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Increasing our Efficiency

Increasing our Efficiency. Organizational changes Technology Circulation practices. Three Parts: Part 1.    Affirming the Value of an Operational and Financially Healthy Library Part 2.   Testing Ideas for the Future Part 3.   Refining Ideas. Timeline. . . This Presentation.

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Increasing our Efficiency

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  1. Increasing our Efficiency • Organizational changes • Technology • Circulation practices

  2. Three Parts: Part 1.   Affirming the Value of an Operational and Financially Healthy Library Part 2.  Testing Ideas for the Future Part 3.   Refining Ideas

  3. Timeline  

  4. This Presentation What we heard in Parts One and Two Funding update Proposed strategy for 2011 2011, 2012 and beyond– a culture of library support

  5. What We Heard Parts One and Two

  6. Part 1: May Workshops--Themes Diversify and increase funding Support public and private sectors Serve as community anchors Evolve the current library service model Meet diverse needs Provide effective outreach and communications Organize community around issues Address lack of confidence in past Library decisions

  7. Part 2: July Workshops -- Process How should the Library adjust services with: More Funding The Same Funding Less Funding

  8. Part 2: July Workshops—Themes Keep existing locations open Digital Experience critical for the future Unique aspects of individual locations and communities should be considered If cuts are needed, decreaseHours and Programming & Outreach

  9. Funding Update

  10. Public-Private Task Force • Frank Lucchino, Chair • Members: • James Barnes • Sen. Jay Costa • Darla Cravotta • Councilman Bruce Kraus • Scott M. Lammie • Grant Oliphant • Sabrina Saunders • Lynne Squilla • Rep. Chelsa Wagner Explore options, recommend a sustainable model of funding for the future and identify a means to obtain it.

  11. Public Private Task Force Identified need for at least $3.5 - $5 million more per year for an operationally and financially healthy library Reviewed 20 different ideas for securing long-term funding Research in progress on most viable; interim report to Board in October Implementation not likely before 2012; need another stop-gap year

  12. Fundraising Ideas Good ideas, but would not raise sufficient sustainable revenue to close the gap; referred to the Board’s Development Committee for consideration: Tax Form Check-Off Retail Opportunities Galas and Special Events Space Rental Corporate Sponsorships Fees for Service Matching Gifts Bequests Individual Donations AND MANY MORE . . .

  13. Operating Budget Revenues

  14. . $1.7 Million 16

  15. How we closed the gap for 2010

  16. Strategy for 2011 while continuing to seek long-term funding Two Possible Scenarios: 1. Secure stop-gap funding for 2011 • RAD • City • Table games • Other 2. Reduce 2011 expenses by $1.7 M

  17. One Option for 2011(with NO stop gap funding) Keep all existing locations Reduce hours at all locations: $1 million Reduce programming: $200,000 Reduce spending on collections: $300,000 Reduce number of public computers: $200,000 Total reduction: $1.7 million

  18. 2011 Reductions: Locations Given the significant support for keeping all CLP locations, closings are not included in this potential scenario for 2011.

  19. 2011 Reductions: Hours $1 million from reduced hours at all locations. • Each location will lose the equivalent of at least 1 day of service per week for 2011 • Fewer staff required—reduce salary expenses • Slight reduction in utilities, building maintenance, etc. • Stagger hours on a branch-by-branch basis, working with neighboring branches (based on feedback from July 2010 workshops)

  20. Library Hours

  21. 2011 Reductions: Hours Schedule determined by: Number per hour and per day: • Visits • Circulations • Computer Log-ins Morning hours for seniors and pre-schoolers Afternoon hours for school children Evening hours for workers and families Hours at nearby locations

  22. Hours: CLP—Brookline/Allegheny

  23. Hours: CLP—Beechview/Woods Run

  24. Hours: CLP—Homewood

  25. Hours: CLP—Squirrel Hill

  26. Hours—The Big Picture Physical Plant Costs to heat and cool buildings not in use; ongoing maintenance costs Snow removal and seasonal chores Resources Computers idle during closed times. Books sitting on shelves Staff Balance of full and part-time staff Shifting among locations for coverage; scheduling oversight

  27. 2011 Reductions: Programs and Outreach $200,000 from reduced spending on Programming and Outreach • Eliminate most adult programming • Fewer in-library programs for children and teens • Reduce visits to schools, daycares and other organizations • Reduce promotion of existing Library services and programs

  28. Last Year: 70,000 children and teens served through outreach

  29. 2011: Two-thirds fewer children and teens served through outreach

  30. Branch Library for Those Who Have None 86,000 participants in visits, programs and activities outside the Library walls in 2009. 70,000 were children and teens in schools, daycares and community centers. Library staff rated Community Outreach as a priority in all funding scenarios Demise of Beginning with Books; community support for early literacy.

  31. CLP LYNCS

  32. 2011 Reductions: Collections $300,000 from reduced spending on collections • State requires minimum of 12% of operating expenses go to purchasing materials like books, databases, DVDs, etc. • Reduce spending to state minimum (currently 13.3%) saves about $300,000.

  33. 2011 Reductions: Collections Result: • Smaller selection of titles = limited choices • Fewer copies of popular titles = longer wait times • Some important works may not be part of our collection

  34. 2011 Reductions: Digital Experience $200,000 from reduced spending on the Digital Experience • Reduce number of public and staff computers by 40% = longer waits to use the computers • Fewer databases for research and homework • Less downloadable content like ebooks and audiobooks.

  35. Public computers by location

  36. Alternatives • Laptops • Hand-helds • Other devices

  37. Free to the People

  38. What could be different in 2011? Travel to find open library Wait to use a computer Long reserve lists for books Some familiar staff will be gone Tickets for story time

  39. Tot ticket at libraryEast Side branch's story time draws mobs

  40. Community-Wide ImpactContinued erosion of significant public asset Connects to all aspects of our community Supports local economy (return on investment) Supports work of 80+ agencies and corporations Early literacy support

  41. 2011, 2012 and Beyond – A Culture of Library Support

  42. How You Can HelpSystem-wide advocacy and local branch support

  43. How You Can Help Help purchase: Books Reading incentives for children Furniture and equipment Other necessities for the local branch • DONATE AND RAISE FUNDS

  44. How You Can Help So Library staff can: Provide regular afterschool programs Preschool story hours Reading activities for all ages Host community events VOLUNTEER four hours a week

  45. The Most Important WayYou Can Help ADVOCATE for Library Support Invite elected officials to meet with your Friends Group in the branch library Visit officials in their office, write or call Attend hearings and meetings and testify Keep local businesses, schools, social service agencies and others connected with the library.

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