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Year 2011 Budget

Final

December 29, 2010

All Funds

Estimated Revenues and Expenditures

Timberland Regional Library

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Table of Contents

Acknowledgements 2

Description of District 3

Framework. 4

Introduction to Timberlands 2011 Budget. 5-6

Public Service Resources.. 7

2011 Estimated Revenues and Appropriations All Funds (Summary)......8

General Fund:

2010 and 2011 Final Condensed Budgets.. 9

2011 Estimated Revenues (Detail).. 10

2011 Estimated Revenues Notes.. 11

How Timberland Earns Each $1.0012

Levy Rates Bar Graph (2000 to 2011)... 13

Timber Taxes & Sales Trend Graph (1998 to 2011 proj.)..14

2011 Estimated Expenditures15

2011 Estimated Expenditures Notes16

How Timberland Spends Each $1.0017

Building Fund:

Estimated Resources and Uses.18

Auto Circulation Fund:

Estimated Resources and Uses.19

Unemployment Compensation Fund:

Estimated Resources and Uses.20

Gift Fund:

Estimated Resources and Uses.21

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Acknowledgements

Timberland Regional Library Board of Trustees:

Bob Hall, President

Emmett OConnell

Stephen Hardy

John E. Braun

Tom Schaeffer

Judy Weaver

Edna J. Fund, CRC

Budget Prepared by:

Mike Crose, Library Director

Sally Nash, Manager, Public Services

Gwen Culp, Manager, Information Technology

Rich Park, Manager, Human Resources

Jeff Kleingartner, Manager, Communications

Judy Covell, Manager, Collection Services

With Assistance From:

Ellen Duffy, Youth Services Coordinator

Tim Mallory, Reference and Adult Services Coordinator

Rick Homchick, Business Manager

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Description of the District

Timberland Regional Library (TRL) provides library services to the residents of five counties in Southwest

Washington State: Grays Harbor, Lewis, Mason, Pacific and Thurston Counties. TRL is an IntercountyRural Library District and is funded by property taxes and timber sales in the 5-county area.

In the late 1960s, the Washington State Library Commission initiated a demonstration project to

improve library services in Grays Harbor, Lewis, Pacific and Thurston counties in response to requests

from the counties residents. Through this cooperative effort, library services were consolidated to

create a more efficient and economical regional operation, to increase the size of the library collections

and to provide service for the first time in several rural communities.

Citizens voted in November, 1968 to unite the five counties into one library district, the Timberland

Regional Library (TRL). TRL services started in 21 libraries with Becky Morrison as the first Executive

Director. Since 1968 TRL has provided information, reading and lifelong learning services at 27 libraries

and 7 library service partner locations by offering nearly 1.7 million items to more than 400,000 people.

The library system is funded mainly by local property taxes with additional income from timber sale

taxes.

Not only were community libraries added when opportunities and dollars permitted, but the library has

proactively introduced state-of-the-art electronic services in order to provide residents with the best

available library service; to provide access to all, regardless of physical limitations or geographic

location; and to increase the potential of success for everyone in the systems five counties.

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Framework

Library Mission Statement

Timberland Regional Library provides:

Information, Resources, Services, and Places

Where all people are free to:

Read, Learn, Connect, and Grow

Library Vision Statement

For every reader, the best book

For every question, the best answer

For every need, the best resource

For every encounter, the best experience

For every library dollar, the best value

For every person, a place to belong

Approved by the TRL Board of Trustees, March 23, 2005

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An Introduction to Timberland Regional Librarys 2011 Budget

Its difficult to present a 2011 budget without repeating the same negative, economic data weve heard

over the last few years, exemplified by our Governors recent presentation of a budget she hates and,in places, considers amoral. Despite those elements, Timberland is at a place where we can also focus

on the positives. Through the adversity of the last few years we have been reminded of just where the

core strengths of Timberland Regional Library exist, its staff and its patrons.

