Conversation With Edward M. Szynaka : Saving Libraries--It’s the Communities’ Decision
Question: You describe your library as a “dynamic information utility center.” Why?
Answer: Twenty years ago, it was much easier to describe libraries. But nowadays we give out bits of information that change people’s lives, as opposed to only handing out great books to read. In Alvin Toffler’s “Future Shock,” he describes how we’ll all have to become accustomed to the “dynamic” quality of technology. As we’ve all grown more dependent upon information, it also has turned into a utility much like water and electricity. In the future, the library will be a resource and a center for the “information poor.” The people who succeed will know how to obtain, use and utilize this information.
*
Q: Is there anything distinctive about Southern California libraries?
A: In Southern California we have a big contrast from rags to riches, with the Los Angeles County Library System fighting for its survival while the city of Los Angeles just opened a beautiful Central Library. California has the distinction of leading the nation in the closing of public libraries. Also it’s hard to believe, but it’s easier through the California interlibrary loan system to receive a book in prison than at your local library.
*
Q: How can libraries compete in an environment where few, if any, revenue-increasing propositions are passing?
A: If citizens are clearly presented with the issues I believe they will act accordingly. I don’t subscribe to the idea that people are totally against investing in their communities. However, there is a growing cynicism on the part of citizens because they feel their dollars are not necessarily doing what they want.
*
Q: What was your strategy for gaining community support?
A: It was a three-year journey. When we ran the library campaign, one of our consistent messages was that citizens could be assured that if they paid $20 per household that their $20 would go directly to the library.
*
Q: At one point during that three-year period your staff took a salary cut. Why?
A: My staff felt that if anyone was going to save the library, it would be us and perhaps we needed to set an example. So 92% of the staff took their salary adjustments, and like a United Way campaign, they essentially donated it to the library. But it was never about saving our jobs because people who go into this profession are almost like missionaries.
*
Q: How did you achieve the reputation of being one of the best libraries in the area?
A: For many years, we’ve emphasized citizen participation and programming for all parts of the community, not just for the intellectually elite. Most people around the world know the city of Pasadena from the Rose Parade, but many don’t realize that Pasadena has an extremely diverse population made up of 16% African Americans, 20-25% Latinos and 8% Asians, as well as a rather large Armenian community.
Our eight branch libraries are located in very distinct neighborhoods. They each serve as Statues of Liberty because they are reminders of what is different and what is great about America. Also our team approach doesn’t distinguish between librarians and clerks and I think all of this sets us apart.
*
Q: What can other cities do faced with a similar situation?
A: They shouldn’t wait until they’re in a crisis. Our solution came when a citizens’ advisory board approached the City Council requesting that a vote be put before the public. We’re not entirely out of the city budget, but the special levy requires the city to put up a certain amount. The reminder is made up by the library tax.
*
Q: What are challenges ahead?
A: The immediate future looks very good. Eighty-three days after the election, all the branch libraries opened back up and the book budget is back to where it was. But this measure is only good through June 30, 1999. So the community will have to make another decision at that time.