2012 library budget

8/2/2019 2012 Library Budget

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Darien Library Page 1

Darien Library

Report to the Representative Town Meeting

April 2012

Process: Approved by the Darien Library F&B Committee: January 4, 2012

Approved by the Darien Library Board: January 9, 2012

Presented to the Board of Selectmen: January 26, 2012

Approved by the Board of Selectmen: February 13, 2012

Amended for new Health Rates: March 29, 2012

Approved by the Board of Finance April 12, 2012

Budget Summary

The Librarys budget proposal for fiscal year 2012-2013 calls for expenditures of$3,249,087, an increase of $63,030, or 2.0%.

The budget makes provision for a 4% increase in staff and administrativesalaries, after two years of restricted increases and one year of no increase forstaff, and three years of no increase for administrators. Because ofreorganization and efficiencies, the increase in compensation is held to 3.2%

We have made provision for a 5.5% increase in Health Expenses pendingdetermination of a final rate; we project a reduction in one employee contract,maintaining the overall increase essentially unchanged at an 0.2% increase.

Building and Library Operations show no net increase, primarily as the result ofa decrease in projected Electricity expenditures (the outcome of the Townsrebid of consortium rates) which offsets all increases in Operations.

These, and other actions, are detailed later in this report.

The table below outlines the major categories affecting the budget proposal:

Category Increase % BudgetIncrease

Personnel $65,386 2.1%Operating Accounts ($552) (0.0%)

Health Insurance And Retirement ($1,804) (0.1%)

Total $63,030 2.0%


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Report to the Representative Town Meeting April 2012


% of Total Contribution

Budget to Budget

Increase Percentage

Darien Library Staffing Decisions

Total Staffing Decisions 63,124$

FICA 2,262$

Total of Staffing Decisions 65,386$ 103.7% 2.1%

Darien Library Operating Adjustments

Operating Accounts

Unemployment (2,681)$

Electricity & Gas (22,681)$

Insurance (1,190)$

Building Services 2,200$

Maintenance/Service 22,500$

Library Supplies 2,450$

Postage (1,000)$

Internet/Telephone (3,700)$

Audit (4,000)$

Outsourced Cataloging 7,550$Total (552)$ -0.9% 0.0%

Total of Operating Increases (552)$ -0.9% 0.0%

Externally Determined Appropriations

Health Insurance 707$

Retirement (2,511)$

Total (1,804)$

Total of Externally Determined Appropriations (1,804)$ -2.9% -0.1%

Total Budget Increase 63,030$ 100.0% 2.0%

Summary of Budget Increase Components


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A Cost-Effective Library

Darien Library is a resource actively used by the whole community. It is open 69hours a week, 52 weeks a year.

92% of all Darien residents have a library card.

During fiscal year 2010-2011, the Library was visited 416,248 times. 40,275 peopleattended programs, librarians answered 86,649 questions, and 97,681 people loggedon to the Librarys computers.

Town residents check out more books per capita from Darien Library 29 than theresidents of any other community in the state check out from their library.

Despite this active usage at one of the most intensively used libraries in the nation,we have continued our efforts to operate the Library at the least possible cost to thecitizens of Darien by emphasizing efficiencies in staffing. We have done this by

investments in technology, by reorganization and by outsourcing, with the result thatDarien Library has a reputation as being one of the most innovative and best-runlibraries in the nation.

21,465

24,34925,133

28,574 28,41729,180 29,929

25,972 26,92927,270

11,068 10,921 10,818 10,894 10,513 10,06010,969

13,06414,702 14,408

2001-02 2002-03 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11

Fiscal Year

Annual Circulation Per FTE -- Nine Years of Productivity Increases

Average of local libraries

Darien Library

First year in new library building,

with effect of increased staffing.


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Darien Library has become a model for library operating efficiencies, and we havebeen visited by a number of other libraries for the sole purpose of studying how weperform so cost-efficiently. It costs less to circulate a book at Darien Library than atany other library in CT. The following table compares the average cost to circulate an

item among our local peer libraries.

One of our vendors tells us that the set of our operating and out-sourcing initiativeshas become known in the industry as the Darien Model. Library staff members havebeen asked to take part in a number of nation-wide on-line seminars to present ourorganizational management strategies for adoption by other libraries.

