Program: Library Services Program Based Budget 2015 2017 Page 199
Program: Oakville Public Library Vision Statement: Love the experience. Mission Statement: Building community by connecting people and ideas. Program Description The Oakville Public Library serves as a community hub and provides residents with collections, content, programs and physical and virtual spaces to meet their informational and recreational needs. The Library fosters a love of reading, promotes literacy and supports life-long learning. The Library performed over 9.2 million service transactions in 2013 (e.g. circulation of collections, online records accessed, program participation, etc.). Library service is valued by the community: in both the 2011 and 2013 Citizen Survey, the library continued to earn a satisfaction rating of 90%. Service is offered through the library s six branches, its website (www.opl.ca), outreach locations throughout the community (including ten Book Nooks for pre-school children, five Book Depots for teens and one deposit station at a seniors residence), and its Homebound Delivery service. Most branches are open seven days a week, service on the website is available 24 hours a day, seven days a week. The library system has 114.6 FTEs, with 70% of the library s workforce being permanent part-time. Program Services The Oakville Public Library (OPL) provides services through the following programs: Administrative Services Human Resources & Corporate Services Branch Services Collections & Technologies Community Engagement Page 200
Staffing Overview Program: Library 2013 2014 2015 2015 2015 2015 Net Approved Restated Capital Service Reallocation Total Change Services/Activities: FTE FTE Impact Level Change of Staff FTE 2015 vs 2014 Administration Services 15.8 10.9 0.4 11.3 0.4 Community Engagement 4.9 1.6 4.6 11.1 6.2 Branch Services 91.6 72.3 0.4 (3.7) 69.0 (3.3) Collections and Technology 8.7 25.0 (0.9) (0.9) 23.2 (1.8) Total Library 116.1 113.1 0.0 1.5 0.0 114.6 1.5 The Library program had restructured its reporting structure in 2014 to support the goals outlined in the Library strategic plan. As a result staff were reallocated within the various library services. In addition, a through review of part-time staff was completed in 2014 based on operational requirements. Consequently a facility operator and part-time branch staff hours were increased and excess hours from Collections and Technologies were reallocated to Community Engagement to support programming needs. The overall net impact was an increase of 1.5 FTE; however due to wage rates part-time dollars were reduced. Program Services Budget Overview 2014 Restated 2015 Requested Net Net Gross Net Gross Net Change Change Services/Activities: Budget Budget Budget Budget 2015 vs 2014 2015 vs 2014 (%) Administrative Services 1,002,800 798,700 1,043,600 859,200 60,500 7.6% Branch Services 4,764,100 4,460,500 4,563,300 4,239,800 (220,700) (4.9%) Collections & Technologies 2,815,000 2,785,000 2,637,600 2,597,600 (187,400) (6.7%) Community Engagement 689,700 573,600 1,106,800 959,800 386,200 67.3% Total 9,271,600 8,617,800 9,351,300 8,656,400 38,600 0.4% Overall the Library Services budget has increased by $38,600 or 0.4%. In 2014 Library Services further defined its organizational structure to align with it s strategic plan resulting in four sections (Administrative Services, Branch Services, Collections & Technologies, and Community Engagement) compared to the former five sections primarily by merging Human Resources & Corporate Services into the Administrative Services. Additionally a defining outcome was to consolidate the programming budgets into Community Engagement from Branch Services as programming needs for libraries will now be centrally planned from this unit. Furthermore there was an alignment of part-time hours to current operational needs and a review of the part-time benefit program resulting in a savings of approximately $140,000. Page 201
