2014 Annual Budget Report 0.Pdf

The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to Columbus Metropolitan Library, Ohio for its annual budget for the fiscal year beginning January 1, 2013.

In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a communications device.

The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.

TABLE OF CONTENTS

COLUMBUS METROPOLITAN LIBRARY 96 S. Grant Avenue - Columbus, Ohio 43215 Tel: 614-645-2ASK (2275) - Fax: 614-849-1365

2014 ANNUAL BUDGET January 1, 2014 - December 31, 2014

Introductory Section Page Table of Contents ...... i Library Officials and Staff ...... 1 Budget Message Budget Overview ...... 4 Graphs: Where the Money Comes From and Where It Goes ...... 5 Financial Highlights by Fund ...... 6 2014 Budget Strategy ...... 6 Challenges and Opportunities for 2014 and Beyond ...... 7 2013 Significant Accomplishments ...... 7 Budget Structure, Policies and Procedures Budget Structure...... 10 Use of Funds by Department Chart ...... 11 Financial Policies and Procedures ...... 12 Budget Planning Process ...... 16 Library Organization and Structure Library Organization and Reporting Entity ...... 19 Organizational Chart ...... 20 Leadership Teams ...... 21 Services ...... 23 CML’s Strategic Plan Our Plan ...... 25 Values, Purpose and Vision ...... 25 Strategies, and Outcomes ...... 27 2014 Strategic Initiatives ...... 28 2013 Strategic Accomplishments ...... 30 2013 Notable Accomplishments ...... 31 Performance Measures Award Winning Profession Leader ...... 32 Function ...... 33 2013 Tactical Plan Performance Measures ...... 34 2011-2013 Operational Performance Measures...... 35 Exceptional Customer Experience ...... 36 Major Sources of Revenue Major Sources of Revenue ...... 38 Graph: Property Tax Levy Effective Rates ...... 40 Public Library Fund...... 40 Revenue Detail by Fund and Summary-All Funds ...... 43 Underlying Revenue Assumptions ...... 44 Graph: Fines and Fees Revenue ...... 44 Staffing 2013 Staffing Changes ...... 46 Graph: Number of Full-Time Equivalent Staff ...... 46 Staffing by Department ...... 47 Staffing by Job Title ...... 48 i

TABLE OF CONTENTS

2014 ANNUAL BUDGET January 1, 2014 - December 31, 2014

Fund Summaries Page Graphs: Revenues and Expenditures - All Funds ...... 53 All Funds Summary of Revenues, Expenditures, and Changes in Fund Balance ...... 54

General Fund Fund Description and Budget Narrative ...... 57 Revenue ...... 58 Graph: 2014 Budgeted Other Revenues ...... 59 Expenditures ...... 60 Graph: 2014 Library Materials Analysis ...... 61 General Fund Budget ...... 63 General Fund Projects ...... 64 General Fund Revenues and Expenditures - Last Ten Years ...... 71 General Fund Long Range Financial Plan ...... 73

General Fund - Departmental Summaries Board of Trustees Department ...... 74 Chief Executive Officer ...... 77 Development & Affinity Department ...... 82 Human Resources Department ...... 87 Chief Financial Officer Department ...... 92 Finance Department ...... 96 2020 Vision Plan Department ...... 102 Property Management Department ...... 106 Chief Customer Experience Officer ...... 116 Information Technology Department ...... 123 Marketing Department ...... 134 Public Services Department ...... 139

Special Revenue Funds Land Development Fund ...... 149 Restricted Donations Fund ...... 151

Debt Service Fund Debt Service Fund ...... 154

Capital Projects Fund Fund Description and Budget Narrative ...... 157 2020 Vision Plan ...... 157 Graphs: 2020 VP Budget by Component & Project...... 159 2013 Finalized Capital Projects ...... 160 2014 Capital Projects ...... 160 Capital Projects Fund ...... 164

TABLE OF CONTENTS

2014 ANNUAL BUDGET January 1, 2014 - December 31, 2014

Internal Service Funds Page Self Insurance Fund ...... 165 Graph: Employees Enrolled in Health Plan ...... 167 Graph: Rise in Single & Family Health Plan Premiums ...... 167

Permanent and Agency Funds Permanent Fund ...... 168 Digital Download Collaboration Fund ...... 169

Miscellaneous Library History ...... 170 Demographic and Economic Statistics ...... 173 Library Statistics and Performance Indicator Graphs ...... 174 Taxable Property Values ...... 178 Property Tax Levies and Collections ...... 178 Glossary of Library Acronyms and Terms ...... 179

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LIBRARY OFFICIALS

COLUMBUS METROPOLITAN LIBRARY 96 S. Grant Avenue - Columbus, Ohio 43215 Tel: 614-645-2ASK (2275) - Fax: 614-849-1365

BOARD OF TRUSTEES

Mr. Roger P. Sugarman, President of the Board Mr. Randy J. Fortener, Vice President of the Board Mr. Michael S. Lawson, Secretary Ms. Amy Milbourne, Member Ms. Cynthia A. Hilsheimer, Member Ms. Erika Clark Jones, Member Mr. Stephen S. Rasmussen, Member

EXECUTIVE STAFF

Mr. Patrick A. Losinski, Executive Director Ms. Paula L. Miller, Chief Financial Officer/Fiscal Officer Ms. Alison Circle, Chief Customer Experience Officer Ms. Cheryl Lamborn, Chief Talent Officer

ADMINISTRATIVE STAFF

Vacant Director of Property Management Mr. Todd Daughenbaugh, Director of Financial Services Ms. Donna Zuiderweg, Director of Development Mr. Gregg Dodd, Director of Marketing Ms. Nikki Scarpitti, Director of Strategic Initiatives

LIBRARY BOARD OF TRUSTEES

Columbus Metropolitan Library Board of Trustees

Stephen S. Rasmussen Roger P. Sugarman Randy J. Fortener

Erika Clark Jones Amy Milbourne Michael S. Lawson

Cindy A. Hilsheimer

April 2014

To the Citizens of the City of Columbus and Franklin County, The Board of Trustees and Chief Executive Officer of Columbus Metropolitan Library

As Fiscal Officer and Chief Financial Officer of Columbus Metropolitan Library (CML), it is with great pleasure that I submit to you CML’s 2014 (January 1 - December 31) annual budget. This budget has been developed with the participation and cooperation of CML’s administrative and executive leadership staff. On December 5, 2013 the budgets for the General, Land Development, Self-Insurance (Internal Service), Digital Download Collaboration, Debt Service, and a portion of the Special Revenue Funds were officially adopted by the Board of Trustees. The remaining budgets (General Fund Projects Account, Capital Projects, remaining Special Revenue and Permanent Fund) were adopted by the Board of Trustees on January 22, 2014.

This budget continues to be balanced and builds upon the successes of the prior year and is essential to CML’s vision of a thriving community where wisdom prevails. It supports investments in a purposeful manner for CML’s five strategic areas of Young Minds, My Library, Life Skills, CML Partners and CML Staff. It also supports CML’s purpose to inspire reading, share resources and connect people. It will afford CML the capacity to respond to areas of urgent need: children unprepared for kindergarten (Ready to Read); state third-grade reading support, high school retention rates (Homework Help Centers, Summer Reading Club); and adults in need of employment resources.

In 2012, the Board of Trustees approved long-term debt as a major source of funding and issued $92 million in bonds maturing from FY 2012 - FY 2037 – leveraging its Aa2 Moody's Investors Service, Inc. rating. This is a significant commitment to CML’s future for the purpose of purchasing, constructing, remodeling and improving 10 aged, high maintenance and inefficient buildings.

In adopting the 2014 Budget, CML will follow a strategy of fiscal sustainability and balance while recognizing the challenging economic circumstances of the state. This fiscally prudent approach will allow CML to continue to invest in our customers via mission critical programs and services. CML will work diligently to get the largest return from every dollar of investment.

The 2014 budget sets ambitious but achievable goals that foster CML’s continued leadership in our communities and nationally. CML takes great pride in developing a budget that is affordable, sustainable, realistic, and aligns with our strategies.

For 2014, total revenue (with transfers) for the General Fund is projected to be $79.5M with the successful passage of the property tax levy in 2010. Expenditures are planned to be $74.9M with nearly $17.4M needed for facility and technology improvements.

The most active fund within the budget is the General Fund. The General Fund is often referred to as the operating budget. The majority of this document will focus on the General Fund, the source of that money, and how it is used.

BUDGET MESSAGE

BUDGET OVERVIEW During 2014, $84,396,882 is the estimated revenue across all funds, and $181,939,438 has been appropriated for library expenditures (i.e. staffing, programs, services, facility capital projects, technology projects, health insurance) as shown in the following table:

Beginning Estimated Appropriations Ending Unreserved Revenue (Expenditures) Unreserved Fund Balance and and Fund Balance Fund Type 1-1-2014 Transfers In Transfers Out 12-31-2014

General $ 37,108,296 $79,523,062 $74,854,132 $41,777,226 Special Revenue 890,252 1,182,385 2,030,264 42,373 Debt Service 485,596 5,817,925 5,817,925 485,596 Capital Projects 110,932,936 3,735,000 104,840,361 9,827,575 Internal Service 2,213,453 5,324,484 5,582,132 1,955,805 Permanent 68,339 20 618 67,741 Agency 12,811 1,750,000 1,750,000 12,811

Total All Funds $151,711,683 $97,332,876 $194,875,432 $54,169,127 Minus Transfers 0 -12,935,994 -12,935,994 0

Net Total All Funds $151,711,683 $84,396,882 $181,939,438 $54,169,127

The sources and uses of the above funds are illustrated in graph form on the next page. The sources of revenue are from General Property Taxes, the Public Library Fund (PLF), Customer Fines and Fees, Charges for Services, Investment Earnings, Rental Income, Miscellaneous/Gifts/Grants and proceeds from Public Library Fund Debt. The expenditure categories are for Salaries and Benefits, Library Materials, Capital Outlay, Operational Services, Supplies/Other and Contingency.

BUDGET MESSAGE

Financial Highlights by Major Fund

General Fund • Estimated revenue for 2014 is projected to be $79,523,062, an $11,645,730 increase from 2013 actual revenue due to the transfer of $12,860,369 from the Capital Fund. Due to the change in Government Accounting Standards Board (GASB) guidance regarding non-capitalized expenditures in Capital Funds, funds were transferred to the General Fund sub-fund (General Projects Fund). • Appropriations for 2014 are established at $74,854,132, an increase of $18,745,514 from 2013 actual expenditures and transfers due to non-capitalized expenditures associated with the 2020 Vision Plan (CML’s long-term facilities plan). • $17,419,559 of 2014 appropriations is for necessary facility maintenance and IT infrastructure projects. • Over 10%, or $7,495,400, of the 2014 General Fund budget continues to focus on aligning the library materials collection with customer usage and requests.

Capital Projects Fund • The Capital Projects Fund is established for construction of new buildings, existing building improvements and the purchase of major assets. The 2014 beginning unreserved fund balance in this fund totaled $110,932,936 with appropriations established at $91,904,367. • 99.5% of the appropriations are for the capital projects scheduled to proceed as part of CML’s 2020 Vision Plan (2020VP), CML’s long-term facilities plan. • The ending unreserved fund balance of $9,827,575 will be available for upcoming projects.

2014 BUDGET STRATEGY The following strategies helped drive the 2014 budget planning. These strategies guide long-range planning and will continue to support strategic and tactical plans in future years.

1. Fiscal stewardship. Emphasis continues to be on strategic and long-range planning, fiscal stewardship and balanced budgeting. Business decisions are based on evaluating the cost effectiveness of alternatives against expected benefits.

2. Outcome based decision-making for library materials spending. Utilize new ILS (Integrated Library System) reporting capabilities to support decision-making for library materials spending. Additional investments in information technology will allow CML to react quickly to changing usage patterns.

3. Continued investment in facilities. Recent budget reductions postponed numerous facility repairs and improvements. In conjunction with the 2020VP, schedules have been developed to implement necessary repairs, renovations and maintenance over the next several years.

4. Continued focus on customer service. Program development and increased awareness of community needs such as kindergarten readiness, third grade reading, career development, life skills and more.

BUDGET MESSAGE

5. Legislative impacts. Awareness of legislative changes is important due to funding reductions and regulatory changes that may impact library operations. Contingency plans will be included in future financial planning in order to manage potential funding cutbacks.

6. CML staff. Continued emphasis on feedback, training and development as part of workforce planning to help staff adapt to constant changes within the business and industry environment with a focus on providing a world-class customer experience for all. Another key staffing objective is defining leadership development needs and succession planning for the future.

7. Benefits management. CML is committed to providing competitive benefits for all eligible staff and to manage the associated costs. Various programs are planned to promote wellness and proactive healthcare.

8. Fund balance. Unreserved fund balance will be maintained at a responsible level that will sustain PLF Notes credit rating, support a balanced budget and mitigate the risk of: a. unpredictability of revenue (potential legislative changes) b. unexpected changes in the availability of revenue (cash flow) c. volatility of expenditures

9. CML partners. Continually seek ways to maximize CML’s reach and impact via supplemental funding and partnerships with community organizations. a. Seek increased strategic funding through its development plan b. Seek and apply for federal and state grant funding c. Increase support from advocacy groups/individuals d. Seek applicable shared service opportunities

10. Flexibility. Budget development and approval will continue to be coordinated in a way that allows for flexibility throughout the year in order to address unexpected events and CML’s vision and strategies for 2014.

CHALLENGES AND OPPORTUNITIES FOR 2014 AND BEYOND • Balancing facility repair needs with forecasted resources • Investing at the right levels in technology with available resources to meet future expectations • Maintaining budgets for the 2020VP projects • State legislative changes and economic conditions creating uncertainty in state funding • Balancing future staffing levels and expected services within budget • Increased service demands, customer and community expectations (meeting our customers where they are) • Pursuing partnerships, advocacy and community relationships to supplement the budget

2013 SIGNIFICANT ACCOMPLISHMENTS CML focused on these key challenges: • Providing quality customer services, programs and products • Investing in staff (training, development, recognition, diversity planning) • Investing in technology within constraints of available resources

BUDGET MESSAGE

• Streamlining/automating processes and adopting best practices • Increasing communication to the community and customers • Involvement in library leadership and change within the State

There are many accomplishments to celebrate. The following are just a few of the many significant accomplishments: • Implemented the next generation Integrated Library System, Polaris. Polaris is hosted by the CLC, Central Library Consortium. • Created a pilot teen learning lab (YouMedia Teens) at Main Library as part of a five-organization effort to engage teens in technology. The lab invites young people to create, learn and build skills with traditional and 21st century digital tools. • Purchased land for three building projects to replace Northern Lights Branch, Parsons Branch and Shepard Branch and developed a Main Space Planning document that will guide future renovation and uses for Main Library. Began planning for an express branch in the Marion-Franklin area. • Executed a Collection Strategy that focuses on Reader’s Advisory and customer-centric selection and displays of high interest titles. • Created a Kindergarten Readiness zone at the Karl Road Branch to give pre-Kindergartners an experience with kindergarten. • Introduced a Kids Card that allows children to check out up to three juvenile books without incurring fines. • Continued to engage customers in social media with over 32,000 friends on Facebook and over 13,000 followers on Twitter. • The Marketing Department received the 2013 Award of Distinction from the Communicator Awards and the 2013 Achievement in Marketing Award from Columbus Chapter American Marketing Association. • CML staff spoke at 20 engagements or conferences to both national and international audiences, sharing the CML story. • Selected a vendor to implement an enterprise content management system that automates paper and records retention processes. • Completed numerous facility improvements including branch parking lot repairs, HVAC equipment improvements, roof replacements, remodeling and expanding existing Homework Help Centers, and replacing carpet in several buildings. • Registered 82,172 kids, teens and adults for the annual Summer Reading Club. • Technology and Innovation:

o Replaced outdated wireless solution with a new system for all locations and provided outdoor wireless access at three locations.

o Implemented Microsoft SharePoint, a document and file management tool, to enhance staff collaboration.

o Worked with Public Services to create a welcome page for students to register and track progress in CML’s for the Homework Help Centers.

BUDGET STRUCTURE, POLICIES AND PROCEDURES

BUDGET STRUCTURE

Columbus Metropolitan Library’s budget and accounting structure is organized on a “fund basis”. Each fund is a separate, self-balancing accounting entity. For annual financial statement purposes, CML reports on a Generally Accepted Accounting Principles (GAAP) basis. For budgeting purposes, the financial records are maintained on a budgetary (cash plus encumbrances) basis of accounting. This means revenue is recorded when received in cash, expenditures are recorded when paid in cash and encumbrances are recorded as a reservation of an appropriation balance.

Budgets are prepared for each of the following fund types:

General Fund – This fund is the general operating fund of CML. It is used to account for all financial resources except those required to be accounted for in another fund. The General Fund is broken down into sub-accounts in order to account for ongoing operating expenditures. The fund balance of the general fund is available to CML for any purpose, provided it is expended or transferred according to the laws of Ohio. - General Operating Account - General Fund Projects Account - 27th Pay Period Account

Special Revenue Funds – These funds are used to account for revenue derived from specific taxes, grants or other restricted revenue sources. The uses and limitations of each special revenue fund are specified by CML Board policies, federal and state statutes or other external restrictions. - Land Development Fund - Restricted Donations Fund - Federal, State and Local Grants Fund

Debt Service Fund – This fund is used to account for financial resources to repay principal and interest on debt. In 2012 the Board of Trustees of Columbus Metropolitan Library (the Board) established a debt service fund and authorized CML to issue debt in anticipation of its PLF revenue for the purpose of purchasing, leasing, constructing, renovating and improving library facilities.

Capital Projects Fund – This fund is used to account for financial resources to be used for the acquisition of capital assets and construction or improvement of capital facilities. The Government Accounting Standards Board recently implemented changes that redefined and significantly limited allowable expenditures in this fund.

BUDGET STRUCTURE, POLICIES AND PROCEDURES

Internal Services Fund – This fund is used to account for the financing of services provided by one department to another department on a cost reimbursement basis. The Self Insurance Fund is the only fund currently defined as an internal service fund.

Permanent Fund – This fund is used to account for financial resources that are legally restricted to the extent that only earnings, and not principal, may be used to support CML.

Agency Fund – This fund is used to account for financial resources held by a governmental unit in a custodial role or as an agent for individuals, private organizations, governments and other funds. The Digital Download Collaboration Fund is the only fund currently defined as an agency fund.

The Summary Budget for each of these funds can be found under the Fund Summaries tab in this document. Annual budgets are prepared for each fund where applicable. The Capital Projects Fund is budgeted on a project basis and any remaining unreserved project fund balances are re-appropriated at the beginning of each year and included in the annual budget. The Permanent Fund, Special Revenue Fund, Debt Service Fund and Internal Services Fund are budgeted annually so that expenditures do not exceed the unreserved income.

The Board reviews and approves all budgets prior to January 31 each year and establishes the appropriations for each fund. Once the Board has approved the annual budget, CML administration makes further breakdowns of estimated revenue and appropriations to the lower object and sub-object levels. The budget is then subdivided into departments, divisions and sections to further control expenditures and encumbrances.

After the Board has adopted the budget, any amendments which will increase or decrease the approved appropriation require Board approval. The Board has delegated purchase and expenditure/expense approval to CML’s administration for the organization’s daily operational.

The following chart shows the relationship between each fund and functional department.

USE OF FUNDS BY DEPARTMENT Fund Department/Division GF LDF RDF DSF CPF SIF PF DDF Board of Trustees  Chief Executive Officer  Development & Affinity   Human Resources   Chief Financial Officer         Financial Management & Budgeting         Financial Services         Property Management    2020 Vision Planning & Facilities   Chief Customer Experience Officer     Information Technology    Marketing   Public Services    Technical Services     Legend: GF-General Fund LDF-Land Development Fund RDF-Restricted Donations Fund DSF-Debt Service Fund CPF-Capital Projects Fund SIF-Self Insurance Fund PF-Permanent Fund DDF-Digital Download Fund

BUDGET STRUCTURE, POLICIES AND PROCEDURES

FINANCIAL POLICIES AND PROCEDURES

All budgetary and financial policies are established by Ohio law and/or the Board. Budgetary and financial procedures are established by CML’s Fiscal Officer. The implementation of policies and procedures is the responsibility of CML’s Chief Executive Officer and Fiscal Officer.

Applies to All Funds:

• CML is required by the State of Ohio to prepare budgets for all funds. • A temporary budget may be adopted prior to January 1 each year for all funds. The final budget for the year must be filed with the Franklin County Budget Commission by April 1, in accordance with Ohio law. • Appropriations, when established for multiple-year projects, are for the life of the project and lapse only when the project is closed. For annual budgeting purposes, the remaining appropriation balance in each of these projects is re-appropriated at the beginning of each budget year. • The level at which the Board approves each budget becomes the “legal level of control.” This is the level at which transfers of appropriation requires Board action. For the General Fund, the Board approves the budget at the following levels within each sub account: - Salaries and Benefits - Supplies, Operational Services, Library Materials, Capital Outlay and Other Expenditures - Intra-fund Transfers - Inter-fund Transfers All other funds are budgeted at the total expenditure level. • The permanent budget may be amended or supplemented after being adopted, as new information becomes available later in the year. The Board must authorize all amendments or supplements to the budget. Cash transfers between funds also require the Board’s approval. • The County Budget Commission provides, on an annual basis, a Certificate of Estimated Resources. This document controls the maximum amount that can be appropriated for each fund. It lists the beginning balance in each fund, provides the tax collection estimate for each fund, and shows other revenue estimated by CML. Its maximum annual appropriations are controlled by this document. CML may request that this document be amended during the year if revenue is lower or higher than first anticipated. • Budgets, after being approved by the Board, are controlled at CML’s department, division, and/or section level. It is the responsibility of each department, division and/or section to monitor the expenditures of its budget to ensure that expenditures/encumbrances are on target and the allocation of the approved appropriation is not exceeded. Reviews of department budgets are completed on a quarterly basis to monitor expenditures, identify new budget needs and/or surplus funds due to changing goals. • Purchase orders and contracts outstanding and unpaid at the end of each year are automatically re- encumbered and re-appropriated at the beginning of the succeeding budget year. • Cash is pooled for investment purposes. All investments and interest earned on investments are credited to each fund in accordance with Board policy. • Revenue and expenditures are monitored and reported to the Board monthly by CML’s Fiscal Officer to determine if they are on target with estimates. • A new Fund Balance Policy was adopted by the Board of Trustees on October 17, 2012 in preparation for bond financing. It is described later in this section.

BUDGET STRUCTURE, POLICIES AND PROCEDURES

Applies to only the General Fund (includes General Fund Projects): • The Board of Trustees advocates a “balanced” budget, where operating expenditures cannot exceed the sum of anticipated revenue plus appropriated fund balance. The use of unreserved fund balance to cover revenue shortfalls must be fully disclosed to the Board of Trustees. Operating expenditures do not include one-time or infrequent purchases or the transfer of monies to the Capital Projects Fund for future projects. Applies to only the Capital Projects Fund: • Due to changes implemented by the Governmental Accounting Standards Board (GASB), CML updated accounting practices to limit the Capital Projects Fund to projects which result in the acquisition of major capital assets. CML defines major capital assets as land, buildings and improvements, and assets with an acquisition cost greater than $25,000. • It is the Board’s policy that each branch construction project considers allocating a percent of the construction costs for the purchase/commission of “artwork.” • Whenever real property is sold, the proceeds are credited to the Capital Projects Fund. • The major source of revenue for the Capital Projects Fund is the Public Library Fund Note proceeds. Funds may be transferred from the General Fund upon recommendation by the Executive Management and the Fiscal Officer. The recommendation is usually presented during the fourth quarter of the year and the transfer of funds must be approved by the Board of Trustees. Applies to only the Debt Service Fund: • In accordance with Ohio law, CML cannot issue its own voted debt. This must be done by Franklin County, CML’s taxing authority. • There is no legal debt limit for bond issues related to CML. • CML may enter into capital leases, operating leases, lease-purchase type transactions, and may borrow money against anticipated State funding and/or anticipated proceeds from tax levies. • CML typically will not finance projects unless the cost is expected to exceed $1 million. • CML issued $92,285,000 of Library Facilities Notes on December 4, 2012 to fund CML’s capital building project called 2020 Vision Plan. New policies regarding Debt and Post-Issuance Compliance were adopted by the Board of Trustees in 2012, in preparation of bond financing to support the capital building plan. Applies to only the Self Insurance Fund: • The Self Insurance Fund balance must maintain a sufficient fund balance in reserve to fund potential expenses such as previous year claim run out, large claim stop loss reimbursement, and annual plan administrative costs. Currently, this amount is estimated at an average of three months of claims.

Fund Balance Policy This policy maintains an adequate level of fund balance and reserves in CML’s various operating funds to provide the capacity to: • Provide sufficient cash flow for daily financial needs • Secure and maintain investment grade bond ratings • Offset significant economic downturns or revenue shortfalls • Provide funds for unforeseen expenditures related to emergencies Minimum Fund Balance goals are established in accordance with CML’s predictability of revenue, volatility of expenditures, exposure to significant one-time outlays, cash flow reserves, and long-range financial planning.

BUDGET STRUCTURE, POLICIES AND PROCEDURES

• General Fund – maintain an Unassigned Fund Balance equivalent to a minimum of 20% of current fiscal year expenditure budget less capital outlay and transfers out. • Special Revenue Funds – amount of reservation of Fund Balance shall be governed by the legal authority underlying the creation of the individual funds. • Debt Service Fund – reserve requirements for outstanding debt will be consistent with the resolution authorizing the issuance of debt. • Capital Projects Fund – no specific reserve requirement is established for the Capital Projects Fund. A minimum balance equal to the Restricted Fund Balance must be maintained to meet all outstanding encumbrances and complete the project scope. • Self-Insurance Fund – maintain a minimum Fund Balance of $1,000,000 to fund potential expenses such as previous year claim run out, large claim stop loss reimbursement and annual plan costs. • Permanent Fund – maintain a minimum Fund Balance equal to the endowment principal in accordance with endowment specifications. • Agency Fund – no specific reserve requirement is established for the Agency Fund. A minimum balance equal to the Restricted Fund Balance must be maintained to meet all outstanding obligations.

Debt Policy In accordance with policy adopted by the Board, CML may appropriately issue public debt in response to its ongoing capital needs, and must comply with all applicable federal, state, and CML policies governing the issuance of public debt. The debt policy includes objectives, guidelines, types of permitted debt, debt structuring and marketing, and debt limitations. Guidelines for use of debt: • Estimated future revenue is sufficient to ensure the repayment of the debt obligation. • Other financing options have been explored and are not viable for the timely or economic acquisition or completion of a capital project. • A capital project is mandated by federal or state authorities with no other viable funding option available. • The capital project or asset lends itself to debt financing rather than pay-as-you-go funding based on the expected useful life of the project and CML’s ability to pay debt service. • Debt will not be used to fund CML’s ongoing operating expenses, except as necessary to assure cash flow to meet obligations. • The cost of the project exceeds an amount that might otherwise be funded over a period of 24 months through transfers of cash from the general fund or other available funds to the project fund, given that such transfer will not reduce the balance in those funds to amounts lower than required by existing policies. Types of permitted debt: • Voted General Obligation – must be voted and is governed by state statute with a maximum term of 30 years. • Anticipatory – may be issued in anticipation of voted bonds, voted levy proceeds or revenue bonds; maximum term varies.

BUDGET STRUCTURE, POLICIES AND PROCEDURES

• Public Library Fund (PLF) Notes – are issued on an un-voted basis with a maximum term of 25 years; state statute limits annual debt service to no more than 30% of CML’s average PLF receipts over the past two years. • Revenue Bonds – issued by another governmental entity (city, county, or special authority) for improvements physically located in the issuing entity; Revenue Bonds are un-voted, but are secured by all revenue of CML. The maximum term can vary. • Certificates of Participation – defined as an un-voted lease financing between CML and a third party as lessor. The land and improvements are leased to the lessor, and lease-purchased back to CML and the lessor assigns the ground lease and lease-purchase agreement to a trustee pursuant to a trust agreement. The certificates are subject to annual appropriation and have a higher interest rate expense and higher transaction fees. • Refunding Securities – recommended when CML can achieve a material reduction in annual payments (generally, 3% or greater present value savings) or a revision to existing terms of its securities to achieve a valid governmental purpose.

Post-Issuance Compliance Policy This policy promotes compliance with federal income tax and securities laws, as well as the requirements set forth in the bond documents for each bond issue. For purposes of this policy, the term “bonds” means any obligation of Columbus Metropolitan Library incurred for the purpose of borrowing money, including bonds, notes and certificate of participation in capital leases. Guidelines and procedures for this policy include: • Responsibility for monitoring post-issuance compliance • Compliance with Covenants in Bond Documents • Federal Tax Law Compliance • Federal Securities Law Compliance • Recordkeeping • Bond Counsel Review • Training Requirements • Annual Policy Review

Investment Policy In accordance with policy adopted by the Board, the Fiscal Officer shall have investing authority and management responsibility for the implementation of the investment program and the establishment of investment procedures, including delegating authority to persons responsible for investment transactions. Except for cash in certain restricted and special funds, CML consolidates cash balances from all funds to maximize investment earnings. The investment policy provides direction on: • Investment objectives • Authorized types of investments • Prohibited types of investments • Custody of investment assets • Accounting of investments

BUDGET STRUCTURE, POLICIES AND PROCEDURES

• Investment advisors, qualified dealers and financial institutions • Sales of securities prior to maturity • Investment reports • Statements of compliance • Continuing education • Interest allocation

Procurement Policies It shall be the policy of the Board that all purchases of the organization be approved by the Administration, except in situations (outlined in the policy) where Board approval is necessary before making the purchase. [For purchasing purposes, the “Administration” shall mean the Chief Executive Officer (or his/her designee), and the Chief Financial Officer/Fiscal Officer (or his/her designee).]

• When goods and/or services are purchased, the nature and content of the purchase shall be the responsibility of the Procurement Division. The Fiscal Officer’s responsibility will be to certify the availability of funds within the Board established appropriation and to develop purchasing procedures. • Administration shall have the authority to make all necessary purchases for Columbus Metropolitan Library, without first obtaining Board approval, if the money has been appropriated and the purchase is authorized within this policy. • The Procurement policy adopted by the Board clarifies expenditure approval authority based on type and amount of expenditure with all contracts being signed by the Fiscal Officer. • Credit cards and/or purchase cards issued in the name of Columbus Metropolitan Library are to be used solely for library business in accordance with policies established by the Fiscal Officer. Transactions are regularly audited for compliance with procurement card procedures. • Capital outlay is defined as a major category of expenditures. The only expenditures charged to this category within the General Fund are furniture and equipment purchases.

Revenue Policies It is the policy of CML to charge fines and fees to provide an incentive for customers to return materials on time or to help recover some of the cost of providing services and programs (i.e. photocopying or parking at Main Library).

• The fines and fees vary by material type, must be charged and collected consistently within the parameters established by the current version of this policy, which is regularly reviewed and updated by CML’s Public Services and Financial Services Departments. This policy was significantly revised in 2012 to reduce daily fines for DVDs to the same as printed materials and to lower the maximum fine per item from $15 to $5. • There is a separate policy for fees charged for the Main Library Parking Garage and it is regularly reviewed and updated by the Property Management and Financial Services Departments.

BUDGET PLANNING PROCESS

The annual budgeting process begins with setting an overall organizational budget based on the latest long-range planning projection, legislative changes and revenue estimates. Once an overall organizational budget is determined, target budgets are projected for each department based on historical expenditure patterns, known projects and tactical priorities.

BUDGET STRUCTURE, POLICIES AND PROCEDURES

Long-term financial planning became a focus in late 2009 as CML assessed future revenue needs. Finance developed a tool to map out the estimated revenue and expenditures while incorporating known projects and strategic initiatives. This forecast tool is updated on a regular basis to provide accurate financial information for decision making.

The use of these tools, departmental target budgets and the long-range financial forecasting model, assist CML leadership in determining a direct path to achieve both strategic short-term and long-range goals and objectives with prescribed revenue.

