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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
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


this presentation
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

part 1 may workshops themes
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

part 2 july workshops process
Part 2: July Workshops -- Process

How should the Library adjust services with:

More Funding

The Same Funding

Less Funding

part 2 july workshops themes
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

public private task force
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.

public private task force1
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

fundraising ideas
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 . . .


$1.7 Million


strategy for 2011 while continuing to seek long term funding
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

one option for 2011 with no stop gap funding
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

2011 reductions locations
2011 Reductions: Locations

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

2011 reductions hours
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)
2011 reductions hours1
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

hours the big picture
Hours—The Big Picture

Physical Plant

Costs to heat and cool buildings not in use; ongoing maintenance costs

Snow removal and seasonal chores


Computers idle during closed times.

Books sitting on shelves


Balance of full and part-time staff

Shifting among locations for coverage; scheduling oversight

2011 reductions programs and outreach
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
branch library for those who have none
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.

2011 reductions collections
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.
2011 reductions collections1
2011 Reductions: Collections


  • Smaller selection of titles = limited choices
  • Fewer copies of popular titles = longer wait times
  • Some important works may not be part of our collection
2011 reductions digital experience
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.
  • Laptops
  • Hand-helds
  • Other devices
what could be different in 2011
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

community wide impact continued erosion of significant public asset
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

how you can help
How You Can Help

Help purchase:


Reading incentives for children

Furniture and equipment

Other necessities for the local branch

how you can help1
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

the most important way you can help
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.

advocacy dates 2011 budget
Advocacy dates: 2011 Budget

October 26: Regional Asset District,

Public Hearing on Budget

November 8: Mayor’s Budget Address

November 30: Regional Asset District, Final 2011 Budget Adoption

Late November/

early December: Library budget hearing before City Council

Mid December: City Council adopts 2011 budget

how you can help for 2012 and beyond
How You Can Helpfor 2012 and Beyond

Take action to support Public Private Task Force recommendations

Urge new Governor: Hold the line on cuts and grow State funding

Develop strong Friends groups in every location

Talk about how you use the Library and why libraries are necessary for everyone



costs do not include
Costs do not include
  • Computers, Internet access and other technology costs
  • Allocation of administrative support services such as human resource management or financial services
  • Cost to market and promote programs and services
  • Long-term capital costs.
main library
Main Library
  • State-designated district library center and county library for Allegheny County
  • Nationally and internationally renowned collections and services.
  • Significant collections in music, western PA history, industry support
  • Model programs, Teens and Children’s Services
main library1
Main Library
  • Houses and maintains over half of CLP’s 5-6 million collection
  • In the forefront of Main Libraries nation-wide in streamlining services.
  • Special collections, model programs, unique services appealing to donors and foundations
  • Second most frequented CLP location after local branch for most city library users
main library2
Main Library
  • Has Friends of Main Library, Friends of the Music Library, Teen Advisory Council, other support
  • Uses a significant number of volunteers, 211 individuals contributed 8756 hours in 2009
  • Has an ongoing book sale
  • Maintains relationships with local (Oakland) neighborhood organizations as well as with city, county and region-wide civic, educational, cultural and social service agencies.