REDUCTION BUDGETING HITS HOME: THE DALLAS STORY

What was previously only second‐hand knowledge, gleaned from accounts in the professional literature, became a fact of life for the Dallas Public Library when we were thrust, full speed, into reduction budgeting. The library, whose budget had increased from $15 million in FY 1984–85 to $16.5 in 1985–86, with one‐third of that increase going into materials, was forced to adapt its philosophy to a totally new and unexpected set of circumstances. Our response combined participative review and adjustment of library service priorities with political action into, what we believe, was a rational plan for reductions.