Turning Outward
“When [a library] is Turned Outward, [it] has
a deep knowledge of [its] community and uses
that knowledge as [its] reference point for
decision making and action.”
—Michael R. Wood, Executive Vice President
The Harwood Institute for Public Innovation, Bethesda, MD
2
“Libraries have a radical mission to connect more
broadly to the world outside their walls.”
—Brian Bannon, Commissioner & CEO
Chicago Public Library
Turning Outward3
2016 Internal Assessment: Context
• Conducted collaboratively by administration, management, and all
levels of staff
• Focus on personnel, programs, services, and materials
• Objectives: to encourage innovative thinking for continuous
improvement, and to identify opportunities for ongoing cost savings
Three-Year Planning Process5
2016 Internal Assessment: Outcomes
• 100+ separate ideas advanced, followed by in-depth analysis
and evaluation by leadership and Trustees
• Consensus reached on three-year Implementation Plan
• Immediate cost savings: $112,500
Three-Year Planning Process6
2017 External Assessment: Context
Year-long study and analysis targeting Service Delivery Chains (SDCs)
consistent with Best Practices of public libraries:
• Onsite high spot review John Huber & Associates (Tulsa, OK)
• Cross functional staff teams documented and assessed performance of 10
SDCs
• Objective: to reveal and prioritize targets for improvement and increased
productivity
• Comprehensive report presented to GPL Trustees, leadership, and staff
Three-Year Planning Process7
2017 External Assessment: Targets 1-5
• New book service delivery chain
• Book return and shelving service delivery chain
• Drive-through book drop
• Hold fulfillment service delivery chain
• Drive-through holds pick up
Three-Year Planning Process8
2017 External Assessment: Targets 6-10
• Reference support service delivery chain
• Computer services and support service delivery chain
• Youth services delivery chain
• ILL service delivery chain
• Reader services delivery chain
Three-Year Planning Process9
2017 External Assessment: Recommendations
• Streamline materials selection process
• Consolidate service desks as appropriate
• Increase interdepartmental cross-training
• Repurpose staff to increase community enhancement programming
• Create high-volume marketplace service area
Three-Year Planning Process10
2018 Strategic Planning Process
• Data gathered from Internal & External Assessments
• Community input
• Budget allocation for outside facilitator: $30,000
Three-Year Planning Process11
2017 total expenses: $229,257
• 2 boilers replaced: $154,005
• hot water heater: $12,822
• humidifier: $26,000
2018 budgeted expenses: $76,716
Capital Expenditures13
For nearly 90 years, the Glenview Public Library
has been committed to Living Our Mission:
The Glenview Public Library provides a welcoming environment that
encourages lifelong learning with access to the world of information and
ideas. The Library’s innovate programs and services strive to educate,
enrich, inspire, and entertain to meet the needs of a diverse community,
fostered by a dedicated staff committed to excellence in customer service.
Living Our Mission
Educate | Enrich | Inspire | Entertain
17
2018 Revenues To Watch
Per Capita Grant (2017 = $34,700) IL Secretary of State Reduced in 2016 by $21k No increase back to prior level likely
Personal Property Replacement Tax (2017= $56,800) Library receives 19.17% of PPRT received by Village State has been diverting PPRT since 2009 2018 State Budget diverted another $76M
23.9% lower in 2018 (2018 =$43,263) 10% further annual reduction estimated in 2019-2021
E-Rate Funding (2017 = $3,373) Provides discounts to schools & libraries to obtain
affordable telecommunications and Internet access 47% reduction in 2017 and 33% reduction in 2018
19
2018 Preliminary Expenditure Assumptions
Personnel
No new positions FTE reduction from 84.72 (2016) to 82.65 (2017) IMRF employer rate decreased from 12.48% (2017) to 12.26% (2018) Health care premium costs increased by approximately 6.0% Continued collaboration with Village in PUSH Wellness Program
Total Expenses Increased by $248,031 (3.3%)
Personnel Costs increased by $134,000 Includes $51,000 increase for Health Insurance
Transfer to Special Reserve Fund increased by $50,000
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Budget Summary – Fund Balance Recap21
• Ending Cash Balance is within Library Cash Balance Policy
2016 2017 2017 2018 2019 2020 2021
Actual Budget Projection Prelim Budget Projection Projection Projection
Beginning Fund Balance $ 3,229,842 $ 3,571,323 $ 3,571,323 $ 3,785,020 $ 3,717,660 $ 3,345,561 $ 2,749,508
Revenues 7,493,883 7,553,403 7,603,926 7,628,671 7,674,645 7,683,178 7,711,493
Operating Expenditures 7,077,402 7,325,776 7,268,005 7,523,807 7,749,521 7,982,006 8,221,467
Transfer to Spec Reserve 75,000 122,224 122,224 172,224 297,224 297,224 359,327
Total Expenditures 7,152,402 7,448,000 7,390,229 7,696,031 8,046,745 8,279,230 8,580,794
Ending Fund Balance $ 3,571,323 $ 3,676,726 $ 3,785,020 $ 3,717,660 $ 3,345,561 $ 2,749,508 $ 1,880,207
Operating Levy 6,123,904 6,207,189 6,238,225 6,269,416 6,300,763 6,332,267
Annual Operating Levy % increase 4.51% 1.36% 0.50% 0.50% 0.50% 0.50%
Budget Summary – Proposed Operating Levy
2016 Levy $6,207,189
2017 Proposed Levy:
Previous Levy 6,207,189.50% for New EAV Growth 31,036
TOTAL $6,238,225
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Property Tax Levy
Special Reserve Thru 2026
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Special Reserve Fund - Repairs and Replacements
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026
Beginning Fund Balance 551,833 503,119 548,651 443,103 540,084 601,798 805,208 448,477 782,805 883,302 1,240,132 1,640,513
Revenues
Investment Income 1,106 1,575 1,485 1,473 1,710 2,107 1,878 1,844 2,495 3,180 4,314 4,215
Transfer from Operating - 75,000 122,224 172,224 297,224 297,224 359,327 359,327 375,000 375,000 425,000 425,000
Expenses
Repairs & Purchases 49,820 31,043 229,257 76,716 237,220 95,921 717,936 26,843 276,998 21,351 28,933 1,856,862
Ending Fund Balance 503,119 548,651 443,103 540,084 601,798 805,208 448,477 782,805 883,302 1,240,132 1,640,513 212,867
2019•Replace lighting controls $103,661•Repair exterior railings $7,544•Relamp building $12,600•Replace 1st floor carpet $78,158
•2021•Replace sump pump $60,000•Repaint walls $55,000•Replace roof HVAC humidifiers $138,550•Replace electrical inverter batteries $60,808•Repair & Replace doors and components $180,246•Replace electronic door components $18,473•Replace tile wall & flooring $102,681•Repaint hand and guard rails $10,684
2023•Repair exterior walls $148,858
•2026•Replace HVAC $947,727•Replace basement water pump $41,206•Replace backflow preventer $50,571•Replace storm pump $37,460•Replace building fire alarm system $109,794•Temperature controls $365,231