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035 of 2010 - Library budget for Fiscal Year 2010-2011 0 10-1 B 10-2 SALT LAKE CITY ORDINANCE No. 35 of 2010 (Adopting the budget for the Library Fund of Salt Lake City, Utah for fiscal year 2010-2011) An ordinance adopting the budget for the library fund of Salt Lake City, Utah for fiscal year 2010-2011. 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 2010-2011. 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. 26 of 2010, on May 11 , 2010. 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. 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 budget for the Library Fund, for fiscal year 2010-2011. All conditions precedent to the adoption of the budget for the Library Fund have been accomplished. SECTION 2. ADOPTION OF BUDGET. The budget attached hereto and made a part of this Ordinance, shall be, and the same hereby is adopted as the budget for the Library Fund of the City for the fiscal year beginning July 1, 2010 and ending June 30, 2011, 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 BUDGET. The City Budget Officer is hereby authorized and directed to certify and file copies of the 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 become effective on July 1, 2010. 2 Passed by the City Council of Salt Lake City,Utah, this 15 day of June , 2010. /or/Z.__ CHA RSON ATTEST: CIT CO ER Transmitted to the Mayor on June 25, 2010 • Mayor's Action: Approved. Vetoed. //AP ; .74 MA !I R ATTEST: APPROY = t > i; r.)t-srA Salt Lake City Attorneys Othice Date y' ZS-. to By .01,0"---\ )4.-- CITY RECO •7' 4 lJ t,fs .3r 711 Bill No. 35 of 2010. Published: 7-6-10 HB ATTY-#12677-v1-Adopting_the_Budget_for_the_Library_Fund_FY10-11.DOC 3 ' - .•{' 'OM ..,. gam,L=F •4 �� � i - ..a'~ �, --� ,.c '- I r -iTC.P. , .. -. a ,,,,,,�,� Rv_, - INUFWrV SALT LAKE CITY PUBLIC LIBRARY SYSTEM OPERATING AND CAPITAL BUDGET FISCAL YEAR 2010-11 4 , _ I': �., � t t , ,1 \1 1'i 1" "� The City Library The City Library THE SALT LAKE CITY PUBLIC LIBRARY SYSTEM April 2010 City Council Members, Mayor Becker and Residents of Salt Lake City: Let me begin by thanking you for your patronage and support of the Salt Lake City Public Library. This year, The City Library has exceeded all previous records for use of books and materials, attendance at events and programs, and hours utilizing public computers. We believe the high demand is in part due to the effects of the economic downturn, which makes library services even more valuable to the community. While revenue forecasts for 2010-11 will be conservative, we expect use of the library to continue to be "off the charts." The City Library proudly received the highest commendation by Library Journal this past year, one of only 84 libraries to receive a five-star rating. It was also the top-rated city service with a score of 7.33 out of 8. We are delighted by these accolades, but are often most touched by the stories of how The City Library has changed people's lives. The library receives letters and e-mails every day complimenting the services, humanity, and compassion of the staff and the beautiful surroundings in which people find themselves inspired to discover and learn. In the coming year, the library continues to advance its mission, particularly in the area of "building community." We start by providing people with tools for engagement, whether that be learning to read, write, or use technology. Then, we encourage participation through exchange and dialogue at community meetings, programs, or on the library's Twitter or Facebook pages. This will be a year of innovation for the library as the planning continues for the design of new branch libraries in the Glendale and Marmalade neighborhoods. We thank the Mayor and City Council for their ongoing support of The City Library, "the place where democracy happens." 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 T:801-524-8200 T:801-524-8200 T:801-524-8200 T:801-524-8200 T:801-524-8200 1:801-524-8200 Hearing impaired:801-364-4669 F:801-322-8181 F:801-322-8180 F:801-322-8182 F:801-322-8183 F:801-322-8184 F:801-322-8194 Table of Contents Letter From Library Board President Al Mission and Ethics Statements 2 Library Organization 3 Budget Development Timeline 4 Executive Summary 5 Strategic Plan 2009-12 7 Income and Revenues 9 Summary of General Property Tax Request 9 Revenue Sources Operating Fund and Capital Fund Summary of Operating Budget Expenditures 12 Buildings and Grounds Materials Personnel Services Capital Budget Expenditures 23 Timeline Glendale and Marmalade Branch Construction (Draft) 25 Building Descriptions 26 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. 2 LIBRARY ORGANIZATION Salt Lake City LIBRARY Community LIBRARY EXPERIENCES OPERATIONS Deborah Ehrman Board of Colleen McLaughlin Assistant Director Directors Assistant Director Browsing Library/ Hugh Gillilan, President Circulation Welcome Desk Mark Alvarez Frances Brummett Ginny McOmber John Becker Computer Services Children's Ila Rose Fife Tebbin Salvesen Matt McLain Ella Olsen Level 2 Facilities Helen Rollins Frans Berghoff Ronni McDonough Heather Simonsen Level 3 Technical Services Mar Maloneyevin Werner Becky Butler Y Level 4 Events Mark Ewing Friends of The City Library Anderson-Foothill Security Lisa Curt Beth Elder Chapman Director Tenants Howard Brown Day-Riverside Financial and Patty Steed Administrative Services Susan Callaway Sprague Adriane Juarez Community Affairs/ Sweet Web Content Alveeda Lauscher Michele Widera Human Resources &Volunteers Debbie Meyer "Organizations exist to enable ordinary people to do extraordinary things." -Ted Levitt 3 ram. di BUDGET DEVELOPMENT TIMELINE JANUARY Library administration develops goals and targets for Strategic Outcomes and internal development projects FEBRUARY Outcome committees develop outcome plans for upcoming fiscal year to accomplish targets— including budgetary needs for staff, programming, technology, equipment and training MARCH Department managers provide outcome committees with any additional budgetary needs for staff, programming, technology, equipment, and training 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 4 EXECUTIVE The library operating budget for 2010-11 is strongly influenced by 2009-10 revenue figures that SUMMARY were significantly lower than anticipated. Property taxes which comprise 94.9% of revenues were down $697,048 (5.33%) and other library revenues suffered as well, with a shortfall from estimates of $70,000 (9.89%). Revenues for 2010-11 will be