049 of 2011 - Library Fund Final Budget FY 2011-2012 0 11-1
B 11-2
SALT LAKE CITY ORDINANCE
No. 49 of2011
(Adopting the final budget for the Library Fund
of Salt Lake City,Utah for fiscal year 2011-2012)
An ordinance adopting the final budget for the Library Fund of Salt Lake City,
Utah for fiscal year 2011-2012.
PREAMBLE
Pursuant to the provisions of Section 10-6-111 of the Utah Code,the City Budget
Officer prepared and filed with the City Council a tentative budget in proper form for all
funds for which budgets are required by said law,including the tentative budget for the
Library Fund,for fiscal year 2011-2012. The tentative budget was accompanied by a
budget message as required by law.
The tentative budget,including the tentative budget for the Library Fund,was
adopted by the City Council in Resolution No.18 of 2011,on May 10,2011. On June 14,
2011,the City Council passed Ordinance No.30 of 2011,adopting a budget for the
Library Fund.
Section 10-6-118 of the Utah Code requires that before the 22"d day of June of
each fiscal year,or August 17,in case of a property tax increase under Sections 59-2-919
through 59-2-923 of the Utah Code,the governing body shall,by resolution or ordinance,
adopt a budget for the ensuing fiscal year for each fund for which a budget is required.
The City budget officer has now prepared a budget for the Library Fund,in proper
form. On August 9,2011,the City Council held a truth in taxation hearing as required by
law. The City Council has now complied with all legal requirements to adopt a final
budget for the Library Fund for the fiscal year 2011-2012.
NOW,THEREFORE,be it ordained by the City Council of Salt Lake City:
SECTION 1. PURPOSE. The purpose of this ordinance is to adopt the final
budget for the Library Fund,for fiscal year 2011-2012. All conditions precedent to the
adoption of the final budget for the Library Fund have been accomplished.
SECTION 2. ADOPTION OF FINAL BUDGET. The budget attached hereto and
made a part of this Ordinance,shall be,and the same hereby is adopted as the final budget
for the Library Fund of the City for the fiscal year beginning July 1,2011 and ending June
30,2012,in accordance with the requirements of Sections 10-6-105,10-6-118 and 59-2-
923 of the Utah Code. The budget for the Library Fund is subject to the approval of the
Mayor and reconsideration of the City Council pursuant to Section 10-3-1214 of the Utah
Code.
SECTION 3. FILING OF FINAL BUDGET. The City Budget Officer is hereby
authorized and directed to certify and file copies of the final budget with the State Auditor
as required by Section 10-6-118 of the Utah Code.
SECTION 4. PUBLIC INSPECTION. The City Budget Officer is hereby
authorized and directed to certify and file copies of the budget in the office of said Budget
Officer and in the Office of the City Recorder,which budget shall be available for public
inspection during regular business hours as required by Section 10-6-119 of the Utah
Code.
SECTION 5. EFFECTIVE DATE. This Ordinance shall be deemed effective on
July 1,2011.
2
Passed by the City Council of Salt Lake City,Utah,this 9th day of
August ,2011.
0-•°-°‘
CHAIRPERSON
ATTEST:
r, T
z.9
'Y RECORDER ? 4 J ;-)r , \ A'C%
Transmitted to the Mayor on August 9, 2011
Mayor's Action: ,( Approved. Vetoed.
MA OR
ATTEST:
APPROVED AS TO FORM
Salt Lake City Attorney's Office
Date p,,/" "if
By
TY RECORD Rb
/
(SEAL)
Bill No. 49 of 2011.
Published: August 17, 2011 .
HB_ATTY-il 19I52-vl-FYI1-12_Adopting_the_Budget_for_the Library_Fund.DOC
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SALT LAKE CITY puoun LIBRARY SYSTEM
OPERATING AND CAPITAL BUDGET
FISCAL YEAR 2o11'13 The City Library
� |
The City Library
THE SALT LAKE CITY PUBLIC LIBRARY SYSTEM
April 2011
City Council Members, Mayor Becker arid Residents of Salt Lake_City:
The Salt Lake City Library continues to be a center of community activity and collaboration, a
source of information for entertainment and enlightenment and a symbol'of openness and ideas.
For the last three years, usage at the City Library has shown rapid growth:
• Circulation has increased more than 10% to 3,800,287 items checked out.
• Circulation per capita at 20.3 items per person is more than double the national average of 9.09.
• Visits to City Library locations are:estimated at over 3.86 million per year, outpacing the national
average by 4 tol.
• With over 964,000 items, The City Library has double the materials for check out per capita than
other libraries of its size.
• The Library offered 2,162 programs for adults and children that drew a total of 82,200 attendances.
• Library meeting rooms were booked over 3,000 times for community meetings and events.
• Library computers continued to experience heavy use, if all the hours of computer use last year
were added together, it would equal 45 years.
• The Salt Lake City Public Library ranks sixth in the Hennen's American Public Library Ranking
which benchmarks libraries of similar population size.
• Locally, the City Library has the highest rating by residents of any City service, scoring 6.33 out of 7.
The Library is healthy and robust. With the development of new branches well underway, the
Library's role as the cultural center of the community will surely continue to grow.
Sincerely, Sincerely,
Hugh Gillilan Beth Elder
' •Library Board President Library Director
Main Library Anderson-Foothill Chapman Day-Riverside Sprague Corinne&Jack Sweet
210 East 400 South 1135 South 2100 East 577 South 900 West 1575 West 1000 North 2131 South 1100 East 455"F"Street
Salt Lake City Salt Lake City Salt Lake City Salt Lake City Salt Lake City Salt Lake City
Utah 84111 Utah 84108 Utah 84104 Utah 84116 Utah 84106 Utah 84103
7:801-524-8200 T:801-524-8200 7 801-524-8200 T:801-524-8200 T:801-524-8200 T:801-524-8200
Hearing impaired:801-364-4659 F:801-322-8181 F:801-322-8180 F:801-322-8182 F:801-322-8183 F:801-322-8184
F:801-322-8194
1
Table of
Contents
Letter From Library Board President
and Director 1
Mission and Ethics Statements 3
Library Organization 4
Budget Development Timeline 5
Executive Summary 6
Strategic Plan 2009-12 8
Income and Revenues 10
Summary of Operating Budget Expenditures 13
Personnel
Services
Materials
Buildings and Grounds
Capital Budget Expenditures 23
Timeline Glendale and Marmalade
Branch Construction 25
Building Descriptions 28
Strategic Plan Summary 29
2
Mission
Statement
The City Library is a dynamic civic resource that promotes free and open access to
information,materials,and services to all members of the community to advance knowledge,
foster creativity,encourage the exchange of ideas,build community,and enhance the
quality of life.
Ethics
Statement We believe that free and open access to information,ideas and diverse perspectives forms
the foundation of a democratic society.
We promote intellectual freedom and strive to empower our community by facilitating the
information needs of individuals.
We respect our patrons'privacy and honor the trust placed in us.
We engage every patron as an individual with compassion and respect for their uniqueness.
We use our access to library resources judiciously and with honorable intent.
We hold ourselves accountable for the quality of information and service we provide.
We effectively communicate our methods and decision making,in the pursuit of
transparency.
We build excellence by supporting our colleagues training,skill-building,education,
personal and professional development.
We continually grow by learning new methods,skills and technologies in order to adapt
to the needs of a changing community.
We are a collaborative organization that provides a safe environment where staff ideas
or concerns are encouraged and addressed.
3
The City Library ORGANIZATION CHART
IHt UAL' LAi: CIIY PUN-IC U/30.14V :Y5't%
March 28, 2011 • -
.Library Board
i
Director Beth Elder
Administrative Assistant _
Open
L L . I_ I____. .
