Pay Equity: Final Report
North Carolina Library Association
Using the Power of Information to Enrich Lives
Pay Equity Task Force
Final Report
Prepared by Dr. Paula M. Singer and Ms. Laura Francisco, PHR
The Singer Group, Inc. 12915 Dover Road, Reisterstown, MD 21136
410-561-7561
pmsinger@singergrp.com
www.singergrp.com
Table of Contents
…………………………………..2
1. Introduction and Background
2. Project Phases
…………………………………………………..3
3. Context –What is Pay Equity? ………………………………………………4
4. Project Methodology: Survey Development and Implementation………..5
5. Public Library/Local Government Findings ………………………………...7
6. Comparison to Teachers, Principals and Superintendents in K-12 Public
Education …………………………………………………………………….20
7. Public Library Recommendations …………………………………………23
8. Findings: Academic Libraries/ Institutions of Higher Education……….25
9. Cautions Using the Data………………………………………………….. 35
10. Recommendation from Pay Equity Committee ………………………….36
11. Learnings on the Pay Equity Segment of this Project …………………..37
12. Project Evaluation …………………………………………………………..39
13. Future of the Library Workforce: Prepared by Mr. Donald W. King
Songphan Choemprayong
and
……………………..……………………….42
This publication was supported in whole by the Institute of Museum and Library Services under the
provisions of the federal Library Services and Technology Act as administered by the State Library of
North Carolina, a division of the Department of Cultural Resources.
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This report of the Pay Equity Task Force of the North Carolina Library Association
(NCLA) provides the goals, methodology and findings of the recent Pay Equity study.
Definitions of Equal Pay for Equal Work vs. Pay Equity are included, as well as
cautions, recommendations and suggestions for subsequent action. This document
also reports the findings of the Future of the Library Workforce Study North Carolina
pilot study, also sponsored by an Institute of Museum and Library Services grant.
I.
Introduction and Background
In 2005, during her term as president of NCLA, Pauletta Bracy organized a Task Force
on Pay Equity to investigate issues of pay equity for library personnel in North Carolina.
“Conventional wisdom,” she stated, “tells us that professions composed mainly of
women have been compensated at a lower level than professions composed mainly of
men.”
One of the initial actions of the Task Force was to conduct a literature search to
determine what information might be available. The search revealed that the salary
information available for North Carolina library personnel was dated and, as a result, the
topic warranted further study. The Task Force determined that it needed to take
additional steps to accomplish its charge: to educate librarians, library staff and library
customers regarding the role and value of the library staff so that they may be
compensated fairly.
Current NCLA President, Dr. Robert Burgin, supported the continuation of this
investigation and the work of the Pay Equity Task Force. He, along with Pay Equity
Project Chair Dr. Beverley Gass, obtained an LSTA grant and retained The Singer
Group, Inc. to guide the process of project planning and implementation.
A Project Steering Committee was formed and included the following NCLA members:
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Beverley Gass, DLS, Guilford Technical Community College, Project Manager
Jenny Barrett Boneno, Forsyth County Public Library
Dr. Pauletta Brown Bracey, School of LIS, North Carolina Central University
Robert Burgin, PhD, President, NCLA, Fiscal Manager
Keith Burkhead, Guilford Technical Community College
Evelyn Council, Fayetteville State University
Jennie Hunt, Greensboro College
Connie Keller, Elon University
Paula M. Singer, PhD, Consultant
Other partners working in conjunction with the Steering Committee included
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Donald King, PhD University of Pittsburgh
Jose-Marie Griffiths, PhD, University of North Carolina at Chapel Hill
Mary Boone, State librarian
NCLA Executive Board
Dr. Jose Marie-Griffiths is the Dean of the School of Information and Library Science at
the University of North Carolina at Chapel Hill and principal investigator of the national
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study, the Future of the librarians in the Workforce. Mr. Donald King is a principal
investigator on this project and worked closely with Mr. Robert Keene, University of
Pittsburgh, University Center for Social and Urban Research, who developed the
website and conducted the web-based survey for this project. Ms. Mary Boone, North
Carolina State librarian, provided her support for this project, including encouraging
participation throughout the state. NCLA’s Executive Board supported this project and
shared their expertise throughout. We thank them for their encouragement and
feedback.
This project consisted of three phases:
 Phase One: Planning and Development of Project Methodology
 Phase Two: Survey Development and Implementation: Public and Academic
Libraries
 Phase Three: Development of Web-based Educational Materials and Tools
II.
Project Phases
Phase One: Planning and Development of Project Methodology
The Singer Group was retained to plan this project and provide an overview of pay
equity. Dr. Singer met with the Pay Equity Task Force on September 30, 2005. In
addition to planning the project, the agenda for this meeting included an education
component, dialogue, and presentation of the following topics:
• Compensation Basics Review
• Equal Pay for Equal Work vs. Pay Equity
• The Wage Gap
• Sample Issues
• Examples
• Possible Reasons for Pay Inequity.
This presentation can be found as Appendix 1 to this report.
Expansion of Goals
While the original goal of this project was to conduct a pay equity study of public
library/local government and academic library/institutions of higher education, the
task force expanded the goals.
During the initial phase of the project, Beverley Gass contacted the Director of
the “The Future of Librarians in the Workforce” study at UNC-Chapel Hill to
determine if there might be duplication. During those discussions, Dr. Griffiths
and Mr. King proposed that they administer the web based pay equity survey as
part of their larger survey about the library profession. At the same time, Future
of the Librarians in the Workforce pilot became a part of the Pay Equity study and
a partnership was formed.
The second expansion was to provide an additional outcome/deliverable: to
provide libraries and local government participants with salary information
collected from participating libraries and local jurisdictions.
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In response to a question posed by a member of the NCLA Executive Board, the
scope of the project expanded to include a comparative analysis of the salary
and pay ranges of public school (K-12) teachers, principals and superintendents
to the earning of librarians and library directors with similar education and
experience in public libraries.
Phase Two: Survey Development and Implementation
During phase 2, the committee:
1. Designed a web-based survey to collect salary related information,
2. Conducted a pilot study survey for academic and public library as well as
local government and higher education positions,
3. Conducted a survey to collect salary data for public library/local
government jobs,
4. Conducted a survey for academic library/institutions for higher education
jobs (including Library personnel in the North Carolina Community College
System, The University of North Carolina; the North Carolina Independent
Colleges and Universities),
5. Collected and analyzed data, and
6. Designed and developed a North Carolina salary database comparing
salaries by library.
Phase Three: Development of Web-based Educational Materials and Tools
Materials and tools were prepared for use by library employees to enable them to
advocate for improved compensation and pay equity. The goal for products created
during this project is for them to be easily accessible and adaptable to individual and/or
library needs. Actual products include:
o Web accessible North Carolina library and local government salary
database searchable by individual library and local government positions.
o Web accessible North Carolina academic library and institution of higher
education salary database searchable by library and academic positions.
o Written report that describes the project including its purpose,
methodology, data analysis and findings (this document).
o Web-based materials and tools for librarians and library staff similar to
those in the ALA-APA “Advocating for Better Salaries and Pay Equity
Toolkit,”1, and very accessible and practical. These tools consist of:
 Brochure PowerPoint template that can be configured to meet local
needs using web-based data.
 PowerPoint presentation for training and information purposes.
 Key speaking points.
These products are found on the NCLA website and as Appendix 2. The Pay Equity
Committee is available to train NCLA members on their use.
1
Advocating for Better Salaries and Pay Equity Toolkit , http://www.ala-apa.org/toolkit.pdf
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III.
Context: What is Pay Equity?
Definitions: Equal Pay for Equal Work and Pay Equity
The Equal Pay Act of 1964 prohibits paying different wages to men and women
performing the same job. In other words, persons performing equal work must receive
equal pay. The legislation was enacted to remedy a serious problem of employment
discrimination in private industry and applies to all employers and labor organizations.
To prevail in an Equal Pay Act claim, an employee must prove that she receives a lower
wage than a man working in the same establishment (or a man must prove the same in
a claim involving a woman). The jobs in question must be essentially the same, and
require substantially equal skill, effort, responsibility and working conditions.
Pay equity is defined by the National Committee on Pay Equity as evaluating and
compensating jobs (even dissimilar jobs) based on their skill, effort, responsibility and
working conditions, not on the people who hold the jobs (men or women). Pay equity is
also known as comparable worth and equal pay for work of equal value. Pay equity is a
solution to eliminating wage discrimination and closing the wage gap.
Despite significant efforts to realize Equal Pay for Equal Work, the current status of the
concept is that the work of women is still undervalued. On average, women employed
full-time earn 75¢ to each $1 earned by men. The gap between earnings is larger for
women of color. Because the earnings gap is typically career-long, it also affects
pension earnings, thus perpetuating the inequity into retirement. The gap reflects
society’s undervaluing of the work of women relative to traditional male work. With
minor fluctuations, the earnings gap has remained steady since the late 1950s, when
data was first compiled, through 2003 (the last year for which such data is available).
Evelyn Murphy, author of Getting Even: Why Women Don’t Get Paid Like Men and
What To Do About It provides news, updates, gap calculators and other resources
regarding the wage gap at her WAGE website: www.wageproject.org/content/wage/
IV. Project Methodology: Survey Development and Implementation
Survey Development
Five Committee meetings and seven teleconference calls with Committee members
were held as of the time of the writing of this report. In addition, numerous conference
calls were held with the project manager and UNC/Pittsburgh partners. Four
compensation surveys were designed, including those for academic libraries,
institutions of higher education, public libraries and local governments. Each survey
included a cross-section of library and government positions. In order to facilitate ease
of use by those completing the survey (and hence, increasing the rate of response),
positions directly matching those included in the UNC Institute for Government Services
Survey and the College and University Personnel Association (CUPA) survey were
included so that participants having already completed either of those surveys could
simply transfer their position data to NCLA’s pay equity survey.
Six pilot studies were conducted for the academic and public library surveys for insight
into the type of data and response by organization/ role (e.g. Human Resources
Department, Library Director, etc.) contacted. This data was useful for changing,
streamlining and correcting the survey process. The invitation to survey participants
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focused on the project as a pay study instead of a pay equity study in order to stress the
benefits to participants and to potentially increase the response rate. That is, those
surveyed were informed that the salary data would be useful in terms of pay-setting or
budget-planning in general, without reference to a specific interest in pay equity.
Specific questions as well as space for comments were included in the pilot test, and
follow-up phone calls to those who completed as well as those who did not complete the
survey were made by Singer Group staff. Our goal was to learn as much as possible
about how to simplify the process and hence, increase participation. Thank you notes
were sent to all participants by both Dr. Gass and The Singer Group.
V. Public Library/ Local Government Survey and Findings
An analysis of the pilot study findings pointed to the complexity and magnitude of the
project leading to a decision to issue one community survey at a time. The public library
survey was issued first.
To enhance participation, numerous public relations activities
were undertaken. A description of the project was given a
prominent place on the NCLA website; the State librarian
promoted the project at various presentations state-wide; the
project director attended the North Carolina Public library
directors Association (NCPLDA) and asked public library
directors to encourage their colleagues in local government to
participate in the survey; Ms. Hunt wrote articles and notes for Tar Heel Libraries; and
Dr. Gass asked for questions from NCLA Board members and provided them with a
several page response (Appendix 3). A project logo was used on all correspondence
and related materials providing a unifying brand.
One thing The Singer Group has learned over time which was reinforced during the pilot
was the need for personal contact follow-up. Accordingly, to help them further market
this project, an administrative portal was designed by our survey partner at Pittsburgh
that allowed all committee members to track the status of those issued a survey – by
name, library/jurisdiction, phone number and e-mail address. A schedule was
developed for committee members’ use in calling potential participants on their
assigned list to encourage participation (a “script” was provided by the consultant) and
their use in thanking participants upon completion of the survey.
In order to increase participation, surveyed organizations were informed that they would
have access to the project’s customizable database for use in comparing their library’s
jobs with others in libraries and local government statewide for:
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Compensation and budget planning
Updating salary plans and compensation systems
HR planning, including recruiting, retention and succession planning efforts, and
Assessing pay equity (this benefit was geared more toward the library than
government participants).
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The project database gives libraries the data they need to help “make a case” to local
officials and funders in the public sector and deans and officials in academia for fair and
competitive pay.
The following 12 jobs were included in the public library survey:
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library director
library division manager
senior librarian
librarian
circulation supervisor
library associate
bookmobile driver
circulation clerk
technical processing clerk
systems administrator
PC technician
web master
Seventeen jobs were included in the survey to local government entities:
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finance director
public health director
information technology director
county engineer
senior planner
civil engineer
solid waste truck driver
tax clerk
office assistant
zoning code enforcement officer
building maintenance worker
recreation program supervisor
GIS technician
planner
systems administrator
PC technician
web master
During data analysis, library and local government jobs were compared based on the
following criteria: similarity of educational and experiential requirements, scope, effort,
responsibility and working conditions. Table 1 shows the comparisons.2
Table 1: Library Jobs in Survey and Corresponding City/County Government
Jobs
Library Jobs
City/County Government Jobs
library director
finance director
public health director
information technology director
librarian
senior planner
civil engineer
zoning code enforcement officer
recreation program supervisor
planner
systems administrator
2
When matching a position within a library using survey data, one should consider actual educational and
experience requirements for their library’s actual jobs. For instance, a library system not requiring an MLS
degree for librarian positions may not want to compare the librarian position with a planner position
requiring an MS. Individual education and experience requirements are provided in the database by
jurisdiction for easy comparison
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Library Jobs
City/County Government Jobs
library division manager
county engineer
civil engineer
senior planner
circulation supervisor
recreation program supervisor
planner
library branch manager
senior planner
planner
civil engineer
library associate
zoning code enforcement officer
circulation clerk
tax clerk
office clerk
bookmobile driver
solid waste truck driver
building maintenance worker
systems administrator
systems administrator
web master
web master
PC technician
PC technician
Findings
The survey was sent to all public libraries (79) and local governments (110) in the state.
Sixty-two (62), or 78% of public libraries and fifty (50), or 45% of local governments
responded. In addition, salary data from University of North Carolina’s Institute for
Government Service’s (IGS) database3 for eleven (11) non-responding libraries and 56
non-responding local governments was added to the database. Tables 2 and 3 are
based on statewide data and show the number of employees, budget and populations
of the responding government jurisdictions. For added depth of data, mean and median
figures are provided, as well as actual low and high responses for each category
(government and library).
3
University of North Carolina School of Government County Salaries in North Carolina Survey - 2006,
compiled by the MAPS Group for the Institute of Government.
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Table 2: Composite Characteristics of North Carolina Local Governments, n=50
Full-time
