RICHMOND HILL PUBLIC LIBRARY BOARD · RICHMOND HILL PUBLIC LIBRARY BOARD . 2018 Draft Operating Budget . INDEX . Pages . 1. Budget Narrative 1 - 10 2. 2018 Draft Operating Budget

RICHMOND HILL PUBLIC LIBRARY BOARD

2018 Draft Operating Budget

INDEX Pages

1. Budget Narrative 1 - 10

2. 2018 Draft Operating Budget Overall Summary 11

3. 2018 Draft Operating Budget Detail 12

4. Business Case

• Manager – Emerging Technologies 13 - 16

• Librarian – Digital Content CE 17 - 19

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Richmond Hill Public Library Board October 19, 2017

2018 RICHMOND HILL PUBLIC LIBRARY BUSINESS PLAN

Overview Richmond Hill Public Library (RHPL) is a modern library system with four convenient locations to serve residents with both traditional and virtual access to library materials relating to individual enrichment, self-education, culture and recreation. The Library is also seen as a community hub, a place for social interaction as well as the provider of materials and information. It is regarded as an integral place in the community to introduce newcomers to the community and children to early literacy and the love of reading.

RHPL operates under the direction of a ten member Library Board appointed by the Town of Richmond Hill Council. The Board is governed by the Public Libraries Act and other relevant legislation and has the authority of full management and control of Richmond Hill Public Library. It assumes with that authority, the duty to develop policies related to the framework, governance and operation of the Library.

In June 2013 the Richmond Hill Public Library Board approved a strategic plan. Guided by what they heard from the community and staff, a new purpose was defined, a vision was created, values were clarified and strategies were identified.

Our Purpose is Sure: We are your library. Your knowledge centre. When you need to solve a problem, make a decision, learn, read, enjoy or explore an issue, we integrate the sources with the expertise to help you build your life and build your community.

Our Vision is Clear:

Enriching Your Connections, Choices and Community We will enrich your choices, your connections, and your community in ways you’ve never imagined. As our community changes dramatically, we are determined to know you better and to continuously improve the sources, services and spaces you deserve from your library.

We will be recognized as being aligned with Town initiatives and as an integral part of the community network, catalyzing conversations within the community and among individuals. We will be your know-how, enjoy-that space for discovery, and experimenting. You’ll know us, not just as the place that loans books, but as the library staff who touch your diverse lives in positive and impactful ways.

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Our Values are Strong: Accessibility Diversity Intellectual Freedom Innovation Respect Literacy and Lifelong Learning Accountability Services That We Provide

In alignment with the Library’s Strategic Plan, activities and support to the public are delivered through five key functional areas: customer experiences, community connections, technologies, content, and administration.

• Customer Experiences o Customer and welcoming

services o Borrowing services o Information services o Maker space services o System-wide coordination of

branch services o Planning, design, development

and evaluation of customer experiences and service interactions

• Community Connections o Community partnership development o Corporate marketing, communications and public relations services o Website and virtual content o Program and outreach design

and delivery o Planning, design, development

and evaluation of community connections and collaboration

• Technologies o Public and staff computing

services and support o Virtual branch service support o Digitization service support o Planning, design, development

and evaluation of technology infrastructure and innovations

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• Content o Content development services o Electronic resource services o Content support services o Curation services of locally-

created and published sources unique to Richmond Hill

o Planning, design, development and evaluation of content and curation services

• Administration o Library Board liaison and support o Corporate leadership and support (policy, planning and management) o Business services management o Talent and culture management o Effective administration of the corporation

Collectively these functions provide a wide range of associated materials, programs and services including:

• in-depth collections including print, audio visual and electronic

• information and reader’s advisory services

• access to online authoritative electronic resources

• public computers and internet access including wireless service

• maker space services • programs for children, youth and

adults • community outreach and

engagement • partnership development and

collaboration • community information • newcomer information and services • visiting library service for the

homebound • adaptive technology and accessible

collections • world language collections, programs

and services

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• self-services including check-in, check-out and holds pick up • joint facility partnership with the York Region District School Board • web-based services for renewals, account and hold information, library catalogue

and online searching of electronic resources, current events and program information, and registration