Library Exp-Main Library Exp-Branches Information Tech Human Resources Communications Finance & Operations
Associate Director Associate Director Manager Assistant Director Manager Associate Director
Debbie Ehrman Patty Steed Tebbin Salvesen Open Julianne Hancock Mike Beckstead
Exploring Enjoying Life Early Literacy Tech Access Building Local Solutions/
New Ideas — Outcome I Outcome I Outcome/Lab II - the Culture Mktg Media Bridging Divides
Outcome I Darrah Rogers Lies! Johnson Gwen Page Outcome/ Relations Outcome II
Safi Safiullah Training II Howard Brown
L2-Mgr II Anderson- Open
Foothill-Mgr I —Chapman-Mgr II _ Computer
Browsing/ Brooke Young Open Services Maintenance
Welcome Desk — Michele Widera Mgr
Mgr II _ — Benefits Frans Berghoff
Eric lkenouye Day-Riverside & Payroll
Y L4/AV-Mgr I Mgr I — Sprague-Mgr I
Mark Ewing Adriane Juarez Mary Maloney Technical
L3/Collection — Srvcs-Mgr II
Mgr I Sweet-Mgr II Children's Library Becky Butler
Lisa Curt Alveeda Mgr
—
Lauscher Deanna Romriell
Circ/Call L.� Events — Accounting
Center-Mgr I 7 - - .- ---_ __ .__
Frances i Glendale-LT : Marmalade-LT
Brummett Open - 1 Open Grants-as
— Funding Allows
_ Branch Cap
.A Er
Leadership Team Positions Non Leadership Team Functional Areas Proj-Contract
•
BUDGET
DEVELOPMENT
TIMELINE
JANUARY
Library administration develops goals and targets for Strategic Outcomes and internal
development projects
FEBRUARY
Outcome leads and managers develop outcome plans for upcoming fiscal year to accomplish
targets—including budgetary needs for staff, programming, technology, equipment and training
MARCH
Library Board reviews preliminary proposed budget revenues and expenditures for next fiscal
year, including capital projects
Budget briefing with Mayor and staff
Budget briefing with City Council staff
APRIL
Library receives confirmation of property tax revenues
Board approves proposed library budget for next fiscal year
City Council office and City Administration receive proposed budget for review
MAY
Library's proposed budget on display at all library public services desks and City Recorder's Office
Proposed budget presented to City Council
City Council public hearing on proposed budget
JUNE
County provides tax rate to government entities, including library
City Council approves proposed library budget and property tax rate for next fiscal year
JULY
Library's fiscal year budget effective
AUGUST
Truth-in-taxation hearings for government entities requesting a tax increase
5
•
EXECUTIVE Libraries are experiencing great change throughout the U.S. More and more, people are access-
SUMMARY ing information and communicating via mobile devices. The City Library is now supplying content
to patrons via their kindles, nooks or I-Pads. The Library's Strategic Plan recognizes the powerful
role the Library can play in giving people the tools and connectivity to make Salt Lake City an even
better place to live. By balancing traditional library services with opportunities to serve as a plat-
form for community-created content, a center for stimulating dialogue on important issues and a
source for the ever-changing information needs of the community the Library remains busy and
relevant.The new web site (slcpl.org) is groundbreaking as it re-envisions how library services can
be navigated and utilized. Many resources are within resident's fingertips no matter where they
are. The City Library continues to be a leader in innovation and a center of activity.
Given FY 2010-11 revenues came in at budgeted levels, The City Library will be cautiously opti-
mistic in forecasting FY 2011-12 revenues. The large contingency line item will be eliminated in
exchange for a variety of internal controls and monitoring systems to ensure expenditures do not
exceed the budget.
To accomplish the Library's vision described in its Strategic Plan, revenues reflecting an increase
of approximately $150,000 along with funds created by a variety of small efficiencies will make it
possible to allocate funds in FY 2011-12 as follows:
• Staffing in management and support service functions has been reduced to place more
people in direct contact with the public.
• A compensation and benefits study will be initiated to determine if allocations for personnel
are consistent with other comparable libraries.
• An important strategic initiative to prepare Library employees for the future, called Building
the Culture, will be initiated with a substantial increase in funding for training. This training will
provide professional leadership and management skills, change management and optimizing
operating environments for continual improvement. Overall, the training will enhance the
professional level of all staff.
• Public programming will see an increase in funding as audience demand and attendance
continue to grow. With the Leonardo opening in 2011, there are numerous opportunities to
create a cultural campus for associated events and learning opportunities.
• Experiments in early 2010 indicate an increase in expenditures for downloadable materials
is advisable. The variety of downloadable books, movies and music will be expanded.
• The new web site will make it possible for the Library to be even more transparent with plans,
decisions, operating activities and finances. A transparency initiative will be funded to make
many more documents instantly accessible to the public.
• Improvements to technology will create opportunities to automate and reduce repetitive tasks.
• Libraries in Glendale and Marmalade have completed a great deal of community input and
planning processes. Construction is expected to begin for both branches in this fiscal year.
6
•
•
SALT LAKE CITY
PUBLIC LIBRARY Salt Lake City Population 183,171
BY THE
NUMBERS Salt Lake City Residents with a Library Card (March 2011) 99,87.2
Total Number of Registered Library Card Holders 145,136
Salt Lake City Library Agencies/Main Library, five branches
Hours Open Weekly Systemwide ' . 378
Items in the Collection 964,193
items Loaned/Year (April 2009-March 2010) 3,800;287
New Library Card Registrations/Year(Apr 2009-Mar 2010) 34,603
Full-Time Equivalent Staff 176
_ Web site Pages Viewed (July 2010-February 2011) 2,463,924
Public Access Computers 201.
Library Programs (July 2008-June 2009) 1892
Attendance at Library Programs (July 2008-June 2009) 82,228
Interlibrary Loan Items Provided to other libraries 2,706
The Library Ranked #1 of all City Services in the 2009 ban Jones Survey
One-third of card holders use their card in any given quarter
The City Library provides about 400,000 hours of public Internet time
annually—that's more than 45 years of linear time
7
STRATEGIC The City Library has chosen six community outcomes to provide a focus for developing services,
PLAN collections and programs. Along with community partners, staff has developed a rich array of ini-
2009-12 tiatives and experiences to help achieve these goals. Additional details on The City Library's
Stragetic Plan are provided on pages 28-34.
:i14; ?` '', -.. Building the Culture
s Build a culture that sustains the Library's Mission and enables the Library
I to grow and adapt to meet the future needs of the community
' ; The City Library requires a common set of beliefs, values and behaviors
aligned with the Library's Mission to operate effectively and drive the
Strategic Plan. Professionalism, creativity, accountability, teamwork,
,;.•: adaptability, leadership and management skills, and a reward and
,s''' •' i recognition system that reinforces these areas is required to create
1< ,- , g Y q
1�;:.; ! -7 a cohesive organization with shared vision, values and strategy.
Enjoying Life ;t ",
People make time for entertainment to -''�y= -,<„,._ -•
lighten up, enjoy life and unlock creativity. \ ',, .! ij '
i ., P:-- 1
The City Library celebrates creativity and inspiration. The facilities "I16,
� ``' '
are inviting and fun to explore. Collections include movies to - .',,'';ti`,:',•, '' '
entertain, music to inspire, and books and magazines to learn about :^, f; "' '':
the newest trends. Programs encourage family and friends to come or k\
together for events, children's paper airplane contests, outdoor l \ -
::
concerts, Author's Live events, or tango classes. Experiencing The
City Library reminds us we live in a smart, active and creative city. ''.
.i '--. -V-
;i1 :,= =�, a. i., Exploring New Ideas
rf it,
1 .h.Y=—. t .. The community openly explores ideas and engages in
I I : -:. x . . I. , conversation, discussion and dialogue, especially about ideas
--1 , ' they may never have encountered before.
•
`'''I ''l v.9 14 ^N',' ,- 'I Ir .,,i.,, Curiosityand engagement are essential to advancingknowledge.
,' � ': ,li., . # g
- -' .._,L� -,..,F'.�, •, --- '� Lifelong learning results when natural curiosity comes in contact
• • 5,'1, a 11r ti•, `- " with a neutral venue where all information can be explored without
'id' r r ti;";. 'IL, '' P.ALh judgment or bias. The City Library is also the community's urban
,`.,r'. - • • jy t- -„,, „-' IIL.i living room, a place where people engage with one another on
• ' • .'s,.:fi Rrt. any topic, from city planning to medical discoveries to world politics.