Employees
Part-time
Employees
Low
55
9
Mean
758
Median
High
Budget
Population
Count
$42,000
4,149
110
$142,425,428
111,240
463
63
$63,048,642
57,000
5,079
638
$1,235,506,233
850,178
Table 3: Composite Characteristics of Public Libraries, n=62
Fulltime
Employees
Part-time
Employees
Low
2
1
$69,788
4,900
Mean
89
61
$15,997,236
124,629
Median
18
23
$1,339,366
86,516
High
433
118
$36,947,113
796,372
Budget
Population
Count
Findings by Job4:
Table 4 depicts a comparison of median pay for select library jobs as compared
to corresponding government jobs (based on skill, effort, responsibility and
working conditions). Following this table is a more detailed description of the
findings relating to the average salary paid, the minimum and maximum of the
salary range, and geographic differences. A summary of findings follows this
discussion. For reference, the median is the number in the middle of a set of
numbers; that is, half the numbers have values that are greater than the median,
and half have values that are less. The average or mean represents the
mathematical average of all of the numbers in a set of data, with the numbers
totaled and then divided by the number of responses.
4
Findings are based on salary information submitted by participants supplemented by salary data
reported in the Institute for Government survey as available.
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Table 4: Median Pay of Library Positions Compared to Corresponding Government
Positions
library director
finance director
Difference
$61,737
$67,650
-9.6%
public health director
Difference
$78,209
-26.7%
IT director
Difference
$63,572
-3%
county engineer
Difference
$76,338
-23.7%
librarian
senior planner
Difference
$36,951
$47,164
-27.6%
civil engineer
Difference
$52,937
-43.3%
zoning code enforcement
officer
Difference
$36,327
+1.7%
recreation program
supervisor
Difference
$35,778
+3.2%
planner
Difference
$38,378
-3.9%
systems administrator
Difference
$48,393
-31%
library division manager
county engineer
Difference
$47,200
$76,338
-61.7%
civil engineer
Difference
$52,937
-12.2%
senior planner
Difference
$47,164
+0.1%
recreation program
supervisor
Difference
$35,778
-6.9%
planner
Difference
$38,378
-14.7%
circulation supervisor
$33,469
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library branch manager
senior planner
Difference
$38,331
$47,164
-23%
planner
Difference
$38,378
+0.1%
civil engineer
Difference
$52,937
-38.1%
zoning code enforcement
officer
Difference
$36,327
-30.2%
planner
Difference
$38,378
-37.6%
circulation clerk
tax clerk
Difference
$22,548
$24,338
-7.9%
office clerk
Difference
$24,934
-10.6%
bookmobile driver
solid waste truck driver
Difference
$24,416
$26,077
-6.8%
building maintenance
worker
Difference
$24,097
+1.3%
systems administrator
(library)
systems administrator
(city/county)
Difference
$45,399
$48,393
-6.6%
web master (library)
web master (city/county)
Difference
$46,492
$52,791
-13.5%
PC technician (library)
PC technician
(city/county)
Difference
$35,455
$39,466
-11.3%
library associate
$27,898
How to Use Salary Data
Examples of how to use the data at the local level follow. They show examples of
select library position data as compared to positions in local government. These
examples provide mean and median salary data, as well as job requirement
comparisons, pay range comparisons (minimum and maximum) and geographic
comparisons. The minimum of the salary range represents the minimum amount the
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jurisdiction or library will pay an employee in the identified position; the range maximum
is the highest amount (exclusive of any longevity payments) an employee can be paid in
the same position. Often, library systems and government jurisdictions define pay
ranges by steps, so, for example, in a 20-step scale, step 1 would be the minimum and
step 20 the maximum.
library director: The mean salary paid to library directors is $68,317 and the
median salary is $61,737. On the average, a library director earns 6.3% or $4,565
per year less than a finance director (8.7% or $5,913 less at the median); 18.5% or
$15,483 per year less than a public health director (21% or $16,472 less at the
median); 3.4% or $2,424 less than an IT director (3% or $1,835 less at the
median); and 19.1% or $13,388 less than a county engineer (24.6% or $14,601
less at the median).
In line with State of North Carolina requirements, 100% of survey respondents
reported that the library director position requires an MLS or MS degree. Only 2%
of local governments reported that a finance director must hold an MS; 28% of the
public health director positions require an MS; less than 1% of the IT director
positions require an MS; and no jurisdictions report requiring their county
engineers to possess an MS, though 2 require professional licensing (Professional
Engineer certificate).
At the minimum of the library director pay range, the mean is $50,969 and the
median is $38,498. On average, the minimum pay of the library director is 6.1% or
$3,491 per year less than that of a finance director (9% or $4,950 less at the
median); 15.6% or $9,917 per year less than that of a public health director (19%
or $11,708 less at the median); 2.3% or $1,241 less than that of an IT director
(2.3% or $1,172 less at the median); and 11.3% or $6,787 less than that of a
county engineer (11.4% or $6,416 less at the median).
At range maximum, the mean salary is $83,496, the median is $75,922. On
average the maximum pay of the library director is 5.6% or $4,957 per year less
than that of a finance director (11.3% or $9,688 less at the median); 14.5% or
$14,141 per year less than that of a public health director (16.8% or $15,327 less
at the median); 2.5% or $2,180 less than that of an IT director (2.3% or $1,825
less at the median); and 10.3% or $9,618 less than that of a county engineer
(12.7% or $11,031 less at the median).
Comparisons in specific geographic locations can also be made, though it should
be noted that these comparisons do not take length of service or performance into
account, either of which can accelerate or decelerate salary growth.
In Durham County5, the library director (MLS) earns $21,705 less than the public
health director (MS), $9,392 less than the finance director (MS), $6,779 less than
the information technology director (bachelor’s) and $561 more than the county
engineer (bachelor’s). In Wake County, the library director (MLS) earns $19,844
5
It should be noted that a number of persons (approximately 40) in librarian positions received a salary
increase as a market adjustment pursuant to the phase-in of a market study conducted by Durham
County following the submission of data.
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less than the finance director (bachelor’s) and $16,921 less than the information
technology director (bachelor’s). In Mecklenberg County6, the library director
(MLS) earns $863 less than the finance director (bachelor’s) and $7,907 less than
the public health director (bachelor’s), but $12,472 more than the information
technology director (bachelor’s). In Halifax, the library director (MS) earns $15,345
less than the finance director (bachelor’s), $32,088 less than the public health
director (MS) and $4,289 more than the information technology director (bachelor’s
degree).
librarian: The mean salary for a librarian is $37,241 and the median is $36,951.
On average, a librarian earns 23.6% or $11,501 less than a senior planner and
30% or $16,063 less than a civil engineer. A librarian earns only 1.5% more than
a zoning code enforcement officer; and 1.4% less than a recreation program
supervisor. The librarian earns an average of 9.3% or $3,833 less than a planner
(3.7% or $1,427 less at the median). Finally, a librarian earns an average of 24%
or $11,966 less than a city/county systems administrator (23.6% or $11,442 less at
the median).
Eighty percent (80%) of participants reported that their librarian position requires
an MLS degree. Eight percent of senior planner positions require an MS; no civil
engineer position requires an MS; 3% of zoning code enforcement officer positions
require an MS, 45% require HS/GED; no recreation program supervisor positions
require an MS, 43% require bachelor’s degrees; 4% of planner positions require an
MS; and no jurisdictions report requiring their System Administrators to possess an
MS degree.
At the minimum of the pay range for librarian, the mean salary is $33,046, the
median is $33,274. On average the minimum pay of a librarian is 19.6% or $8,073
per year less than that of a senior planner; 22.2% or $9,405 per year less than that
of a civil engineer; 3.16% more than a zoning code enforcement officer; 1% less
than that of a recreation program supervisor; 9.3% or $3,390 less than that of a
planner (5.2% or $1,838 less at the median); and 17.7% or $6,849 less than that of
a systems administrator (14.1% or $5,449 less at the median).
At range maximum, the mean salary for a librarian is $51,097, the median is
$50,744. On average the maximum pay for a librarian is 17.4% or $10,782 per
year less than a senior planner; 29.2% or $21,060 per year less than that of a civil
engineer; 2.8% more than that of a zoning code enforcement officer; 1.5% more
than that of the recreation program supervisor; 8.9% or $5,037 less than that of a
planner (6.4% or $3,450 less at the median); and 17.7% or $10,988 less than a
systems administrator (15.2% or $9,092 at the median.
In Durham County, the average librarian with an MLS degree earns $20,837 less
than a civil engineer (with a bachelor’s degree); $19,908 less than a systems
administrator (bachelor’s); $12,966 less than a PC technician (HS); and $506 less
6
The library system that is located in and corresponds to Mecklenburg County is the Public Library of
Charlotte-Mecklenburg County. Please note that both the library and the county use a broadband method
of compensation. In such a system, salary ranges are wider; often 100% or more, thus accounting for
what might be consider lower salary range minimums and higher salary range maximums.
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than an office assistant (HS). In Wake County, a librarian (MLS) earns $17,737
less than a systems administrator (bachelor’s); $1,954 less than a PC technician
(associate’s degree); $2,687 more than a planner (bachelor’s) but $10,389 less
than a sr. planner (MS) and $19,551 less than a web master (associate’s degree).
In Mecklenberg County, a librarian (MLS) earns $16,392 less than a systems
administrator (bachelor’s); $2,914 less than a PC technician (HS); $12,739 less
than a civil engineer (bachelor’s); $6,878 less than a recreation program supervisor
(bachelor’s) and $11,995 less than a web master (bachelor’s). In Henderson
County, a librarian earns $14,288 less than a systems administrator (associate’s
degree); $3,167 less than a GIS technician (bachelor’s); $1,295 less than a
planner (bachelor’s); $15,686 less than a senior planner (bachelor’s); $5,541 less
than a recreation program supervisor (bachelor’s); and $203 more than a zoning
code enforcement officer (HS). The education requirement for the librarian in
Henderson County was not reported.
library division manager: the mean salary for a library division manager is
$49,829, the median salary is $47,199. On average, incumbents earn 39% or
$31,876 less than a county engineer (38% or $29,138 less at the median); 7% or
$3,475 less than a civil engineer (11% or $5,737 less at the median); and earn
slightly more than a senior planner (+2.2% or $1,087).
Ninety-two percent of participants report that the library division manager position
requires an MLS or MS degree; no county engineers are required to have an MS,
though 2 require professional licensing; no civil engineer positions require an MS
degree; and only 8% of senior planners are required to possess an MS.
At the minimum of the pay range, the mean salary is $50,969, the median is
$38,498. On average the minimum pay of a library division manager is 15.4% or
$9,272 per year less than that of a county engineer (31.8% or $17,926 at the
median); 20% or $8,517 per year less than that of a civil engineer (5% or $2,053 at
the median); and 24% or $9,850 more than a senior planner (5% or $1,941 less at
the median).
At range maximum, the mean salary is $63,306, the median is $59,670. On
average the maximum pay of a library division manager is 32% or $29,807 per
year less than that of a county engineer (31.4$ or $27,283 at the median); 12.3%
or $8,851 per year less than that of a civil engineer (13% or $8,951 at the median);
2.3% or $1,428 more than that of a senior planner (2.2% or $1,351 less at the
median).
In Durham County, a library division manager (MLS) earns $50,402 less than a
county engineer (bachelor’s) and $2,715 more than a civil engineer with a
bachelor’s degree. In Wake County, a library division manager (MLS) earns $424
more than a county engineer (bachelor’s) and $21,594 more than a senior planner
(MS). In Catawba County, a library division manager (MLS) earns $26,351 less
than a county engineer (no education reported) and $12,076 less than a senior
planner (education not reported).
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circulation supervisor: the mean salary for this position is $33,918; the median
salary is $33,469. On average, the circulation supervisor earns 10% or $3,856
less than a recreation program supervisor (6% or $2,308 less at the median); and
17% or $7,156 less than a planner (13% or $4,909 less at the median).
Participants report that 41% of circulation supervisor positions require a bachelor’s
degree and 15% require an associate’s degree. 43% of recreation program
supervisors are reported to require a bachelor’s degree and 48% of planners are
required to possess the same degree.
At the minimum of the pay range, the mean salary for the circulation supervisor is
$29, 068; $29,159 at the median. On average, the circulation supervisor earns
20.2% or $7,368 less at range minimum than a recreation program supervisor
(17% or $5,953) and 17% or $7,156 less at minimum than the planner (13% or
$4,909 at the median).
At range maximum, the mean salary for the circulation supervisor is $45,056;
$42,013 at the median. On average, the circulation supervisor earns 10.5% or
$5,299 less at range maximum than a recreation program supervisor (13.6% or
$6,609 at the median) and 19.7% or $11,078 less at maximum than the planner
(22.4% or $12,181).
In Mecklenberg County, a circulation supervisor (HS) earns $1,720 more than a
recreation program supervisor (bachelor’s). Both of these are single incumbent
positions.
library branch manager: the mean salary for a library branch manager is
$39,514; the median is $38,331. On average, employees in this position earn
$9,228 or 19% less than a senior planner (19% or $8,832 less at the median); 4%
or $1,560 less than a planner (about the same at the median); and 26% or
$13,789 less than a civil engineer (also about the same at the median).
Over half of the library systems report requiring an MLS for the library branch
manager positions. Eight percent (8%) of senior planner positions require an MS
and 4% of planner positions require the same degree. No jurisdictions reported a
requirement for the civil engineer position to possess a master’s degree.
At the minimum of the pay range, the mean salary for the library branch manager
is $32,493; $32,274 at the median. On average, a library branch manager earns
21% or $8,626 less than a senior planner at range minimum (20.2% or $8,165 at
the median); 10.8% or $3,943 less at range minimum than a planner (8.8% or
$2,839 at the median) and 23.5% or $9,958 less at minimum than the civil
engineer (20.4% or $8,277 at the median).
At range maximum, the mean salary for the library branch manager is $50,806;
$49,814 at the median. On average, the library branch manager earns 17.9% or
$11,073 less at range maximum than a senior planner (18.4% or $11,207 at the
median); 9.5% or $5,328 less at maximum than the planner (8.1% or $4,380 at the
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median); and 29.6% or $21,352 less at range maximum than the civil engineer
(27.4% or $18,807 at the median).
In Durham County, a library branch manager (MLS) earns $610 less than a civil
engineer (bachelor’s); $319 less than a systems administrator (bachelor’s); $1,001
less than a web master (bachelor’s). In Wake County, a library branch manager
(MLS) earns $8,410 less than a systems administrator (bachelor’s) and $1,062
less than a senior planner (MS). In Catawba County, a library branch manager
(MLS) earns $32,227 less than a systems administrator, $10,992 less than a
planner and $25,473 less than a senior planner. Educational requirements were
not reported in Catawba County for these positions.
library associate: the mean salary for a library associate is $28,254; $27,898 at
the median. On average, employees in this position earn $8,443 or 23% less than
a zoning code enforcement officer (about the same at the median); and 31% or
$12,820 less than a planner (27% or $10,480 at the median).
Over one-third of participants require the library associate position to hold a
baccalaureate degree; 29% require an associate’s degree. Only one-tenth of the
zoning code enforcement officers are required to possess a bachelor’s degree;
almost one-half of the planners are required to posses this same degree.
At the minimum of the pay range, the mean salary for the library associate is
$24,301; $24,605 at the median. On average, the library associate earns 24.1%
or $7,735 less than a zoning code enforcement officer at range minimum (21.3%
or $6,666 at the median); and 33.3% or $12,125 less at range minimum than a
planner (30% or $10,507 at the median).
At range maximum, the mean salary for the library associate is $38,550; $37,952
at the median. On average, the library associate earns 22.4% or $11,146 less at
range maximum than a zoning code enforcement officer (22.6% or $11,060 at the
median); and 31.3% or $17,585 less at maximum than the planner (30% or
$16,242 at the median).
In Wake County, a library associate (with an associate’s degree) earns $10,223
less than a planner (bachelor’s degree) and $13,964 less than a PC technician
(associate’s degree). In Mecklenberg County, a library associate (bachelor’s
degree) earns $2,244 more than a PC technician (HS). In Caldwell County
(bachelor’s degree), a library associate earns $1,461 less than a zoning code
enforcement officer (HS), $1,569 less than a PC technician (associate’s degree),
$5,453 less than a GIS technician (HS) and $48 more than a tax clerk (HS).
circulation clerk: the mean salary for a circulation clerk is $21,993; $22,548 at
the median. On average, a circulation clerk earns 10% or $2,540 less than a tax
clerk (7.4% or $1,790 at the median); and 15% or $3,791 less than an office clerk
(9.6% or $2,386 at the median).
At the minimum of the pay range, the mean salary for a circulation clerk is $20,239;
$20,064 at the median. On average, the library associate earns 7.6% or $1,672
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less than a tax clerk at range minimum (6.1% or $1,314 at the median); and 8.7.%
