Josephine Community Library District Board of Directors Regular Meeting Thursday, December 7, 2017 at 5:15 pm, Ben Bones Room, Grants Pass Branch Library Agenda Board members: Position 1 Position 2 Position 3 Position 4 Position 5 Beecher Ellison Laurel Samson, President Jennifer Roberts, Vice President Judy Williams John Harelson Agenda Items Action Responsible Time Call to Order L. Samson Standing Items 1. Approval of agenda All 2. Approval of November 16 meeting minutes Motion All 3. Public comment 4. Correspondence Action Items 1. FY18 Budget Resolution K. Lasky 10 min 2. Finance policy 2-3, Cash and Purchasing Motion K. Lasky 10 min Committee and Board Member Reports 1. Library Foundation liaison report, including Report J. Roberts 5 min Library Development Program Proposal 2. Transition Committee update Report J. Williams/ 5 min J. Harelson Staff Reports 1. Library director s report Report K. Lasky 5 min Announcements 1. Date and agenda items for next meeting All 5 min 2. Comments from board members All 5 min Adjourn L. Samson Date and Time Thursday, December 7, 2017 6 pm Saturday, December 9, 2017 5:30-7:30 pm Thursday, December 21, 2017 5:15 pm Friday, December 22, 2017 4-6 pm Monday, January 1, 2018 Thursday, January 18, 2018 5:15 pm Wednesday, January 24, 2018 Upcoming Meetings and Events JCLD Strategic Planning wrap-up session Grants Pass branch, Ben Bones Room Volunteer Holiday Party Grants Pass branch, main reading room JCLD regular board meeting Grants Pass branch, Ben Bones Room Illinois Valley Branch Volunteer Appreciation Party Illinois Valley branch JCLD assumes library operations JCLD regular board meeting Grants Pass branch, Ben Bones Room Library District Grand Opening celebration 1
Josephine Community Library District Board Regular Meeting Minutes Thursday, November 16, 2017 at 5:15 pm Ben Bones Room, Grants Pass Branch Library Members present: Laurel Samson, Beecher Ellison, Judy Williams, Jennifer Roberts (by phone) Members absent: John Harelson Staff present: Library Director Kate Lasky, Transition Administrator Teresa Stover Guests: Bill Kohn, Joanne Stumpf, Nancy Hitchcock CALL TO ORDER. President Samson called the meeting to order at 5:15 pm. STANDING ITEMS Approval of agenda. No changes were made to the agenda. Approval of November 9 meeting minutes. The board reviewed the minutes to the last regular board meeting. Motion: Ms. Williams moved that the minutes to the November 9, 2017 board meeting be approved as distributed. Mr. Ellison seconded. The motion passed unanimously. Public comment. Joanne Stumpf, Grants Pass resident thanked the board for inviting her to be on the Budget Committee. She expressed concern about the transparency of the Budget Committee recruitment process, and said it s critical that the board s actions maintain the support of residents. Bill Kohn, Grants Pass resident thanked the board for inviting him to be on the Budget Committee. He said he has spoken with several within and outside the district organization, and is now adequately satisfied with the committee recruitment process. Correspondence. There was no correspondence. REPORTS Library Director s report. Ms. Lasky reviewed the Library Director s Report dated November 16, 2017 and the Transition Work Plan Update of November 14, 2017. The following are highlights: All board members are invited to the volunteer appreciation holiday party on Saturday, December 9. Ms. Lasky stressed that board presence is important for continuing volunteer engagement through the transfer of leadership. At this event, board members may chat with individual volunteers about their vision for library services. The event will include catered plus potluck dishes, and about 90 volunteers typically attend. 2
Action: Ms. Lasky will work with Ms. Samson to develop an appropriate thank-you for volunteers and the staff from the district board. Michael Grutchfield has been hired as Collection Development Librarian and Kris Gleisner has been hired as the Cataloging Manager. Both candidates start Monday, November 20. Because they both purchase for the library collection of books and other materials, the district will then start paying collection costs. Ms. Lasky reviewed the November 30 Budget Committee agenda. She reiterated that for this initial orientation meeting, the Budget Committee is not required to vote on the FY18 budget. Starting with the FY19 budget, the more formal process will be followed, with multiple meetings and a final vote of budget approval. The JCLI board party including current and former board members as well as the steering committee and staff members was held Sunday, November 12. Ms. Samson said it was a great reunion with lots of conversations and memories. Ms. Lasky said her highest priorities are hiring staff before year-end and developing the budget for the November 30 Budget Committee meeting. The first tax distribution is deposited in the district s local government investment pool (LGIP) account. More deposits will take place over the next three weeks. The business manager from Baker City Library District will consult with the district December 4-6 to help set up the QuickBooks accounting system and chart of accounts, and to also provide mentoring and training. Ms. Lasky reviewed the key fundraising messages for the end-of-year fundraising drive being conducted by the Josephine County Library Foundation. A final strategic planning wrap-up session with Coraggio Group will be scheduled in December. ACTION ITEMS Personnel policies. Ms. Samson pointed out that Mr. Ellison had offered another version of a Harassment policy which combines the elements of policies 4-8-1 Nondiscrimination, 4-8-2 Harassment, and 4-8-3 Bullying. She suggested that because of the extent of the potential change, the policies should be referred back to the Policies Task Force to follow the same process before they are presented to the board. Policies 4-2-6 Anniversary Date and Performance Evaluation and 4-5-1 Vacation were presented for their second reading. It was noted that at the first reading of these at the November 9 board meeting, no changes were requested. Motion: Mr. Ellison moved to approve policies 4-2-6 Anniversary Date and Performance Evaluation and 4-5-1 Vacation. Ms. Williams seconded. The motion passed unanimously. Budget Committee appointees. Ms. Samson reviewed Resolution 2017-031 to approve Budget Committee appointees. The board discussed the staggered terms, and decided that they should end with the fiscal year. Recruitment for new members would take place by January of the year, the Budget Committee would meet in spring, and its work would complete on June 30. The text of the resolution was amended to read and that their terms must be staggered with terms ending on June 30 of each year. 3