8
Ensuring Early Literacy j '
Every child has an equal chance to succeed. The youngest children I. i, 1:
have expansive early literacy and early learning opportunities. �'
The City Library will step up efforts to provide parents and children withpr
I _ -1. +'
the language and literacy foundation children need to be ready to read i '`',
when they enter kindergarten. A love of books and stories doesn't just =' ' •
I
add to the richness of one's life, but also builds important reasoning -'-' :
,,i
- 'i : 'skills, encourages communityengagement, and promotes the creativity � , fil
off,,
necessary for the entire society to tackle important issues. ,;,;; .u. . ;
Y4•�'-1•:e•—-
-91111611611.10
'0 - . Accessing Technology
'• a,. -_;4 Everyone in the community has access to computers
and the skills to use them.
j " Using technology is no longer optional. Without access to technology
. .> , .,, ' "' and the skills to use it, individuals may be left disconnected from friends,
• "'=m 9 family, work opportunities, information,
. SJ „ ,^i news, entertainment and much
, more. The City Library is already a hub of technology access, providing
computers and Internet access for public use. Further efforts will be
11 — �• made to identify those in the community without access or the needed
1 -, , —._- level of skills and provide modern technologies, information and
[r courses to keep everyone up-to-date.
Local Solutions/Bridging Divides }'"
The communityworks together to address challenges and
g g ,
generate innovative solutions to create and sustain the best place 1'
to live and then makes it happen. Our focus will be on sustainability .,- „, �*"
and City, State and National urban initiatives. The community ,, . ., _ -, 1
finds ways to bridge the east/west racial, cultural and 1. r I
socio-economic divide to strengthen our city.
_Al
#-
Sustainability requires the attention and hard work of the
whole community. The City Library will create programs that 1-
educate and initiate community activities that foster self-sufficiency '
and sustainability. The City Library will be a catalyst for bridging ";MJ '
the divides that inhibit positive perceptions and collaboration between
the east/west neighborhoods. By offering encouragement to explore new neighborhoods, meet each other,
share personal stories, and collaborate, Salt Lake City residents will find greater opportunities
to value and celebrate the City's collective culture.
9
1
INCOME AND Financial Picture and 2010-12 Projections
REVENUES The downturn and resulting shortfall experienced in 2009-10 Property Tax revenue stabilized in
2010-11. This caused the Library to be conservative in property tax estimates. Actual property tax
revenues were 1% higher than budget for the 2010-11 fiscal year. Delinquent Collections came
in on budget while Motor Vehicle Fees were less than budget. The aggregate actual General
Property Tax revenues of$13,377,951 were higher than budgeted revenues by $46,836 or .4%.
The Library's other revenue (from fines, copier/printer revenue, grants and interest) is forecast to
be under budget primarily due to a shortfall In grant revenue as well as continued reductions in
fine revenue.
With a less uncertain revenue picture going into 2011-12, the Library will anticipate property tax
revenue consistent with revenue expected to be generated by the certified tax rate and budget for
expenditures accordingly. The operating contingency line in the 2010-11 budget ($210,000) set
up to minimize the impact of a possible shortfall in property tax revenues will be eliminated. The
Library's other revenue for 2011-12 is budgeted lower than the 2010-11 budget to reflect the
average actual grant revenue realized over the prior four years, and the continued reduction in
fine revenue.
The capital budget includes funds generated by the current property tax rate. $556,466 is desig-
nated for the construction of the Glendale Branch Library. Additional property tax revenue gener-
ated by a proposed rate increase of .0000383% will generate $645,000 for annual debt service
on sales tax bonds for the construction of the Marmalade Branch Library. This rate increase is
subject to Mayor and City Council approval per the City Council's 2009 legislative intent. A tax
increase to operate both Glendale and Marmalade Libraries will be requested in 2012-13.
S4l:ti ri a[y of Cianarafi PT p rty Tax: [ cq cat c 2Qi`l I : 1 2 EEci¢;a
[------------------- -------------
Operating $12,374,986 $ 12,774,649 $ 12,975,342
Capital 543,348 556,466 1,201,466
Total General Property Tax $12,918,334 $ 13,331,115 $ 14,176,808
Fund Balance r A ,it�a 04-,:I,-
Changes during 2010-11
Operating Capital • Per 2009 rate increase approve by the City Council,
Restricted $ 0.2 $ 0.6 $1,500,000 of the unrestricted Capital Fund is
Designated - Glendale 0_2 intended to support Glendale construction
Designated - Marmalade 0.3 • The Library Board approved the transfer of
Unrestricted 2.5 2.9 $1,000,000 from the Operating Fund to the
($millions) $ 2.7 $ 4.0 Capital Fund on February 17, 2011.
10
Revenue Sourc 13osr h 'g Fa n11 and Capital Rind 2011-12 Budget
.yam,
itOSO
OPERATING REVENUE
General Property Tax $12,374,986 $12,774,649 $12,975,342
Fines and Collections 35J,IJ4 340;OOO • • 325,000!
•
Grants 13,400 50,000 7,000
Interest 44,978 20000 207000
Donations 120,884 75,000 75,000
Copier/Prnt_er and Sundry Revenue 51,903 45,000 50,000:
Leases 57,748 60,000 60,000
Events/Conferences 60,395 50,000 50,000
Total Operating Revenue $13,083,488 $13,414,649 $13,562,342
CAPITAL REVENUE
General Property Tax $ 543,348 $ 556,466 $ 1,201,466*
REM Rebate _ 23,425 23,425 22,000
Interest 36,166 25,000 25,000
Prior Year Capital Fund.Balance — 1.,000,000. 1,103,000
Branch Building Fund Carryover (est.) — 450,000 108,534
_
Donations and Grants-;-Sundry Reve nue 30,568 —
Total Capital Revenue $ 633,507 $ 2,054,891 $ 2,460,000
General Property Tax
• General Property Tax revenues are consistent with the stabilization of realized revenue in the
current year. Revenue is budgeted at the current certified tax rate, property values and collec-
tion rate.
• Delinquent Collections and Motor Vehicle Fees are budgeted conservatively based on an aver-
age of the last three years.
* Additional General Property Tax revenue is included within Capital Revenue from the proposed
property tax increase to support the construction or the Marmalade Branch.
Fines
Fine revenue from lost and overdue materials is expected to continue to decline consistent with
current experience and economic conditions. The Library will maintain its contract with Unique
Management (UM() collection systems for collecting overdue materials and accounts. Although
this has not generated any increased revenues from fines, it has resulted in more materials being
returned which provides better patron service.
Grants
Grant revenue for 2011-12 has been significantly reduced consistent with the average realized
grant revenue over the prior four years. While the Library submitted five grant requests in 2010-11,
none proved successful. Opportunities to improve the Library's success in realizing additional
grant revenue will be explored during the coming year.
11
Interest
It is anticipated interest rates will remain low into 2012 and Interest revenue is budgeted consis-
tent with the current year's actual experience. As of March 2011, the Library earned .4900% on
funds invested in the Public Treasurer's Investment Fund. As a comparison, actual interest rates
March of 2010 and March of 2009 were .5605% and 1.246% respectively.
Donations
The Friends of The City Library generously contribute the major;ty of the Donations received by
the Library to support special programs and projects of the Library. The Library will support the
Friends organization in any enhancements to their fund-raising approaches.
Copier/Printer and Sundry
The Library generates revenue from computer printing, copy machines and fees charged for the
use of Library locations for professional photography and filming. The Library is budgeting a slight
increase of $5,000 in budgeted Copier/Printer and Sundry revenue consistent with current year
and prior year actuals.
Leases
The City Library receives rent from the shops on Library Square, Lease revenue is budgeted con-
sistent with the current year's actual experience and assumes no vacancies during the year.
During the recent economic downturn, the shops remained 100% occupied with only one
turnover out of nine tenants.
Events/Conferences
Event revenue is generated from the use of facilities both during and after hours.Actual Event rev-
enues are under budget in 2010-11, however, it is anticipated that improving economic condi-
tions will increase Event revenue to historical levels. Event revenue is budgeted consistent with
the prior year budget.
