Pittsburgh Library Closes Five Branches, Announces Layoffs, Service Cuts

Chronic underfunding, lagging revenues, pending state cuts cause drastic measures

Lynn Blumenstein -- Library Journal, 10/07/2009

• CLP needs alternative revenue plan
• Reduction by five of 19 branches
• Calls for increased volunteerism, partnerships

The Carnegie Library of Pittsburgh (CLP), faced with declining revenues and projected budget deficits, announced cuts that includes reducing service hours throughout the system, closing and merging branch locations, and reducing staff.

The CLP Board of Trustees voted to close four out of 19 branches plus a depository, merge two facilities, and relocate another. Additionally, CLP will reduce service hours by 28 percent, reduce staff by approximately 30 positions, and increase some fines and fees. The vote to close branches was 18-4, with one abstention, according to the Post-Gazette.

Budget shortfall looming
"We have been candid with city, county and state officials over the past several years that our system is chronically underfunded compared to other library systems around the country," CLP president and director Barbara Mistick stated in a news release. "My fear is that unless we are more fully and consistently funded, more cuts will be necessary in coming years."

CLP has projected a $6 million shortfall by 2014 if no changes are made to its current system of funding and expenses. CLP is funded by a portion of Regional Asset District sales tax collections, not direct city funding. Mistick recently told LJ that June and July RAD proceeds were the lowest since its implementation in 1994.

CLP’s budget for 2010 is $17.6 million, the same as it was for 2009, which was ten percent less than 2008. It will require further modification since the state budget is still unresolved. With the state public library subsidy expected to decrease by up to 50 percent, CLP may be required to make additional cuts for 2010.

More outreach planned in place of facilities
In order to make up for decreased neighborhood access, CLP plans to increase outreach programs, beef up online services, and step up "opportunities for volunteerism, partnerships, and collaborations with community organizations," said Mistick.

"We understand the tremendous loss that will be felt in these neighborhoods," said Mistick. "But we are determined to assure that the Library remains a part of people’s lives – even without a building."

Task force to explore funding alternatives
CLP’s Board also agreed to establish a city/county task force to examine alternatives for library funding. CLP’s local revenue amounts to only 70 percent of its budget, compared to a national average of 80 percent, said Mistick.

Another source for funding alternatives could come from a CLP-commissioned Rand Corporation study.  Among the study’s recommendations: establish a library tax district, conduct a media campaign, "right-size" facilities and staff, and explore an countywide merger with other libraries. Some of the latter recommendations, such as the reduction in branches and staff, have already been implemented.