• virtual services synergistic with and complementary of our physical spaces • social media connections through Facebook, Twitter, Instagram, Pinterest, and

YouTube 2017 Accomplishments (January – June 2017)

Strengthen Your Connections Developed extensive programming and displays in honour of Canada150 and

RHPL 165

Refreshed the Books for Babies program and extended to various newcomer agencies to promote early literacy

Strengthened the creative community by providing increased support for local authors through writing skill development programs and as a means to introduce their work to the community

Provided extensive programming for Doors Open Richmond Hill 2017

Acted as official site for Culture Days in Richmond Hill and hosted multiple activities with community partners at Central Library

Redeveloped a reciprocal borrowing arrangement now known as York Public Libraries Partnership and expanded membership from 6 to 9 library systems in York Region

Contributed Library content for TRH 2016 Annual Culture Report and 2016 Accessibility Report

Enhanced the Library’s role as knowledge centre through extensive social media campaigns, engaging residents with library services and resources

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Contribute Vibrant Spaces Continued construction of new Oak

Ridges Library in partnership with Town of Richmond Hill

Engaged architectural firm to undertake Central Library Expansion Feasibility Study

Replaced Early Literacy Stations in all branches to support young customers literacy skill development

Enrich Your Choices Launched first of 2017 series of community-centric conversations

Completed 2017 Collection Development Plan and added 21,982 items to the

Library’s collections in all formats: print, audio visual and electronic

Continued planning for staff, collections, technology, and furniture for the new Oak Ridges Library

Expended Provincial 2016-2017 Information Technology and Service Capacity Grant on 2 projects: iMac creative stations for Central Library; and Magnus cards, a mobile app, to assist those with cognitive disabilities in using the Library

Initiated a review of bibliographic database protocols preparatory to engaging a third party collection agency to manage the recovery of long overdue accounts

Reinforce Our Capabilities Presented 2017 Operating Budget requirements to Council

Completed reporting requirements for 2016 Audited RHPL Financial Statements

and 2016 Charitable Tax Return

Completed negotiations with CUPE 905.24 resulting in a 4 year collective agreement

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Invested in and planned a dedicated staff training and development day

Reviewed and revised policy to assist

with fulfilling library purpose, to ensure consistent library service in the community and to meet legislative requirements including: Health and Safety Policy, Accessibility Policy, Circulation, Fees and Service Charges, Filming and Photography, Meeting Room Rentals, Payment and Refund, Proctoring, Canadian Anti-Spam Legislation and assorted Personnel Policies

Demonstrated efficient and effective stewardship and accountability with the production of 2016 Report to the Community and the Richmond Green Annual Report 2016

Continued leadership development for the management team and provided increased opportunities for staff participation on cross functional teams and in learning opportunities

Key Objectives for 2018 To realize the new vision the Richmond Hill Public Library Strategic Plan 2013 focuses on four strategies:

• Strengthen your connections • Contribute vibrant spaces • Enrich your choices • Reinforce our capabilities

The following supports the Richmond Hill Public Library Strategic Plan and the four strategies identified:

Strengthen Your Connections

We will focus on strengthening your connections with the sources and people that answer your questions, inspire your thinking, expand your explorations, and drive your aspirations.

• Collaborate with community partners and organizations:

o Foster development of a roundtable for newcomer services

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• Enable the community to curate their own content, building community connections and memories that ultimately create our local Richmond Hill history:

o Install specialized archival software to capture local organizations’ unique materials, ensuring they are easily discoverable and accessible

Contribute Vibrant Spaces

We will contribute vibrant spaces and places, physically and virtually, throughout Richmond Hill that are easily integrated into your daily life.

• Rethink and retool our physical spaces including:

o Officially open and “grow into” the new Oak Ridges Library

o Undertake design for the expansion of Central Library in conjunction with the Town of Richmond Hill Civic Precinct Project

o Repair and replace physical assets to enhance a warm and welcoming environment and strengthen service delivery capabilities:

• Update Richvale public spaces and furniture

• Offer upgraded self-check kiosks with improved functionality

• Replace assorted technology elements

• Raise awareness of library resources and services by installing highly visible

external digital pylon signage at the Richmond Green, Richvale and new Oak Ridges libraries

• Enhance customer service with the design and installation of an automated materials handling sortation system at Richmond Green Library

• Include additional building maintenance and repair to service three library sites

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Enrich Your Choices

We will enrich the choices you have to build your individual life and build your community with quality services and programs.

