10 percent and the unknowns, the
balance of the responders indicated a marginal increase of 0.71 percent from a 2009
figure of 6.98 percent to a 2010 figure of 7.69 percent.
Question six. If cut what is/was the most recent budget cut?
The following decreases were available for selection:
.
1-5 percent;
.
6-10 percent;
Cut Remain flat Increase Not told Total
Year (%) (%) (%) (%) (%)
Table I.
Budget expectations all 2009 56.95 15.59 5.09 22.37 100.00
responses 2010 47.54 22.95 8.20 21.31 100.00
Cut Remain flat Increase Total
Year (%) (%) (%) (%)
Table II. 2009 73.36 20.09 6.55 100.00
Budget expectations 2010 60.42 29.17 10.42 100.01
minus those who were
not told Note: There is a slight rounding error of 0.01 percent for 2010

8. The recession
and realities
207
Figure 4.
2009 budget increases
Figure 5.
2010 budget increases
.
11-15 percent;
.
16-20 percent;
.
21-25 percent;
.
26-30 percent; and
.
. 30 percent or unknown.
Budget concerns are not only the by-product of the cycles in an economy. Even prior to
the recession, which began in December 2007, librarians mentioned stressed budgets as
being a persistent challenge. In the 2007 Library Journal Job Satisfaction Survey 28

9. BL percent of academic librarians responded that budgetary constraints were their biggest
24,4 challenge. They commented that budget lags resulted in unfilled job lines, which puts
more responsibility on those still who are still employed (Albanese, 2008).
This persistent challenge mentioned in 2007 was borne out in the survey results.
Both 2009 and 2010 saw relatively the same responses within each percentage
category. The majority of cuts fell in the 1-5 percent and 6-10 percent range. In 2009,
208 the largest response, 28.94 percent, was in the 6-10 percent range while in 2010 the
largest response, 29.01 percent, was in the 1-5 percent. It is encouraging that the largest
response was in a lower percentage range in 2010. Somewhat pessimistically, in 2009
8.51 percent had budget cuts of greater than 20 percent while in 2010 that number rose
slightly to 9.93 percent (see Figure 6).
Question seven. If cut, which areas of the budget have been cut?
The following choices were available for selection; capital, salaries, benefits, supplies,
materials, travel expenses, across the board, other, please explain.
In both 2009 and 2010 the leading areas for budget cuts were materials, travel
expenses and supplies. It is interesting to note that when ranked, three of the first four
largest cuts occurred in 2009, while three of the four smallest cuts occurred in 2010. As
mentioned earlier, the apparent easing in 2010 may be a result of sufficient budget cuts
in 2009 (see Figure 7).
In general, the choice “Other, please explain” had multiple responses commenting
on hiring freezes.
The following are a few more of the responses:
No personal computers for students or staff, no promotions.
State funds have been cut and tuition increase funds [have been] claimed by the state and not
given to the university.
All areas of operating and materials budget were cut. All employees had to take a ten-hour
unpaid furlough. Otherwise, salaries and benefits were not cut. Ten positions that were
unfilled at the time were eliminated.
Professional development money was zeroed out.
Figure 6.
Budget cuts

10. The recession
and realities
209
Figure 7.
Specific budget lines cut
Registration is down; cuts are coming.
Libraries closed and librarians let go.
Caution should be given to the fact that when material budgets are cut at academic
libraries the organizations national ranking may suffer as a result of fewer
subscriptions (and books) which in turn may affect recruitment (Taylor, 2010).
Question eight. Please select any of the following that have been impacted as a direct
result of the economic slowdown
The following were available for selection:
.
salary freeze/smaller increases in pay raises;
.
hiring freeze/slowdown in the pace of hiring;
.
cutting student workers;
.
reduction in benefits;
.
reduction in hours the library is open;
.
travel expenses frozen/cutback;
.
decrease in morale;
.
establishing new workflows for better efficiency;
.
environmental initiatives (e.g. energy saving);
.
miscellaneous (bottled water service cancelled); and
.
other, please explain.
As opposed to question seven which focused primarily on specific line items in the
budget, question eight is geared more towards the day-to-day operations of the library.
There is some overlap, for example, salaries and travel, however, this question also
elicited responses in hours the library is open, staffing, environmental issues and
morale.

