TASK FORCE ON FISCALLY SUSTAINABLE SERVICE MODELS

JANUARY 2011

THE CHARGE

Develop a range of service models Materials budget at a minimum of 8%

of costs A 10% reserve built over 5 years Fiscal sustainability Alignment with Strategic Plan Report due by the end of January

2011

THE PROCESS

WHO WHEN WHAT

INSIGHTS AND TRENDS

Efficiency, convenience and centralized functions

Harness the power of the patron AMHS Floating collections Leverage assets Focus on local content Resist silos

INSIGHTS AND TRENDS

How people use libraries Ebooks and emagazines are more

expensive for libraries Librarians as designers, managers

and information experts “Rangerider” concept

INSIGHTS AND TRENDS: VOLUNTEERS

Ratio of volunteers to staff Deploy volunteers in larger programs Be careful about liability issues Volunteers cannot replace most staff Staff have professional training for

program design Volunteers for enhancement

INSIGHTS AND TRENDS: Library Size, Efficiency and Open Hours

Maximum operating efficiency at 24-40,000 sf

Where dynamic population does not justify larger facility, trend toward community resource center with library presence

More hours may not result in being busier

THE STAFFING MODEL

Maximizing self sufficiency of patrons

Centralized program design and delivery

Virtual delivery of services once considered basic

Flexibility and nimbleness

THE SERVICE MODELS COMMONALITIES

Vehicle & technology replacement funds Centralized materials selection , program

design and reference Optimizing volunteers Self check/self pick up of holds Consolidation of service desks Floating collections 24/7 Reference Outsource courier

THE SERVICE MODELSKEY DIFFERENCES

Program and service delivery How volunteers are used Number of facilities The role of fixed facilities Hours allocation 

THE SERVICE MODELSSUMMARY DESCRIPTION & GOAL

SERVICE MODEL A Personnel costs never exceed 65%. Programs and services are left to library

management to determine Because personnel is the driver, hours

and branches are reduced in order to meet the 65% target. (7 branches)

10% for materials

THE SERVICE MODELSSUMMARY DESCRIPTION & GOAL

SERVICE MODEL B: The Library is defined by its commitment

to all forms of literacy Branch specialization 10 branches utilizing volunteers in 3

branches to maintain open hours Volunteers used to enhance services and

programs

THE SERVICE MODELSSUMMARY DESCRIPTION & GOAL

SERVICE MODEL C 10 branches with hours spread at 4

levels through the system Children and teen services and programs

will be designed and delivered by staff All other services and programs

designed and delivered by volunteers in partnership with staff

THE SERVICE MODELSSUMMARY DESCRIPTION & GOAL

SERVICE MODEL D Based on a broad view of the library in

terms of who is served and where. Less reliant on the physical facility (6 branches) Staff provide programs and services

where people are Volunteers are used to enhance services

and programs

THE MODELSKEY STRENGTHS

SERVICE MODEL A

Brings materials budget more in-line with norms

Provides additional funding for capital projects and improvements

SERVICE MODEL B

Literacy as a foundation

Positions library to adapt to changing literacy and life learning needs

THE MODELS KEY STRENGTHS

SERVICE MODEL C A high number of

system open hours spread among ten branches.

Harnesses the skills, creativity and energy of volunteers and community partnerships throughout the system.

SERVICE MODEL D Increases relevancy

of library services to a diverse and changing population

Strong finances allow for more technology funding and for flexibility in meeting future challenges

THE MODELSCOMPROMISES & RISKS

SERVICE MODEL A No reimagining of how

library services are offered

Does not offer many new strategies to ensure the library stays relevant and meaningful in our community

Closing branches means that some patrons will need to access a branch that is farther away

SERVICE MODEL B People and community

partners might not be available to volunteer with the Library to the extent needed to ensure the provision of desired services and programs.

Materials budget is below national norms

Hours are less than desirable

THE MODELSCOMPROMISES & RISKS

SERVICE MODEL C Staffing for Reference and

Readers Advisory is reduced from the baseline staffing plan

People and community partners might not be available to volunteer with the Library to the extent needed to ensure the provision of desired services and programs.

Materials budget is below national norms

SERVICE MODEL D Materials budget is

below national norms Closing branches

means that some patrons will need to access a branch that is farther away

Volunteers may not be available to provide enhanced services and programs

THE MODELS: KEY METRICS

• FY07/08 circulation and visitors data is used to calculate metrics as that is the last year before hours and staff were reduced and so reflects a better picture of library usage.

• Costs represent costs in year 5 of the projections• The service population for FY10/11 was used

A B C DCost/square foot 54$ 53$ 54$ 52$ Cost/visit 8.96$ 8.92$ 9.03$ 8.76$ Cost/capita 53.53$ 53.28$ 53.95$ 52.34$ Population served/FTE 2,363.4 2,345.1 2,222.2 2,371.4Cost/circulation 5.67$ 5.65$ 5.72$ 5.55$ Visitors /open hour 4,366 3,757 3,238 4,724Circulation/hour 6,897 5,935 5,115 7,463Circulation/FTE 22,297 22,124 20,964 22,371Average open hours/branch 41.4 33.7 39.1 44.7Number of branches 7 10 10 6Total open hours/week 290 337 391 268Total FTE 89.7 90.4 95.4 89.4Personnel as % of operating costs 63.2% 67.1% 66.7% 66.6%

THE MODELS FINANCIAL SUMMARY IN YEAR 5

A B C DREVENUES $11,632,599 $11,632,599 $11,632,599 $11,632,599EXPENDITURESMaterials $1,163,260 $930,608 $988,771 $982,955Personnel $7,173,661 $7,582,434 $7,629,560 $7,385,489Costs common to all Models $880,741 $880,741 $880,741 $880,741Model Specific Costs $858,592 $1,016,808 $990,966 $895,679TOTAL OPERATING EXPENDITURES 11,349,288$ $11,294,477 $11,439,393 $11,096,334

FUND BALANCE $604,798 $1,061,578 $564,597 $1,453,505CASH FLOW/EMERGENCY RESERVES $1,000,000 $1,000,000 $1,000,000 $1,000,000

THANKS TO

Barbara Gorson, LJPB Ellen Pirie, LJPB Nancy Gerdt, LJPB Leigh Poitinger, LJPB Teresa Landers, Library

Director Kira Henefin, Library Staff Valerie Murphy, Library

Staff Linda Gault, Library Staff Sam Shields, Intern Suzanne Koebler,

Facilitator

Johanna Bowen, Citizen Toni Campbell, Citizen Dick English, Citizen Cindy Jackson, Citizen Bryn Kanar, Citizen Thomas Karwin, Citizen Mike Keogh, Citizen Darby Kremers, Citizen Paul Machlis, Citizen Michael Termini, Citizen