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TASK FORCE ON FISCALLY SUSTAINABLE SERVICE MODELS

This report explores various service models for libraries that prioritize fiscal sustainability, alignment with strategic plans, and efficient use of resources. It provides insights and trends on efficiency, patron empowerment, volunteer utilization, library size, and staffing models.

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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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