Motion: Mr. Ellison moved that Resolution 2017-031 to approve Budget Committee appointees (Bill Kohn, Jay Meredith, Tom Miller, Jim Polk, and Joanne Stumpf) be adopted as modified. Ms. Williams seconded. The motion passed unanimously. Appointment of Budget Officer. Ms. Samson announced that according to Local Budget Law, the board must appoint the budget officer, and that this person should be the library director. The budget officer presents the budget message and is the point of contact for the budget. The budget officer is not the chair of the Budget Committee. Motion: Ms. Williams moved to appoint Library Director Kate Lasky as Budget Officer. Mr. Ellison seconded. The motion passed unanimously. Job description for Partnership Manager. Ms. Lasky presented the partnership manager job description. She pointed out the correction that this is an exempt position. This position is also known as an outreach or marketing manager, and is responsible for relationship building and managing large partnerships in the community, for example, with Rogue Community College, the school districts, and the Public Health Department. Such partnerships need constant facilitation with partnership agreements and clear roles and responsibilities. One of the library s big successes is the development of community partnerships, and this position will help this continue with the district. Motion: Ms. Williams moved to accept the job description for partnership manager as distributed. Mr. Ellison seconded. The motion passed unanimously. Job description for Maintenance Coordinator. Ms. Lasky presented the Maintenance Coordinator job description, distributing a more recent version which includes updated qualifications. This is a full-time job with responsibility for all four branches. Motion: Mr. Ellison moved to accept the job description for facility maintenance coordinator as distributed. Ms. Williams seconded. The motion passed unanimously. Job description for Communications Coordinator. Ms. Lasky presented the Communications Coordinator job description. This is a full-time position which reports to Partnership Manager, and is responsible for managing the communications platform, which includes press releases, e-newsletter, emails, social media, coordination with the contract graphic designer, and coordinating with branch managers to ensure consistent use of branding and messaging. Motion: Mr. Ellison moved to accept the job description for communications coordinator as distributed. Ms. Williams seconded. The motion passed unanimously. Mr. Ellison asked if these three positions are filled. Ms. Lasky said that according to the staffing plan that the board reviewed in September, recruitment begins only after the board approves the job descriptions. The openings for the three job descriptions will be posted on November 20. Hiring decisions are expected by mid-december, with start dates of January 2. Mr. Ellison asked how the jobs are posted. Ms. Lasky said that they re posted on the library website and publicized through social media. Certain jobs are 4
sent to library organizations and professional associations as applicable. Ms. Lasky also explained the candidate assessment process. MOU Progress Report #2 to JCLI. Ms. Stover presented the JCLI-JCLD MOU Progress Report #2 dated November 16, 2017. This report fulfills one of the reporting requirements of the JCLI-JCLD MOU. She reviewed activities in progress and completed, and also reviewed expenditures to date. After board approval, this report will be submitted to the JCLI Interim Executive Director, who will present it to the JCLI Board at its next meeting on December 13. The final progress report to JCLI is due January 1, 2018. Motion: Ms. Williams moved to approve the submission of the JCLI-JCLD MOU Progress Report #2 as distributed. Ms. Roberts seconded. The motion passed unanimously. Library Development Program Proposal to the Josephine County Library Foundation. Ms. Lasky presented the Library Development Program Proposal dated November 15, 2017. This proposal details the partnership between the district and the Josephine County Library Foundation (JCLF) on fundraising efforts from January 1 to June 30, 2018, and is a result of the JCLF request at the October 6 joint JCLD-JCLF fundraising meeting. While JCLF is assuming the JCLI fundraising operation including authorized donors from the database, JCLD would implement fundraising efforts on behalf of JCLF. The request is for JCLF to provide JCLD with a $40,000 grant. Costs are based on JCLI s past expenses for fundraising costs, although the $20,000 for staff might be high. The proposal also includes training of JCLF volunteers on fundraising strategies. JCLD staff would track their fundraising work for JCLF. The partnership would be evaluated and possibly renewed around June 30 for FY19. The funds would be accounted for in the budget as a special project fund. JCLF will review this proposal at its next meeting. Motion: Ms. Roberts moved to approve the submission of the Library Development Program Proposal to Josephine County Library Foundation as distributed. Ms. Williams seconded. The motion passed with a unanimous vote. ANNOUNCEMENTS Date and agenda items for next meeting. The Budget Committee will meet at 5:15 pm on Thursday, November 30. The next regular meeting will be at 5:15 pm on Thursday, December 7. The agenda will include the FY18 budget. Comments from board members. There were no further comments. ADJOURNMENT The meeting adjourned at 6:09 pm. Respectfully submitted, Teresa Stover for Board Secretary Kate Lasky Josephine Community Library District 5
TO: Josephine Community Library District Budget Committee FROM: Kate Lasky, Budget Officer DATE: November 30, 2017 SUBJECT: FY 2017 18 Budget Message JOSEPHINE COMMUNITY LIBRARY DISTRICT FY 2017 18 BUDGET MESSAGE INTRODUCTION On the May 16, 2017 ballot, voters approved Measure 17-79 to form a noncontiguous library district, Josephine Community Library District (JCLD). The results were 52 to 47 percent in favor of the measure. This library district has a permanent dedicated tax rate of 39 cents per $1,000 of assessed property value for those living within the library district boundaries. The boundary of the district includes the noncontiguous areas as Grants Pass, Illinois Valley, Williams, and Wolf Creek with an estimated population of 39,000 based on calculations from the State Library of Oregon. This smaller district, which was officially formed on June 14, 2017, provides a foundation of stable funding for the future and is completely independent of county government. It is governed by the five members of the library district board who were elected on the same ballot. The district s initial tax turnover transfer occurred on November 14, 2017, five months after formation. To support the newly formed district, the nonprofit Josephine Community Libraries, Inc. (JCLI), which has been operating the library system for the past eight years, granted JCLD a start-up funding grant of $122,000 in July in accordance with a Memorandum of Understanding (MOU) between the two boards [attached]. In the MOU, both boards agreed to provide a seamless transition of service from JCLI to JCLD. As a result, the nonprofit JCLI agreed to continue operations until the end of the calendar year to allow the district time to build its infrastructure. JCLD is scheduled to take over operations on January 1, 2018 for the last six months of fiscal year (FY) ending June 30, 2018. As part of the MOU, the district board entered strategic planning beginning in August and approved its final strategic plan on November 9 [attached]. The JCLD strategic plan will guide budget development and operations for the next three years. The document will be referenced throughout this narrative because expenditures in the FY 2017 18 budget represent the goals and activities of the strategic plan. Given the shorter, six-month, budget year and the start-up grant revenue awarded by JCLI, the district will have a cash carryover of an estimated $450,000 and $550,000. The board will decide how best to reallocate those funds in FY 2018 19 according to the strategic plan. REVENUE Assessed Values (AV) of all taxable properties within the boundaries of JCLD equals $3,533,185,521 ($3.5 billions). The district s AV is 47 percent of all AV in Josephine County which totals $7,527,274,2971. 6