12
•
Summary of Operating Budget Expenditures
PERSONNEL
Salaries and Wages $ 6,841,733 $ 6,829,281 $ 7,006,821
Employees' Insurance 905,005 1,042,000 987,481
Social Security 496,979 513,000 528,191
Retirement 604,407 710,000 703,856
State Unemployment Compensation 11,820 12,000 12,000
Other 11,146 15,000 15,000
Total Personnel $ 8,871,090 $ 9,121,281 $ 9,253,349
SERVICES
Cataloging Charges $ 74,510 $ 80,000 $. 80,000
City Administrative Charge 23,125 20,000 20,000
Copier-Printer Supplies 17,528. 25,000 22,000
Insurance 204,580 208,000 200,000
Library Supplies 120,633 160,000 160,000
Office Supplies 6,391 8,000 8,000
Payroll Processing Charge 11,412 15,000 12,500
Postage _ 33,107 . 40,000 30,000
Professional and Technical . . 63,964 . , 98,000 123,000
Professional and Technical-Attorney 9,590 8,000 20,000
Programming 98,307 126,000 199,425
Publicity 40,536 65,000 50,000
Staff Training and Development 24,764 20,000 65,000
Sundry Expense 11,747 20,000 20,000
Telephone 120,305 128,000 128,000
Travel 13,287 12,000 15,500
Board Development - 4,000 4,000
Total Services $ 873,786 $ 1,037,000 $ 1,157,425
MATERIALS
Art Prints/Misc.___ $ - $ 1,000 $ -
Binding 2,320 4,000 3,000
Books and Reference Sources 848,085 735,068 . 818,025
Online Databases 193,157 180,000 145,000
Downloadable Books, Music, Movies 31,000 31,000 170,750,
Maps -
Periodicals 117,763 - 108,000 1.19,050
Music and Audio Books 351,536 360,000 232,543
DVDs 330,510 347,000 380,400
Total Materials $ 1,874,371 $ 1,767,068 $ 1,868,768
13
4ii Y ��', ri:„N• !k 9f f!S•!y tgS, ICY'
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BUILDINGS AND GROUNDS
Buildings-Maintenance $ 196,277 $ 181,100 $ 191,000
City Boiler Operations 91,061 108,900 90,000
Equipment-Maintenance 28,386 40,000 33,000
Buildings and Equipment-Contract Services 289,824 282,000 -286,000
Building Security 144,194- 150,000 140,000
Equipment Purchases 18,619 25,000 20,000
Technical Equipment Purchase - - 25,000
Heating and Fuel 105,140 100,000 105,000
Lights and Power 337,606 343,000 338,000
Motor Equipment-Service and Maintenance 11,056 9,000 11,000
Rent-Property and Equipment 2,045 2,300 2,300
; Water 41,162 38,000 41,500
Total Buildings and Grounds $ 1,285,370 $ 1,279,300 $ 1,282,800
TOTAL OPERATING EXPENDITURES $ 12,884,617 $ 13,204,649 $ 13,562,342
CONTINGENCY - 210,000 -
TOTAL OPERATING FUND EXPENDITURES $ 12,884,617 $ 13,414,649 $ 13,562,342
Accomplishments in 2010-11
• Hired outside professional talent for Executive Leardership roles including Finance, HR and
Communications.
• Created six Outcome Lead roles dedicated to creating and implementing services and programs
in support of the Library's Strategic Plan.
• Developed and implemented a staffing plan that slightly increased total FTEs but significantly
increased FTEs focused on patron service by decreasing FTEs in management and support
services areas.
Priorities 2011-12
• Improving organizational effectiveness and internal alignment.
• Identifying and developing training programs to improve professional skills.
• Researching and evaluating cost effective benefit alternatives for future year implementation.
(While benefit costs are not increasing significantly in 2011-12, the trend of double digit increas-
es is expected to continue).
• Developing and implementing an efficient, effective, standardized staff scheduling tool to opti-
mize staffing levels that deliver superior patron service.
• Completing a salary/benefit benchmark study using an outside consultant to assess salary/ben-
efit programs comparable with benchmark libraries.
14
•
PERSONNEL
Salaries and Wages $ 6,841,733 $ 6,829,281 $ 7,006,821
Employees' Insurance 905,005 1,042,000 987,481
Social Security 496,979 513,000 528,191
Retirement 604,407 710,000 703,856
State Unemployment Compensation 11,820 12,000 12,000
Other 11,146 15,000 15,000
Total Personnel $ 8,871,090 $ 9,121,281 $ 9,253,349
Salaries and Wages (including Flex)
Staffing levels are budgeted at 185.7 FTEs (full-time equivalents) compared with 184.1 FTEs in
the prior year budget. While the net increase is 1.6 FTEs, there is an increase of 4.0 FTEs in pub-
lic services and a reduction in support service positions of 2.4 FTEs. The budget includes a
decrease in fu:l-time positions from 114 to 112 and an increase in part-time positions from 159
to .172 compared to the prior year budget. With the increase in staffing levels, flexible wages,
which allow for substitutes, have been reduced from $150,000 to$61,000. $160,000 has been
included to support a possible wage/merit increase although the decision to do this will be
deferred until the results of the proposed independent salary/benefits study is completed and after
the final reconciliation of Property Tax revenue.
Employee Insurance
City Library employees are covered by the Public Employees Health Program. Health care costs
for 2011-12 will decrease overall by 2% with the Preferred and Advantage plans decreasing 5%
and 8.8% respectively and the Summit plan increasing 3.1%. The Library continues to cover the
premium for each employee based on the Advantage program cost plus $45.00 which has
decreased from $652.58 to $590.88. The Library does not pay for family,coverage. Workers
Compensation insurance increased by 11% to $63,276. Retirees under 65 who are maintained
on the Library's health insurance have increased from 6 to 9, for an increased cost of$9,000.
Social Security
The rate for Social Security is currently 7.65%. No increase is forecast for 2012.
Retirement
Benefited full-time Library employees are covered under the Utah Retirement Public Employees
Noncontributory Retirement System. For the 2011-12 budget, the pension.funding rate for local
government employees increased slightly from 13.37% to 13.77%. The number of employees
the Library contributes either 2.65% or 1.4% into a 401(k) plan decreased from 21 to 18. A
reduction in full time positions and the reduction in employees in the 401(k) plan offsets the
increased pension funding rate.
Unemployment Compensation
The City Library's unemployment costs are not anticipated to increase from 2010-11 levels.
Other
This budget center supports employee use of public transit by reimbursing a portion of monthly
transit pass costs. Funds are also used for flu and hepatitis shots to help reduce illness among
staff members. No change is anticipated.
15
Accomplishments in 2010-1 1
• Launched a new web site with significantly expanded content that includes sections featuring
materials, online conversations, user-created content, marketing of Library events and programs,
catalog access, placement of material holds and account management.
Priorities 2011-12
• To ensure the Library is maintaining a wage and benefit package comparable to benchmark
libraries, a salary and benefit analysis will be initiated. The cost to support the study is includ-
ed in the Professional & Technical line item.
• Increased attention to creating and delivering community programs and outreach consistent
with the Library's Strategic Plan is reflected in an increased Programming line item.
• Staff and Manager training and development in areas such as performance management,
project management, meeting management and presentations is included within the Staff
Training & Development line item.
SERVICES
Cataloging Charges $ 74,510 $ 80,000 $ 80,000
City Administrative Charge 23,125 20,000 20,000
Copier-Printer Supplies 17,528 25,000 22,000
Insurance 204,580 208,000 200,000
Library Supplies 120,633 160,000 160,000
Office Supplies 6,391 8,000 8,000
Payroll Processing Charge 11,412 15,000 12,500
Postage 33,107 40,000 30,000
Professional and Technical 63,964 98,000 123,000
Professional and Technical-Attorney 9,590 8,000 20,000
Programming 98,307 126,000 199,4-25
Publicity 40,536 65,000 50,000
Staff Training and Development 24,764 20,000 65,000
Sundry Expense 11,747 20,000 20,000
Telephone 120,305 128,000 128,000
Travel 13,287 12,000 15,500
Board Development - 4,000 4,000
Total Services $ 873,786 $ 1,037,000 $ 1,157,425
Cataloging
The majority of these expenditures are applied to The City Library's contract with Online Computer
Library Center, Inc., (OCLC) which provides Bibliographic Center for Research (BCR) pricing
plans for cataloging library materials. In addition to OCLC charges, the Library uses this fund to
pay for outsourcing the acquisition and cataloging of many of the 80+ international language
items represented in the Library's collection. No change is anticipated in this expenditure.