Budget Development Details

Staffing

The staffing budget this year is driven by one major factor, offset partially by anumber of initiatives intended to reduce costs:

1. Library employees both salaried and hourly -- will be granted an increase of4%.

0

50

100

150

200

250

300

100118

141 143

161 163 167

234

Staff Salary Costs per Item Circulated 2010-2011

(Indexed to Darien Library = 100)


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This follows from three years of restricted increases as shown below:

Budget Year Increase

2009-2010 2.0%

2010-2011 2.25%

2011-2012 0.0%

2012-2013 4.0%

4-year compound rate 2.05%

2. Administrative staff will also receive a 4% increase after three years of nosalary increases.

3. During the 2011-2012 year, in the aftermath of a resignation by a full-timeLibrary employee, we reorganized responsibilities, using a combination ofoutsourced resources and part-time employees. This has diminishedcompensation costs (and resulted in the reduction of one health insurancecontract), while maintaining staffing at the same FTE level1.

4. We continue to outsource a broader range of acquisition services for newitems, reducing internal staff requirements, and balancing full-time and part-time employment for maximum efficiency.

Total staffing will equal 29.2 FTEs for the 2012-2013 budget, the same as for the2011-12 budget, and it represents a reduction in 1.4 FTEs from the staff allocation inplace when we moved into the new building in January 2009.

1FTE: Full Time Equivalent, a measure of staffing that accumulates the hours of part time employees

into an index.

25.8

29.2 29.4 29.4

32 32

2927.3

30.629.7 29.2 29.2

25

30

35

FullTi

meEquivalent(FTE)

S

staffingTotals

Fiscal Years

Darien Library Budgeted Staffing


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29.2 FTE is less staffing than the Library had in the three fiscal years between 2002and 2005 when it was in a building half the size providing fewer services. Beginningwith fiscal year 2006, the Library began a systematic and rigorous annual, zero-based review of staffing that provides the basis for operating efficiencies while

continuing to provide extraordinary customer service to the community.

As a result of the actions we have taken with respect to staffing, total personnelcompensation costs including FICA will increase by $65,386.

Because of the steps we have taken since opening the new building to reducestaffing, reorganize functions, hold back salary increases and continue to look formore efficient means of delivering services, the total salary budget for the Library,from the 2009-10 fiscal year to the proposed budget for 2012-13, will have increasedat a compound rate of 0.7%, less than one percent per year, and less than the 2.05%increase in salary and hourly rate over the same period, despite a sustained increase

in usage of the Library.

Operating Accounts

The Librarys Operating Accounts are budgeted to remain essentially flat inactuality recording a small decrease, ($552) -- primarily as the result of a decrease inprojected Electricity expenditures, based on the Town of Dariens rebid of consortiumsupply rates, which will offset all other building and operating expenditure lineincreases. We have budgeted the same level of electricity demand, as three yearsexperience has given us a track record for establishing a baseline.

We are now in the third full year of operation in the new library building, and haveexperience with the costs of managing and maintaining the building and its services.We expect to see an increase in repair costs over time (we are already experiencingsome increases primarily in plumbing and HVAC) but after this year we believemaintenance contracts for all major building systems will be online, without the needfor additional scope increases.

The choices we made to install systems that would allow us to staff the building veryefficiently (fewer FTEs in the new building than in the old building half its size) with aconsequent reduction in personnel costs, provides a background against which themaintenance and services costs can be evaluated.

Operating Accounts with Major Increases

Electricity & Gas


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1. The cost of electricity is budgeted to decrease by $22,681, or (17.3%), as theresult of reduced supply charges, based on the new consortium ratesnegotiated by the Town Administrator. These new delivery rates are 25%lower than those used in developing the 2011-12 budget, and represent about

two-thirds of the total cost of electricity (CL&P delivery charges and taxesrepresent the other elements of the cost.)

We are projecting that electricity demand will remain at the same level as forthe 2011-12 budget, now that we have enough experience in the new buildingto have tracked usage over three years.

Maintenance/Services

2. The Maintenance/Services Account primarily supports maintenance andwarranty services for the Librarys building equipment (elevators, HVACsystems, geothermal pumps, generator, sorting equipment) and operating

services, (such as the building management and integrated library systemcatalog), together with building repairs.

When the new building opened, much of the new equipment, and someservices, were on one-year or longer warranty periods as part of theacquisition process. Now that the building has been open for more than threeyears, the last of the warranty periods have run off, and we will beexperiencing full-year costs for service, maintenance and warranty for allbuilding equipment and services.

