Library Reorganization & Budget Reallocation Case Study

Final project LI805

Student Name: Holley Larsen

Section One: Short answers using complete sentences
Question 1: Library Reorganization
1) In what ways would you change the organizational structure of the library? Why? What problems might
these changes solve? What potential problems might these changes create?
After reviewing the case study, certain holes became evident and changes to the organizational structure
need to take place. I eliminated a manager position with minimal responsibilities and had the position
absorbed by others who would benefit from the change. Due to several employees with manager
responsibilities not engaging with work flow demands, it was chosen to establish a more direct line to their
own managers to help stimulate a focus to work flow performance.
a) What position(s) would you eliminate? Why? What problems might these changes solve? What
potential problems might these changes create?

I chose to eliminate the Business Manager. The individual currently filling the position lacked the
credentials to adequately preform the job well. Her salary, based on her many years of service, was also
something that would need addressed with this change. Currently holding the second highest paying job
with only experience as a credential caught my eye. I do not believe the title should be lost, but relocated
to another position that would better serve her skill set.
I believe the problems will involve hurt pride of her position receiving the dismissal and that the work was
not adequate. This individual served a great many years for the institution and will have strong ties within
the staff members and possibly the community. Relocating her to help the larger branch will allow for a
chance to be trained on new technologies in a safe environment. Her position was already being
duplicated and so the reassigning will not become a major hindrance to the person absorbing her workflow.
b) What position(s) would you create (if any)? Why? What problems might these changes solve? What
potential problems might these changes create?
I quickly reached the decision that I would have to simply eliminate a position, but does that me I have to
let the person who worked under it be eliminated as well? I decided that if I were to create 4 new positions
in the wake of the reduction might ease the pain for those who would otherwise be terminated. Therefore, I

created a position for the Business Manager to relocate into. As the large library branch needed extra help to fill the
demands of the employees who went from full to part time, I created a Business Manager position for them. In hopes to create a
learning environment for those effected.
The problems will be several changes that will come on drastically fast. This person must learn a new library and its patrons quickly,
as well as her new assigned duties. As the other branches were equally affected, each would receive a new entry-level part-time
employee to help with staffing needs.

Question 2: Budget Reallocation

2) Using the table below, provide the amounts for each of the blank spaces in the final column. Remember
that you must account for the notes column and have a total budget of no more than $2,700,000. You
will explain your individual reduction below the table.
Operating Expenditures
By Category
Salaries and wages

Employee benefits
Print Resources

Books
Serials

2015-2016 FY
2014-2015 FY
(10% Cut)
Notes
Must Eliminate at least one of the
$1,500,000
key players during organizational
restructuring
Can Reduce
$470,000 (@$10,000 per employee) (Replacing FT with PT decreases
benefits to $2500 per employee)
$385,000
Can Reduce
$25,000
Can Reduce

Your
2015-2016 FY
Budget
1,391,000

386,500
300,000
20,000

Audio/Video materials
E-Books
Electronic
Software
Resources
Databases
Contracted services
Continuing education
Public programming
Phone/Internet/Utilities
Equipment repair
Operational Supplies
Emergency Fund

$75,000
$20,000
$15,000
$40,000
$75,000
$20,000
$25,000
$200,000
$50,000
$50,000
$50,000

Operating Expenditures Total

$3,000,000

Can Reduce
Can Reduce
Cannot Reduce more than %10
Cannot Reduce more than %10
Cannot Touch
Can Reduce
Can Reduce
Cannot Touch
Cannot Touch
Cannot Touch
Cannot Touch
No more than
$2,700,000

66,500
20,000
15,000
40,000
$75,000
20,000
25,000
$200,000
$50,000
$50,000
$50,000
2,700,000

a) Explain changes the following categories by describing how you decided to make them, how these changes may affect the library staff and
users, and the areas within each category that would absorb the changes. If no changes were made to a particular category, type N/A.
a. Salaries & Wages:
I hope to create a sense of unity by not affecting one or two in a drastic manner, but instead chose to have a small portion of each key player salary
affected, as well as, 7 key players and 8 lower staff members being reduced to part-time employment.
b. Employee benefits:
The benefits took a more drastic hit then the salaries, however I chose to provide an opportunity for growth and change by altering several players
from full time to part time as well as some of the lower staff members.
c. Print Resources:

i. Books:
Deducting 85,000 dollars from this account helped provide a reminder to the selectors of the current situation, as well as, allowed for programs to
maintain a consistent schedule.
ii. Serials:
Serials also took a large hit for the same reasoning as the books. Ideas of looking into online subscription costs and relying on Interlibrary Loan
more heavily to help balance out the loss of funding.
d. Audio/Video Materials:
Audio Visual was the last to take a hit from the purchase plan. Each selector will monitor more closely the needs of the community and
rely heavily on popular reviews. Possible options were to changing weeding and donation criteria in these collections.
e. Electronic Resources:
i. E-Books:
N/A
ii. Software:
N/A

f.

iii. Databases:
N/A
Continuing Education:
N/A

g. Public Programming:
N/A
b) Looking at the changes you made when reallocating the librarys budget as a whole, what do you see as potential long-term ramifications
of a budget reduction of 10%? What steps could you take to insure that you retained staff and community support during these reductions?
Each step taken for this exercise was to keep the library as complete as possible without feeling the loss of funding affect the staff and community
members. Due to the circumstances following the crisis, new moneys coming from other sources is not an option at this time. Long-term
ramifications are determined by the success of this new budget plan that is being proposed. As a new hire to the position it adds a certain degree of
pressure to succeed. With the plan I have created, I tried to keep that logic in the back of my mind throughout its process. Networking within the
city government officials and within the many community events will help keep your librarys position on everyones minds.