or $1,937 less at range minimum than an office clerk (9% or $1,990 at the
median).
At range maximum, the mean salary for a circulation clerk is $31,940; $31,138 at
the median. On average, the circulation clerk earns 6.4% or $2,187 less at range
maximum than a tax clerk (6.3% or $2,109 at the median); and 8.1% or $2,802
less at maximum than an office clerk (8.3% or $2,823 at the median).
In Wake County, a circulation clerk earns $4,651 less than a tax clerk and $5,920
less than an office assistant. In Mecklenberg County, the average circulation clerk
earns $231 less than a tax clerk, $5,079 less than a building maintenance worker
and $9,116 less than an office assistant. In Alamance County, a circulation clerk
earns $6,850 less than a tax clerk and $8,877 less than an office assistant
bookmobile driver: the mean salary for a bookmobile driver is $24,737; $24,416
at the median. On the average, incumbents in this position earn 6% or $1,571 less
than a solid waste truck driver (6.4% or $1,660 less at the median), who earn
about the same as a technical processor. Building maintenance workers earn
about the same as the bookmobile driver.
Solid waste truck drivers earn more than bookmobile drivers in Cleveland County,
Cumberland County, Edgecombe County, Halifax County, Johnston County, and
Robeson County.
At the minimum of the pay range, the mean salary for a bookmobile driver is
$20,980; $21,828 at the median. On average, the bookmobile driver earns 12.1%
or $2,890 less than a solid waste truck driver at range minimum (8% or $1,891 at
the median). The building maintenance worker earns about the same as the
bookmobile driver at range minimum.
At range maximum, the mean salary for a bookmobile driver is $33,210; $31,968 at
the median. On average, the bookmobile driver earns 4.6% or $1,601 less at
range maximum than a solid waste truck driver (5.8% or $1,973 at the median);
and 3.7% or $1,292 less at maximum than a building maintenance worker (4.9% or
$1,661 at the median).
systems administrator: The mean salary for this position is $45,914; the salary
is $45,399 at the median. A systems administrator working for a public library
earns an average of 6.7% or $3,293 less than a systems administrator working for
a city/county government. The differential at the median is 6.2% or $2,993.
Approximately 25% of library systems reporting require the systems administrator
to possess an MLS degree; about 33% require a bachelor’s degree. County/city
jurisdictions report that 37% require a bachelor’s degree for the position; none
require an MS.
Systems administrators in city/county governments earn a higher salary than their
library counterparts in Chatham County, Cumberland County, Davidson County,
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Lincoln County, Harnett County, Henderson County, Iredell County, New Hanover
County, Pender County, Union County, Wake County, and Wayne County.
At the minimum of the pay range, the mean salary for a systems administrator is
$37,880; $37,995 at the median. On average, a systems administrator working for
a library earns 5.1% or $2,015 less than a systems administrator in a city/county
(1.9% or $728 at the median).
At range maximum, the mean salary for a systems administrator is $59,883;
$55,232 at the median. On average, a systems administrator working for a library
earns 3.6% or $2,203 less at range maximum than a systems administrator
working in a city/county (7.7% or $4,604 at the median).
web master: the mean salary for a web master is $47,189; $46,492 at the
median. A web master working for a library earns an average of 15.6% or $8,725
less than a web master working for a city/county government. The differential at
the median is 12%/$6,299.
Approximately one-third of library systems require the web master to possess an
MLS; another one-third require a bachelor’s degree. In city/county governments,
no jurisdictions require an MS; 46% require a bachelor’s degree.
Web masters in city/county governments earn more money than their library
counterparts in the City of Greensboro and earn exactly the same in Wake County.
At the minimum of the pay range, the mean salary for a web master is $37,840;
$35,250 at the median. On average, a web master working for a public library
earns 12% or $5,169 less than a web master in a city/county at the minimum
(16.2% or $6,816 at the median).
At range maximum, the mean salary for a web master is $58,979; $57,408 at the
median. On average, a web master working for a library earns 14.7% or $10,187
less at range maximum than a web master working in a city/county (14.6% or
$9,797 at the median).
PC technician: the mean salary for this position is $34,831; $35,455 at the
median. A PC technician working for a library earns an average of 11.4% or
$4,478 less than a web master working for a city/county government. The
differential at the median is 10.2%/$4,011.
PC technicians in city/county governments make more than their library
counterparts in Cumberland County, Durham County, City of Greensboro,
Mecklenberg County, New Hanover County, and Stanly County.
At the minimum of the pay range, the mean salary for a PC technician is $28,699;
$27,615 at the median. On average, a PC technician working for a library earns
15.7% or $5,340 less than a PC Tech in a city/county at the minimum (19.6% or
$6,741 at the median).
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At range maximum, the mean salary for a PC technician is $45,332; $43,489 at the
median. On average, PC technician working for a library earns 14.2% or $7,520
less at range maximum than a PC Tech working in a city/county (18% or $9,544 at
the median).
Summary of Findings
Based on the data, there is a difference in pay and in pay ranges between jobs that are
public library based as compared to those in local government, even for the same
position such as PC technician, systems administrator and web master. There is also a
difference in pay for jobs that require similar education, experience, skill, effort and
responsibility when comparing jobs that are predominately female versus those that are
more often held by men. It becomes clear from the analysis that traditional “women’s
work” (i.e., librarianship and working in a library) is undervalued starting at the first job
on the career ladder. Yes, indeed, there is a difference in pay for jobs held primarily by
women and those held by men.
VI. Comparison to Teachers, Principals and Superintendents in K-12 Education
To further test findings, it was decided to compare the pay of librarians to teachers.
Methodology
Rather than conducting another study, analysis relied on existing data as available.
Within this constraint, while not able to compare actual salaries paid, a comparison to
salary ranges (minimum and maximum) was feasible.
Accordingly, the pay structure of library staff was compared to the educator pay
structure as reported by the North Carolina Board of Education Department of Public
Instruction, Public School Salary Schedules Fiscal Year 2006 – 20077 and the Local
Salary Supplements for the same fiscal year. The latter provides the supplemental pay,
by county, received by instructional personnel in addition to the state legislated certified
salary.
Findings
Unless otherwise noted, the following comparisons were made to the median of
educator’s pay range data. The range data compared represents the minimum and
maximum of the library salary range and the minimum, 20 year and 30 + year steps of
teacher (and other positions) salary ranges.
Teacher salaries are reported on a 10 month schedule paid in 10 or 12 monthly
installments. However, monthly compensation is reported and what follows for teachers
has been annualized to ensure that the comparisons are made to the same time period
worked (i.e. 12 months).
Librarians and Teachers
The median of the minimum of the salary range reported for a librarian is
$33,274. The median of the maximum of the range is $50,744 state wide.
7
This information can be found at www.ncpublicschools.org/fbs/.
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The range reported for master’s degree certified teachers is $37,632 and the
maximum (for 30 plus years of experience) is $65,760. A teacher with 20 years of
experience earns, at a minimum8, $56,628.
Master’s degreed certified teachers who hold a certification by the National Board
for Professional Teacher Standards (NBPTS) start at $45,720, earn $63,420 after
20 years and a minimum of $73,656 at the maximum.
In addition, many teachers in North Carolina earn a local salary supplement. The
highest supplement reported is $6,580 for the 1,016 teachers in Chapel HillCarrboro. While some supplements are minimal (e.g. Alleghany County, $200;
Madison County $250; Yancy County $300), most are higher and only 5 local
jurisdictions do not add a supplement to teacher pay.
Other examples of supplements follow: Guilford County, $4,443; Cumberland
County, $3,598; Asheville City $4,256; Cleveland County $1,342.
It should be noted that teachers are also eligible to earn an additional step of 1%
- 2% each year based upon experience.
Library Associates and Teachers
The North Carolina Public School data also reports salary ranges for Bachelor’s
degreed certified teachers. The range minimum is $34,212 and maximum is
$59,784; the salary for an individual with 20 years of experience is $51,480. The
range maximum for Bachelor’s prepared teacher with NBPTS certification with 30
years of experience is $66,960; $57,660 at 20 years.
As with master’s degree certified teachers, these teachers are also eligible for a
supplement depending on the local jurisdiction in which they teach.
It is difficult to make a comparison between a library associate and bachelor’s
certified teacher since only one-third of respondents to the library survey noted
that a Bachelor’s degree is a minimum requirement of the library associate
position. This data is provided, however, for those public libraries requiring a
Bachelor’s degree for library associates to benchmark against.
Library Director
The average minimum of the pay range reported is $50,969, and the maximum
is9 $83,496.
Comparing the positions of library director to an equivalent position in the public
school system is difficult and should be made at the local level. The reasons for
this are several. First, is the comparison made to principal or to superintendent?
8
Educators are eligible for a number of supplements, including as reported in the next paragraph, for
NBPTS Certification, as local supplements. In addition to these same supplements, assistant principals
and principals are eligible to earn up to 6% in addition to their base pay as determined by 1997-98, 199899 and 1999-2000 only ABC’s and School Safety accomplishments.
9 For this purpose the mean rather than the median is reported; mean (or average pay) is significantly
higher.
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If to principal, it is important to note that the ranges for principals vary depending
upon number of teachers in the school, and there are seven levels of principal.
One would need to further study the possibility of comparing the number of
teachers working in the school system to the number of librarians working in the
library system.
What follows in Table 5 is the base salary of principals in North Carolina for those
with 9 years of combined experience (total years as an educator plus one year of
credit for each three as a principal).
Table 5: Base Salary of Principals in North Carolina
Classification
Principal I
II
III
IV
V
VI
VII
# Teachers
0-10 teachers
11-12
22-32
33-43
44-54
55-65
66-100
Base10 Salary
$49,296
$51,288
$53,400
$54,864
$56,424
$58,836
$61,440
Base @ 32+ yrs
combined exp
$69,108
$73,332
$77,820
$80,964
$84,240
$89,388
$94,860
Principals, like teachers, are eligible to earn an additional step at the end of each
year of service.
Some might contend that a public library director is best compared to a school
superintendent. This might be particularly true when the library director is
responsible for multiple buildings (branches), is relatively independent and selfsufficient and reports directly to an independent Board of Trustees. Salary
ranges for superintendents are shown in Table 6. Each library system will need
to evaluate their situation before making a comparison based upon a variety of
scope measures including scope and impact of the job, budget, number of
employees, facilities, degree of independence, population served, etc.
Table 6: School Superintendent Salary Ranges
Classification
Minimum Salary
Superintendent I
$53,004
(up to 2,500 ADM)*
ll
$56,268
(2,501 to 5,000ADM)
lll
$59,700
5,001 to 10,000 ADM
lV
$63,360
10,001 to 25,000 ADM
V
$67,248
Over 25,000 ADM
Maximum Salary
$99,300
$105,300
$111,720
$118,500
$125,724
*Note: ADM refers to Average Daily Membership in the school system.
10
Base does not include supplements or possible increases of up to 6%.
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Superintendents are also eligible to earn supplemental pay which varies by
jurisdiction. All but 20 superintendents earn a supplement, with a few in the
$50,000 - $100,000 range. Additional compensation of $126 per month can be
earned for those holding an advanced superintendent’s certificate and $253 per
month for superintendents with an earned doctorate
Summary
As can been seen, the salary range (minimum and maximum) for master’s degreed
certified teachers has a higher median minimum and maximum than the range of
librarians holding an MLS.
It is likely, but not certain, that public school principals enjoy a higher salary range and
earn more than library directors where scope measures of size, employees, population
served, etc. are relatively equal. The same is true for superintendents. This is
especially true when considering supplements and other compensation.
Since both teacher and librarian positions are predominately held by women, it is
difficult or impossible to make any statement pertaining to pay equity or discrimination
based upon these findings.
If a library system wishes to incorporate additional data when making a case to its local
governing body for fair and additional pay, making comparisons to education
professionals in its own jurisdiction is an excellent idea. If this is done, systems should
include supplemental and other pay awarded to public school employees.
Public Library Recommendations
Public libraries can present a strong case to local officials regarding funding for higher
salaries. In addition to the salary database, a tool kit, with examples and talking points,
in PowerPoint format will be made available to libraries to assist them in these efforts.
To help make the case, Libraries must ensure that job descriptions are well written and
reflect actual duties and include professional levels duties required of, and performed
by, all staff. In addition, these job descriptions should stress the required IT
responsibilities of the positions as applicable. To the extent possible, job descriptions
should use the same language as their respective jurisdictions and be updated regularly
to reflect changes in knowledge, skills, abilities and technology.
Senior level library staff should serve on local government compensation committees
and ensure that local government HR personnel are fully aware of the scope and depth
of library jobs. Women need to negotiate salaries, including their starting salary. This is
not common (7% v 57% of males11) and makes a negative impact on their salaries
throughout their careers. This information and training in developing this skill could be
an important offering by NCLA.
Another hypothesis is that members of the public do not fully understand the role and
contribution of public librarians and library personnel. To the public, it appears that the
Babcock, Linda & Laschever, Sara. Women Don’t Ask: Negotiation and the Gender Divide (Princeton
University Press, 2003)
11
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library community is always just quietly there, too quietly, unless there is a crisis, a
budget cut, outcries to ban a book or to campaign for or against a bond issue. Further,
members of the public are unaware of the education and experience required of
librarians, library associates and other staff. Public librarians and libraries tend to
downplay what they offer the public and how they contribute information, education,
literacy, intellectual and social development, a place to meet and so forth. Teachers,
nurses and others in female dominated positions, particularly in times of labor shortage,
obtain more publicity and sympathy from the public. A case is also more easily made
as teachers directly educate children and nurses care for health. In the north, east and
west coast, many teachers are unionized as are an increasing number of hospital
nurses. A much stronger, louder and vociferous case needs to be made by public
libraries for equity in salaries.
The data shows an apparent “Male Premium” in public sector jobs. Libraries need to
make this case to state and local elected and appointed officials. The toolkit developed
as a result of this study, along with ALA materials, will help them do this.
As noted by Dr. Bracy in her call to create an NCLA Pay Equity Task Force, additional
factors that may figure into the lower salaries for librarians, paraprofessionals, and
clerical staff include:
 the impact of technology in libraries without the revision of position
classifications and position descriptions,
 the trend for paraprofessional and clerical staff to perform duties previously
considered “professional” without additional compensation,
 the issue of salary compression facing experienced staff,
 the “service” stereotype of librarians, and
 that persons setting salaries may lack knowledge of the education and
interpersonal skills necessary to manage a library.
Her initial thoughts are right on target!
Analytic Tools – Web Resources
By using the analytic tools available on the web, participants and NCLA members will
have the ability to create custom reports by position, library or government. They can
compare two positions (e.g. librarian and senior planner) and can match to other
libraries or to local governments. Available information for positions includes average
salary, hire rate, minimum and maximum of pay range, longevity pay, number of
employees in the position, degree of match rating from -15% to +15%, education
required of the position and FLSA status. The degree of match indicates the
relationship of the participant’s position to the survey position. For example, a survey
respondent may have indicated that a job in her library was smaller or larger in scope
than that described in the survey because of years of experience or education required,
supervisory responsibility, etc.
This data can be viewed at https://surveyweb2.ucsur.pitt.edu/ncladb/index.php.
The user name is ncladmin and the password is mickey.
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Cautions Using the data:
 Findings, except as noted above with local examples, are based on an aggregate
of statewide data; analysis based on localities also needs to be conducted.
Some of this analysis has been made and is available as a model in the toolkit.

