SCLS NJ
BUDGET 2016 Presented to the
Somerset County Library Commission March 2, 2016
SCLS NJ BUDGET 2016
2015 IN REVIEW We accomplished the following major objectives. Those in bold are 2015 budget objectives. Those in bold italics are strategic plan objectives. ● Absorbed the entire cost of the Bridgewater Lease. We continue to seek better terms. ● Completed the reorganization of the upper management of the Library. ● Led a community celebration of the Library’s 85th anniversary at the 4H Fair. ● Introduced a highlysuccessful “Lucky Day” Collection at each branch. ● Moved the Marketing Department to space at the Manville Library. ● Made significant progress toward establishing a model “community commons” space at Manville. We also took advantage of a recarpeting project at Warren to reconfigure a portion of the lower level into the beginning of a “community commons”. ● SCLS was named a “Star Library” once again by Library Journal, one of only six in New Jersey. ● Continued consolidating and centralizing systemlevel activities such as money handling, bank deposits and reconciliations ● Finished implementing recommendations of the marketing/publicity study. ● Implemented the following positions: Director of Operations, Support Services Manager. ● Expanded hours and made uniform operating schedules throughout our branches. ● Conducted an innovative targeted marketing campaign to attract new users. ● Developed a strategic technology plan. ● Began a concerted effort at balancing and redeveloping branch collections. ● Consolidated the Library’s social media presence. ● Added notary services at every branch. ● Centralized all press releases through the Marketing Department ● Began a largescale rollout of Chromebased devices for staff use, at considerable savings over the aging, traditional desktop PCs they are replacing ● Rolled out Google for Work for staff and provided handson training for everyone
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SCLS NJ BUDGET 2016
What’s in store for 2016? Despite maintaining essentially flat budget growth, our plan for 2016 continues to support the Library's strategic plan initiatives through a continued focus on streamlining, batching and consolidating workflows. Goals that specifically support our strategic plan are in bold .
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Implement CIPA compliant Internet filtering for public PCs and WiFi access Update and modernize our network infrastructure system wide Continue rolling out Chrome devices for staff desktop use and appropriatelyscaled lowcost PCs elsewhere Systematize copier contracts Begin planning for a new Integrated Library System Streamline the hiring process for high turnover positions Implement an internship program in Marketing Expand efforts at “pushing” information to users to market materials and programs Implement a new events calendar Transition to encumbrancebased purchasing Rework the performance evaluation process to take advantage of Google for Work Explore Open Borrowing Enhance system programming collaboration Better focus on and promote preschool programming around early literacy skills Use outcome measures to evaluate the success of programs Address accessibility issues system wide Expand Sunday hours Explore options for integrating health insurance with the County Hold down increases in the tax rate to the amount needed to accommodate negotiated pay increases, vendor price increases and increases to PERS. Find suitable spaces for the reorganized management team. Update our current classification system, now more than twenty years old, by conducting a comprehensive classification and pay study using Hay methodology [carried over from
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SCLS NJ BUDGET 2016 ●
2013]. Continue implementing key goals of the strategic plan. ○ Continue consolidating and centralizing systemlevel activities ○ Seek to provide at least one automated access point for DVDs and/or other popular materials outside library walls [carried over from 2014]. ○ Completely revise the Library’s web and social media presence [carried over from 2014].