City Administrative Charge
These charges from Salt Lake City Corporation are administrative fees for the Library's costs for
cash management, City Council, and City attorney. No change is anticipated in this expenditure.
16
Copier/Printer Supplies
This budget covers the cost of paper for printers and copiers throughout the system to generate
the Copier/Printer revenue. A decrease of$3,000 from the 2010-11 budget based on the current
year actual experience is forecast.
Insurance
The City Library practices careful application of risk management principles and regular compet-
itive bidding to ensure the best coverage for the lowest cost resulting in a decrease in Insurance
costs in 2010-11 vs. 2009-10. It is anticipated that a slight increase will occur in 2012. Insurance
coverage includes Property, General Liability, Auto, D&0, Identity theft and Umbrella Liability.
Library Supplies
The majority of the Supply line item funds expenditures for material RFID tags used on books and
DVD/CD items for check-out, check-in and security. In addition, supplies for book coverings, bar
code stickers and replacement DVD/CD cases are included in this budget line. No change is
anticipated in this expenditure.
Office Supplies
Every effort is made to contain costs by purchasing through vendors with State of Utah negotiated
pricing. No change is anticipated in this expenditure.
Payroll Processing Charge
The City Library uses an independent vendor to process payroll checks. Based on current year
actual experience a decrease from the prior year budget of$2,500 is forecast.
Postage
The implementation of email and automated calling for patron notification has resulted in a sub-
stantial decrease in postage costs over the prior 3 years. A further reduction of$10,000 is anti-
cipated based on current year experience and the utilization of the new web site as the vehicle to
market programs and communicate with patrons.
Professional and Technical
This budget supports the funding for the annual financial audit, memberships in professional
activities and organizations, and the use of outside consultants for Library projects. Included with-
in this budget is the cost for the salary/benefits benchmark study discussed earlier plus costs to
ensure the Library's full compliance with transparency requirements and open records law. An
increase of $25,000 is included in the line item in support of these initiatives (and the use of
experts in areas associated with the Library's Strategic Plan).
Professional and Technical —Attorney
As the Library refines and rewrites policies and guidelines, additional attorney review costs are
anticipated to ensure full compliance with all regulations and codes. A budget increase from prior
year budget of$12,000 based on current actual experience is anticipated.
17
Programming
The quality and quantity of public programs and the community's enthusiasm for programs as
reflected in increased program attendance continues to be very high. The Library will create pro-
grams based on the Library's Strategic Plan that stimulate dialog and ideas and enhance the fab-
ric of the community. With six dedicated Outcome Leads focused on the creation and implemen-
tation of such programs, an increase of $73,425 in programming expenditures is anticipated to
allow the Library to expand the number of programs that serve the community.
Publicity
This budget covers the cost of printing the Library's quarterly newsletter and producing promo-
tional material in support of programs and events. A reduction of $15,000 in this line item is
anticipated through utilization of the new web site to promote and market programs and events.
Staff Training & Development
The City Library continues to build a professional staff and organization through training programs
that encourage the staff to expand their expertise and knowledge in support of Library goals and
the Strategic Plan. A significant increase of$45,000 in training expenditures is planned in sup-
port of a new Strategic Plan Outcome — Building the Culture. The objective is to establish and
institutionalize a common set of practices, beliefs and systems that support adaptive change and
continuous improvement, improve staff skills and capabilities to work in high-performance teams
and improve the overall professionalism of the organization.
Sundry Expense
This account includes such expenses as advertising for job openings and procurement bids, staff
identification badges, and other miscellaneous expenses. Sundry expense items are monitored
closely and no change is anticipated.
Telephone
This budget includes the cost of Internet access through high speed fiber optic lines connected
to each branch and at the Main Library, trunk lines for land based telephones, and Dex Media
advertising. No change is anticipated.
Travel
An increase of $3,500 is anticipated in this line item associated with the increased focus and
funding for staff training and development.
Board Development
This budget item supports the Library Board members' membership fees in professional organi-
zations (ALA, MPLA, ULA, etc.) and travel expenses to attend library conferences. No change is
anticipated.
18
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7 ATE ?IALS Accomplishments in 2010-11
▪ Launched an online music download service from Freegal that allows patrons to download
three songs per week using their library card.
• Launched an online book download service from Overdrive that allows patrons to download
electronic books through the Library's web site to their personal devices.
• Launched a films-on-demand service.
Priorities 2011-12
• Increase the total materials expenditures by approximately $100,000 to approach a target of
15°C of Operating Revenue. The 2011-12 budget is'13.8% of revenue.
• Continue to expand the availability of downloadable music, movies and books.
• Increase lending of materials to smaller Utah libraries.
• Increase children's materials purchases.
MATERIALS
Art Prints $. $` 1,o0o . $ —
Binding 2,320 4,000 3,000
Books and Reference Sources 848,085 785,068 818,025
Online Databases 193,157 180,000 145,000
Downloadable Books; Music, Movies . . 31,000 31,000 .. -170;750
Maps — 1,000 —
Periodicals 117,763 108:000 119,080
Music and Audio Books 351,536 360,000 232,543
DVDs 30,510 347;000 380,400
Total Materials • $ 1,874;371 $ 1,767,068 $ 1,868,768
Art Prints & Miscellaneous
This budget funds the replacement of popular prints that become damaged with use. Reduced
patron demand for these materials allows the elimination of this expenditure in the coming year.
Binding
This budget funds the binding of back issues of magazines. Binding periodicals is vital to organ-
ize,and protect the historical magazine collection_ As online sources expand, a slight reduction
of$1,000 is planned.
Books and Reference Sources
Books continue to be in high demand within the community. This budget supports new and
replacement adult books, children's books and reference books. An increase of $82,957 from
2010-11 budgeted levels is forecast.
Online Databases
While a large number of patrons use online databases, overall usage has declined 12% over the
last year as patrons access information through other sources on the web.A reduction of$35,000
from the prior year budget is planned to support the increased demand for downloadable books,
music and movies.
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Downloadable Books, Music, Movies
This budget line, previously used for downloadable audio only, has been expanded to include all
downloadable materials. To support the growing move to electronic materials and current patron
demand, an increase of$139,750 from the prior year budget is planned to support a growing col-
lection of downloadable books, movies and music.
Maps
This budget funds the Library's collection of maps. No expenditures are required in the coming
year.
Periodicals
Magazines and newspapers remain a timely and popular source of current and historical infor-
mation. Use of the magazine collection throughout the Library is high. An increase of$11,050 is
planned.
Music and Audio Books
Music and audio books on CD are anticipated to decline in demand with the increased availabil-
ity of materials in the downloadable format.
DVDs
DVDs are one of the most popular items and include both entertainment and educational topics.
An increase of$33,400 is planned to support the high demand.
20
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BUILDING 2009-10 2010-41 2011-.1= '.
AND Actual Budget Budget..
GROUNDS
BUILDINGS AND GROUNDS
Buildings-Maintenance $ 196,277 $ 181,100 $ 191,000
City Boiler Operations 91,061 108,500 . 50,000
Equipment-Maintenance 28,386 • 40,000 33,000
Buildings and Equipment-Contract Services 289;824 282,000. 286,000
Building Security 144,619 150,000 140,000
Equipment Purchases 18,619 • • 25,000 20,000
Technical Equipment Purchase - - 25,000
Heating and Fuel 105,140 100,000 105,000
Lights and Power 337,606 343,000 338,000
Mofdr Equipment Service and Maintenance 11,056 9,000 11,000
Rent-Property and Equipment 2,045 2,300 2,300
•
Water 41,162 38,000 41,500
Total Buildings and Grounds $ 1,265,370 $ 1,279,300 $ 1,282,800
Buildings Maintenance
The maintenance and upkeep of Library facilities is a high priority. Increased use of all facilities
has an impact on the wear and tear and associated maintenance costs. The Library will contin-
ue to focus on preventative and essential projects and anticipates an increase of $10,000 from
prior year budget to maintain the high quality standards of our buildings and grounds.