Oddly enough, in 2009, the year we were celebrating Timberlands 40th

anniversary, was the same year

we began to question its future. While fondly remembering the days of bookmobiles, we were forced to

look forward and conduct a complete re-examination of how we work. Review was made of every

function, searching for efficiencies and struggling for savings without sacrificing the quality of our public

services.

Throughout Timberland, contributions were made in creative, thoughtful ways that put the focussquarely on the publics need in times of limited resources. Town hall meetings were held, discussion

groups were created, public comments were noted and task forces were built to gather information and

institute new ideas to confront an economy that wasnt only in a recession but in a resetting. As a result

of our planning and many changes to library operations, in 2010 we achieved financial equilibrium.

Hard decisions were confronted which resulted in a great deal of the burden being placed on the

shoulders of front-line staff members. In a fluid situation we learned a great deal. As Louisa May Alcott

once said, I am not afraid of storms, for I am learning to sail my ship. A reminder of storms past are as

follows:

2009

y Open library hours reduced by 126 hours.y Sunday library hours eliminated.y Substitute and extra hours were all but eliminated.y Temporary hiring freeze holding multiple positions open.y Patron holds and check-outs limited.y Overdue fines charged for the first time in Timberlands history.y Revised budget reduced General Fund expenditures 4.5% or $888,492.

2010

y Symphony replaced Horizon as Timberlands integrated library system.y Launched new TRL website.y Library Director search which led to the hiring of Michael Crose.y New telephone and network system planning and discussion completed in preparation for 2011

installation.

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As we look forward to 2011 the overall goal is to maintain the stability found in 2010, carry

forward core services as structured in 2010, maintain Timberland as a patron focused

organization and keep sharpest focus for the front lines. The principle of saving jobs to the best

extent possible when confronted with difficult decisions will continue. Major initiative includesthe following:

2011 Major initiatives:

y Major telephone and network system upgrade in January and February 2011. The last majorexpenditure of this type was 10 years ago.

y Review staff levels within peer groups.y Continue co-operative efforts with like agencies reaching further out into our communities.

Expand opportunities in Children, Teen and Adult Services.

y All Staff Training Day 2011. Its important to meet at least once a year. Directed by HumanResources but presented as a staff event utilizing internal talents once again.

y Provide opportunities for training and professional advancement for staff.y Join the Early Learning Public Library Partnership, a key to early learning.y Working with tribal communities as strategic partnerships.y Develop a long-range plan and methodology for annual evaluation and ongoing updates.y Facility evaluation for ADA compliance (Sally Nash is ADA Compliance Officer).y Facilities planning for Ocean Park and Oakville.y Finalize contract negotiations with staff.y Materials budget maintained at just under 14%.

With anticipation of minimum revenues and maximum change we present Timberland Regional Librarys

2011 budget as the foundation for long-range planning. Special thanks to all who have contributed, to

our patrons for their continuing support and to our amazing staff who have helped carry us through thisstorm.

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Public Service Resources

Aberdeen

10.925 FTEs

Thurston

75.925 FTEs

Mason

22.475 FTEs

Lewis

28.65 FTEs

Pacific

15.35 FTEs

Amanda Park

1.6 FTEs

Elma

3.6 FTEs

Hoquiam

4.05 FTEs

McCleary

1.7 FTEs

Montesano

3.5 FTEs

Oakville

1.8 FTEs

Westport

2.5 FTEs

Centralia

13.375 FTEs

Chehalis

5.875 FTEs

Mt View

2.125 FTEs

Packwood

1.775 FTEs

Salkum

2.2 FTEs

Winlock

3.3 FTEs

Hoodsport

1.8 FTEs

North Mason

6.25 FTEs

Shelton

14.425 FTEs

Ilwaco

3.1 FTEs

Naselle

2.65 FTEs

Ocean Park

3.25 FTEs

Raymond

4.0 FTEs

South Bend

2.35 FTEs

Lacey

23.725 FTEs

Olympia

24.9 FTEs

Tenino

3.2 FTEs

Tumwater

16.6 FTEs

Yelm

7.5 FTEs

Grays Harbor

29.675 FTEs

Public Service

172.075 FTEs