• Review our many services and programs to deliver unique and meaningful

choices: o Introduce automated patron-initiated inter-library loan service

• Deliver skill development programs that ready people to pursue their educational,

career and personal interests in the realities of the 21st century: o Expand maker space programming at all sites

• Transform our service model to one

that will achieve our vision: o Introduce our new service

model at Oak Ridges Library, moving from behind service desks to beside and with the customer

o Re-design service desks to enable transition to this new service model at Central Library and Richmond Green Library

• Reinforce our services and programs with on-target, unique and curated medleys

of content: o Develop and refresh robust and diverse library collections in all formats

that meet the specific needs of the Richmond Hill community through analytical development, a core mandate, and continue to expand the collections in response to population growth

Reinforce Our Capabilities We will reinforce our many capabilities that bring our services and programs to life. Our organization, technologies, and funding will be the infrastructure for launching and realizing our vision.

• Enable staff to have the competencies and confidence to contribute to the realization of the vision

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o Develop strategies that align staff resources with new functions by adding additional staff at Central Library

o Develop a dedicated

Management Development Day and plan for an additional Staff Development Day

• Continue to refine the organization structure to accommodate new functions supporting the vision in the Library’s Strategic Plan

2018 Budget Highlights The 2018 budget will enable Richmond Hill Public Library to focus attention on thoughtfully opening a new branch with a new service delivery model that epitomizes the vision in the Strategic Plan, attentively planning for an expanded Central Library as a partner in the TRH Civic Precinct Project, and completing legacy capital projects. Richmond Hill Public Library is in a period of transition as we rethink and retool our programs and services and resources in light of 21st century library service trends and public expectations. Expenditures

The Library’s budget assumes maintenance of 2017 service levels including annualization of Board approved new 2017 staffing, salary grid adjustments, two new staff positions for Central Library, a contribution to the Town of Richmond Hill Reserve to fund replacement of library materials, and an additional building maintenance and repair resource. Salaries and benefits increased due to base pressures including step rate progression for applicable staff and corporate increases for salary grid adjustments and committed annualized costs. Two full-time positions at Central Library have been requested to accommodate growth in the community, and provision of emerging technologies and community digital content services. Total other expenditures have increased to accommodate business increases in materials/supplies, contracts/services, and additional operating service enhancement costs coming online due to previous capital projects and a larger Oak Ridges Library.

Revenues

Opportunities to earn revenue are limited by the Public Libraries Act. Fees and service charges are applied where allowable. Library generated revenue was reviewed with applicable increases effective in July and September 2017.

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Library services are one of the highest-ranked services in terms of resident

satisfaction in the community (95%). Town of Richmond Hill Community Survey, 2016

2016

• 1,302,288 in-person visits were made to four library locations

• 2,020,408 visits were made electronically

• 2,135,870 library materials were borrowed

• 1,927,432 electronic information resources were used

• 471,723 community connections were established (as of December 2016)

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2016 ActualsPreliminary Actuals

Nov. 30, 2017

2017 Approved

Budget2018 Draft Budget

Variance

(Favourable) /

Unfavourable

Expenditures

Personnel 6,972,051$ 6,141,808$ 7,449,700$ 8,072,300$ 622,600$

Collection Development 1,230,980 1,034,878 1,125,400 1,158,600 33,200 3.0%

Contracts / Services 766,786 668,430 903,800 1,006,100 102,300 11.3%

Materials / Supplies 122,462 75,184 130,600 138,900 8,300 6.4%

Transfer to R&R Reserve Fund 585,300 512,692 559,300 576,100 16,800 3.0%

Total Expenditures 9,677,579$ 8,432,992$ 10,168,800$ 10,952,000$ 783,200$ 7.7%

Revenues

Provincial / Other Grants (140,512) (22,183) (122,200) (122,200) - 0.0%

Library General Revenue (300,726) (244,599) (361,300) (373,900) (12,600) 3.5%

YRDSB Funding (236,200) (256,700) (256,700) (276,400) (19,700) 7.7%

Transfer from R&R Reserve (1,154,100) (1,007,875) (1,099,500) (1,132,000) (32,500) 3.0%

Total Revenues (1,831,538)$ (1,531,357)$ (1,839,700)$ (1,904,500)$ (64,800)$ 3.5%

Net Budget 7,846,041$ 6,901,635$ 8,329,100$ 9,047,500$ 718,400$ 8.6%

262,797 290,606 - - #REF!