Budget Planning Calendar March The Financial Management and Budgeting Department prepares a preliminary budget estimate for the following year as an educational and planning tool for Department Managers and the Project Management team. The estimate will be revised as new or updated information becomes available. May The Financial Management and Budgeting Department begins the process of preparing the Tax Budget Request to the Franklin County Budget Commission (Budget Commission) and CML’s Taxing Authority, Franklin County. This legal budget document must be filed with the Budget Commission by July 20. June The Chief Financial Officer/Fiscal Officer and Chief Executive Officer present the Tax Budget Request to the Board for consideration and approval. This is not the final approved budget for the succeeding year, but rather the legal Tax Budget Request where CML’s needs are expressed to the Budget Commission. Once adopted by the Board, the Budget Request document is filed with the Taxing Authority, Franklin County, and the Budget Commission. (By law this document must be filed with the Budget Commission by July 20.) July The Financial Management and Budgeting Department establishes guidelines, including target budgets and instructions, for each department to assist in the development of their budgets. The Chief Financial Officer/Fiscal Officer approves these guidelines and instructions and Department Managers create and add their detailed budget requests into CML’s financial management system. August The Department Managers finalize the process of entering the budget requests and each Department Director then reviews the budget requests. Also in August, the Budget Commission reviews the Tax Budget Requests from all public libraries within Franklin County and holds a public hearing on the budget. CML may give a formal presentation of its Budget Request at this hearing. September The Budget Commission sends each public library in Franklin Countyan Official Certificate of Estimated Resources. This document certifies the amount of tax moneyCML is expected to receive during the next calendar year. Based on this new information, theChief Executive Officer and Chief Financial Officer/Fiscal Officer will issue any additional guidelines for preparing the actual budget for the ensuing year. Each Department Director will finalizethe review of their respective departmental budgets, and adjust the budget requests based on the guidelines supplied to them by the Chief Executive Officer and Chief Financial Officer/Fiscal Officer. October The budget requests are finalized and submitted to CML’s Budgeting Department. During the first week of October, the Financial Management and Budgeting Department reviews the submitted budgets for alignment with target budgets and looks for any exceptions or inconsistencies. Reports and data are prepared for management for the administrative review process. The Chief Executive Officer and Chief Financial Officer/Fiscal Officer meet with each Department Director to review and discuss the details of each budget request. At these meetings adjustments are made to balance CML’s proposed expenditures with estimated revenue. During the last part of October, the

BUDGET STRUCTURE, POLICIES AND PROCEDURES

Budgeting Department and the Fiscal Officer complete budget revisions and prepare a summary budget report for the Finance Committee which details the budget strategy and proposed budget. November/ The Finance Committee recommendations are incorporated into the proposed budget and the final December budget report for the Board. The final report and the Budget (in the form of an Appropriation Resolution) are presented to the Board for approval effective January 1. State law requires at least a temporary budget be adopted prior to January 1. April The Final Budget for the year must be filed with the Budget Commission by April 1, in accordance with Ohio law.

Budgeting Annual Timeline

March/April May/June July/Aug Sept/Oct Nov/Dec/Jan Feb/Mar/April

Develop/Revise Budget Forecast Board of Trustees Passes Budget

Develop County Tax Request County Reviews Budget Request Final Budget Filed with County

Board of Trustees Approves Request Management Budget Review

Budget Request due July 20

Budget Training/Departments Develop Budgets

LIBRARY ORGANIZATION AND REPORTING ENTITY

CML’s reporting entity has been defined in accordance with Section 3375.01 (E) of the Ohio Revised Code, and thus affirms the boundaries of the Columbus Metropolitan Library, a county library district, to be composed of all of the land area within Franklin County, Ohio, except for the land area lying within the boundaries of other public library districts in the County.

Franklin County and the City of Columbus issue their own financial statements and do not exercise oversight responsibility over CML, which is a separate legal entity and is financially, managerially and operationally independent.

Columbus Metropolitan Library is governed by a Board of Trustees. The Board consists of seven (7) members: four are appointed by the Board of County Commissioners, and three are appointed by the Judges of the Court of Common Pleas. Legally, CML is a separate entity and is not a part of the county or city government. The Board of Trustees is the policy-making body for the institution and is responsible for approving all services and activities.

The Board directly appoints three employees: the Chief Executive Officer, the Fiscal Officer, and the Deputy Fiscal Officer:

The Chief Executive Officer is the chief administrative officer and acts in an advisory capacity to the Board, recommending programs, policies, procedures and directing the day-to-day activities of Columbus Metropolitan Library.

The Fiscal Officer is appointed each year at the Board’s annual organizational meeting. This position is provided for within the Ohio Revised Code, Section 3375.32. This individual is responsible for all financial matters of the Board, including the preparation of the annual budget.

The Deputy Fiscal Officer is appointed each year at the Board’s annual organizational meeting. This individual is responsible for all financial matters of the Board, including the preparation of the Comprehensive Annual Financial Report.

CTO Cherie Lamborn (foreground), her pal Molly and Jamie (Budgeting)(background) volunteered to read to children as part of a new program called “Reading Buddies”.

There’s no monkeying around when it comes to reading, learning and libraries for CEO, Patrick Losinski, but he encourages all to be curious like George and learn!

LIBRARY ORGANIZATION AND REPORTING ENTITY

Columbus Metropolitan Library is a dynamic organization that aligns talents to better support organizational strategies with one focus in mind, the customer. As an industry innovator, CML challenges itself to find new ways to conduct business. Adopted in 2011, the circular organizational chart helps staff to understand that everything the organization does is guided by customer need, not by the people of the organization.

CML’s structure is organized by teams and then departments. There are three executive teams including: Chief Financial Officer (CFO) and Chief Customer Experience Officer (CXO), reporting to Chief Executive Officer (CEO). Each team is subdivided into departments and further subdivided into divisions and sections. Each department has its own director or manager who reports directly to their team’s chief. Additionally, CML has an Executive Leadership Team (ELT), a Strategic Planning Team (SPT) and a Management Team (MT).

In a traditional hierarchical organizational chart, a Board of Trustees or CEO is at the top with direct reports of the chief level staff, as you will see later in the department sections of this book. The circular organizational chart reads similarly. The two outer circles name CML’s affinity organizations, Board of Trustees, Chief Executive Officer and leadership teams; the leaders of CML. The Chief level manages and

LIBRARY ORGANIZATION AND REPORTING ENTITY

guides the individual departments named on the inner circles, i.e. CFO is in charge of 2020Vision Plan, Finance and Property Management Departments. The departments are made up of separate divisions, branches, or locations and are the ones closest to the customers with daily contact. Each Department’s customer base is slightly different with the overall organization focusing on impacting those who use the library’s services.

As noted in the organizational chart, each leadership team has well-defined purposes and roles within the organization to support the vision and purpose of the library.

Leadership Teams Purpose & Roles Team Name Executive Leadership Strategic Planning Management Team Team Team Visioning; Create strategy; Set strategy; Drive Execution and Team Purpose Inspire people outcomes; Grow people coordination Visioning Strategy Tactics Ensure strategic clarity Strategic clarity Strategic alignment Guarantee fiscal Develop organizational Manage to budgets stewardship of public budget funds Set organizational Establish, communicate, Manage priorities and priorities monitor library priorities meet deadlines Grow the leadership talent Assess and evaluate Demonstrate progress organizationally progress Team Instill and inculcate our Operational oversight Operational coordination Responsibilities values in the organization Nurture the organizational Establish system Monitor and report on culture performance measures performance measures Provide inspirational Drive innovation Operationalize innovation leadership Anticipate community Monitor societal trends Operationalize trends and needs and position the and community needs to community needs library to meet those evolve strategy to deliver needs impact Live library values Live library values Live library values

LIBRARY ORGANIZATION AND REPORTING ENTITY

The Executive Leadership Team (ELT) is comprised of four members: the Chief Executive Officer (CEO) and his three direct reports (pictured below) including the Chief Financial Officer (CFO), Chief Customer Experience Officer (CXO) and Chief Talent Officer (CTO).

Mr. Patrick Losinski Ms. Paula Miller Ms. Alison Circle Ms. Cherie Lamborn Chief Executive Officer Chief Financial Officer Chief Customer Chief Talent Experience Officer Officer

Strategic Planning Team • Patrick Losinski, Chief Executive Officer • Paula Miller, Chief Financial Officer • Alison Circle, Chief Customer Experience Officer • Cherie Lamborn, Chief Talent Officer/Human Resources • Marihelen Hatcher, Public Services • Gregg Dodd, Marketing • Burt Bardus, Information Technology • Nikki Scarpitti, Strategic Initiatives • Donna Zuiderweg, Development & Affinity

Leadership of the Management Team rotates to provide a growth opportunity to SPT level management. In late 2013, Todd Daughenbaugh was named to lead the team with support being provided by Chris Stein, CFOs administrative assistant. Membership on the Management Team (MT) rotates annually with a core group kept for team continuity.

Management Team • Ty Alexander, Human Resources • Jan Smith, Budgeting • Shaunessy Everett, Public Services • Henry Martinez, Property Management • Debra Pack, Marketing • Laura Simonds, Technical Services • Wendy Tressler, 2020 Vision Plan • Todd Daughenbaugh, Finance

LIBRARY SERVICES

Columbus Metropolitan Library’s collection contains approximately 2 million items including books, eBooks, audio eBooks, compact discs, DVDs, audiobooks, magazines, maps and sheet music, all of which circulated more than 15 million times in 2013. In 2013, CML was one of the first subscribers to Hoopla, a new product which offers streaming movies, music and audiobooks. CML also has a microfilm collection of magazines and newspapers that serve as a resource for historians and genealogists.

Public computers at all Library locations provide access to the Internet, Microsoft Office products, and a wealth of premium electronic databases; customers used these computers more than 2.3 million times in 2013. CML’s website, columbuslibrary.org, provides access to eContent, the catalog and other information.

CML offers programs for customers of all ages. Story-times and an annual Summer Reading Club for children, teens and adults engage people in reading and literacy. CML now offers a Kids Card which allows children to check-out up to three children’s print items without accruing fines. All locations offer homework help in a discrete space; children rely on these centers to get assistance with homework from trained staff and volunteers. These help centers also provide public computers with free printing and no time restrictions. As a way to promote reading to children who might not visit the library, CML is piloting delivery to kindergarten through 5th grade classrooms in one of the smaller school districts. If successful, it will be expanded to other schools in CML’s service area. Another new program is Reading Buddies which helps students with their reading skills by giving them an opportunity to practice reading out loud to an adult.

Outreach Services provides library services to customers who are unable to visit a library. Services include deliveries to the homebound, lobby stops at extended care facilities and bookmobiles which serve children at risk of starting school unprepared to read.

The Ready to Read Corps provides library services to customers outside of the library, concentrating on children who are at increased risk for low literacy. Ready to Read staff have moved from visiting community organizations, social service agencies and other places where parents can be found, to regularly visiting parents in their homes to educate parents and caregivers on how to become their child’s first teacher.

CML continues to work with different organizations and neighborhood groups to capture and archive Columbus and the surrounding region’s history. The African American digital collection where library staff scans letters, newspapers, photographs and other items specific to the Columbus African American community now has 20,000 items and continues to grow. This collection is the cornerstone for CML’s digital collection. These materials are available on columbuslibrary.org for all to discover and access.

LIBRARY SERVICES

CML STRATEGIC PLAN

OUR PLAN

At Columbus Metropolitan Library, our focus is on our customers and the future of our community. Our purpose and vision is realized through aligning our annual work with a focused Strategic Plan. Young Minds is the top tier of our Strategic Plan. Our Strategic Plan focuses on the young minds in our communities and the outcomes that help children build foundations for successful lives.

CML STRATEGIC PLAN

2014 STRATEGIC INITIATIVES

STRATEGY 2014 TACTICAL PLAN Complete new branch at Driving Park (on time and on budget) by May 2014. Complete new branch at Whitehall (on time and on budget) by October 2014. Replace the Parsons Branch. Design complete by January 2015. Replace the Northside Branch. Design complete by 2014. Renovate and expand Northern Lights Branch. Design complete January 2015. My Library Replace the Shepard Branch. Complete site demolition on budget by April 2014. (2020 VP) Replace the Martin Luther King Branch. Select site by December 2014. Replace the Dublin Branch. Select site and complete design development by December 2014. Replace or renovate and expand the Hilliard Branch. Finalize strategy and begin design in 2014. Renovate Main Library. Complete design by December 2014. Establish Marion-Franklin Branch by first quarter of 2014. Implement the 2020 VP communication plan to ensure effective execution in all channels. Expand YouMedia model to the new Driving Park and Whitehall Branches in 2014. Begin School Delivery (of books) to elementary schools in the Groveport Madison School District, the Columbus Collegiate Academy (Q1), and all Columbus & Whitehall City Schools elementary schools (Q4). Young Minds Design and launch the Ready for Kindergarten initiative. Assess and define role of Outreach Services within CML's heightened education focus to recommend future service scope, including measurable outcomes. Design and launch CML's response to the State's Third Grade Reading Guarantee. Expand Public Service staff utilization of Polaris by 1) developing training for PS staff that will increase their knowledge and competency in using the accounts and search functions of Polaris and 2) exploring Polaris Simply Reports functionality, identifying key data needed by the organization and developing SQL reports to provide this data as necessary. Work with Ohio Library Council, Ohio metro libraries and national associations to secure access to all eBook publishers. Automate renewals to occur without action by customers to reduce fines and potential blocks; increase My Library circulation. Collaborate with Central Library Consortium (CLC) to create a “one card / account” approach to expand access for all CLC customers. Investigate the best solution for system wide replacement of the current facility security panels, fire alarm systems and associated hardware and software to give us open architecture and scalable technology in a state- of-the art security system. Implement the 2014 tactics of the Local Digital Collections Strategy to digitally preserve our community's heritage. Provide CML staff with the tools to engage customers in reading conversations. Communicate CML's 2014 Tactical Plan to staff to inform and engage them in the work of the organization. Point of Sale (POS) Donor Reporting. Ensure staff is trained on accepting and recording donations at the Point My Library of Sale and that this information can be tracked and shared with Development. Grow Team Increase capacity and reliability of web and database environments, through standardization of platforms. Execute a plan that protects CML's core IT data and services to eliminate risk of data loss. Execute IT's 3-year Plan to clearly communicate IT focus, add innovative services, and evolve our technology services.

CML STRATEGIC PLAN

STRATEGY 2014 TACTICAL PLAN CML Partners Launch public phase of Great Libraries Create Campaign to raise funds for 2020 VP. (Leverage Maximize municipal contributions to help fund 2020 VP. Community Partner with Columbus State Community College to bring their programs/services into our new buildings. Create and implement a comprehensive 3-year Talent Management Strategy to identity long-range succession planning and training needs to meet CML's future staffing needs. Complete a series of infrastructure upgrades to information technology systems to ensure adequate network capacity for all staff and customer services. Review various software systems, including OnBase, SharePoint and ONESolution, in order to identify and prioritize opportunities for efficiency through optimization of technology and automation of business processes. Build and implement a new online Marketing Catalog with more robust search and report functions to increase CML Staff work efficiency and budgeting. (Grow Team) Conduct a systematic review of operations, including internal controls, of each department and related operations to mitigate risks and ensure a viable, sustainable library system. (Internal Audit) Implement procurement strategies and communication plan to provide guidelines, training and clear understanding of the Procurement function. Create a 3-year Organizational Climate and Staff Engagement Process to assess and mitigate issues that may have a direct impact on employee engagement and productivity. Implement review of all CML policies, including the employee handbook, with the Board of Trustees Governance Task Force to ensure consistency and compliance and mitigate potential risk.

CML STRATEGIC PLAN

2013 STRATEGIC ACCOMPLISHMENTS Key Accomplishments by Strategy for 2013

STRATEGY 2013 TACTICAL PLAN

Implement people counter technology to obtain accurate data about customer use of facilities Implement Brand Expectations for all facilities to provide a consistent customer experience Implement new Integrated Library System as a member of the CLC (Central Library Consortium) Develop a Main Library Space Plan that will guide future renovation and new uses for Main Library Revise 2020 Vision Plan to reflect current census data, customer and library service trends and new technology offerings My Library Pilot new self-serve scanning / fax machines at Main Implement Flat Fee Fine Strategy to increase access and promote a positive community image Implement new wireless system that improves speed and reliability for notebooks and mobile devices Develop the service model for the Marion-Franklin branch Design and Launch Columbus African American Digital Collection Implement mobile technologies as tools for staff to increase efficiency Waterproofing sections of the Main Library Parking Garage Implement the goals and recommendations developed in the Teen Services Business Plan Young Implement the goals and recommendations developed in the Ready to Read Business Plan Minds Increase focus on third-grade reading proficiency in Homework Help Center and other Young Minds programs and services Plan a network of Teen-centric learning labs among five central Ohio organizations (YouMedia grant) Implement the goals and recommendations developed in the Job Help Center Business Plan - (Life Skills Life Skills Strategy) Pilot teen learning lab at Main Library as part of network participation in YouMedia Grant Expand SharePoint environment to enhance staff collaboration Implement upgraded accounting system, SunGard's OneSolution ERP Leverage Design and implement a new staff intranet to improve staff communication Capacity Launch the capital campaign to supplement funding for buildings Refine process for vetting partnership opportunities with other organizations Implement Mystery Shopper program to establish benchmarks to enhance customer experience Determine customer service training needs based on results from Mystery Shopper program to ensure staff Grow Team provide customers with world class service Develop New Performance Assessment Process

CML STRATEGIC PLAN

2013 Notable Accomplishments

The following are 2013 accomplishments illustrative of ongoing visionary strategies, successful operational projects, process improvements and passionate staff. 2013 Operational Accomplishments Transitioned all CML locations from its legacy online catalog system, Discovery Place to Polaris, the new online catalog system training 653 staff with basic skills and 201with search training; migrated all processes and workflows in Technical Services to meet the new demands of Polaris including transferring existing orders and reserves. Raised $7.7M to support efforts to revitalize 10 library branches in support of the 2020 Vision Plan; achieved 94% participation in a staff philanthropic outreach. Received several grants in 2013 from Institute of Museum and Library Services (2) and Battelle totaling over $1.3M focusing on at-risk children and collaborative digitization of materials. Broke ground at Driving Park Branch and Whitehall Branch building sites; bought properties for building sites at Parsons Branch, Northern Lights Branch, Shepard Branch and a parcel at Main Library. Increased transportation of boxed books and other library materials by 8.9% for the Central Library Consortium; a membership of 11 library systems throughout the central Ohio area with a promise of three additional library systems to be added the first half of 2014. Received Library Journal’s 5-star rating for the sixth year in a row. Increased community partnerships with CoGo Bike Share System in conjunction with city of Columbus; Center of Science & Industry (COSI); U.S. Dept of Health & Human Services; volunteers from many areas; Columbus Crew, the area’s professional soccer team; Gateway Film Center Received the Government Finance Officers’ Association Comprehensive Annual Financial Report (CAFR) Award for the 27th consecutive year and the Distinguished Budget Presentation Award for the 22nd consecutive year. Eliminated time limits on public PCs if there are no reservations. Hosted the Annual Celebration of Learning record-breaking event that raised over $500,000 for the Columbus Metropolitan Library Foundation. Marketing Department won two awards and cited for having “work that transcends innovation and craft”: • Earned the 2013 Award of Distinction for 2011 Celebration of Learning Marketing Campaign from The Communicator Awards, an international award honoring excellence in marketing and communications • 2013 American Marketing Association Achievement in Marketing Awards for 2013 Summer Reading Club Marketing Campaign from the Columbus American Marketing Association, honoring central Ohio excellence in marketing Increased presence on social media and engaged customers by adding accounts on Pinterest, Google + and Instagram, while garnering added impact on: Facebook up by 18.5% and Twitter up by 18.2% since 2012 Received the Mid-Ohio Regional Planning Commission Certificate of Appreciation (MORPC) issued to CML Green Team, recognizing efforts to commit to alternative transportation options, participation as Green Spot members and implement other green practices. Continued support of green initiatives by recycling: • 221,756 lbs. of hardback books • 132,644 lbs. of sorted office paper • 9,500 lbs. of assorted plastic • 207 lbs. of batteries • 147 lbs. of aluminum cans • 224 lbs. of plastic bottles

CML AWARD-WINNING PROFESSION LEADER

CML PERFORMANCE MEASURES

PERFORMANCE MEASURES FUNCTION

Since 2005, CML has been developing and tracking performance measures. These are in addition to the statistics CML collects and reports to the State Library of Ohio and the Public Library Association on an annual basis. CML’s framework for developing performance measures is based in part on a balanced scorecard approach to include measurement types for Customers, Employee Learning and Growth, Internal Processes and Financial. In selecting measures CML attempts to measure outcomes rather than outputs or activities and link them to its strategic plan. Measures are quantifiable, agreed to beforehand, and reflect the critical success factors for CML. Targets are set to allow operational decisions to be made with data. As targets are reached and maintained, performance measures may be discontinued.

Columbus Metropolitan Library continues to work on gathering data from various systems as part of a Business Intelligence initiative that provides key information about operational costs, processes and programs. This data will help define meaningful performance measures that illustrate cost savings, efficiency gains, cost effectiveness and help guide future business decisions.

The last part of this section focuses on a Public Services Department accomplishment that is difficult to measure quantitatively – serving our customers. Excellent customer service has been a primary objective for CML over the years; however, the technique has changed relative to customers’ need and technology development. Examples of the current customer service best practice are evident via pictures and stories throughout this report. A new program called “mystery shopper” has been implemented throughout the system, which takes a snapshot of customer service provided within each branch monthly.

Christopher and Rick from Main Library welcome the Columbus State Community College students back by offering to sign students up for library cards and provide other helpful information.

CML PERFORMANCE MEASURES

PERFORMANCE MEASURE RESULTS

2013 TACTICAL PLAN PERFORMANCE MEASURES 2013 STRATEGY AREA MEASUREMENT MEASURE TARGET ANNUAL & TACTIC TYPE CUSTOMERS, Installed people counters in all library My Library & INTERNAL A buildings to obtain accurate data about N/A N/A Leverage Our PROCESSES & customer use of facilities Capacity FINANCIAL Implemented a new and updated Integrated 1 million My Library & CUSTOMERS & A Library System that provides 1 million more N/A more items Leverage Our FINANCIAL materials to customers to borrow Capacity Upgraded wireless technology with four My Library & CUSTOMERS & A times the capacity and three times the N/A N/A Leverage Our FINANCIAL speed than CML had previously Capacity Launched new “Kids Cards” which do not A have fines in order to increase access of CUSTOMERS N/A N/A Young Minds materials to at-risk children Amount of donation funding raised in first My Library & year of a five year fundraising campaign to CUSTOMERS & A $20.0M $7.7M Leverage Our supplement 2020 Vision Plan to replace or FINANCIAL Capacity remodel ten library buildings Number of items added to the new My Library A Columbus African American Digital FINANCIAL N/A 11,544

Collection to share on Library’s website

Young Minds & % of donation funding to support 2013 CUSTOMERS & A N/A 45.4% Leverage Our Summer Reading Club FINANCIAL Capacity

LEGEND: M=Monthly Q=Quarterly A=Annually Customers Employee Learning & Growth Internal Processes Financial Who are CML’s How does CML enable itself to What are the key internal How does CML customers and how does grow and change while meeting processes CML must add value for the organization create ongoing demands? excel at in order to drive customers value for them? value for customers? while controlling costs?

CML PERFORMANCE MEASURES

2011-2013 OPERATIONAL PERFORMANCE MEASURES

2011 2012 2013 FUNCTIONAL MEASUREMENT MEASURE ANNUAL ANNUAL TARGET ANNUAL AREA TYPE A # of visits at Homework Help Centers CUSTOMERS 60,922 68,719 N/A 79,832 Public Services A # of visits at Job Help Centers CUSTOMERS 42,451 44,860 N/A 39,525 Public Services Summer Reading Club Program A CUSTOMERS (4.5%) (6.4%) NA 3.7% Public Services Attendance % of increase (decrease) Summer Reading Club Completion A CUSTOMERS 53.8% 60.0% 65.0% 56.0% Public Services Rate - Kids Summer Reading Club Completion A CUSTOMERS 48.0% 48.0% 55.0% 46.0% Public Services Rate - Teens EMPLOYEE Human A Staff Turnover Rate LEARNING & 11.4% 16.7% 12.0% 17.0% Resources GROWTH Technical Services Average Days in INTERNAL Technical M 3.5 days 3.5 days 2.0 days 8.1 days Department PROCESSES Services Self-check as a % of first-time check INTERNAL M 95.4% 94.5% 95.0% 91.0% Public Services out (renewals not included) PROCESSES INTERNAL M Custodial Audit Average Score 91.5% 92.5% 90.0% 93.6% Custodial PROCESSES Average % of technology support INTERNAL Information M 96.0% 99.5% N/A 80.3% incidents resolved per month PROCESSES Technology Personnel Salary & Benefit A FINANCIAL 59.4% 56.8% ≤ 65% 59.2% Finance Expenditures as a % of Total Budget Cost of Summer Reading Club per A FINANCIAL $1.19 $1.02 N/A $1.37 Public Services; participant (out of pocket) Marketing & Cost of Summer Reading Club per A FINANCIAL $1.99 $2.07 N/A $2.50 Development participant (total costs) A Volunteer hours worked at CML FINANCIAL 46,859 69,513 N/A 65,559 Public Services Cost of Volunteer hours worked at A FINANCIAL $509,829 $864,186 N/A $827,512 & Development CML

LEGEND: M=Monthly Q=Quarterly A=Annually Customers Employee Learning & Growth Internal Processes Financial Who are CML’s customers How does CML enable itself to What are the key internal How does CML and how does grow and change while meeting processes CML must excel at add value for customers the organization create ongoing demands? in order to drive value for while controlling costs? value for them? customers?

CML PERFORMANCE MEASURES

EXCEPTIONAL CUSTOMER EXPERIENCE

Columbus Metropolitan Library has a strong tradition of excellent customer service. CML implemented training to support and continue this tradition, beginning in the late 1980s with STYLE (Service Techniques Yielding Library Excellence) or with CLASS (Customers Leaving Appreciative, Satisfied and Sold) in the 1990s. In the mid-2000s, the Public Services Department formed a staff task force to explore how to implement a new concept called proactive service. This can be summed up as “get off your seat and on your feet”. In other words, approach customers rather than waiting for them to approach you.

Trainings like STYLE, CLASS and proactive services formed the foundation for a new customer service initiative. Exceptional Customer Experiences (ECE) launched at the end of 2009. This initiative was developed to give every customer who walked into any of our 21 locations, called on the phone, emailed/instant messaged or visited the website an exceptional experience. CML’s goal is exceeding customers’ expectations, not just meeting them.

EXCEPTIONAL CUSTOMER EXPERIENCES

Creating Exceptional Customer Experiences at CML

 We strive to surprise and delight customers by exceeding their expectations.

 We treat all library customers fairly and respect their reasons for using the library.

 We explore different ways to create an exceptional customer experience.

 We actively promote the library and our services to customers.

 We work as part of a team that supports one another as we create an inviting environment for all.

Guidelines, in the form of a Best Practice (above), were created and shared with Public Services staff at the end of 2009. At the core of these guidelines were our four values; respect, trust, excellence and passion. In addition to stating how to create exceptional customer experiences, the Best Practice also suggests behaviors to use when interacting with customers (next page). To make the ECE Best Practice dynamic and an integral part of daily operations, each branch and Main Library was charged with developing an ECE plan geared to the customers at their location. Plans were created that articulated the experience they wanted their customers to have. At the beginning of 2010, ECE plans were put into practice on a daily basis. Staff training was developed and implemented by mid-2010 incorporating the core behaviors on the following page necessary to elicit the best customer experience.

CML PERFORMANCE MEASURES

EXCEPTIONAL CUSTOMER EXPERIENCES

Behaviors that Create Exceptional Customer Experiences:

Be aware of our facial expression and body language. Acknowledge customers as they enter and leave the library. Approach every transaction with the goal of providing the correct answer. Anticipate what is needed by observing and being aware of customers and activities at our locations. Focus on the physical details – everything matters. Are the information and circulation desks clutter free, is the foyer welcoming, are displays attractive, flush and full, is the public area inviting? Be knowledgeable about Library information (resources, policies, procedures, etc.). Contribute positively to the customer’s overall library experience. Be visible and mobile ready to assist customers where they are. Engage with customers be welcoming, friendly and hospitable. Actively listen to what is said, observe non-verbal cues and ask questions if needed. Adapt our communication style as needed. Empathize with customers. Negotiate with customers as needed. Implement the Code of Conduct in order for all customers to enjoy the library.

Public Services staff encourages feedback from customers with the “How are we doing?” postcards (you will see some of the feedback throughout the budget book). Staff is also provided an outlet for feedback with a monthly self-observation form which also incorporates supervisor observations. This is another way of ensuring that the ECE concepts will become an integral part of how staff interacts with customers.

CML, now in the fourth year of the Exceptional Customer Experiences initiative, is emphasizing three behaviors – Awareness, Acknowledgement and Approachability. The location plans are still in place, but realized that it is easier for us to remember and focus on three behaviors. The 3 A’s, as they are referred to, provide the vehicle for staff in all locations to provide a consistent exceptional customer experience. We continue to hear from customers that their experience at Columbus Metropolitan Library is exceptional.

How are we doing?

Customer comments about our staff:

"I am in the library several times a week and am always so impressed to watch the different interactions staff have with the children and adults that visit. You are always so kind and respectful. Best library ever!!" New Albany Branch

"I truly wish I could receive as first-rate assistance at other places as I did tonight in Science, Business, and News." Science, Business, and News Division of Main Library

“Thank you to all the staff that has been helping me out with my account and the computers in an exemplary fashion for some time now. Keep up the good work.” Circulation Division of Main Library

MAJOR SOURCES OF REVENUE

Columbus Metropolitan Library receives the majority of its revenue from the State of Ohio and Franklin County by way of the Franklin County Budget Commission (Budget Commission). The Budget Commission certifies the Tax Budget to CML by September 1 prior to the start of the budget year (January 1-December 31). As part of this certification, CML receives the Official Certificate of Estimated Resources, which states the projected revenue of each fund. On or about January 1, this certificate is amended to include any unencumbered balances from the preceding year. The total estimated revenue, together with any prior year carryover of unencumbered cash, then serves as the basis for the annual appropriation. The combination of expenditures and encumbrances from any fund during the ensuing fiscal year must not exceed the amount stated in the Amended Certificate of Estimated Resources. CML’s two major sources of revenue are the state funded Public Library Fund (PLF) and a 2.8 mill continuing property tax levy. The following pages note the changes in these two revenue sources over the past decade and the measures employed to help sustain CML’s future. CML developed a long range facilities building plan, called the 2020 Vision Plan, in 2009 to align CML’s future facility space needs with library programs and services.

In 2012, CML issued $92M in debt financing to fund and accelerate the 2020 Vision Plan. This debt financing option chosen was Public Library Fund Notes, also called Library Facilities Notes, which are secured by CML’s annual distribution of Public Library Fund revenue from the State of Ohio. This revenue source is explained in detail later in this section. Ohio Revised Code allows libraries to borrow against future revenue at a maximum of 30% of the average of the previous two years of Public Library Fund receipts. For CML this equates to $5.8M annually over a maximum term of 25 years resulting in $99.4M in bond proceeds. The debt is to be re- paid in 25 annual installments through 2037.

In 2013, approximately 86% of all Library revenue was derived from two significant sources: a 2.8 mill property tax levy and the State of Ohio’s Public Library Fund. The following sections explain past and current challenges along with assumptions of CML’s long-term financial modeling.

General Property Tax Levy Property tax levies in Ohio are based on the taxable value of property applied to the property tax rate approved by the voters. Taxable value is equivalent to the property’s true value multiplied by a specified percentage, or assessment rate. Determining both of these values differs by the type of property, residential/agricultural and commercial/industrial. The taxable value is then applied to the property tax rate, or millage.

Property values are reappraised by the county auditor every six years with values updated every third year in between. The Ohio Revised Code restricts the growth in taxes due to property value changes with what is called tax reduction factors. Tax reduction factors, determined for each property type class are applied to the property tax rate and yield what is called an effective rate. The effective rate, not the millage rate, is applied to property values carried over from the previous year to prevent increased taxes. If property values decrease the effective rate increases, but only up to the maximum of the original tax rate approved by the voters.

As levies reach the end of term, entities have the option to replace or renew levies to extend, increase, or decrease the amount of revenue. Renewal of a levy extends the current effective rate of a levy for a specified period of time and does not increase a taxpayers cost. A levy replacement resets the effective rate of a levy back to the original or another select millage rate and applies the reset rate to the current assessed property value. Impact of the replacement levy is dependent on the effective rate of the former levy.