The increase of $22,500 in this account is related primarily to reaching a full

level of maintenance on the Librarys automated materials sorting system(postponed to this year by negotiation with the vendor) and to an increase inexpected expenditures for repairs primarily for plumbing and HVACproblems.

Outsourced Cataloging

3. Outsourced Cataloging provides the funds for the services of out-sourced thirdparty preparation of books, DVDs, CDs, Books on CD and other items to makethem shelf ready. We began this initiative several years ago, and it has provenvery cost-effective, allowing us to reduce staff time significantly in excess ofthe cost of the outsourced services. We are increasing this account by $7,550

to meet the needs of increased circulation, and in doing so we offset the needfor additional staffing that would otherwise be required.

As noted, the Librarys use ofoutsourcing is based on an innovative modelnow being adopted by libraries, many of whom have visited Darien Library togain an understanding of the process that leads to significant cost-effectiveness.


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Health Insurance and Retirement Accounts

Health Insurance

Health insurance expenditures are projected to remain essentially flat at $707, or0.2%. We have used a 5.5% increase in rates (the latest available to the Town),which is partially offset by a reduction of one contract due to the resignation of a full-time employee, whose responsibilities have been allocated to a combination ofoutside consulting and part-time employees.

Pension

We have budgeted the amount of Pension funding requested by the Town of Darien.This represents a decrease of $2,511.

The Librarys Central Role in Darien

The Library is the communitys most actively used resource.

As noted, more than 90% of Darien residents have an active Library card.Members of the community on average take out 29 books, DVDs, books on CDor other items each year, and this is far and away the highest circulation rate ofany library in the state, and one of the highest in the nation.

82.2% of Darien seniors use the Library, more than any other organization or

program in the community, according to a survey by Aging in Place/TheCommunity Fund in the fall of 2009.

The table below lists the five organizations or programs most highly used byseniors, according to the survey:

Program/Service Use Now Will Use in Next 5 Years

Darien Library 82.2% 85.0%

Place of Worship 64.8% 68.4%

Darien Community Assoc 36.3% 41.5%

Darien Senior Center 30.0% 44.9%

YMCA 24.4%

Aging in Place in Darien 52.1%


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At the other end of the age spectrum, the Library is used by young children andtheir parents and care-givers often the Library is the first public space a youngchild ever visits, and by a growing number of middle school and high schoolstudents who have made the Library the place to visit for studying, especially

during midterms and finals, when the Library remains open until 10:30 pm,allowing students to study alone or in groups.

For everyone of all ages, the New Darien Library is a community center; adistribution center for books, magazines, DVDs, videos, books on tape,technology and other materials; a cultural center for programs for all ages; ahaven for study and research; a busy technology and continuing education hub;a resource for Town government and many community organizations. Libraryusers constantly ask that we extend our hours.

Recent use trends build on past successes. For many years the Darien Library

has proven to be a high-profile example of extraordinary customer serviceprovided in a remarkably cost-efficient manner.

The latest HAPLR study released in April 2010, ranked Darien Library tenth inthe country among libraries its size, and highest in the state. (This survey wasbased on objective statistical measures such as the number of books ownedand circulated, the number of visits made by residents, and the costeffectiveness of the Librarys operation; Darien Library has been ranked in thetop 10 in each of the surveys ten years.)

As noted earlier, the Library has seen extraordinary levels of increase in the useof the Library since the opening of the new building.

Service to the Whole Community

The Library collaborates with many Darien and other organizations to provideservices to the community. The expanded Librarys many meeting rooms havebeen made available at no expense by Board of Trustees policy to the Town ofDarien and its Boards and Commissions.

A list of programs and presentations provided by the Library for the benefit ofthe community includes:

AmericaresCub Scouts Pack Night Science Demonstration

Concussion Center/Darien for sports team testing

Darien Arts Council - recital

Darien High School Reunion Committee

Darien Land Trust


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Police Building Committee

Darien Police Department legal update training sessions

Darien Youth Hockey League

The Depot

Homecare Nursing Blood Pressure Clinics monthly

Homecare Nursing flu clinic

League of Women Voters

Literacy Volunteers tutor training

Middlesex Genealogical Society

Obie Harrington-Howes Foundation

Darien Parent Awareness

Odyssey of the Mind meetings

Person to Person Scholarship Committee

Person to Person staff software training (Tech Center)

Royle School Yearbook Committee software training (Tech Center)

Town of Darien First Selectmans Candidates debate

SCORE

The Library plays a central technology role in the on-line presence of the

community, assisting more than 35 community non-profits to maintain their webpresences. The Library makes available technology to help non-profits with theiractivities, for example by lending notebook computers to assist with registrationdrives, and video projectors to assist in public presentations.