estimated at $13,414,649, $364,919 less than the 2009-10 budget. To evaluate reduction options, a set of guiding premises was developed. The budget will: • support the library's current hours, 378 hours per week, and minimize the impact to the exceptional customer service library patrons have come to expect. • retain the human capital of the organization, by avoiding lay-offs and reducing the personnel budget by holding vacancies. • increase the implementation of cost-saving efficiencies in all areas of library operations. • identify areas for reduction that are most easily reversed should revenues exceed expectations. • budget conservatively to avoid a major mid-year (January 2011) correction, if revenues are less than anticipated. • continue to think strategically and advance the Strategic Plan. Several areas of the library's budget will increase due to inflation including health insurance, retirement, worker's compensation, and loss and liability insurance. These costs, estimated at $148,000, were added into the budget which required reductions to go deeper. To accomplish needed reductions, the library will: • hold vacancies equivalent to $235,000 (currently 7.75 FTE) and defer decisions on merit increases, a 4.74% reduction in salaries and wages, and overall reduction of 1.28% in the personnel budget center. • hold back $300,000 in materials purchasing, a 14.51% reduction in the materials budget center. • re-negotiate and reduce contracted services and delay non-critical maintenance, a 4.78% reduction in the buildings and grounds budget center. • reduce supplies, travel, professional and technical services, and programming, a 6.07% reduction in the services budget center While the budget has been built conservatively, strategic initiatives will continue forward in ways that maximize and leverage available resources. Examples include expanding the num- ber of library cardholders and their satisfaction in library services, continued outreach to chil- dren under the age of five, mobile technology classes, an enhanced Web site with a new plat- form for community engagement, enhanced partnerships with local businesses and organiza- tions, and support for staff wellness and green commuting. The Capital Fund is generally supported by a portion of property taxes and fund balance from prior years created by excess revenues, this fund supports the City Library Capital Improve- ments plans. Plans may include renovating or expanding existing facilities or building a new branch. Funds are also set aside to support Technology enhancements, Vehicle replacement, Building and Grounds Capital Repairs and Contingency expenditures. Capital funding will be used to refresh the Day-Riverside interior, implement labor-saving improvements, create a library presence in under-served communities, enhance the Web site and make energy-saving investments. 5 AMIN • Planning for new libraries in Glendale and Marmalade is well underway. A steering committee for each branch was established, each comprised of two Library Board members, one City Library staff member, one City Planning Department member and five community members. In fiscal year 2010-11, architectural programming involving a large number of community voices and perspectives will be completed along with site selection and selection of architects. The architectural design plans are scheduled for completion by July 1, 2011. The library is not requesting a tax rate increase this year but will request an increase in FY 2011-12 for the construction of the Marmalade Branch and in FY 2012-13 for operating funds for both Glendale and Marmalade branches. SALT LAKE CITY PUBLIC LIBRARY BY THE Salt Lake City Population 181,698 NUMBERS Salt Lake City Residents with a Library Card 99,811 Total Number of Registered Library Card Holders 139,486 Salt Lake City Library Agencies/Main Library, five branches Hours Open Weekly Systemwide 378 Items in the Collection 959,113 Items Loaned/Year (April 2009-March 2010) 3,779,385 New Library Card Registrations/Year (Apr 2009-Mar 2010) 35,074 Full-Time Equivalent Staff 179.8 Web site Pages Viewed (April 2009-March 2010) 3,609,401 Public Access Computers 201 Library Programs (July 2008-June 2009) 1892 Attendance at Library Programs (July 2008-June 2009) 74,275 Interlibrary Loan Items Provided to other libraries 2,521 The Library Ranked #1 of all City Services in the 2009 Dan Jones Survey One-third of card holders use their card in any given quarter The City Library had its highest circulation ever in March 2010 The City Library provides about 400,000 hours of public internet time annually—that's more than 45 years of linear time 6 STRATEGIC PLAN 2009-12 The City Library has chosen six community outcomes to provide a focus for developing services, collections and programs. Along with community partners, staff has developed a rich array of initiatives and experiences to help achieve these goals. Enjoying Life • 10 People make time for entertainment to lighten up, enjoy life and unlock creativity. The City Library celebrates creativity and inspiration. The facilities are inviting and fun to explore. Collections include movies to entertain, • music to inspire, and books and magazines to learn about the newest ".., -- ,v trends. Programs encourage family and friends to come together for AV- ti x events, children's paper airplane contests, outdoor concerts, Author's Live events, or tango classes. Experiencing The City Library reminds us we live in a smart, active and creative city. Exploring New Ideas ~ —. yr ik,r, The community openlyexplores ideas and engages in conversation, 4� pI � discussion and dialogue, especially about ideas they may ; Tam- never +r' '��� never have encountered before. A -..�.,�---� — _ Curiosity and engagement are essential to advancing knowledge. , - i‘* _-- Lifelong learning results when natural curiosity comes in contact ; with a neutral venue where all information can be explored without / � judgment or bias. The City Library is also the community's urban / :.-fti*.L .L.102 r • �. living room, a place where people engage with one another on f riteitik.