The original 2.2 mill levy was passed by voters in 1986 and then renewed in 2000 for 10 years. In 2000, the financial modeling resulted in a recommendation to renew rather than replace the 1986 levy, which did not increase taxes for the taxpayer. Following the unprecedented expansion of the economy during the late 1990s, the 1999 financial model estimated that state revenue which funded the Public Library Fund would

MAJOR SOURCES OF REVENUE increase, on average, 4% per year for each year of the decade (2000 - 2010). When actual state revenue was significantly lower than projected throughout the current decade, CML was forced to adjust services and deplete reserves to offset $125 million in unrealized planned revenue.

As property valuations continued to increase, the effective rate of the levy decreased further. Over 25 years the effective rate of the original 2.2 mill levy was reduced to .75 mills for residential/agricultural property and 1.14 mills for commercial/industrial property.

As state budget reductions, freezes and the major cuts the last decade reduced PLF revenue, the library continued to operate with the levy approved in 1986 (renewed in 2000), while all other urban public library systems in Ohio had been back to their voters one or more times during the last 10 years. CML made significant program changes, reduced library materials budgets, cut 160 full-time positions from the payroll, reduced pay and hours for all remaining staff, reduced service hours for the public, postponed technology upgrades and delayed maintenance and capital improvements in order to not return to the voters before the 10-year levy expired.

In 2010, CML prepared to ask voters to approve a replacement levy. Ten-year financial models were developed analyzing a variety of tax millage amounts and expenditure projections. Revenue estimates included the potential legislative impacts of: • Tax incremental financing or TIF-like incentive plans that were estimated to divert more than $1.7 million of the library’s property tax to other entities or priorities • The state’s phase-out of the tangible personal property subsidy reimbursement removing another $10 million through 2018 • Additional state revenue reductions to the Public Library Fund due to the uncertainty of the state economy

Analysis confirmed replacing the 2.2 mill levy would provide funding for less than four years. Additional financial models with increased millage were developed and presented to Library leadership and the Board of Trustees.

After scrutinizing all of the financial models, the Board of Trustees gave approval to place a 2.8 mill continuing levy on the November 2010 ballot. An army of volunteers reached out to the voters and the levy overwhelmingly passed by a 2 to 1 margin. The first year of this levy, which reset the low effective rates of the original 1986 levy for residential, agriculture, commercial, and industrial property types, provided a significant revenue increase. The chart shown on the following page illustrates the decreased effective rates along with the impact of resetting these effective rates upon passage of the 2010 levy.

MAJOR SOURCES OF REVENUE

In 2011, the Franklin County Auditor’s office re-assessed property values and property valuations decreased an average of 8%. Since CML’s levy effective rate was at the maximum of 2.8 mills, tax revenue decreased in relation with the decreased property values. Tax incremental financing and exempted property also contributed to the overall decrease in property valuation. Despite the 2012 6.8% decrease in tax revenue, in 2013, it stayed relatively constant comparatively with a slight decrease.

It remains difficult to forecast revenue streams in today’s economic climate even though the economy has leveled out. In accordance with the current long-range financial forecast, CML pledges to diligently manage all costs and avoid requesting additional funding from the community before 2020. CML has a reputation of sound financial management and will apply financial management best practices to support this pledge.

Public Library Fund (PLF) As mentioned previously, another major source of funding for CML is money received from the State of Ohio’s Public Library Fund (PLF). Prior to 2008 this revenue source was funded with a specific percentage of state income taxes collected in Ohio. When state revenue took a downturn in 2001, budget legislation superseded the formula with a “freeze” that limited distribution to the lesser of the formula or the amount collected in the previous year.

Effective in January of 2008 state legislation changed the funding formula to 2.22% of all types of the state’s General Revenue Fund tax revenue. The diversity of revenue types was intended to provide future growth to this fund. In 2009 state legislators reduced the PLF funding rate from 2.22% to 1.97% effective August 2009. This reduction, along with the economic downturn, decreased 2009 revenue $4,345,012, or 17.8% from 2008. An entire year of this reduced percentage in 2010 resulted in an additional shortfall of $1,214,229.

State legislation enacted as part of the state’s 2012-2013 biennium budget changed the funding strategy again in 2011. Instead of the “percentage of revenue” approach, the PLF was funded at 95% of funding received during the state’s fiscal year (July 2010 through June 2011) “base year” period. Effective July 2013, the “percentage of revenue” funding approach resumed with a one-time calculation that reduced the funding percentage to 1.66% of the State of Ohio’s General Revenue Fund. The State of Ohio reported additional

MAJOR SOURCES OF REVENUE tax reform measures will increase overall revenue thus increasing library revenue. However, with current funding at 1996 levels, efforts are currently underway to encourage legislators to increase the funding percentage to 2%.

The State of Ohio distributes payments of actual prior month collections to each county by the 10th of each month. Each county then distributes the revenue to each library district around the 15th of each month.

The Franklin County Budget Commission calculates the distribution of this revenue to the seven (7) public library districts within Franklin County using a formula that was negotiated and agreed upon by each of the library districts. Based on this formula, CML receives approximately 60.0% of the county’s share.

As noted previously this funding source is used to re-pay debt financing issued in 2012 and the chart below shows the amount receipted to the Debt Service Fund to cover the $5.8M annual payment.

Revenue Trends and Expectations Annual percentage increases (decreases) in CML’s two main sources of income over six (6) years are shown below with charts illustrating historical trends and 2014 revenue estimates: Year General Property Tax Levy PLF (State Taxes) 2009 .2% (17.8%) 2010 .7% (6.1%) 2011 165.7% 5.9% 2012 (6.8%) (5.6%) 2013 (.6%) (.2%) 2014 (1.1%) (4.3%) * Based on information provided by the State of Ohio Department of Taxation, Franklin County Auditor and the Ohio Library Council.

MAJOR SOURCES OF REVENUE

Below is a 10-year historical look at CML’s two major sources of revenue across funds; General Property Taxes and PLF Revenue, including 2014 estimates.

MAJOR SOURCES OF REVENUE

*REVENUE DETAIL BY FUND AND SUMMARY OF ALL FUNDS % CHANGE FUND NAME ACTUAL ACTUAL BUDGET BUDGET Over/(Under) Over/(Under) SOURCE OF REVENUE 2012 2013 2013 2014 Actual Budget General Fund: Public Library Fund $18,823,977 $13,450,644 $13,554,638 $12,872,258 (4.3%) (5.0%) General Property Tax Levies 52,129,754 52,119,679 51,813,765 51,542,935 (1.1%) (0.5%) Customer Fines and Fees 1,432,550 1,184,555 900,000 1,200,000 1.3% 33.3% Earnings on Investments 201,198 153,928 100,000 190,000 23.4% 90.0% Charges for Services 729,855 694,314 500,000 554,000 (20.2%) 10.8% Contributions, Gifts and Donations 0 0 1,000 1,000 100.0% 0.0% Miscellaneous Revenue 650,219 274,212 299,000 302,500 10.3% 1.2% Proceeds from Public Library Fund Deb 99,435,518 0 0 0 0.0% 0.0% Total General Fund: $173,403,071 $67,877,332 $67,168,403 $66,662,693 (1.8%) (0.8%) Special Revenue Fund: Grants-Intergovernmental $95,828 $61,607 $0 $0 (100.00%) 0.00% Rental Income 688,042 699,988 671,430 683,860 (2.3%) 1.9% Miscellaneous Revenue 20,590 19,985 21,000 21,600 8.1% 2.9% Earnings on Investments 1,274 1,161 1,477 1,300 12.0% (12.0%) Contributions, Gifts and Donations 399,934 262,063 500,000 400,000 52.6% (20.0%) Total Special Revenue Fund: $1,205,668 $1,044,804 $1,193,907 $1,106,760 5.9% (7.3%) Debt Service Fund: Public Library Fund $0 $5,817,312 $5,817,256 $5,817,925 0.0% 0.0% Earnings on Investments $0 $769 $0 $0 (100.0%) 0.0% Total Debt Service\ Fund: $0 $5,818,081 $5,817,256 $5,817,925 (0.0%) 0.0% Capital Projects Fund: Earnings on Investments $11,440 $385,593 $175,000 $425,000 10.2% 142.9% Contributions, Gifts and Donations 15,144 1,000,000 4,825,000 2,750,000 175.0% (43.0%) Miscellaneous Revenue 0 908,070 0 560,000 (38.3%) 100.0% Total Capital Projects Fund: $26,584 $2,293,663 $5,000,000 $3,735,000 62.8% (25.3%) Internal Service Fund: Earnings on Investments $10,719 $7,145 $8,465 $7,000 (2.0%) (17.3%) Charges for Services 4,523,355 4,784,665 4,861,093 5,307,484 10.9% 9.2% Miscellaneous Revenue 67,656 73,646 50,000 10,000 (86.4%) (80.0%) Total Internal Service Fund: $4,601,730 $4,865,456 $4,919,558 $5,324,484 9.4% 8.2% Permanent Fund: Earnings on Investments $51 $27 $50 $20 (25.9%) (60.0%) Total Permanent Fund: $51 $27 $50 $20 (25.9%) (60.0%) Digital Download Collaboration Fund Miscellaneous Revenue $1,614,400 $1,443,000 $1,500,000 $1,750,000 21.3% 16.7% Total Digital Dwnld Collab. Fund: $1,614,400 $1,443,000 $1,500,000 $1,750,000 21.3% 16.7% Summary - All Funds: Public Library Fund $18,823,977 $19,267,956 $19,371,894 $18,690,183 (3.0%) (3.5%) General Property Tax Levies 52,129,754 52,119,679 51,813,765 51,542,935 (1.1%) (0.5%) Government Grants-in-Aid 95,828 61,607 0 0 (100.0%) 0.0% Customer Fines and Fees 1,432,550 1,184,555 900,000 1,200,000 1.3% 33.3% Charges for Services 5,253,210 5,478,979 5,361,093 5,861,484 7.0% 9.3% Earnings on Investments 224,682 548,623 284,992 623,320 13.6% 118.7% Rental Income 688,042 699,988 671,430 683,860 (2.3%) 1.9% Miscellaneous Revenue 2,352,865 2,718,913 1,870,000 2,644,100 (2.8%) 41.4% Contributions, Gifts and Donations 415,078 1,262,063 5,326,000 3,151,000 149.7% (40.8%) Proceeds from Public Library Fund Deb 99,435,518 0 0 0 0.0% 0.0% Total - All Funds: $180,851,504 $83,342,363 $85,599,174 $84,396,882 1.3% (1.4%) * Excludes Interfund Transfers

MAJOR SOURCES OF REVENUE

Underlying Revenue Assumptions

• Public Library Fund – Ohio’s 2014-2015 state biennium budget was to return funding of the Public Library Fund to a “percentage of revenue” funding formula. In July, 2013 the Ohio Department of Taxation calculated the funding percentage at 1.66%. The 2014 budget is 3.0% less than 2013 actual revenue based on recent estimates from the Ohio Department of Taxation. The state reports the increased revenue expected in 2014 from tax reform measures will be delayed until 2015.

• General Property Tax Levies – This estimate is usually based on the “Official Certificate of Estimated Resources” received from the Franklin County Auditor based on tax valuation information. Property Tax revenue is budgeted to be $51.5M, a decrease of $.6M from 2013 projected revenue. This 1% decrease is mainly due to the continued decline of commercial property values. The budget includes a 6.7% estimate of uncollected taxes in accordance with recent delinquent tax data reported by the Franklin County Auditor and actual 2013 collections.

• Grants-Intergovernmental – This revenue source was budgeted in neither 2013 nor 2014, but CML continually seeks alternative funding for special programs and services, i.e. the state mandate called Kindergarten Readiness to ensure children are prepared for kindergarten.

• Customer Fines & Fees – This source of revenue has trended downward since temporary reduced operational hours from late 2009 through 2010. In 2012 the first phase of a revised fine policy was implemented to reduce the punitive aspects of fines and increase access to materials through a reduction in blocked library cards. Additional phases of the strategy include issuing kids’ library cards (which was completed in 2013) and implementing an automatic renewal of materials if no other request for materials is pending. Automatic renewals are expected to be implemented in 2014.

MAJOR SOURCES OF REVENUE

• Charges for Services – This revenue is estimated to increase in 2014 by 7.0% over 2013 actual revenue. The majority of this category (90.6%) is related to CML’s Self Insurance Fund and is due to medical and prescription cost trends, new plan design changes, CML’s claim experience and increased enrollment. The General Fund revenue is decreasing due to ending contracts for library catalog access service with two partner libraries, but will be tempered by a shared transportation reimbursement agreement with Central Library Consortium (CLC). Other sources of this revenue are monies collected for the Main Library parking garage and library customer copier and computer printing fees.

• Earnings on Investments – The overall estimate for receipt of investment interest increased based on a higher cash balance from property tax levy revenue and proceeds from debt financing. CML currently invests funds in certificates of deposit, federal agency securities, money market accounts and STAR Ohio. STAR Ohio is an investment pool managed by the Ohio State Treasurer’s Office allowing governments within Ohio to pool funds for investment purposes. CML’s investment portfolio is reviewed regularly for opportunities to improve yield performance.

Earned interest is distributed monthly to the General Fund, Land Development Fund, Capital Projects Fund, Debt Service Fund, Self Insurance Fund, and the Permanent Fund based on the average daily fund balance.

• Rental Income – The rental income posted is received from apartment rental income. CML purchased nearby apartment property for the purpose of future expansion of Main Library. The 2014 budget incorporates a 3% vacancy and delinquency rates for rental income. The budget indicates a 2.3% decrease from actual income collected in 2013 due to low vacancy rates and delinquencies in 2013, and prepaid (2014) rents receipted in 2013.

• Miscellaneous – This category accounts for various miscellaneous revenue sources, primarily reimbursements, rebates and proceeds from the sale of real and personal property. This revenue is projected to decrease 2.8% from last year’s actual revenue due to less E-rate refunds and health insurance pharmacy rebates in the Self Insurance Fund.

• Contributions, Gifts and Donations – In accordance with board policy the majority of individual gifts and donations are directed to the Columbus Metropolitan Library Foundation, a 501(c) 3 organization set up for memorial and tribute gifts. Philanthropic investments to leverage the Public Library Fund Notes proceeds for CML’s 2020 Vision Plan will be deposited into the Capital Projects Fund. The 2014 budget in the Restricted Donations Fund includes plans to seek private and corporate donations along with grant funds to support operating costs for Ready to Read Corps, annual Summer Reading Club, Homework Help Centers and other special programs. Additionally, many pledged donations are provided specifically to support CML’s library materials collection.

STAFFING

2013 STAFFING CHANGES

In 2014, CML budgeted for 650.8 full-time equivalent (FTEs) positions. This is a 1% increase (6.5 FTEs) from 2013’s actual of 644.3 FTEs and an increase of 5.1 FTEs compared to the 2013 budget. This change is attributed to increases in both public services and support staff in Technical Services, Public Services and Maintenance Services. CML is dedicated to maintaining the appropriate staffing levels through workforce planning and talent management. This philosophy supports fiscal stewardship while aligning job functions to the future needs of the organization. Objectives for 2014 include focusing on leadership development and workforce planning as technologies and processes are improved.

As noted in the chart below, CML experienced a significant FTE reduction in 2009 due to state funding reductions. Non-exempt staff hours were reduced 10% and exempt pay was reduced 5%. Upon passage of CML’s new property tax levy in November of 2010 hours were restored in January 2011.

Management continually assesses and adjusts system wide workforce levels and is committed to organizational/management/talent development. The 10-year staffing trend is shown in the following chart:

STAFFING

STAFFING BY DEPARTMENT Historical FTE counts for each department within CML are shown in the table below.

DEPARTMENT 2010 2011 2012 2013 2014 CHANGE IN NAME ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET BUDGET

Chief Executive Officer 2.0 2.0 2.0 3.0 3.0 3.0 - Development & Affinity 3.9 5.0 6.0 9.0 6.0 6.5 0.5 Human Resources 12.8 13.0 13.0 12.0 13.0 12.0 -1.0 Chief Financial Officer 1.9 2.0 2.0 2.0 2.0 2.0 - Financial Services 8.6 9.0 9.0 13.0 13.0 14.0 1.0 Financial Management & Budgeting 3.0 3.0 3.0 3.0 3.0 3.0 - Innovation & Project Management 6.7 8.0 8.0 - 4.0 - -4.0 Property Management Property Mgmt Admin 10.8 10.0 10.0 9.0 10.0 9.0 -1.0 Custodial Services 2.8 3.0 3.0 3.0 3.0 3.0 - Maintenance Services 9.0 10.0 10.0 12.0 10.0 12.0 2.0 Transportation Services 9.9 11.5 10.0 12.5 10.0 12.5 2.5 Security Services 12.8 14.0 14.0 13.0 14.0 13.0 -1.0 2020 Vision & Facilities Branding - 2.0 - 3.0 - 1.0 1.0 Chief Customer Experience Officer - 1.0 2.0 3.0 2.0 4.0 2.0 Community Relations 1.9 ------Information Technology 34.2 38.0 31.0 33.0 31.0 30.0 -1.0 Marketing 8.6 9.0 11.0 7.0 11.0 8.0 -3.0 Public Services 457.7 494.4 488.7 487.1 489.0 498.1 9.1 Technical Services 21.5 23.7 21.7 19.7 21.7 19.7 -2.0 Chief Operating Officer - 2.0 1.0 - - - - TOTAL POSITIONS (ftes) 608.1 660.6 645.4 644.3 645.7 650.8 5.1

In order to meet financial challenges several years ago, CML implemented the Service Area Manager structure. The Service Area Manager structure assigned one manager to two geographically related branches. In 2013, CML elected to move back to the one branch, one manager model. This change caused an increase in the public services department due to hiring managers for the branches formerly in the Service Area Manager structure. In order to support CML’s Young Minds Strategic Initiative, additional staff was added in the Youth Services division within the Public Services Department, therefore increasing staff in the public services department.

Departments and staff were realigned in 2013 in order to focus on CML’s top organizational priorities. The Innovation and Project Management department was dissolved and staff were moved to 2020 Vision & Facilities Branding, Customer Experience Division and Information Technology. The Records & Distribution Division had previously been a part of the Innovation & Project Management Department and in 2013 this Division moved into Financial Services. The increase in Financial Services is due to this realignment. The decrease in the Marketing Department is due to the Web Applications Team moving to the Information Technology Department.

The increase in Transportation Services can be attributed to CML joining the Central Library Consortium (CLC) in May 2013 and providing transportation services to 13 additional libraries which equated to a total of 46 delivery locations.

STAFFING

STAFFING BY JOB TITLE 2010 2011 2012 2013 2014 CHANGE IN JOB TITLE ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET BUDGET

Accounting Asst 2.7 2.0 - - - - - Accounting Services Manager 1.0 1.0 1.0 1.0 1.0 1.0 - Accounting Services Supervisor 1.0 ------Accounting Specialist - 1.0 1.0 1.0 1.0 1.0 - Accounts Payable Associate - - 1.0 1.0 1.0 1.0 - Admin of Applications Development 1.0 1.0 - - - - - Administrative Assistant 5.4 6.0 6.0 6.0 6.0 6.0 - Annual Giving & Grants Manager 1.0 1.0 1.0 1.0 - -1.0 Applications Designer 1.0 1.0 1.0 1.0 - -1.0 Applications Development Manager - - 1.0 1.0 1.0 - -1.0 Applications Programmer 5.0 5.0 4.0 4.0 4.0 4.0 - Applications Project Manager 2.0 2.0 1.0 - 1.0 - -1.0 Applications Solution Architect 1.0 1.0 1.0 - 1.0 - -1.0 Assistant to Chief Executive Officer 1.0 1.0 1.0 1.0 1.0 1.0 - Asst Manager Commun, Reg Div (MLS) 3.0 3.0 - - - - - Asst Manager Neighborhood Div (MLS) 1.0 1.0 - - - - - BOLD Program Participant - 1.0 1.0 - 1.0 - -1.0 Benefits Administrator 1.0 1.0 1.0 Budget Analyst 1.0 1.0 1.0 1.0 1.0 1.0 - Business Analyst 1.0 - - - Business Applications Manager 1.0 1.0 - - - - - Business Intelligence Analyst - - 1.0 1.0 Catalog & Materials Supervisor 1.0 1.0 - - - - - Chief Customer Experience Officer - 1.0 1.0 1.0 1.0 1.0 - Chief Executive Officer 1.0 1.0 1.0 1.0 1.0 1.0 - Chief Financial Officer/Fiscal Officer 1.0 1.0 1.0 1.0 1.0 1.0 - Chief Information Officer 1.0 1.0 1.0 Chief Operating Officer 1.0 1.0 - - - - Chief Talent Officer 1.0 1.0 1.0 Compensation & Benefits Manager - 1.0 1.0 - 1.0 - -1.0 Compensation & Benefits Specialist 1.0 - - - - - Custodial Supervisor - 1.0 1.0 1.0 1.0 1.0 - Custodial/Transportation Clerk ------Custodial/Transportation Manager 1.0 ------Custodial/Transportation Supervisor 1.0 ------Custodian (Rover) 1.8 2.0 2.0 2.0 2.0 2.0 - Customer Insights Analyst - - - - Customer Service Associate 58.7 68.7 66.1 65.0 66.1 65.0 -1.1 Customer Service Manager - - 15.0 15.0 15.0 15.0 - Customer Services Specialist 103.8 114.5 111.7 110.0 111.7 110.0 -1.7 Customer Services Specialist II - - 5.0 8.0 5.0 10.0 5.0 Database Administrator 1.0 1.0 1.0 1.0 1.0 - -1.0 Deputy Director 1.0 ------Desktop Administration Specialist 2.0 2.0 1.0 2.0 1.0 -1.0 Desktop Operations Supervisor - - 1.0 - 1.0 - -1.0 Desktop Operations Team Lead 1.0 1.0 - - - - - Desktop Service Specialist 0.9 1.0 - - - - - Development and Grants Manager 1.0 1.0 1.0 Development Director 1.0 ------Development Specialist 1.0 1.0 1.0 1.0 1.0 1.0 - Digital Experience Analyst 3.0 2.0 - - - - - Digital Experience Team Lead - 1.0 1.0 - - - - Digitization & Special Collection Specialist - - 1.0 1.0 1.0 1.0 - Director of Collection Management - - 1.0 - 1.0 - -1.0 Director of Community Rel/Development 1.0 ------Director of Development & Affinity 1.0 1.0 1.0 1.0 1.0 - Director of Digital Strategy 1.0 1.0 1.0 - 1.0 - -1.0

STAFFING

2010 2011 2012 2013 2014 CHANGE IN JOB TITLE ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET BUDGET

Director of Early Childhood Literacy - 1.0 - 1.0 1.0 Director of Facilities Brand Strategy - 1.0 - - - - - Director of Financial Services - 1.0 1.0 1.0 1.0 1.0 - Director of Human Resources 1.0 1.0 1.0 - 1.0 -1.0 Director of Information Technology - 2.0 2.0 2.0 Director of Innovation & Perf Measures - 1.0 1.0 - 1.0 -1.0 Director of Marketing - - 1.0 1.0 1.0 1.0 - Director of Marketing and Strategic Planning - 1.0 - - - - - Director of Property Management 1.0 1.0 1.0 1.0 1.0 1.0 - Director of Reading Education - - 1.0 1.0 1.0 Director of Strategic Initiatives - - - 1.0 1.0 1.0 - Director of Technical Services 1.0 1.0 - - - - - Director of Vision 2020 Plan - - - 1.0 - - - Distribution Clerk 1.1 1.6 - - - - - Driver/ CSA 3.6 4.0 3.0 - 3.0 - -3.0 Driver/ Sorter - - 1.0 2.0 1.0 2.0 1.0 Early Childhood Specialist 1.0 1.0 1.0 1.0 1.0 1.0 - Employee Life Cycle Specialist - - 1.0 1.0 1.0 1.0 - Facility Projects Manager 3.0 3.0 3.0 4.0 3.0 4.0 1.0 Finance Specialist 1.0 1.0 1.0 1.0 1.0 1.0 - Financial Mgmt & Budget Manager 1.0 1.0 1.0 1.0 1.0 1.0 - Financial Mgmt/FMIS Specialist 1.0 1.0 1.0 1.0 - -1.0 Fiscal Services Manager 1.0 ------Government Relations Coordinator 1.0 1.0 - - - - - Grants Specialist - - - 1.0 0.5 0.5 Graphic Designer 1.0 1.0 1.0 1.0 1.0 1.0 - Graphic Production Assistant 0.7 1.0 - - - - - Homework Help Center Aide 4.6 0.2 0.2 - 0.2 -0.2 Homework Help Center Associate - - 7.9 7.4 7.9 7.4 -0.5 Homework Help Center Coordinator 18.9 22.5 - - - Homework Help Center Specialist 0.9 7.4 22.5 22.5 22.5 22.5 0.0 HR Consultant - - 2.0 2.0 2.0 1.0 -1.0 HR Services Manager - - 1.0 1.0 1.0 1.0 - HR Services Specialist 0.9 1.0 - - 1.0 1.0 HR/HRMS Specialist 1.0 1.0 1.0 - 1.0 -1.0 Human Resources Generalist 2.0 2.0 - - - Human Resources Operations Manager 1.0 1.0 - - - Information & Customer Services Manager 1.0 1.0 1.0 Information Services Manager - - 12.0 8.0 12.0 8.0 -4.0 Information Services Specialist - - 60.4 60.9 60.4 61.4 1.0 Innovation Analyst - - 2.0 2.0 -2.0 Intern 0.2 0.2 0.2 IT Manager - - 1.0 1.0 -1.0 IT Operations Generalist 2.7 3.0 3.0 3.0 3.0 3.0 - IT Operations Team Lead 1.0 1.0 - - IT Planning Analyst 1.0 1.0 1.0 1.0 1.0 1.0 - IT Specialist 2.7 2.0 3.0 3.0 3.0 3.0 - IT Support Manager 1.0 1.0 1.0 IT Support Supervisor - - 2.0 2.0 2.0 2.0 - IT Systems Analyst - - 2.0 2.0 2.0 2.0 - IT Systems Analyst II 1.0 1.0 1.0 IT Systems Supervisor 1.0 1.0 1.0 Lead Library Tech Asst 6.3 5.0 - - - Librarian Asst, Collection Access - Librarian Asst, Technical Services 1.8 2.0 2.0 2.0 -2.0 Librarian 1.0 1.0 1.0 Librarian I 42.4 43.7 42.2 37.0 42.2 37.0 -5.2

STAFFING

2010 2011 2012 2013 2014 CHANGE IN JOB TITLE ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET BUDGET

Librarian I (NE) 3.7 3.7 3.7 Librarian I, Technical Services 2.0 2.0 2.0 1.0 2.0 1.0 -1.0 Librarian II, Technical Services 5.0 5.0 4.0 4.0 4.0 4.0 - Librarian II/Subj Specialist 2.0 2.0 1.0 1.0 1.0 1.0 - Library Assistant 55.6 60.4 - - - - Library Assistant Technical Services 2.5 - 2.5 2.5 Library Services Aide 0.5 - 0.5 0.5 Library Services Aide/Shelver 24.4 28.1 30.3 28.4 30.3 28.4 -1.9 Maintenance Supervisor 2.0 2.0 2.0 2.0 2.0 2.0 - Maintenance Technician 5.4 6.0 5.0 5.0 5.0 5.0 - Maintenance Technician II 3.6 4.0 5.0 5.0 5.0 5.0 - Manager - - 8.0 9.0 8.0 9.0 1.0 Manager (Non-MLS) 3.0 - 3.0 3.0 Manager II - - 10.0 13.0 10.0 13.0 3.0 Manager 2020 Vision - - - 1.0 1.0 Manager of Community, Neighborhood Div 7.0 7.0 - - - - - Manager of Regional/Division 12.0 12.0 - 2.0 - 2.0 2.0 Marketing Communications Coordinator 2.0 2.0 - - - - - Marketing Communications Manager 1.0 ------Marketing Communications Specialist - - 2.0 2.0 2.0 3.0 1.0 Marketing Operations Manager - - 1.0 1.0 1.0 1.0 - Materials Services Supervisor - - 13.0 13.0 13.0 12.0 -1.0 Network Administrator 4.0 5.0 5.0 1.0 5.0 1.0 -4.0 Network Engineer 1.0 1.0 1.0 1.0 1.0 1.0 - OD & Learning Manager 1.0 1.0 1.0 1.0 1.0 1.0 - Operations Manager - - - - Operations Specialist 0.9 1.0 1.0 1.0 1.0 1.0 - Ops Mgr/Capital,Facilities, & Energy 1.0 1.0 1.0 1.0 1.0 1.0 - Ops Mgr/Custodial, Maint & Trans 1.0 1.0 1.0 1.0 1.0 1.0 - Organizational Development Specialist 3.0 3.0 3.0 3.0 3.0 3.0 - Outreach Associate - - 3.0 3.0 3.0 3.0 - Outreach Manager - - 1.0 1.0 1.0 1.0 - Outreach Specialist - - 5.0 5.0 5.0 5.0 - Outreach Tech Asst 4.5 5.0 - - Payroll Associate - - 1.0 1.0 1.0 1.0 - Payroll Services Coordinator 0.9 - - - Payroll Services Manager 1.0 1.0 1.0 1.0 1.0 - PC Cleaning Technician - - - - Print Services Associate 0.9 1.0 1.0 1.0 1.0 1.0 - Procurement Associate - 1.0 1.0 1.0 1.0 1.0 - Procurement Manager 1.0 1.0 1.0 Procurement Specialist 1.0 1.0 1.0 1.0 1.0 1.0 - Program Specialist-Spanish Language 1.7 2.0 0.5 0.5 -0.5 Project Analyst 2.0 3.0 3.0 Project Coordinator 1.0 1.0 1.0 Project Management & Quality Manager 1.0 - - - PS Director - - 4.0 3.0 4.0 3.0 -1.0 Public Services Administrator 4.0 4.0 - - Quality Improvement Specialist 1.0 1.0 - - Ready to Read Associate - - 1.0 1.0 1.0 1.0 - Ready to Read CSS - - 1.0 1.0 1.0 1.0 - Ready to Read Program Leader 6.0 5.0 - - Ready to Read Program Manager 1.0 1.0 1.0 1.0 1.0 1.0 - Ready to Read Program Specialist 7.2 9.0 8.0 8.0 8.0 8.0 - Ready to Read Program Supervisor - - 3.0 4.0 3.0 4.0 1.0 Records & Distribution Associate - - 3.0 3.0 3.0 3.0 - Records & Postal Center Clerk 2.7 3.0 - - - - -

STAFFING

2010 2011 2012 2013 2014 CHANGE IN JOB TITLE ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET BUDGET

Records & Distribution Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 - Recruiting & Staffing Specialist 1.0 1.0 1.0 1.0 1.0 1.0 - School & Teen Program Manager 1.0 1.0 1.0 -1.0 Security Aide 1.4 1.5 1.5 1.5 -1.5 Security / Custodial Aide 0.5 0.5 0.5 Security Manager 1.0 1.0 1.0 1.0 1.0 1.0 - Security Officer 28.1 31.8 31.8 32.3 31.8 32.3 0.5 Security Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 - Senior Project Manager 1.0 - Senior Sorter 0.9 1.0 - - Senior Technical Services Associate - Service Area Manager 4.0 4.0 4.0 4.0 -4.0 Service Desk Team Lead 1.0 1.0 - - Sorter 3.6 3.5 3.0 3.5 3.0 3.5 0.5 Sr Business Analyst 1.0 1.0 - - Summer Reading Assistant 0.6 0.6 0.6 0.6 0.6 0.6 - Systems Admin Specialist - - 1.0 1.0 1.0 1.0 - Systems Administration Manager 1.0 1.0 - - Systems Adiministrator 1.0 2.0 2.0 Team Leader I (MLS) 3.0 5.0 - 2.0 - Team Leader I (Non MLS) 14.0 14.0 - - Team Leader II (MLS) 24.0 24.0 - - Team Leader II (Non MLS) 15.0 15.0 - - Technical Services Associate 5.1 6.1 7.7 6.7 7.7 6.7 -1.0 Technical Services Associate II 2.7 3.0 2.0 1.5 2.0 1.5 -0.5 Technical Services Manager 1.0 2.0 1.0 2.0 1.0 -1.0 Technical Services Specialist 1.8 1.0 1.0 1.0 1.0 1.0 - Technical Services Supervisor 2.0 2.0 2.0 Technology Support Manager 1.0 1.0 1.0 1.0 -1.0 Teen Mentor - - - 0.3 -0.3 Teen Serivces Mentor 0.5 0.5 0.5 Telecommunications Specialist 1.0 1.0 - - Traffic Coordinator 1.0 1.0 - - Transportation Supervisor 1.0 1.0 1.0 1.0 1.0 - Vehicle Operator Transportation 5.4 6.0 5.0 6.0 5.0 6.0 1.0 Volunteer Services Associate 0.9 1.0 - - Volunteer Services Coordinator 1.0 1.0 - - Volunteer Services Manager - - 1.0 1.0 1.0 1.0 - Volunteer Services Specialist - - 1.0 1.0 1.0 1.0 - Volunteer Specialist - - - 1.0 - - - Web Designer 1.0 1.0 1.0 1.0 1.0 1.0 - Web Applications Supervisor - - - 1.0 -1.0 Youth LiteracyProgram Manager 1.0 1.0 1.0 0.5 -0.5 Youth Services Aide 0.5 - Youth Services Associate 0.9 1.0 1.0 1.0 1.0 1.0 - Youth Services Leader 5.0 1.0 1.0 1.0 1.0 1.0 - Youth Services Manager - - 15.0 13.0 15.0 13.0 -2.0 Youth Services Supervisor - - 6.0 8.0 6.0 10.0 4.0 Youth Services Specialist - - - - - 7.5 7.5

TOTAL POSITIONS (FTEs) 608.1 660.6 645.4 644.3 645.7 650.8 5.1

STAFFING

All new employees attend a comprehensive On-Boarding class on their first day of employment at CML. This allows new employees to become familiar with CML’s vision, values and strategies. It also serves as a great way for new employees to meet other staff and make new connections. Additional topics covered in this three-hour class include Technology and Benefits.