City Boiler Operations
The City Library is allocated a portion of the City boiler operations. Based on current year actual
allocations, a reduction in budget of$18,900 is forecast.
Equipment Maintenance
This budget supports the ongoing maintenance costs of all equipment and computers not cur-
rently on maintenance contracts. The replacement of the public computers in 2009-10 has
reduced computer maintenance expenditures and provides a reduction of$7,000 from the pre-
vious year budget.
Buildings and Equipment Contracted Services
The City Library contracts for a variety of services when outside contractors are a more efficient
and economical solution. This line item includes computer service and maintenance contracts,
HVAC maintenance, elevator maintenance, garbage removal, copier and alarm service, and win-
dow washing.The Library will maintain the elimination of window washing and plant maintenance
at the branches. A slight increase of $4,000 is anticipated based on inflationary increases in
select service contracts.
Building Security
The security contract with CBI includes a scheduled presence at the Main Library with visits to
the branches as needed. Based on actual expenditures during the current year, a reduction of
$10,000 is planned without diminishing security services or safety.
21
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Equipment Purchases
Minor equipment purchases unrelated to computers come from this budget center. Based on
currently identified equipment needs, a reduction of$5,000 is planned for this budget item.
Technical Equipment Purchases
This is a new budgeted line item for the Library to support the replacement of printers, scanners,
bar code readers and other technical equipment utilized throughout the Library system.
Utilities
Utilities include heating, fuel, lights and power. The Library's Strategic Plan calls for a reduction
in the Library's carbon footprint. With this goal in mind, this budget was reduced in 2009-10 and
the Library is maintaining the reduction in the 2011-12 budget The Library will continue to iden-
tify and develop initiatives that reduce utility usage and cost.
Motor Equipment— Service & Maintenance
This budget covers operational and maintenance costs related to the Library's five delivery and
maintenance vehicles. Based on current year and historical expenditures, this line item is
increasing by $2,000.
Rent— Property and Equipment
No change is anticipated for this budget item.
Water
Based on current year actual expenditures, an increase of$3,500 is planned for this budget item.
22
A T L Accomplishments in 2009-10
BUDGET The Library implemented projects identified in a prior year program assisted by an architectural
design consultant. In addition, a new web site was developed and launched utilizing capital fund-
ing. A list of the significant capital expenditures is provided below:
• Development and launch of a new City Library web site
• Various interior cabinetry & shelving upgrades for the branches
• Extended fencing along 400 south to deter jay walking from Trax station
• Replacement of 60 chairs in the Main Library
• New interior signage at several branches
• Netting in the Library Plaza to deter pigeons
• Various HVAC, door and alarm system replacements
Priorities 2011-12
The architectural design, permitting and beginning construction on both the Glendale Branch
Library and the Marmalade Branch Library is a critical priority for 2011-12. RFPs for the archi-
tectural design phase will be issued in the last quarter of fiscal year 2010-11 to support ground
breaking on the Glendale Branch in the first quarter of the calendar year. Significant programs
under consideration include:
• Advancing the Glendale and Marmalade Branch building projects
• Upgrading operating systems to MS 2010
• Replacing computers and servers as required
• Exploring Leadership Team productivity improvements with the use of netbooks/laptops
• Evaluating DVD dispensing alternatives to improve efficiency and productivity
• Evaluating RFID alternatives and automatic material sorting to improve efficiency and
productivity in circulation
• Replacing damaged glass panels within the Main Library
• Replacing HVAC and other equipment within the system, as needed due to age
• Repair and replacement of walkways at Sweet and Sprague branches
• Upgrading of general lighting within the children's area of the Main Library
• Reupholstering 30% soft chairs within the Main Library
23
•
CANTAL r ?DM-a YO i�=j.
i
CAPITAL
Glendale Branch Building Project $ 63,684 $ 728,233 $ 700,000
Marmalade Branch Building Project — 278,233 610,000
Capital Improvements 218,591 498,425 775,000
Technology Infrastructure 202,320 200,000 150,000
Qw.est Lease Agreement 50,346 50,000 50,000
Capital Repairs 61,730 200,000 125,000
Prior Year/Contingency 16,153 100,000 50,000
Total Capital $ 612,824 $ 2,054,891 $ 2,460,000
Glendale Branch Building Project
Funds will be used to complete architectural design, permitting and interest payments on sales
tax bonds for the new Glendale Branch. Construction is anticipated to begin in the first quarter
of calendar year 2012. Cost for a Project Manager responsible for coordinating all components of
site design, engineering, permitting and construction will be shared by the Glendale and
Marmalade projects.
Marmalade Branch Building Project
Working in partnership with the RDA, funds will be used to complete the site design, architectur-
al design, permitting and interest payments on sales tax bonds for the new Marmalade Branch.
A rate increase proposal, pending Mayor and Council approval in June 2011, will provide fund-
ing for Marmalade construction which is anticipated to begin in the second quarter of calendar
year 2012.
Capital Improvements
The Library has completed many capital improvement projects over the past three years and
anticipates reducing the Capital Improvement budget to reflect actual expenditures. Ongoing
projects include the replacement of heavily used furniture, fixtures and equipment along with
interior improvements at the Main and Branch locations. Phase I funding to support potential
replacement of 10 year old RFID technology is included. Funds are also included to determine
long-range capital improvement needs for the Chapman Branch.
Technology Infrastructure
The City Library's computer equipment is heavily used and funds are planned on an annual basis
for replacement and upgrades of computers, servers and software. In addition, the Library will
explore an additional portable lab to support the Technology Access Outcome, improve efficien-
cy through the use of portable computers/netbooks and upgrade operating systems to MS 2010
on both the public and the administrative side. To support enhanced transparency and respond
to patron needs, improvements to the web site infrastructure will be necessary.
24
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Qwest Lease Agreement
The City Library entered into a contract with Qwest in March 2008 to purchase voice-over IP for
all Library locations,Bandwidth increased from 1.544 megabits to 30 megabits resulting in sig-
nificantly faster computer access at branch locations.Voice-over IP also provided expanded fea-
tures for the Library's phone system,including voicemail and easily customizable messages.The
cost of hardware, installation,and entrance facilities for the Main Library and five branches is
included in a five-year lease agreement at 3.73% interest.Fiscal year 2011-12 will be year four
of the five year lease.
Capital Repairs
This fund supports ongoing major capital repairs at all locations as needed with a continued
emphasis on repairs at the Main Library.
Prior Year/Contingency
This fund is maintained to cover carryover project and emergency or unanticipated expenses.
TIMELINE FOR GLENDALE AND MARMALADE BRANCH CONSTRUCTION
CY 2010 2011 2012 2013
ORIGINAL I II III IV t II III iv I II III iv i II III iv
Glendale JRcanss RD OPEN
Marmalade dl'tw RC RD OPEN
2011-12 BUDGET
Glendale 'i1z * X RO OPEN
Marmalade a - ra4 RC X RO OPEN
ALTERNATE
Glendale ' ' fir '�'1F�9 ,- tb X RO OPEN
MarmaladeI RC X RO OPEN
LEGEND: Yu'Site Select Design Construction X-Bonds RC-Rate Incr Construction RO-Rate'nor Operating
The "Alternate" Scenario would delay the approval of a tax rate increase for Marmalade
Construction to FY 2012-13 and will delay the assumed construction schedule by six months.In
this scenario,a tax rate increase for Marmalade Construction and Glendale Operating would be
requested in FY 2012-13 with a request for Marmalade Operating in FY 2013-14.