There is a difference in findings of salaries and pay ranges based on geographic
location. That is, some local areas in North Carolina are wealthier than others;
some have a higher cost of living. Geographic differences are not, of course, a
factor when comparing jobs in a library to similar jobs in the same local
jurisdiction.

Users of the data base would be wise to analyze responses by degree of match,
education and experience required for all positions (and hours worked for nonexempt positions); there is a difference in these categories even within library
systems.

When analyzing data, factors such as education and longevity should be taken
into account as these factors often impact the actual salaries paid to incumbents.
This is particularly important in reviewing single incumbent positions.

If using this information for comparative purpose, it needs to be “aged” to the
time of analysis. That is, the data found in the data base will be about one year
old at the time this report is released. Many libraries and local governments have
awarded staff a cost of living and/or merit increase in the interim and may also
have increased their salary ranges.

In some cases, variations in pay may be due to length of time employees have
been in positions. Normally, but not always, higher pay will be associated with
longer service. This is not necessarily the case for senior positions held by an
incumbent who relocated to take a single incumbent position (usually senior
manager or library director).

User analysis should also include a review of hiring rates where reported, as in
some instances these rates represent a more accurate range minimum than the
one reported.

Finally, the following factors, called scope measures, will impact pay (especially
for professional positions) and should be considered in comparing jobs between
libraries:



