Alternative Funding Plan

1. AneliyaKochneva, Cohort II SUNY at Buffalo, Spring 2013 Alternative FundingPlan

2. Complex County Public Library (CCPL) Dating back to 1962, the CCPL consist of Main Branch(MB), Regional Branch ( RB) and two municipal branches ( MP1 and MP2) . Serving population of 58,914 people. • MB-Own 2 story building, outdoor storage building, 15,500 sq.f not for public service. Population: 17,642 people. • RB- Renting ( 2 year lease), commercial area(mall), large parking lot. Population: 8,542 people. • MP1- own building, jointly used with Health Department. Population: 23,615 people. • MP2- own building, joint use with public elementary school. Population: 9,115 people.

3. Current Budget- $2,666,691.93

4. The Problem The CCPL is facing 18% budget reduction in 2013-14

5. Now What? There are difficult times ahead of the CCPL system. The impact of 18% budget reduction in the amount of $480,004.55, could be potentially disastrous. Therefore, we have to find a way to follow our strategic plan and deliver the best service and materials to patrons who want it and need it. However, we cannot pretend there is an easy solution. Sacrifices will have to be made and everyone, patrons and staff alike will be affected by them. We have to strive to minimize the negative impact of this reduction the best way that we can.

6. Overall Impact of 18% Reduction Collection, materials, resources and property-outdated Budget Cuts 18 % Extended processing times and delays Patron and community support withdrawal due to dissatisfaction Employee motivation and retention issues Decrease in Service quality

7. Our Options To impose the 18% budget reduction we propose 3 separate options: • Plan A- a short-term aggressive plan to offset the negative impact of the reduction immediately. • Plan B- a long-term moderate plan to offset the negative impact of the reduction immediately. • Plan C- a long-term combination plan that involves aggressive and moderate actions.

8. Plan A - Description Plan A is based on closing RB- it serves the lowest number population and it is expensive to maintain. Poor management was exercised when it was open in the first place, considering the budget for 2011-2012 (i.e renovation, purchase of a lot of of new equipment, barely used, while MP1 is struggling, leasing space in an expensive commercial area, hiring unreasonable amount of employees for community and library size, etc.). Materials, equipment and people will be transferred to other branches that need the help. Sunday hours will be kept, no additional salary cuts will be made. The collection will be affected, but materials from RB will be dispersed between the different branches. Two of the 6 employees left will go to MB, 3 in MP1 and 1 in MP2. The space will be sublet (5% increase).

9. Plan A- in numbers

10. Plan A- in detail

11. Plan B - Description In this plan the largest burden of the 18% cuts will go to the collection development and services, and that will have unfortunate consequences. A lot of non-professional people will be laid off as well plus one professional ( PR in MB), as I was focusing on cutting whole positions, not giving pay cuts, which historically shows degradation of morale and demotivation of the whole staff. As part of this plan, some of the available space in RB will be sublet as well (large parking lot in a commercial area has a lot of potential, depending on the lease contract) There will be working schedule adjustment- no Sunday or extra hours, no overtime. This will be extremely difficult on all 4 libraries to pull off. All capital outlay will be cut, which will greatly affect the already unfortunate situation of MP1for example.

12. Plan B- in numbers

13. Plan B- in detail

14. Plan C - Description The main burden of this plan falls on cutting employment positions ( 12 clerical, 1 professional and outsourcing 2 professional positions). There will be heavy cuts in services, and that will affect the quality of services provided imminently. The whole capital outlay account will be cut, which will have devastating consequences especially for MP1. Sunday hours, extra hours and overtime will be cut as well. The collection of library materials will take only 15% cut, which is lower than the precious options,supplies will be cut with 25% as well. The result will be severely understaffed libraries with demotivated employees this will be the most difficult plan to put into action that will affect the library service a lot more than the previous two options.

15. Plan C- in numbers

16. Plan C- in detail

17. Revenue Resource Options • Rental Income ( Both MB and RB have available space not used by the library) • Creating new fees- for special database access, renting equipment and premises, programming etc. • Increasing existing fees- raising late fees, ILL penalty fee, computer use etc. • Organizing fundraisers- by the FL or the library itself, it can be with or without the involvement of local businesses. • Corporate funding or partnership- reach out and create relationships with local businesses.

18. Revenue Resource Options- Cont’d • Volunteers- this can help offset the effects of cutting employment positions. If properly trained, 22 volunteers can help substitute 8-10 non-professional employees and 2 pages. • Tax Increase- community consists of young, working families with children, undeveloped area available, good conditions for raising taxes. • Fundraisers- a good opportunity to rise awareness within the community • Paid programming ( camps) for children- the library’s goals are to serve the needs of children, the community is young and developing. That is an excellent opportunity to raise money and provide community service at the same time.

19. Resource Options – in detail

20. Resource Options in detail - Cont’d II

21. Resource Options in detail - Cont’d

22. Disclaimer* *All data used in this assignment is fictitious. Therefore, the arguments and solutions are based on assumptions if data in regards to related problems or questions was not provided. The proposed plans are for exercise and demonstration purposes only. In reality a combination of all of the revenue resources as well as budget reduction options will be used and that will reflect in different outcome.

23. References • City of Madison (2013) Capital Budget Capital Improvement Program. Course Readings LIS 518 Spring 2013. • Loessner, G. (1999). Estimating Local Financial Support for Public Libraries: A Tool to Facilitate Benchmarking of Best Practices Among Counties in the States. Public Productivity and Management Review. 23(1), 24-39 • Miami-Dade County Public Library (2012) FY 2012-13 Proposed Budgets and Multi-Year Capital Plan. Course Readings LIS 518 Spring 2013. • Robbins, J. & Zweizig, D. (1992) Keeping the books. Public Library Financial Practices. Highsmith Press, Fort Atkinson, WI pp. 373-403

24. References Cont’d • White, L. (2013) Complex County Public Library. Assignment 5 additional documents packet. • White, L. (2013) Complex County Public Library Budget.Assignment 5 additional documents packet. • White, L.(2013) Complex County Public Library Strategic Plan: 2001-2014. Assignment 5 additional documents packet. • White, L. (2013) Complex County Public Library: Vision, Mission, & Goals. Assignment 5 additional documents packet. • White, L. (2013) Consensus value estimate sheet for CCPL services and outputs. Assignment 5 additional documents packet. • White, L. (2013) Performance data. Assignment 5 additional documents packet.

25. Acknowledgements All images used in this presentation unless otherwise specified are acquired through Wikimedia Commons website (http://commons.wikimedia.org/wiki/Category:Images)