The district s permanent rate levy (0.39 per $1,000 AV) for FY 2017 18 produced total taxes to be received of $1,358,2362. The actual amount expected to be collected in FY 2017 18 is $1,276,153. Current year cash tax collections are estimated to be 93.96 percent of amounts billed to district taxpayers. Discounts for full or 2/3 payments are estimated to be 2.5 percent of the total or $33,956. The expected balance of delinquent taxes as of June 30, 2018 is $48,127. For FY 2018 19, budget estimates district AV to increase at the same rate as in FY 2017 18 or 4.5 percent. This will produce a district tax levy of approximately $1,440,828 with FY 2018 19 collections equaling $1,353,754. Also in FY 2018 19 the district can expect to collect $20,147 of delinquent FY 2017 18 taxes. The attached Assessor s Statement of Taxes1 shows the total county-wide tax assessments by district. It shows each district s assessed value and share of the amount to be received. The attached Assessor s Table 4a, Detail of Taxing District levies2 shows how the library s total to be received was calculated and answers the question of why $0.39 per $1,000 does not equal this number. PERSONNEL The first imperative of JCLD s strategic plan is to enhance program quality and customer service, with the initiative to expand hours of operations to achieve this goal. JCLD is projecting to add hours in the third quarter of FY 2017 18 of up to 40 hours per week in Grants Pass, 24 hours per week Illinois Valley, 20 hours per week in Williams, and 20 hours per week in Wolf Creek. Beginning in January, the district will employ 14 positions at 13.1 FTEs. At the end of the third quarter, JCLD will evaluate the need for additional staff to support the anticipated increased foot traffic, circulation of materials, and programming, hiring up to 17 positions by the end of the fourth quarter at 15.1 FTEs. The FY 2017 18 half-year-budget projections are based on a full year of 17 positions at 15.1 FTEs. Employee benefits include worker s compensation, employment insurance, health insurance, life and disability insurance, and a retirement program. Health Insurance The district will offer two options for healthcare: a standard insurance plan and a highdeductible health savings account (HSA) plan. Employees working at least 32 hours per week will be eligible. The monthly district cost would be capped at $525 per month per employee. Retirement The district will offer a tax-deferred retirement plan on a 400-series plan (403(b) or 457(b)). The district will match employee contributions up to 3 percent of gross wages. All employees working at least 20 hours per week would be eligible to participate. Life and Disability Insurance The district will cover 100 percent of the cost of life and disability insurance for all employees, amounting to less than $11 per month per employee. 7
MATERIALS AND SERVICES The materials and services budget is closely tied to the JCLD strategic plan and is based on an analysis of the JCLI historical expenditures over the past three fiscal years. Given the previous nonprofit s reduced hours and limited budget for materials, the district projects a higher investment in these areas to better serve its library patrons. The following imperatives and initiatives of the strategic plan are reference throughout the materials and services budget message. Imperative (1): Enhance program quality and customer service Initiative: Expand hours of operation in response to Measure 17-79 commitments Initiative: Implement the collection development plan which improves materials against Oregon Library Association Library Standards Imperative (2): Nurture a work culture that values and supports its staff and volunteers Initiative: Develop and implement a volunteer recruitment plan that maintains the staff and volunteer balance required to expand hours without jeopardizing culture Initiative: Develop and implement a staff and volunteer professional development program that aligns with organizational needs Imperative (3): Enhance the facilities across the library systems Initiative: Develop a Facilities Master Plan that includes a vision which addresses community needs and provides a cost benefits analysis Initiative: Develop and implement a fundraising campaign that engages community partners Imperative (4): Develop efficient operating systems and structures Initiative: Develop a long-term financial plan for the library system Initiative: Develop and maintain clear policies and procedures for key organizational functions Initiative: Build board effectiveness in the governance and oversight of taxpayer funds Imperative (5): Build awareness and expand partnerships Initiative: Develop and implement a communications plan that includes progress updates on Measure 17-79 commitments and transitions Josephine Community Libraries' brand to the Library District Initiative: Nurture healthy and impactful relationships with current and new Library System partners The materials and services budget projects additional costs associated with opening the libraries for more hours and improving materials and services. Library Catalog (Polaris): Libraries require online cataloging software called an integrated library system (ILS) to conduct the business of checking materials in and out for patron services. To provide a seamless transition of services for patrons in accordance with the MOU between JCLD and JCLI, the district is adopting the same ILS currently in use by JCLI, Innovative Interfaces, Inc. The annual contract with Innovative Interfaces, Inc. begins on December 1 and is paid in full at that time. No changes to this contract are anticipated in FY 2017 18. Collection Development (books, audiovisual, digital, and other materials.): The first imperative of JCLD s strategic plan is to enhance program quality and customer service, with the initiative to improve materials against Oregon Library Association Library Standards The Library will obtain, organize, and make conveniently available to all the people of the community educational, recreational, and informational materials in convenient forms, including print, non print and 8
