This week candidates for the library board were asked to address the following questions. They were limited to 400 words each.

Do you believe that the library budget should be reduced or raised? Or that parts of it should be reallocated to other library functions? If so, be specific in what spending you believe needs to be cut or upped or changed, and why? Do you believe that money saved in one budget year should be funneled back into the library or should be returned in reduced taxes?

Do you believe that the library should be run more on a business model? If so, why? How would running the library more like a business improve how its mission is realized, and how it delivers services to the public? If so, what specific steps would you take to make the library run more like a business?

Aside from attending the monthly library board meeting, how many hours per month on average would you be willing and able to devote to library matters?

How do you and your family use the library?

What was the last book you read? What did you get from reading it?

In the abstract, the library budget should theoretically never be reduced nor raised. In reality, the budget should continue to be revised annually to reflect the cost of providing library services, staff and programs in the coming year.

For example, if the library were to undertake any major capital improvements, debt service alone would necessitate raising the budget in order not to compromise or reduce library services, staff and programs from then current levels.

Any annual surplus should be added to the cash balance in excess of current operating needs, which, as of Dec. 31, 2005, totaled $1,644,915 invested in interest-bearing certificates of deposit.

Parts of the library budget should be reallocated to broaden the availability of fee-based online services; increase the number of computers installed at each branch and expand the depth and variety of audio visual content available for loan or download.

Specifically, working with the library staff, we ought to broaden the availability and increase the number of fee-based online services. The intent would be to supplement or replace existing practices of purchasing and providing shelf space for hard copies of identical content.

Simultaneously, we need to significantly increase the number of computers at each branch to make additional online content easily accessible when visiting the library.

Continuing to work with the library staff, we ought to significantly increase funding to the audiovisual department, frequently cited as one of the most popular and heavily used library assets.

Our library ought to feature the most extensive and comprehensive catalog of titles available, and provide the requisite space to make housing and accessing this collection possible.

With a current budget in excess of $8 million, the board has a fiduciary responsibility and no choice but to run the library on a business model. The mission of the library and the ability to deliver services to the public would be impossible to fulfill in the absence of a comprehensive business model.

Aside from attending the monthly library board meetings, I would be willing and able to devote as many hours per month as are necessary to library matters.

The last book I read was Living Dangerously - The Adventures of Merian C. Cooper by Mark Cotta Vaz. What I got from reading this biography was an appreciation for establishing a vision, pursuing that vision and, with hard work, fulfilling that vision.

Cooper would have made an excellent trustee.

The Great Neck Library is one of the most valued resources in our community, providing cultural, educational and recreational programs. These programs are paid for solely by our tax dollars, which are collected by the Town of North Hempstead as part of the school tax. The funds are turned over by the school district to the library in installments.

The library's budget is about $8 million per year. I have reviewed our library budget and audit for the past several years and do not see much room for reduction. For 2005, the library's actual expenditures exceeded the budget by about $77,000. The reason for this variance was employees' claims of unused vacation pay. While this is considered an acceptable variance considering the size of the budget, I understand that the board has taken steps to ensure that it is not repeated. I am not aware of staff requests for increases or the reallocation of funds from one budget area to another.

A library is a public service, not a business. Its job is to provide services and programs, without any motive other than to benefit and serve the community. That being said, a library trustee sits in a position of public trust with a fiduciary duty to see that proper fiscal controls are maintained.

I expect to devote significant time to my position as trustee, which obviously will vary depending upon the circumstances. I anticipate spending five hours per week on reading materials and follow-up information, 10 hours per month on attendance at regular committee meetings and four hours per month on community meetings. If I am appointed to the building committee, I would expect to spend more time given the pressing need for renovation of the main building.

As a long-term resident, I have used the library for study, research and enjoyment over many years. I attended Great Neck South Junior High and High School and have used all the branches. These days, I enjoy just wandering the stacks, especially in the American History section. My three daughters, now all adults, participated in children's programs and used the library for school projects. I am proud to say that they are avid readers.

The last book I read was The Heart of the Matter, by Graham Greene. It is a fine psychological study of a Catholic British officer stationed in Africa during wartime, experiencing feelings of inadequacy and guilt combined with a deep crisis of faith.

Generally, budget increases shouldn't exceed the rate of inflation. Any proposals that have community support will have to be analyzed for its budget impact and be adjusted accordingly. The board should zero base the budget to assure that every expenditure has been reviewed. The present budget seems responsive to the community's needs. To ensure that the tax rate is minimized, we shouldn't budget for a surplus. Assuming adequate reserves, any surplus should be returned to the taxpayers in the following year. The library is a not-for-profit community service organization --- not a profit-making enterprise. I don't believe that the library, a center for learning, community and culture should be reorganized to run like a for-profit corporation. Maintaining prized assets, like the main building and its systems, and minimizing costs, such as wasteful spending and mismanagement, should be the basic model. Fulfilling the community service mission compels us to operate as efficiently as possible to ensure all monies are spent wisely.

Regarding trustee meetings: If the board meetings are productive and run efficiently according to the bylaws, time commitments should be reasonable. If elected, I'm prepared to devote the required hours and be available for all scheduled meetings.

I am an avid reader of books. Conveniently, the library is often able to get extra copies for the selections of my book club. Monthly, we choose from a wide range of topics: the supernatural, awareness of different ethnicities, and raising our children in today's world. Indeed, books convey powerful messages, and raise diverse points of view. As a result of our discourse, we are enriched. Recently, we read Sister of My Heart, by Chitra Divakaruni, a novel about two girls growing up in modern India, and the socioeconomic challenges they faced. It was truly humbling.

My family, including four children ages 5-14, uses the library regularly. I visit all the branches, usually to pick up books that I reserve online. The quiet room at the main branch is generally helpful when I have exams. I always bring my laptop to save time and avoid the wait for a computer. Also, there are usually no tables to work collaboratively in a study group. I have heard many patrons express their frustrations about similar issues regarding the limitations of the main library. If elected, I pledge to work to forge a board, and then a community consensus around the necessary modernization of the library.

The library budget has historically gone up by approximately 4 percent per year. This increase is mostly because of labor costs, which have increased on a yearly basis under collective bargaining contracts. Personnel expenses, as with most public libraries, comprise a majority of the Great Neck Library's operating budget.

The library submits its budget for approval over a year in advance of the actual budget year. Actual expenditures of the library have been within 1 percent of its budget projections for the last 10 years. The library has accomplished automation, renovated the branch libraries and accumulated a substantial balance in restricted accounts while adhering to its budget projections.

The budget of the library needs to rise on a modest, yearly basis, simply to cover increased personnel costs and inflation. If the budget is modestly underspent in any given year, any surplus should continue to be retained in funds to cover costs for unanticipated repairs, maintenance, etc. If a more significant surplus arises, two courses of action should be taken: (a) returning the surplus to the taxpayers; and (b) reducing taxes in future years.

I reject the pure "business model" for the library in favor of a hybrid service-business model. The library's mission statement says, in sum, that it should provide the best possible library service to the public in a cost-effective manner. A strict "business model" for a library or school misses the essential point of the institution: to serve the public for its enrichment. Would our schools provide the same wonderful educational opportunities to our children if constrained by a pure business model?

I will devote as much time to the Great Neck Library Board as needed. I have devoted substantial time to my other public service activities in the past. I consider it an honor to serve my community.

I utilized the Great Neck Library extensively as a child, student and as an adult for research and pleasure. I always visit the library before going on vacation to get good books to read.

The last books I read were Anita Shreve's A Wedding in December and Joan Didion's The Year of Magical Thinking, both of which I enjoyed immensely.