Do You Know the Way to San Jose?
Yes, we had to ask! It’s via Hamilton Public Library and Markham Public Library and on its way to Toronto.
Though there may be some good aspects to the San Jose Way like branding the library as a community gathering place (but, gee, we thought we were always that!), we believe the San Jose Way de-professionalizes library work and is an attack on direct service delivery.
The San Jose Way is one of a number of similar American business-oriented service delivery models and trends that have gained popularity with public library managers across North America. We don’t think they offer the best way forward for the Toronto Public Library.
City Librarian Jane Pyper in a meeting earlier this year said that TPL was not adopting a San Jose Way service delivery model. However, she stated that there were certain aspects that were worth examining: the role of collections, the role of our buildings and the role of technology.
This is what San Jose Way marketing materials have to say about those roles: high interest popular collections in browsing order will predominate and libraries will no longer have reference or information desks. Roving will be the key. (Have a look at the following video to see what is in store: http://www.youtube.com/watch?v=rFhmSDIACew This was prepared by the same consultants that TPL hired).
As for the role of technology, TPL is introducing and expanding RFID technology or self-serve check out. TPL says they are targeting 70% of all future circulation to be done in this manner. As library workers we welcome the introduction of new technologies to support us in our service delivery to the public. But we think RFID should be an adjunct to service, not a replacement of front line workers.
Those who support the San Jose Way say it’s not a direct attack on library staff, but just ask the “associates” (that’s circulation staff to you and me) in Markham who are now almost all part-time. Something similar has already happened at Hamilton Public Library. Expecting to have a career with TPL? It may be time to rethink that.
TPL says RFID will save $3.9 million over the next 3 years, but they haven’t said how. TPL management calls it a budget “offset”, to help provide longer hours of service. We think over time those savings can only be realized through the elimination of staff.
That is why TPL has never produced an organizational chart, talked about future staffing needs or revealed their plans to the union despite years of asking. It’s all because they had another plan in place.
This fits perfectly with the employer’s proposal for an “auto plant style” extra shift of part-time workers for the midnight hours. The staffing model is skeletal. A large district library where 50-60 people work, will now have a shift of 7 or so workers including a security guard during those late night hours. Oh yes, and they’ll be supported by the RFID machines too.
Since amalgamation, the workers in TPL have delivered the most efficient public library service in the world with 200 less workers! We deserve to have that work acknowledged, and to have our own Canadian made service delivery model. The citizens of Toronto who love their libraries deserve no less.