11. BL The economic crisis accelerated trends that would have emerged more slowly
24,4 otherwise (Lowry, 2010). Many examples of this are found by responses stating that
either environmental initiatives or the analyses of workflow efficiency began in
earnest. It is reasonable to assume that these actions would have taken place in the
normal course of business if the recession had not happened. However, it appears that
they were done quicker because of the recession.
210 It would not be unusual to think that the hours a library is open would be a frequent
target of budget cuts. Survey results in 2009 show a reduction in the hours of operation
was chosen by 23.71 percent, rising 6.89 percent in 2010 to 30.60 percent. However,
both years rank near the bottom third for frequency of occurrence. One reason for this
may be that reducing library hours is a true indicator of financial stress and comes
with the social cost of possibly causing ill will with library users (McCaslin, 2010).
Staffing concerns ranked in four of the top five responses. Number one was hiring
freeze/slowdown in the pace of hiring 2009 (73.88 percent) number two was salary
freeze, smaller increase in pay raises, 2010 (68.89 percent), number four was hiring
freeze/slowdown in the pace of hiring 2010 (66.70 percent) and ranked five was salary
freeze, smaller increase in pay raises in 2010 (66.67 percent).
Staffing issues can certainly have a negative effect on moral. Not too surprising,
morale was ranked just behind staffing issues at sixth in 2010 (59.40 percent) and
eighth in 2009 (53.61 percent). All staffing and moral were ranked at or near the top (see
Figure 8).
Responses to a reduciton in benefits for 2009 and 2010 were ranked last and second
to last, respectfully. It would be interesting, as further research, to explore why this is
the case.
There were some positive comments mixed in with the foreboding in the responses
to “other, please explain.” The following is a sampling of the comments:
Figure 8.
Day-to-day operations
affected by the economic
slowdown

12. Our registration has been up greatly in the last two years. We are a two-year, The recession
regionally-accredited for-profit college.
and realities
Our small college was failing and was acquired by a proprietary institution.
We are already very thrifty and efficient. There’s not much to cut, but we haven’t really felt any
“new” pain, either. We did have to go through a reduction in journal or book spending with
departments for the third time in five years. To be honest, though difficult, I don’t think it has 211
adversely harmed our program in a significant way, but we have an excellent interlibrary loan
system and state support for database access was not cut.Increased workload.
Fears of job loss, fears that we will reduce travel, fears that we’ll cut information resources
and services to students, fears that the position of library dean will not be replaced. (I’m
currently interim dean, and I don’t think there’s any basis for this last fear, but it seems to be a
wide-spread rumor.)
Sustainability initiatives have been introduced along with the financial planning. The college
has taken a long-term view of this issue, involved everyone, communicated well, and not had
to do layoffs, (yet) . . . so morale has generally been good.
Though I can’t actually say a decrease in morale overall, I would say that there is an
increased sense of anxiety.
I have yet to find out the full impact on employees as they are in union negotiations at the
moment.
Libraries in the Pasadena Unified School District closed and all librarians let go.
My school was closed and I cannot find another job. Nothing is more important than finding a
job.
Note: an example of miscellaneous would be the cancelling of bottled water service or
voicemail cancellation.
Question nine. Please select the choice that best fits the stress level that you may have
perceived in your library because of the economic slowdown and/or budget cuts
The following were available for selection:
.
significant increase;
.
marginal increase;
.
no change;
.
marginal decrease; and
.
significant decrease.
The uncertainty of what might happen next during an economic slowdown may
contribute to increased stress for staff. Not surprsisingly, the overwhleming majority
of responses were that stress increased. In 2009, those slecting either a significant or
marginal increase was 85.43 percent while in 2010 those same choices were selected
87.78 percent of the time (see Figures 9 and 10). There was almost no decrease in stress
in 2009, as evidenced by a 0.68 percent response to questions concerning that topic.
However, the same questions in 2010 showed a 2.78 percent decrease in stress levels.
Aproximately four times greater than 2009 a possible indication that people were
beginning to cope with the ramificatrions of the recession.

13. BL
24,4
212
Figure 9.
Stress level 2009
Figure 10.
Stress level 2010
Stress can also come from being asked to do the work of departments that are not
operating at full capacity. For example, if the materials budget is cut the workload in
inter-library loan and course reserves may increase (McCaslin, 2010). One way to
counteract stress is to build moral through teamwork. The initiation of a recycling
program at Valdosta State University’s Odum Library had an uplifting effect on moral
(Fisher and Yontz, 2007).
Note that the trajectory in each chart is nearly identical.
Question 10. Has any other department offered to pay for, or share the cost of, a service
(online or in print) that was formerly paid for entirely by the library’s budget?
As responses indicate, not surprisingly, nearly no entity would share costs to help
maintain services (see Figure 11).