electronic. The district based its cost of collection development on a per capita formula compared to other regional public library systems using the Oregon Public Library Statistics Report published annually. Expenditure on materials per capita compared $10.00 $8.00 $6.00 $4.00 $2.00 $- 2003-2004 2008-2009 2013-2014 The average expenditure across comparable library systems on collection development is $3 per capita. The district will expend $3.50 per capita (the state median) in FY 2017 18, as well as in the following three years to rebuild, repair, and modernize the collection of materials. With comparable collection development budgets, neighboring library systems may enter into inter-library loan agreements, greatly expanding service to its patrons by sharing books and other materials. In the wake of the 10 years of reduced collection investments by Josephine County and library closure in 2007, and the limited nonprofit JCLI budget since reopening in 2009, JCLD will need to invest in its collection of materials for three years before inter-library loan can be considered. Fiscal Year Total number of items in collection Number of items added to collection Total expenditures on physical items 2004-05 163,908 9,197 $85,000 2005-06 161,699 10,248 $61,000 2006-07 162,843 3,387 $14,000 2007-08 closed 2008-09 100,347 *143,011 $17,000 2009-10 146,816 6,420 $47,000 2010-11 **184,260 14,343 $62,000 2011-12 160,401 15,288 $90,000 2012-13 167,686 14,160 $62,000 2013-14 159,934 12,456 $63,000 2014-15 163,562 12,177 $64,000 2015-16 164,369 11,524 $76,500 *In 2008-09, due to reopening processes, 143,011items were re-catalogued and not all items were new to the collection. Some new items were added. **Accurate numbers not reported. 9
The population size of residents inside the library district is estimated to be 39,000 by the State Library of Oregon. The population of Josephine County is much larger at 83,000. Currently, JCLI s boundary is countywide with an estimated 50 percent of existing library cardholders living outside the new district boundary (based on a sample set of active library cardholders for three months). While the district will serve a smaller population within its boundary, it is projected that residents outside the library district will benefit from library services by purchasing library cards and through school partnerships, increasing the population served by a minimum of 11,000 in FY 2017 18. Therefore, the population estimate for this budget is 50,000. Items in collection development expenses include e-books, audiobooks, print books and periodicals, online database subscriptions, and cataloging supplies. Computer Maintenance (software and hardware): The district reviewed the nonprofit JCLI average expenditures on library computer maintenance for the past three years. The average expenditure was $5,500 annually. In FY 2017 18, the district will offer more hours of service, with the impact of increasing usage of patron and staff computers, requiring additional maintenance. Additionally, the district will need to purchase two new computer servers ($5,000 each) and five new employee workstations (software and hardware at $1,000 each). To cover the additional support needed, an estimated $5,000 is added to computer maintenance for expenditures in FY 2017 18. Telecommunications (internet, telephones): The district reviewed the nonprofit JCLI average expenditures on internet and telephones for the past three years. JCLI benefited from free fiber optic internet service at the Grants Pass and Williams branch libraries for the past five years through a donation by Hunter Communications. Currently, Hunter Communications continues to provide free service during the transition in anticipation of the bidding process for e-rate service near the end of FY 2017 18. The e-rate program is a federal subsidy program that has attempted to ensure that schools and libraries have access to affordable telecommunications and information services. It is in the process of transitioning away from telecommunications subsidy to become more targeted to network infrastructure improvement. Any e-rate subsidy would not be received until FY 2018 19. Average JCLI expenditure for Williams and Wolf Creek internet, plus telephone costs for all branches was $11,500 annually. The district estimated an increase of $10,000 for implementation of the e-rate program, such as laying new fiber optic lines to the Illinois Valley branch at the end of FY 2017 18 and incurring costs for internet service at the Grants Pass and Williams branch libraries at $750/month beginning in March. The e-rate bid process will begin in January. Facilities and Equipment: The district reviewed the nonprofit JCLI average expenditures for facilities and equipment for the past three years. Average JCLI expenditure was $12,500 annually. This category of expenses included alarm and security service, building repairs, maintenance supplies, janitorial supplies, and the portable toilet service in Williams. Library Service Supplies (library cards and displays): In FY 2017 18, the district is planning to reissue library cards to all library cardholders within the district boundary as well as offer new cards to residents who choose to purchase a card, and others. The district will purchase new stock of library cards. This cost is estimated using historical data from JCLI at $3,600. Events at Library: The district reviewed the nonprofit JCLI average expenditures for events at the library for the past three years. The average JCLI expenditure was $8,500 annually. This category includes Conversation Project from Oregon Humanities, Summer Reading Program, 10
Readapalooza, Community Reads, children s special events, adult trainings, and workshops. The district anticipates an increase in programming for teens and adults, with additional funds available for trainings and workshops in the fourth quarter. Communications and Outreach: JCLI average expenditures for communications and outreach for the past three years was $37,000 annually. This budget category includes printing, advertising and social media, Constant Contact subscription for email content management, bumper stickers, bookmarks, posters, and graphic design. The district anticipates additional costs associated with designing and printing new materials to reflect new hours of operation and other systemwide changes. The district plans to contract with a marketing company for brand transition services (listed in the contracts category of the materials and services budget). Volunteer Support: According to the JCLD strategic plan, the district plans to recruit more volunteers in FY 2017 18 to support additional library open hours. The district reviewed the nonprofit JCLI average expenditures for volunteer support for the past three years, noting that historically library volunteers are adamantly opposed to increased costs for volunteer gifts and awards. The district is committed to maintaining the successful volunteer program built by JCLI. The average expenditure for JCLI was $2,000 annually. This budget category includes volunteer badges and t-shirts, background checks, hospitability supplies, and appreciation events and programs. The district will be required to re-run all existing volunteer background checks for district due diligence, estimated at 330 volunteers (250 current volunteers plus 