February

Recently, I appeared in a play, the Parker Arts Council's "Harvey." Written by Colorado author Mary Chase, and the well-deserved winner of a Pulitzer Prize, it has always been one of my favorites.

All of the roles are wonderful, with surprising depth and humor. I landed the part of Elwood P. Dowd, the man who pals around with a 6-foot-one-and-a-half rabbit. Since most people don't see this rabbit, they assume that Elwood is "touched."

And well he may be. The rabbit, Harvey, is a "pooka." According to the play, a pooka is "From old Celtic mythology. A fairy spirit in animal form. Always very large. The pooka appears here and there, now and then, to this one and that one at his own caprice. A wise but mischievous creature. Very fond of rum-pots, [and] crack-pots."

My thinking about the character went through several changes. First, I thought Elwood was enlightened. He was always fully present, kind and courteous. But Elwood also does a lot of drinking in this play -- so maybe he was a "rum-pot," albeit a curiously gentle and friendly one.

Two weeks ago I described the library's core mission and vision. Last week I talked about some financial challenges we face (along with everybody else). This week, I'd like to talk about what we actually plan to do over the next three years.

Before I get into library finances, I should clarify something that confuses a lot of people. Douglas County Libraries is not part of some other government agency. We are not a department of the county, although we share geographic boundaries. We receive no money from them, nor from any of the cities or towns or school district in Douglas County.

Instead, we are an independent library district, created in accordance with state statute, by a vote of the people, in 1990. Virtually all our funding comes from a voter approved property tax of 4 mills. In 2009, that generates (with a few other smaller streams of income) about $21 million.

On January 10, the library Board of Trustees and senior staff met to set a course for the future. In three hours, we adopted a refocused mission and vision statement, reviewed our financial status and goals, and finally, adopted some specific plans for the next three to five years.

Over the next three weeks, I'd like to cover those issues in more detail.

First (this week), what does the library stand for?

Second (next week), what is our financial status in these troubled times?

Third (two weeks from now), what does our mission direct us to do to respond to our budget issues? To put it more positively: what are our plans?

Once upon a time (1889 to 1898, to be precise) there was a director of the Denver Public Library named John Cotton Dana. He was, in fact, Denver's first library director.

He was a beacon of "progressive" librarianship. In his view, most libraries of the day were mere warehouses and prisons of books. Librarians were more concerned with protecting the collections from patrons, than in seeing those collections used.

One of the things you grapple with as you get older is this curious contradiction: there are a lot of good, smart, conscientious people in the world, who just can't seem to get simple things right.

I could illustrate this principle with many examples from my own life. But let's pick on the phone company.

For many years, our libraries have had their own phone numbers. Because of the way Qwest sliced up the various phone books (Castle Rock/Parker, South Metro, etc.), it was almost impossible to get all of our listings and locations in one book.

As I've written before, I am a "delegate" to an international library cooperative called OCLC.

So far, this has entitled me to attend the quarterly meetings in Ohio. OCLC pays for the trips. In exchange, I attend about 2.5 days of meetings, often intense, for which I have to prepare in advance, and at which I'm expected to contribute something thoughtful and useful.

This year, OCLC decided that since it is an international business, it should hold a meeting outside the U.S.

Recently, I did a workshop with a friend of mine. The topic, according to my friend, may address one of the key issues around the nation.

How do you fire somebody?

Obviously, firing should be the last step in an unproductive relationship. But every single one of us can think of people who accept a paycheck, then seem to feel no compunction of any kind to work on behalf of the organization that pays them.

And often, it's worse than that: they actively work AGAINST the goals of the organization.

Before my wife and I moved to Colorado I used to say we had a ton of "stuff" - our belongings. I was wrong. When the movers weighed everything, I discovered we had three tons of stuff. One ton - 2,000 pounds - was just books.

These days I try not to buy so many. If I want to read something, I get it from the library. Otherwise, I know that sooner or later I will once again have to whittle down my possessions to fit the available space. I hate that. I get enough of it at work.