Budget
Supervisory responsibility
Size of library in relation to “place” in government entity
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23
VII.
Institutions of Higher Education/Academic Libraries Survey and
Findings
This section of the report focuses on library positions in academic libraries compared to
positions in higher education.
Again, to enhance participation, a variety of public relations
activities were undertaken. As with the public library project, a
description of the project was given a prominent place on the
NCLA website; Ms. Hunt wrote articles and notes for Tar Heel
Libraries; and Dr. Gass met with the NCLA Board of Directors to
solicit their support. Again, the project logo was used on all
correspondence and related materials providing a unifying brand.
Reinforced from our experience with the public library survey was the importance of
personal contact follow-up. To help in this effort, the same administrative portal was
established, for use by committee members who also followed a similar schedule and
process as they used during the implementation phase of the public library survey.
The following 17 jobs were included in the academic library survey:
•
•
•
•
•
•
•
•
•
library director
chief public service librarian
chief technical services librarian
library information technology
services director
reference specialist
librarian
senior librarian
library technician
circulation clerk
•
•
•
•
•
•
•
•
computer support specialist
building maintenance worker
library technical processing clerk
systems analyst
instructor
assistant professor
faculty with master’s degree
faculty with master’s degree + 30
credits
Nineteen jobs were included in the survey to colleges, community colleges and
universities:
•
•
•
•
•
•
•
•
•
•
•
dean (humanities or
undergraduate programs)
chief financial officer
chief, enrollment management
director, continuing education
director, administrative computing
senior accountant
systems analyst
sr. electrical/electronic engineer
counselor
student activities officer
buyer
The Singer Group, Inc.
3/8/2016
•
•
•
•
•
•
•
•
programmer analyst, supervisor
continuing education specialist
PC technician
cashier
building maintenance worker
instructor (IT department)
assistant professor
faculty with master’s degree
faculty with master’s degree + 30
credits
24
Faculty jobs were surveyed to ascertain the level of comparability between library
school and related faculty pay in other departments, specifically Information
Technology, where there is one, or Humanities or Undergraduate Programs if there is
not.
Two different surveys were sent electronically to the Library and Human Resource
Directors in all 110 community colleges, colleges and universities in North Carolina.
The survey issued to Library Directors included only the library positions. The survey
sent to Human Resource Directors consisted of the comparable academic positions
noted above.
Deadline extensions and frequent follow-up helped provide a strong response from the
library community: 73 or 66% of the academic libraries provided their salary
information. However, the Human Resource directors did not as overwhelmingly
support the survey: only 26 (24%) of the surveys were submitted.
During data analysis, library and academic institution positions were compared based
on similarity of educational and experiential requirements, scope, effort, responsibility
and working conditions. Table 7 shows the comparisons made12.
Table 7: Library Jobs in Survey and Corresponding City/County Government
Jobs
Library Jobs
Higher Education Positions
library director
dean (humanities or undergraduate programs)
chief financial officer
chief public services librarian
chief technical services librarian
chief enrollment management
director, continuing education
librarian
counselor
library information technology services
director
director, administrative computing
reference specialist
buyer
student activities officer
senior librarian
senior accountant
sr. electrical/electronic engineer
programmer/analyst supervisor
library technician
cashier
circulation clerk
cashier
computer support specialist
PC technician
building maintenance worker
building maintenance worker
technical processing clerk
cashier
12
When matching a position within a library using survey data, one should consider actual educational
and experience requirements for their library’s actual jobs. Individual education and experience
requirements are provided in the database by jurisdiction for easy comparison.
25
Library Jobs
Higher Education Positions
systems analyst
systems analyst
instructor
instructor (IT department)
assistant professor
assistant professor (IT department)
faculty with master’s degree
faculty with master’s degree (IT department)
faculty with master’s degree + 30 credits
faculty with master’s degree + 30 credits (IT
Department)
Tables 8 and 9 are based on statewide data and show the number of employees,
budget and populations of the surveyed community colleges, colleges and universities.
For added depth of data, mean and median figures are provided, as well as actual low
and high responses for each category (Library and HR Department).
Table 8: Composite Characteristics of Higher Education Human Resources
Departments, n=19
Fulltime
Employees
Part-time
Employees
Low
126
1
Mean
1,173
Median
High
Budget
Population
Count
$229,512
652
479
$96,917,657
10,508
420
281
$35,945,341
4,751
7,901
2,000
$863,000,000
30,000
26
Table 9: Composite Characteristics of Higher Education Libraries, n=45
Fulltime
Employees
Part-time
Employees
Low
1
0
$27,000
500
Mean
28
14
$3,499,571
5,119
Median
6
3
$509,634
1,937
426
160
$52,000,000
56,805
High
Budget
Population
Count
Findings by Job
What follows is a brief table showing a comparison of median salary data for select
library jobs as compared to corresponding higher education jobs. Following this chart is
a more detailed description of the findings relating to the average salary paid, the
minimum and maximum of the salary range, and geographic differences. A summary of
findings follows this discussion. For reference, the median is the number in the middle
of a set of numbers; that is, half the numbers have values that are greater than the
median, and half have values that are less. The average or mean represents the
mathematical average of all of the numbers in a set of data, with the numbers totaled
and then divided by the number of arguments.
Table 10: Median Pay of Higher Education Library Positions Compared to Corresponding
Higher Education
library director
dean
Difference
$59,000
$84,000
-42%
chief financial officer
Difference
$106,000
chief enrollment management
$88,400
-79%
Difference
-50%
director of continuing
education
Difference
$79,247
-34%
27
chief technical services
librarian
$48,942
chief enrollment management
Difference
$88,400
-80.6%
director of continuing
education
Difference
$79,247
-62%
librarian
counselor
Difference
$40,000
$44,242
-10.6%
library information
technology services
director
director, administrative
computing
Difference
$62,500
$76,858
-23%
reference specialist
buyer
Difference
$31,750
$44,041
-38.7%
student activities officer
Difference
$40,098
-26.3%
senior librarian
senior accountant
Difference
$44,734
$58,286
-30.3%
senior electrical/electronic
engineer
Difference
$62,892
programmer/analyst
supervisor
-40.6%
Difference
$70,793
-58%
library technician
cashier
Difference
$26,350
$27,015
-2.5%
circulation clerk
cashier
Difference
$25,250
$27,015
-7%
computer support
specialist
PC technician
Difference
$37,961
$38,137
-.5%
building maintenance
worker (library)
building maintenance worker
Difference
28
$29,704
$24,333
+18%
systems analyst (library)
systems analyst
Difference
$54,995
$50,000
+9%
instructor
instructor (IT department)
Difference
INS
$47,333
faculty with master’s
degree
faculty with master’s degree
(IT department)
INS
$46,400
Difference
Additional Job Data
To facilitate use of the data from the survey findings, provided are examples of select
academic library position data as compared to non-library positions in higher education.
These examples provide mean and median salary data, as well as job requirement
comparisons, pay range comparisons (minimum and maximum) and geographic
comparisons. The minimum of the salary range represents the minimum amount the
college, community college or university will pay an employee in the identified position;
the range maximum is the highest amount (exclusive of any longevity payments) an
employee can be paid in the same position.
library director: The mean salary paid to participating library directors is $74,608
and the median salary is $59,000. On the average, a library director earns 30.3%
or $23,147 per year less than a dean (42.4% or $25,000 less at the median);
50.4% or $37,567 per year less than a chief financial officer (80% or $47,000 less
at the median); 28.6% or $21,384 less than a chief of enrollment management
(49.8% or $29,400 less at the median); and 11.5% or $8,957 less than a director of
continuing education ($79,247 or 34% less at the median).
One hundred percent (100%) of the participants reported that the library director
position requires an MLS or MS degree, with one requiring a doctorate. Only one
respondent did not require (or did not report requiring) a master’s or doctorate
degree for the position of Dean. The majority of respondents report requiring a
bachelor’s or master’s degree for the position of Chief Financial Officer.
At the minimum of the pay range for library director, the mean is $52,186 and the
median is $47,400. On average, the minimum pay of the library director is 36% or
$18,719 per year less than that of a dean (27% or $12,702 less at the median);
and 55% or $28,774 per year less than that of a chief financial officer (64% or
$30,206 less at the median).
At range maximum, the mean salary for library director is $94,659, the median is
$65,000. On average the maximum pay of the library director is 12% or $11,343
per year less than that of a dean (47.2% or $30,697 less at the median); and 13%
29
or $12,336 per year less than that of a chief financial officer (53.8% or $35,000
less at the median).
Comparisons in specific geographic locations can also be made, though it these
comparisons do not take length of service or performance into account, either of
which can accelerate or hinder salary growth.
At Asheville Buncombe Technical Community College, the library director earns
$15,578 less than the dean and $49,652 less than the chief financial officer. At
Forsyth Technical Community College, the library director earns $8,441 more than
a dean and $37,000 less than the chief financial officer.
chief public services librarian: The mean salary is $60,903 for a chief public
services librarian and the median is $57,318. On average, a chief public services
librarian earns 57.6% or $35,089 less than a chief of enrollment management
(54% and $31,083 at the median). Virtually 100% of participants reported that the
chief public services librarian position requires an MLS degree. The majority of
participants who provided data for the chief enrollment management officer
reported that the position requires a master’s degree or doctorate.
At the minimum of the pay range, the mean salary of the chief public services
librarian is $43,109, the median is $42,607. On average the minimum pay of a
chief public services librarian is 50% or $21,575 per year less than that of a chief
of enrollment management (33% or $14,058 less at the median).
At range maximum, the mean salary for a chief public services librarian is $61,385,
the median is $65,000. On average the maximum pay for a chief public services
librarian is 58.3% or $35,782 per year less than that of a chief of enrollment
management (29% or $18,841 less at the median).
At Catawba College, a chief public services librarian earns $46,654 less than a
chief of enrollment management. At Central Piedmont Community College, a chief
public services librarian earns $35,018 less at the range minimum and $121,180
less at the range maximum than a chief of enrollment management.
chief technical services librarian: the mean salary for a chief technical services
librarian is $56,050, the median salary is $48,942. On average, incumbents in this
position earn 48.5% or $27,156 less than a director of continuing education (46.3%
or $19,000 less at the median). Again, virtually 100% of participants report that the
chief technical services librarian position requires an MLS; of those reporting
educational requirements, 100% of participants reported that the director of
continuing education position requires an MS or doctorate.
At the minimum of the pay range, the mean salary for chief technical services
librarians is $40,833, the median is $40,000. On average the minimum pay for this
position is 49% or $20,080 per year less than directors of continuing education
(50.5% or $20,203 at the median)
30
At range maximum, the mean salary for the chief technical services librarian
position is $55,912, the median is $53,429. On average the maximum pay of this
position is 51.2% or $28,644 per year less than that of a director of continuing
education (57% or $30,412 at the median).
At East Carolina University, a chief technical services librarian earns $68,420 less
than a director of continuing education. At Fayetteville State University, the chief
technical services librarian position earns $23,247 less than a director of
continuing education.
librarian: the mean salary for holders of this position is $39,509; the median
salary is $40,000. On average, a librarian earns 13% or $4,819 less than a
counselor (17%5 or $6,398 less at the median). All participants (100%) report that
the librarian position requires a master’s degree. Participants did not report the
education requirements for the counselor position, though the CUPA position
description includes a master’s degree.
At the minimum of the pay range, the mean salary for librarian is $36,065; $35,062
at the median. On average, a librarian earns 3.5% or $1,274 less at range
minimum than a counselor (8.4% or $2,938 at the median).
At range maximum, the mean salary for a librarian is $50,203; $49,000 at the
median. On average, a librarian earns 4.8% or $2,409 less at range maximum
than a counselor (8% or $3,891 at the median).
At the North Carolina School of the Arts, a librarian earns $8,645 more than a
counselor; at North Carolina State University, a librarian earns $77 more.
library information technology services director: the mean salary for a library
information technology services director is $63,021; the median is $62,500. On
average, employees in this position earn $23,496 or 37% less than a director of
administrative computing (23% or $14,358 less at the median). Eighty-two percent
(82%) of the libraries report requiring an MLS for this position. Less than 50% of
the director of administrative computing positions require an MS.
At the minimum of the pay range, the mean salary for the library information
technology services director is $36,049; $37,000 at the median. On average, a
library information technology services director earns 71% or $25,519 less than a
director of administrative computing at range minimum (62% or $23,000 at the
median).
At range maximum, the mean salary for the library information technology services
director is $56,527; $52,891 at the median. On average, incumbents in this
position earn 46% or $26,061 less at range maximum than a director of
administrative computing (61% or $32,105 at the median).
At UNC Greensboro, a library information technology services director earns
$17,954 less than a director of administrative computing; at Central Piedmont
Community College a library information technology services director earns
31
$33,448 less at the minimum of the pay range and $56,302 less at the maximum of
the pay range than a director of administrative computing.
reference specialist: the mean salary for a reference specialist is $31,626;
$31,750 at the median. On average, employees in this position earn $12,779 or
40.4% less than a buyer ($12,291 and 38.7% at the median); and 29% or $9,201
less than a student activities officer (26.3% or $8,348 at the median).
Over 50% of participants require the reference specialist position to hold a
baccalaureate degree; 30% require a master’s degree. Fifty percent (50%) of
participants report that the position of buyer requires a bachelor’s degree; none
report requiring a master’s degree.
At the minimum of the pay range, the mean salary for the reference specialist is
$28,254; $27,912 at the median. On average, the library associate earns 23.3%
or $6,585 less than a student activities officer at range minimum (23% or $6,414 at
the median), and 25.3% or $7,168 less at range minimum than a buyer (22.5% or
$6,304 at the median).
At range maximum, the mean salary for the reference specialist is $38,409;
$49,809 at the median. On average, the reference specialist earns 29.7% or
$11,400 less at range maximum than a buyer (27.5% or $10,393 at the median);
and 20% or $7,652 less at maximum than the student activities officer (25% or
$9,428 at the median).
At Central Piedmont Community College, a reference specialist earns $3,078 less
than a student activities officer and $13,994 less than a buyer. At Durham
Technical Community College, a reference specialist earns $10,000 less than a
student activities officer.
senior librarian: the mean salary for a senior librarian is $46,105; $44,734 at the
median. On average, a senior librarian earns 34% or $15,581 less than a senior
accountant (30% or $13,552 at the median); 36.4% or $16,787 less than a senior
electrical/electronic engineer (40.6% or $18,158 at the median); and 46.5% or
$21,353 less than a programmer/analyst supervisor (58.2% or $26,058 at the
median).
At the minimum of the pay range, the mean salary for a senior librarian is $38,020;
$38,725 at the median. On average, a senior librarian earns 26.4% or $10,070
less than a senior accountant at range minimum (23.1% or $8,946 at the median);
17.7% or $6,716 less at range minimum than a senior electrical/electronic
engineer (15.5% or $6,012 at the median); and 48% or $18,264 less at range
minimum than a programmer/analyst supervisor (50% or $19,276 at the median).
At range maximum, the mean salary for a senior librarian is $56,638; $56,681 at
the median. On average, the senior librarian earns 24.4% or $13,798 less at
range maximum than a senior accountant (27.6% or $15,635 at the median); 31%
or $17,535 less at maximum than a senior electrical/electronic engineer (30.9% or
32
$17,493 at the median); and 61.9% or $35,051 less at maximum than a
programmer/analyst supervisor (76.4% or $43,319).
At Fayetteville State University, a senior librarian earns $18,500 less than a senior
accountant and $17,948 less than a senior electrical/electronic engineer. At North
Carolina State University, a senior librarian earns $40,279 less than a
programmer/analyst supervisor.
library technician: the mean salary for a library technician is $26,363; $26,350 at
the median. On the average, library technicians earn 7% or $1,848 less than a
cashier (2.5% or $665 less at the median). Participants report a fairly even split in
requiring a high school diploma, associate’s degree or bachelor’s degree for this
position. No respondent reports requiring a bachelor’s degree for the cashier’s
position.
At the minimum of the pay range, the mean salary for a library technician is
$22,498; $23,698 at the median. On average, a library technician earns 9.4% or
$2,109 less than a cashier at range minimum (the two positions earn about the
same at the median).
At range maximum, the mean salary for a library technician is $30,864; $35,000 at
the median. On average, a library technician earns 9% or $2,817 less at range
maximum than a cashier (3.5% or $1,211 at the median).
At UNC Greensboro, a library technician earns $7,549 more than a cashier; at
Western Carolina University, a library technician earns $2,311 less than a cashier.
circulation clerk: the mean salary for a circulation clerk is $23,308; $25,250 at
the median. On average, circulation clerks earn 21% or $4,903 less than a cashier
(7% or $1,765 less at the median). Survey respondents generally require an
associate’s degree or high school diploma for holders of this position, though
several required a bachelor’s degree. No respondent reports requiring a
bachelor’s degree for the cashier’s position.
At the minimum of the pay range, the mean salary for a circulation clerk is $21,563;
$22,880 at the median. On average, the circulation clerk earns 14% or $3,044
less than a cashier at range minimum (3.4% or $779 at the median).
At range maximum, the mean salary for a circulation clerk is $27,693; $30,000 at
the median. On average, the circulation clerk earns 21.6% or $5,988 less at range
maximum than a cashier (21% or $6,211 at the median).
At Asheville Buncombe Technical Community College, a circulation clerk earns
$4,724 less than a cashier; at Central Piedmont Community College, a circulation
clerk earns $8,578 less than a cashier.
computer support specialist: the mean salary for a computer support specialist
is $33,948; $37,961 at the median. On the average, incumbents in this position
earn 11.2% or $3,788 less than a PC technician (approximately the same at the
33
median). The majority of responding academic libraries report that an associate’s
degree is required for the computer support specialist position; the same is true for
the PC technician.
At the minimum of the pay range, the mean salary for a computer support
specialist is $28,848; $30,000 at the median. On average, the computer support
specialist earns 1% or $245 less than a PC Technician at range minimum (5.6% or
$1,694 more at the median).
At range maximum, the mean salary for a computer support specialist is $57,304;
$55,000 at the median. On average, the computer support specialist earns 11% or
$6,410 more at range maximum than a PC technician (11.4% or $6,242 at the
median).
At East Carolina University, a computer support specialist earns $5,714 less than a
PC Technician; at Fayetteville State University, a computer support specialist
earns $16,833 less.
building maintenance worker: The mean salary for incumbents in this position is
$27,901; the salary is $29,704 at the median. A library building maintenance
worker earns an average of 9% or $2,492 more than a building maintenance
worker in the college in general. The differential at the median is 18% or $5,371
more.
At the minimum of the pay range, the mean salary for a building maintenance
worker is $25,358; $25,358 at the median as well. On average, a library building
maintenance worker earns 18% or $4,598 more than a college building
maintenance worker (18.5% or $4,694 more at the median).
At range maximum, the mean salary for a building maintenance worker is $32,156;
$32,156 at the median as well. On average, a library building maintenance worker
earns 5.6% or $1,816 more at range maximum than a college building
maintenance worker (3.2% or $1,033 at the median).
systems analyst: the mean salary for a systems analyst is $55,178; $54,995 at
the median. A systems analyst employed by an academic library earns an
average of 12% or $6,642 more than a systems analyst working for a college in
general. The differential at the median is 9% or $4,995 more.
All but one library respondent requires a bachelor’s degree or master’s degree for
holders of this position. Most of the college positions require bachelor’s degrees;
none require a master’s degree. Perhaps reflecting this difference, a systems
analyst working in the library at North Carolina State University earns $13,219
more than systems analysts in the college in general.
At the minimum of the pay range, the mean salary for a systems analyst is
$34,908; $37,408 at the median. On average, a systems analyst working for a
library earns 18.5% or $6,457 less than a systems analyst working in the college in
general at the minimum (6.7% or $2,500 at the median).
34
At range maximum, the mean salary for a systems analyst is $91,553; $89,669 at
the median. On average, a systems analyst working in a library earns 15.7% or
$14,378 more at range maximum than a system analyst working in the college in
general (12% or $10,907 at the median).
Findings
Though less data was returned in the academic portion of the study, it is clear that there
is a difference in pay between jobs that are academic-library based versus those in the
college/university in general. There is also a difference in pay for jobs that require
comparable education, experience, skill, effort and responsibility when comparing jobs
that are predominately female versus those that are more often held by men.
In addition to the salary database, a tool kit, with examples and talking points, in
PowerPoint format will be made available to libraries to assist them in advocacy efforts.
To help make the case to funders, Libraries must ensure that job descriptions are well
written and reflect actual duties and include professional levels duties required of, and
performed by, all staff. In addition, these job descriptions should stress the required IT
responsibilities of the positions as applicable. To the extent possible, job descriptions
should use the same language as their respective college or university and be updated
regularly to reflect changes in knowledge, skills, abilities and technology.
Senior level library staff should serve on institutional compensation committees and
ensure that college/university HR personnel are fully aware of the scope and depth of
library jobs. Women need to negotiate salaries, including their starting salary. This is
not common (7% v 57% of males13) and makes a negative impact on their salaries
throughout their careers.
Cautions Using the Data
As with the public sector findings, there are certain considerations users should be
aware of before using the data.
 Findings, except as noted above with local examples, are based on an aggregate
of statewide data; analysis based on localities also needs to be conducted.
Some of this analysis has been made and is available as a model in the toolkit.

