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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. - PowerPoint PPT Presentation
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TASK FORCE ON FISCALLY SUSTAINABLE SERVICE MODELSJANUARY 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