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TASK FORCE ON FISCALLY SUSTAINABLE SERVICE MODELS

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.

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TASK FORCE ON FISCALLY SUSTAINABLE SERVICE MODELS

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  1. TASK FORCE ON FISCALLY SUSTAINABLE SERVICE MODELS JANUARY 2011

  2. 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

  3. THE PROCESS • WHO • WHEN • WHAT

  4. 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

  5. INSIGHTS AND TRENDS • How people use libraries • Ebooks and emagazines are more expensive for libraries • Librarians as designers, managers and information experts • “Rangerider” concept

  6. 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

  7. 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

  8. THE STAFFING MODEL • Maximizing self sufficiency of patrons • Centralized program design and delivery • Virtual delivery of services once considered basic • Flexibility and nimbleness

  9. 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

  10. THE SERVICE MODELSKEY DIFFERENCES • Program and service delivery • How volunteers are used • Number of facilities • The role of fixed facilities • Hours allocation

  11. 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

  12. 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

  13. 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

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. 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

  20. THE MODELS FINANCIAL SUMMARY IN YEAR 5

  21. THANKS TO • Barbara Gorson, LJPB • Ellen Pirie, LJPB • Nancy Gerdt, LJPB • Leigh Poitinger, LJPB • Teresa Landers, Library Director • KiraHenefin, 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

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