2017 Approved

BudgetBase Legislated Annualization

New / Growth Staff

& Programs

2018 Draft

Budget

Expenditures

Personnel 7,449,700$ 234,400$ 288,700$ 99,500$ 8,072,300$

Collection Development 1,125,400 33,200 1,158,600

Contracts / Services 903,800 76,100 26,200 1,006,100

Materials / Supplies 130,600 8,300 138,900

Transfer to R&R Reserve Fund 559,300 16,800 576,100

Total Expenditures 10,168,800$ 368,800$ -$ 288,700$ 125,700$ 10,952,000$

Revenues

Provincial / Other Grants (122,200) (122,200)

Library General Revenue (361,300) (12,600) (373,900)

YRDSB Funding (256,700) (19,700) (276,400)

Transfer from R&R Reserve (1,099,500) (32,500) (1,132,000)

Total Revenues (1,839,700)$ (64,800)$ -$ -$ -$ (1,904,500)$

Net Budget 8,329,100$ 304,000$ -$ 288,700$ 125,700$ 9,047,500$



Overall Summary

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Budget Variance Explanation

Department: Richmond Hill Public Library Board

Budget Change Explanations (2018/2017) 2017 2018

Budget Budget$

% Change Over Prior

Year

2017 Net Budget 8,329,100$

BASE

Expenditure

7,350,800 7,585,200 234,400 3.2% COLA, Step rate increases and benefit increases

Collection Development 1,125,400 1,158,600 33,200 3.0% CPI and US dollar exchange rate impact

Contracts / Services 903,800 979,900 76,100 8.4% Cap to Op and cost of business increases

Materials / Supplies 130,600 138,900 8,300 6.4% Cost of business increases

Transfer to R&R Reserve Fund 559,300 576,100 16,800 3.0% CPI

Total Expenditure 368,800

Revenue

Provincial / Other Grants (122,200) (122,200) -

Library General Revenue (361,300) (373,900) (12,600) Projected revenue increase

YRDSB Funding (256,700) (276,400) (19,700) 7.7% YRDSB 33.3% of shared operating expense increase

Transfer from R&R Reserve (1,099,500) (1,132,000) (32,500) 3.0% CPI

Total Revenue (64,800)

Total Base Budget 304,000 3.6%

Annualization

Full Time Staffing Annualization

OR Children's Librarian FT 26,400 95,200 68,800

OR Branch Library Assistant FT 15,700 77,400 61,700

OR Library Systems Specialist FT 26,000 102,400 76,400

OR Pages PT 14,700 76,800 62,100

RG Librarian PT 16,100 35,800 19,700

Total Annualization Budget 288,700 3.5%

New/Growth Staffs & Programs

New Full Time Staffing Request

Personnel

Manager, Emerging Technologies FT - 57,200 57,200 July 1st Start

Librarian, Digital Content FT - 42,300 42,300 July 1st Start

New Growth Initiative

Contract/Services

Building Maintenance & Repair Service Contract - 26,200 26,200 May 1st Start

Total New/Growth Staffs & Programs Budget 125,700 1.5%

Incremental Increase 718,400 8.6%

Net Budget 9,047,500$ 8.6%

Personnel



Operating Budget Detail

Incremental Changes Explanation

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Richmond Hill Public Library

