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

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 MODELS KEY DIFFERENCES  Program and service delivery  How volunteers are used  Number of facilities  The role of fixed facilities  Hours allocation

THE SERVICE MODELS SUMMARY 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 MODELS SUMMARY 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 MODELS SUMMARY 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 MODELS SUMMARY 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 MODELS KEY 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 MODELS COMPROMISES & 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 MODELS COMPROMISES & 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

THE MODELS FINANCIAL SUMMARY IN YEAR 5

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