Key Objectives (Initiatives) for 2015-2017 Through its strategic plan Love the Experience 2012-2015, the Oakville Public Library supports Council s strategic goals of providing accessible programs and services, enhancing our cultural and social environments, continuously improving programs and services and being fiscally sustainable. Strategic plan presented to Council in June 2012. 2013 business plan initiatives completed and 2014 business plan initiatives on target. 2015-2017 initiatives include upgrade of Integrated Library System (ILS), upgrade of library web site, introduction of print management software and RFID and preparation for service in Bronte. The Library has been actively involved in the town s Downtown Cultural Hub project. A new strategic plan 2016-2019 will be developed in 2015. 2015 Program Budget Drivers 2014 2015 2015 2015 $ % Restated Base Capital Requested Change Change Budget Budget Impact Budget From 2014 From 2014 Expenses: Personnel Services & Benefits 7,198,500 7,194,500 0 7,194,500 (4,000) (0.1%) Materials & Supplies 1,259,400 1,264,400 0 1,264,400 5,000 0.4% Capital Out Of Operations 0 10,700 0 10,700 10,700 0.0% Purchased Services 668,200 732,800 0 732,800 64,600 9.7% Payments & Grants 34,300 35,900 0 35,900 1,600 4.7% Internal Expenses & Transfers 111,200 113,000 0 113,000 1,800 1.6% Total Expenses 9,271,600 9,351,300 0 9,351,300 79,700 0.9% Revenues: External Revenues 563,800 558,400 0 558,400 (5,400) (1.0%) Internal Recovery & Fund Trsfs 90,000 136,500 0 136,500 46,500 51.7% Total Revenues 653,800 694,900 0 694,900 41,100 6.3% Tax Levy 8,617,800 8,656,400 0 8,656,400 38,600 0.4% Page 202
In 2014, the Library Services program has increased by $38,600 or 0.4%. The main drivers for the change are the following: Personnel Services & Benefits have decreased by $4,000. Inflationary increases were mitigated with $140,000 savings from a benefits review, and changes to part-time staffing. Materials and Supplies have increased by $5,000 primarily for electronic resources. Capital out of Operations was added to the 2015 budget for purchases of minor computer equipment and accessories. Purchased Services has increased $64,600. Contributing factors include $30,000 increase to janitorial contract, $11,000 increase in courier services and minor increases to employee costs such as staff recognition, mileage and membership dues. Additionally there is a $10,000 increase to supplies which is fully recovered through the HIP Trust Fund. Payments and grants have increased $1,600 for mandated accessibility requirements. Internal Expenses & Transfer have increased $1,600 for inflation. Charges consist of internal facility fees to Glen Abbey and Iroquois Ridge. External Revenues have decreased by 5,400 due to a reduction in fine revenues to reflect historical trends. Internal Revenues have increased by $46,500 due to larger transfers from the Development Reserve Fund and HIP Trust Fund to offset the increased expenditures. Page 203
2016-2017 Expenditure Summary 2015 2016 2015-2016 2017 2016-2017 Requested Forecast Change Forecast Change Budget Base Budget (%) Base Budget (%) Gross Expenditures Library Administrative Services 1,043,600 1,073,300 2.8% 1,103,100 2.8% Branch Services 4,563,300 4,792,500 5.0% 4,890,600 2.0% Community Engagement 1,106,800 1,119,700 1.2% 1,115,200 (0.4%) Collections & Technologies 2,637,600 2,703,200 2.5% 2,754,500 1.9% Total Gross Expenditures 9,351,300 9,688,700 3.6% 9,863,400 1.8% Tax Levy Library Administrative Services 859,200 888,900 3.5% 918,700 3.4% Branch Services 4,239,800 4,469,000 5.4% 4,567,100 2.2% Community Engagement 959,800 972,700 1.3% 968,200 (0.5%) Collections & Technologies 2,597,600 2,663,200 2.5% 2,714,500 1.9% Total Tax Levy 8,656,400 8,993,800 3.9% 9,168,500 