The On-Boarding class shortens the learning curve for new employees and gives them the tools to be effective in their new positions.

SUMMARY – ALL FUNDS

SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE – ALL FUNDS Special Debt Capital 2014 APPROVED BUDGET General Revenue Service Projects Fund Funds Fund Fund REVENUE: Public Library Fund $12,872,258 $0 $5,817,925 $0 General Property Tax Levies 51,542,935 0 0 0 Customer Fines & Fees 1,200,000 0 0 0 Charges for Services 554,000 0 0 0 Earnings on Investments 190,000 1,300 0 425,000 Contributions, Gifts and Donations 1,000 400,000 0 2,750,000 Rental Income 0 683,860 0 0 Miscellaneous Revenue 302,500 21,600 0 560,000 Proceeds from Public Library Fund Debt 0 0 0 0 Grants/Federal/State/Local 0 0 0 0 TOTAL REVENUE: 66,662,693 1,106,760 5,817,925 3,735,000 Transfers from other funds 12,860,369 75,625 0 0 TOTAL REVENUE AND TRANSFERS-IN: 79,523,062 1,182,385 5,817,925 3,735,000 EXPENDITURES: Salaries and Benefits 37,057,772 30,020 0 0 Library Materials and Information 7,495,400 50,139 0 0 Capital Outlay 14,354,272 4,298 0 91,904,367 Operational Services 13,110,666 1,216,736 0 0 Debt Service 0 0 5,817,925 0 Supplies 1,188,848 260,274 0 0 Other 1,647,174 70,966 0 0 Contingency 0 397,831 0 0 TOTAL EXPENDITURES: 74,854,132 2,030,264 5,817,925 91,904,367

Transfers to other funds 0 0 0 12,935,994

TOTAL EXPENDITURES AND TRANSFERS-OUT: 74,854,132 2,030,264 5,817,925 104,840,361 EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER EXPENDITURES AND TRANSFERS-OUT: 4,668,930 (847,879) 0 (101,105,361)

BEGINNING CASH FUND BALANCE ENDING CASH FUND BALANCE FUND ess BALANCE ese ed RESERVES: o cu b a ces BEGINNING UNRESERVED FUND BALANCE 37,108,296 890,252 485,596 110,932,936 ENDING UNRESERVED FUND BALANCE $41,777,226 $42,373 $485,596 $9,827,575

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SUMMARY – ALL FUNDS

SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE – ALL FUNDS Self Digital Download 2014 2014 APPROVED BUDGET Insurance Permanent Collaboration TOTAL BUDGET Fund Fund Fund ALL FUNDS REVENUE: Public Library Fund $0 $0 $0 $18,690,183 General Property Tax Levies 0 0 0 51,542,935 Customer Fines & Fees 0 0 0 1,200,000 Charges for Services 5,307,484 0 0 5,861,484 Earnings on Investments 7,000 20 0 623,320 Contributions, Gifts and Donations 0 0 0 3,151,000 Rental Income 0 0 0 683,860 Miscellaneous Revenue 10,000 0 1,750,000 2,644,100 Proceeds from Public Library Fund Debt 0 0 0 0 Grants/Federal/State/Local 0 0 0 0 TOTAL REVENUE: 5,324,484 20 1,750,000 84,396,882 Transfers from other funds 0 0 0 12,935,994 TOTAL REVENUE AND TRANSFERS-IN: 5,324,484 20 1,750,000 97,332,876 EXPENDITURES: Salaries and Benefits 0 0 0 37,087,792 Library Materials and Information 0 618 1,750,000 9,296,157 Capital Outlay 0 0 0 106,262,937 Operational Services 5,582,132 0 0 19,909,534 Debt Service 0 0 0 5,817,925 Supplies 0 0 0 1,449,122 Other 0 0 0 1,718,140 Contingency 0 0 0 397,831 TOTAL EXPENDITURES: 5,582,132 618 1,750,000 181,939,438

Transfers to other funds 0 0 0 12,935,994

TOTAL EXPENDITURES AND TRANSFERS-OUT: 5,582,132 618 1,750,000 194,875,432 EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER EXPENDITURES AND TRANSFERS-OUT: (257,648) (598) 0 (97,542,556)

BEGINNING CASH FUND BALANCE ENDING CASH FUND BALANCE FUND BALANCE RESERVES: BEGINNING UNRESERVED FUND BALANCE 2,213,453 68,339 12,811 151,711,683

ENDING UNRESERVED FUND BALANCE $1,955,805 $67,741 $12,811 $54,169,127

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SUMMARY – ALL FUNDS

SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE – ALL FUNDS TOTAL 2013 2012 2011 ALL FUNDS Actual Actual Actual REVENUE: Public Library Fund $19,267,956 $18,823,977 $19,954,000 General Property Tax Levies 52,119,679 52,129,754 55,911,594 Customer Fines & Fees 1,184,555 1,432,550 1,534,992 Charges for Services 5,478,979 5,253,210 4,557,166 Earnings on Investments 548,623 224,682 264,877 Contributions, Gifts and Donations 1,262,063 315,078 724,132 Rental Income 699,988 688,042 660,382 Miscellaneous Revenue 2,718,913 2,452,865 1,217,623 Proceeds from Public Library Fund Debt 0 99,435,518 0 Grants/Federal/State/Local $61,607 95,828 248,955 TOTAL REVENUE: 83,342,363 180,851,504 85,073,721 Transfers from other funds 8,386 99,312,628 22,511,675 TOTAL REVENUE AND TRANSFERS-IN: 83,350,749 280,164,132 107,585,396 EXPENDITURES: Salaries and Benefits 35,407,342 35,176,386 33,764,879 Library Materials and Information 8,338,082 9,168,248 8,216,585 Capital Outlay 8,575,095 2,289,075 1,632,068 Operational Services 16,088,335 15,973,984 14,311,917 Debt Service 5,817,256 0 0 Supplies 1,306,809 1,326,629 1,410,325 Other 990,715 1,019,798 893,739 Contingency 0 0 0 TOTAL EXPENDITURES: 76,523,634 64,954,120 60,229,513

Transfers to other funds 8,386 99,312,628 22,511,675

TOTAL EXPENDITURES AND TRANSFERS-OUT: 76,532,020 164,266,748 82,741,188 EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER EXPENDITURES AND TRANSFERS-OUT: 6,818,729 115,897,384 24,844,208

BEGINNING CASH FUND BALANCE 153,980,456 38,083,072 13,238,864 ENDING CASH FUND BALANCE 160,799,185 153,980,456 38,083,072 FUND ess BALANCE ese ed RESERVES: o cu b a ces 9,08 ,50 3, 3 ,390 3,55 ,669 BEGINNING UNRESERVED FUND BALANCE

ENDING UNRESERVED FUND BALANCE $151,711,683 $150,848,066 $34,525,403

GENERAL FUND DESCRIPTION AND BUDGET NARRATIVE

FUND DESCRIPTION The General Fund represents CML’s operating fund. It is used to account for all financial resources, except those required to be accounted for in a more specialized fund. The fund balance of the General Fund is available for operations, support of the strategic and tactical plans, projects or initiatives for CML, provided it is expended or transferred in accordance with the laws of the State of Ohio.

A sub-fund was added to the General Fund in 2011 called the General Projects Fund due to changing accounting standards for what qualifies as a capital asset. This sub fund accounts for multiple operational and tactical projects which keeps general project costs separate from operational expenditures.

BUDGET NARRATIVE During the budget process, the General Fund is the most predominant because it reflects the highest priorities affecting CML, from determining appropriate staffing levels and benefits, to establishing the level of maintenance or technology offered.

Over the past several years, both of CML’s major revenue streams, property taxes and the Public Library Fund, have been significantly impacted by a weakened economy, the passage of the 2010 property tax levy, property value re-assessments, and/or changes in legislation. Reductions of the Public Library Fund over the last decade required diligent efforts to scale back library operations and postpone facility and technology improvements. Increased revenue from the 2010 property tax levy restored hours, services and infrastructure projects in 2011. However, the following year many projects were postponed as additional exempted property and decreased property values reduced the estimated value of taxable property 6.7%. Refer to the Major Revenue Section for additional history of the revenue received from the Public Library Fund and General Property Tax Levy.

In 2012, CML issued $92M in debt financing to fund the 2020 Vision Plan, CML’s capital building plan. The Ohio Revised Code allows libraries to borrow against future revenue at a maximum of 30% of the average of the previous two years of Public Library Fund receipts. This equates to a $5.8M annual repayment. A portion of the Public Library Fund receipts, equal to the annual debt repayment, is set aside in the Debt Services Fund each year. This reduces the Public Library Fund receipts to the General Fund annually through 2037.

The 2014 budget provides for operations that meets and exceeds the needs of CML’s customers, and ensures a strong foundation for future budgets. The emphasis of budget development continues to be on strategic planning, fiscal stewardship and balanced budgeting to ensure long-term financial stability. This budget supports the innovation, technology, automation, digitization, renovation of facilities and strategic partnerships.

The 2014 budget is a balanced budget with a projected ending unreserved fund balance of $41,777,226. Approximately $2.2M of encumbrances from the 2013 budget carried over to supplement the 2014 budget.

Budget Carryover: The 2013 original budget, when it was first adopted, anticipated ending the year with a $32,575,087 unencumbered balance. By the end of 2013, expenditures were less than anticipated, resulting in a higher ending balance, totaling $37,108,296.

The Budget Carryover of $37,108,296 has been added to the 2014 budgeted revenue of $66,662,693, making a total of $103,770,989 available for expenditures. The total appropriation for operational and equipment expenditures is $74,854,132. The ending unreserved fund balance is projected to be $41,777,226, or 55.8% of the General Fund expenditure budget excluding transfers.

GENERAL FUND DESCRIPTION AND BUDGET NARRATIVE

Revenue: The 2014 General Fund Estimated Revenue as compared to the 2013 Actual Revenue is as follows:

Source 2013 Actual 2014 Budget % Inc/(Decr) PLF (State Taxes) $ 13,450,644 $12,872,258 (4.3%) General Property Tax 52,119,679 51,542,935 (1.11%) Other Revenue 2,307,009 2,247,500 (2.58%) Total Revenue $67,877,332 $66,662,693 (1.79%)

The significant decrease and underlying assumptions for these Revenue Sources are as follows:

Public Library Fund (PLF) – This revenue source has experienced major changes the past several years due to the recent economic downturn coupled with state legislative changes. Additional state

funding reductions were implemented as a result of the State of Ohio’s2011 -2013 biennium budget decreasing CML’s estimated receipts by 5.9%. CML issued Public Library Fund Notes in the amount of $92M in the fourth quarter of 2012 in order to rebuild or remodel 9 of the 20 branch libraries and Main Library. The funds received were moved ot the Capital Fund ($99.3M) less fees related to the sale. The notes are a special obligation of CML to be paid in the amount of $5.8M over the next 24 years. CML moved the annual payment amount from General Fund PLF revenue to the Debt Service Fund reducing the General Fund PLF receipts by 30.2% to fulfill this obligation. The State’s 2014-2015 biennium budget returned the Public Library Fund to a “percentage of revenue” funding formula. In July 2013, the Ohio Department of Taxation calculated theunding f percentage at 1.66% of state revenue. Based on recent estimates from the Ohio Department of Taxation, the impact to CML will be a 5.0% decrease in the 2014 budget versus the 2013 budget. The State has reported that the increased revenue originally expected in 2014 from tax reform measures will be delayed until 2015. General Property Tax Levies – This estimate is based on passage of the 2.8 mill replacement levy

and revenue estimates from the Franklin County Auditor. Tax revenue in201 3 decreased $10K or 0.02% from 2012 receipts. The 2014 budget is established at $51.5M with a $577K decrease from 2013 actual receipts. This decrease is due to the continued decline of commercial property values. In addition to Real Estate Tax Collections, this category is made up of Real Estate Property Tax Rollback and State Personal Property Tax Subsidy. Many planned purchases and projects in the 2013 budget were reduced or postponed to offset the latest revenue loss. In accordance with Ohio law, CML’s estimated revenue cannot exceed the County Auditor’s Official Certificate of Estimated Resources. Other Revenue – This category makes up3.4 % of CML’s total general fund revenue. Other

revenue has averaged 5.94% for the past 10 years, as a percentage of total general fund revenue. CML will continue to enhance current internally generated sources and/or search for alternative revenue sources. Customer Fines & Fees – This source of revenue has experienced a steady decline in receipts since

2008. Inlate 2012, Library leadership developed a New Fine Modeltrategy S to lower daily incremental fines and the maximum amount for items thus changing the fines and fees structure. Fines and fees category is budgeted in 2014 to increase by 33.3% ($300K) from the 2013 budget due to a delay in adopting the New Fine Model Strategy during the transition to the new ILS system. The New Fine Model supportsCML ’s objective to eliminate daily fine accrual by the end of 2015. CML’s long-range forecast accounts for the New Fine Model.

GENERAL FUND DESCRIPTION AND BUDGET NARRATIVE

Charges for Services – In the past, the majority of this source of revenue has come from the

integrated library member services and parking revenue and has been budgeted based on past revenue trends. The remainder comes from coin-operated customer services, such as copier and computer printers. The 2014 budget increased 10% over the 2013 budget due to the new transportation contract with partners of the Central Library Consortium. Earnings on Investments – General Fund estimates for receipt of realized investment interest are

expected to increase 90% due to an increase in the fund balance and a slight improvement in market conditions. The budget for this revenue source is based on the economic forecast for interest rates applied to the projected average monthly cash balance. Miscellaneous – The majority of 2014 revenue is expected from e-rate reimbursements and

proceeds from the sale of real and personal property. In 2014 e-rate refund requests are expected to increase less than 2%, because no new e-rate eligible services are planned for 2014. Contributions, Gifts and Donations – The amount budgeted in the General Fund to be received from contributions and donations is minimal in 2014. Most of all donations are receipted through the Columbus Metropolitan Library Foundation or have designated purposes for use within the Special Revenue and Capital Projects Funds.

GENERAL FUND DESCRIPTION AND BUDGET NARRATIVE

Expenditures: The 2014 General Fund expenditure budget as compared to the 2013 budget and actual expenditures are as follows:

2013 2014 % Budget Expenditure Category Expenditures Encumbrances* Budget Budget Incr(Decr) Salaries and Benefits $35,370,453 $0$ 35,682,825 $ 37,057,772 3.9% Supplies 995,215 84,694 1,067,528 1,188,848 11.4% Operational Services 10,892,712 1,453,849 12,963,786 13,110,666 1.1% Library Materials 7,004,191 373,658 7,400,000 7,495,400 1.3% Capital Outlay 846,946 316,054 1,167,650 14,354,272 1129.3% Transfers Out 8,386 0 8,386 - (100.0%) Other 990,715 0 1,472,000 1,647,174 11.9% Totals $56,108,618 $2,228,255 $59,762,175 $74,854,132 25.3% * Shown as Reserved for Outstanding Obligations on the Statement of Revenues, Expenditures and Changes in Unreserved Fund Balance.

The 2014 budget was developed to focus on providing adequately staffed facilities, library materials for adults and juveniles, facility repairs and improvements, providing updated technology, and furnishing new and remodeled buildings of the 2020 Vision Plan. Updated technology includes infrastructure upgrades and supporting projects related to additional digital resources, Ready to Read and Summer Reading Club. Based on target budgets provided, each department reviewed the major expenditure categories balancing the importance of items or projects that were deferred, the cost versus organizational risk and internal capacity. Customer safety, security and risk mitigation were foremost during the decision-making process.

Increases in 2014 General Fund Appropriations are for the following reasons:

Salaries and Benefits – Salaries and Benefits represent the largest allocation of available resources and are budgeted to be $37,057,772 which is an increase of $1.4M or 3.9% as compared to 2013 budget. This increase supports a modest merit increase, increased benefit costs, and an increase of 6.5 full-time equivalent positions. The increased positions includes increased staffing for two larger facilities, Driving Park and Whitehall Branches, the new Marion Franklin Branch, additional positions to support the Young Minds Strategy, grant writing, customer business analytics and continued focus on workforce planning as technologies and processes are improved. This budget incorporates a 6.7% or $2,500,000 “vacancy credit” and continued focus on maintaining the appropriate staffing levels through workforce planning as technologies and processes are improved. Supplies – Supplies are budgeted to be $1,188,848, a slight increase of $121K or 11.4% from the 2013 budget. CML actively promotes alternative funding sources for program incentives, supply sharing and program presentation materials based on existing supplies. In 2014, the largest increase was in Supplies & Minor Equipment which is due to the replacement schedule of PC components, hardware, monitors, miscellaneous branch furniture in disrepair, mandatory mailings for healthcare reform, recruitment display and library branch openings. Operational Services – This category is budgeted to be $13,110,666, an increase of $147K or 1.1% from the 2013 budget. Increases in Technology Services and Utilities are offset by savings in Professional Services and decreased number of Maintenance Services projects. This budget includes $271K of contingency funds for unknown projects. Increases in Utilities are due to additional square footage of new buildings, the new Marion Franklin Branch and owning the current branches until sold. Library Materials and Information Purchases – This category is budgeted to be $7,495,400, a slight increase of 1.3% from 2013. The 2014 Materials budget was developed with a focus on

GENERAL FUND DESCRIPTION AND BUDGET NARRATIVE

Kindergarten Readiness, Third Grade Reading, increased eBook circulation and enhanced customer- centric selection, In addition to identifying customer demand and purchasing titles accordingly, CML’s goal is to create a non-reservable bestseller collection. The following graph shows the allocation of Library Material resources by type:

Capital Outlay – This category is budgeted to be $14,354,272, an increase of $13.2M or 1,129.3% versus 2013 budget. The major increase within this budget is due to incorporating $12.8M for furniture and equipment for the 2020 Vision Plan. The remainder of this budget is based on need determined by projects planned for that year. Projects planned in 2014 include items focusing on technology, such as: photocopier and printer replacement, network infrastructure upgrades, business process automation and HVAC compressors to replace those that are broken or in disrepair. Other – This category is budgeted to be $1,647,174, an increase of $175,174 or 11.9% from 2013. CML’s contribution to the Northwest Library joint venture with Worthington Libraries (Hard Road Branch) is estimated to be $1M of the budget. Contingency funds of $639K were added to cover unexpected expenditures related to due diligence of property purchases, related property taxes of newly purchased properties, leasing of properties, costs related to the ILS and partnership and piloting of new initiatives. Transfers Out – Funds budgeted in this category are transferred to Capital Projects for future major building or equipment projects. There are no transfers budgeted in 2014.

GENERAL FUND DESCRIPTION AND BUDGET NARRATIVE

Expenditures (continued): The following chart presents the 2014 General Fund budget as compared to the 2013 budget and actual expenditures by department:

2013 2014 % Budget Team/Department Expenditures Encumbrances Budget Budget Incr(Decr) Board of Trustees $41,039 $17,383 59,083 66,956 13.3% Chief Executive Officer Administration 558,986 11,630 566,572 528,663 (6.7%) Development & Affinity 516,040 642 526,419 581,548 10.5% Human Resources 1,202,698 38,432 1,353,861 1,469,699 8.6% Chief Financial Officer Administration 338,794 235 355,646 319,881 (10.1%) Financial Management & Budgeting 189,657 0 214,914 238,793 11.1% Financial Services 1,036,183 26,310 1,044,041 1,282,413 22.8% Innovation & Performance Measure 357,888 0 357,593 0 (100.0%) Property Management 7,122,435 815,590 8,292,174 8,391,388 1.2% 2020 Vision & Facilities 452,966 53,759 529,430 13,147,581 2383.3% Chief Operating Officer Administration 0 0 0 0 0.0% Chief Customer Experience Officer Administration 361,932 15,698 381,888 483,441 26.6% Public Services PS Administration 642,814 45,805 907,133 1,265,255 Branch Operations 18,890,723 23,502 19,929,298 21,291,500 6.8% Outreach Services 829,997 0 838,765 871,086 3.9% Ready to Read Corps 819,984 2,042 930,857 944,689 1.5% Main Library 4,126,484 17,151 4,591,039 4,385,438 (4.5%) Youth Services 122,378 1,050 304,322 138,273 (54.6%) Information Technology 5,661,106 730,403 6,778,166 7,602,546 12.2% Marketing 776,846 6,107 922,103 860,150 (6.7%) Technical Services 8,685,358 389,011 9,163,323 9,188,253 0.3% Non-Departmental 3,365,924 33,505 1,707,162 1,796,579 5.2% Non-Departmental Transfers 8,386 0 8,386 0 100.0% Totals $56,108,618 $2,228,255 $59,762,175 $74,854,132 25.3%

GENERAL FUND BUDGET

STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE

2012 2013 2013 2014 GENERAL FUND ACTUAL ACTUAL BUDGET BUDGET REVENUE: Public Library Fund $18,823,977 $13,450,644 $13,554,638 $12,872,258 General Property Tax Levies 52,129,754 52,119,679 51,813,765 51,542,935 Customer Fines & Fees 1,432,550 1,184,555 900,000 1,200,000 Charges for Services 729,855 694,314 500,000 554,000 Earnings on Investments 201,198 153,928 100,000 190,000 Contributions, Gifts and Donations 0 0 1,000 1,000 Rental Income 0 0 0 0 Miscellaneous Revenue 650,219 274,212 299,000 302,500 Proceeds from Public Library Fund Debt 99,435,518 0 0 0 Grants-Intergovernmental 0 0 0 0 TOTAL REVENUE: 173,403,071 67,877,332 67,168,403 66,662,693 Transfers from other funds 0 0 0 12,860,369 TOTAL REVENUE AND TRANSFERS-IN: 173,403,071 67,877,332 67,168,403 79,523,062 EXPENDITURES: Salaries and Benefits 34,968,415 35,370,453 35,682,825 37,057,772 Library Materials and Information 7,733,198 7,004,191 7,400,000 7,495,400 Operational Services 10,343,471 10,892,712 12,963,786 13,110,666 Supplies 1,041,878 995,215 1,067,528 1,188,848 Capital Outlay 959,021 846,946 1,167,650 14,354,272 Other 1,019,798 990,715 1,472,000 1,647,174 Contingency 0 0 0 0 TOTAL EXPENDITURES: 56,065,781 56,100,232 59,753,789 74,854,132 Transfers to other funds 99,312,628 8,386 8,386 0

TOTAL EXPENDITURES AND TRANSFERS-OUT: 155,378,409 56,108,618 59,762,175 74,854,132

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 18,024,662 11,768,714 7,406,228 4,668,930 EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE 9,543,175 27,567,837 ENDING CASH FUND BALANCE 27,567,837 39,336,551 FUND BALANCE RESERVE:

Less: Reserved for Encumbrances 1,812,084 2,228,255 Plus: Unreserved Balance Carried Forward 25,755,753 37,108,296

ENDING UNRESERVED FUND BALANCE $ 25,755,753 $ 37,108,296 $ 33,161,981 $ 41,777,226

GENERAL FUND PROJECTS

2014 General Fund Projects Sub-Fund

According to recently implemented accounting industry standards, the type of projects that can be included in the Capital Project Funds has been re-defined. The Government Accounting Standards Board (GASB) declared that only capital asset expenditures will be allowed within this fund. Therefore, projects that encompass expenditures for supplies, operational services, and minor furniture and equipment are being moved to a special sub-fund within the General Fund. The General Projects sub-fund within the General Fund will help separate general project costs from operational expenditures.

The projects in this sub-fund comprise three major categories: facility projects, technology projects and the furniture, fixtures and equipment associated with the 2020 Vision Plan, CML’s long-term facilities plan. As mentioned earlier in this section, reduced funding has deferred facility repairs and technology replacement. It is anticipated that the number of projects in this fund will fluctuate from year to year. Below is a comprehensive, detailed project list, with a description of and estimated impact on operations of each project. The funds appropriated in 2014 for these projects total $17,419,559 (includes a contingency for future unplanned projects) and are included in the General Fund Expenditures categories with carryover of prior year encumbrances equaling $774,233.

2013 Completed General Fund Projects

The following General Fund Projects were completed during 2013.

Expenditures Project Name, Project Project-to- Encumbrances 2014 Description & Budget Impact Appropriation Date Unpaid Appropriation Automatic Faucets & Flush $24,963 $24,963 $0 $0 Valves Project This project was established to conserve water and energy among all library facilities which reduces CML’s impact on the environment. It also helps to create a more hygienic environment in all restrooms. Operating Budget Impact: This project will minimally reduce the utility costs for both water and electric. Roof Replacement Project $44,202 $44,202 $0 $0 This project was established to address the ongoing need to evaluate and replace those roofs in the greatest need for more than just simple repairs. The roof was replaced at the Livingston Branch. Operating Budget Impact: This will have little to no impact on the operating budget. HVAC Replacement Project $317,629 $317,629 $0 $0 This project was established to replace aging HVAC systems at the Hilltop Branch and to convert refrigerant to compile with refrigerant regulations. The new system will provide adequate heating and cooling capacity throughout the entire branch. The project replaced eight furnaces and six condensers and included a new fan coil unit for the computer stations. Operating Budget Impact: This project will reduce utility costs due to the use of more energy efficient technology. Homework Help Center Project $148,000 $148,000 $0 $0 This project was established to remodel and expand existing Homework Help Centers at existing branches with Hilltop Branch being first on the list. Operating Budget Impact: The budget will not be impacted due to remodeling existing Homework Help Centers.

GENERAL FUND PROJECTS

Expenditures Project Name, Project Project-to- Encumbrances 2014 Description & Budget Impact Appropriation Date Unpaid Appropriation Virtualization Project $36,257 $36,257 $0 $0 This project was established to upgrade the existing virtual server software. Using virtual software better leverages hardware by running multiple applications on a single server, allowing for fast deployment of new systems and reduces planned downtime for software updates. Operating Budget Impact: This project will impact future operational budget costs by reducing the overall technology investment in server hardware. Public Website Roadmap $143,686 $143,686 $0 $0 Project This project was established to recode the public websites to move from legacy ColdFusion code to a new web environment. This change enabled CML to modernize website design, improve usability and implement the technology backend that is needed for implementation of new features and web trends. Operating Budget Impact: This project will not create ongoing costs.

Microfilm Upgrades Project $54,555 $54,555 $0 $0 This project was established to offer modern technological solutions that will more aptly meet the current needs of the public. Solutions include keeping data in digital format and storing it locally, electronic transfer of digital microfilm content to the internet and offering additional printing options. Operating Budget Impact: This will not have a direct impact on future operating costs. Microsoft Migration Project $227,794 $227,794 $0 $0 This project replaced the aging Novell infrastructure that provided security, desktop management and printing services. The project introduced new services and allowed CML to integrate better with third party applications and services. Operating Budget Impact: This will have minimal impact on the operational items such as staff training, software and hardware support.

2013 Canceled or Closed General Fund Projects

The following projects were canceled or closed in 2013 due to escalated costs, a change in priorities and/or technology: Digital Signage Project; eCommerce Project; and Scan/Fax Pilot Project.

GENERAL FUND PROJECTS

2014 General Fund Projects

The following is a list of all new and outstanding General Fund Projects for 2014 by department, some of which had been delayed due to funding cuts in prior years.

Expenditures Project Name, Description & Project Project-to- Encumbrances 2014 Budget Impact Appropriation Date Unpaid Appropriation Facility and Equipment Projects Main Parking Garage $584,000 $177,002 $1,176 $405,822 Revitalization Project This project was created based on a report and recommendations of an independent contractor of structural engineering and visual assessment of the Main Library parking garage. The assessment provided a phased approach of structural repair, waterproofing and other preventative items rated from high in priority to low. A combination of all high and many medium priority concrete repairs and waterproofing will be addressed in 2014. Operating Budget Impact: This project will have minimal impact on the operating budget. Parking Lot Repairs $524,925 $367,925 $0 $157,000 This project involves repairing all necessary damaged spots as needed after a winter season reassessment at all of the library’s branches and overlaying the parking lots at the Karl Road, Linden and Southeast branches. Operating Budget Impact: This project will not affect the budget moving forward. Marion Franklin $511,827 $28,578 $39,859 $443,390

This project will establish a branch in a leased space that will provide focused services on computer access, reserve pick-ups, access to popular titles and library materials, Ready to Read and Homework Help Center spaces. Operating Budget Impact: The result of this project will impact the operating budget on every level, incorporating staffing, supplies, operational, and furniture and equipment costs by adding a new branch. Carpet Replacement Project $426,810 $0 $215,470 $211,340 This project was established to replace the worn carpeting that presents a safety hazard at the branch facilities including Gahanna, Karl Road, Linden and Hilltop. Operating Budget Impact: This project was for the maintenance of existing facilities and will not have an impact on future operating costs.

Hilltop Rearrangement $209,000 $140,852 $24,667 $43,481 Project This project will give additional space to the Hilltop Homework Help Center and Teen areas, while creating unique areas for magazines and public PCs. Operating Budget Impact: This will have little to no impact on the operating budget.

Facility Lighting $195,000 $72,402 $10,234 $112,364 Improvements Project This project is to improve interior building lighting at Main Library, Dublin, Gahanna, Hilliard, Hilltop and Karl Road branches by replacing existing lights with lower wattage and more energy efficient fixtures and update emergency lighting. Operating Budget Impact: The operating budget should not be affected due to additional lighting and utility costs will be tempered by exchanging fixtures for more energy efficient fixtures.

GENERAL FUND PROJECTS

Expenditures Project Name, Project Project-to- Encumbrances 2014 Description & Budget Impact Appropriation Date Unpaid Appropriation Customer Service Desks $164,070 $0 $0 $164,070 Project This project was established to continue to replace large information desks with smaller ones in order for staff to be more accessible to interact with the customer and increase job efficiency. Operating Budget Impact: This project will not have a direct impact on current operating costs. Any job efficiency savings will be spent on other tasks and will not have staff savings. Main Garage Fire System $164,000 $13,655 $14,079 $136,266 (Phase 1/5) Project After analyzing the current fire suppression system which is old and requires frequent repairs, a new fire suppression sprinkler system was recommended in a phased installation approach over five years. Operating Budget Impact: This project phased over five years will cost approximately $613,000. South High Sanitary Line $150,000 $93,592 $12,274 $44,134 Replacement Project This project is to replace the main sanitary line coming from the South High Branch which is a gravity sewer. Over time the ground having shifted has caused pipe bedding failure, bellies in the line, routine clogging and back-ups. Operating Budget Impact: This will have minimal overall impact reducing site repair expenditures. Vehicle Replacement Project $138,620 $0 $0 $138,620 In 2012 CML evaluated its aging fleet of vehicles and implemented a comprehensive replacement plan. The result for 2014 includes four new vehicles, generally choosing only those requiring replacement by safety issues, age and repair costs. Operating Budget Impact: This will reduce current repair and gasoline costs by replacing older vehicles with new more fuel efficient vehicles. Collection Display Units Project $100,000 $0 $25,978 $74,022 This project is to collectively purchase a number of new display units for branches that represent a unified brand for merchandising the display spaces. Operating Budget Impact: This project will have no budgetary impact moving forward. Restroom Revitalization Project $70,594 $0 $15,750 $54,844 This project was created to renovate outdated restrooms at various locations with work to include replacement flooring, millwork, sinks, commodes, hands-free faucets, automated flush valves and painting. Operating Budget Impact: This may have minimal impact on the budget saving in utility costs with newer energy and water saving technologies.