There is a difference in findings of salaries and pay ranges based on geographic
location. That is, some local areas in North Carolina are wealthier than others;
some have a higher cost of living. Geographic differences are not, of course, a
factor when comparing jobs in a library to similar jobs in the same
college/university.

Users of the data base would be wise to analyze responses by degree of match,
education and experience required for all positions (and hours worked for nonexempt positions); there is a difference in these categories even within the
college/university.
Babcock, Linda & Laschever, Sara. Women Don’t Ask: Negotiation and the Gender Divide (Princeton
University Press, 2003)
13
35

When analyzing data, factors such as education and longevity should be taken
into account as these factors often impact the actual salaries paid to incumbents.
This is particularly important in reviewing single incumbent positions.

If using this information for comparative purpose, it needs to be “aged” to the
time of analysis. That is, the data found in the data base will be about one year
old at the time this report is released. Many colleges and universities have
awarded staff a cost of living and/or merit increase in the interim and may also
have increased their salary ranges.

In some cases, variations in pay may be due to length of time employees have
been in positions. Normally, but not always, higher pay will be associated with
longer service. This is not necessarily the case for senior positions held by an
incumbent who relocated to take a single incumbent position (usually senior
manager or library director).

User analysis should also include a review of hiring rates where reported, as in
some instances these rates represent a more accurate range minimum than the
one reported.

Finally, the following factors, called scope measures, will impact pay (especially
for professional positions) and should be considered in comparing jobs between
libraries:



Budget
Supervisory responsibility
Size of library in relation to “place” in college/university
VIII.
Recommendations from Pay Equity Committee
The Pay Equity Committee recommends that the database be hosted on NCLA’s
website, with access available to all public libraries and data listed by position and
organization. Once this database is finalized, participants will be notified via e-mail from
Dr. Gass and the Committee; as well as the NCLA listserv and Tarheel Libraries. The
Committee will need assistance from the Board to encourage participation from
academic libraries and institutions in the upcoming survey to these organizations.
36
Project Evaluation
At the end of the project, the library personnel of the library communities surveyed will
have data and products that can be used to impact their future salaries and benefits.
With the completion of this project, it will be very important for the North Carolina Library
Association to use the data and products to their fullest advantage. In some ways this
project and the work of the NCLA Pay Equity Task will serve as the beginning of an
even larger and more important initiative for NCLA. The effectiveness and significance
of this project can only be measured after NCLA and the library communities find useful
application for the products and data developed during this project. The members of
the Pay Equity Task Force are responsible for evaluating this project.
Likely, the leadership of NCLA will want to develop some long-term means of continuing
to address the issues of pay equity identified during this project. Possible means to
address the effectiveness of this project include:
 Feedback from librarians regarding usefulness of the tools.
 Inexpensive future surveys of librarians regarding their success using the pay
equity database.
 Review of library personnel’s pay to see if there are any upward trends.
 Development of workshops or training sessions for library personnel in the
effective use of product and tools.
Learnings
There were a number of very helpful mechanisms that supported this project. They
include the following: an excellent and dedicated project manager, Dr. Beverley Gass
and a hardworking committee. On-going and regularly scheduled communications kept
the consultant and committee knowledgeable and aware. The web based survey is an
excellent too, and the administrative portal facilitated keeping track of survey responses
and follow-up. Sponsorship by the North Carolina Library Association and support of its
Board of Directors was certainly a plus. Gaining the support of the North Carolina
chapter of the International Personnel Management Association (IPMA) probably led to
the higher level of responses from local governments than anticipated. The members of
IPMA include local government Human Resources Directors. Finally, the telephone
follow-up by the members of the committee was extremely helpful in soliciting feedback
and participation.
Information about what might make a similar project even more successful in the future
also emerged. A strong marketing plan is recommended to encourage participation in
the survey; committing to a schedule that can be adhered to so data and findings are
timely for participants; working the data base and data to ensure that the data/findings
are easy to use by participants and other end-users.
To enhance success, stronger involvement with more members of the sponsoring
institution’s Board of Directors and other library leaders as well as a larger committee is
also recommended. The committee should also include a contingent of library directors.
Marketing the survey needs to be a priority, as does “branding” it. Having a logo and all
information placed on NCLA’s website is very valuable, and yet, along with the
telephone calls made by the committee, more pro-active marketing may increase the
number of participants and excitement that is generated about the project and its
findings.
37
In beginning such a project it is recommended that the project sponsor think about the
Partners and relationships among them. Be very clear about the roles and
responsibilities of each, including who does what and by when. Create a realistic
timeframe to which all can agree. Ask each partner to agree in writing to the timeframe.
Appoint a committee that represents a cross section of members across the state or
locality being studied. Create a charter/charge for this group. Review it with them, and
again, seek their agreement and active participation. Important roles for members of
the committee include:




Contacting participants (all committee members) at the beginning and during the
project
Thanking participants
Updating (if not designing) information to be placed on sponsoring organization’s
website
Writing stories, news blurbs and updates for sponsoring organization’s websites.
Consider forming a relationship with the board of your local or statewide chapter of the
International Public Management Association for Human Resources (IPMA-HR) or
Society for Human Resources Management (SHRM) and the College and University
Personnel Association (CUPA).
IX. Issues of Diversity Related to Public and Academic Librarian Salaries
This section of the report is prepared by Donald W. King, Distinguished Research
Professor, UNC – Chapel Hill School of Information and Library Science and Songphan
Choemprayong, PH.D. Graduate Assistant. UNC – Chapel Hill School of Information
and Library Science.
Note: A major difference in what follows to the findings highlighted above is that the pay
equity projected collected official data from employing public libraries who reported
salary range data (hiring rate, minimum and maximum) as well as a summary of the
salaries paid to all incumbents in each position. The following reflects salary
information and analysis based on actual salary information reported by self-selected
staff.
Introduction
This portion of the report presents results of a public and academic library staff survey
conducted as part of the North Carolina Pay Equity project and also as input to the
Institute of Museum and Library Service (IMLS) study on “The Future of Librarians in the
Workforce”. The IMLS study involves library surveys that are sub-divided into five parts
with each part administered to one-fifth of a census of public and academic libraries in
the US. Each of the five parts have a common set of questions and each has a unique
set of questions dealing with in-depth operational information, trends in services
provided, trends in outsourcing library functions, trends in the importance of staff
competencies, and lastly a set of questions distributed to library staff. We included the
library staff questions as part of the North Carolina Pay Equity survey and both are
processed by the University of Pittsburgh, University Center for Social and Urban
38
Research (UCSUR). The remaining IMLS surveys were held up so that North Carolina
libraries would not be subjected to two in-depth surveys at the same time. The intent
being to complete the IMLS library surveys three to four months following the Pay
Equity project.
The IMLS surveys were done by having the public and academic library that did not
respond to the staff survey be sent the part that includes the staff surveys. In this way
we were able to add a significant number of responses of librarian data to those
reported in this report. The 23 public and 18 academic libraries that responded to staff
questions were asked to respond to one of the other four parts of the IMLS survey.
These surveys are initiated by IMLS and have required OMB approved in addition to
university IRB approval. The IMLS surveys had a letter requesting response as well as
support from several professional societies such as ALA.
Staff Survey Method
The IMLS staff survey incorporated in the NC Pay Equity study involved 5 sets of
questions:





