Planning & Budget

From the Director: Potential 2009 Budget Cut Information

Douglas County Libraries Long Range Plan 2007 - 2009 (PDF)
2009 Budget (PDF)
2008 Budget (PDF)
2007 Budget (PDF)
2006 Budget (PDF)
2008 Audit Report (PDF)
2007 Audit Report (PDF)
2006 Audit Report (PDF)
2005 Audit Report (PDF)
2004 Audit Report (PDF)
2003 Audit Report (PDF)

A Message from the Director--Budget 2009

In 2008, our second attempt to increase the libraryʹs mill levy failed by over 7,000 votes (with about 53% of the county voting against it). While the vote was probably more reflective of concerns about the economy than with concerns about the library, nonetheless, the community has spoken: we will have to live within our existing property tax income for at least 2‐4 years.

To that end, 2009 will see the launching of a new long range plan. It should address at least two issues: library performance (measured by such outcomes as checkouts, library visits, and program attendance per capita), and service inequities around the county (measured by square feet of library space per capita).

There are also several strategic directions that I hope the Board of Trustees will consider:

• Continued pursuit of excellence. We rose in the "Hennenʹs American Public Library Rating" from 7th to 4th place in the nation for the population category of 100,000‐250,000. In the next yearʹs ranking, we will move into the 250,000‐500,000 category, and I believe can hit the #2 or #1 spot. (I should note that I prefer the Library Journal Index version to the Hennen, but the point is that there are objective measures for library performance, and shooting for best of class is a worthwhile goal.)
• Direct support of literacy in several dimensions: emergent reading (preschool reading readiness), English as a Second Language, GED testing, one‐on‐one tutoring of adults. This is a growth area in Douglas County, and a clear match for our mission.
• A new marketing campaign based on growing not just library use, but library support. We are a highly effective organization, with a significant return on tax investment. Yet the idea of the value of social capital is poorly understood and accepted in Douglas County. Addressing that issue is a significant long term concern for our institution.
• Succession planning. We have a growing number of retirements, and a growing number of new professionals. We need to give them the time and attention they need to gain the skills to serve the county well, and move up rapidly to positions of greatest effect.
• Continued development of a new staffing model. Our previous two years of technological experiments in self‐check, automated returns, and materials merchandising have been very successful. These changes, incidentally, have greatly added to our capacity, and reduced our staffing needs. Now itʹs time to look at the next level up the staffing chain: our professionals. The development of a list of new “competencies” has been the first step. Still to come are changes in job descriptions and evaluation of performance. An important new direction for our professionals is community outreach – bringing library expertise to bear on shared community problems.
• A facilities plan. The election loss means that no new buildings are possible without significant reallocation of resources. I believe the Board has two broad approaches: establish a fund for future construction, or undertake a strategic project or projects using reallocated resources, partnerships, and fundraising.

Meanwhile, you can reach me at jlarue@dclibraries.org, or 303-791-READ.
James LaRue
Library Director
Douglas County Libraries