Security Consultant $53,200 $0 $0 $53,200 This project addresses replacing outdated alarm systems equipment such as keypads which have become exceedingly difficult to repair and replace. The implementation of this project will allow for unified, updated and advanced technology reducing false alarm runs and increased systemic reliability. Operating Budget Impact: This project may provide some savings in the area of repairs or replacement of outdated equipment.

GENERAL FUND PROJECTS

Expenditures Project Name, Project Project-to- Encumbrances 2014 Description & Budget Impact Appropriation Date Unpaid Appropriation ADA Requirements Project $50,000 $0 $0 $50,000 This project is to ensure library facilities are compliant with the American with Disabilities Act (ADA) requirements. Changes include replacing door knobs at Main Library, upgrade or install family restrooms at Karl Road and Livingston and remount or replace book drops at the correct height. Operating Budget Impact: This project is for maintenance on existing facilities and will have minimal impact on the operating budget. Main Library Façade Repair $40,000 $0 $0 $40,000 Project This project is to repair the facade of Main Library. Operating Budget Impact: This project is for the maintenance of an existing facility and will not have an impact on future operating costs. Ready to Read Branded $25,000 $0 $0 $25,000 Services Project This project will help to create branded Ready to Read areas that are inviting and fun for children (while encouraging them to read) and their caregivers (while sharing the message of reading readiness). Operating Budget Impact: This will have no budgetary impact moving forward. Technology and Business Process Projects Network Infrastructure $593,547 $0 $15,000 $578,547 Upgrades Project This project will complete a series of infrastructure upgrades to ensure adequate network capacity for staff and customer services. Operating Budget Impact: This project will have minimal impact on the budget in operational services with maintenance and service fees. Phone System Replacement $575,000 $0 $0 $575,000 Project This project will replace the phone system to utilize new technology, which will integrate with other services and tools. Operating Budget Impact: This project will have minimal impact on the budget in operational services with maintenance and service fees. Wireless System Project $450,000 $198,826 $189,962 $61,212 This project was created to evaluate and address replacing the current deficient wireless system utilized throughout the organization. Recommendations for a new system will include wireless access points, software and controllers for all locations thus improving speed and system reliability. Outdoor access will be made available at 3 library locations. Operating Budget Impact: Minimal if any impact is expected on the operational budget due to ongoing support costs.

GENERAL FUND PROJECTS

Expenditures Project Name, Project Project-to- Encumbrances 2014 Description & Budget Impact Appropriation Date Unpaid Appropriation Business Process $270,880 $0 $0 $270,880 Automation Project This project is to automate business processes and procedures to expand staff capacity by reducing, eliminating and streamlining operational tasks to increase organization efficiency. Operating Budget Impact: Minimal if any impact is expected on the operation budget due to ongoing support costs. Any job efficiency savings will be spent on other tasks and is not expected to have staff savings. Photocopiers / Printers $250,000 $0 $0 $250,000 Replacement Project This project will replace all photocopiers to lower costs, increase throughput and offer new services for customers. Operating Budget Impact: This project will have minimal impact on the budget in operational services with maintenance and service fees. Polaris System $74,645 $0 $12,935 $61,710 Enhancements Project This project is to ensure CML explores Polaris (Integrated Library System) capabilities to fully utilize all available ILS resources. Operating Budget Impact: The impact to the budget is unknown at this time due to the unrealized full potential of Polaris (the ILS). Mobile Technologies $62,500 $7,990 $54,470 $40 This project was created to investigate and implement mobile technologies such as tablets and smart phones as a tool for staff to enhance the customer experience and increase efficiency. Operating Budget Impact: This project will have minimal impact on the budget in operational services with maintenance and service fees. Workforce Planning Project $50,000 $0 $0 $50,000 This project is being established to evaluate current workforce planning strategies and tools within CML and review options for moving forward, including the potential purchase of software to be used as an evaluative tool. Workforce planning will remain a constant in order to ensure the library meets the optimum level of staffing. Operating Budget Impact: This may impact the budget minimally with either third party software licenses or maintenance support. Third Grade Reading Kiosk $49,950 $0 $0 $49,950 Project This project will provide a kiosk dedicated to students affected by the Third Grade Reading Guarantee, which requires all third graders be proficient readers before moving to the fourth grade. Operating Budget Impact: This project may have a minimal impact on the budget in operational services with maintenance and service fees. Organizational Climate $30,000 $0 $0 $30,000 Project This project will utilize the funds to survey the staff asking pointed questions to determine as an organization culturally what are the areas of greatest satisfaction, improvement opportunities and use the results comparatively against prior surveys to determine next steps to develop and improve the organizational culture. Operating Budget Impact: This will have no budgetary impact moving forward.

GENERAL FUND PROJECTS

Expenditures Project Name, Project Project-to- Encumbrances 2014 Description & Budget Impact Appropriation Date Unpaid Appropriation Online Marketing Catalog $25,000 $0 $0 $25,000 Project This project will build and implement a new online Marketing Catalog with more robust search and report functions to increase work efficiency and budgeting. Operating Budget Impact: Minimal if any impact is expected on the operational budget due to ongoing support costs. Readers Advisory Project $25,000 $0 $0 $25,000 This project was created to train and support staff to provide them with the tools to engage customers in reading conversations. This project supports CML’s Collection Strategy. Operating Budget Impact: This project will not have an impact on future operating costs. Delivery of School Materials $20,000 $0 $0 $20,000 Project This project will allow books to be delivered to select schools during the school year and work with these schools to enable children to check out books during the summer. Each classroom in the selected school will receive a bin with age appropriate, high interest books. Operating Budget Impact: This project will have a minimal impact on the budget in operational services with maintenance. Public Access Tech Services $10,000 $2,109 $0 $7,891 Project This project will allow for implementing universal design solutions which will enable our customers with disabilities to more easily use CML's public access technology services. Operating Budget Impact: This will have minor impact on the overall operating budget.

Expenditures Project Name, Project Project-to- Encumbrances 2014 Description & Budget Impact Appropriation Date Unpaid Appropriation 2020 Vision Plan Projects Furniture, Fixtures & $12,860,369 $0 $0 $12,860,369 Equipment This project is for the furniture, fixtures and equipment needed for the projects associated with the 2020 Vision Plan. The 2020 Vision Plan projects include building or renovating 10 library branches. Examples of furniture, fixtures and equipment are chairs, tables, desks, shelving, security equipment, technology equipment and low voltage cables. Operating Budget Impact: The furniture and fixtures will not have an impact on the operating budget. The equipment will have a minimal impact on the operational services budget for maintenance and service fees.

GENERAL FUND REVENUE AND EXPENDITURES – LAST 10 YEARS

Historical Trend of General Fund Revenue Last 10 Years Cash Basis * GENERAL % OF INCR ** GENERAL TRANSFERS GENERAL % OF YEAR FUND OVER FUND FROM FUND INCR/(DECR) TAX PREVIOUS OTHER OTHER TOTALS OVER REVENUE YEAR REVENUE FUNDS PREVIOUS YR 2004 $45,127,097 $2,748,759 $0 $47,875,856 2005 $45,420,107 0.65% $3,366,307 $622,357 $49,408,771 3.20% 2006 $45,758,549 0.75% $3,648,662 $350,000 $49,757,211 0.71% 2007 $46,088,992 0.72% $3,774,799 $239,367 $50,103,158 0.70% 2008 $45,366,486 (1.57%) $3,730,892 $0 $49,097,378 (2.01%) 2009 $41,044,440 (9.53%) $3,187,737 $0 $44,232,177 (9.91%) 2010 $39,973,217 (2.61%) $2,575,831 $0 $42,549,048 (3.81%) 2011 $75,865,594 89.79% $3,212,491 $44,200 $79,122,285 85.96% 2012 $70,953,732 (6.47%) $102,549,339 $0 $173,503,071 119.28% 2013 $65,570,323 (7.59%) $2,307,009 $0 $67,877,332 (60.88%) * General Fund Tax Revenue include: Public Library Fund Taxes and General Property Tax Levies

** Other Revenue include: Customer Fines, Investment Income, Charges for Services, Gifts, Grant Revenue, Proceeds from the Sale of Public Library Fund Debt (2012), and Miscellaneous.

GENERAL FUND REVENUE AND EXPENDITURES – LAST 10 YEARS

Historical Trend of General Fund Expenditures Last 10 Years Cash Basis

YEAR * FUND OVER OUTLAY ** TO FUND OVER OPERATING PREVIOUS EQUIPMENT OTHER TOTALS PREVIOUS EXPENDITURES YEAR PURCHASES FUNDS YEAR 2004 $44,445,393 $364,007 $3,250,000 $48,059,400 2005 $45,301,466 1.93% $307,755 $3,207,520 $48,816,741 1.58% 2006 $46,958,519 3.66% $400,963 $1,500,000 $48,859,482 0.09% 2007 $48,696,158 3.70% $1,173,856 $0 $49,870,014 2.07% 2008 $51,700,537 6.17% $1,111,351 $0 $52,811,888 5.90% 2009 $44,896,346 (13.16%) $378,327 $0 $45,274,673 (14.27%) 2010 $43,553,540 (2.99%) $95,145 $0 $43,648,685 (3.59%) 2011 $51,903,999 19.17% $1,423,164 $20,967,475 $74,294,638 70.21% 2012 $55,106,761 6.17% $959,020 $99,312,628 $155,378,409 109.14% 2013 $55,145,615 0.07% $954,617 $0 $56,100,232 (63.89%) * Operating Expenditures include the following: Salaries and Benefits; Supplies; Purchased and Contracted Services; Library Material Purchases; and Other Misc. ** Transfer the Proceeds from the Sale of PLF Debt to the Capital Fund

GENERAL FUND LONG-RANGE FINANCIAL PLAN

GENERAL FUND DETAIL STATEMENT OF REVENUE, EXPENDITURES, CHANGES IN UNRESERVED FUND BALANCE AND LONG-RANGE FINANCIAL PLAN FOR 2014 THRU 2017

LONG-RANGE LONG-RANGE LONG-RANGE GENERAL ACTUAL BUDGET PROJECTION PROJECTION PROJECTION FUND 2013 2014 2015 2016 2017 REVENUE: Public Library Fund $13,450,644 $12,872,258 $13,011,000 $13,156,000 $13,294,000 Real Estate Tax 45,124,416 44,357,748 45,476,000 45,952,000 46,283,980 Personal Property Tax 32,741 0 0 0 0 Subsidy - Homestead & Rollback 4,777,335 5,000,000 4,900,000 4,802,000 4,850,020 Subsidy - Personal Property 2,185,187 2,185,187 2,185,000 2,185,000 2,185,000 Total Property Taxes 52,119,679 51,542,935 52,561,000 52,939,000 53,319,000 Customer Fines and Fees 1,184,555 1,200,000 1,080,000 972,000 875,000 Charges for Services 694,314 554,000 400,000 400,000 400,000 Earnings on Investments 153,928 190,000 215,000 324,000 332,000 Contributions, Gifts and Donations 0 1,000 1,000 1,000 1,000 Proceeds from Public Library Fund Debt 0 0 0 0 0 Miscellaneous Revenue 274,212 302,500 300,000 300,000 300,000 TOTAL REVENUE: 67,877,332 66,662,693 67,568,000 68,092,000 68,521,000 Transfers from other funds 0 12,860,369 0 0 0 TOTAL REVENUE AND TRANSFERS: $67,877,332 $79,523,062 $67,568,000 $68,092,000 $68,521,000 EXPENDITURES: Salaries and Benefits $35,370,453 $37,057,772 $39,634,000 $41,914,000 $43,502,000 Supplies 995,215 1,188,848 1,208,000 1,226,000 1,244,000 Operational Services 10,892,712 13,110,666 12,397,000 13,108,000 13,915,000 Library Materials and Information 7,004,191 7,495,400 7,700,000 7,900,000 8,100,000 Capital Outlay 846,946 14,354,272 1,725,000 1,003,000 1,682,000 Other 990,715 1,647,174 1,706,000 1,740,000 1,775,000 TOTAL EXPENDITURES: 56,100,232 74,854,132 64,370,000 66,891,000 70,218,000 Transfers to other funds 8,386 0 0 0 0 TOTAL EXPENDITURES & TRANSFERS: $56,108,618 $74,854,132 $64,370,000 $66,891,000 $70,218,000 EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER (UNDER) EXPENDITURES AND TRANSFERS-OUT: 11,768,714 4,668,930 3,198,000 1,201,000 (1,697,000)

BEGINNING CASH FUND BALANCE 27,567,837 ENDING CASH FUND BALANCE 39,336,551

Less: Reserved for Encumbrances (2,228,255) Plus: Unreserved Balance Carried Forward 37,108,296 41,777,226 44,975,226 46,176,226 ENDING UNRESERVED FUND BALANCE $37,108,296 41,777,226 44,975,226 46,176,226 44,479,226

The above chart is a section of the library’s ten-year long-range financial plan. This comprehensive financial tool helps plan funding of operations, strategic planning, and future projects of CML’s 2020 Vision Plan. Revenue is based on most recent projections of PLF funding, property valuations, and historical trends of other revenue streams. Expenditures reflect best known estimated costs of staffing, operational costs, and scheduled facility maintenance and technology updates.

BOARD OF TRUSTEES – GENERAL FUND BOARD OF TRUSTEES

DEPARTMENT FUNCTION

The Board of Trustees of CML consists of seven (7) members: four are appointed by the Board of County Commissioners, and three are appointed by the Judges of the Court of Common Pleas. The Board is the policy-making body for the institution and is responsible for approving all services and activities of CML. The Board establishes policies and provides direction to its Chief Executive Officer and Fiscal Officer by the adoption of board resolutions which are recorded in the form of minutes in the official “Record of Proceedings.” The Board members serve without compensation. However, the Board members do receive reimbursement for expenses that they incur in the performance of their duties.

Each year the Board elects a President, Vice President, Secretary, Fiscal Officer and Deputy Fiscal Officer. Currently, the Fiscal Officer and Deputy Fiscal Officer are not members of the Board. Additionally, the members of the Board, along with the Fiscal Officer, serve as CML’s Records Commission as required by the 2007 changes in public records legislation.

ORGANIZATIONAL STRUCTURE

BOARD OF TRUSTEES – GENERAL FUND

2013 DEPARTMENT ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Board of Trustees Advocacy Advocated on behalf of CML to the      Columbus community, governmental, business and non-profit sector leadership Advocated for PLF funding from state budget 2020 Vision Supported and advocated for the 2020      Plan Vision Plan in order to provide communities updated facilities Participated in groundbreaking events for new Driving Park and Whitehall branch libraries Strategic Plan Supported organizational goals and      objectives of the Strategic and Tactical Plans Capital Budget Provided strategic guidance and feedback      regarding capital budget requests to local municipalities in support of the 2020 Vision Plan U.S. Supported and helped host media event for   Department of U.S. Secretary of Health & Human Services Health & Kathleen Sebelius on the Affordable Care Human Act at Main Library Services media event Young Minds Participated in new and ongoing Young  Support Minds initiatives such as Reading Buddies and Ready to Read Corps Invited Dr. Jessica Logan from the Crane  Center at OSU to present Kindergarten Readiness and Literacy (KRA-L) information at a board meeting Liaison to 2020 Served as board of trustee liaisons to 2020  Vision Plan Vision Plan projects. projects Private Supported implementation of the private      Philanthropy philanthropy effort to support funding of the Effort 2020 Vision Plan

BOARD OF TRUSTEES – GENERAL FUND

BOARD OF TRUSTEES DEPT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Operational Services $34,020 $59,083 $41,039 $66,956 13.3% Department Total $34,020 $59,083 $41,039 $66,956 13.3%

2014 BUDGET NARRATIVE AND OBJECTIVES

The majority of the Board of Trustees’ budget covers the cost of the annual financial audit, which is overseen by the audit committee.

2014 Objectives • Participate in the programming and implementation of the 2020 Vision Plan • Support implementation of the private philanthropy effort to support funding of the 2020 Vision Plan • Identify other potential BOT members • Continue to provide strategic direction on capital budget requests to municipalities • Provide representation as project liaisons and participate in 2020 Vision Plan openings and groundbreakings

BOARD OF TRUSTEE MEMBERS

BOARD POSITION NAME TERM OF OFFICE

President Mr. Roger P. Sugarman 12/31/2020 Vice President Mr. Randy J. Fortener 12/31/2014 Secretary Mr. Michael S. Lawson 12/31/2016 Member Ms. Amy Milbourne 12/31/2015 Member Ms. Cynthia A. Hilsheimer 12/31/2017 Member Ms. Erika Clark Jones 12/31/2018 Member Mr. Stephen S. Rasmussen 12/31/2019

CHIEF EXECUTIVE OFFICER – GENERAL FUND

CHIEF EXECUTIVE OFFICER

DEPARTMENT FUNCTION

The Chief Executive Officer Department is responsible for the strategic direction and management of CML. The Chief Executive Officer works with the Executive Leadership and Strategic Planning Teams to determine strategy, develop annual tactical plans, and recommend policies and procedures necessary for the overall management and operation of CML system. The strategic and annual tactical plans and policies are developed in collaboration with the Board of Trustees, which is responsible for their final approval and adoption.

In 2012, a new position was created to directly support the CEO. A Strategic Initiatives Director was hired in November to assist in strategy development and allow the CEO to focus on library priorities, specifically the 2020 Vision Plan and Capital Campaigns in 2013 and beyond. The Strategic Initiatives Director also is responsible for managing government relations and advocacy (including the BOT advocacy committee), Strategic Planning Team meetings and executive communication.

ORGANIZATIONAL STRUCTURE

CHIEF EXECUTIVE OFFICER – GENERAL FUND

2013 DEPARTMENT ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Chief Executive Officer 2020 Vision Guided the development and strategic      Plan focus of the 2020 Vision Plan for facilities and services, including; purchase of real estate for Northern Lights, Shepard and Parsons; groundbreakings for Driving Park and Whitehall branch sites; developed a Main Library Space Planning document that will guide future renovations and uses for Main Library; began planning for an express branch in the Marion- Franklin area eBook Advocated for CML to remain a key      Advocacy provider of information to the public by uniting with other U.S. & Canadian libraries requiring better eBook services from publishers and distributors. Private Raised $7.7 million to support efforts to      Philanthropy revitalize 10 library branches in support Effort of the 2020 Vision Plan Achieved 94% participation in a staff philanthropic outreach 6th Received Library Journal’s 5 Star      Consecutive Rating recognizing excellent customer 5 Star rating service to CML communities for the 6th consecutive year International Delivered presentations at 2      presentations international conferences Capital Provided strategic guidance and      budget feedback regarding capital budget requests requests to local municipalities in support of the 2020 Vision Plan PLF Funding Led efforts among Ohio public libraries      along with Ohio Library council to seek a legislative change to increase the PLF funding percentage

CHIEF EXECUTIVE OFFICER – GENERAL FUND

International Supported Experience Columbus’ bid   Federation of for holding the 2016 International Library Federation of Library Associations and Association’s Institutions World Congress in 2016 bid Columbus Intelligent Hosted representatives from the      Communities Intelligent Communities Forum (ICF), Forum tour an international think tank that studies a community’s economic and social development. During a Columbus site visit to determine the Most Intelligent Community, Columbus was named one of the Top 7 Intelligent Communities for 2013 Integrated Successfully transitioned CML from its      Library legacy online catalog system, Discovery System Place, to Polaris, the new catalog system; joined the Central Library Consortium (CLC), which offers an expanded collection based on fourteen additional library systems for central Ohio customers Celebration Hosted a record breaking event with      of Learning guest author, Columbus native Wil Haygood, who shared stories of his 2008 Washington Post article which inspired the movie “Lee Daniels’ The Butler” Hosted over 600 high school students at morning session with Mr. Haygood, thanks to the generosity of the New Albany Community Foundation, Battelle, Nationwide and OSU, followed by an evening event with over 600 guests; raised $500,000. Honored Tanny Crane with the Julian Sinclair Smith Award for her dedication to providing central Ohio children with exceptional education opportunities.

CHIEF EXECUTIVE OFFICER – GENERAL FUND

PERFORMANCE INDICATORS

CHIEF EXECUTIVE OFFICER: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $2,229,889 $2,733,350 $2,661,138 $2,840,284 3.9% Supplies $64,417 $51,430 $47,725 $63,839 24.1% Operational Services $328,974 $386,994 $260,701 $394,509 1.9% Capital Outlay-Eqpt $13,950 $0 $8,885 $0 0.0% General Fund Projects $0 $80,000 $0 $80,000 0.0% Total $2,637,230 $3,251,774 $2,978,449 $3,378,632 3.9%

CHIEF EXECUTIVE OFFICER: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE* Chief Executive Officer $431,981 $527,204 $558,986 $528,663 0.3% Chief Financial Officer 300,134 310,228 338,793 315,281 1.6% Chief Customer Experience Officer 186,499 381,888 361,932 483,441 26.6% Development & Affinity 465,230 517,214 516,040 581,548 12.4% Human Resources 1,253,386 1,435,240 1,202,698 1,389,699 -3.2% General Fund Projects 0 80,000 0 80,000 0.0% Total $2,637,230 $3,251,774 $2,978,449 $3,378,632 3.9%

CHIEF EXECUTIVE OFFICER: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2010 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET CHIEF EXECUTIVE OFFICER Assistant to Chief Executive Officer 1.0 1.0 1.0 1.0 1.0 1.0 - Chief Executive Officer 1.0 1.0 1.0 1.0 1.0 1.0 - Strategic Initiatives Director --- 1.0 1.0 1.0 -

TOTAL POSITIONS (FTEs) 2.0 2.0 2.0 3.0 3.0 3.0 -

CHIEF EXECUTIVE OFFICER: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET

Chief Executive Officer 2.0 2.0 3.0 3.0 3.0 - Chief Financial Officer 2.0 2.0 2.0 2.0 2.0 - Chief Customer Experience Officer 1.0 2.0 3.0 2.0 4.0 2.0 Chief Operating Officer 1.0 2.0 ---- Development & Affinity 5.0 5.0 9.0 5.0 7.0 2.0 Human Resources 13.0 13.0 12.0 13.0 12.0 -1.0

TOTAL POSITIONS (FTEs) 24.0 26.0 29.0 25.0 28.0 3.0

CHIEF EXECUTIVE OFFICER – GENERAL FUND

2014 BUDGET NARRATIVE AND OBJECTIVES The 2014 strategy was developed to focus support on two of CML’s top priorities: 2020 Vision Plan and Capital Campaign.

2014 Objectives

• Continue the 2020 Vision Plan projects by breaking ground on a minimum of two additional buildings • Open the new Driving Park Branch and, if weather permits, open the new Whitehall Branch • Launch the public phase of the private philanthropy effort to supplement funding of the 2020 Vision Plan • Secure funds as part of a three-year capital budget request to the city of Columbus. • Advocate with other U.S. & Canadian libraries to encourage increased access of eBook materials from publishers and distributors • Support development of workforce planning and recruitment strategy plan to meet future business and staffing goals • Win the bid for the 2016 International Federation of Library Associations and Institutions World Congress

Area students gathered for keynote speaker Wil Haywood’s talk just prior to CML’s annual fundraising event Celebration of Learning

CHIEF EXECUTIVE OFFICER – GENERAL FUND

CHIEF EXECUTIVE OFFICER DEVELOPMENT & AFFINITY DEPARTMENT

DEPARTMENT FUNCTION

Guided by the Strategic Plan, the Development & Affinity Department’s specific responsibilities include: generating financial and volunteer support for CML and nurturing individual, corporate and volunteer relationships that best serve CML and our community. The Development & Affinity Department serves as the liaison to CML’s two affinity organizations – the Friends of the Library (FOL) and the Columbus Metropolitan Library Foundation (CMLF). The department staff also oversees a system-wide program of over 1,000 volunteers.

The Development & Affinity Department is responsible for winning grants and garnering corporate and private support for new programmatic and capital initiatives, several endowed funds and existing programs such as Summer Reading Club, Homework Help Centers and Ready to Read Corps. The CMLF’s Celebration of Learning is a key fundraising event that generates over $500,000 annually.

Volunteer Services oversees the management and recognition of volunteers throughout the system, by recruiting and organizing the CML volunteer workforce. Over the course of a year, the volunteer workforce includes adults, VolunTeens, and community and college interns.

ORGANIZATIONAL STRUCTURE

CHIEF EXECUTIVE OFFICER – GENERAL FUND

2013 DEPARTMENTAL ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Development & Affinity Audit Achieved clean audit opinions for both the  Columbus Metropolitan Library Foundation and the Friends of the Library for 2012 The Big Give Participated in The Columbus Foundation’s     24-hour online Big Give event with gifts matched on a pro rata basis by a $1 million bonus pool. Total amount raised $24,634. Celebration of Held a record breaking event with guest     Learning author, Columbus native Wil Haygood, who shared stories of his 2008 Washington Post article which inspired the movie “Lee Daniels’ The Butler”. Hosted over 600 high school students at morning session with Mr. Haygood, thanks to the generosity of the New Albany Community Foundation, Battelle, Nationwide and OSU, followed by an evening event with over 600 guests. Raised $500,000. Honored Tanny Crane with the Julian Sinclair Smith Award for her dedication to providing central Ohio children with exceptional education opportunities. Grants Received these significant grants:      • $249,727 National Leadership Grant from the Institute of Museum and Library Services to invest in the SPARK program • Collaborated on a grant of $300,000 from Battelle to Surge Columbus • Collaborated on grant of $760,421 from Institute of Museum and Library Services LSTA awarded by the State Library of Ohio with matching funds from the Ohio Public Library Information Network (OPLIN) for a statewide network of coordinated “Digitization Hubs.” Great Raised $7.7 million to support efforts to     Libraries revitalize 10 libraries. Included in the Create fundraising efforts, a Staff campaign achieved Fundraising 94% participation. Interns Engaged 50 interns who worked 5,191 hours.     Valued at $65,525 by the Points of Light Foundation’s Economic Impact of Volunteers Calculator.

CHIEF EXECUTIVE OFFICER – GENERAL FUND

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Summer • Increased VolunTeens participation    Reading Club 10.8% over 2012 with 1,133 teens providing 22.8K hours of support. The Points of Light Foundation’s Economic Impact of Volunteers Calculator values VolunTeen efforts at $287,303. • Hosted Kiwanis Regatta at Main Library resulting in $12,000 in Kiwanis support for SRC. Volunteer Featured U.S. Children’s Poet Laureate, J.      Partnerships Patrick Lewis as the annual Volunteer Celebration speaker. 243 awards were presented to volunteers for milestone hours served. Awardees provided CML with 29,773 hours of service valued at $375,735 by the Points of Light Foundation’s Economic Impact of Volunteers Calculator. Friends of the • Hosted the “art unbound: an invitational”      Library event with 18 artists submitting 62 pieces of artwork made from discarded books. Silent auction during private closing reception secured 108 registrations and raised nearly $7,000 in ticket and artwork sales. Exhibit generated news stories in Columbus Dispatch, Columbus Alive, This Week News, and ABC6/FOX28, raising awareness of the FOL and the Carnegie Gallery • Continued partnership with Jazz Arts Group of Columbus, the Friends of the Topiary Park and the Columbus Museum of Art providing the PBJ & Jazz Summer Concert Series in Topiary Park

PERFORMANCE INDICATORS

DEVELOPMENT & AFFINITY DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $405,153 $454,732 $462,218 $515,261 13.3% Supplies 12,640 13,700 14,830 14,539 6.1% Operational Services 42,438 48,782 38,992 51,748 6.1% Capital Outlay-Eqpt 4,999 0 0 0 0.0% Division Total $465,230 $517,214 $516,040 $581,548 12.4%

CHIEF EXECUTIVE OFFICER – GENERAL FUND

DEVELOPMENT & AFFINITY DEPARTMENT: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET DEVELOPMENT & AFFINITY DEPARTMENT Administrative Assistant - 1.0 1.0 1.0 1.0 - Annual Giving & Grants Manager 1.0 1.0 1.0 1.0 - -1.0 Development & Grants Manager - - 1.0 - 1.0 Development Coordinator 1.0 - - - - - Development Director ------Development Specialist - 1.0 1.0 1.0 1.0 - Director of Development & Affinity 1.0 1.0 1.0 1.0 1.0 - Grants Specialist - - 1.0 - 0.5 0.5 Volunteer Services Associate 1.0 - - - - - Volunteer Services Coordinator 1.0 - - - - - Volunteer Services Manager - 1.0 1.0 1.0 1.0 - Volunteer Services Specialist - 1.0 1.0 1.0 - -1.0 Volunteer Specialist - - 1.0 - 1.0 1.0 Total 5.0 6.0 9.0 6.0 6.5 -0.5

2014 BUDGET NARRATIVE AND OBJECTIVES

Development & Affinity

Development & Affinity is dedicated to achieving CML’s vision of a thriving community where wisdom prevails by focusing on key strategies as outlined in the Strategic Plan. In 2014, the Development & Affinity team is committed to strengthening relationships with current donors, funders and volunteers, expanding support for essential programs and capital projects, and guiding our affinity organizations to their best possible support of CML.

2014 Objectives

• Maintain a high standard of donor and volunteer communication and engagement • Support capital projects with private philanthropy, invite public to participate • Create a comprehensive operational plan, incorporate tactics to streamline development functions • Deliver and gain approval on a three-year cascading volunteer plan • Convene and guide a Celebration of Learning Committee to a successful $500,000+ event • Assist the Friends of the Library in implementing and meeting targets of Library Store Plan • Identify, submit and win grants that support CML’s strategic priorities

CHIEF EXECUTIVE OFFICER – GENERAL FUND

Celebration of Learning 2013. Pictured from left to right: Honorary Chairs – Steve and Lynnda Maria Davis Guest Author – Wil Haygood Julian Sinclair Smith Award Recipient – Tanny Crane Columbus Metropolitan Library CEO – Patrick Losinski

CHIEF EXECUTIVE OFFICER – GENERAL FUND

CHIEF EXECUTIVE OFFICER HUMAN RESOURCES DEPARTMENT

DEPARTMENT FUNCTION

The Human Resources Department is comprised of two areas of expertise: Human Resources Services and Organizational Development & Learning. The Human Resources Department (HR) is guided by the Strategic Plan and HR/talent management strategies that invest in evolving our team to be adaptable and thrive on change.

Human Resources Services has a key role in talent management including providing competitive compensation and benefits for employee well-being; facilitating a workplace culture that is respectful, inclusive and collaborative; and enhancing employee life cycle processes through implementation of technology tools and automated processes.

Organizational Development & Learning has an equally key role in talent management and focuses on growing our leadership talent and expanding staffs’ knowledge, skills and abilities.

ORGANIZATIONAL STRUCTURE

CHIEF EXECUTIVE OFFICER – GENERAL FUND

2013 DEPARTMENT ACCOMPLISHMENTS

My Young CML Staff 2013 Accomplishments Library Minds Healthcare Reviewed and prepared internal processes to incorporate  Reform and healthcare reform and Affordable Care Act requirements Affordable for 2014. Care Act Leadership Created a leadership development plan to focus on  Development leadership development for strategic succession planning and align staff training to specific organizational development needs. Trained staff using Business of People leadership methodology. Twenty staff completed training, 200 staff attended ongoing sessions. Organizational Created a strategy to assess progress and identify  Survey organizational cultural issues through staff surveys. Conducted “pulse surveys” to gather data on targeted areas: Benefits, MORPC (Green Team), Polaris User, Recruitment and New Hire on-boarding. Performance An interdisciplinary task force met to refresh the current Assessment staff evaluation tool. Improvement Improved performance assessment process and a reduction in administrative complexity was implemented in regard to performance assessments by reducing the number of HR touches to the process. Presentations Provided speakers from aha! Process who presented two   on Poverty programs for Public Services. • Framework for Understanding Poverty for 144 staff in November, 2013. Total of 222 staff has received this training. • Bridges out of Poverty for 93 staff in November, 2013. Total of 189 staff has received this training. eReader In a collaborative effort between Organizational  Curriculum & Development and Public Service eReader eTeam, revised Training and delivered the eReader curriculum to 165 staff. Developmental In support of the Young Minds Strategy, the Search  Assets Institute presented two days of training on More Than Just Training a Place to Go: Using Developmental Assets to Strengthen your Youth Program to 147 staff. The training looked at ways to implement the three CML focused assets (Other Adult Relationships; Community Values Youth and Sense of Purpose) across the organization. A total of 267 staff attended this training. Assisted Public Services in creating and implementing location Developmental Assets training. This training assisted location “Ambassadors” with the skill to implement

CHIEF EXECUTIVE OFFICER – GENERAL FUND

My Young CML Staff 2013 Accomplishments Library Minds strategies to influence asset building behaviors for their staff. 463 staff received location Developmental Assets training. Annual Organized and hosted the 2013 Annual Milestone Dinner.  Milestone A total of 91 milestone recipients and retirees were Dinner recognized for their years of service. A total of 85 people attended the dinner including milestone recipients, their guests and library leadership. Recruitment As part of our Recruitment strategy to enhance our  Strategy pipeline of future talent needs, staff attended the American Library Association’s (ALA) conference. Polaris Created and delivered training in conjunction with  Training Information Technology and Public Services for the new Integrated Library System (ILS) to staff. Using blended learning of online and instructor-led training, 653 staff received basic use training and 201 received searching training. The three online learning modules were completed 1089 times. Staff was surveyed two months after implementation and 75% of survey respondents were “very comfortable” or “comfortable” using what they learned in training.

