Halifax Public Libraries Business Plan 2008/09

Transcription

1 Halifax Public Libraries Business Plan 2008/09 L1

2 Mission: The Halifax Regional Library is the lifelong learning centre of the community and the place people turn to for the discovery of ideas, the joy of reading, and the power of information. Business Unit Overview: The Halifax Public Libraries provides public library service to the residents of HRM under the direction of the Halifax Regional Library Board. CEO: Judith Hare, BA (Hons), MLS Public Services Susan McLean BA (Hons), MLS Branch Services Francisca Goldsmith BA, MLS Corporate Research & Development Paula Saulnier BA,BEd, MLIS Finance & Facilities Al LeBlanc Dip. PA Information Technology and Collection Management Bruce Gorman BSc, MSc, ISP Responsible for providing vision, leadership and direction to the Library system and is the Secretary to the Halifax Regional Library Board. Oversees Senior Management and Communications and Marketing Departments. Responsible for the development of region wide service including: information, youth, diversity, literacy, English as a Second Language (ESL), older adults and reader s services, as well as community development initiatives. The position is also directly responsible for three resource libraries: Alderney Gate, Keshen Goodman and Spring Garden Rd. Responsible for the delivery of library service from all outlets in alignment with the strategic vision through a network of branches, mobile library, Books by Mail and Home Delivery service. Responsible for statistical and demographic trend analysis for Halifax Public Libraries, for process design and implementation, project management and related organizational development facilitation. Responsible for financial planning and management of annual budgets, revenues and expenditures and procurement. Responsible for facilities, vehicles and asset management. Includes Acquisitions and Serials, Cataloguing and Processing, Information Technology and the Library s website. Responsible for ordering and receiving all formats of materials for the Library s collection and making them accessible through the Library s catalogue and available to the public at library outlets. Responsible for the implementation and support of computer hardware and software and new technology throughout the Library. L2

3 Human Resources Cathy Maddigan B. Comm., CHRP Summary of Business Unit Structure Changes: Responsible for recruitment, employee and labour relations, collective bargaining, payroll, health and safety, training & development, employee assistance program, pension and group benefits etc. for all divisions and departments. n/a Core Operations and Services provided: The Halifax Public Libraries system is comprised of 14 branch libraries, Mobile Library, Books by Mail and Home Delivery services and a website. In there were 2,365,903 in person visits and 1,080,273 e branch visits. 1,086,989 items in the collection, including books, CDs, DVDs, videos, newspapers and magazines, with a circulation of 4,582,175 items in This level of circulation equates to 12.3 per capita and 127 per hour of operation. 179,188 registered borrowers, which represents 48% of the population of HRM. Programming that enhances opportunities for life long learning, and community discussion. Programming is delivered largely in partnership with some 300 community groups. 3,958 programs were offered in for children, teenagers and adults. Nearly 300 public access computers; and 4 learning labs. Computer reservation system to book a computer on line or via an automated phone system. Wireless Internet access at all branches. Meeting rooms available for public use at most branches. Home Delivery, Books by Mail service for those unable to visit the Library due to disability, long term illness or distance to nearest branch. Mobile Library that brings library service to communities not within the service area of a branch including Eastern Passage, Musquodoboit Valley, Fall River, Lake Echo, Porter s Lake, Prospect Road, North Preston and East Preston. Literacy and English as a Second Language tutoring. Online catalogue that allows search of the Library s extensive collection, place items on hold and check accounts from anywhere with Internet access. Interlibrary Loan service that enables borrowing from other lending libraries in Nova Scotia and across Canada. Life long learning support including readers services, IT learning skills and staff assistance in seeking information. L3

4 Permanent Full Time Equivalents (FTE s): 2007/2008 Approved FTEs (April 1, 2007) 2008/2009 Approved FTEs (March 31, 2008) Permanent FTEs This change was as a result of increased staffing requirements to support the extended hours of operation of the Dartmouth North Library. Financial Information: Halifax Regional Library Summary of Budget by Business Unit Division Change over Actual Budget Actual Unaudited Budget Budget % Gross Budget $17,204,907 $17,994,000 $18,360,013 $18,800,000 $806, % Revenues ($4,701,028) ($4,402,000) ($4,817,122) ($4,382,200) $19, % Net Budget Administration Library 1,056,144 1,468,100 1,320,970 1,861, , % Alderney Gate Library 1,487,007 1,554,100 1,526,164 1,551,700 (2,400) 0.2% Spring Garden Rd. Mem. Library 1,548,191 1,618,000 1,665,336 1,682,800 64, % Branch Libraries 8,412,537 8,951,800 9,004,566 9,321, , % Net Cost $12,503,878 $13,592,000 $13,542,892 $14,417,800 $825, % L4