Section Two: Reflection Essay

Reflect upon the course materials on library organization, budgeting, human resources, this assignment and the decisions you had to make to
complete it. Using complete sentences, write at least 3 full double-spaced pages describing how you went about completing this assignment, what
materials and experiences influenced your decision-making, and the ways in which this assignment relates to what you have learned about
management in library and information agencies and your professional future.

Each key player held a viable lifeline to the organization we were to analyze. As per the assignment was arranged, by pulling
one or moving it to another position would cause an immediate dominoes effect. Taking into consideration that most people are
uncomfortable with change, especially when it involves your professional career, it warrants sensitivity to the lives you are about to
alter. In the position of a Library Director, you will not only need to accept change as an every day occurrence, but to also provide a
smooth transition for the rest of the staff members and to the community you serve. Often the patrons are overlooked in situations like
this. They have developed a trust towards your staff members and may feel the change as heavily as those affected by it.
Each player was ranked and placed on a chart for an analysis review. Weighing in the information that was provided, a score
was created by viewing: position qualifications, salary, years of service, and reviews of workflow and costumer service skills. This
chart became the anchor for the project, whenever a question or a change in the plan needed altered, the chart was once again
reviewed and decisions were made based off its information.

One factor that was difficult to work around was that communication needed to take place for some decisions to be made. The
Public Service Manager was disappointed that she was overlooked for a promotion, but had effective work relations with the previous
Director. Through word of mouth it is learned that she is actively seeking a new position, but it is not confirmed.
Two very viable situations could take place. Either the rumor is true and she is unhappy and wishing to find new employment
or she is unhappy and unlike by staff members who want to cause tension for her dismissal. Each scenario has a different outcome;
either she is let go or she can be used as a great asset to you and the staff. Due to the ranking she achieved, Delores was asked to stay
as the new Associate Director. With it came new responsibilities as well as a small raise in pay. With her new promotion other skills
can be learned and opportunities can be met for her to succeed. This also allows for the Business Manager position to be eliminated, as
the new Associate Director will take on most of her responsibilities.
Restructuring and redefining positions within this organization allowed for a clearer picture on what goals needed to be met
and by whom. Relying on these new positions and the employee chart that was created, capable staff members quickly filled the gaps
without a lot of disruption within the library structure; only the direst circumstance would be called for a demotion in a position title.
This, however, did not eliminate ones possibility of going from full time to part time. Each Key player took a small pay cut to remain
fair to the institution as a whole and remain unbiased to anyone. Only one person would receive a small .9 % pay raise to indicate a
much-needed promotion.

The change in staffing allowed for four new positions to be opened as part-time employees. Three of those positions were entry
level and began with a $10 an hour salary. The other was for a staff member to relocate into as a part time employee. With the new
employment opportunities with so many pay deductions taking place the moral of the institution not witnessing the whole picture can
get frustrated with high tension amongst those who were not affected as badly. Change is doomed to fail if library staff members are
not willing to accept it. Addressing the worries of each employee will help this crisis become a smoother transition. As they rally with
you, they can become a great tool to help progress the library further and encourage their coworkers when negativity surfaces.
As the staff budget was cut, so were a small portion of the books and material budgets. Only the most necessary steps were
taken to ensure that the library system would still remain operational and constant. Reducing the Books budget was a high risk and
one that was considered carefully. Adjusting the fund of each selector will also be a reminder of the current situation the library is in
and hopefully allow for a more positive work environment and reliance amongst each other. Choosing carefully to maintain all public
appearance and programing maintain the same constant quality will help the public continue to view the library as an important asset
to the community.
With the assignment completed and the plan in place relief and dread replace the anxiety of the assignment. As I have read the
materials throughout the semester certain situations, procedures, and logic stood out to me. A library undergoing budget cuts lost most
of the page staffing, and as a result began to loose the organizational feel of a functional library. This turned patrons away. Learning
that with change a gradual migration allows for overall pictures to be discussed and time to strategize. This assignment was not

structured for that and most of the changes would be affective immediately. Stress, teambuilding, staff development, and overcoming
a new organizational structure are only a few of the things I really felt needed to be addressed and with it a great opportunity to fail
when it is over.
As I began the assignment, I made the mistake to really look at these individuals as people I knew from my own library
system. I gave them each a face and a name, besides the ones that were provided. As a result, my heart was heavily invested and I
could not make any decisions to what must be done. I wanted to make this assignment as real as possible and by doing so made it
more difficult.
I learned that in this type of situation you need to withdraw and take yourself out of the process emotionally and look at the
problem logically. Once that was accomplished it was more clearly on the majority of the decisions, but others were still made with
little confidence to it succeeding. In the end, I do hope that a team of individuals would be by my side, articulating their own ideas and
views, to better serve the system.