PERFORMANCE INDICATORS HUMAN RESOURCES DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $994,861 $1,156,260 $1,041,337 $1,117,924 -3.3% Supplies 43,720 27,200 20,652 36,500 34.2% Operational Services 214,805 251,780 140,709 235,275 -6.6% Human Resources General Fund Projects 0 80,000 0 80,000 0.0% Department Total $1,253,386 $1,515,240 $1,202,698 $1,469,699 -3.0%

HUMAN RESOURCES DEPARTMENT: GENERAL FUND EXPENDITURES BY DIVISION AND SECTION COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Human Resources Administration $162,890 $228,113 $184,821 $221,488 -2.9% Human Resources Operations 661,587 711,879 624,954 704,032 -1.1% Human Resources Benefits & Compensation 0 0 0 0 0.0% Organizational Development 428,909 495,248 392,923 464,179 -6.3% Human Resources General Fund Projects 0 80,000 0 80,000 0.0% Department Total $1,253,386 $1,515,240 $1,202,698 $1,469,699 -3.0%

CHIEF EXECUTIVE OFFICER – GENERAL FUND

HUMAN RESOURCES DEPARTMENT: GENERAL FUND PROJECTS BY CHARACTER EXPENDED PROJECT PROJECT PROJECT PROJECT NAME BUDGET TO DATE ENCUMBRANCES BALANCE Workforce Planning Project $ 50,000 $ - $ - $ 50,000 Organizational Climate Survey $ 30,000 $ - $ - $ 30,000 Total Projects $ 80,000 $ - $ - $ 80,000

HUMAN RESOURCES DEPARTMENT: PERFORMANCE INDICATORS PERFORMANCE 2010 2011 2012 2013 2014 ESTIMATE INDICATORS ACTUAL ACTUAL ACTUAL ACTUAL D New Hires 128 113 112 131 120 Terminations 87 90 128 136 109 Turnover Percent 11.5% 11.4% 16.7% 17% 15%

HUMAN RESOURCES DEPARTMENT: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET HUMAN RESOURCES DEPARTMENT Administrative Assistant 1.0 1.0 1.0 1.0 1.0 - Benefits Administrator - - 1.0 - 1.0 1.0 Chief Talent Officer - - 1.0 - 1.0 1.0 Compensation & Benefits Manager 1.0 1.0 - 1.0 - -1.0 Compensation & Benefits Specialist ------Director of Human Resources 1.0 1.0 - 1.0 - -1.0 Employee Lifecycle Specialist - 1.0 1.0 1.0 1.0 - HR Services Specialist 1.0 - - - 1.0 1.0 Human Resources Operations Manager 1.0 - - - - - HR Consultant - 2.0 2.0 2.0 1.0 -1.0 HR Services Manager - 1.0 1.0 1.0 1.0 - HR/HRMS Specialist 1.0 1.0 - 1.0 - -1.0 Human Resources Generalist 2.0 - - - - - Human Resources Director ------Organizational Development Specialist 3.0 3.0 3.0 3.0 3.0 - OD & Learning Manager 1.0 1.0 1.0 1.0 1.0 - Recruiting & Staffing Specialist 1.0 1.0 1.0 1.0 1.0 - Subtotal 13.0 13.0 12.0 13.0 12.0 -1.0

CHIEF EXECUTIVE OFFICER – GENERAL FUND

2014 BUDGET NARRATIVE AND OBJECTIVES In 2014, the Human Resources Division budget represents continued investment in HR technology and training initiatives to continue to enhance the organization’s current and future talent management needs.

2014 Objectives • Develop a Workforce plan • Conduct an organizational climate survey to assess the culture and identify opportunities for improvement • Create a comprehensive HR tactical plan that aligns with the overarching strategies of CML for 2014 and beyond • Enhance recruitment function by creating a process and sourcing strategy • Create and execute an internal HR operations audit of procedures and work flow • Implement internal process improvement to incorporate healthcare reform and Affordable Care Act requirements for 2014 • Implement the leadership development plan for strategic succession planning • Upgrade the on-boarding/off-boarding and orientation programs for all levels of staff • Review title/job description structure and provide recommendations for improved taxonomy and classification • Deliver a 3-year cascading organizational development plan for leadership • Develop a succession plan for director level and above • Develop and monitor a leadership diversity metric

CHIEF FINANCIAL OFFICER – GENERAL FUND

CHIEF FINANCIAL OFFICER

DEPARTMENT FUNCTION

The Chief Financial Officer (CFO) administers the following departments: • Finance Department • Property Management Department • 2020 Vision Plan Department

The Chief Financial Officer’s responsibilities include financial oversight, risk management, budget development and financial reporting, property management and facility planning with specific focus on 2020 Vision Plan oversight. This position reports to the Chief Executive Officer and serves as a member of CML’s Executive Team and the Strategic Planning Team.

The Chief Financial Officer serves as the Fiscal Officer for the Board of Trustees of CML and is responsible for ensuring compliance with the Ohio Revised Code (ORC) and Board of Trustees Policies and Procedures. Additionally, the Fiscal Officer is responsible for the preparation of board agenda items, the monthly financial report, maintenance of the board minutes in the “Record of Proceedings,” supervision of CML’s property, casualty and general liability insurance programs, providing assistance with the purchase of sites and sale of property, document management and the preparation of major contracts.

ORGANIZATIONAL STRUCTURE

CHIEF FINANCIAL OFFICER – GENERAL FUND

2013 DEPARTMENT ACCOMPLISHMENTS

My Life CML 2013 Accomplishments Library Skills Staff Chief Financial Officer Staffing Welcomed new Chief Financial Officer / Fiscal   Officer 2020 Vision Plan Served as a key member of the 2020 Vision Plan  Steering Committee determining: • Hiring architectural and engineering firms for each project • Hiring owner’s representative and construction manager Real Estate Negotiated real estate deals for:  Negotiations • Northern Lights Branch property • Parsons Branch property • Shepard Branch property Contract Negotiated contracts for:  Negotiations • Shared-use agreement with Columbus City Schools to create Marion-Franklin Branch at Beery Middle School Community Served on The Women’s Fund of Central Ohio  Outreach Board GFOA Awards Government Finance Officers Association  Earned awarded CML both the Comprehensive Annual Financial Report (CAFR) Award for the 27th consecutive year and the Distinguished Budget Presentation Award for the 22nd consecutive year. Leverage Capacity Implement upgraded accounting system 

PERFORMANCE INDICATORS

CHIEF FINANCIAL OFFICER: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE*

Salaries and Benefits $4,910,618 $2,453,504 $4,627,240 $2,520,796 2.7% Supplies $505,087 $547,526 $493,821 $573,524 4.7% Operational Services $5,592,145 $5,040,627 $5,188,482 $5,183,985 2.8% Capital Outlay-Eqpt $232,036 $99,800 $153,919 $53,400 -46.5% Other 1,019,798 1,472,000 990,715 1,647,174 11.9% Interfund Transfers-out 99,312,628 8,386 8,386 0 -100.0% General Fund Projects $1,022,059 $1,985,798 $1,431,985 $2,339,267 17.8% Department Total $112,594,371 $11,607,641 $12,894,548 $12,318,146 6.1%

CHIEF FINANCIAL OFFICER – GENERAL FUND

CHIEF FINANCIAL OFFICER: GENERAL FUND EXPENDITURES BY DIVISION AND SECTION DIVISION 2012 2013 2014 2014 SECTION ACTUAL BUDGET ACTUAL BUDGET % CHANGE Chief Financial Officer Administration $300,134 $310,228 $338,793 $315,281 1.6% Finance 1,381,113 1,375,706 1,285,437 1,521,206 10.6% Property Management 5,949,145 6,104,432 5,922,638 6,324,761 3.6% 2020 Vision Plan 251,373 96,048 452,965 287,212 199.0% Non-Departmental 103,690,547 1,735,429 3,462,730 1,530,419 -11.8% General Fund Projects 1,022,059 1,985,798 1,431,985 2,339,267 17.8% Department Total $112,594,371 $11,607,641 $12,894,548 $12,318,146 6.1%

CHIEF FINANCIAL OFFICER: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE DEPARTMENT ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET

Chief Financial Officer Administration 2.0 2.0 2.0 2.0 2.0 - Financial Services 9.0 9.0 13.0 9.0 13.0 4.0 Financial Management & Budgeting 3.0 3.0 3.0 3.0 3.0 - Innovation & Performance Measure 8.0 8.0 - 8.0 - -8.0 Property Management 48.5 48.5 49.5 48.5 49.5 1.0 2020 Vision Plan 2.0 - 3.0 - 2.0 2.0

TOTAL POSITIONS (FTEs) 72.5 70.5 70.5 70.5 69.5 -1.0

2014 BUDGET NARRATIVE AND OBJECTIVES

2014 Objectives

• Participate and coordinate facility planning and contract negotiations for all projects in the 2020 Vision Plan, CML’s long-term facilities plan. • Analyze and update long-range financial forecast with most current projection information. • Analyze impact of State of Ohio legislative changes within the 2014-2015 Biennium Budget on CML’s current and future revenue. • Analyze impact of the Affordable Care Act on CML’s Internal Service Fund. • Develop a reporting tool acceptable to the Board that provides accurate and timely information on the expenses, progress and budgets for the 2020 Vision Plan Program. • Develop a budget process that is transparent and inclusive. • Drive improvements to CML’s current finance software to make maximum use of existing capabilities. • Implement control recommendations proposed as a result of CML’s risk assessment. • Hire Procurement Manager. • Review the current Purchasing processes.

CHIEF FINANCIAL OFFICER – GENERAL FUND

2014 Objectives (continued) • Evaluate current structure of Property Management Group. • Create and maintain a utility consumption database to determine facility efficiency. • Research green cleaning options for new branches. • Research alternative fuel sources for CML vehicle fleet. • Hire Security Manager. • Develop quarterly training program for security staff. • Develop and implement first phase improvements of the Business Process Automation project.

CHIEF FINANCIAL OFFICER – GENERAL FUND

CHIEF FINANCIAL OFFICER FINANCE DEPARTMENT

DEPARTMENT FUNCTION

The Finance Department is comprised of Financial Management & Budgeting and Financial Services which includes; Accounting, Payroll, Procurement and Records & Distribution Center.

Financial Management & Budgeting Financial Management & Budgeting is responsible for the revenue forecasting, budget development and long-range financial projections. A key task of revenue forecasting is evaluating the impact of state legislative changes, assessed property values and tax incentive financing on CML’s two main revenue sources. Budget development is a broad term for many activities related to the budget including estimating revenue, expenditure targets, monitoring receipts and expenditures, and reporting budget outcomes.

Additional responsibilities include financial oversight of the Capital Projects Fund with focus on the overall 2020 Vision Plan as well as other individual projects. The Financial Management & Budgeting Manager is a member of and the financial liaison to Management Team.

Financial Services Financial Services is comprised of the Accounting, Payroll, Procurement and Records & Distribution Divisions and is responsible for the fiscal stewardship of taxpayer resources including risk management, investment management, transaction processing, technology utilization and financial reporting.

The Director of Financial Services also serves as CML’s Deputy Fiscal Officer and leads CML’s Management Team.

Accounting Services The Accounting Services Division is responsible for the processing of accounts receivable and accounts payable, maintenance of CML’s reporting structure, fixed assets tracking, investment management and the overall cash management of CML. Accounting Services also manages the annual compliance and financial audit, and the compilation of the Comprehensive Annual Financial Report.

Payroll Services The Payroll Services Division is responsible for coordination and oversight of payroll processing; calculation of wages, overtime, deductions and contributions. In addition, it is responsible for preparation, distribution, payment and reporting processes and ensures CML’s compliance with federal, state and local payroll laws. Payroll Services is also responsible for set up and maintenance of CML’s vendor database and for daily receipts processing and reporting.

CHIEF FINANCIAL OFFICER – GENERAL FUND

Procurement The Procurement Division is responsible for obtaining the best overall value of goods and services in response to internal needs while ensuring the integrity of the public procurement process through conducting of business in an open and fair environment. The division also maintains vendor relationships, assists in the negotiation and creation of contracts and the administration of the procurement card program for CML.

Records & Distribution Records includes the physical storage and retrieval of library records, the records retention schedule, electronic storage, tagging, scanning and shredding in compliance with Ohio Revised Code. This team also handles the logistics of several items for CML including inter-library loans, retail inventory, branch deposits, Public Services supplies, Main Library mail, Ready to Read kits, surplus inventory, and distribution of materials to Columbus Commons, a partnership with the City of Columbus.

ORGANIZATIONAL STRUCTURE

CHIEF FINANCIAL OFFICER – GENERAL FUND

2013 DEPARTMENT ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Finance Department

GFOA Awards Awarded the Government Finance Officers’

Received Association (GFOA) Comprehensive Annual  Financial Report (CAFR) Award for the 27th consecutive year.

Awarded GFOA’s Annual Budget  Presentation Award for the 22nd consecutive year.

Management Served as Procurement and Budgeting lead  Team Financial to identify and assist with tactical plan Liaison funding and resource shortfalls.

Long Range Updated and maintained CML’s long range   Planning forecast and planning tool ensuring current budgets align with the long term financial goals.

2020 Vision Assisted with maintaining a budgetary      Plan Budget program plan for the first phase of the 2020 Vision Plan to replace or remodel 10 facilities.

Debt Monitored capital outlay expenditures      Accounting associated with debt issuance and completed Compliance annual reporting requirements

PERFORMANCE INDICATORS

FINANCE DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits 1,155,157 1,171,016 1,044,731 1,291,594 10.3% Supplies 3,600 7,276 4,317 5,700 -21.7% Operational Services 219,270 197,414 236,389 223,912 13.4% Capital Outlay-Eqpt 3,086 0 0 0 0.0% General Fund Projects 133,223 0 0 0 0.0% Department Total $1,514,336 $1,375,706 $1,285,437 $1,521,206 10.6%

CHIEF FINANCIAL OFFICER – GENERAL FUND

FINANCE DEPARTMENT: GENERAL FUND EXPENDITURES BY DIVISION AND SECTION DIVISION 2012 2013 2014 2014 SECTION ACTUAL BUDGET ACTUAL BUDGET % CHANGE Financial Management & Budgeting 238,221 213,898 189,656 238,793 11.6% Financial Services Administration 195,388 216,675 263,749 264,092 21.9% Accounting Services 215,636 219,042 227,344 321,244 46.7% Payroll Services 159,939 148,533 148,391 156,146 5.1% Financial Management Information Systems 152,634 107,898 40,532 0 -100.0% Procurement 138,599 138,704 152,635 261,451 88.5% Records & Distribution 280,696 330,956 263,130 279,480 -15.6% General Fund Projects 133,223 0 0 0 0.0% Department Total $1,514,336 $1,375,706 $1,285,437 $1,521,206 10.6%

FINANCE DEPARTMENT: PERFORMANCE INDICATORS PERFORMANCE 2010 2011 2012 2013 2014 INDICATORS ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED Accounts Payable Checks & EFT's Issued 3,193 3,624 3,629 3,321 3,600 Payroll Checks/Direct Deposits Issued 19,387 20,365 21,740 19,765 21,000 Federal W-2 and 1099 Forms Issued 1,085 1,299 1,310 1,310 1,300 Bank Deposits 6,482 6,770 6,874 6,993 6,800 General Fund and Capital Projects 23 38 38 46 50 Purchase Orders Processed 785 1,004 843 864 900

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FINANCE DEPARTMENT: AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET FINANCIAL SERVICES ADMINISTRATION Director of Financial Services 1.0 1.0 1.0 1.0 1.0 - Fiscal Services Manager ------Subtotal 1.0 1.0 1.0 1.0 1.0 - ACCOUNTING SERVICES Accounting Assistant 1.0 - - - - Accounting Specialist 1.0 1.0 1.0 1.0 1.0 - Accounting Services Manager 1.0 1.0 1.0 1.0 1.0 - Accounting Services Supervisor - - - - - Accounts Payable Associate - 1.0 1.0 1.0 1.0 - Project Analyst - - - - 1.0 1.0 Subtotal 3.0 3.0 3.0 3.0 4.0 1.0 FINANCIAL MANAGEMENT & BUDGETING Budget Analyst 1.0 1.0 1.0 1.0 1.0 - Finance Specialist 1.0 1.0 1.0 1.0 1.0 - Financial Management & Budgeting Manager 1.0 1.0 1.0 1.0 1.0 - Subtotal 3.0 3.0 3.0 3.0 3.0 - FINANCIAL MANAGEMENT INFORMATION SYSTEMS (FMIS) FMIS Specialist 1.0 1.0 - 1.0 - -1.0 Subtotal 1.0 1.0 - 1.0 - -1.0 PAYROLL SERVICES Accounting Assistant 1.0 - - - - Payroll Associate - 1.0 1.0 1.0 1.0 - Payroll Services Coordinator - - - - - Payroll Services Manager 1.0 1.0 1.0 1.0 1.0 - Subtotal 2.0 2.0 2.0 2.0 - PROCUREMENT Procurement Associate 1.0 1.0 1.0 1.0 1.0 - Procurement Administrator 1.0 - - - - Procurement Manager - - 1.0 - 1.0 1.0 Procurement Specialist - 1.0 1.0 1.0 1.0 - Subtotal 2.0 2.0 3.0 2.0 3.0 1.0 RECORDS & DISTRUBTION Records & Distribution Assoc - 3.0 3.0 3.0 3.0 - Records & Postal Center Clerk 3.0 - - - - - Records & Distribution Supervisor 1.0 1.0 1.0 1.0 1.0 - Subtotal 4.0 4.0 4.0 4.0 4.0 -

Total 16.0 14.0 16.0 16.0 17.0 1.0

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2014 BUDGET NARRATIVE AND OBJECTIVES

The key objective of the Finance Department continues to be streamlining processes and automating/eliminating manual tasks with an emphasis on mitigating risk, strengthening internal controls, leveraging technology and improving customer service.

Overall, the Financial Services’ budget is consistent with the previous year, a total increase of 10.4% from 2013 budget. Decreases are related to the Financial Management Information System division being absorbed within IT. This is offset with an increase in Procurement because of the creation of a new Procurement Manager position and an increase in Accounting Services because of the Project Analyst position moved from the 2020 Vision Plan Department.

2014 Objectives • Develop a reporting tool for the Board of Trustees that provides accurate and timely information on the budgets, expenditures and progression for the 2020 Vision Plan program • Develop a budget process that is transparent and inclusive • Drive improvements to ONESolution financial system to make maximum use of existing capabilities • Implement control recommendations proposed by the consulting firm of Schneider Downs as a result of the company-wide risk assessment • Hire a procurement manager • Implement updated processes and initiatives as a result of the procurement review

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CHIEF FINANCIAL OFFICER 2020 VISION PLAN

DEPARTMENT FUNCTION

In 2013, CML reorganized its management structure. The 2020 Vision Plan (VP) department was removed from Property Management and made into a stand-alone department reporting to the Chief Financial Officer. The 2020VP department has overall operational responsibility for the completion of major building projects and is responsible for coordinating teams of internal staff, owner’s representative, contractors, architects, realtors, construction managers, government personnel and vendors. It oversees all activities related to Phase 1 of the 2020 Vision Plan (2020VP). The 2020VP team coordinates with staff at the existing facility to assure the local community is integrated into each building project.

It is CML’s intention to push the boundaries of the library as we know it today, while addressing and embracing the dynamic changes in the field of information, technology and social behaviors. CML will build spaces that inspire reading, share resources and connect people. Phase 1 building projects include new builds and renovations/expansions for the following locations: Main Library, Driving Park, Dublin, Hilliard, Martin Luther King, Northern Lights, Northside, Parsons, Shepard and Whitehall branches.

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ORGANIZATIONAL STRUCTURE

Ms.Ms. WendyWendy TresslerTressler 20202020 VisionVision PlanPlan ProgramProgram 20202020 VisionVision PlanPlan ManagerManager SteeringSteering CommitteeCommittee

PizzutiPizzuti SolutionsSolutions TurnerTurner ConstructionConstruction Owner’sOwner’s RepresentativeRepresentative ConstructionConstruction ArchitectsArchitects 2020VP2020VP ProgramProgram ManagementManagement

DrivingDriving ParkPark ProjectProject && DublinDublin ProjectProject NBBJ,NBBJ, LLCLLC

WhitehallWhitehall ProjectProject JonathanJonathan BarnesBarnes ArchitectureArchitecture && DesignDesign

MainMain LibraryLibrary ProjectProject SchooleySchooley CaldwellCaldwell AssocAssoc withwith GundGund PartnershipPartnership

NorthernNorthern LightsLights ProjectProject DesignDesign GroupGroup

ParsonsParsons ProjectProject MoodyMoody NolanNolan

2013 ACCOMPLISHMENTS

My Young Life CML 2013 Accomplishments Library Minds Skills Partners 2020 Vision Plan Driving Park • Completed design     Project • Completed bidding process • Held groundbreaking • Began construction Whitehall Project • Completed design     • Completed bidding process • Held groundbreaking • Began construction

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Main Library • Hired Schooley Caldwell Associates     Project with Gund Partnership as architects • Began programming which describes the purpose, vision and flow for Main Library Northern Lights • Hired Design Group as architects     Project • Began programming which describes the purpose, vision and flow for Northern Lights Branch Parsons Project • Hired Moody Nolan as architects     • Began programming which describes the purpose, vision and flow for Parsons Branch Dublin Project • Hired NBBJ, LLC as architects     • Began site selection Land Acquisition • Selected and closed on land for     Shepard, Parsons, and Northern Lights Owner’s • Hired Pizzuti Solutions to serve as     Representative Owner’s Representative who acts on behalf of CML and as a liaison between the BOT and various project team members & vendors Construction • Hired Turner Construction Company     Manager at Risk to serve as Construction Manager at Risk

2020 VISION PLAN DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $214,809 $26,369 $277,402 $119,129 351.8% Supplies 232 1,000 6,194 8,744 774.4% Operational Services 29,919 68,679 169,369 159,339 132.0% Capital Outlay-Eqpt 6,413 0 0 0 0.0% Department Total $251,373 $96,048 $452,965 $287,212 199.0% In 2012, this department was disbanded but reinstated in 2013.

2020 VISION PLAN DEPARTMENT: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET

Administrative Assistant 1.0 ----- Director of Facilities Branding and Strategy 1.0 ----- Director of Vision 2020 Plan -- 1.0 --- Manager 2020 Vision -- 1.0 1.0 Project Analyst -- 1.0 - Senior Project Manager -- 1.0 --- Total 2.0 - 3.0 - 1.0 -

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2014 BUDGET NARRATIVE AND OBJECTIVES

The 2020VP team will assure that CML is positioned in the heart of each community it serves by developing strict land acquisition criteria, selecting and working with real estate agents and community leaders to find the best land options from which to choose.

The team will align with other CML departments with regard to programming, funding, community relations, government relations, internal marketing strategy and community events for all new facilities.

2014 Objectives 1. Implement the 2020 Vision Plan by March 2017. • Complete building new branch at Driving Park (on time and on budget) by May 2014. • Complete building new branch at Whitehall (on time and on budget) by October 2014. • Replace the Northside branch o Design complete by December 2014. • Replace the Shepard branch. o Complete site demolition on budget by April 2014. • Replace the Martin Luther King branch. o Select site by December 2014. • Replace the Dublin branch. o Select site o Begin design in 2014 o Complete design by February 2015 • Replace or renovate and expand the Hilliard branch o Finalize project and building strategy o Begin design in 2014 • Replace the Parsons branch. o Design complete by January 2015 • Renovate and expand Northern Lights branch. o Design complete by January 2015. • Renovate Main Library branch. o Begin design in 2014 o Design complete by March 2015.

2. Provide clear and timely communication regarding the 2020 Vision Plan in order to efficiently implement the plan. • Establish and communicate internal 2020 Vision 2014 Roles and Responsibilities per individual by February 14, 2014. • Establish and distribute 2020 Vision Plan communication protocols by February 14, 2014. • Fully implement SharePoint as the primary repository of all project documents and action item tracking by March 14, 2014.

3. Increase involvement in professional organizations related to the 2020 Vision Plan. • Present at DesignColumbus 2014 CML's LEED Strategy with project highlights. • Host a USGBC Buildings in Action event at Driving Park in 2014 • Submit proposals to speak about the 2020 Vision Plan and/or Sustainable Design/LEED at OLC and PLA.

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CHIEF FINANCIAL OFFICER PROPERTY MANAGEMENT DEPARTMENT

DEPARTMENT FUNCTION

The Property Management (PM) Department is responsible for providing CML staff and customers with a broad spectrum of services involving grounds and facilities maintenance, transportation and security. These services are implemented through the Property Management Director’s administrative office which includes Operation Managers and the Security Division.

The Property Management Director, who reports to the Chief Financial Officer/Fiscal Officer, is responsible for establishing department policy, providing leadership and vision, assisting with the organization’s master facility plan, and the plan for construction of capital projects. This position also provides leadership within the Strategic Planning Team and sponsors CML’s Green Team and Safety Committee.

Operations Managers are responsible for implementing non-2020 Vision Plan projects, administering the department work plan and monitoring resources, capacity and work flow. They have the overall responsibility for Custodial, Maintenance and Transportation Divisions. They also supervise the Facilities Project Managers who manage special projects and non-2020 Vision Plan capital construction.

Custodial Services is responsible for housekeeping, grounds maintenance, landscaping, pest control, recycling and snow removal at all library facilities. This division also transports surplus equipment, materials or furniture that need to be relocated between CML facilities and the warehouse. A combination of staff and external contractors provide these services.

Maintenance Services is responsible for the operations and the repair of all building systems and equipment throughout CML’s 22 facilities. This division employs staff and contractors to maintain the buildings and provide construction resources.

Security Services is responsible for providing a safe environment for CML staff and customers as well as security for library facilities and collections. This division uses both staff and contractors to provide an on-site security presence and to operate and maintain security systems including intrusion, video surveillance and fire protection.

Transportation Services provides a delivery network to all CML facilities and partner libraries and sorts library materials. Transportation Services also manages the fleet of 30 vehicles including large and small bookmobiles, maintenance vans and delivery trucks.

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ORGANIZATIONAL STRUCTURE

2013 DEPARTMENT ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Security Division Incident 2013 total security incident reports (3,579)      Reports were down overall by 14% from 2012 incidents (4,153) with 2013 behavioral incidents (1,232) being reduced by 41% from 2012 behavioral incidents (2,106). HDVR Hard Disk Video Recorders (HDVRs) were   Replacement replaced at Linden, Hilltop and Martin Luther King branches

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CML CML 2013 Accomplishments Partners Staff Property Management Administration Leadership • Strategic Planning Team  Teams • 2020 Vision Plan  • Management Team  Served on • Safety Committee  Internal • Green Team  Committees • Fleet Management Analysis  and Teams • Disaster Recovery  • AEP Energy Savings  • Branded Facilities Committee  • People Counter Technology Tactic  • Enterprise Content Management Tactic  • Microsoft Migration User Group  • Central Library Consortium  • CCTV Camera Project 

CoGo Bike A new bike sharing program initiated in Columbus by a multi-organization  Share team led by Alta Bicycle Share (Portland, Oregon), chose CML’s Main System Library to host one of thirty CoGo bicycle stations. This station holds a dozen bikes to be used in the downtown area and promotes a very green experience. Based upon the success of this program, this was solicited as a partnership with future potential for other library locations.

CML 2013 Accomplishments Staff Custodial Division Main Library Custodial staff along with many others cleaned up after a significant water leak on the  Water Leak 3rd floor of Main Library which occurred as a result of cracked piping. Clean-up Whetstone A garden walkway was installed at Whetstone branch from the sidewalk to the reading  Garden Path garden located at the front of the library allowing easier access. Materials were Installed repurposed as a result of other projects, i.e. stones from Southeast branch. New Property Clean-up and a long-term maintenance plan was required as a result of purchasing  Clean Up properties where some had remained vacant for quite some time. Snow Removal Snow was excessive in 2013. Custodial staff and contractors totaled over 2,000 hours  of plowing, snow blowing and shoveling for all locations. One hundred-sixty tons of salt was applied to parking lots and thirty tons of ice melt was applied to sidewalks keeping CML accessible during the inclement weather.

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CML CML 2013 Accomplishments Partners Staff Maintenance Division Karl Road Karl Road branch was remodeled to include a kindergarten classroom  Pre- designed to focus on kindergarten readiness. Among many improvements, the Kindergarten area includes a school bus replica built by the Maintenance Dept. introducing Classroom children to this new experience. Water Cooler The 20 year-old water coolers/water fountains were replaced at Main Library  Replacement with new energy efficient and water saving models. Remodeling The following areas were refreshed or remodeled: & Refreshing • Main 1st floor restroom  Areas of • Human Resources  Main Library • 2nd floor break station  • Executive conference room was created  People Maintenance assisted with the installation of people counters at all locations to Counters provide a more accurate picture of customer flow.  Energy Plug Smart, in a partnership with CML to utilize $15,000 in energy rebate funds  Consulting provided by AEP, completed an energy study to retro-commission Karl Rd  branch and Operations Center.

My CML CML 2013 Accomplishments Library Partners Staff Transportation Delivery CML is providing library materials delivery for CLC members. As   routes the consortia membership grows, delivery routes are modified and increased increased. In 2013, due to consortia membership increases: • Deliveries increased from twenty-five locations to thirty-nine • Transportation drivers drove 148,194 miles • Boxes delivered increased 8.9% from 394,466 to 429,580 “Green” Transportation took delivery of 3 leased box trucks all with the latest  Trucks in diesel exhaust reduction technology. The latest technology Added vaporizes the harmful nitrogen oxide and turns it into water and nitrogen which is safer on the environment. 2013 Easton Transportation hosted 3 autistic students from the 2013 Easton   Career Camp Career Camp, teaching them sorting skills, work ethics and other hosts valuable life skills. This was the first year for CMLs participation and as a result received a certificate of appreciation for participating in the program. Truck Rebranding CML’s website, columbuslibrary.org was added to all vehicles.  

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CML 2013 Accomplishments Staff Facilities Projects: Main Library • Created a new Digital Media Teen space  • Created an executive conference room • Repaired the sewer at the north entrance of Main Library • Parking garage revitalization of concrete decking and columns • Parking garage sprinkler system replacement Facilities Projects: Branch Libraries HVAC Upgrades • HVAC units were replaced at the following branches due to increased heat  load from renovations and increased library usage: Hilltop o  o Reynoldsburg • All Runtal radiators at various locations in Main Library were replaced over a 2 year cycle in order to minimize budgetary impact. PM staff was utilized to reduce labor costs with a total project cost of just over $73K Carpeting Replacement • South High’s carpeting was replaced as a result of the sanitary line  replacement  • Hilltop carpeting was replaced due to the remodeling the branch American Disabilities The height of book drops was adjusted for branches to improve overall  Act (ADA) accessibility for all, including the following branch libraries: Livingston, Gahanna, Improvements Whetstone, Dublin, South High, Karl Rd and Northside. Roof Replacement Shingles were replaced at the following branches:  • Gahanna • Livingston The pitched roof of the Livingston Branch was replaced Parking lots All library parking lots were patched, sealed and painted, except New Albany  which will be completed in 2014. South High Sanitary Heapy Engineering firm examined the sanitary line at South High branch in an  Line Replaced effort to determine what could be done to lessen the required maintenance and a replacement of the sanitary line was recommended. The project was completed within its tight timeframe and significantly under budget while having improved sanitary line flow significantly.