Customer Experiences

2018 Business Case – New Staff Request Manager, Emerging Technologies

Manager, Emerging Technologies Page 1 of 4 October 19, 2017

Overview Emerging technologies are profoundly affecting the role of public libraries. Within libraries the changes are most dominant in the provision of traditional reference and information service. The integration of new and emerging technologies into the daily operations is now an established service within many public libraries. Libraries play an essential role in bridging the digital divide and not just through access. Customers also need assistance in using the technologies provided. Libraries can help provide access to technology and skills, noted a 2014 report on the new evolving function of libraries by the Aspen Institute, a think tank in Washington. “It is a time of particular opportunity for public libraries, with their unique stature as trusted community hubs and repositories of knowledge and information,” the report argued.1 One of the expanding roles of the public library is providing assistance and training to increase technology skills in the community. This objective is expressed in Richmond Hill Public Library’s Strategic Plan 2013 as “Enrich Your Choices”: the Library is committed to delivering “skill development programs that ready people at various ages and stages of their lives to pursue their educational, career and personal interests in the realities of the 21st century. The need for a Manager with expert level technology skills will only increase as libraries evolve from book repositories to spaces for active learning with maker spaces and tools for content creation. Libraries are now being built or renovated to accommodate this expanding role. As the Aspen Institute’s Leadership Roundtable on Library Innovation noted, libraries are moving from “access and lending to providing a platform for learning, innovation and creativity.”2

1 Dixon, Guy. What’s the worth of your public library? The Globe and Mail. August 28, 2017. 2 Garmer, Amy K., Libraries in the Exponential Age: Moving from the Edge of Innovation to the Center of Community (Washington: The Aspen Institute, 2016), 2.0.

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At Central Library the transition to providing skills in new and emerging technologies is currently the responsibility of the Manager, Central Library in addition to the many duties related to the management of Central Library. The Central Library Manager manages the Library’s largest branch with over 12,000 weekly visitors, a full and part-time staff of 40 direct and indirect reports, and oversight of key service areas which includes customer/circulation service, information service for all ages, local history, and unique services provided to students such as study hall sessions.

Program Description The Manager, Emerging Technologies would administer the emerging technologies and information services department by actively developing and administering resources, staff and spaces to support digital skill development and lifelong learning for the community, as well as reference/readers’ advisory service, access to information resources and digital/maker spaces, add to the management complement of the Central Library, and report to the Manager, Central Library. Major duties of the position include:

• Providing leadership in helping to identify and promote the use of existing and emerging technologies to keep the library at the forefront of technology

• Defining, planning and implementing emerging technologies services in collaboration with other librarians to provide innovative library services designed to enrich the public library experience

• Planning for dedicated technology spaces to facilitate community skill development

• Directing staff in the provision of information and reader’s advisory services • Managing a staff team and department composed of librarians and library

technicians • Participating in the development of capital and operational budgets • Hiring, developing, and evaluating departmental staff • Acting as a designate in the absence of the Manager, Central Library

Strategic Alignment The addition of a Manager, Emerging Technologies for Central Library aligns with Richmond Hill Public Library’s Strategic Plan and key strategy ‘Enrich Your Choices’ by refining the Library’s services and programs to deliver unique and meaningful choices for customers and meet their technology and information needs. The Library is committed to delivering “skill development programs that ready people at various ages and stages of their lives to pursue their education, career and personal interests in the realities of the 21st century”.

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Comparative Analysis The emerging technology manager is a relatively new position that is being created by public libraries to leverage new technologies and to update service models in reference and information service. Innisfil Public Library has developed a staffing complement that is critical to support the library’s role in the new era of emerging technologies. Along with Innisfil Public Library, Hamilton Public Library and Edmonton Public Library have developed impressive creative and collaborative environments using emerging technologies which are located at their central library locations. All the comparator libraries provide a variety of technologies such as 3D printing, soundbooths, green screens and video recording, computers with content creation software, vinyl cutting, wood working, and book printing. In doing so, they are creating spaces for what is now called “informal learning”. Research indicates that most learning takes place outside of structured environments like schools, and that lifelong learning is now common. The comparator libraries serve an important role in their communities, but go beyond simply providing spaces and tools. All are under the leadership of librarians who are proficient in the use of technology, have a willingness to be challenged, and have a desire to learn about emerging technologies. In doing so, these libraries meet the requirements of the Leadership Roundtable on Library Innovation where, “Technology must become a core compentency for libraries, not simply a service offered to patrons.”3

Analysis of Alternative Approaches There are no alternatives. Central Library requires a manager with an expert of level technology skills to transition the Library from the traditional reference service to providing leadership in emerging technologies.