80 new volunteers) at $10 each (using the least expensive service researched and utilized by JCLI for optimum cost reduction). The district will also order new volunteer t-shirts in FY 2017 18. Travel and Training: The second imperative of JCLD s strategic plan is to nurture a work culture that values and supports its staff and volunteers with the initiative to develop and implement a staff and volunteer professional development program that aligns with the organization s needs. The district recognizes that as a start-up organization with many new employees, it will need to conduct a professional-skills needs assessment to determine what professional development is required for new employees during orientation and for all employees ongoing. The district plans to support employee conference attendance and committee work with Southern Oregon Library Federation, Oregon Library Association, Public Library Association, and Special Districts Association of Oregon, including professional development webinars, conference fees, accommodations, travel reimbursement, and per diem at a cap of $1,000 per employee annually. Some additional funds will be used for travel reimbursement between branch libraries, averaging $1,000 annually for JCLI and an estimated $2,000 annually for the district due to increased branch support in training financial processes and procedures and volunteer recruitment. Estimated costs equate to half the annual amount recommend for FY 2017 18. The district s annual cost is estimated to be $17,000. Utilities: The district reviewed the nonprofit JCLI average expenditures for utilities for the past three years. The average JCLI expenditure was $30,000 annually. This budget category includes electricity, gas, water and sewer, and waste. Additional open hours at all four branches will have an incremental effect of costs for electricity and gas to heat and light the buildings, but not the fixed costs of alarm and waste services. Insurance: Costs in the budget category include property, fire, cyber, and general liability and board insurance, and volunteer worker s compensation. In FY 2017 18, the district will be billed for property, fire, cyber, and volunteer worker s compensation. The district has already paid for board and some minor property with the JCLI start-up grant. 11
Legal Administration: The district is committed to developing efficient operating structures and systems, as stated in the JCLD strategic plan. In its first year of operations the district is developing and implementing new policies and procedures, and will require additional support from legal counsel. It is anticipated costs may be higher in the first year than in subsequent years. The district will utilize the services its insurance and payroll service providers, and the Special Districts Association of Oregon for advice as well. Election: The district will pay the cost of the May 2017 ballot Measure 17-79 to form the library district, billed by County Clerk s office. Audit: Annual financial audits by a third party are required under ORS 297.425. The district will develop and implement a long-term financial plan in FY 2017 18 as an initiative of the JCLD strategic plan and will seek the services of an auditing firm to begin work in the third quarter. The district will publish a request for proposals from auditors in January 2018. As part of the district s commitment to developing efficient operating systems and structures for the benefit of the taxpayers, the library director will work with a financial auditor in FY 2017 18 to set up processes and procedures in preparation for audit the following year. The contract for auditing services will be renewed annually. Facilities Plan: The third imperative of JCLD s strategic plan is to enhance the facilities across the library system with the initiative to develop a Facilities Master Plan that includes a vision with addresses community needs and provides a cost benefits analysis. The district plans to publish and request for proposals to contract for these services in January 2018. To estimate the cost of this project, the district reviewed the 2012 library feasibility study written by Ruth Metz Associates, which estimated $50,000 for this line item. The district will seek a matching grant of $25,000 to support the project. See the capital fund budget. Special Contracts: This budget category includes annual costs of grant writing services ($25,000), marketing services for brand transition planning ($25,000), other writing services ($5,500), information technology services ($12,000), and OCLC cataloging services ($8,000). Contract for grant writing services represents the district s commitment to seek new revenue to support a lean budget. Contract for other writing services supports the transition from JCLI to JCLD, with funding to create new web content for the library s online presence. Contract for marketing services reflects the JCLD strategic plan imperative to build awareness and expand partnerships with the initiative to development a plan for brand transition in FY 2017 18. Contract for IT represents JCLD s existing contract with IT s Managed network support services. Contract for OCLC represents JCLD s commitment to support collection development and cataloguing. This library technology service is used for creating cataloging records and making a library s collection of materials available for worldwide search ability. Administrative Support: The district reviewed the nonprofit JCLI average expenditures for administrative support for the past three years. The average JCLI expenditure was $12,500 annually. This budget category includes office supplies, job recruitment advertising, public meeting notice advertising, banking and business fees, postage (stamps), post office box rental fees, printers and copier services, and strategic planning for the board. This category also includes the library s organizational membership fees to Chamber of Commerce, Oregon Library Association, Special Districts Association of Oregon, American Library Association, and the library director s Rotary membership fee. Some of the items in this category have been pre-paid for one year by the nonprofit JCLI (for example, Chamber of Commerce and Rotary dues). An 12