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PROPERTY MANAGEMENT DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE* Salaries and Benefits $2,546,353 $2,822,500 $2,662,928 $3,055,623 8.3% Supplies $474,379 $489,900 $450,608 $510,880 4.3% Operational Services $2,729,293 $2,692,232 $2,655,183 $2,704,858 0.5% Capital Outlay-Eqpt $199,120 $99,800 $153,919 $53,400 -46.5% Property Management General Fund Projects 692,268 1,687,155 1,222,112 2,061,627 22.2% Department Total $6,641,413 $7,791,587 $7,144,750 $8,386,388 7.6%

PROPERTY MANAGEMENT DEPARTMENT: GENERAL FUND EXPENDITURES BY DIVISION AND SECTION DIVISION 2012 2013 2014 2014 SECTION ACTUAL BUDGET ACTUAL BUDGET % CHANGE Prop Mgmt Adm Div $786,136 $893,132 $697,698 $906,446 1.5% Custodial Services Div 1,644,369 1,729,145 1,801,887 1,900,667 9.9% Maintenance Services Div 2,019,244 1,821,672 1,776,253 1,742,918 -4.3% Transportation Services Div 698,278 725,171 737,492 804,955 11.0% Security Div 801,118 935,312 909,308 969,775 3.7% Property Management General Fund Projects 692,268 1,687,155 1,222,112 2,061,627 22.2% Department Total $6,641,413 $7,791,587 $7,144,750 $8,386,388 7.6%

PROPERTY MANAGEMENT DEPARTMENT: GENERAL FUND PROJECTS EXPENDED PROJECT PROJECT PROJECT ENCUMBRA PROJECT NAME BUDGET TO DATE NCES BALANCE Carpet Replacement Prj $823,335 $460,063 $151,932 $211,340 Main Parking Garage Revitalization Prj $584,000 $177,002 $1,176 $405,822 Parking Lot Repairs Prj $524,925 $367,925 $0 $157,000 Marion Franklin $511,827 $35,178 $34,548 $442,101 Hilltop Rearrangement Prj $209,000 $160,034 $4,900 $44,066 Facility Lighting Improvements Prj $195,000 $78,746 $3,890 $112,364 Vehicle Replacement Prj $184,000 $45,380 $0 $138,620 New/refresh Desks at Branches Prj $164,070 $0 $0 $164,070 Main Garage Fire System (phase 1/5) Prj $164,000 $13,655 $14,079 $136,266 South High Sanitary Line Replacement Prj $150,000 $93,592 $12,274 $44,134 Restroom Revitalization Prj $102,000 $44,568 $3,431 $54,001 Collection Display Units Prj $100,000 $0 $25,978 $74,022 Security Consultant $53,200 $0 $0 $53,200 Pop up Library Services Prj $50,000 $0 $0 $50,000 ADA Requirements Prj $50,000 $0 $0 $50,000 Main Library Facade Repair Prj $40,000 $0 $0 $40,000 R2R Branded Services Prj $25,000 $0 $0 $25,000 Readers Advisory Prj $25,000 $0 $0 $25,000 $3,955,357 $1,476,143 $ 252,208 2,227,006$

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PROPERTY MANAGEMENT DEPARTMENT: PERFORMANCE INDICATORS PERFORMANCE 2010 2011 2012 2013 2014 INDICATORS ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED Custodial: Facility Audits 120 121 120 123 123 Custodial: Cost/SF $2.12 $2.04 $2.10 $2.17 $2.17 Maintenance: Work Orders Completed 3,607 3,631 3,829 4,574 4,711 Transportation: Boxes Transported 354,746 406,950 394,466 429,580 481,129 Security: Incident Reports 3,274 4,096 4,153 3,579 4,100

2014 BUDGET NARRATIVE AND OBJECTIVES

The Property Management team is assigned the task of maintaining 22 current facilities. This year the new Driving Park and Whitehall branches will open replacing the older branch libraries and a new facility, Marion Franklin Branch will be added. Along with maintaining these facilities, fleet maintenance and transporting materials for a growing number of CLC member libraries are also important. As the 2020 Vision Plan continues to move forward, the projects are being supplemented as needed by PM staff. The following projects are slated for 2014:

• Upgrade the refrigerant to 410-A in the air hander #2 at Main Library • Continued focus on replacing and repairing necessary items related to American Disabilities Act: door knobs at Main Library and family restroom additions at Karl Road and Livingston branches • Continue sprinkler replacement project for Main Library parking garage (phase 2 of 5) • Remove the circulation and information desks at Franklinton, Livingston, Southeast and Whetstone branches • Improve emergency lighting (phase 2 of 2) and improve interior lighting at Gahanna and Karl Road branches • Replace carpeting at Gahanna, Karl Road, Linden, and Hilltop branches • Replace 4 library vehicles • Painting for various locations including: Hilltop, Reynoldsburg, Southeast and Whetstone • Post construction and post relocation clean-up for Driving Park, Whitehall and Marion Franklin sites

2013 Property Management staff attends an annual Summer Recognition Cookout

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2014 Objectives Green Team mission and goals

CML’S Green Team promotes green culture by organizing information, coordinating efforts, recommending actions, and enhancing knowledge and awareness. We achieve our mission in the following ways: • Serving as a conduit and repository for green ideas and suggestions from CML staff. • Recommending actions to promote environmental sustainability and emphasizing initiatives that save resources. • Partnering with CML departments and teams to create organizational and community change. • Spreading knowledge of and celebrating CML’s green accomplishments with staff and the community. • Forming green partnerships with the community. • Educating staff and customers about ecological benefits of environmentally sustainable practices.

CML and its Green Team received this certificate from the Mid-Ohio Regional

Planning Commission (MORPC) recognizing efforts for implementing Green Practices (Green Team member Laura Stith top row, middle)

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2013 Green Team Accomplishments

2013 Accomplishments Green Team MORPC CML and its Green Team received this certificate from the Mid-Ohio Regional Certificate of Planning Commission (MORPC) recognizing efforts to commit to alternative Appreciation transportation options, participate as Green Spot members, and implement other green practices. Green The Green Team formed important partnerships with: Community • Blueprint Columbus project - discussing rain gardens and impermeable Partnerships hardscape abatement.

• Mid-Ohio Regional Planning Commission (MORPC) surveyed the staff regarding their chosen mode of travel to bring alternative transportation options to CML staff in 2014 with their RideSolutions program. • MORPC EcoSummit - the EcoSummit brought industry leaders and scientists who spoke about sustainability today and tomorrow. • CoGo – a CoGo bike station was constructed outside of Main Library this year. Bikes are provided with built-in GPS systems promoting green travel throughout downtown Columbus. Green Team An ambassador program was established between the Green Team and CML staff by Ambassadors recruiting a person at each CML location to promote sustainable practices through information sharing. Each ambassador spreads the word of green happenings at CML and attends Green Team functions, such as the talk on LEED certification for CMLs 2020 VP presented by Go Sustainable Energy. Events Ten double-sized recycling bins were purchased for use during library system events Recycling and can be reserved through Property Management. Recycling CML in 2013 recycled: Program • 221,756 lbs. of hardback books Results • 132,644 lbs. of sorted office paper • 9,500 lbs. of assorted plastic • 207 lbs. of batteries • 147 lbs. of aluminum cans • 224 lbs. of plastic bottles Wellness Fair The Green Team staffed a booth at CML’s Wellness Fair reaching ninety CML staff by passing out information about the Flip the Switch campaign, updated blog, and gave away packets of native seeds harvested from staff member’s backyard. One staff member who visited will join the Green Team in 2014. Staff The team created an “I Got Caught Green Handed” note designed to Recognition recognize CML staff who developed a green idea or lead by example on a green issue. Flip the Switch The Green Team continued its “Flip the Switch” initiative, reminding staff to turn off electronics and electricity when not in use at work and at home promoting a more energy-friendly lifestyle.

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Green Blog The Green Team’s blog helps communicate our message to CML staff and posts essential Green Team facts including information about: • CML LEED certification • Recycling facts, dos and don’ts • National Bike Challenge • “Flipping the switch” – a CML campaign to reduce electricity usage • CoGo bike share • History of the Green Team and prior year annual reports

2014 Green Team Initiatives • Implement MORPC’s RideSolutions program via a Rideshare club, competitions, and an onboarding presentation for new staff • Develop the positive relationship between the Green Team and its ambassadors by creating a contract for the ambassador role and continued information sharing • Expand efforts to make the Green Team blog a “must see” for CML staff and continue to post quality articles on a regular basis • Increase the Green Team’s relationship with the system’s 2020 Vision Plan projects • Investigate expanding our educational efforts with CML customers • Develop a system-wide initiative in conjunction with Spring Cleaning/Arbor Day • Increase staff participation through the use of competition and contests • Continue to share ideas and increase good habits through the Flip the Switch campaign • Seek grant opportunities for a rain garden at Livingston

Below: Maintenance is being Left: Main Library is performed on the UPS system. home to one of several In this case, UPS stands for CoGo bike stands uninterruptable power around downtown supplies. Columbus, where people can borrow a bike to tour the area.

Right: Even Columbus’ Mayor, Michael Coleman joined in the biking fun that day

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CHIEF CUSTOMER EXPERIENCE OFFICER

DEPARTMENT FUNCTION

The Chief Customer Experience Officer (CXO) oversees customer-facing touch points in the organization. From products in Technical Services to people in Public Services – and the storytelling through Marketing – the CXO establishes key performance indicators and best practices, coordinates communication efforts as well as ensures a centralized, cohesive brand experience. Additionally, all functions of Information Technology report to the CXO including Help Desk, Network & Infrastructure and Web & Applications.

The Chief Customer Experience Officer reports to the Chief Executive Officer and serves as a member of CML’s Executive Team and the Strategic Planning Team. In 2013 the CXO was also the facilitator of Management Team.

ORGANIZATIONAL STRUCTURE

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2013 DEPARTMENT ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Chief Customer Experience Officer Facilitate Met performance goal of 1 hour meetings;      Management most all tactics completed; all tactics support Team CML strategies. Pilot YouMedia Launched YouMedia lab for teens at Main  Lab Library as part of a 5-organization effort to engage teens in technology. Create Brand In order to set a consistent brand experience    Expectations Brand Guidelines were created for current for Branches locations and new branches. Flat Fee Fine Goal to eliminate daily fine accrual by end of    Strategy 2015. (Additional information on this strategy can be found in Table A within this section.) National CXO and direct reports spoke at over 15   Speakers national audiences sharing CML story. This includes speaking to national brands such as Ford Motor Company and Blue Cross Blue Shield. Staffing Hired Gregg Dodd, CML Marketing Director      and 6 new branch managers. Civic Presence Kathy Shahbodaghi joined Learning Circles board; Gregg Dodd serves on Discovery District Special Improvement District. Award Winning 2013 Award of Distinction for 2011  Marketing Celebration of Learning Marketing Campaign Department from The Communicator Awards, an international award honoring excellence in Marketing and Communication and “work that transcends innovation and craft.”

Achievement in Marketing Award for 2013 Summer Reading Club Marketing Campaign from Columbus Chapter American Marketing Association, judged by a national panel of marketing experts. Enhanced Through an aggressive earned-media Media strategy, in 2013 CML had significant Coverage increase in print, digital, radio and television story placements resulting in a total audience estimate of more than 17.5 million.

On average, there was a placement of one story every two days throughout 2013.

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2020 Vision 2 Staff play an instrumental role in core 2020      Plan Building team to oversee design, service delivery and Program experience.

PERFORMANCE INDICATORS

CHIEF CUSTOMER EXPERIENCE OFFICER: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $166,512 $327,764 $320,351 $429,641 31.1% Supplies 1,009 2,280 2,197 2,500 9.6% Operational Services 16,569 51,844 39,384 51,300 -1.0% Library Materials 0 0 0 0 0.0% Capital Outlay-Eqpt 2,409 0 0 0 0.0% Public Services General Fund Projects 0 0 0 0 0.0% Department Total $186,499 $381,888 $361,932 $483,441 26.6%

CHIEF CUSTOMER EXPERIENCE OFFICER: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $28,463,826 $31,221,189 $28,730,025 $32,420,978 12.8% Supplies $463,417 $506,742 $449,296 $513,250 1.3% Operational Services $3,249,018 $3,504,443 $3,299,418 $3,714,040 6.0% Library Materials $7,733,198 $7,389,598 $7,004,244 $7,495,400 1.4% Capital Outlay-Eqpt $598,078 $360,812 $337,047 $745,160 106.5% General Fund Projects 434,816 1,764,110 1,097,592 2,139,923 21.3% Department Total $40,942,353 $44,746,894 $40,917,622 $47,028,751 5.1%

CHIEF CUSTOMER EXPERIENCE OFFICER: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Chief Customer Experience Officer $186,499 $381,888 $361,932 $483,441 26.6% Information Technology $4,778,029 $5,291,207 $4,651,457 $5,707,316 12.1% Marketing 1,099,165 922,103 776,846 860,150 -6.7% Public Services 24,957,926 27,224,263 25,344,437 28,649,668 5.2% Technical Services 9,485,918 9,163,323 8,685,357 9,188,253 0.3% General Fund Projects 434,816 1,764,110 1,097,592 2,139,923 -9.2% Department Total $40,942,353 $44,746,894 $40,917,621 $47,028,751 5.1%

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CHIEF CUSTOMER EXPERIENCE OFFICER: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2010 2011 2012 2013 2014 CHANGE DEPARTMENT ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET Chief Customer Experience Officer - 1.0 2.0 3.0 2.0 4.0 2.0 Information Technology 34.2 38.0 31.0 33.0 31.0 30.0 -1.0 Marketing 8.6 9.0 9.0 7.0 9.0 8.0 -1.0 Public Services 456.7 496.4 488.8 487.1 489.0 498.1 9.1 Technical Services 21.5 23.7 23.7 19.7 23.7 19.7 -4.0

TOTAL POSITIONS (FTEs) 521.0 568.1 554.5 549.8 554.7 559.8 5.1

2014 BUDGET NARRATIVE AND OBJECTIVES

2014 Objectives The focus of 2013 is to deepen the customer experience through powerful personal experiences while continuing to respond effectively to pressing community needs, for example: Ohio’s new Third Grade Reading Guarantee.

2013 Objectives • Young Minds: CML made great strides in deepening our commitment to Young Minds. o Kids Cards: a first-ever Kids Card was introduced in August, just in time for back-to-school. This card allows children to check out 3 books without a signed parental consent and does not incur fines. The card eliminates barriers of blocked cards so we can put books in the hands of children, a key part of our Young Minds strategy. o Kindergarten Readiness Zones: This new program was introduced at Karl Road, and it has become a requirement in all our new buildings. This space recreates a real Columbus City Schools Kindergarten classroom in order to connect our kindergarten readiness strategy with a real life experience of what kindergarten means. th o Summer Reading Club: Summer Reading Club, CML’s highest profile program, completed its 76 year with 76,000 participants.

Maintenance Technician Bill Kluesener (Right) designed and The new Kids Card allows children to check out up to 3 books. built this bus for the Readiness Zone with help from (left) Hershel Tritt and Don Stevens.

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• My Library: CML initiated several key steps in 2013 to enhance this strategy. o In May, CML made a major shift away from our legacy catalog system, Discovery Place, and migrated to Polaris joining 11 other library systems in the Central Ohio Library Consortium. Discovery Place had well served CML for over 25 years; this new system provides CML customers with more than a million more items through the Consortium and offers enhanced features. o CML’s African American Digital Collection was launched with a splash in February. Kicked off by Columbus Mayor Michael Coleman, the event included surviving members of the Tuskegee Institute. This collection aims to digitize the history of the African American community in Columbus and is a starting lynchpin of our Local Digitization Strategy. (Additional information on this strategy can be found in Table B within this section.)

CML CEO Patrick Losinski is joined by surviving members of the Tuskegee Institute

• CML Staff: In April, the First Annual Andy Awards was held at Franklin Park Conservatory to recognize branch performance. Managers were recognized for their contribution to CML’s Strategies and Values, including recognition for highest increase in Homework Help Center visits, adult and juvenile print circulation and user visits. Managers voted on a roster of their peers to select the manager who most embodies CML values. Margie Robertson, InfoLine/Rover Manager, received the award, known as the Grand Andy.

Celebrity Emcee Mikaela Hunt, Margie Robertson and Alison Circle

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Table A The table below provides detailed information on CML’s New Fine Strategy. This strategy supports the objective to eliminate daily fine accrual by end of 2015.

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Table B The table below provides detailed information on CML’s Local Digital Collections Strategy. This strategy supports the objective to digitize the history of the African American community in Columbus and preserve the community’s heritage digitally.

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CHIEF CUSTOMER EXPERIENCE OFFICER INFORMATION TECHNOLOGY DEPARTMENT

DEPARTMENT FUNCTION

Information Technology (IT) is responsible for the automated systems that support staff and public customers. This support includes system design; technical consultation and design; partner management; software and hardware acquisition; system integration; telephony; local and wide area network connectivity. The IT Department’s primary mission is to ensure the delivery of exceptional technology services to both internal and external customers. IT ensures access to CML’s numerous resources which include file storage, web applications, Internet resources and related technologies. IT is divided into two functional groups: • Infrastructure Services and Service Desk o Network and Telecommunications o Servers and Databases o Help Desk o IT Operations • Business Applications o Web Services & Development Administration o Application ILS Integration

The Chief Information Officer reports to the Chief Customer Experience Officer and serves as a member of CML’s Executive Leadership Team, which leads strategic operational efforts, and Strategic Planning Team, which is responsible for developing and revising CML’s strategic plan and annual tactical plans. The Director of Information Technology (Infrastructure, Networking & Support) oversees the Service Desk and the Operations group. This includes the Help Desk staff, Desktop Administration, and the Operations Specialists that work to install, update and repair technology equipment throughout the organization. It also includes the operation and administration of all library enterprise technology infrastructure. The environment is managed and supported by network, telecommunications, server and database groups. The Director of Information Technology (Enterprise Applications & Business Intelligence) oversees the operation and administration of web-based library applications, including CML’s catalog and business process systems.

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ORGANIZATIONAL STRUCTURE

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2013 ACCOMPLISHMENTS

My Young CML CML 2013 Accomplishments Library Minds Partners Staff Information Technology Wireless Networking Replaced existing wireless solution with   new Cisco system, which included wireless access points, software and controllers for all locations. Outdoor wireless access is now available at 3 locations. New Integrated Implemented next generation Integrated    Library System (ILS) Library System, Polaris. Polaris is hosted by the CLC, Central Library Consortium. People Counter Installed People Counters at all library   branches. Counters track and report customer patterns and peak hours. New Microfilm Installed new microfilm scanner and  Scanner and PC PCs in Genealogy, History & Travel and Science, Business & News, improving services offered to customers. Pilot Teen Learning Assisted in creating a pilot teen learning    Lab lab (YouMedia Teens) at Main Library. The lab invites young people to create, learn and build skills with traditional and 21st century digital tools. Upgraded Online Upgraded the software used by IT to  Help Desk support all CML staff. New software aligns with industry standards, allows greater automation and a simpler user interface. Upgraded Internet Migrated to OpenDNS, provided by    Filter OPLIN, on all staff and customer desktops, both physically wired and wireless. Categorizes internet sites and prevents access to minors in accordance with CIPA. Kindergarten Installed an interactive SMART-Board Readiness Pilot system at the Karl Road Branch in the Kindergarten Readiness Zone. Document Installed the OnBase Document Management Management server. System Installed Cable Management IT improved the appearance of   technology in our facilities for customers and staff. All power strips

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My Young CML CML 2013 Accomplishments Library Minds Partners Staff and cables were mounted and secured for aesthetics and safety. SharePoint Implemented Microsoft SharePoint, a  Implementation document and file management tool enhancing staff collaboration. Asset Intelligence Utilized Microsoft’s Systems Center  Initiative Configuration Manager (SCCM) to track hardware and software assigned to staff. New HHC Sign-In With Public Service created a welcome   Welcome Page page for students to register for the Homework Help Center. Technology Completed an external audit of all the   Equipment Audit technology equipment for both public and staff at all locations. Created an inventory system to track and monitor all assets. Mobile Deployed mobile technologies as tools   Technologies Pilot for staff to increase efficiency. ONESolution Implemented a new Windows based  ONESolution Financial/Human Resources system.

Children practice on the SMART-Board in the New Homework Help Center Sign-In Welcome Page Karl Road Kindergarten Readiness Zone

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2014 PERFORMANCE INDICATORS

INFORMATION TECHNOLOGY DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $2,592,095 $3,085,659 $2,553,705 $3,117,380 1.0% Supplies 95,734 116,280 74,924 131,150 12.8% Operational Services 1,537,824 1,762,982 1,696,448 1,746,186 -1.0% Capital Outlay-Eqpt 552,376 326,286 326,380 712,600 118.4% IT General Fund Projects 434,816 1,486,960 1,009,649 1,888,350 27.0% Department Total $5,212,845 $6,778,167 $5,661,106 $7,595,666 12.1%

INFORMATION TECHNOLOGY DEPARTMENT: GENERAL FUND PROJECTS BY PROJECT EXPENDED PROJECT PROJECT PROJECT PROJECT NAME BUDGET TO DATE ENCUMBRANCES BALANCE Network infrastructure upgrades Prj $578,547 $0 $0 $578,547 Phone System Replacement Prj $575,000 $0 $0 $575,000 Wireless System Prj $450,000 $199,053 $201,864 $49,083 Business Process Automation Prj $264,000 $0 $0 $264,000 Photocopiers/Printers Replacement Prj $250,000 $0 $0 $250,000 Polaris System Enhancements Prj $74,645 $0 $12,935 $61,710 Mobile Technologies Prj $62,500 $8,472 $26,994 $27,034 Third Grade Reading Kiosk Prj $49,950 $0 $0 $49,950 Online Marketing Catalog Prj $25,000 $0 $0 $25,000 Delivery of School Materials Prj $15,000 $0 $0 $15,000 Public Access Tech Services Prj $10,000 $2,109 $0 $7,891

INFORMATION TECHNOLOGY DEPARTMENT: PERFORMANCE INDICATORS PERFORMANCE 2010 2011 2012 2013 2014 INDICATORS ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED Catalog Queries 11,067,603 10,510,370 9,750,191 10,157,946 11,000,000 Help Desk Incidents Resolved within 24 Hours 34% 38% 36% 30% 40% Help Desk Incidents Resolved within 7 Days 62% 63% 72% 68% 75% Public Internet PC Reservations 1,889,560 2,081,209 2,078,815 2,400,404 2,722,000

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INFORMATION TECHNOLOGY DEPARTMENT: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET

Admin of Applications Development 1.0 - - - Administrative Assistant 1.0 1.0 1.0 1.0 1.0 - Applications Designer 1.0 - - - Applications Development Manager - 1.0 1.0 1.0 -1.0 Applications Programmer 5.0 2.0 4.0 2.0 4.0 2.0 Applications Project Manager 1.0 1.0 1.0 -1.0 Applications Solution Architect 1.0 1.0 1.0 -1.0 Business Analyst -- 1.0 - -- Business Applications Manager 1.0 - - - Chief Information Officer -- 1.0 - 1.0 1.0 Database Administrator 1.0 1.0 1.0 1.0 -1.0 Desktop Administration Specialist 2.0 2.0 1.0 2.0 1.0 -1.0 Desktop Operations Supervisor - 1.0 1.0 -1.0 Desktop Operations Team Lead 1.0 - - - Desktop Service Specialist 1.0 - - - Digital Experience Analyst 2.0 - - - Digital Experience Team Lead 1.0 - - - Director of Digital Strategy 1.0 1.0 1.0 -1.0 Director of Information Technology -- 2.0 - 2.0 2.0 IT Manager - 1.0 1.0 -1.0 IT Operations Generalists 3.0 3.0 3.0 3.0 3.0 - IT Operations Team Lead 1.0 - - - IT Planning Analyst 1.0 1.0 1.0 1.0 1.0 - IT Specialist 3.0 3.0 3.0 3.0 3.0 - IT Support Manager -- 1.0 - 1.0 1.0 IT Support Supervisor - 2.0 2.0 2.0 2.0 - IT Systems Analyst - 2.0 2.0 2.0 2.0 - IT Systems Analyst II -- 1.0 - 1.0 1.0 IT Systems Supervisor -- 1.0 1.0 1.0 Network Administrator 5.0 5.0 1.0 5.0 1.0 -4.0 Network Engineer - 1.0 1.0 1.0 1.0 - Network Telecom Specialist II 1.0 - - - Project Analyst -- 1.0 2.0 2.0 Service Desk Team Lead 1.0 - - - Systems Administration -- 1.0 - -- Systems Administrator -- 2.0 2.0 2.0 Systems Administration Manager 1.0 - - - Systems Admin Specialist - 1.0 1.0 1.0 1.0 - Technology Support Manager 1.0 1.0 1.0 -1.0 Telecommunications Specialist 1.0 - - -

TOTAL POSITIONS (FTEs) 38.0 31.0 33.0 31.0 30.0 -1.0

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Technology Support

Thanks to the hard work of the Service and Support team, IT has continued to experience a drop in the number of outstanding support tickets. The first graph shows the number of opened vs. resolved tickets in 2012, and the second graph shows the support incidents by CML location, separating the types of support incidents by major category. Support incidents track all IT service requests from break/fixes and software errors, to new installs and network cable pulls.

*Data is not available for the first quarter due to an upgrade to the IT ticketing software.

Support Incidents by Location Requests April 2013 - December 2013* Incidents 300 250 200 150 100 50 0

*Data is not available for the first quarter due to an upgrade to the IT ticketing software.

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Catalog Usage

The AquaBrowser graphs below show the number of catalog queries in AquaBrowser per month, from January 2010- December 2013. Catalog usage has remained relatively steady.

AquaBrowser Catalog Queries 2013

987,076 971,193

878,097 895,489 838,113 850,185 832,818 818,272 794,465 801,108 773,412 717,718

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

AquaBrowser Catalog Queries 2012 2011 2010

1,080,712

947,182

905,988

916,885 902,317 872,738 810,074 824,053 789,818 818,746 777,855 828,641 832,818 818,272 850,270 833,366 815,915 724,938 794,465 805,480 775,972 774,644 710,476 657,794

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

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Network Administration

The first performance indicator, Network Availability, shows what percentage of the time the CML network is available. The network is considered unavailable if a piece of network equipment has a failure, or the site’s Time Warner circuit is down. This chart does not take into account power outages that occurred offsite or planned maintenance outages. Finally, because all Library network traffic must also flow through OPLIN, their network availability is also shown.

The second performance indicator from the networking area is the OPLIN bandwidth usage chart. This chart is an indicator of how much of CML’s network traffic crosses the Internet. Anyone at a library location that accesses the Internet has associated data going across this network connection.

The final networking performance indicator shows the public wireless network usage. These are customers who used their library card number to log into CML’s wireless network at any of our locations. The devices used included laptops, tablet PCs, or phones. The chart shows both the number of library card numbers used to log in and the total number of logins.

2013 Network Availability 100

99.9

99.8

99.7 CML % 99.6 OPLIN 99.5

99.4

99.3

99.2 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

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2013 Internet Bandwidth Utilization 1000

900

800

700 Avg 600 Max

500

400 Megabits

300

200

100

0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2013 Public Wireless Network Usage 30000

25000

20000

15000

10000

5000 Number of Users 0 Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Logins

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2014 BUDGET NARRATIVE AND OBJECTIVES

The Information Technology Department strives for an exceptional level of service for customers and staff, while supporting CML’s mission and core strategies. The technology planning process integrates all technology initiatives for the organization (both the annual tactical and operational).

In 2014, IT’s anticipated projects reflect many important system-wide projects, including

• Replacement of all photocopiers to lower costs, increase throughput, and offer new services for customers and staff; • Replace the phone system to utilize new technology, which will integrate with other services and tools; • Assess the Point of Sale (POS) Solution and recommend an upgraded or new system that will provide enhanced features and functionalities, including integrated reporting of fines and donations; • Complete a series of infrastructure upgrades to ensure adequate network capacity for all staff and customer services. • Explore Polaris (ILS – Integrated Library System) capabilities to fully utilize all available ILS resources. • Integrate new technologies into our newly built facilities.

IT continues to plan for future needs of its customers. In 2014, IT is working to complete a series of infrastructure upgrades to ensure CML provides adequate network capacity for customers.

New Digital Media Space (YouMedia) at Main Library. The space is designed for teens to use digital media to create music, animation, films, etc.

The new wireless equipment which included wireless access points at each Branch.

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CHIEF CUSTOMER EXPERIENCE OFFICER MARKETING DEPARTMENT

DEPARTMENT FUNCTION

The Marketing Department tells CML’s story to the community. This involves researching, positioning and promoting Columbus Metropolitan Library’s programs and services as vital resources to customers and stakeholders in the education, community, government and business arenas.

Driven by CML’s Strategic Plan, the department creates and implements marketing plans for CML initiatives, including the building program to transform 10 branches including Main Library; promotes programs and services that further the goals and outcomes identified by the organization; creates and implements content marketing and digital strategies; assures brand consistency with creative responsibility for all organizational messaging; conducts market research; nurtures community partnerships; and advocates for CML’s purpose and vision.

The Marketing team defines key organizational messages and executes brand consistency within a marketing strategy that touches many communication channels. The staff oversees community relations and strategic partnerships, all marketing efforts reaching customers and stakeholders, media relations, social media, internal communications, special events, advertising, acquisition of media sponsorships and website design and messaging. The team also fosters national and international recognition for the outstanding work of CML.

ORGANIZATIONAL CHART

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2013 DEPARTMENT ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Marketing 2013 American Received an Achievement in Marketing  Marketing Association Award for our 2013 Summer Reading Achievement in Club Marketing Campaign from the Marketing Awards Columbus American Marketing Association, honoring central Ohio excellence in marketing and judged by a national panel of marketing experts.

2013 Award of Received Award of Distinction for our  Distinction from 2011 Celebration of Learning Marketing The Communicator Campaign from The Communicator Awards Awards, an international award honoring excellence in Marketing and Communication and “work that transcends innovation and craft.”

Search Engine Worked with Fathom, a digital strategy    Optimization and Web firm, to understand our customers’ Analytics online behavior and create a digital strategy to improve our customers’ experiences on our website, in social media and with email marketing. Summer Reading Club Marketed centralized distribution of      Summer Reading Club promotional materials to school districts, freeing staff time for customer-focused work. The team also continued to provide 100% of the creative work displayed in locations. We partnered with the Columbus Crew again to promote their August reading program and also with Gateway Film Center on their From Book to Film series, free with a library card. Social Media CML continued to engage customers in     social media. Facebook: Over 32,000 friends (up from 27,000 in 2012); most popular posts are Robin Reads chats, Historic Photo Fridays and engaging graphics. Twitter: Over 13,000 followers, up from 11,000 in 2012.

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My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Pinterest: CML boards promoted books and images from our digital collections. Instagram: Marketing increased CML’s presence on this popular site. Google+: Marketing increased content on this platform to further our reach and impact Search Engine Optimization (SEO). Earned Media Marketing continued to garner press      attention through a focused strategy of media advisories, press releases and collaborative partnerships with media outlets. CML’s Building Communicated news surrounding land      Program purchases and progress of the program through press releases, emails, CEO communications, website pages and other internal/external communications. Managed two groundbreaking ceremonies and the associated communications around them. Celebration of Marketing created the invitation,   Learning program and signage for 2013’s Celebration of Learning with Wil Haygood. Celebration of Learning is the premier fundraiser for the Columbus Metropolitan Library Foundation. It was a record-breaking year for both attendance and fundraising. Partnership with COSI As part of our community outreach    strategy, we partnered with COSI during their Curious George exhibit. The public services team implemented programming around Curious George in all 21 locations to connect the two partners. Customers attending programs were entered into a raffle to win tickets to the exhibit. We promoted the partnership in all of our communication channels.

