Increasing our Efficiency Organizational changes Technology Circulation practices 1

Three Parts: Part 1. Affirming the Value of the 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. Recom- menda- tions

This Presentation 1.What we heard in Part One 2.Ideas for Funding (Public/Private Task Force) 3.Ideas for Services 4.Creating a culture of Library Support 4

Community Conversation Part One What we heard in Part One 5

May Workshops Emerging 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

Ideas for funding 7

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Combined State and RAD Funding $20,632,630$20,365,000 10

How we closed the gap for 2010 Increased fines & fees Voluntary retirement Library Actions One-time stop-gap funding from City Outside Actions 11

Public-Private Task Force 12 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.

Possible Revenue Opportunities Explored Voluntary contributions Annual appropriations Expanding existing public revenue structures New public revenue sources 13

Things to think about Factors for consideration: Revenue potential Time for implementation Political implications Public support Challenges: Shrinking tax base Competition for resources 14

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 15

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 16

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

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 18

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 19

Task Force Report Due out in September Recommendations to the Library Board for approval at the October meeting 20

“…unless a community is willing to maintain Public Libraries at the public cost… very little good can be obtained from them.” Andrew Carnegie 21

Community Conversation Part One Ideas for Service 22

CLP Education Community Safety Employment Social Services Economic Development Recreation CLP Connections 23

Library Users Education Music, Arts, and Culture Public Funders Other Allegheny County Libraries RAD PA City Parks & Recreation Economic Development Gov’t Agencies Unemployment Social Security Court System Other Community Service Providers Literacy Orgs Beginning with Books GPLC Reading is Fundamental Public Home Schoolers Preschoolers Schools Teachers KidsParents Teens Job Hunters Seniors Nonprofit Community CLP Staff & & Management Board Businesses Regulatory Standards Businesses Nonprofits Carnegie Library of Pittsburgh Stakeholders 24

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Steps taken already to Contain Our Expenses Cut hours: (2003) to (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 26

Services 27

INSERT PHOTO of books/databases, etc. 28

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 29

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. 30

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. 33

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 34

Insert photo 35

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, , chat, Twitter, and Facebook 36

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. 37

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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. 40

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 41

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 42

Need a photo here Maybe teens afterschool? 43

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 44

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. 45

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. 48

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 49

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Current: 51

Meet More Needs: More Pittsburgh neighborhoods and County residents have access to the Library through: central facilities neighborhood locations permanent library kiosks inside community centers or grocery stores small express stations in high traffic areas “pop up libraries,” temporary, portable for targeted services and special events To have more locations than today is estimated to cost in the $10s of millions for facilities; $1-3 million/year for operating. -52

Meet Fewer Needs: The number of library locations is reduced to: Central facilities Regional libraries Partnerships with community institutions To have fewer locations than today would reduce spending by $1-3 million/year. 53

Things to Think About: The Library would need an investment of many $10s of millions to bring existing buildings up to code, renovate and/or replace them The topography of Pittsburgh can impact easy travel between neighborhoods for service, particularly as public transit options diminish There are multiple library use styles, some dependent on physical space, some not 54

Houston Public Library HPL Express Installed within existing community buildings One-fourth the operational cost of a traditional library Focus on access to technology; small on- site collections 55

Milwaukee Public Library Square Footage: 500-1,500 Collection: Small, browsing Computers: 2-3 Hotline to Ready Reference Holds pick-up and returns Benefits: Quick pick-up and drop off of materials Access to technology and some popular collections Co-location with high traffic venue (e.g. grocery store) reduces operating costs. 56

Go-library Stores books and handles loans and returns User is identified by library card and selects books using the touch screen Book is delivered and the loan is registered in the central library system Available in wall or stand alone, and holds about 500 books 57

“Pop-Up” Library Print and electronic resources with staff support Directly addresses needs of identified groups at specific times. Stops based upon relationships with community agencies and businesses Combination of regularly scheduled visits and presence at special events. 58

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Current: Connect children to books and reading through in-library programs, homework assistance and outreach to day cares and schools Provide programs and activities to keep teens engaged in reading and positively involved Offer lectures, book discussions, readings, and presentations for adults 60

Meet More Needs: Provide a broad array of lectures, presentations, and exhibits that foster connections, highlight new ideas and enrich our community Partner with area educational, cultural and social service entities for joint programs Coordinate programs based on the richness of library resources and staff to share this expertise throughout the community To do more than today would require an investment of $ thousand of dollars/year. 61

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Meet Fewer Needs: Scale back staffing to support building-based services only Curtail visits to schools, daycares, senior centers and community events Evaluate in-library programming and reduce or eliminate based upon staffing available, attendance and community need To do less than today would reduce spending by $ thousand dollars/year. 67

Things to Think About: The youngest and the oldest in our community who can not physically visit the library can also benefit when services are not strictly building based Programming and outreach are integral to the Library’s role as a partner in education and lifelong learning Library programs are free; curtailing them significantly reduces options for quality activities for many families and individuals 68

Understanding different areas of Library service and their relative cost Total annual Library operating budget is approx $23 million. We need your feedback on priorities, and how changes could impact users (positively or negatively) 69

Do MoreDo Less Locations*+ $1-3 million/yr- $1-3 million/yr Hours+ $1-4 million/yr- $1-4 million/yr Digital experience + $1 million/yr- $1 million/yr Collections+ $1 million/yr- $1 million/yr Programming & Outreach + $3/4 million/yr- $3/4 million/yr Total Up to approx $10 million in additional annual costs if “do more” in all areas of service. Increases annual budget from approx $23 million to approx $33 million. Up to approx $10 million in annual cost reductions if “do less” in all areas of service. Reduces annual budget from approx $23 million to approx $13 million. Operating Expenses 70

Choices If we do everything in our “do more” scenarios we would have a world class library system fully meeting ever-changing community needs If we do everything in our “do less” scenarios we would have a bare-bones system that few people could use How do we make good choices? 71

Andrew Carnegie “I believe that a library outranks any other one thing that a community can do to benefit its people. It is the never failing spring in the desert.” 72

Community Conversation Part One A culture of Library support 73

Library Support Ideas Volunteerism Fundraising Friends and Advocates Marketing 74

I Will Help! Please fill out the survey! 75

Questions 76