Glendale Library Progress Report
The programming process for the Glendale Library,led by local architecture firm CRSA,took place
from May-July 2010 and produced a fascinating in-depth look at the community and an inspir-
ing description of the library services the community wants and needs.With more than 40 com-
munity events,eight key areas were identified as priorities:outdoor/connecting,learning,creat-
ing,computing, playing,sharing,socializing and eating.The full programming document,avail-
able at slcpl.org was approved by the Library Board in December,2010.A site of 1.1 acres located
25
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•
on the east side of Concord Street at California, in the heart of Glendale's primarily residential
neighborhood, has been selected and approved by the Library Board in April, 2011. The Library
will serve a diverse community, composed in large part by families with young children, represent-
ing cultures and languages from every corner over the globe. More than 120 first languages are
spoken in Glendale. It is anticipated the Glendale Library will be busy during all open hours and
will help to form a civic, commercial and community hub for the neighborhood along with near-
by schools, churches, shops, the Sorenson Unity Center and the Jordan River Parkway. While for
planning purposes the building was estimated at 20,000 square feet in size, this may be adjust-
ed depending on the site configuration, architectural design and services offered. It is anticipat-
ed the Library will be designed for maximum flexibility with spaces that flow or open up to adjoin-
ing spaces. The Glendale Steering Committee will select an architect in early summer to complete
the design.
Joint RDWCity Library Vision Statement for the development at 300 West/500 North
This mixed-use development, a collaboration between the RDA, development partners and the
City Library will be located along 300 West between 500 North and 600 North. The development,
with the Marmalade Library serving as an anchor, will revitalize, activate and create a central gath-
ering place for several neighborhoods including Marmalade, Capitol Hill, Guadalupe, Rose Park
and Swedetown.
The development will provide a way for residents to connect with each other and to find their
everyday needs met by co-located services. Retail might include dining, a coffee shop, an arti-
sanal/local market or a drug store. Housing and office or studio space could also be a component
of the design.
The development will highlight the unique character of the neighborhood and become a center of
activity for those arriving on foot, bike or by car.
There will be both indoor and outdoor gathering spaces which will provide opportunities for meet-
ings, performances, concerts, dining or children's activities.
The Marmalade Library, as the first tenant, will create excitement and serve as a catalyst for the
development's overall identity, attracting compatible mixed-use partners which will evolve with
market and design imperatives.
26
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Marmalade Branch costs based on general estimates,as follows:
Land Acquisition $ 700,000
Construction($235 x 20,000 sf) 4,700,000
Collection($20 x 100,000 items) 2,000,000
Furnishings($35 x 20,000 sf) 700,000
Consulting(8%) 376,000
Technology 250,000
Art, Landscaping,Misc. 210,000
$8,936,000
Additional property tax revenue of$645,000 per year generated by a
rate increase of.0000383%($5.50 per home with a taxable value of
$260,890 and$38.30 per commercial property valued at$1m)will
provide debt service for sale tax bonds.This action is pending approval
of Mayor and Council per the City Council's 2009 legislative intent.
A tax rate increase to operate both Glendale and Marmalade Libraries will be requested in FY
2012-13.
Branch Building Fund Balance
2009-10 Revenue 2009-10 Expenditures Designated Fund Balance
Budget I Actual I Variance Budget I Actual i Variance Reserve 6/30/2010
Glendale $278,233$271,674 $ (6,559) $278,233 $63,684 $214,549 $1,500,000 $ 1,707,990
Marmalade 278,233 271,674 (6,559) 278,233 _ 278,233 271,674
2010-11 Revenue 2010-11 Expenditures Designated Fund Balance
Budget i Actual i Variance Budget i Estimate* i Variance Reserve Est 6/30/2011
Glendale $556,466$552,320 $ (4,146) $782,233 $34,011 $694,222 $1,707,990 $ 2,226,299
Marmalade _ _ _ 278,233 67 278,166 271,674 271,607
*2010-11 Expenditure Estimate
27
s Main Library
Anchoring Salt Lake City's civic core, Library Square provides a connec-
' tion and transition from the Central Business District to the residential
neighborhoods adjacent to downtown. One of the most heavily used main
IMIlgor,
,' '`,_._ ''-- libraries in the United States, the Main Library has become a major attrac-
=.--- "p ' `"' T' tion for residents and visitors since its opening on February 8, 2003. A
I.of.. '- .�,- I .,
•
� �''' =`''"' '-0' °'. ._,11_�. 240,000 square-foot concrete and glass structure with exceptional views
I-: a :`s„:,,; I • of Salt Lake City and surrounding mountains, the Main Library features
book, periodical and media collections of over 500,000 items, reading gal-
, leries, technology center, 315-seat auditorium and adjoining meeting
Z ,Q,s:',o 0 spaces, small conference rooms, and selected community shops
1''' r •';° ,.iiv .•_'r•,!')t�;:I designed to enhance The City Library's mission. The adjoining plaza fea-
_ c if- :ill:,''llk.`,;i.,;e• tures a reflecting pool, garden, and granite fountain. Underground park-
• : ,: - .ePi - _ ... =- - ., . ,
x . - ....0- :�,� :.;c =-:t ing for approximately 600 vehicles provides parking for City and Library
1 ,' - -7,;'"� t._l• .fir; employees, as well as Library visitors.
�e: 1;, -F.I�, R°° : Anderson-Foothill Branch
The pleasing design of the branch has two unique elements as part of its
1: sk" i: ; ; ;' '•` fil PF._,_•,"+ `:'' ;a'a' plan. The first is a passive solar energy design that includes earth berming,
i._ [,, ., a_• window placement for solar heating, and zone supplemental heating/cool-
- .•'• ,•:`, ";" KF.',._ . ing. The second element of this 14,900 square foot community library
4.{4.•i,$ •t I `` '. '• I built in 1985, expanded in 1992 and in 2002, is a modular design.
' I !".61'0 f ill'
1I. -� Chapman Branch
. ... _`_-; ,- Considered to be one of the finest Carnegie Libraries in the West, this
r_"e •' '` " 8,900 square foot library has two levels. Since its opening in 1918, it has
been an important part of city services to Westside residents. The Library
r1; P `, {.', o;,7. + At was completely renovated in 1993. A major remodel of the basement level
. :.Ti -.'; •.'"�: .' meeting space in 2002 resulted in a much improved children's area and
'i':•:' o°•; ,' ''-- =g ;`; .•,;,:: ' expanded service and collection space for adults on the ground level.
4,; ' • • I';,-- •" • Corinne and Jack Sweet Branch
, '•r, I ' , ,�•, ,. ,- ,__ The Sweet Branch is the sister branch of the Anderson-Foothill Branch
- n „ ,04,' - using the same modular design. The branch contains over 8,000 square
: :I::::- :_-, •,,,:'.' +.+_' ° -:• feet of service space, including a community program and meeting space.
In 2009, the interior was completely refreshed.
.I Day-Riverside Branch
. _ This beautiful facility was designed to complement the residential neigh-
r . ` : l! borhood with sensitivity to its site on the Jordan River Parkway. An open
P1':_i3,-,. .1 , '- ` .I space plan, with a large community meeting room and outside deck area,
R � a, . ' " Y -— • . will accommodate this growing neighborhood.
- - Sprague Branch
0 "., :: :��: ; ',. ,�,-•T .. R�0 o-- ' ' This high-gabled English Tudor style building has served the Sugar House
' f' •" .t ' : community for three generations. The building was selected by the
.F." :_ •'. i- < •� r'�.r•
LT American Library Association in 1935 as the "Most Beautiful Branch
``: _.. �'` - �• '- ' Library in America." The two-level facility was renovated in 1989-90. The
"�- " '...l - ,'- r-` Reading Room on the first floor was remodeled in 1993-94. A new slate
`! I • ) roof was installed in the fall of 1996. An expansion project to add a new,
--r
_� �� larger meeting room and remodel the building was completed in April
_„ - - !!!.'r 2001, which increased the square footage to 9,700.