The New Darien Library provides a much greater range of resources to thecommunity meeting spaces, quiet study areas, accessible collections,services to the young and mature alike as an extension of its role as thecultural center of Darien. A broad range of community residents, from SeniorCitizens to young children to Middle and High School students who fill theLibrary to study, from community residents who use the Library for enjoyment or

as support for their work, all find support and resources available to their needsand interests, matched by extraordinary customer service that has a nationalreputation for the highest level of service to the community.


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The Communitys Foremost Example of a Public-Private Partnership

The New Darien Library

This year, January 10, 2013, was the third anniversary of the opening of theNew Darien Library. The $28 million project to fund construction of the NewDarien Library is the largest gift to the Town by any measure, and stands alonein terms of commitment to the future of the community and its residents.

More than 1,650 families donated $24 million a measure of support beyondanything this community has ever experienced. They responded to the history ofservice the Darien Library has provided over the years, and expressing theirconfidence in the future of the Library, and its place at the heart of the Town ofDarien.

Annual SupportWe remind you that each year the Library trustees raise all the money theLibrary spends on books, DVDs, research services, programs and othermaterials through an annual fund drive. We also pay for all on-going capitalexpenses from the Friends Fund. (This year we expect to spend approximately$300,000 on technology projects, as part of a total Friends expenditure of morethan $1,000,000.)

For years the community of Darien has been the recipient of funding thatreplaces the use of tax dollars for the collection development, technologyinitiatives, programs and services that have allowed the Darien Library to

become a community asset.

In addition, from this funding has come the investment in productivity measuresthat helped make Library employees the most productive in the region, at aconsiderable savings in labor costs that would have been borne by thetaxpayers.


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The Darien Library Budget Proposal

The major elements of the Librarys budget proposal are outlined below, and weask that they be considered in the context of three important considerations:

Darien Library employees are remarkably efficient. We do not seek tocompare their schedule to other employees of the Town or School District, butwe do know that our employees work harder, are more productive, andprovide better service than any other library. We ask them to do so with theunderstanding that they will be provided the support necessary to match theirefforts. This year they continue to make extraordinary sacrifices in workload(all Library full-time employees who work with the public are scheduled to workone night a week and one weekend a month as part of their schedule) whilethey are providing extreme customer service at a time of substantiallyincreased use of the Library.

The Friends of the Library made significant investments to promoteproductivity and efficiency for Library staff, and they are committed to continuetheir role in the Public-Private Partnership. The Friends gift of the New DarienLibrary to the community was a watershed event in the history of thiscommunity. The Public-Private Partnership between the Town and the Librarycontinues to provide a substantial benefit to the residents of the Town ofDarien.

The Librarys administration has demonstrated over many years that it will askonly for the resources it needs, and that it can be trusted to manage thoseresources in an exemplary manner. The funding we request is the minimumnecessary to provide the community the services it requires to meet theincreased use of the Darien Library.


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Highlights of increases in this years budget request:

1. Salary Budget: ......................................................................... $ 65,386

The Library staff will receive merit-based pay increases averaging 4%, aftertwo years of restricted increases and one year of no increase.

Library staffing remains at the same level.

2. Darien Library Operating Expenditures: ................................... ($ 552)

Electricity and Gas will decrease by $22,681 as the result of a new consortiumsupply rate negotiated by the Town Administrator.

Maintenance services for building equipment and systems will increase by$22,500 to account for full year contracts for all building systems and anincrease in the repair budget.

Outsourced Cataloging will increase by $7,550 to recognize the cost ofprocessing an increased volume of new acquisitions.

3. Health Insurance and Retirement Expenses: ........................ ($ 1,804)

Health insurance expenditures are projected to remain essentially unchangedat $707, using a 5.5% increase in rates, and a decrease in one employeehealth contract.

Retirement expenditures will decrease by $2,511, per the retirement allocationdirected by the Town.

Total Budget Increase (2.0%) ...................................................... $ 63,030

The Board of Trustees of the Darien Library urges your support of this budgetproposal.