“91, any topic, from city planning to medical discoveries to world politics. • _ ,,., n.. Bridging Divides 010\ The community finds ways to bridge the east/west racial, cultural and socio-economic divide to strengthen our city Within any community, actual and figurative divides exist. The City Library can be a catalyst for bridging the divides that inhibit positive per- ceptions and collaboration between eastside and westside neighbor- hoods. Rich cultures exist on each side of the freeway and by offering the encouragement to explore new neighborhoods, meet each other, and share personal stories, views and traditions, Salt Lake City residents can find greater opportunities to advance and celebrate the city's collective 111Limi..aid t J culture. ommismoh- • Ensuring Early Literacy Every child has an equal chance to succeed. The youngest children _, have expansive early literacy and early learning opportunities. The City Library will step up efforts to provide parents and children with the language and literacy foundation children need to be ready to read when they enter kindergarten. A love of books and stories doesn't just add to the richness of one's life, but also builds important reasoning 4"` skills, encourages community engagement, and promotes the creativity - necessary for the entire society to tackle important issues. in Accessing Technology Everyone in the community has access to computers and the skills to use them. Using technology is no longer optional. Without access to technology and the skills to use it, individuals my be left disconnected from friends, family, work opportunities, news, information, 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 made to fy hose in he community access or " �� level of skills andl tprovide tmode n technologies, information the needed �` 'NI courses to keep everyone up-to-date. Creating Local Solutions Everyone shares a sense of responsibility for the future. The community works together to address challenges and generate innovative solutions to create and sustain the best place to live, and then makes it happen. Our focus will be on sustainability and City, State and National urban initiatives. Sustainability requires the attention and hard work of the whole community. The City Library will lead by example, reducing the system's carbon footprint with a number of energy-saving initiatives. As an organization devoted to community building and empowerment, we can help foster the passion in all Salt Lake City residents to make our city as clean, healthy and efficient as possible. 8 INCOME AND Financial Picture and 2010-11 Projections REVENUES The downturn in the economy over the last year was greatly reflected in property tax revenues for 2009-10.General property tax revenues in the operating fund were below the budgeted amount.Fee in Lieu and Age-based Revenues were also less than budgeted.The largest impact was Miscellaneous Collections,which includes Board Letter Refunds,with a negative balance at final settlement.The overall operating budget property tax line resulted in a total shortfall of$697,048(5.33%)from the budgeted$13,072,034.The library also experienced decreases in budgeted revenue from fines and copier revenue,and interest has dropped to one half of one percent. Balancing the budget remains a difficult challenge as use of services,facilities,and collections continues to increase.Additionally,health insurance premiums,retirement costs and worker's compensation continue to rise significantly.For 2010-11,the library has taken a very conserva- tive approach to budgeting revenues.Since legislation several years ago limited windfall revenues when property tax growth was good and also protected revenues when property tax growth is less than projected,we are anticipating the restoration of 2009-10 levels in general property tax through the certified tax rate.Also,forecasted funding that is most uncertain will be set aside in the operating contingency line to minimize the impact of a possible shortfall in 2010-11 property tax revenues. The capital budget includes funds from property taxes($556,466)to be set aside for the construction of a new Glendale Branch Library and the planning for a new Marmalade Branch. Other capital projects will continue to be funded through the capital fund balance and other revenue sources.Goals set forward in the Strategic Plan may create new opportunities for funding from individuals,corporations,foundations,and state and federal granting agencies. All opportunities will be explored along with in-kind donations. The library is not requesting a tax rate increase this year,but will request a tax rate increase to fund construction of the Marmalade Branch Library in 2011-12,along with a tax increase in 2012-13 to operate both the Glendale and Marmalade Libraries. Operating $12,579,569 $13,072,034 $12,774,649 Capital — 556,466 556,466 Total General Property Tax $12,579,569 $ 13,628,500 $13,331,115 2008-09 Operating Unreserved Fund Balance $2,348,314 2008-09 Capital Unreserved Fund Balance $3,340,088 *Revised November 2009 9 IMb • Revenue Sources Operating Fund and Capital Fund • 2010-11 Budget 1114L11; • 2009 t 2010-11: udge udget OPERATING REVENUE General Property Tax $12,579,569 $13,072,034 $12,774,649 Copier/Printer and Sundry Revenue 42,141 60,000 45,000 Fines and Collections 380,499 385,000 340,000 Interest 106,269 27,534 20,000 Grants 4,974 25,000 50,000 Donations 71,464 100,000 75,000 ;. Leases 49,351 60,000 60,000 Events/Conferences 62,248 50,000 50,000 Total Operating Revenue $13,296,515 $13,779,568 $13,414,649 CAPITAL REVENUE General Property Tax s - $ 556,466 $ 556,466 RDA Rebate 28,531 28,500 23,425 Interest 99,317 100,000 25,000 Prior Year Capital Fund Balance 68,029 1,000,000 1,000,000 Branch Building Fund Carryover (est.) - 450,000 Donations and Grants; Sundry Revenue 81,298 50.000 - Total Capital Revenue $ 277,175 $ 1,734,966 $ 2,054,891 General Property Tax Traditionally, the library uses the revenue figures from the prior year to establish revenue figures for the upcoming year. Conservative estimates will be used for 2010-11 revenues: • General Property Tax revenues-Despite a shortfall in General Property Tax in 2009-10, it is anticipated the tax rate will be reset to produce the budgeted level of last year. • Property Tax-Miscellaneous Collections-Due to a 2009-10 unanticipated negative balance of $157,661, predictions in this area are uncertain. An increased contingency fund has been established to reserve some funds should this occur again. If revenues are higher than expected, the Library Board and City Council will be asked to approve the use of contingency funds for operating purposes. • Property Tax-Fee In Lieu and Age-based Revenues-Estimates are based on 2009-10 receipts which were down slightly from the prior year. Copier/Printer and Sundry Revenue Revenues included in this budget center are computer printing, copy machines, and fees charged for the use of library locations for professional photography and filming. The Main Library and Chapman Branch continue to be desired locations for film crews. 