2018 Budget Presentation

Turning Outward

Village of Glenview

Budget Workshop III

October 26, 2017

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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

Educate | Enrich | Inspire | Entertain

Turning Outward4

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

Capital Expenditures

2017 Capital Expenditure: New Boilers

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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

Living Our Mission14

A Haven for Teen Study

Living Our Mission15

Solar Eclipse Viewing Lights Up the Community

Living ur Mission16

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

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2018 Library

Budget

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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

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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