Increasing our Efficiency Organizational changes Technology Circulation practices 1

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 2

3 Timeline Part One May Comm. Work- shops June Staff & Board develop ideas Part Two July Comm. Work- shops to test Ideas August Staff & Board refine ideas Part Three Sept. Comm. Work- shops to refine ideas October Staff & Board refine/ confirm path forward Nov. Staff & Board refine/ confirm path forward Dec. Comm- unicate strategy for 2011 and beyond

This Presentation 1.What we heard in Parts One and Two 2.Funding update 3.Proposed strategy for , 2012 and beyond– a culture of library support 4

What We Heard Parts One and Two 5

Part 1: May Workshops--Themes 1.Diversify and increase funding 2.Support public and private sectors 3.Serve as community anchors 4.Evolve the current library service model 5.Meet diverse needs 6.Provide effective outreach and communications 7.Organize community around issues 8.Address lack of confidence in past Library decisions 6

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

8

Part 2: July WorkshopsThemes Keep existing locations open Digital Experience critical for the future Unique aspects of individual locations and communities should be considered If cuts are needed, decrease Hours and Programming & Outreach 9

Funding Update 10

Public-Private Task Force 11 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 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 Boards Development Committee for consideration: Tax Form Check-OffRetail Opportunities Galas and Special EventsSpace Rental Corporate SponsorshipsFees for Service Matching GiftsBequests Individual DonationsAND MANY MORE... 13

14

Funding Source 2010 ProjectedEstimate 2011 State$3,715,000 $3,415,000 RAD$17,600,000 City$1,240,000 $40,000 Earned Income$1,030,000 $1,052,000 Fundraising$500,000 $525,000 Other Government $85,000 $87,550 Total Operating Revenue $24,170,000 $22,719,550 Total Expenses$24,170,000 $24,444,250 Deficit$0 -$1,724,700 Table Game Revenue $250,000 Operating Budget Revenues 15

. 16 $ 1.7 Million

How we closed the gap for 2010 Increased fines & fees Voluntary retirement Delayed critical hiring Library Actions One-time stop-gap funding from City Outside Actions 17

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 18

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 19

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

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 requiredreduce 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) 21

Library Hours 22

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 23

Current schedulePossible schedule DayOpenCloseHoursOpenCloseHours Mon10:007:00911:007:008 Tue10:007:009Closed0 Wed10:007:00911:007:008 Thu10:005:00710:005:007 Fri10:005:00710:005:007 Sat10:005:00710:005: Hours: CLPBrookline/Allegheny 24

Current schedulePossible schedule Day Open Close Hours Open Close Hours Mon10:006:008Closed0 Tue10:007:00911:007:008 Wed10:006:00810:005:007 Thu10:007:00911:007:008 FriClosed0 0 Sat10:005:00710:005: Hours : CLPBeechview/Woods Run 25

26 Hours : CLPHomewood Current schedulePossible schedule DayOpenCloseHoursOpenCloseHours Mon10:007:009Closed0 Tue10:005:00710:005:007 Wed10:007:00911:007:008 Thu10:005:00711:007:008 FriClosed0 0 Sat10:005:00710:005:

27 Hours : CLPSquirrel Hill Current schedulePossible schedule DayOpenCloseHoursOpenCloseHours Sun1:005:004Closed0 Mon10:007:00910:005:007 Tue10:007:00912:007:007 Wed10:005:00910:005:007 Thu10:005:00712:007:007 Fri10:005:00710:005:007 Sat10:005:00710:005:

HoursThe 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 28

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 29

Last Year: 70,000 children and teens served through outreach 30

2011: Two-thirds fewer children and teens served through outreach 31

Branch Library for Those Who Have None 86,000 participants in visits, programs and activities outside the Library walls in ,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. 32

CLP LYNCS 33

34

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,

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 36

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. 37

Public computers by location 38

39

40 Alternatives Laptops Hand-helds Other devices

Free to the People 41

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 42

Tot ticket at library East Side branch's story time draws mobs 43

Community-Wide Impact Continued 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 44

2011, 2012 and Beyond – A Culture of Library Support 45

How You Can Help System-wide advocacy and local branch support 46

How You Can Help Help purchase: Books Reading incentives for children Furniture and equipment Other necessities for the local branch DONATE AND RAISE FUNDS 47

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 48

The Most Important Way You 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. 49

50

Advocacy dates: 2011 Budget October 26: Regional Asset District, Public Hearing on Budget November 8: Mayors 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 51

How You Can Help for 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 52

Photo Courtesy of Pittsburgh Tribune-Review 53

Questions 54

Allegheny $449,578 Beechview $260,708 Brookline $363,628 Carrick $249,592 Downtown $1,205,312 East Liberty $396,367 Hazelwood $276,977 Hill District $342,297 Homewood $381,442 Knoxville $361,975 Lawrenceville $261,704 Mt Washington $285,252 Sheraden $233,616 South Side $322,281 Squirrel Hill $1,037,716 West End $193,956 Woods Run $308,668 Main Library $7,229, Operating Budget by Location 55

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. 56

Branch markets vary widely in population 57

Market population trends impact branch cost effectiveness 58

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 Childrens Services

Main Library Houses and maintains over half of CLPs 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 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.