5 Analysis of Operating Budget Changes: Operating Budget Change Details ($000's) 2007/8 Budget $17, Salary & Benefit increases includes a provision for normal step increases, an amount for union negotiations and non union compensation. 2. Utilities increases for Propane, Heating Fuel, Electricity & Water to keep pace with inflation. 3. Library Materials (processing supplies, collections) increase for inflation and annual contract for maintenance of collection. $684 $13 $52 4. Building & vehicle maintenance increase for inflation. $25 5. Rent. $3 6. Training & Education. $2 7. Local Travel increased to reflect actual expenditure. $2 8. Programming (Youth strategy, volunteer appreciation & family literacy) $11 9. Office supplies $ /9 Operating Budget $18, /8 Revenue Operating Budget ($4,402) 1. Provincial Grant decrease adjusted based on actual revenue for 2007/08 2. Fines and Fees increased based on projected actual revenue for 2007/08 and implementation of Debt Collect in 2008/09 3. Photocopier revenue decreased based on projected actuals for 2007/08 $71 ($55) $4 2008/9 Total Revenue Operating Budget ($4,417) 2008/9 Total NET Operating Budget $14,418 L5

6 Business Unit Goals ( ): Strategic Goals Excellence in Service Delivery 1. To provide superior customer value and service equity that is responsive and barrier free focusing on the Central Library and HRM Strategic Initiatives. 2. To develop and nurture aligned community, academic, government or business partnerships to advance the Library s mission, support library strategic initiatives and service delivery, including the Central Library and the Youth Services Strategy. Community Development 3. Support and develop community development opportunities and implement related initiatives, including the Library s Youth Services Strategy and participation in the Youth Advocate Project. Employer of Choice 4. Distinguish the Library as an Employer of Choice. Infrastructure 5. To implement the Master Facilities Plan to meet our communities service learning priorities in high quality buildings focus on a new Central Library and the Woodlawn and Captain William Spry Libraries. L6

7 Operational Goals Excellence in Service Delivery 2. To provide equitable access to service throughout HRM implemented in alignment with service delivery plans for Family Literacy, Readers Services, Persons with Disabilities, Diverse Communities and Older Adults. 3. Collections that meet the needs demands and expectations of residents. 4. To apply goal orientated measurable performance through current and innovative practices. Employer of Choice 5. Provide a workplace that fosters employee and volunteer innovation, commitment and competent service. Infrastructure 5. To effectively manage the Library s information technology operation and assets to utilize current and appropriate technology solutions that are sustainable and effectively deliver service. 6. To effectively manage, maintain and plan for Library assets including safe, attractive Library facilities in alignment with the Facilities Master Plan. Fiscal responsibility 7. Effectively manage and safeguard the financial resources of the Library and plan for, maintain and replace assets as necessary. L7

8 Service Level Changes Business Unit: Halifax Public Libraries on under served youth. Downloadable e books and downloadable video service available.. Debt Collect program implemented to facilitate collection of outstanding accounts. Decreases In Services / Operational Pressures: None Expected Services Not Being Delivered: L8

9 Service Level Changes Capital Advancement of Central Library In 2007/08 Council approved the award of tender for the Planning Consulting Services: Central Library Building Program and Space Requirements study to HOK Planning Group Inc. The building program will develop a vision for current and future needs of the facility to meet the needs and expectations of the general public and library users, as well as, identify size and cost estimates. With the Building Program and Space Requirements report now complete, in order to move the project forward approval in principle by HRM Council is required. $400,000 included in the 2008/09 Capital budget could be redirected to the design phase for the Central Library building. The capital design and construction costs have not yet been incorporated into the five year Capital Plan, and no contribution has been made to reserves. The situation is growing more critical to have a plan in place to replace the Spring Garden Library. The Master Plan identified an annual infrastructure recapitalization deficit of $350,000. While some issues have been addressed in the proposed 2008/09 Capital Budget and commitment to annual funding through capital recapitalization would further support the implementation of the Master Facilities Plan. In 2008/09, a total of $400,000 has been allocated for the Library in the Infrastructure and Asset Management budget. Of this, $200,000 is for the repair and maintenance of Spring Garden Road Memorial Library; the remaining $200,000 falls short of the recommended $350,000 recapitalization required to complete the refurbishment of Captain William Spry Library and refurbish the Sackville Library. L9

10 Service Level Changes Capital Request: Operating Succession planning / Staff relations: Implementation of effective succession planning strategies, staff training and development and recruitment strategies cannot be advanced. Current funding for staff training and development is inadequate to ensure appropriately trained staff and to address succession planning concerns. Operating request: $50,000. Improved service hours and public access: The Library will be unable to address ongoing requests from the public and from Councillors to expand hours of operation at Musquodoboit Harbour to improve service access. Ongoing complaints are received regarding a lack of open hours. While fixed costs are not affected by hours of operation, the Library is unable to meet the service demand without increasing staff levels. Increased hours are requested at Musquodoboit Harbour libraries from 22 hours/week to 50 hours/week. Operating request: $257, FTE Collection Management Centralization and process efficiencies in Collection Management will not be implemented. An additional FTE is required to consolidate and coordinate activities now carried out at the Manager level, enabling the Branch Managers to more appropriately focus their work on community development and public service. Operating request: $58, FTE L10