1.9% Gross Expenditures By Type Personnel Services & Benefits 7,194,500 7,350,500 2.2% 7,525,200 2.4% Materials & Supplies 1,264,400 1,340,600 6.0% 1,340,600 0.0% Purchased Services 732,800 837,900 14.3% 837,900 0.0% Internal Charges 92,500 92,500 0.0% 92,500 0.0% Other Expenditures 35,900 36,000 0.3% 36,000 0.0% Minor Capital & Transfer To Reserves 31,200 31,200 0.0% 31,200 0.0% Total Expenditures 9,351,300 9,688,700 3.6% 9,863,400 1.8% Revenues By Type Activity Revenue 376,100 376,100 0.0% 376,100 0.0% Internal Recoveries 0 0 0.0% 0 0.0% Grants 182,300 182,300 0.0% 182,300 0.0% Other Revenue 136,500 136,500 0.0% 136,500 0.0% Total Revenues 694,900 694,900 0.0% 694,900 0.0% Tax Levy 8,656,400 8,993,800 3.9% 9,168,500 1.9% Page 204
2015 Recommended Capital Budget The Oakville Public Library has undertaken substantial capital projects including a new Integrated Library System (ILS), print management system, website redesign and Radio Frequency Identification (RFID) system installation. These projects will serve to better meet the expectations of Oakville residents. A future Bronte Library branch is forecast to open to serve the area residents. The library is currently planning for the creation of digital hubs in all library branches over the 2015-2018 time period. The capital forecast also provides funds to maintain the library branch facilities in a state of good repair. Project Total Total Total Total Classification Project External Corporate Proposed Budget Financing Financing Financing Oakville Public Library 71101503 Library Interiors Infrastructure Renewal 241,000 241,000 241,000 71101504 Glen Abbey Technology Hub Strategic Priorities 101,000 101,000 101,000 71101505 Library Strategic Plan Growth 75,000 24,900 50,100 75,000 71101506 Libraries Capital Replacement Infrastructure Renewal 42,500 42,500 42,500 71101508 Library Furniture and Equipment Infrastructure Renewal 52,000 52,000 52,000 Total Oakville Public Library 511,500 24,900 486,600 511,500 Note: External Financing includes development charges, gas tax, external grants as well as program-specific revenue sources. Corporate Financing includes town reserves, capital levy and debt. Page 205
Service: Administrative Services Mission To provide strategic leadership and support through the Library s CEO and Executive Team so that the Board and Library staff can work within a Library - town framework to deliver an exceptional customer experience for Oakville residents. Major Responsibilities Assist the Oakville Public Library Board in fulfilling its responsibilities under the Province of Ontario Public Libraries Act and all other relevant legislation. Assist the Board with creation of its Strategic Plan each four year term and execute the supporting annual Business Plans. Develop meaningful metrics to effectively measure performance with respect to strategic goals and objectives. Strategic Priorities (Initiatives) Oakville Public Library operates in a transparent and fiscally responsible manner and meets all requirements under provincial and federal legislation. Transform our virtual and physical spaces to encourage creativity, collaboration and discovery. Implement recommendations of the Parks, Recreation and Library Facilities Master Plan 2012 and Town of Oakville Development Charges Update (2012). Plan to implement recommendations from the Downtown Cultural Hub study. Continue to explore potential efficiencies with the Town of Oakville. Manage our human resources to address issues of capacity, retention and succession planning. Key Outcomes Completion of annual business plan activities exceeds 80%. Public Services Health and Safety Association audit score is at least 95%. Year-end variance is projected to be within 3% of budget. Page 206