Cost and Benefit Analysis It is highly desirable to have in place a manager level staff member with strong technology skills and expertise to lead a department that is shifting from traditional reference service to a technology focused service that provides both access to technology and technology help, as well as new and emerging technologies services and programs.

3 Garmer, Amy K., Libraries in the Exponential Age: Moving from the Edge of Innovation to the Center of Community (Washington: The Aspen Institute, 2016), 4.

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The total cost based on July 1, 2018 start date is $57,200. The 2019 annualization estimate is $123,000. Current Year Full Year (2018) Impact (2019) Impact Start Date 01-Jul-18 Full Time Full Time Full Time Salaries (Prorated Based on Start Month) $ 46,300 $96,100 Benefits $ 10,900 $26,900 Total Full Time: $ 57,200 $123,000

Conclusions and Recommendations Public libraries across North America face a great challenge and opportunity in redesigning reference service to align with customers’ diverse and evolving technology needs. If the Manager, Emerging Technologies is not funded, a failure to meet the community’s needs could result.

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Richmond Hill Public Library

Content Division

2018 Business Case – New Staff Request Librarian, Digital Content CE

Librarian, Digital Content Page 1 of 3 October 19, 2017

Overview One of the traditional roles of the public library is to provide the community with historical resources documenting the growth and development of their town. In an increasingly online world, this has also come to mean facilitating the creation and curation of community content. This objective is expressed in Richmond Hill Public Library’s Strategic Plan 2013 as “Enrich Your Choices”: the library is committed to “reinforce our services and programs in ways that no other organization can with on-target, unique curated medleys of published and unpublished content visuals, digital media and connections to experts.”

The collection, digitization and curation of community content has become an important part of the library’s role in the community. Because of the already rich resources of the Mary-Lou Griffin Local History Collection at Central Library, both individual residents and local community groups have been eager to donate their historical photographs and records to the Library, both in order to preserve them and to make them available to researchers, students, genealogists and other residents with an interest in Richmond Hill’s history.

Program Description Add an additional professional staff member to coordinate digitization of selected library materials, with an emphasis on unique local history materials, and to work with community groups in curating their materials and make them available through the library.

It is highly desirable to have in place a permanent staff member with training and expertise in digitization and curation to assist in this emerging aspect of library service.

Strategic Alignment Richmond Hill Public Library’s Strategic Plan 2013 promises to “Enrich Your Choices” – the library is committed “to reinforce our services and programs in ways that no other organization can with on-target, unique curated medleys of published and unpublished content visuals, digital media and connections to experts”.

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Richmond Hill Public Library Content Division



Comparative Analysis Toronto, Oakville, and Bradford Public Libraries currently provide digital local history materials for their community.

Analysis of Alternative Approaches Without skilled staff to preserve, digitize and organize this historical material, the resources of the library’s local history collection cannot be shared beyond the library itself through online access. Interested persons will continue to be limited in their access to this material.

Cost and Benefit Analysis Total costs are based upon a July 1, 2018 start date for this position at $42,300. The annualized estimate for 2019 is $94,300. Current Year Full Year (2018) Impact (2019) Impact Start Date 01-Jul-18 Full Time Full Time Full Time Salaries (Prorated Based on Start Month) $33,800 $73,700 Benefits $ 8,500 $20,600 Total: $42,300 $94,300 Community content has already been provided to the Library from the Richmond Hill Garden and Horticultural Society, the Town of Richmond Hill and the former Richmond Hill Lion’s Club. There are many other community groups with records and documents of interest to citizens of Richmond Hill, which the Library could digitize and make available.

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Richmond Hill Public Library Content Division



Conclusions and Recommendations It is highly desirable to have in place a permanent staff member with training and expertise in digitization and curation to assist in this emerging aspect of library service. If the position is not provided a failure to meet the community’s expressed and desired service standard could result. It is therefore recommended that the Library hire a Digital Content Librarian, start date July 1, 2018.

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Documents

RICHMOND HILL PUBLIC LIBRARY BOARD · RICHMOND HILL PUBLIC LIBRARY BOARD . 2018 Draft Operating Budget . INDEX . Pages . 1. Budget Narrative 1 - 10 2. 2018 Draft Operating Budget