10 Fines and Collections Fine revenues are expected to continue to decline based on current economic conditions. The library maintains its contract with Unique Management (UMI) collections system for collecting overdue materials and accounts. Although this has not generated any increased revenues from fines, it has resulted in more materials being returned. The return of popular materials provides better patron service, which is the ultimate goal. Indirect cost savings are realized when popu- lar items do not need to be replaced. Interest A continuing decrease in interest rates over this past year has resulted in a loss of anticipated revenues. As of March 2010, the library earned .5605% on funds invested in the Public Treasurer's Investment Fund. At this same time last year, interest earnings were at 1.246%. Grants Efforts will be made to increase grant and foundation opportunities that are a good match for current library initiatives. This may require either hiring or contracting with a grant writer. Donations The City Library has been successful in raising funds for special programs and projects with the continued support of the Friends of The City Library and individuals. The library will support the Friends of The City Library in any enhancements to its fundraising approaches. Leases The City Library receives rent from the shops on Library Square, which are currently fully occupied. Events/Conferences Frequent use of library facilities, both during and after library hours, has resulted in revenue from rental fees. Larger events this past year have continued to provide the projected revenues in this budget center. The Library will evaluate the fee schedule to ensure that rental fees are competitive with other rental facilities and evaluate increased advertising of the availability of library rental spaces for meetings and events. 11 Summary of Operating Budget Expenditures • BUILDINGS AND GROUNDS Buildings-Maintenance $ 198,925 $ 221,100 $ 181,100 City Boiler Operations -- 103,900 108,900 Equipment-Maintenance 27,669 50,000 40,000 Buildings and Equipment-Contract Services 272,108 300,000 282,000 Building Security 119,304 150,000 150,000 • Equipment Purchases 8,868 25,000 25,000 Heating and Fuel 90,898 100,000 100,000 Lights and Power 344,660 343,000 343,000 Motor Equipment-Service and Maintenance 8,702 9,000 9,000 Rent-Property and Equipment 2,741 3,500 2,300 Water 38,184 38,000 38,000 Total Buildings and Grounds $ 1,112,059 $ 1,343,500 $ 1,279,300 1 MATERIALS Art Prints $ - $ 1,000 $ 1,000 Binding 2,733 4,000 4,000 Books and Reference Sources 937,988 935,068 735,068 CD-ROMS 2,167 - - Online Databases 216,707 200,000 180,000 Downloadable Audio 0 31,000 31,000 Maps 27 1,000 1,000 Periodicals 116,776 120,000 108,000 Music and Audio Books 358,006 400,000 360,000 DVDs 302,200 375,000 347,000 Total Materials $ 1,936,604 $ 2,067,068 $ 1,767,068 PERSONNEL Salaries and Wages $ 6,744,119 $ 7,012,000 $ 6,679,281 Wages-Flex - 75,000 150,000 Employees' Insurance 835,953 974,000 1,042,000 Social Security 496,144l 517,000 513,000 Retirement 604,492 635,000 710,000 Unemployment Compensation 13,778 12,000 12,000 Other 12,141 15,000 15,000 Total Personnel $ 8,706,627 $ 9,240,000 $ 9,121,281 11 SERVICES Cataloging Charges $ 86,374 $ 80,000 $ 80,000 City Administrative Charge 25,648 20,000 20,000 Copier-Printer Supplies 29,410 25,000 25,000 Insurance 198,166 203,000 208,000 Library Supplies 151,292 175,000 160,000 Office Supplies 6,895 8,000 8,000 Payroll Processing Charge 12,591 13,000 15,000 Postage 24,420 40,000 40,000 Professional and Technical 34,143 133,000 98,000 Professional and Technical-Attorney 12,272 8,000 8,000 Programming 94,350 140,000 126,000 Publicity 38,408 65,000 65,000 Staff Training and Development 27,198 25,000 20,000 Sundry Expense 19,431 20,000 20,000 Telephone 132,618 128,000 128,000 Travel 3,906 21,000 12,000 Board Development - - 4,000 Total Services $ 897,122 $ 1,104,000 $ 1,037,000 TOTAL OPERATING EXPENDITURES $12,652,412 $13,754,568 $13,204,649 CONTINGENCY - 25,000 210,000 TOTAL $12,652,412 $13,779,568 $13,414,649 Accomplishments in 2009-10 AND Once again this year use of library facilities increased,placing an even greater demand on GROUNDS maintenance and facilities staff.Existing staff worked harder and smarter to keep 295,000 square feet of interiors and outdoor grounds at six locations clean and well maintained.Due to a 2009-10 mid-year budget shortfall,contracts with several vendors were eliminated or signifi- cantly reduced and the work was picked up by current staff.In an effort to conserve energy, the library increased the use of eco-friendly,water-saving cleaning products and reduced elec- tricity usage at the Main Library by turning off selected lights.Essential,preventive maintenance projects were completed and all other projects were carefully evaluated to realize as much savings as possible in the Buildings and Grounds budget.The security budget will remain at 2009-10 levels. Priorities for 2010-11 To support the library's goal of increased sustainability and a reduced carbon footprint,the Facilities Manager will become LEED certified.The benefit to existing facilities will be immediate and the knowledge will be invaluable as plans for the new branches move forward.We will seek out"green"vendors and products,and participate in Rocky Mountain Power's Cool Keepers program at qualifying branch libraries. 