14. The recession
and realities
213
Figure 11.
Cost sharing
Question 11. Please share any best practices which you feel may help other libraries
manage during this economic downturn
There were 86 responses in 2009 and 61 in 2010. In an attempt to lend some structure to
the narrative style of this question the answers were categorized. Some answers, all
encompassing as they were, were placed into more than one category. The categories
were; communication, environmental, personnel, purchasing, service, technological,
workflow and miscellaneous. The breakdown is as shown in Table III).
Communication is paramount. Though purchasing was equally important in 2009,
by 2010 it slipped from 26.74 percent of responses to 18.18 percent. Communication
also slipped though not as steep from the same 26.74 percent of responses in 2009 to
25.00 percent. Clearly, communicating with staff, patrons, political figures, vendors
and administration is a top priority.
Reponses suggested that communicating with staff will keep moral up, also to
communicate to your patrons that in tough economic times, if a service is not used it
will be cut and lastly communication leads to transparency and ensures that “rumors
don’t get out of hand.”
An effective use of communication was demonstrated by Bridgeport Connecticut
Library Director, Scott Hughes. He was faced with a budget deficit of $1.1 million; he
communicated with patrons through a telephone campaign, used the law to his benefit
Classification 2009 2010 Total
Communication 23 22 45
Purchasing 23 16 39
Personnel 11 15 26
Miscellaneous 10 15 25
Workflow 8 10 18
Service 5 7 12
Environmental 3 2 5
Technology 3 1 4 Table III.
Grand 86 88 174 Best practices

15. BL by getting a referendum on the ballot and had library supporters at the polls to vote for
24,4 the referendum. The result was a budget increase of 44 percent from $4.8 million to $6.9
million (Berry, 2010).
When the responses for the two surveys are combined (see the Total column in
Table III), purchasing is a close second to communication. Best practice suggestions for
purchasing include, joining more consortiums to leverage discounted pricing,
214 discontinue underused databases and those databases that have a high degree of
overlap.
In the area of personnel it was suggested that a “we are all in this together”
atmosphere is important as well as maintaining professional development and
cross-training so staff can do other work if or when the work within their department
slows down.
Workflow suggestions centered on consolidating duties, re-examining position
descriptions, and more than any other idea, prioritize. Specifically, align priorities in
accordance with the institutions mission.
Best practices for service were mostly to market your services such that your
patrons feel they cannot do without them. The press was an unwitting helper in
marketing library services as they reported on the increase usage at libraries during
the recession (Fiels, 2009). The implication being there is a wealth of content
(information) at your library (Kenney, 2009).
Librarians have advocated that the recession was a fortuitous time to begin
environmental initiatives. Such initiatives included cutting back on printing, which
also results in less ink being used. Responses also included the shutting down of
computers and printers at the end of the day. The literature revealed an interesting
angle, to have a formal energy audit or do you own (see energystar.com) to discover
where energy is leaking out of your building (Johnson, 2009).
Conversely, the recession forced other industries to slow their environmental
initiatives. For example the publishing industry, tied closely to libraries, slowed their
environmental initiatives due to the high cost of recycled paper (Milliot, 2010).
Suggestion in the area of technology were to use Web 2.0 tools, use free services
such as directories found on the internet, use open access and “develop more in-house
software.”
Within in the miscellaneous category suggestions were to keep a sense of humor,
remain patient, be friendly, stay enthusiastic, be flexible, be efficient and make the
library vital by being useful to other departments.
Conclusion
Even though promise can be found in areas such as increased efforts in
environmentalism, the media’s positive portrayal of libraries and in select cities, the
support shown by the people, it still has been a trying period. Libraries have suffered
along with the economy through decreased funding which has had an effect on many
areas including hiring, pay and acquisitions. In turn this decreases morale and forces
librarians to cut programs and services all of this contributes to the reported higher
stress levels. Veteran librarians has seen this cycle before, given that, perhaps the best
advice from the survey results is to be prepared, for when the economy turns around,
with your requests for what was lost.

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Corresponding author
Charles I. Guarria can be contacted at: charles.guarria@liu.edu
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