28
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29
Building the Culture
Build a culture that sustain the Library's Mission and enable the Library' t�! grow 117111.
and adapt to meet the future needs of the community Tile City Library
Objectives iVieasures
• The Library has a common set of beliefs, values and Strategic Measures
behaviors that sustain the Library's Mission and drive the • Selected for Work/Life Award: Utah's Best Places to Work
Strategic Plan. These are clearly defined, communicated
and practiced. Outcome Measures
• The Library uses practices and systems that support • Employee Opinion Survey
adaptive change and continuous improvement • Positive media related to working at the Library
• The Library is highly effective at strategy innovation and • Awards for the Library
implementation
• Staff have the talents, skills and capabilities to work in Contributing Measures
high—performance teams • Employee turnover and exit interview data
• Absentee rates
Strategies • Involvement and leadership in professional organizations
• Involve Staff in designing and implementing the Building • Increased competencies resulting from training
the Culture initiatives
• Hire, promote and develop employees who exemplify
the desired culture
• Build leadership skills and enhance staff skills to build ,.
effectiveness �t = i
• Recognize and reward actions supporting the desired - -�
culture I..
• Reinforce that we are all part of one library system; a
cohesive organization with shared vision, values and
strategy °
• Develop consensus decision making techniques and -_ - -
integrate the concept collaborative design
a -°
g P g
• Support professional activities and involvement
Enjoying Life
Perri)le make time frnr entertainment t lighten up, enji y life anr' unlock creativity.
The City Library
Outcome Measures
• The Community finds the Library a place that makes • Number of Enjoying Life programs/attendance/cost
them happy per attendee
• People discover their creativity because of Library • Results of Patron Satisfaction Survey with children,
environments and experiences teens, and adults
• Adults and children prefer the Library to other options • Percentage of library cardholders in relation to SLC
for fun and entertainment population
• The Library is an inviting place to interact and meet • Percentage of cardholders who have used their library
others in the community card in the last three months
• Circulation of Enjoying Life materials (all children's all
young adult, all NV and downloadable, adult fiction
• Provide warm and responsive customer service and magazines)
• Provide aesthetically pleasing interior spaces, buildings Contributing Measures
and grounds • Circulation of Enjoying Life adult materials
• Eliminate barriers to easy use (fiction/AV/periodicals)
• Create compelling reasons for family_and friends to • Circulation of all young adult materials
come together with the Library • Circulation of all children's materials
• Ensure collections provide entertainment and enjoyment . Rate of materials turnover
• Create unique, interactive programs and.experiences • Web site visits/events calendar views/facebook and
that are fun and foster creativity
twitter friends
• Volunteer hours
• Average time to complete Maintenance and Computer
Strategic Measures w : = Service tickets
• Ranking on City Resident Survey �" }
• • Average time from receipt of new material to shelf
Ranking on Literate Cities = =`, I f • Average wait time for call center calls
• Number of patron compliments about customer service
W
Exploring New Ideas
The community openly expinres ideas and engages in cnnversati'nn, discussion and dialogue, 1110IT
especially ahnut ideas they may never have encountered `.;efnre. The City Library
Abjecti�r�s 6easures
• People share in dialogue and conversation about timely Strategic Measures
and important topics • Knight Foundation Soul of the City Survey
• The Library is a neutral and open place without judgment
or bias, many points of view are reflected, encouraged Outcome Measures
and shared • Number of Exploring New Ideas programs-gatherings/
• The Library is a place that sparks curiosity and an attendance/cost per attendee
interest in learning something new • Program satisfaction as measured by evaluation
• People think differently after they've had a library • Number of feature stories highlighting Exploring New
experience Ideas Programs
• Number of community "experts" recruited
Strategies
• Provide thought-provoking programs and events with Contributing Measures
an opportunity for dialogue • Circulation of Exploring New Ideas adult materials
• Encourage engagement in timely and important topics • Number of collaborations and co-sponsors on Exploring
• Ensure collections represent many points of view and New Ideas topics
inspire curiosity and learning • Number and effectiveness of reference transactions
• Create connections with topic experts to contribute to (by sampling)
Library offerings • Database pages viewed/cost/utilization
• Make Library Square Salt Lake City's center of inquiry • Percentage of room
s
and innovation utilization
• Deliver program content using new technologies • Events calendar views i``-- }i ; a
(i.e. simulcasts, streaming, podcasts, etc.) . : } �'
•
--i 4i'L
N �.
Ensuring Early Literacy
Every child has an equal chance tc succeed. The y,ungest children have ex, ansive
r117
early literacy and early learning •)prnrtunities. The City Li' rary
( Ohc1vs aasues
• Parents have all the tools they need to be their child's Strategic Measures
first teacher { • Percentage of children who pass the Salt Lake City Public
• The Library brings early literacy experiences to School Kindergarten Readiness Test
low-income children
• The youngest children in the City develop an early strong Outcome Measures
connection with the Library • Number of contacts with the parents of newborns
• Community awareness is raised about the importance of I • Number of Early Literacy Programs in the Library/attendance
early literacy to the overall health and sustainability of ! • Number of Early Literacy Programs outside the
the community Library/attendance
• Number of books given to children
Strategies i • Percentage of cardholders in the three zipcodes with the
• Make the earliest contact possible with future or new most households with children in the home
parents
• Take early literacy tools and experiences to young 1 Contributing Measures
children, especially those in need • Circulation of children's board books, jp, and jr
• Increase number of books in the homes of children birth-5 1 • Number of Staff who speak languages other than English
• Encourage early literacy with creative incentives for parents
• Ensure all library policies support, not inhibit family use
• Collaborate with community organizations, businesses
and the media for whom early literacy is a priority
Accessing Technology
Everyone in the community has access t-.) techn'-)Ingy and the skills to use it
The City Library
Objectives Measures
• The target audience—such as high school drop-outs, the Strategic Measures
unemployed, the homeless and seniors—have opportuni- • Comparison to same size cities on Pew Internet and
ties for training in the use of technology American Life Project
• The Library teaches people enhanced technology skills • Percentage of City residents who have never used a computer
to be successful in today's wired world • Percentage of users with expanded technology competencies
• People learn current software versions and discover new
technologies Outcome Measures
• People find technology solutions for an improved quality • Number of class types
of life • Number of technology classes at the Library/at
• There is an increased number of citywide library community locations/attendance/cost per attendee
technology access points • Number of certificates of participation issued
• Number of certificates issued for attending basic
Strategies technology skills classes
• Provide classes in locations convenient to the target audi-
ence (community centers, housing projects, senior care Contributing Measures
centers, workforce training sites, etc.) • Number of internet cards issued/hours of computer use
• Identify locations and implement citywide technology • Number of access points
access points • Number of staff with enhanced technology competency
• Teach technology skills with innovative, user-centered, • Web site visits
subject-centered methods • Number and effectiviness
• Use library website to build patron technology skills of computer answer or
• Offer friendly one-on-one technology help questions
Creating Local Solutions
and Bridging Divides
The City Library
The community works together to address challenges and • Create buzz about new Marmalade and Glendale branches.
generate innovative solutions to create and sustain the best • Promote and market library activities and programs
place to live and then makes it happen. Our focus will be across the divide
on sustainability and City, State and National urban initia- • Use the website to encourage co-created community
tives. The community finds ways to bridge the east/west content
racial, cultural and socio-economic divide to strengthen
our city. Measures
Strategic Measures
Objectives • City's carbon footprint to Mayor's goal
• The City's self—sufficiency and sustainability is improved • Library's carbon footprint
and strengthened • Strategic measure for bridging divides?
• The Library is a catalyst for exchange and interaction
between SLC east and westside neighborhoods Outcome Measures
• The City's collective culture and resources are advanced • Number of Programs/attendance/cost per attendance
and celebrated • Number of collaborations and co-sponsors on Local
Solutions/Bridging Divides Ideas topics
Strategies • Percent of west side zip code attendances at programs
• Educate the community and initiate activities and located on the east side and east side zip code
resources that enable sustainability in areas such as attendances on west side
environment, food, business, natural. resources, etc. • Amount of community created Web site content
• Create internal energy efficiency programs to reduce • Number of articles about Glendale and Marmalade
the Library's energy consumption libraries
• Identify community initiatives that unite us and create • Natural gas and electricity
opportunities for the east and west sides to come together usage and recycling amounts
around common goals • Number of Staff green commutes
• Encourage opportunities for telling of personal stories to
emphasize how we are alike and to honor our differences. -
01