Standard demographics: age, sex, whether Hispanic, and race
Librarian-related characteristics: degree, position in the library, work status (e.g.,
full-time, part-time, permanent/temporary), department, level of employment,
annual salary, fringe benefits received, and professional affiliations.
Satisfaction and importance rating of aspects of librarians’ work: salary, fringe
benefits, opportunities for advancement, type of work done, and geographic
location.
Career experience and plans: years experience as a librarian and other
professional, continuity of employment in a library, retirement plans, etc.
Ratings of how well their education prepared them for their initial and current
assignments in the library.
A total of 263 librarians responded to these questions. While not necessarily
statistically valid because not all public and academic libraries responded that were
asked to request that their staff participate in the staff survey, the responses provide
relevant indicators of salary observations. A list of responding libraries and staff
surveys are attached.
The survey results are presented below as follows:
 General description of survey respondents
 Analysis of salaries by position in the library, year first employed, age, level of
employment, sex, and geographic location
 Comparative analysis of job-related factors
A general description is also given for other professional library staff.
General Description of Librarian Survey Respondents
There were 206 public librarians and 57 academic librarians with a Graduate Degree
from LIS programs that are accredited by the American Library Association. Five of
these public librarians and two academic librarians have a Ph.D. or equivalent. The
public librarians included 37 males and 153 females and academic librarians with 13
males and 41 females who chose to respond to this question, perhaps biased some
39
toward number of female responses. Only eight public and six academic librarians are
on part-time status and three public and one academic librarians on a temporary status
which could affect their availability of fringe benefits as well as level of salaries (or
wages).
The age of respondents are categorized in the following table.
Table 11: Age of Librarian Survey Respondents
Proportion of Librarians (%)
Academic
Age Level
Public librarians
Librarians
< 26 years old
7.2%
9.3%
26 – 30
7.7
7.4
31 – 40
25.8
20.4
41 – 50
21.6
18.5
51 – 60
29.9
38.9
61 – 70
7.7
5.6
These results, if accurate, confirm the issue of “graying” of the librarian workforce; a
major concern in replacing the 40 percent or more of librarians who may retire in the
next 15 years, in addition to leaving for other reasons. The problem appears to be
greater with academic librarians of which 44.5 percent are over 50 years of age.
The following table shows the year respondents are first employed in a library.
Table 12: Year Survey Respondents are First Employed in a Library
Proportion of Librarians (%)
Academic
Year First Employed
Public librarians
Librarians
1969 – 1980
11.9%
26.4%
1981 – 1990
18.1
20.8
1991 – 2000
39.5
26.4
2001 – 2006
30.5
26.4
Of the public librarians who were first employed prior to 1981, about 10 percent were
over 60 years old and of those who entered after the year 2000, 43 percent are 31 to 40
years old and 17 percent were over 40 years old. For academic librarians, 8 percent of
those who first employed prior to 1981 were over 60 years old and over 28 percent of
those who entered after the year 2000 were over 40 years old. This suggests that many
of those entering the library workforce as librarians are not young graduates.
Some librarians leave the library workforce for periods of time due to family obligations,
illness or disability, relocation or to work in another occupation or to further education.
Evidence of such disruption in library employment is that six percent of the public
librarians and nine percent of the academic librarians did in fact leave the workforce for
a time, about evenly for males (5.9%) and females (7.3%) for public librarians and
academic librarians. Such disruption and the actual length of time spent in library work
can have a bearing on current salaries. Table 13 depicts the total years of experience
as a librarian for survey respondents.
40
Table 13: Total Years of Experience as a Librarian of Survey Respondents
Proportion of Librarians (%)
Academic
Years Spent as a Librarian
Public librarians
Librarians
<3
7.3%
9.1%
3–5
5.7
12.7
6 – 10
24.5
20.0
11 – 20
35.9
20.0
21 – 30
17.2
18.2
> 30
9.1
20.0
An analysis of age and years of experience was done and reinforces the assertion that
many librarians begin their work at a relatively older age.
The level of employment also influence salaries paid. Respondents to this
characteristic are found in Table 14.
Table 14: Level of Employment of Survey Respondents
Proportion of Librarians (%)
Academic
Level of Employment
Public librarians
Librarians
Library Director
5.1%
5.5%
Assistant and Associate Director
4.1
5.5
Department or Branch Head
35.7
30.9
Other Supervisory Capacity
13.3
10.9
Non-supervisory Capacity
37.2
40.0
These proportions are similar to those observed thus far in the national survey of
librarians.
Analysis of Librarian Salaries
Average salary of public librarians is $46,764 which appears to be greater than
professionals (i.e., degreed) working in a librarian capacity or other professionals
working in another capacity such as administration, systems, specialist of some kind,
etc. ($35,976). The same is observed for academic librarians and other professionals
($45,552 vs. $30,083). As expected, salaries increase with years experience as a
librarian and by year first employed in a library as shown in Tables 15 and 16 below.
Table 15: Average and Median Annual Librarian Salaries by Number of Years
Experienced as a Librarian (North Carolina 2006, 2007)
Librarian Salaries
Public
Librarians
Academic Librarians
Years Experienced as
Librarian
Mean
Median
Mean
Median
<3
$33,953
$34,000
$37,000
$37,500
3–5
$37,008
$35,075
$43,100
$44,500
6 – 10
$39,123
$38,040
$40,374
$42,200
11 – 20
$47,447
$46,000
$46,382
$42,000
21 – 30
$53,187
$53,000
$44,583
$47,028
> 30
$68,449
$69,472
$62,567
$57,000
41
Based on these results, it appears that public librarians with little experience (say, up to
5 years) get less salary than academic librarians, but more in later years. Generally
those with little experience get little increase since one would expect salaries to
increase by about 15 percent over five years based on cost of living increases alone.
The second five years just about covers cost of living increase, but after that increases
do not appear to match cost of living increases except, perhaps, for those having over
30 years experience.
The above findings are confirmed by comparing salaries by year first employed (Table
16).
Table 16: Average and Median Annual Librarian Salaries by Year First Employed
as a Librarian (North Carolina 2006, 2007)
Librarian Salaries
Public Librarians
Academic Librarians
Year First Employed
Mean
Median
Mean
Median
1969 – 1980
$64,341
$61,500
$55,750
$51,000
1981 – 1990
$53,959
$53,000
$46,400
$40,000
1991 – 2000
$45,431
$45,000
$42,922
$44,582
2001 – 2006
$36,743
$36,000
$40.365
$38,400
The average and median salaries are given for level of employment in Table 17.
Table 17: Average and Median Annual Librarian Salaries by Their Level of
Employment (North Carolina 2006, 2007)
Level of Employment
Librarian Salaries
Public Librarians
Academic Librarians
Mean
Median
Mean
Median
Director or Asst./Assoc.
$70,212
$63,358
$70,826
$66,776
Director
$47,428
$45,000
$45,794
$45,000
Department or Branch Head
$41,974
$38,800
$39,500
$40,000
Other Supervisory Capacity
$40,392
$39,000
$39,505
$42,000
Non-supervisory Capacity
There is a substantial jump in salary from department or branch library head to
Assistant or Associate Director or Library Director.
Examination of the comparison of salaries among race (or whether Hispanic) shows
little difference, although few non-white librarians responded to the survey. However,
examined from a variety of perspectives, females make lower salaries than males and
there appears to be no mitigating circumstances accounting for differences such as
years of experience or continuity of experience.
Across all responding librarians about 80 percent are female, but only 67 percent of
responding Library Directors and Assistants or Associated Directors are female.
Females are more represented as department or branch heads (91%), other
supervisory capacity (83%), or non-supervisory capacity (71%). Salaries for these
42
positions are given in Tables 18 and 19 below with Directors and Assistants or
Associate combined due to the small sample size.
Table 18: Average and Median Annual Librarian Salaries by Level of Employment
and by Sex of Public librarians (North Carolina 2006, 2007)
Librarian Salaries
Male
Female
Level of Employment
Mean
Median
Mean
Median
Director or Asst./Assoc.
$76,576
$69,472
$66,436
$63,623
Director
Department or Branch Head
$53,667
$52,200
$46,722
$45,000
Other Supervisory Capacity
$37,090
$34,000
$41,483
$38,800
Non-supervisory Capacity
$39,483
$38,180
$40,428
$39,000
Table 19: Average and Median Annual Librarian Salaries by Level of Employment
and by Sex of Academic Librarians (North Carolina 2006, 2007)
Librarian Salaries
Male
Female
Level of Employment
Mean
Median
Mean
Median
Director or Asst./Assoc.
$69,990
$60,000
Director
Department or Branch Head
$48,500
$48,500
$45,378
$45,000
Other Supervisory Capacity
$39,500
$40,000
Non-supervisory Capacity
$37,233
$42,000
$40,925
$41,200
While salaries of males and females are about the same at lower levels of employment,
they depart at higher level of management with public librarians male respondents
having about 15 percent higher salaries. Perhaps, this discrepancy could be due to
years of experience of librarians (at all levels) which takes into account possible
disruption of employment, particularly by females. Table 20 and Table 21 below show
salaries of males and females by their years of employment as librarians.
Table 20 Average and Median Annual Librarian Salaries by Years of Experience
and by Sex of Public Librarians (North Carolina 2006, 2007)
Librarian Salaries
Male
Female
Years of Experience
Mean
Median
Mean
Median
< 6 years*
$32,635
$32,635
$34,309
$35,000
6 – 10
$37,752
$38,000
$39,509
$38,900
11 – 20
$46,083
$46,000
$47,810
$46,000
21 – 30
$58,200
$56,000
$51,706
$50,000
> 30
$81,806
$92,040
$62,884
$61,623
* There were 11 female responses and no male responses for under 3 years experience
and only one male response for 3 to 6 years experience.
Salaries of male and female public librarian respondents are about the same up to
about 20 years experience, at which point female salaries appear to hit a barrier which
is consistent with their having fewer management responsibilities.
43
Table 21 Average and Median Annual Librarian Salaries by Years of Experience
and by Sex of Academic Librarians (North Carolina 2006, 2007)
Librarian Salaries
Male
Female
Years of Experience
Mean
Median
Mean
Median
< 6 years*
$40,050
$38,200
6 – 10
$29,667
$40,000
$44,390
$45,000
11 – 20
$42,000
$42,000
$47,007
$42,000
21 – 30
$51,082
$51,082
$42,417
$45,000
> 30
$50,000
$50,000
$65,080
$64,000
Female academic librarians appear to have higher salaries than males at most years of
experience, although one must caution that these represent small samples.
Comparative Analysis of Aspects of Librarians’ Work
Part of analysis of public librarian salaries involves comparison of this aspect of their
work with other aspects such as fringe benefits, opportunities for advancement, type of
work done, and geographic location. Librarians were asked to rate the importance of
these aspects to them and satisfaction with these aspects. These ratings are
summarized in Table 22 below.
Table 22 Librarian Ratings of Importance of and Satisfaction with Five Aspects of
Their Work (North Carolina 2006, 2007)
Public Librarians
Academic Librarians
Importance Satisfaction Importance Satisfaction
Aspects of Work
Salary
Fringe benefits
Type of work
Opportunity for
advancement
Geographic location
(1 – very
unimportant
to 5 – very
important)
(1 –
dissatisfied to
5 – very
satisfied)
(1 – very
unimportant
to 5 – very
important)
(1 –
dissatisfied to
5 – very
satisfied)
4.03
3.97
4.48
3.65
3.40
3.37
4.03
3.26
4.11
4.04
4.39
3.47
3.42
3.38
4.22
2.98
3.92
3.94
4.11
4.09
Type of work appears to be both important and satisfying to librarians. However,
opportunity for advancement has low satisfaction ratings.
The proportion of females in public librarians who are dissatisfied or somewhat
dissatisfied with their salary is slightly higher than the proportion of males (35.3% vs.
28.8%). Level of librarians dissatisfied with salary is somewhat less for public library