additional $1,000 is added for FY 2017 18 to account for new memberships that may be needed. Building Improvements: The district will complete the project started by JCLI of making the Illinois Valley branch grounds safer by applying for a grant from the Special Districts Association of Oregon for security and safety to build and repair the fence at the Illinois Valley branch, estimated at $2,500 (total $5,000 project). According to the JCLD strategic plan, no new projects are planned until the completion of a Master Facilities Plan by the end of the fourth quarter. Contingencies: For the transition year, a contingency of $250,000 is set. It is not anticipated these funds will be needed, however, given the complexity of beginning operations of a new library district, the board reserves the right to appropriate funds from contingency should the need arise. SPECIAL FUND JCLI Grant: To support the newly formed district, the nonprofit JCLI granted the district a start-up funding grant of $122,000 in July in accordance with a Memorandum of Understanding (MOU) between the two boards [attached]. This fund is being utilized by the district until the JCLD FY 2017 18 budget is passed, bookkeeping staff is hired, and accounting system processes and procedures are set up in early December 2017. Items in this category include legal fees, accounting system software, administrative support, interim board secretary/transition administrator services, municipal audit expenses, information technology support, insurance, Special District s Association of Oregon membership and training, staff salaries, payroll service fees, recruitment advertising and tests, food and room rental for seven strategic planning sessions, worker s compensation, contract services, and policy development. Library Development Program: The goal of the Library Development Program is to support Josephine County Library Foundation s efforts to raise funds for special programs, capital projects, and initiatives that are beyond the reach of district tax funding. JCLD was invited to request these funds from the foundation in order to support the transition of fundraising responsibilities from JCLI to the foundation through the end of the fiscal year, June 30, 2018, at which point the program will be re-evaluated. The completed grant application with project budget is attached, and it is anticipated the foundation will award the Library Development Program grant at its December 5, 2017 board meeting. Ready to Read: Ready to Read is a non-competitive grant program that distributes state general funds to legally established public libraries in Oregon. Libraries may use the Ready to Read grant to fund early literacy services for young children 0 6 years old and/or summer reading programs for youth 0 14 years old. The State Library sends Ready to Read grant applications to directors of all eligible libraries in July every year. The State Library uses a formula based on Oregon Revised Statute 357.780 and Oregon Administrative Rules 543-040-0020 and 543-040-0023 to calculate how much each library may apply for every year. Libraries apply for the exact amount calculated by the State Library, no more or less. In FY 2017 18, the district applied for and will receive $11,052. The completed grant application with project budget is attached. Funds will be received in December 2017. 13
CAPITAL FUND Facilities Master Plan: The third imperative of JCLD s strategic plan is to enhance the facilities across the library system with the initiative to develop a Facilities Master Plan that includes a vision with addresses community needs and provides a cost benefits analysis. The district plans to publish and request for proposals to contract for these services in January 2018. To estimate the cost of this project, the district reviewed the 2012 library feasibility study written by Ruth Metz Associates, which estimated $50,000 for this line item. The district will seek a matching grant of $25,000 to support the project. This capital fund represents the grant portion of the Facilities Master Plan project. 14
Josephine Community Library District Financial Summary All Funds Transition Year 2017-18 FINANCIAL SUMMARY - RESOURCES TOTAL OF ALL FUNDS Transition Year 17/18 Beginning Balance 0 Revenue Previously Levied Taxes to be Collected 0 Interest 3,500 Capital Fund 25,000 Fines & Fees 9,000 Donations (Grants) 2,500 Special Fund 198,052 Miscellaneous 0 Charges for services 0 Current Levied Taxes to be Collected 1,276,153 Total Resources 1,514,205 FINANCIAL SUMMARY - REQUIREMENTS BY OBJECT CLASSIFICATION Personnel Services 448,861 Materials and Services 423,985 Capital Outlay 50,000 Debt Service 0 Interfund Transfers 76,052 Contingencies 250,000 Special Payments Unappropriated Ending Balance and Reserved for Future Expenditure 265,307 Total Requirements 1,514,205 PROPERTY TAX LEVIES Rate or Amount Imposed 2017-18 Permanent Rate Levy (rate limit $0.39 per $1,000) $1,358,236 Local Option Levy $0 Levy For General Obligation Bonds $0 15
FORM LB-1 BUDGET RECAP Historical Data Josephine Community Library District General Fund (Operating) Budget Projections Transition Year 17/18 1 1 Beginning Balance 1 2 2 Revenue 2 3 3 Previously Levied Taxes to be Collected 3 4 4 Interest 3,500 4 5 5 Fines & Fees 9,000 5 6 6 Donations (Grants) 2,500 6 7 7 Miscellaneous 7 8 8 Charges for services 8 9 9 9 10 10 10 11 11 11 12 12 Current Levied Taxes to be Collected 1,276,153 12 13 13 TOTAL RESOURCES 1,291,153 13 14 14 14 15 15 15 16 0 16 PERSONAL SERVICES 403,861 16 17 17 MATERIALS & SERVICES 295,933 17 18 18 CAPITAL OUTLAY 18 19 19 DEBT SERVICE 19 20 20 INTERFUND TRANSFERS 76,052 20 21 21 CONTINGENCIES 250,000 21 22 22 SPECIAL PAYMENTS 22 23 23 23 24 24 24 25 25 25 26 26 26 27 27 UNAPPROPRIATED ENDING FUND BALANCE 265,307 27 28 28 TOTAL REQUIREMENTS 1,291,153 28 16
FORM LB-31 Historical Data DETAILED RESOURCES Josephine Community Library District General Fund (Operating) Budget Projections Transition Year 1 1 Beginning Balance 1 2 2 Revenue 2 3 3 Previously Levied Taxes to be collected 3 4 4 Interest 3,500 4 5 5 Transferred in From 5 6 6 Fines & Fees 9,000 6 7 7 Donations (Grants) 2,500 7 8 8 Miscellaneous 8 9 9 Charges for services 9 10 10 10 11 11 11 12 12 12 13 13 13 14 14 14 15 15 15 16 16 16 17 17 17 18 18 18 19 19 19 20 20 20 21 21 21 22 22 22 23 23 23 24 24 Taxes collected in year levied 1,276,153 24 25 25 TOTAL RESOURCES 1,291,153 25 17/18 17
FORM LB-31 HISTORICAL DATA DETAILED EXPENDITURES Josephine Community Library District General Fund (Operating) EXPENDITURES PERSONAL SERVICES Budget Projections No. of Emps Transition Year 17/18 1 1 PERSONAL SERVICES 1 2 2 Library Director 1.0 69,797 2 3 3 Public Services Director 1.0 34,268 3 4 4 Business Manager 1.0 28,049 4 5 5 Cataloguing Manager 1.0 29,097 5 6 6 Partnership Manager 1.0 21,421 6 7 7 Volunteer Manager 1.0 18,965 7 8 8 Williams Branch Manager 0.7 11,425 8 9 9 Wolf Creek Branch Manager 0.5 8,160 9 10 10 Illinois Valley Branch Manager 1.0 16,321 10 11 11 Collection Librarian 0.9 29,097 11 12 12 Reference Librarian 1.0 20,401 12 13 13 Teen Librarian 0.5 9,180 13 14 14 Children's Librarian 1.0 16,321 14 15 15 Communications Coordinator 1.0 16,321 15 16 16 Facility Maintenance Coordinator 1.0 12,241 16 17 17 Adult Services Coordinator 0.5 9,180 17 18 18 Cataloguing Assistant 0.5 6,120 18 19 19 Library Assistant 0.5 6,120 19 20 20 20 21 21 21 22 22 Total Wages & Salaries 18 362,486 22 23 23 23 24 24 24 25 25 BENEFITS Retirement 10,875 25 26 26 BENEFITS Social Security/Medicare 27,730 26 27 27 BENEFITS Unemployment Insurance 8,608 27 28 28 BENEFITS Health Insurance 37,275 28 29 29 BENEFITS Workers Comp Insurance 1,423 29 30 30 BENEFITS Other Insurance 464 30 31 31 Total Employee Costs 86,375 31 32 32 32 33 33 TOTAL PERSONEL SERVICES 448,861 33 34 34 34 35 35 Transfers : Charged to Special Funds (45,000) 35 36 36 36 37 37 Total full time equivalent (FTE)* 15.1 37 38 38 38 39 39 18 39 40 40 Total Expenditures $ 403,861 40 No. of Emps