13 009-10 2010-11 BUILDINGS AND GROUNDS Buildings—Maintenance $ 221,100 $ 181,100 City Boiler Operations 103,900 108,900 Equipment—Maintenance 50,000 40,000 Buildings and Equipment—Contract Services 300,000 282,000 Building Security 150,000 150,000 Equipment Purchases 25,000 25,000 Heating and Fuel 100,000 100,000 Lights and Power 343,000 343,000 Motor Equipment—Service and Maintenance 9,000 9,000 Rent—Property and Equipment 3,500 2,300 Water 38,000 38,000 Total Buildings and Grounds $ 1,343,500 $1,279,300 Buildings—Maintenance Increased use of all facilities has an impact on buildings maintenance. However, the library will make every effort to reduce this budget by focusing on preventive, essential maintenance projects and by carefully evaluating all other projects without compromising quality. City Boiler Operations The library anticipates a $5,000 cost increase for city boiler operations. Equipment—Maintenance This budget supports ongoing maintenance costs of all equipment (not currently on maintenance contracts), including computer equipment. Public computers were replaced in 2009-10, which should result in a savings in this budget. Buildings and Equipment—Contract Services The City Library routinely contracts for a variety of services when outsourcing is a more efficient and economical solution. This category includes computer service and maintenance contracts, HVAC maintenance, main elevator maintenance, garbage removal, copier and alarm service contracts, and window washing. The library has eliminated, reduced or re-negotiated several contracts, including window washing and plant maintenance, resulting in an $18,000 savings. Building Security The security contract with CBI includes a scheduled presence at the Main Library with visits to the branches, as needed. The expectations of CBI have been fine tuned and will continue to reflect adjustments as necessary. This budget was increased in 2009-10 in response to increased use of the library, and will be maintained at the same level in 2010-11. Equipment Purchases Minor equipment purchases unrelated to computers come from this budget center. 14 - I Utilities Utilities include lights and power and heating and fuel. 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. The library will continue efforts to curb energy use by installing more efficient, lower wattage light bulbs, participating in Rocky Mountain Power's Cool Keepers program, and monitoring usage. Motor Equipment—Service and Maintenance This account covers operational and maintenance costs related to The City Library's five delivery and maintenance vehicles. Rent—Property and Equipment The decrease in this budget reflects current needs. Water The library will make a concerted effort to reduce water usage by 2%. Accomplishments in 2009-10 Circulation for The City Library System now exceeds 3.6 million items per year—nearly three times the national average per capita for libraries of its size. Demand for materials in all formats continues to grow. Circulation has increased 5% YTD. Hold requests for materials have increased 14.9% YTD. There is an increased demand in a variety of formats including cd, dvd and downloadable print and audio. The use of online databases continues to climb and pages viewed averages nearly 375,000 per month. The materials purchases are guided by the needs of the community as expressed by the Strategic Plan. In 2009-10, The City Library: • Expanded the adult nonfiction collection by adding titles in new areas and replacing and updating others to support Strategic Plan outcomes. • Continued to build and evaluate the International Languages Collection and implemented an expansion of the collections in Chinese and Spanish that are transferred from branch to branch. • Expanded CD formats to replace outgoing cassette formats in fiction, non-fiction, and language collections. • Initiated the USB format for language learning collections for children and adults. • Used the system collection maintenance recommendations to keep collections fresh and up-to-date. • Enhanced early literacy collections of ABC books, counting books, board books and easy readers. Priorities for 2010-11 Due to conservative budgeting in 2010-11, 15% of the materials budget ($300,000) will be held until January 2011 at which time revenues will be re-evaluated. Strategic evaluation is underway to identify reductions that will minimize the impact to the public. Paper reference, periodicals, online databases and replacements that receive less use or are redundant will be 15 • carefully evaluated by selectors in partnership with staff at all locations. Patterns of use, hold requests, and collection composition will be closely monitored to ensure that the 2010-11 materials budget is utilized most efficiently to meet increasing demand. Every effort will be made to streamline the selection and acquisition process to maximize discounts from vendors. Additionally, all books donated to the Friends of The City Library organization will continue to be systematically reviewed to enlarge and augment The City Library's collections. Purchasing priorities include: • Materials that support the Strategic Plan outcomes, which may increase the percentage of card holders who use their cards. • Early literacy materials targeted to families with children under the age of 5, especially board books, picture books, and early reader collections to support and increase the circulation of these collections by 20-30%. • Popular book and audiovisual collections to meet increased demand from the community. • Downloadable e-books. • Selected standing order, periodical and automatic collections that best meet the information and enjoyment needs of the community. MATERIALS Art Prints $ 1,000 $ 1,000 Binding 4,000 4,000 Books and Reference Sources 935,068 735,068 Online Databases 200,000 180,000 Downloadable Audio 31,000 31,000 Maps 1,000 1,000 Periodicals 120,000 108,000 Music and Audio Books 400,000 360,000 DVDs 375,000 347,000 Total Materials $ 2,067,068 $1,767,068 Art Prints This budget funds replacement of the most popular prints that become damaged with use. Binding This budget funds the binding of back issues of magazines. Binding periodicals is vital for The City Library's ability to organize and protect its in-depth magazine collection. Books and Reference Sources Books continue to be in high demand in the community. This budget supports new and replacement adult books, children's books, and reference sources. A reduction of $200,000 from 2009-10 budgeted levels will be held until January 2011. 