2015 2017 Operating Budget Summary 2014 2015 2015 2015 $ % 2016 2017 Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2014 from 2014 Budget Budget Expenses: Personnel Services & Benefits 795,100 805,600 0 805,600 10,500 1.3% 832,000 861,800 Materials & Supplies 22,900 20,300 0 20,300 (2,600) (11.4%) 20,600 20,600 Purchased Services 150,500 180,000 0 180,000 29,500 19.6% 182,900 182,900 Internal Charges 0 0 0 0 0 0.0% 0 0 Other Expenditures 34,300 34,700 0 34,700 400 1.2% 34,800 34,800 Minor Capital & Transfer To Reserves 0 3,000 0 3,000 3,000 0.0% 3,000 3,000 Total Expenses 1,002,800 1,043,600 0 1,043,600 40,800 4.1% 1,073,300 1,103,100 Revenues: Activity Revenue 21,800 2,100 0 2,100 (19,700) (90.4%) 2,100 2,100 Internal Recoveries 0 0 0 0 0 0.0% 0 0 Grants 182,300 182,300 0 182,300 0 0.0% 182,300 182,300 Other Revenue 0 0 0 0 0 0.0% 0 0 Total Revenues 204,100 184,400 0 184,400 (19,700) (9.7%) 184,400 184,400 Tax Levy 798,700 859,200 0 859,200 60,500 7.6% 888,900 918,700 Tax Levy By Activity Administrative Services 798,700 859,200 0 859,200 60,500 7.6% 888,900 918,700 Tax Levy 798,700 859,200 0 859,200 60,500 7.6% 888,900 918,700 2015 Key Budget Drivers Personnel Services & Benefits have increased by $10,500 due to inflationary increases for wages and benefits. Materials & Supplies have decreased $2,600 due to a reduction in postage and office supplies. Purchased Services have increased $29,500 primarily due to professional fees and membership dues and subscriptions. Other Expenditures include an increase for accessibility costs. Minor Capital & Transfer to Reserves consists of $3,000 for minor computer hardware purchases. Activity Revenue has decreased $19,700 due to a reallocation of photocopier revenue to Branch Services. 2016-2017 Budget Forecast Highlights Budgets reflect inflationary increases only. Page 207
Service: Branch Services Mission To provide an exceptional customer experience. Major Responsibilities Create a community hub with flexible interior spaces that maximize opportunities for independent work, collaboration and innovation. Integrate services across physical and virtual spaces. Promote 21 st century literacy skills and provide programs relevant to the needs of customers. Strategic Priorities (Initiatives) Recalibrate open hours to reflect customers needs. Evaluate the performance and effectiveness of our customer service program. Assist residents in growing their digital and media literacy skills. Rebalance functional zones within branches to provide collaborative and independent spaces, building on the Downtown Cultural Hub study. Key Outcomes Cardholders exceed.49 per capita. Achieve 2015 target of 10.2 million total service transactions representing increased use of Library services, programs and spaces. Satisfaction rating of 90% as measured in the bi-annual Citizen Survey. Page 208
2015 2017 Operating Budget Summary 2014 2015 2015 2015 $ % 2016 2017 Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2014 from 2014 Budget Budget Expenses: Personnel Services & Benefits 4,007,400 3,778,500 0 3,778,500 (228,900) (5.7%) 3,867,900 3,966,000 Materials & Supplies 300,600 287,900 0 287,900 (12,700) (4.2%) 328,900 328,900 Purchased Services 346,900 385,400 0 385,400 38,500 11.1% 484,200 484,200 Internal Charges 88,700 90,500 0 90,500 1,800 2.0% 90,500 90,500 Other Expenditures 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 20,500 21,000 0 21,000 500 2.4% 21,000 21,000 Total Expenses 4,764,100 4,563,300 0 4,563,300 (200,800) (4.2%) 4,792,500 4,890,600 Revenues: Activity Revenue 303,600 323,500 0 323,500 19,900 6.6% 323,500 323,500 Internal Recoveries 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0.0% 0 0 Other Revenue 0 0 0 0 0 0.0% 0 0 Total Revenues 303,600 323,500 0 323,500 19,900 6.6% 323,500 323,500 Tax Levy 4,460,500 4,239,800 0 4,239,800 (220,700) (4.9%) 4,469,000 4,567,100 Tax Levy By Activity Branch Services 4,460,500 4,239,800 0 4,239,800 (220,700) (4.9%) 4,469,000 4,567,100 Tax Levy 