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Increasing our Efficiency

Increasing our Efficiency. Organizational changes Technology Circulation practices. Three Parts: Part 1.    Affirming the Value of the Library Part 2.   Testing Ideas for the Future Part 3.   Refining Ideas. Timeline. This Presentation. What we heard in Part One

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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 the Library Part 2.  Testing Ideas for the Future Part 3.   Refining Ideas

  3. Timeline

  4. This Presentation What we heard in Part One Ideas for Funding (Public/Private Task Force) Ideas for Services Creating a culture of Library Support

  5. Community Conversation Part One What we heard in Part One

  6. May Workshops Emerging 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. Ideas for funding

  8. Combined State and RAD Funding

  9. How we closed the gap for 2010

  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. Possible Revenue Opportunities Explored Voluntary contributions Annual appropriations Expanding existing public revenue structures New public revenue sources

  12. Things to think about Factors for consideration: Revenue potential Time for implementation Political implications Public support Challenges: Shrinking tax base Competition for resources

  13. Library Endowment Campaign $25 million would need to be raised to generate $1.25 million with a 5% draw CLP’s capital campaign took 9 years to raise $25 million from individuals, corporations and foundations More difficult to raise endowment dollars for operations

  14. Annual Giving Since 2002, CLP has more than tripled the number of donors from 1420 (2002) to 5081 (2009) Gifts have increased from 1% of the budget ($271,000) to 6.3% of the budget ($1.7 M) Nationally libraries get 8.5% of income from non-tax sources (earned income and fundraising) CLP’s goal is to reach and maintain 10% in fundraising

  15. RAD Sales Tax Allocation Increase RAD now allocates 31% of sales tax revenues to libraries in Pittsburgh and Allegheny County RAD Board could increase total but would likely be taken from other assets Sales Tax Revenues are expected to remain flat through 2012

  16. Sports Team Ticket Tax Sports teams pay tax of 5% on purchased admissions, which goes to the City Maximum rate is 10%; but major sports teams are legally capped at 5% in the team leases

  17. Dedicated Library District Tax City has the ability to increase property and/or earned income tax for libraries Authority exists for Allegheny County to levy Special Purpose Tax for Libraries; County Council would have to pass an ordinance authorizing increase to property tax millage

  18. Task Force Report Due out in September Recommendations to the Library Board for approval at the October meeting

  19. “…unless a community is willing to maintain Public Libraries at the public cost… very little good can be obtained from them.” Andrew Carnegie

  20. Community Conversation Part One Ideas for Service

  21. CLP Connections

  22. Kids Parents Preschoolers Teachers Education Public Teens Schools Job Hunters Reading is Fundamental Home Schoolers Businesses Library Users Seniors Beginning with Books Other Community Service Providers Carnegie Library of Pittsburgh Stakeholders CLP Nonprofit Community Staff & & Management Literacy Orgs Board Public Funders RAD Businesses GPLC PA Regulatory Standards City Other Allegheny County Libraries EconomicDevelopment Nonprofits Court System Social Security Gov’t Agencies Music, Arts, and Culture Parks & Recreation Unemployment

  23. Steps taken already to Contain Our Expenses Cut hours: 935.5 (2003) to 747.5 (2010) per week Reduced staff: 700 (2003) to 500 (2010) Reduced (real) spending on books, other materials: $2.8M (2003) to $2.9M (2009) Reduced 2009 budget by ADDITIONAL $2 million Hiring and salary freeze Retirement benefits cut

  24. Services

  25. INSERT PHOTO of books/databases, etc.

  26. Current: Strong, general collections at neighborhood locations; specialized collections at Main/Downtown Balance of popular and emerging formats Electronic resources for broad community use Maintenance of historic and legacy collections

  27. Meet More Needs: Solid selection of materials to support a wide range of interests and needs Materials provided in multiple formats Research databases accessible from library and home, including specialized resources Historic and legacy collections fully accessible and preserved for the future To do more than today, we could easily spend $1-2 million/year more than current.

  28. Meet Fewer Needs: Collections reflect basic, general interests Materials are provided in only the most popular formats Basic databases and electronic resources are provided Historical and legacy collections languish To do less than today, we could spend up to $1 million less/year than current.

  29. Things to think about: State funding would be jeopardized if less than 12% of the total operating budget is spent on materials Books go out of print quickly; if we defer buying even for a year, important works may not be available Our collection reflects over 100 years of community investment that we steward for future generations

  30. Insert photo

  31. Current: Free wireless access in all locations Computers to search the Internet, use information sources, write resumes and research papers and apply for jobs and benefits Comprehensive Web site includes portal to the catalog, searchable databases, special pages for children, downloadable resources Interaction through blogs, email, chat, Twitter, and Facebook

  32. Meet More Needs: 24/7 access to rich, current content and opportunities for learning and discovery The latest technology is incorporated into library services Support for those who want to develop or expand their technical knowledge Capability for users to interact and contribute local content to online resources To provide a more impactful Digital Experience than today would require an investment of at least $1 million/year.

  33. Meet Fewer Needs: Maintain the website with minimal updates Reduce computer hardware and software to what can be sustained going forward Reduce or eliminate databases, downloadable collections, and other interactive functions Suspend all new electronic updates unless there is minimal impact on staffing and costs To de-emphasize the Digital Experience would reduce spending by approximately $1 million/year.

  34. Things to think about: • Without ongoing investment in software and hardware, current systems would soon be obsolete; replacing them would require many millions of dollars • Publishing is increasingly digital, with e-readers becoming popular and more content migrating to the Web • The eiNetwork, CLP and ACLA’s technology backbone, is funded by the Regional Asset District and subject to tax collection limitations

  35. Things to think about: A recent CLP survey revealed 80+ organizations and entities that refer their clients and customers to the library to use the computer to: • file for benefits • fill out forms • apply for jobs • seek information

  36. Need a photo here Maybe teens afterschool?

  37. Current: Most locations open 5 days/week including Saturdays and two evenings until 7 p.m. CLP-Main and CLP-Squirrel Hill have Sunday afternoon hours CLP-Main is open 60 hours/week, out of compliance with State Standards which require 65 hours/week

  38. Meet More Needs: All libraries are open 6 days, including every school night and every morning There are longer weekend hours, including expanding Sunday hours to additional locations Main Library exceeds state required 65 hours/week To have more hours than today would require an investment of $1-4 million/year.

  39. Meet Fewer Needs: Neighborhood libraries are open 20 hours per week, limited days, mornings, evenings Weekend service is curtailed and includes loss of all Sunday hours Main library operates at further reduced hours To have fewer hours than today would reduce spending by $1-4 million/year.

  40. Things to Think About: Reducing hours across the system would mean that staff work multiple locations and familiar staff is not always available for customers History shows that when hours are reduced the same amount of people crowd into fewer hours and/or use drops if the library is not open when people need it Reducing hours at Main Library could jeopardize state funding

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