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SCLS NJ BUDGET 2016 RESOLUTION SETTING THE 2016 BUDGET FOR THE SOMERSET COUNTY LIBRARY SYSTEM RESOLUTION #2016023
WHEREAS, the Somerset County Library Commission has carefully considered the budget requirements for providing library services to the fifteen member municipalities it serves; NOW, THEREFORE, BE IT RESOLVED that the Commission adopts an operating budget in the amount of $17,307,468 and sets the Library Tax Rate at a level to provide $16,716,759, AND REQUESTS that the Board of Chosen Freeholders accept this budget and the tax rate it requires. DATED: March 2, 2016 __________________________ Chris Corsini, Vice Chairman I certify that the above is a true copy of a Resolution passed by the Somerset County Library Commission at the meeting held on March 2, 2016. __________________________ Brian K. Auger Secretary to the Commission
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SCLS NJ BUDGET 2016
REVENUES
Taxes A&O Taxes State Aid Fines Nonresident fees Copying Fees Interest General Reserves Total
2015 $16,317,140 $40,000 $86,306 $50,000 $5,000 $1,500 $13,165 $300,000 $16,813,111
2016 $16,716,759 $13,151 $92,058 $64,000 $5,000 $2,500 $14,000 $400,000 $17,307,468
DELTA 2.45% 67.12% 6.66% 28.00% 0.00% 66.67% 6.34% 33.33% 2.94%
Notes: The 2016 tax increase without the spending for implementation of CIPA compliant filtering is 1.99%
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SCLS NJ BUDGET 2016
EXPENSES – PERSONNEL
2015 Budget 2015 Actual 2016 110 Salaries $9,801,344 $9,617,966 $9,978,710 113 FSA Claims & Administration $5,000 $5,065 $5,200 115 Waivers In Lieu of Benefits $85,000 $85,386 $101,000 136 Health Benefits $1,680,040 $1,661,030 $1,680,000 920 Dental Benefits $72,000 $65,514 $71,000 137 Social Security $756,305 $716,300 $771,098 139 Pension $883,760 $883,759 $1,021,637 410 Staff Development $89,960.00 $72,107.76 $89,960.00 Totals $13,373,409 $13,107,128 $13,718,604
Delta to 2015 Delta to Budget 2015 Budget $177,366 1.81% $200 4.00% $16,000 18.82% $40 0.00% $1,000 1.39% $14,793 1.96% $137,877 15.60% $0 0.00% $345,195 2.58%
Notes 1. Staff Development costs include training and conference costs. Industry standards call for a staff development budget of 1% – 3% of total personnel costs. Our staff development costs are 0.66% of the personnel budget. 2. Pension costs reflect the loss of the offset from last year’s credit of the overcharge two years previously as well as a real increase of 5.4% for 2016.
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SCLS NJ BUDGET 2016
EXPENSES – SERVICES
282 Preservation 281 Programs 330 Books 334 Periodicals 335 Videos/DVDs 336 Audio Materials 337 Circulating CDROMS 338 Electronic Databases & Microfilm 339 Digital Materials Totals
2015 $500 $124,000 $1,093,000 $115,000 $190,000 $170,000 $15,000 $225,000 $190,490 $2,122,990
2016 $500 $134,000 $1,093,000 $115,000 $190,000 $170,000 $15,000 $225,000 $190,490 $2,132,990
Notes 1. The program budget was increased by $10,000. 2. Materials and programming expenses total 12.32% of the total budget.
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SCLS NJ BUDGET 2016
EXPENSES – OPERATING
201 Outside Contracts 210 Advertising 220 Postage 230 Printing TBD Marketing 250 Auto Repairs 260 Automation Expenses TBD Equipment Service/Repairs 270 Legal 280 Audit 285 Consultants 283 Insurance/Bonding 284 Municipal payments 450 Travel Expenses 250 Vehicle Expenses 530 Equipment 570 Furniture/Fixtures 580 Medical Supplies 360 Supplies 740 Gasoline 940 Bibliographic/Resource services Totals
2015 Budget 2015 Actual $8,668 $1,000 $25,000 $19,000 $11,000 $8,000 $356,000 $11,000 $48,000 $16,000 $0 $95,000 $561,844 $21,000 $0 $6,000 $32,000 $200 $57,000 $6,000 $34,000 $1,316,712
$10,239 $533 $23,801 $28,163 $5,104 $390,704 $37,696
$23,890 $7,397 $34,798 $0 $44,259 $4,746 $33,571 $644,901
2016
Delta to 2015 Delta to 2015 Budget Budget
$8,700 $750 $15,000 $19,000 $11,000 $6,000 $486,140 $11,000 $40,000 $6,975 $40,000 $97,850 $544,259 $22,000 $6,000 $9,000 $32,000 $200 $60,000 $6,000 $34,000 $1,455,874
$32 $250 $10,000
0% 25% 40%
$2,000 $130,140
25% 37%
$8,000 $9,025 $40,000 $2,850
17% 56% 100% 3%
$1,000 $6,000 $3,000
5% 100% 50%
$3,000 $139,162
5% 11%
Notes 1. Where the 2015 Actual column is blank, it is because the County’s accounting software subsumed the figure in a broader category. For example, “Printing” and “Marketing” were combined. An additional result of this is that the column “Delta to 2015 Actual” does not total. This anomaly has been corrected for the 2016 budget year. 2. Automation expenses include new costs for filtering software and payments to the Improvement Authority for the new equipment required system wide. 3. Municipal payments are reduced in 2016 as a result of a lower assessment by the Township of Bridgewater.
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