4,460,500 4,239,800 0 4,239,800 (220,700) (4.9%) 4,469,000 4,567,100 2015 Key Budget Drivers Personnel Services & Benefits have decreased by $228,900 due to the Library reorganization where part-time programming staff were reallocated to Community Engagement. In addition, inflationary increases have been included for wages and benefits. Materials & Supplies have decreased by $12,700 primarily due to a reduction in utility costs to reflect 5 year trends. Purchased Services have increased $38,500 primarily due to a $30,000 increased to janitorial services as a result of a new service contract. Internal Charges have increased $1,800 for inflation to facility charges with Glen Abbey and Iroquois Ridge community centres. Minor Capital & Transfer to Reserves consists of $500 for minor computer hardware purchases. Activity Revenue has increased by $19,900 due to a reallocation of photocopier revenue from Administrative Services. 2016-2017 Budget Forecast Highlights 2016 increases include capital impacts of $124,900 for Bronte branch (collections, property rental and utilities). In addition inflationary increases have been included for all branch services. 2017 reflects inflationary increases only. Page 209
Service: Collections & Technologies Mission Collect, create and provide access to relevant content and resources for Oakville residents. Major Responsibilities Transform virtual spaces to encourage innovation, collaboration and discovery. Implement new content acquisition strategy. Assist residents in growing their digital and media literacy skills. Strategic Priorities (Initiatives) Deliver compelling and relevant web, mobile and digital resources. Launch a new Integrated Library System (ILS) that supports evolving functionality. Leverage technology to provide more efficient and convenient service. Rebalance traditional library resources with new and emergent digital content. Collect, preserve and provide access to relevant local content. Provide opportunities for digital content creation. Provide the tools customers require to access content. Re-envision services to meet the immediate and emerging needs of mobile customers. Facilitate faster delivery of popular content. Key Outcomes 6.45 website pages viewed per capita. Number of unique visitors to www.opl.ca is 300,000. Website (www.opl.ca) is available 99% of the time. Page 210
2015 2017 Operating Budget Summary 2014 2015 2015 2015 $ % 2016 2017 Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2014 from 2014 Budget Budget Expenses: Personnel Services & Benefits 1,837,500 1,648,700 0 1,648,700 (188,800) (10.3%) 1,695,300 1,746,600 Materials & Supplies 871,200 877,500 0 877,500 6,300 0.7% 894,400 894,400 Purchased Services 106,300 104,900 0 104,900 (1,400) (1.3%) 107,000 107,000 Internal Charges 0 0 0 0 0 0.0% 0 0 Other Expenditures 0 0 0 0 0 0.0% 0 0 Minor Capital & Transfer To Reserves 0 6,500 0 6,500 6,500 100.0% 6,500 6,500 Total Expenses 2,815,000 2,637,600 0 2,637,600 (177,400) (6.3%) 2,703,200 2,754,500 Revenues: Activity Revenue 0 0 0 0 0 0.0% 0 0 Internal Recoveries 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0.0% 0 0 Other Revenue 30,000 40,000 0 40,000 10,000 33.3% 40,000 40,000 Total Revenues 30,000 40,000 0 40,000 10,000 33.3% 40,000 40,000 Tax Levy 2,785,000 2,597,600 0 2,597,600 (187,400) (6.7%) 2,663,200 2,714,500 Tax Levy By Activity Collections & Technologies 2,785,000 2,597,600 0 2,597,600 (187,400) (6.7%) 2,663,200 2,714,500 Tax Levy 2,785,000 2,597,600 0 2,597,600 (187,400) (6.7%) 2,663,200 2,714,500 2015 Key Budget Drivers Personnel Services & Benefits have decreased by $188,800 primarily in part time wages and benefits which have been reallocated to other program areas to reflect service level needs. Materials & Supplies have increased by $6,300 for electronic resources. Purchased Services have decreased $1,400 due to a reduction in cellphone plans which mitigate the increase in Purchase Services for HIP (Halton Information Providers). Minor Capital & Transfer to Reserve have increased $6,500 for minor expenditures of computer hardware. Other Revenue has increased $10,000 due to additional funding from HIP Trust Fund. 2016-2017 Budget Forecast Highlights Reflects inflationary increases only. Page 211