Bruce FergusonPresident, Board of Trustees


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A Recurring Side Note on Non-resident Use of the Library

As one of the finest libraries in the nation renowned for its customer service,collection, lending practices and innate friendliness -- it should be expected that

Darien Library is visited by some residents of adjoining communities exercising theirright under state regulations to use the services to which they are entitledborrowing books, DVDs and other items, using reference resources, logging on tothe Librarys computers.

Most importantly, non-resident use of the Library has an insignificant effect on theLibrarys tax-supported budget. Specifically, the only expenditures in the prospectiveTown budget that can be attributed to non-resident use are approximately $1,000 forpaper supplies and $1,470 for RFID tags.

The Friends budget pays for all books, DVDs, Books on CD and technology so the

additional items acquired for increased circulation are not a Town expense.More importantly, the Library has not increased staff in any way because of non-resident use, and, if all non-resident use went away, would not be able to reducestaffing positions or hours.

All Library staffing decisions are based on a system that calculates positionrequirements from a zero-based model allocating service positions and tasks, nothours. We staff for service positions Reader Advisors WelcomeDesk, ChildrensRoom, Information Services, and Teen Center and Power Library and for tasks --ordering and processing books, program development and delivery, web pagedevelopment and update, circulation back office tasks, for example. None of these

would change if non-resident use declined or even went away.

We staff for service positions and for tasks, and then we automate those tasks (withfunds from the Friends budget) so that volume increases do not require increasedstaffing. For example, though circulation has increased by more than 50% in the pastsix years, we are making fewer, not more, telephone calls to patrons because wehave provided upgrades to our ILS that email notification. We have automated andoutsourced our book ordering so fewer personnel purchase and process more books.

The other elements of the Librarys town budget lighting, heating, telephone,janitorial services, payroll, and all personnel benefits, for example are not related tothe profile of use by non-residents.


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Proposed

Actual Actual Budget July-Feb % of Budget $ %

2009-10 2010-11 2011-12 2011-12 Budget 2012-13 Increase IncreaseSalaries

Administrative 340,368 340,369 340,368 226,913 66.7% 352,395 12,027 3.5%

Member Services 1,231,904 1,207,896 1,213,530 822,739 67.8% 1,243,478 29,948 2.5%

Support 395,238 387,658 392,802 278,262 70.8% 413,951 21,149 5.4%

TOTAL 1,967,510 1,935,923 1,946,700 1,327,914 68.2% 2,009,824 63,124 3.2%Fringe Benefits

Social Security 149,197 148,693 145,405 99,634 68.5% 147,667 2,262 1.6%

Town Retirement 112,736 126,182 139,147 139,197 100.0% 136,636 (2,511) -1.8%

Health, Dental and LTD 314,453 343,125 341,158 211,625 62.0% 341,865 707 0.2%

Life Insurance 3,179 3,669 3,470 2,246 64.7% 3,470 - 0.0%

Unemployment Comp. 1,500 1,500 4,181 1,500 35.9% 1,500 (2,681) -64.1%

TOTAL 581,065 623,169 633,361 454,202 71.7% 631,138 (2,223) -0.4%Building Operations

Electricity & Gas 97,108 127,217 130,959 85,350 65.2% 108,278 (22,681) -17.3%

Water & Sewer 2,558 6,274 6,200 4,833 78.0% 6,200 - 0.0%

Insurance 20,250 22,203 32,460 22,699 69.9% 31,270 (1,190) -3.7%

Building Services 124,855 138,590 150,077 106,989 71.3% 152,277 2,200 1.5%

Maintenance/Service 121,279 140,311 137,500 118,976 86.5% 160,000 22,500 16.4%

TOTAL 366,050 434,595 457,196 338,847 74.1% 458,025 829 0.2%

Library Operations

Library Supplies 29,759 27,792 27,000 20,589 76.3% 29,450 2,450 9.1%

Janitor Supplies 13,120 11,951 11,000 8,309 75.5% 11,000 - 0.0%

Postage 4,455 2,797 3,000 1,891 63.0% 2,000 (1,000) -33.3%

Printing 1,970 827 1,350 795 58.9% 1,350 - 0.0%

Staff Development 4,934 460 1,500 787 52.5% 1,500 - 0.0%

Internet/Telephone 14,990 12,526 15,000 12,489 83.3% 11,300 (3,700) -24.7%

Audit 13,450 13,450 13,450 11,250 83.6% 9,450 (4,000) -29.7%

Outsourced Cataloging 64,046 67,989 76,500 60,862 79.6% 84,050 7,550 9.9%

TOTAL 146,724 137,792 148,800 116,972 78.6% 150,100 1,300 0.9%

TOTAL DISBURSEMENTS 3,061,349 3,131,479 3,186,057 2,237,935 70.2% 3,249,087 63,030 2.0%

2012-13 from 2011-12


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Salary Budget Staff members will receive 4% merit-based increase; staffing remains at same level.