FORM LB-31 Historical Data Transition Year 1 1 Library Catalog (Polaris) 23,140 1 2 2 Collection Development (Books, audiovisual, digital, 87,500 2 3 3 Computer Maintenance (Software, hardware) 17,250 3 4 4 Telecommuncations (Internet, telephones) 18,000 4 5 5 Facilities and Equipment 6,250 5 6 6 Library Service Supplies (Library cards and displays) 5,500 6 7 7 Events at Library 5,250 7 8 8 Communications and Outreach 22,500 8 9 9 Volunteer Support 5,300 9 10 10 Travel and Training 8,500 10 11 11 Utilities 15,000 11 12 12 Insurance 6,000 12 13 13 Legal Administration 1,500 13 14 14 Election 17,795 14 15 15 Audit 15,000 15 16 15 Special contracts - grants, tech support, marketing 37,750 16 17 17 Administrative Support 7,250 17 18 18 Building Improvements 2,500 18 19 19 DETAILED EXPENDITURES (Requirements) Josephine Community Library District General Fund (Operating) Materials andservices 20 20 20 21 21 21 22 22 22 23 23 Transfer to Captal Fund (Facilities Master Plan) 25,000 23 24 24 24 25 25 25 26 26 26 27 27 Transfers : Charged to Special Funds (31,052) 27 28 28 28 29 29 29 30 30 30 31 31 31 32 32 32 33 33 33 34 34 Materials and Services 34 35 35 TOTAL EXPENDITURES (Requirements) 295,933 35 19 17/18 Budget Projections
LB-10 SPECIAL FUND FORM RESOURCES AND REQUIREMENTS LB-10 Grants Fund Josephine Community Library District Historical Data DESCRIPTION RESOURCES AND REQUIREMENTS Transition Year 17/18 1 1 RESOURCES 1 2 2 Cash on hand * (cash basis), or 2 3 3 Working Capital (accrual basis) 3 4 4 Previously levied taxes estimated to be received 4 5 5 Interest 5 6 6 Transferred IN, from other funds 6 7 7 JCLI Grant 122,000 7 8 8 Foundation Library Development Program Grant 40,000 8 9 9 Ready to Read Grant 11,052 9 9 9 9 10 10 Total Resources, except taxes to be levied 173,052 10 11 11 Taxes estimated to be received 11 12 12 Taxes collected in year levied 12 13 13 TOTAL RESOURCES 173,052 13 14 14 REQUIREMENTS ** 14 Org Unit or Prog & Object Classificati Detail 15 15 Activity on 15 16 16 Direct Personnel Charges 16 17 17 Direct Materials and Services 97,000 17 18 18 18 19 19 19 20 20 20 21 21 21 22 22 Transfer GF Personnel Charges 45,000 22 23 23 Transfer GF Materials and Services Charges 31,052 23 24 24 24 25 25 25 26 26 26 27 27 27 28 28 28 29 29 Ending balance (prior years) 29 30 30 UNAPPROPRIATED ENDING FUND BALANCE 30 31 0 0 0 31 TOTAL REQUIREMENTS 173,052 31 20
LB-10 FORM LB-10 SPECIAL FUND RESOURCES AND REQUIREMENTS - DETAILS Grants Fund Josephine Community Library District DESCRIPTION RESOURCES AND REQUIREMENTS Total JCLI Grant Foundation Library Development Ready to Read Progeram Grant 1 RESOURCES 1 2 Cash on hand * (cash basis), or 2 3 Working Capital (accrual basis) 3 4 Previously levied taxes estimated to be received 4 5 Interest 5 6 Transferred IN, from other funds 6 7 JCLI Grant 122,000 122,000 7 8 Foundation Library Development Program Grant 40,000 40,000 8 9 Ready to Read Grant 11,052 11,052 9 9 9 10 Total Resources, except taxes to be levied 173,052 122,000 40,000 11,052 10 11 Taxes estimated to be received 11 12 Taxes collected in year levied 12 13 TOTAL RESOURCES 173,052 122,000 40,000 11,052 0 0 13 14 REQUIREMENTS ** 14 15 Org Unit or Prog & Activity Object Classific ation Detail 16 Direct Personnel Charges 16 17 Direct Materials and Services 97,000 97,000 17 18 18 19 19 20 20 21 21 22 GF Personnel Charges 45,000 25,000 20,000 22 23 GF Materials and Services Charges 31,052 20,000 11,052 23 24 24 25 25 26 26 27 27 28 28 29 Ending balance (prior years) 29 30 UNAPPROPRIATED ENDING FUND BALANCE 30 31 TOTAL REQUIREMENTS 173,052 122,000 40,000 11,052 0 0 31 21 15
SPECIAL FUND FORM RESOURCES AND REQUIREMENTS LB-10 Capital Projects Fund Josephine Community Library District Historical Data DESCRIPTION RESOURCES AND REQUIREMENTS Transition Year 17/18 1 1 RESOURCES 1 2 2 Cash on hand * (cash basis), or 2 3 3 Working Capital (accrual basis) 3 4 4 Previously levied taxes estimated to be received 4 5 5 Interest 5 6 6 Transferred IN, from other funds 25,000 6 7 7 Grant for Master Facilities Plan 25,000 7 8 8 8 9 9 9 10 10 Total Resources, except taxes to be levied 50,000 10 11 11 Taxes estimated to be received 11 12 12 Taxes collected in year levied 12 13 13 TOTAL RESOURCES 50,000 13 14 14 REQUIREMENTS ** 14 15 15 Org Unit or Prog Object & Activity Classification Detail 15 16 16 Materials & Services (Master Plan) 50,000 16 17 17 17 18 18 18 19 19 19 20 20 20 21 21 21 22 22 22 23 23 23 24 24 24 25 25 25 26 26 26 27 27 27 28 28 28 29 29 Ending balance (prior years) 29 30 30 UNAPPROPRIATED ENDING FUND BALANCE 30 31 31 TOTAL REQUIREMENTS 50,000 31 22
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Memorandum of Understanding (MOU) between Josephine Community Libraries, Inc. and Josephine Community Library District Memorandum of Understanding This is an agreement between Josephine Community Libraries, Inc. (JCLI) and the Josephine Community Library District (JCLD). I. Purpose and Scope The parties to this Memorandum of Understanding (hereinafter MOU ) are Josephine Community Libraries, Inc. (hereinafter JCLI ) and Josephine Community Library District (hereinafter JCLD ). JCLI is a private non-profit corporation organized under the laws of the State of Oregon. JCLD is a duly-constituted political subdivision of the State of Oregon. The purpose of this MOU is to establish a mutual understanding between the parties concerning their respective roles and responsibilities to facilitate the seamless transition of responsibilities from JCLI to JCLD to provide public library services, in the term commencing with the establishment of JCLD until such time as the parties agree otherwise. WHEREAS Josephine County Libraries, an agency of Josephine County, Oregon, ceased to functionally exist on May 17, 2007 whereupon private citizens established JCLI to provide some measure of public library services in Josephine County through such time as public funding was to return; and WHEREAS JCLI was successful in doing so to a large degree, and that in doing so it fostered a strong culture of volunteerism in labor, financial support, and governance, with several important distinct but overlapping groups of stakeholders contributing to and benefiting from that service, including but not limited to the residents of Josephine County, the taxpayers of Josephine County, the libraries patrons, the libraries donors, the libraries volunteers, and the libraries staff; and WHEREAS JCLD has now been formed and a stable public funding entity now exists for a portion of the needs; and WHEREAS the establishment of JCLD has required a narrowing of the taxpayer and residential base, and to a degree of the service population. Now therefore the parties FIND that: 25