16 momminmommommimiimmummumommi Online Databases A large number of patrons use library resources from home, work or school via the library's Web site which includes a large collection of online databases. While online subscriptions can be expensive, they can serve many simultaneous users, save paper and space, and benefit from continuous updating. A reduction of $20,000 from 2009-10 budgeted levels will be held until January 2011. Downloadable Audio Downloadable audio (also known as e-audiobooks) allows library patrons to download and listen to a variety of popular and classic fiction, nonfiction, young adult, children's, and international language audiobooks. This service is available from home for patrons with Internet access. New vendors and services will be evaluated in 2010-11. Maps Funds an ongoing collection. Periodicals Magazines and newspapers remain a timely and popular source of current and historical information for patrons. Use of the magazine collections throughout The City Library System is high. A reduction of$12,000 from 2009-10 budgeted levels will be held until January 2011. Music and Audio Books Music and books-on-CD are in high demand. A reduction of $40,000 from 2009-10 budgeted levels will be held until January 2011. DVDs DVDs are one of the most popular areas of library use and include both entertainment and educational topics. A reduction of $28,000 from 2009-10 budgeted levels will be held until January 2011. Accomplishments in 2009-10 For the second year in a row, The City Library received top honors from Library Journal, a five star rating based on per capita number of library visits, circulation, program attendance, and public Internet use. This is in large part due to the customer-focused philosophy and innovative spirit of The City Library staff. Despite an unanticipated mid-year budget shortfall, library staff continued to provide excellent customer service and further Strategic Plan initiatives with a short- age of staff created by a freeze on all vacancies. In March 2010, the library's circulation topped 340,000—the highest circulation total for one month in the library's history. A major early literacy initiative was launched this year in collaboration with the Friends of The City Library. City Library staff visited approximately 30 early childhood centers per month to promote the library and provide information to parents and teachers of young children. The Friends of The City Library and staff distributed thousands of books to children at Headstart centers, day cares, WIC clinics and Salt Lake City public school kindergarten classes. Sustainability is a focus of the Strategic Plan and staff have reduced paper, conserved energy, increased "green commutes," and developed public programs around the commu- nity's environmental interests. 17 Initiatives in support of staff included deploying a new Human Resources Information System to allow staff greater online access to their employment information and benefits.The Library Employees Organization and Wellness Committee initiated a large variety of events,socials and a"Wellness Challenge." Priorities for 2010-11 With a reduced personnel budget and higher circulation anticipated in 2010-11,a number of approaches will be explored to maintain high levels of service and continue to bring staff focus to the Strategic Plan.These will include the following: • Identifying automated solutions for some repetitive materials handling functions. • Strategically evaluating all future vacancies,making adjustments in job classifications as needed and identifying creative ways to maintain service levels. • Providing staff with training opportunities to enhance their skills. • Researching the most cost-effective benefit options,yet remaining competitive with local agencies. • Increasing the use of volunteers. PERSONNEL Salaries and Wages $ 7,012,000 $6,679,281 Wages-Flex 75,000 150,000 Employees'Insurance 974,000 1,042,000 Social Security 517,000 513,000 Retirement 635,000 710,000 Unemployment Compensation 12,000 12,000 Other 15,000 15,000 Total Personnel $ 9,240,000 $ 9,121,281 Salaries and Wages This budget shows a reduction which will be achieved through the continued freeze in vacancies to sustain a$235,000(currently 7.75 FTE)reduction.Decisions will be deferred regarding merit increases(typically received in August)until the revenue picture is clearer in January 2011. Wages-Flex Flexible wages will allow for supplementing staffing with substitute or temporary workers. As staffing levels at all locations have been reduced to the minimum,flex hours have been increased to provide for the staffing levels necessary to open buildings.This is a cost-effective means of managing personnel costs. 18 Employees'Insurance City Library employees are covered by Public Employees Health Program.Health care costs for 2010-11 will increase by 12.2%.The library continues to cover the premium for the employee,but does not contribute to the coverage for doubles or families.Workers compensation insurance coverage for April 1,2010 to April 1,2011 will increase by 14.64%.Staff members continue to attend training sessions and work with Workers Compensation Fund to reduce future costs where possible. Social Security The rate for social security is 7.65%.The City Library experiences a lower overall rate in social security benefits due to increased staff use of pretax dollars for health care costs(cafeteria plan/flexible spending). Retirement Benefited library employees are covered under the Utah Retirement Public Employees Noncontributory Retirement System.This year,the retirement rate for local government increased significantly from 11.66%to 13.37%.The library continues to contribute either 2.65%or 1.40%into a 401(k)plan for 21 employees who switched from the contributory to noncontributory retirement plan. Unemployment Compensation The City Library's unemployment costs are not anticipated to increase from 2009-10 levels. Other This budget center supports employee use of public transit by reimbursing employees a portion of monthly transit pass costs.Funds are also allocated,when available,for flu and hepatitis shots to help reduce illness among staff members. Accomplishments in 2009-10 The services budget includes a variety of costs related to supporting library functions.Several important achievements were made using funding from this area in 2009-10. In 2009-10,the professional and technical budget was used strategically to garner the expertise of consultants to provide assistance on a variety of projects.A consultant was hired to develop a Web-enabled online community archive and write a planning grant that was submit- ted to the Institute of Museum and Library Services(successful projects will receive grant awards in August 2010). The library's programming supported Strategic Plan outcomes.Hundreds of programs were originally produced by staff or provided in collaboration with community organizations. Impromptu experiences with art and culture included recent performances by DanceBrazil and arias in the Urban Room performed by members of the Utah Opera.The Dewey Lecture Series continued with Jane and Michael Stern,staff writers John Harris and Chad Nackers from The Onion,and NPR's Scott Simon. Staff training remains a high priority.The City Library received a Worker Incumbent Training Grant from the State of Utah Department of Workforce Service.This grant money was used to provide library staff with Spanish language training classes.These classes will increase knowl- edge and assist in providing quality customer service to our diverse population.This year,all staff were trained in new security policies and procedures. 