Town Retirement Allocation provided by Town Hall

Health Insurance We are in the Town plan, and are budgeting a 5.5% increase. Increase is offset byreduction of one health contract.

Unemployment Compensation Library is self-insured for unemployment compensation.

Electricity The Town of Dariens consortium electricity rates will decrease, and we project electricitydemand to remain constant.

Water and Sewer No change.

Insurance We are using the rates advised by the Town.

Maintenance/Service Maintenance and service on the new buildings systems. This includes HVAC, thegeothermal system, elevators, building management, security and phone systems, andthe increase represents the full-year effect of maintenance and service contracts comingon line after the new building warranties have expired, and an increase for repairs.

Building Operations This includes contracted cleaning, snow plowing, grounds, cleanout of our water retentionsystem and other services. We are increasing our budget for striping the parking lot andcleaning out catch basins.

Library Supplies We are increasing this amount to reflect experience.

Janitor Supplies Primarily light bulbs, cleaning supplies and paper products for the public restrooms..

Postage and Printing We continue reduce postage by using electronic payment processes.

Staff Development We have reduced staff development to an absolute minimum of staff hours.

Internet/Telephone This account provides funds for maintenance of our fiber connection to the State of CT CEN,and our telephone lines and usage. We are rebidding telephone contract.

Audit Engagement fee for the Librarys GAAP audit.

Outsourced Cataloging Outsourced cataloguing services to reduce the need for staff hours. Increased demandfor books leads to an increase in this account.


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Darien LibraryFact Sheet

2012

Darien Library has been designated a top 10 library for ten years straightin a survey by the Hennen American Public Libraries Ranking Index. In2010 it was ranked the tenth highest of all libraries its size in the country.

Darien Library is the busiest library in Connecticut on a per capita basis.Darien residents borrow more books on average (29) than any othercommunity.

92.1% of Darien residents have library cards.

Usage of the Library has increased significantly since the new buildingopened.

The Librarys services to thecommunitys senior citizens are broad-basedand significant:

o A recent survey showed that seniors rely on the Library more thanany other community resource for programs and resources.

During the past year, there were 18,217 participants in Childrens Libraryprograms, such as Storytime, Born to Read, Sleepytime, Drop-inStorytime, preschool, elementary and Middle School visits andBookMANIA!. Attendance at Teen Programs was 1,920 and at Adultprograms was 20,138.

Users cite superior personal service given by the library staff as theprimary reason they prefer Darien Library.

The library is a model of excellence in the use of new technology andhosts the web pages for 35 local community organizations.

The Librarys innovative website and SOPAC are providing bothinformation and entertainment to those members of the community whowish to use a new form of communication, and have gained nationalrecognition.

A study by the CT State Library in 2004 showed Darien Library had thelowest cost per circulation item of all libraries studied. This is still the case.


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THEDARIENLIBRARYVISION

Our vision is to inform, educate, entertain and enrich our community.

THEDARIENLIBRARYMISSION

The Library willprovide access to a broad array of content, as well as training

and assistance to help people successfully navigate and use information.

The Library willprovide a broad array of programs and services to educate,

entertain and enrich people.

The Library willbe proactive and creative in anticipating and responding to

community needs for resources, programs and services.

The Library willbe accessible: physically to people during convenient hours

and electronically twenty-four hours a day, seven days a week and three

hundred and sixty five days a year, and without charge to the individual user.

The Library willbe the heart of the community, providing flexible and

inviting environments within which to access and enjoy its resources.

The Library willbe a customer-driven organization with friendly, professional

staff dedicated to creating a positive and fun library experience.

The Library willattract, develop and sustain a highly professional staff in an

environment where teamwork, high standards and esprit de corps support

excellence.

The Library willcollaborate with other town agencies and community groups

to serve the needs of the community.

The Library willbe a public-private partnership, funded annually by a

combination of taxpayer dollars and individual donations sufficient to

sustain a library of excellence.

The Board of Trustees willobligate itself to continually attract new trustees

who are accomplished individuals with diverse expertise who have the time,

interest, and dedication required to support the Library in pursuit of its

vision and mission.

2012 library budget

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