The continued successful operation of the public library system in Josephine County will depend upon the transition aid feasible from JCLI to JCLD, and the continuation of the same strong culture of volunteerism in labor and governance, and The establishment of public funding in no way eliminates the need for continued giving from the public or outside sources, such that a hybrid funding model is envisioned, as well as a hybrid of paid staff and volunteers; and The formal narrowing of the service and taxpayer base notwithstanding, it is important both to the maintenance of faith with the patrons and residents outside the newly defined boundaries of JCLD and to the continued success of the library system to provide as much in the way of library services as is consistent with JCLD s fiduciary obligation to the taxpayers of JCLD, especially to provide such services to those currently outside those formal boundaries who have contributed or shall contributed materially to the success of JCLI. II. Background In May 2017, citizens placed a measure on the ballot to form a library district to permanently fund the libraries. The measure passed with 53 percent of the vote. The libraries are currently in the process of transitioning from the nonprofit organization to the newly elected library district board. JCLI is committed to a seamless transition of library services to the newly formed library district and is working to support the district effort until the anticipated transition is completed in 2018. The transition period is expected to last through December 2017, after which time, the new library district will take on responsibility of governance and day-to-day operations of the four-branch library system. III. Joint Responsibilities Under This MOU JCLI and JCLD will agree to: Support high quality library services to the community. Maintain community trust built by JCLI since 2007. Participate in the development and implementation of the JCLI-JCLD Transition Plan and JCLI-JCLD Communications Plan as facilitate by Coraggio Group, an outside consulting firm. Commit to maintaining relationships with current library service partners. Provide representatives to work in partnership on key transition related activities. Operate and make decisions from a place that honors JCLI s existing culture, JCLI s values including integrity, accountability, engagement, innovation, freedom from censorship, and consideration of issues of equity. 26
IV. JCLI Responsibilities Under This MOU JCLI will agree to: Oversee the day-to-day operations of library services, until January 1, 2018 or a time mutually agreed upon by both JCLI and JCLD, no later than June 30, 2018. Fund transition planning, strategic planning, and technical assistance as facilitated by the Coraggio Group. Provide a grant not to exceed $150,000 to JCLD to support legal fees, accounting system setup, administrative support, municipal audit expenses, staff salaries, contract services, insurance, policy development, and other items necessary to strategic planning implementation subject to a JCLD startup budget approved by JCLI. Allocate up to 40 hours a month of the JCLI Executive Director s existing full-time schedule for services to the JCLD board, which are agreed upon by both boards and considered above and beyond those commitments described in the JCLI- JCLD Transition Plan. Make board members available to serve in an advisory capacity based on JCLD needs and JCLI board member availability. Initiate conversations with any lessor(s) to transfer (or assume) the leases of the Grants Pass, Illinois Valley, Williams, and Wolf Creek branch library buildings to the Josephine Community Library District. V. JCLD Responsibilities Under This MOU JCLD Board will agree to: Use the grant from JCLI for its intended purposes and abide by the terms as stated above in section IV of this agreement. Participate in strategic planning with Coraggio Goup as provided by JCLI and include JCLI in an advisory capacity during the planning process. Work with JCLI to prepare a list of assets JCLD would like to acquire from JCLI by October 31, 2017. Acquire all assets by January 1, 2018 or on a date mutually agreed upon by both parties. No later than October 31, 2017, develop the methods for residents living outside the district to obtain a library card; be it by annexation, by annual library card purchase, and/or by volunteering. These methods will be detailed in the JCLI- JCLD Communications Plan as facilitated by Coraggio Group. Provide a progress report on grant expenditures to support legal fees, accounting system setup, administrative support, municipal audit expenses, staff salaries, contract services, insurance, policy development, and other items necessary to strategic planning implementation on September 30 and November 30, 2017. Progress will be reported against the activities outlined in the JCLI-JCLD Transition Plan as referenced above. 27
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Josephine Community Library District 2017-2020 Strategic Direction Vision A vibrant community strong in itself and connected to the world. Mission Enriching our community through access to quality library services across Josephine County. Values Reputation Position Integrity Accountability Engagement Innovation Freedom Equity & Inclusion Transformative Inclusive Dependable Caring Essential Courageous Our community members and partners value the library system as a lifelong source of ideas and inspiration in an open, warm, and responsive environment. 0 Imperatives Objectives Initiatives Enhance program quality and customer service Year-over-year increases in patron satisfaction Achieve Enhanced status in Oregon Library Association Library Standards by 2020 Year-over-year increases in library use Expand hours of operation in response to Measure 17-79 commitments Implement the collection development plan which improves materials against Oregon Library Association Library Standards Nurture a work culture that values and supports its staff and volunteers Year-over-year increases (baseline in 2018) in staff engagement Year-over-year increases in volunteer engagement Increased volunteers hours by 1500 by 2019 Develop and implement a volunteer recruitment plan that maintains the staff and volunteer balance required to expand hours without jeopardizing culture Develop and implement a staff and volunteer professional development program that aligns with organizational needs Enhance the facilities across the library systems Complete Facilities Master Plan by end of July 2018 Update overall objectives based on the results of the Master Plan by October 2018 Develop a Facilities Master Plan that includes a vision which addresses community needs and provides a cost benefits analysis Develop and implement a fundraising campaign that engages community partners Develop efficient operating systems and structures Clean annual audit 100% Board participation in Special Districts of Oregon training Develop a long-term financial plan for the library system Develop and maintain clear policies and procedures for key organizational functions Build board effectiveness in the governance and oversight of taxpayer funds Build awareness and expand partnerships Year-over-year increases in patron awareness Increase in quality and number of partners Annual Board participation in Oregon Library Legislative Day 29 Develop and implement a communications plan that includes progress updates on Measure 17-79 commitments and transitions Josephine Community Libraries' brand to the Library District Nurture healthy and impactful relationships with current and new Library System partners
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