19 dim • Priorities for 2010-11 Loss and liability insurance is anticipated to increase slightly in 2010-11 and reductions will be made in several categories to address reduced revenues. The supplies budget will be reduced due to fewer materials to process. Programming will also be reduced as staff work more closely with community partners. Professional and technical, travel, and training will also be reduced. Publicity for library programs and events has begun a shift from paper to electronic. Plasma screens were placed behind all circulation desks to enable publicity of upcoming events and new titles. The Web site will become the place to find the most up-to-date information on library happenings, and staff are beginning to use social networking utilities like Twitter and Facebook to reach new audiences. SERVICES Cataloging Charges $ 80,000 $ 80,000 City Administrative Charge 20,000 20,000 Copier-Printer Supplies 25,000 25,000 Insurance 203,000 208,000 Library Supplies 175,000 160,000 Office Supplies 8,000 8,000 Payroll Processing Charge 13,000 15,000 Postage 40,000 40,000 Professional and Technical 133,000 98,000 Professional and Technical-Attorney 8,000 8,000 Programming 140,000 126,000 Publicity 65,000 65,000 Staff Training and Development 25,000 20,000 Sundry Expense 20,000 20,000 Telephone 128,000 128,000 Travel 21,000 12,000 Board Development - 4,000 Total Services $ 1,104,000 $ 1,037,000 Cataloging Charges 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 languages represented in the library's collection. City Administrative Charge These charges from Salt Lake City Corporation are administrative fees for The City Library's related costs for cash management, City Council, and City attorney. Copier-Printer Supplies The cost recovery on printing has reduced the paper and toner costs for the public printers. 20 This budget covers the costs of paper for printers and copiers throughout The City Library System. 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. A slight increase is anticipated as a result of standard increased building values. The current policy includes earthquake and terrorism coverage. Library Supplies This decrease is a result of a lower materials budget. Supplies are purchased in bulk in order to contain costs and to obtain favorable discounts. The library closely monitors the cost of pack- aging and processing newer, more popular formats such as DVDs, CDs, and recorded books, which can be more expensive than traditional library materials. Office Supplies Every effort is made to contain costs by purchasing through vendors with State of Utah negotiated pricing. As a result, the library will be able to maintain this budget center at current levels. Payroll Processing Charge The City Library uses an independent vendor to process payroll checks. The library anticipates an increase in cost this year. Postage The implementation of e-mail and automated calling for patron noifications has resulted in a substantial decrease in postage costs. The current level should be adequate for this budget year. The City Library mails The City Library News, the library's newsletter, to all Salt Lake City residents once a year to keep them informed of the library and its services. Over the years, the Friends of The City Library have supported the postage costs for this mailing. Professional and Technical This budget supports funding for the annual financial audit, attorneys' fees, memberships in professional activities and organizations, and the use of outside consultants for library projects. A decrease in this budget center will still allow for the use of consultants and specialists to provide targeted services. Use of experts in areas associated with the Strategic Plan will contin- ue to fuel new directions and supplement the skills that currently exist in the organization. Programming The quality of public programs and the community's enthusiasm continues to be very high. Nationally known authors attract audiences that fill the Main Library's auditorium. Cultural cele- brations such as Eid al-Fitr, Chinese New Year, and Norouz draw hundreds of people from diverse backgrounds. The library will continue to work with established community partners and seek out new partners in an effort to stretch the programming budget which will see a decrease this year. Publicity This budget covers the cost of printing the Library's quarterly newsletter and also to produce all other promotional materials. 21 Staff Training and Development The City Library continues to build an excellent staff and supports a training program that encourages staff to expand their expertise and knowledge in support of library goals.This budget center also supports the extensive volunteer program which will expand in 2010-11. the Friends of The City Library scholarship program for staff supplements the Library's staff development efforts. 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. Telephone It is anticipated that this budget center will not increase. Travel The decrease in this budget center will sustain some travel-related expenses for library administration and staff attendance at state and national conferences,such as ALA,MPLA and ULA.In addition,all mileage allowances are paid from this budget center at the reim- bursement rate of 37.5 cents per mile. Board Development This new budget line will help to dedicate some funding for costs associated with Library Board members.These funds cover membership fees in professional organizations(ALA, MPLA,ULA,etc.)and travel expenses to attend library conferences. 