director and assistant/associate directors (20.8% dissatisfied or somewhat dissatisfied)
and more for those in non-supervisory capacity (39.3%). However, dissatisfaction of
department or branch heads and other in supervisory capacity are about the same at 30
percent dissatisfied or somewhat dissatisfied.
The overall public librarian average salary of those dissatisfied with their salary is
$46,307 compared with average salary of $57,331 for those very satisfied. The
difference is even greater with academic librarians ($32,000 for those dissatisfied vs.
44
$67,780 for those very satisfied). However, looked at from the standpoint of level of
employment, only those serving as department or branch heads and in supervisory
capacity have an average salary less than overall salaries as shown below:
Table 23: Level of Satisfaction with Salary by Level of Employment
Average Salaries
Public Librarians
Academic Librarians
Those
Those
Those
Very
Those
Very
Level of Employment Dissatisfied Satisfied Dissatisfied Satisfied
Department or Branch
$36,167
$61,374
$32,000
$64,000
Head
Other Supervisory
$38,800
$39,500
Capacity
Non-Supervisory
$40,175
$47,817
Interestingly, those overall public librarians employed in an other supervisory capacity
have on average salary nearly the same as those who are dissatisfied and very satisfied
(i.e., $38,800 vs. $39,500). The average age of those dissatisfied with salary is 44 vs.
45 overall average age, thus age is apparently not a factor.
Analysis of Fringe Benefits
Fringe benefits that are monetary-related such as retirement or pension funds are, in
effect, part of a librarians’ compensation. For some librarians, a strong fringe benefit
package can have a compensating affect on lower salaries. Librarians were asked
about the fringe benefits available to them, whether they receive them, and who pays
for the benefits (e.g., library pay all, some or librarian pays all). Responses to these
fringe benefit opportunities are given in Tables 24 and 25.
Table 24: Availability and Payment of Monetary-related Fringe Benefits of Public
Librarians (%)
Availability
How Paid
Type of
Received
Fringe
Not
Not
by
Library
Each
Librarian
Benefit
Available Received Librarian Pays All
Pays
Pays All
Retirement /
1.6
8.6
89.8
12.7
78.8
8.5
Pension
Employee
1.1
3.8
95.1
40.8
56.2
3.0
medical
Family
2.2
65.2
32.6
1.9
51.9
46.2
medical
Life
10.3
21.6
68.1
46.5
28.7
24.8
insurance
Long-term
40.1
44.6
15.3
9.4
20.8
69.8
care
Membership
62.0
6.7
31.3
47.4
15.8
36.8
dues
Parking or
60.9
6.7
32.4
59.6
14.9
25.5
transportation
45
Table 25: Availability and Payment of Monetary-related Fringe Benefits of
Academic Librarians (%)
Availability
How Paid
Type of
Received
Fringe
Not
Not
by
Library
Each
Librarian
Benefit
Available Received Librarian Pays All
Pays
Pays All
Retirement /
9.1
3.6
87.3
10.6
85.1
4.3
Pension
Employee
9.1
3.6
87.3
31.9
66.0
2.1
medical
Family
10.9
63.6
25.5
4.3
65.2
30.4
medical
Life
16.4
18.2
65.5
55.6
19.4
25.0
insurance
Long-term
32.7
50.9
16.4
14.3
14.3
71.4
care
Membership
59.3
9.3
31.5
65.2
4.3
30.4
dues
Parking or
61.8
9.1
29.1
23.5
76.5
transportation
The expensive fringe benefits such as retirement and insurance package are available
to most librarians and are received by a substantial proportion of them, although
apparently more for public librarians than academic librarians. However, the librarians
are asked to pay either for some of the benefits or all (e.g., 46% of public librarians and
30% of academic librarians pay all of family medical when the benefit is received).
When librarians must pay all of the benefit cost, they tend not to receive benefits. For
example, seven of ten librarians say they must pay for all long term care insurance, but
only about 15 percent of those who can participate choose to do so. Even though these
benefits are reasonably well available some librarians are dissatisfied with their fringe
benefit program. The ratings are 3.97 average importance and 3.37 satisfaction for
public librarians and 4.04 and 3.38 respective average ratings for academic librarians.
Those dissatisfied with fringe benefits tend to be higher level librarians as shown below:
Table 26: Satisfaction with Benefits by Level of Employment
Proportion of Librarians of Librarians (%)
Public Librarians
Academic Librarians*
Level of Employment
Dissatisfied
Overall
Dissatisfied
Overall
Director/ Assistant or
11.1%
22.2%
Associate Director
Department or Branch
9.0
10.4
6.3%
6.3%
Head
Other Supervisory
15.4
11.5
Capacity
Non-supervisory
2.9
12.9
4.8
14.3
capacity
* Small sample responses (n=6)
46
Average age of those dissatisfied also is about the same as librarians overall. Male
public librarians tend to be somewhat more dissatisfied than females (13.5% vs. 8.19%)
and very satisfied (16.2% vs. 11.5%).
Opportunity for advancement has the second lowest rating of satisfaction by public
librarians, but also the lowest rating of importance. As shown previously, 37.2 percent
of public librarians work in non-supervisory capacity (with some undoubtedly preferring
to do so).
Clearly level of employment is a relevant factor in this source of dissatisfaction as
shown below:
Table 27: Satisfaction with Opportunity for Advancement by Level of Employment
Proportion of Librarians of Librarians (%)
Public Librarians
Academic Librarians*
Very
Very
Level of Employment Dissatisfied Satisfied Dissatisfied Satisfied
Director/ Assistant or
29.4%
33.3%
Associate Director
Department or Branch
8.8%
14.7
23.5%
5.9
Head
Other Supervisory
11.5
11.5
16.7
33.3
Capacity
Non-supervisory
15.5
5.6
15.0
5.0
capacity
* Small sample responses (n=14)
Many of those in non-supervisory capacity clearly feel dissatisfied with lack of
opportunity for advancement. However, male and female public librarians tend to feel
about the same: dissatisfied (male 10.8%, female 11.4%), very satisfied (male 13.5%,
female 11.4%). Age is not a factor.
Even though public librarians have some concerns with their salaries, fringe benefits,
opportunity for advancement and geographic location, most are satisfied with the type of
work they do (4.03 average satisfaction rating) and they consider important to them
(4.48 importance rating) and academic librarians share this sentiment (4.22 and 4.39
average ratings respectively). Furthermore, librarians were asked “If you had the
opportunity to choose your career over again, would you still choose librarianship?”
Responses are shown in the table below.
Table 28: Responses to Question of Choosing Librarianship as a Career
Would you still choose
librarianship?
Public Librarians
Academic Librarians
Definitely
32.6%
46.3%
Probably
37.1
27.8
Unsure
18.5
16.7
Probably not
9.6
9.3
Definitely not
2.2
47
Those public librarians who would probably or definitely not choose librarianship tend to
have a lower salary ($42,198 vs. $46,046 overall). However, it is not the case for
academic librarians which those would probably or definite not choose librarianship tend
to have a higher salary ($48,221 vs. $45,616 overall). In addition, those public
librarians are slightly older on average (46 vs. 44 overall) which contradicts to those
academic librarians which tend to be younger (36 vs. 44 overall). However, those are
more likely to be female (about 65% overall).
General Description of Other Professionals Who Work in Libraries
Other professionals are those who work in a librarian capacity (but are not librarians as
defined above) and those who work in another capacity such as systems, accounting,
etc. There are 117 public library respondents and 12 academic library respondents who
classified themselves in this manner. Most of these respondents are female (80.4% in
public libraries, 90.9% in academic libraries). Most are working full-time (81.5% in
public libraries and 83.3% in academic libraries).
The age of respondents are categorized as follows:
Table 29: Age Level of Respondents by Type of Library
Proportion of Professionals (%)
Academic
Age Level
Public libraries
Libraries
< 26 years old
11.8%
18.2%
26 – 30
9.8
9.1
31 – 40
17.6
41 – 50
26.5
9.1
51 – 60
28.4
63.6
61 – 70
5.9
These results, if accurate, indicates the issue of “graying” is true for other professionals
as well.
The total years experience professionals spent as a librarian is provided in Table 30.
Table 30: Total Years of Experience Spent as Librarian:
Proportion of Professionals (%)
Academic
Years Experience
Public libraries
Libraries*
<3
28.1%
33.3%
3–5
25.0
6 – 10
21.9
33.3
11 – 20
12.5
21 – 30
4.7
> 30
7.8
33.3
* Small sample responses
The table above shows these professionals are relatively new to the library workforce.
48
The level of employment also influence salaries paid. Respondents to these
characteristics are found as follows:
Table 31:
Level of Employment
Library Director
Assistant and Associate Director
Department or Branch Head
Other Supervisory Capacity
Non-supervisory Capacity
Other
Proportion of Professionals (%)
Academic
Public libraries
Libraries
1.0%
2.0
18.2
19.8
8.9
36.4
52.5
27.3
15.8
16.7
Average salaries of other professionals working in another capacity such as
administration, systems, specialist of some kind, etc. is $35,976 in public libraries and
$30,083 in academic libraries. Male other professionals who responded appear to have
higher salaries than their female counterparts (i.e., $39,286 vs. $34,577).
Table 32: Other Professional Ratings of Importance of and Satisfaction with Five
Aspects of Their Work (North Carolina 2006, 2007)
Public Libraries
Academic Libraries
Importance
Importance Satisfaction
Satisfaction
Aspects of Work
Salary
Fringe benefits
Type of work
Opportunity for
advancement
Geographic location
(1 – very
unimportant
to 5 – very
important)
(1 –
dissatisfied to
5 – very
satisfied)
(1 – very
unimportant
to 5 – very
important)
(1 –
dissatisfied to
5 – very
satisfied)
4.00
3.79
4.27
3.67
3.08
3.47
4.21
3.16
3.80
3.90
4.20
2.80
2.40
3.60
4.30
3.10
3.77
4.35
3.60
4.60
Other professionals tend to rate importance of aspects of work lower than librarians, but
satisfaction higher.
49
Table 33: Availability and Payment of Monetary-related Fringe Benefits of Other
Professionals in Public Libraries (%)
Availability
How Paid
Type of
Library
Fringe
Not
Not
Received by
Pays Each Professionals
Benefit
Available Received Professionals
All
Pays
Pays All
Retirement /
4.1
13.3
82.7
18.7
66.7
14.7
Pension
Employee
7.1
14.3
78.6
49.3
42.7
8.0
medical
Family
8.3
59.4
32.3
1.9
51.9
46.2
medical
Life
10.4
21.9
67.7
37.1
22.6
40.3
insurance
Long-term
34.8
51.1
14.1
25.0
75.0
care
Membership
60.9
19.6
19.6
56.0
12.0
32.0
dues
Parking or
63.4
6.5
30.1
57.1
19.0
23.8
transportation
Table 34: Availability and Payment of Monetary-related Fringe Benefits of Other
Professionals in Academic Libraries (%)
Availability
How Paid
Type of
Library
Fringe
Not
Not
Received by
Pays Each Professionals
Benefit
Available Received Professionals
All
Pays
Pays All
Retirement /
10.0
90.0
22.2
77.8
Pension
Employee
20.0
80.0
12.5
62.5
25.0
medical
Family
50.0
50.0
12.5
25.0
62.5
medical
Life
30.0
70.0
100.0
insurance
Long-term
20.0
60.0
20.0
33.3
66.7
care
Membership
77.8
11.1
11.1
100.0
dues
Parking or
40.0
20.0
40.0
33.3
66.7
transportation
Fringe benefits packages of other professionals are similar to librarians.
50
Table 35: Attached Tables of Participating Libraries - Public Libraries
Library Name
Percent
Alamance County Public Libraries
Albemarle Regional Library
Appalachian Regional Library
Braswell Memorial Library
Chapel Hill Public Library
Cleveland County Memorial Library
Cumberland County Public Library &
Information Center
Edgecombe County Memorial Library
Gaston-Lincoln Regional Library
System
Hickory Public Library
High Point Public Library
Lee County Library
Mooresville Public Library
Neuse Regional Library System
New Hanover County Public Library
Public Library of Charlotte &
Mecklenburg County
Public Library of Johnston County &
Smithfield
Randolph County Public Library
Rockingham County Public Library
Rowan Public Library
Stanly County Public Library
Transylvania County Library
Wayne County Public Library
Alamance County Public Libraries
4.4%
0.5
3.4
1.9
1.0
0.5
11.2
0.5
2.9
3.9
7.3
0.5
1.0
0.5
5.3
38.8
0.5
3.9
2.9
4.9
1.0
1.9
1.5
4.4
51
Academic Libraries
Academic Institution
Bennett College for Women
Central Carolina CC
Central Piedmont CC
Craven CC
Davidson CCC
Davidson College
Edgecombe CC
Elizabeth City State University
Elon University
High Point University
Lenoir-Rhyne College
Mars Hill College
Shaw University
St. Andrews Presbyterian College
Surry CC
UNC at Greensboro
Vance Granville CC
Warren Wilson College
Bennett College for Women
Central Carolina CC
Central Piedmont CC
Craven CC
Percent
1.8%
5.3
8.8
1.8
3.5
5.3
1.8
5.3
15.8
5.3
5.3
5.3
3.5
1.8
1.8
17.5
5.3
5.3
1.8
5.3
8.8
1.8
52