Service: Community Engagement Mission Enhance community awareness and engagement to increase use of and support for the Library s programs, services and spaces. Major Responsibilities Create and execute a community engagement plan. Create conversations with residents, customers and partners to promote library programs and services. Develop relevant, innovative and creative programs. Pursue fundraising, sponsorship and partnership opportunities. Strategic Priorities (Initiatives) Take a holistic and multi-faceted approach to communication with all stakeholders to promote the role and importance of the library. Create user-friendly tools to seek, document and act upon stakeholder feedback. Explore ways to increase support for the Library. Key Outcomes A 2015 target of 80% customer satisfaction rate with library programs. Fundraising target of $123,050 is met. Page 212
2015 2017 Operating Budget Summary 2014 2015 2015 2015 $ % 2016 2017 Restated Base Capital Requested Change Change Forecast Forecast Budget Budget Impact Budget from 2014 from 2014 Budget Budget Expenses: Personnel Services & Benefits 558,500 961,700 0 961,700 403,200 72.2% 955,300 950,800 Materials & Supplies 64,700 78,700 0 78,700 14,000 21.6% 96,700 96,700 Purchased Services 64,500 62,500 0 62,500 (2,000) (3.1%) 63,800 63,800 Internal Charges 2,000 2,000 0 2,000 0 0.0% 2,000 2,000 Other Expenditures 0 1,200 0 1,200 1,200 100.0% 1,200 1,200 Minor Capital & Transfer To Reserves 0 700 0 700 700 100.0% 700 700 Total Expenses 689,700 1,106,800 0 1,106,800 417,100 60.5% 1,119,700 1,115,200 Revenues: Activity Revenue 56,100 50,500 0 50,500 (5,600) (10.0%) 50,500 50,500 Internal Recoveries 0 0 0 0 0 0.0% 0 0 Grants 0 0 0 0 0 0.0% 0 0 Other Revenue 60,000 96,500 0 96,500 36,500 60.8% 96,500 96,500 Total Revenues 116,100 147,000 0 147,000 30,900 26.6% 147,000 147,000 Tax Levy 573,600 959,800 0 959,800 386,200 67.3% 972,700 968,200 Tax Levy By Activity Community Engagement 573,600 959,800 0 959,800 386,200 67.3% 972,700 968,200 Tax Levy 573,600 959,800 0 959,800 386,200 67.3% 972,700 968,200 2015 Key Budget Drivers Personnel Services & Benefits have increased by $403,200 due to the Library reorganization and part-time hours being reallocated to Community Engagement from Branch Services as well as Collections and Technologies. In addition, inflationary increases have been included for wages and benefits. Materials & Supplies have increased $14,000 due to external reproduction costs and office supplies. Purchased Services have decreased $2,000 primarily due to a reduction in miscellaneous purchased services. Other Expenditures have increased $1,200 for mandated accessibility requirements. Minor Capital & Transfer to Reserves includes $700 for minor computer hardware purchases. Activity Revenue has decreased $5,600 due to anticipated lower program registration revenue. Other Revenue has increased $36,500 due to an increase transfer from the Library Development Reserve Fund to support programming costs. Page 213
2016-2017 Budget Forecast Highlights Personnel Services & Benefits will decrease by $28,800 due to capital impacts for a new print management system. It is anticipated that the new systems will streamline processes and will allow for a reduction in staffing levels. Additionally in 2016 there will be a $16,500 increase in materials and supplies as a capital impact for the new RFID system. Tags will be used for ongoing collection purchases. 2017 reflects inflationary increases only. Page 214