22 mommismommin Accomplishments in 2009-10 With the assistance of an architectural design consultant, the library identified and addressed a number of overdue capital improvements and repairs. The Sprague Branch Library interiors were completely repainted. The Sweet Branch received new carpet, a more efficient service desk, fresh paint, and new meeting room chairs. Worn furniture at several locations was re- upholstered or replaced. Increased circulation led to a need for additional and improved storage and shelving at several branches. New stack end signs were installed at all branches, as were LCD screens that will advertise library programs and announce new services. Computers in the Children's Library at Main were moved closer to the service desk, and the space was reorganized to provide better sight lines for librarians. Planning for the future Glendale and Marmalade branch libraries began by establishing com- munity-based steering committees for both projects. The library issued a RFP for a program- ming consultant for the Glendale Branch with an option to extend the contract for the Marmalade project. The library expects to have a project manager in place by the end of the fiscal year. Priorities for 2010-11 • Exploration, pilot, and possible installation of automated methods for sorting and circulating materials and increasing efficiency. • Refreshed interior at the Day-Riverside Branch. • Exploration of a mobile library presence for express or outreach services. • Replacement or re-upholster of worn seating at the Main Library. • Improvement of the Chapman Library parking lot. • Evaluation of HVAC systems at the Main Library's Technical Services Department and Technology Lab. • Continued development of the library's Web site. • Implementation of energy-saving investments, including lighting and hybrid vehicle. With a Project Manager in place, the library will finalize the site for the Glendale Branch Library, select an architect, and enter into the design phase. Concurrently, the programming phase for the Marmalade Branch Library will begin and a site will be selected. CAPITAL Glendale Branch Building Project $ 278,233 $ 728,233 Marmalade Branch Building Project 278,233 278,233 Capital Improvements 628,500 498,425 Technology Infrastructure 200,000 200,000 Qwest Lease Agreement 50,000 50,000 Capital Repairs 200,000 200,000 Prior Year/Contingency 100,000 100,000 Total Capital $ 1,734,966 $2,054,891 23 Glendale and Marmalade Branch Building Project Capital revenues designated for the construction of the Glendale Branch Library,approved by City Council on August 11,2009,are estimated at$556,466.Funds will be used to complete the public process,program development,site evaluation,site selection,land acquisition (if needed)and to initiate architectural design services.Unspent funds from 2009-10 designat- ed for the further development of the Marmalade Branch Library programming and design phase will be carried over for use in 2010-11. Capital Improvements With many of the planned capital improvements completed in 2009-10,this fund can be reduced. Technology Infrastructure Computer equipment is heavily used,and funds are needed on an annual basis to upgrade and expand the computer system. 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 significantly faster computer access at branch locations. Voice-over IP also provided expanded features to the Library's seven-year-old phone system,including voice mail and easily customizable messages.The cost of hardware,installation,and entrance facilities for the Main Library and four branches is included in a five-year lease agreement at 3.73%interest. Fiscal year 2010-11 will be year three of a five year lease. Capital Repairs This fund supports ongoing major capital repairs at all locations as needed.This year will see a major emphasis on repairs in the Main Library. Prior Year/Contingency This fund is maintained to cover carryover projects and emergency or unanticipated expenses. 24 TIMELINE FOR GLENDALE AND MARMALADE BRANCH CONSTRUCTION (DRAFT) Dec Jan Mar Sept 1 Oct Dec Jun Jul Sept Oct June Oct 2009 2010 2010 2010 I 2010 2010 2011 2011 2011 2011 2012 2012 Glendale Library Marmalade Library Glendale Library I Marmalade Library Glendale Library Marmalade Library PHASE 3 Planning, Program Architectural Design, Construction Development and Plan Review (estimated 12 months) Site Selection and Permitting (estimated 10 months) (estimated 9 months) 25 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 libraries in the United States, the Main Library has become a major attrac- tion for residents and visitors since its opening on February 8, 2003. A 240,000 square-foot concrete and glass structure with exceptional views of Salt Lake City and surrounding mountains, the Main Library features book, periodical and media collections of over 500,000 items, reading gal- PPlit leries, technology center, 315-seat auditorium and adjoining meeting spaces, small conference rooms, and selected community shops 4 designed to enhance The City Library's mission. The adjoining plaza- fea- tures a reflecting pool, garden, and granite fountain. Underground park- .44' ing for approximately 600 vehicles provides parking for city and library y. j employees, as well as library visitors. RPM Anderson-Foothill Branch The pleasing design of the branch has two unique elements as part of its ' - .* , a 1, '4 , ..1' plan. The first is a passive solar energy design that includes earth berming, - 'r.'. .+• -: , window placement for solar heating, and zone supplemental heating/cool- 4 ing. The second element of this 14,900 square foot community library i:14' LIL built in 1985, expanded in 1992 and in 2002, is a modular design. I Chapman Branch .' Considered to be one of the finest Carnegie Libraries in the West, this - , - 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 ' i''' was completely renovated 1993. A major remodel of the basement level t ,,;:- - F meeting space in 2002 resulted in a much improved children's area and expanded service and collection space for adults on the ground level. Corinne and Jack Sweet Branch °*4 The Sweet Branch is the sister branch of the Anderson-Foothill Branch using the same modular design. The branch contains over 8,000 square feet of service space, including a community program and meeting space. In 2009, the interior was completely refreshed. �tf Day-Riverside Branch This beautiful facility was designed to complement the residential neigh- ., borhood with sensitivity to its site on the Jordan River Parkway. An open space plan, with a large community meeting room and outside deck area, will accommodate this growing neighborhood. Sprague Branch ,- This high-gabled English Tudor style building has served the Sugar House .,;. R community for three generations. The building was selected by the -' • , American Library Association in 1935 as the "Most Beautiful Branch - s •'' Library in America." The two-level facility was renovated in 1989-90. The ' Reading Room on the first floor was remodeled in 1993-94. A new slate re , roof was installed in the fall of 1996. An expansion project to add a new, - fir _ larger meeting room and remodel the building was completed in April z_�arc ''a►'"- 2001, which increased the square footage to 9,700. 26