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PERFORMANCE INDICATORS

MARKETING DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER COST 2012 2013 2014 2014 CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $873,186 $701,890 $569,732 $628,600 -10.4% Supplies 11,960 19,630 20,539 24,500 24.8% Operational Services 199,702 198,082 184,150 207,050 4.5% Capital Outlay-Eqpt 14,317 2,501 2,425 0 100.0% Department Total $1,099,165 $922,103 $776,846 $860,150 -6.7%

CHIEF OPERATING OFFICER: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET MARKETING DEPARTMENT Applications Designer - 1.0 - 1.0 - -1.0 Applications Programmer - 2.0 - 2.0 - -2.0 Community Education Coordinator ------Digital Experience Team Lead - 1.0 - - - - Director of Marketing - 1.0 1.0 1.0 1.0 - Director of Marketing and Strategic Planning 1.0 - - - - - Graphic Designer 1.0 1.0 1.0 1.0 1.0 - Graphic Production Assistant 1.0 - - - - - Government Relations Coordinator 1.0 - - - - - Marketing Communications Coordinator 2.0 - - - - - Marketing Communications Manager ------Marketing Communications Specialist - 2.0 2.0 2.0 3.0 1.0 Marketing Operations Manager - 1.0 1.0 1.0 1.0 - Print Services Associate 1.0 1.0 1.0 1.0 1.0 - Traffic Coordinator 1.0 - - - - - Web Applications Supervisor - - - 1.0 - -1.0 Web Designer 1.0 1.0 1.0 1.0 1.0 - Total 9.0 11.0 7.0 11.0 8.0 -3.0 2014 BUDGET NARRATIVE AND OBJECTIVES

2014 Objectives

Marketing is dedicated to achieving CML’s purpose and vision by focusing on key strategies outlined in CML’s Strategic Plan.

In 2014 Marketing will continue to align messaging and creativity with organizational goals and outcomes tied to CML’s Young Minds strategy, which continues to be the top priority. CML is deepening its focus on supporting education initiatives such as the Third Grade Reading Guarantee. The Third Grade Reading Guarantee was enacted into law in June 2012 to ensure that all students are reading proficiently and on grade level by the end of their third grade year. The law requires that third graders be proficient readers before moving into fourth grade. Given recent test scores, there is much work to be done in the community to help students achieve this milestone and CML plans to be part of the solution. Marketing will galvanize a message around the importance of reading and align with programs CML launches in response to the issue, like Reading Buddies. Reading Buddies offers after-school reading practice for Kindergarten thru 3rd grade students.

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In 2013, Marketing developed a long-range Digital Strategy driven by CML’s My Library strategy. In 2014, Marketing will continue to work on implementing the tactics identified that will further CML’s desired outcome of a library that works for our customers. Our Digital Strategy is focused on website and social media use, and relies heavily on our understanding of customer behaviors through analytics and enhancing our search engine optimization through tactics. In January 2014, Marketing launched a Content Marketing Strategy that is also tied to the Digital Strategy, focusing on the value-add our programs and services provide our customers. Marketing will focus on identifying content in all channels that not only engages customers but aligns with community needs and wants.

CML’s 2020 Vision Plan, long-term facilities plan, is a top organizational priority and 2014 will see the need for Marketing to continue to lead proactive communications and community relations.

2014 Objectives

• Ensure CML’s continued relevance by moving forward the strategies and tactics determined by CML’s Strategic Plan, and deepening the understanding of the plan among key stakeholders and community leaders. • Drive strategic messaging supporting Third Grade Reading organizational initiatives through all marketing and outreach efforts and galvanize the marketing message around reading. • Drive strategic messaging supporting CML initiatives through marketing and outreach efforts. • Implement the communication plan around CML’s 2020 Vision Plan and execute a successful grand opening milestone event for the new Driving Park Branch and associated events leading up to it. • Increase CML brand awareness through strategic partnerships and collaborations outside of our four walls. • Identify and encourage opportunities to provide contextual experiences for young minds at Main Library through strategic partnerships and marketing events and promotions. • Continue to develop tools to understand customer behavior and identify community needs. • Continue to develop our understanding of how our customers access CML online through columbuslibrary.org and social media, and how we can improve the customer experience and increase CML’s reach. • Execute a content marketing strategy to provide meaningful content to customers that also supports the tactics and initiatives that move CML’s strategies forward. • Increase CML’s community profile through the management of premier partnerships with local community and business leaders to advance CML’s strategic objectives. • Increase CML’s local, national and international presence in earned media through engagement and relationship building. • Deliver best-in-class creative and graphic design for all CML communication channels, focusing on relevant digital spaces. • Enhance the customer experience in our locations by ensuring that all materials displayed represent CML’s brand and message.

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CHIEF CUSTOMER EXPERIENCE OFFICER PUBLIC SERVICES DEPARTMENT

DEPARTMENT FUNCTION

Providing exceptional experiences to CML’s customers is the primary goal of the Public Services (PS) Department which staffs 20 branches throughout Franklin County and a Main Library located in downtown Columbus. Outreach Services staff takes CML’s services on the road using a combination of bookmobiles and vans to visit daycares, community locations and senior centers. The Ready to Read Corps reaches at- risk children, their parents and caregivers by visiting community organizations, social services agencies or homes of interested parents. Library services that support and complement visits to CML’s bricks-and- mortar locations are also available all day, every day at columbuslibrary.org.

Main Library continues to draw people downtown with its collections, especially the recent additions to the Genealogy collection, technology classes, children’s programming and monthly art exhibits. Main Library serves as a resource for the entire system through specialized collections, trained subject specialists, new technologies and training facilities for continued staff development. It also serves as a neighborhood branch for those living and working downtown and provides specialized services to businesses and government agencies. Main Library and 20 branches provide lifelong learning opportunities to all those living or working in the Franklin County area.

CML’s central hub of Youth Services, Children’s, is also located at Main Library. The division also provides support for youth services systemwide with centralized programming aids, a large resource collection and through a one-of-a-kind Children’s Services Orientation program, designed to train all youth services staff in the art of working with and programming to children and their families.

Twenty branches serve Franklin County residents by reaching customers where they live or work. These conveniently located facilities with well-trained staff provide: exceptional customer service; reference and reader’s advisory through the use of print and online resources; quality children’s programming, job help, homework help, high-speed computers and full access to all of the resources of Columbus Metropolitan Library through the reserve and delivery system. There are nine large, regional branches; four slightly smaller community branches and seven neighborhood branches.

Outreach Services focuses on reaching library users who typically cannot get to a library facility. Books-by- Mail, Homebound and Lobby Stop services reach mainly senior citizens while two bookmobiles visit daycares, preschools and kindergartens in at-risk areas to promote early literacy. In the summer, the bookmobiles visit recreation centers, summer programs, and neighborhoods to reach as many kids as possible. The Ready to Read Corps also concentrates on children who are at increased risk for low literacy, educating their parents and other caregivers on how to become their child’s first teacher. Six Corps serve CML’s most at-risk neighborhoods. The Ready to Read Corps are supported by a small bookmobile in addition to Ready to Read vans.

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ORGANIZATIONAL STRUCTURE

2013 DEPARTMENT ACCOMPLISHMENTS

My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff Public Services Integrated All Public Service staff participated in the    Library System migration to Polaris, CML’s new ILS. In addition, CML joined the Central Library Consortium which offered an expanded collection to our customers. 2020 Vision Kicked off two new building projects –      Plan Northern Lights and Parsons and developed a Main Space Planning document that will guide future renovation and uses for Main Library. Began planning for an express branch in the Marion-Franklin area. Local Digital Launched the Columbus African American   Collections Digital Collection. Community residents Strategy shared their historic images to be scanned. Collection Executed the strategy by focusing on    Strategy Readers’ Advisory, customer-centric selection and displays of high interest titles.

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My Young Life CML CML 2013 Accomplishments Library Minds Skills Partners Staff With the 3rd Grade Reading Guarantee, focused on providing more Readers and First Chapter books at every location. Life Skills Piloted a blended learning GED program at    Strategy Main in collaboration with Columbus State Community College; expanded ESL and citizenship classes at branches. Young Minds Created a Kindergarten Readiness zone at    Strategy the Karl Road branch to give pre- kindergartners an experience with kindergarten; piloted a Teen Learning Lab at Main in collaboration with COSI, CMA, and WOSU; introduced a Kids Card that allows children to check out up to 3 juvenile books without incurring fines. Branded 1. Created Display Guidelines to assist staff    Facilities in creating displays that are attractive and highlight books of interest to customers. 2. Remodeled Hilltop to pilot concepts being considered for CML’s new branches – central point of service, social space for adults, expanded HHC and enclosed Teen area. These changes contribute to an exceptional customer experience. Mystery Implemented monthly shops at all locations   Shopper to identify gaps in customer service and establish benchmarks for continued customer service excellence. People Counter Replaced dated door counters with web   based people counters. This will provide an accurate count of customers entering and exiting (by the hour and day). EBooks Ensured all information staff were trained on  eBook devices and downloading. eBooks/eAudio continued to be popular with circulation topping 750,000. Piloted Hoopla (streaming video and audio) which was successful so added as a product. Added Zinio, which offers online magazines for library customers. Public PCs Eliminated the time limit when using the   public PCs if no one has reserved. This was successfully piloted at the Reynoldsburg branch in 2013 and implemented system- wide in 2013.

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PERFORMANCE INDICATORS

PUBLIC SERVICES DEPARTMENT: GENERAL FUND EXPENDITURES BY CHARACTER 2012 2013 2014 2014 COST ORIGINAL CATEGORY ACTUAL BUDGET ACTUAL BUDGET % CHANGE Salaries and Benefits $23,469,005 $25,708,633 $23,978,315 $26,935,028 4.8% Supplies 322,271 337,032 320,166 330,600 -1.9% Operational Services 1,132,403 1,139,457 1,032,122 1,343,480 17.9% Library Materials 5,271 7,116 5,593 8,000 12.4% Capital Outlay-Eqpt 28,976 32,025 8,242 32,560 1.7% Public Services General Fund Projects 0 277,150 87,943 251,573 -9.2% Department Total $24,957,926 $27,501,413 $25,432,381 $28,901,241 5.1%

Ready to Read staff work with parents, caregivers and children to prepare students for kindergarten.

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PUBLIC SERVICES DEPARTMENT: GENERAL FUND EXPENDITURES BY DIVISION AND SECTION DIVISION 2012 2013 2014 2014 SECTION ACTUAL BUDGET ACTUAL BUDGET % CHANGE Public Services Administration 555,398 629,982 554,871 1,018,682 61.7% Rovers Sec: 1,863,408 1,938,050 1,906,101 2,023,084 4.4% Youth Services 115,960 304,322 122,378 138,273 -54.6% Branches Div: Driving Park Br Sec: 493,786 524,722 474,171 554,476 5.7% Dublin Br Sec: 1,199,575 1,240,902 1,193,960 1,243,548 0.2% Franklinton Br Sec: 434,115 495,903 451,122 611,468 23.3% Gahanna Br Sec: 1,053,419 1,114,604 1,079,439 1,152,971 3.4% Hilliard Br Sec: 1,300,257 1,364,864 1,310,170 1,426,988 4.6% Hilltop Br Sec: 1,156,363 1,209,422 1,195,869 1,281,646 6.0% Karl Road Br Sec: 1,174,359 1,233,286 1,137,750 1,269,696 3.0% Linden Br Sec: 649,280 710,481 659,900 727,759 2.4% Livingston Br Sec: 725,174 782,235 729,541 784,141 0.2% Marion Franklin Branch - - - 199,745 100.0% Martin L. King Br Sec: 546,797 553,204 514,884 608,603 10.0% New Albany Br Sec: 1,020,786 1,068,232 1,019,649 1,124,727 5.3% Northern Lights Br Sec: 768,100 822,972 784,845 947,532 15.1% Northside Br Sec: 599,548 671,017 614,922 793,372 18.2% Parsons Br Sec: 515,642 571,762 505,734 633,774 10.8% Reynoldsburg Br Sec: 1,172,889 1,234,704 1,213,477 1,280,079 3.7% Shepard Br Sec: 403,700 443,589 435,423 487,955 10.0% South High Br Sec: 667,746 748,461 597,053 746,464 -0.3% Southeast Br Sec: 915,539 1,075,830 1,021,080 1,096,200 1.9% Whetstone Br Sec: 1,299,619 1,351,746 1,316,280 1,400,772 3.6% Whitehall Br Sec: 725,962 773,312 729,361 896,500 15.9% Outreach Br Div: 797,424 838,765 829,998 871,086 3.9% Ready to Read Corps 673,741 930,857 819,984 944,689 1.5% Main Library Div: Genealogy, History/Travel Sec 518,239 659,330 532,347 599,131 -9.1% Science, Business & News Sec 832,829 900,397 836,017 925,602 2.8% Children's 739,052 828,119 819,876 778,773 -9.2% Arts & Media 797,851 863,346 741,345 783,772 -9.2% Circulation Sec 1,241,368 1,339,847 1,196,890 1,298,160 -3.1% General Fund Projects 0 277,150 87,943 251,573 -9.2% Department Total $24,957,926 $27,501,413 $25,432,380 $28,901,241 5.1%

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PUBLIC SERVICES DEPARTMENT: GENERAL FUND PROJECTS EXPENDED PROJECT PROJECT PROJECT PROJECT NAME BUDGET TO DATE ENCUMBRANCES BALANCE Hilltop Rearrangement $209,000 $160,034 $4,900 $44,066 Customer Service Desk Project 39,070 0 0 39,070 Collection Display Units Project 100,000 0 25,978 74,022 Pop Up Library Services Project 50,000 0 0 50,000 Readers Advisory Project 25,000 0 0 25,000 Ready to Read Branched Services Project 25,000 0 0 25,000 General Fund Projects Total $448,070 $160,034 $30,878 $257,158 *Note : A portion of the Customer Service Desk Project budget is located in Property Management.

CML provides materials for the Columbus Story time at Southeast Branch Commons Reading Room

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PUBLIC SERVICES DEPARTMENT: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2010 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET

Administrative Assistant 0.9 1.0 - - -- Asst Mgr Neighborhood Div (MLS) 1.0 1.0 - - -- Asst Mgr Commun, Reg Div (MLS) 3.0 3.0 - - -- Chief Customer Experience Officer - 1.0 - - -- Customer Service Associate 58.7 68.7 66.1 65.0 66.1 65.0 -1.1 Customer Service Manager -- 15.0 15.0 15.0 15.0 - Customer Service Specialist 103.8 114.5 111.7 110.0 111.7 110.0 -1.7 Customer Service Specialist II -- 5.0 8.0 5.0 10.0 5.0 Deputy Director 1.0 -- - - Director Early Childhood Literacy --- 1.0 - 1.0 1.0 Director of Reading Education --- 1.0 - 1.0 1.0 Digitization & Special Collections Specialist -- 1.0 1.0 1.0 1.0 - Driver/CSA, Outreach 3.6 4.0 3.0 3.0 -3.0 Early Childhood Specialist (Non MLS) 1.0 1.0 1.0 1.0 1.0 1.0 - Homework Help Center Aide 4.6 0.2 0.2 0.2 -0.2 Homework Help Center Associate -- 7.9 7.4 7.9 7.4 -0.5 Homework Help Center Coordinator 18.9 22.5 - - -- Homework Help Center Specialist 0.9 7.4 22.5 22.5 22.5 22.5 0.0 Information & Customer Service Manager --- 1.0 - 1.0 1.0 Information Services Manager -- 12.0 8.0 12.0 8.0 -4.0 Information Services Specialist -- 60.4 60.9 60.4 61.4 1.1 Intern --- 0.2 - 0.2 0.2 Lead Library Tech Asst 6.3 5.0 - - - Librarian --- 1.0 - 1.0 1.0 Librarian I 40.7 39.2 38.0 37.0 38.0 37.0 -1.0 Librarian I (NE) 1.7 4.5 4.2 3.7 4.2 3.7 -0.5 Librarian II/ Subject Specialist 2.0 2.0 1.0 1.0 1.0 1.0 - Library Assistant 55.6 60.4 - - - Library Services Aide --- 0.5 - 0.5 0.5 Library Services Aide/Shelver 24.4 28.1 30.3 28.4 30.3 28.4 -1.9 Manager -- 8.0 9.0 8.0 9.0 1.0 Manager (Non MLS) --- 3.0 - 3.0 3.0 Manager II -- 10.0 13.0 10.0 13.0 3.0 Manager Community, Nghbrd Div 7.0 7.0 - - - Manager Regional Location, Div 12.0 12.0 - 2.0 - 2.0 2.0 Materials Services Supervisor -- 13.0 13.0 13.0 12.0 -1.0 Outreach Associate -- 3.0 3.0 3.0 3.0 - Outreach Manager -- 1.0 1.0 1.0 1.0 - Outreach Specialist 4.5 5.0 5.0 5.0 5.0 5.0 - Program Specialist - Spanish Language 1.8 2.0 0.5 0.5 -0.5 PS Director 4.0 4.0 4.0 3.0 4.0 3.0 -1.0 Ready to Read Associate -- 1.0 1.0 1.0 1.0 - Ready to Read Customer Service Specialist -- 1.0 1.0 1.0 1.0 - Ready to Read Program Manager 1.0 1.0 1.0 1.0 1.0 1.0 - Ready to Read Program Supervisor 6.0 5.0 3.0 4.0 3.0 4.0 1.0 Ready to Read Program Specialilst 7.2 9.0 8.0 8.0 8.0 8.0 - School & Teen Program Manager - 1.0 1.0 1.0 -1.0 Security Officer 18.6 21.3 21.3 21.8 21.3 21.8 0.5 Service Area Manager 4.0 4.0 4.0 4.0 -4.0 Summer Reading Assistant 0.6 0.6 0.6 0.6 0.6 0.6 -0.0

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PUBLIC SERVICES DEPARTMENT: GENERAL FUND AUTHORIZED POSITIONS (FTEs) 2010 2011 2012 2013 2014 CHANGE JOB TITLE ACTUAL ACTUAL ACTUAL ACTUAL BUDGET BUDGET IN BUDGET CONTINUED Team Leader I (MLS) 3.0 5.0 - - - Team Leader I (Non MLS) 14.0 14.0 - - - Team Leader II (MLS) 24.0 24.0 - - - Team Leader II (Non MLS) 15.0 15.0 - - - Teen Mentor --- 0.5 0.3 0.5 0.2 Youth Literacy Program Manager - 1.0 1.0 1.0 -1.0 Youth Services Aide --- 0.5 - 0.5 0.5 Youth Services Associate 0.9 1.0 1.0 1.0 1.0 1.0 - Youth Services Leader 5.0 1.0 1.0 1.0 1.0 1.0 - Youth Services Manager -- 15.0 13.0 15.0 13.0 -2.0 Yourth Services Specialist ---- - 7.5 7.5 Youth Services Supervisor -- 6.0 8.0 6.0 10.0 4.0

TOTAL POSITIONS (FTEs) 456.7 496.4 488.8 487.1 489.0 498.1 9.1

PUBLIC SERVICES DEPARTMENT: PERFORMANCE INDICATORS PERFORMANCE 2010 2011 2012 2013 2014 INDICATORS ACTUAL ACTUAL ACTUAL ACTUAL ESTIMATED Circulation of Library Materials* 14,600,437 14,797,213 15,058,583 15,103,324 15,329,874 Circulation per User Visit 2.08 2.03 2.05 2.31 2.32 Reference Questions Answered 1,511,848 1,603,316 1,559,220 1,594,476 1,610,000 Registered Borrowers 667,162 732,700 753,660 795,440 794,500 Summer Reading Program Attendance** 64,258 66,457 61,485 63,263 64,000 Summer Reading Club Participants*** 69,597 71,155 73,999 67,020 64,000 User Visits 7,006,815 7,304,073 7,359,654 6,531,426 6,600,000 Materials Recovery Accounts Processed 19,235 18,803 22,110 17,320 17,000 * Includes CML's portion of Northwest Library circulation. **Program attendance excludes library partners, Southwest Public Libraries and Worthington Libraries (thru 2011). ***Registration includes library partners, Southwest Public Libraries and Worthington Libraries (only thru 2011)

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2014 BUDGET NARRATIVE AND OBJECTIVES

Public Services

In December 2013, Public Services returned all service areas (2 branches under 1 manager) to a 1 branch, 1 manager model. While this created 4 new branch manager positions, eliminating other positions at the affected branches reduced the overall impact on salaries and benefits. The department also added 20 15-hour youth services positions. These positions will be children focused – reading to children, suggesting books to children and their parents and sharing information about CML’s programs and services. Positions were also added to Driving Park and Whitehall, the first new branches in the 2020 Vision Plan. Supplies increased due to the cost of toner used in the public printers but this was offset by decreases in program supplies and minor furniture. Conference expenses increased as several staff are on committees or are speaking at conferences. We also budgeted for several staff to attend PLA as the conference is being held in Indianapolis.

2014 Objectives • Open the new Driving Park and Whitehall branches and see how they are used by customers. • Begin design process for Parsons, Northern Lights, Dublin, Main, Northside and Hilliard. • Open the Marion-Franklin branch (planned to be located in a leased space). • Complete the Children’s area at Hilltop. • Continue to implement the Local Digital Collections Strategy. • Collaborate with CLC to implement a one card/one account approach to expand access. • Create a Ready for Kindergarten zone at Linden. • Deliver books to select schools/school districts during the school year and work with the school to enable children to check out books for the entire summer. • Roll out a non-reserveable bestseller collection at all locations. • Embed reading conversations with our customers as a form of Readers’ Advisory. • Automate renewals in Polaris. • Implement Reading Buddies system-wide. • Install new central points of service at Whetstone, Livingston, Southeast and Franklinton. • Collaborate with Columbus State Community College to offer CSCC programs and services in the Life Skills areas of our new branches. • Review premium resources to identify gaps and overlap in coverage. • Create a means for measuring current loss and establish a standard practice and approach to determine the collections that need protected with our current materials security system. • Determine the best communication device for PS staff to use when on the floor. • Determine the scheduling model and staffing requirements for expanding/standardizing hours of service. • Assess our current approach to tax form service and identify ways to improve the process. • Implement an after-school snack program at select locations. • Evaluate Outreach services and determine what services will be offered in 2015. • Evaluate the effectiveness of the Youth Services Specialists.

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SPECIAL REVENUE FUNDS

Curious George Visits CML Branches

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LAND DEVELOPMENT FUND - SPECIAL REVENUE

FUND DESCRIPTION This fund accounts for the revenue and expenditures associated with the operation of the Grant-Oak Apartments which are owned by CML.

On March 30, 1990, CML acquired the Grant-Oak Apartment Complex property adjacent to the Main Library for future long- range development of Main Library. Since the Grant-Oak Apartments is a complex operation consisting of seven buildings (130 apartments), it was the administration’s desire to account for this operation separately and not distort the General Fund’s budget. In order to account for the operation of the Grant-Oak Apartments, CML created a Land Development Fund within the Special Revenue category.

BUDGET NARRATIVE Due to the size and complexity of this operation, CML contracts for the management and operation of these apartments. It is the intent of CML that unreserved funds from the operation of the apartments will be used for capital improvements and the possible future development of this site.

There are a total of 130 apartments with the average rent being $445 per month. Total rental income is expected to be $683,860 in 2014. Miscellaneous revenue (i.e., security deposit forfeits and coin-operated machine revenue) is expected to total $21,600 for the fiscal year. Earnings on investments are expected to be $1,300. Total revenue are expected to be $706,760 for the fiscal year.

The majority of the expenditures associated with operating the apartments consist of maintenance, insurance, property taxes and management fees. Expenditures increased in 2013 due to hiring an additional staff member for the leasing office and the purchase of parking tags. The unreserved fund balance at the end of 2013 was $319,691.

Planned projects for 2014 include flooring replacement, HVAC repairs and repairing or replacing sidewalks and curbs. The increase in the 2014 expenditures and significant decrease in 2014 unreserved fund balance is due to the continued window replacement. The window replacement is being accelerated from a multi-year replacement to completing the replacement of all outdated windows in 2014.

STATISTICAL INFORMATION

Grant-Oak Apartments Grant-Oak Apartments General Information Resident Profile # of Buildings 7 Category Residents %

# of Square Unit Type Units Feet Students 107 68% Studio 34 10,200 Workers 50 32% 1 Bedroom 83 41,500 Total 157 100% 2 Bedroom 13 13,000 Total 130 64,700

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LAND DEVELOPMENT FUND - SPECIAL REVENUE

STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE

LAND DEVELOPMENT 2012 2013 2013 2014 FUND ACTUAL ACTUAL BUDGET BUDGET

REVENUE: Earnings on Investments $ 1,274 $ 1,161 $ 1,477 $ 1,300 Rental Income 688,042 699,988 671,430 683,860 Miscellaneous Revenue: Other Fees Paid by Tenants 17,595 17,775 21,000 21,600 Deposit Changes 2,995 2,210 0 0

TOTAL REVENUE: 709,906 721,134 693,907 706,760

Transfers from other funds 0 0 0 75,625

TOTAL REVENUE AND TRANSFERS-IN: 709,906 721,134 693,907 782,385

EXPENDITURES: Operational Services 568,069 636,879 620,393 988,403 Other Supplies 59,366 67,368 64,000 68,300 Other 0

TOTAL EXPENDITURES AND TRANSFERS-OUT: 627,435 704,247 684,393 1,059,703

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 82,471 16,887 9,514 (277,318) EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE 220,333 302,804 ENDING CASH FUND BALANCE 302,804 319,691

Less: Reserved for Outstanding Obligations 0 0

Plus: Unreserved Balance Carried Forward 302,804 319,691

ENDING UNRESERVED FUND BALANCE $ 302,804 $ 319,691 $ 312,318 $ 42,373

150

RESTRICTED DONATIONS FUND - SPECIAL REVENUE

FUND DESCRIPTION This fund accounts for the revenue and expenditures associated with specified donations given to CML. Restricted donations are defined as monies received from individuals, companies or trusts that are designated (or “restricted”) for a specific purpose and both the principal and income may be expended in the course of their designated operations. Most donations are directed to the Columbus Metropolitan Library Foundation (CMLF), an organization established to build financial resources for the exclusive benefit of CML.

2013 FUNDING INITIATIVES • United Way and the Columbus Metropolitan Library Foundation continue to supplement funding of Ready to Read neighborhood programs and a bookmobile. The Ready to Read program provides guidance to parents and caregivers to help prepare young children for kindergarten. • In support of our new strategic focus of Life Skills, the PNC Foundation and CML will partner to develop a series of Preschool Storytimes that engage children, their parents and caregivers in theme-based activities that incorporate financial concepts like spending, sharing and saving. • Several local banks assisted with funding guest author Michelle Singletary for a financial education event called “Money Smarts for You”. • Donations for the 2013 Summer Reading Club covered incentive prizes for kids who fulfilled stated reading goals. • Other programs and services funded with donations include Adopt-A-Book, Homework Help Centers, children and teen author visits, special children’s programming, and furniture/equipment for public service areas.

Neighborhhood children enjoy visits from Rosie the bookmobile

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RESTRICTED DONATIONS FUND - SPECIAL REVENUE

BUDGET NARRATIVE The Development & Affinity Department continues to successfully raise donated funds to supplement Library programming and services. An increase in individual and corporate donations during 2014 is anticipated from new grants and private donors for current and new strategic initiatives. 2014 donations will support supply purchases of current Ready to Read Corps, supplies for Summer Reading Club, computer equipment purchases, public computer training, Homework Help Center supplies and library material purchases.

The goal of the Ready to Read program is to provide the foundation for children to be successful in school, long before they enter kindergarten. Library staff leads workshops and individual sessions for parents and childcare providers in at-risk communities that focus on skills every child needs to learn to read. A packet of instructional materials is given to each attendee to encourage reading to children.

The Summer Reading Club staff is planning another banner year helping Young Minds stay active during the summer. Donations help purchase prizes to award kids for completing goals of the program.

Each year the Friends of the Library (FOL) contribute funds to assist Main Library and its branches to provide extra supplies, materials and programming to the communities they serve. This decision was made in an ongoing effort to create process and time efficiencies.

Ready to Read partners with City Life Center to help teen moms

Summer Reading Club participants

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RESTRICTED DONATIONS FUND - SPECIAL REVENUE

STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE

RESTRICTED DONATIONS 2012 2013 2013 2014 FUND ACTUAL ACTUAL BUDGET BUDGET

REVENUE: Inter-governmental $ 95,828 $ 61,607 $ 0 $ 0 Earnings on Investments 0 0 0 0

TOTAL REVENUE: 495,762 323,670 500,000 400,000

EXPENDITURES: Salaries & Benefits 207,971 36,889 42,251 30,020 Supplies 207,344 244,226 249,631 191,974 Library Materials 22,143 8,364 24,826 50,139 Operational Services 50,125 50,450 79,732 228,333 Capital Outlay 1,051 11,483 5,407 1,298 Other 0 0 54,177 70,966 Contingency 0 0 464,130 397,831 TOTAL EXPENDITURES: 488,634 351,412 920,154 970,561

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 7,128 (27,742) (420,154) (570,561) EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE $605,733 612,861 ENDING CASH FUND BALANCE 612,861 585,119

Less: Reserved for Outstanding Obligations 92,707 14,558

Plus: Unreserved Balance Carried Forward 520,154 570,561

ENDING UNRESERVED FUND BALANCE $ 520,154 $ 570,561 $ 100,000 $ 0

153

DEBT SERVICE FUND

FUND DESCRIPTION: The Debt Service Fund provides for the retirement of the current year portion of CML's long term debt obligations and payment of any trustee fees associated with administration of the debt. In December, 2012 CML issued $92,285,000 of Public Library Fund (PLF) Notes for the purpose of constructing, renovating and improving library facilities.

BUDGET NARRATIVE: In accordance with Ohio law, CML cannot issue its own voted debt. This must be done by CML's Taxing Authority, Franklin County. CML may enter into capital leases, operating leases, lease-purchase type transactions, and may borrow money under certain conditions; however, CML has no legal debt limit for bond issues. CML uses capital leases, special obligation bonds or revenue bonds, only in situations where CML does not have sufficient funds available in its Capital Projects Fund to finance a project. The sale of revenue bonds for small projects cannot be economically justified, since there are minimum professional fees associated with the sale of a bond issue. Therefore, CML does not issue debt to finance projects unless the cost of the project is over $1 million.

During 2012 CML consulted various experts to determine the most appropriate financing option to fund a capital building plan called the 2020 Vision Plan. Due to historically low interest rates and regular monthly cash flow, Library leadership made the decision to borrow in anticipation of the Public Library Fund receipts. On October 17, 2012 the Board of Trustees passed a resolution authorizing CML to move forward and work with the underwriters, bond counsel, and the necessary financial institutions to issue the Library Facilities Notes in 2012.

In anticipation of this debt borrowing the Board of Trustees approved a debt policy, a fund balance policy, and a post-issuance compliance policy. The Moody’s Investors Service rating of Aa2, along with an ambitious marketing campaign, helped CML achieve a low all-in interest rate of 3.23% on the Public Library Fund Notes. On December 4, 2012 CML received $98,827,857 from the sale of $92,285,000 of Library Facilities Notes, referred to in this document as Public Library Fund Notes.

The Public Library Fund (PLF) Notes are secured and payable solely from the pledge of CML’s allocation from the PLF revenue. As stated in the Official Statement, CML entered into a Trust Agreement with the County Auditor of Franklin County and The Huntington National Bank, the Trustee, to provide for the withholding and deposit of PLF receipts into a special trust account for the payment of debt service charges on the Notes. The Debt Service Fund will receive 1/12th of the annual debt service requirement each month from PLF monthly receipts.

Interest payments are due twice a year, on June 1 and December 1, and principal is payable on December 1.

154

DEBT SERVICE FUND

The re-payment schedule for the Library Facilities Notes is detailed in the following chart:

Public Library Fund Notes Outstanding as of December 31, 2013 Year Principal Interest Debt Service 2014 $2,620,000.00 $3,197,924.00 $5,817,924.00 2015 2,635,000.00 3,183,776.00 5,818,776.00 2016 2,650,000.00 3,165,858.00 5,815,858.00 2017 2,680,000.00 3,140,418.00 5,820,418.00 2018 2,705,000.00 3,110,670.00 5,815,670.00 2019 2,750,000.00 3,067,390.00 5,817,390.00 2020 2,805,000.00 3,015,140.00 5,820,140.00 2021 2,875,000.00 2,943,400.00 5,818,400.00 2022 3,020,000.00 2,799,650.00 5,819,650.00 2023 3,170,000.00 2,648,650.00 5,818,650.00 2024 3,330,000.00 2,490,150.00 5,820,150.00 2025 3,495,000.00 2,323,650.00 5,818,650.00 2026 3,670,000.00 2,148,900.00 5,818,900.00 2027 3,815,000.00 2,002,100.00 5,817,100.00 2028 3,970,000.00 1,849,500.00 5,819,500.00 2029 4,125,000.00 1,690,700.00 5,815,700.00 2030 4,290,000.00 1,525,700.00 5,815,700.00 2031 4,465,000.00 1,354,100.00 5,819,100.00 2032 4,645,000.00 1,175,500.00 5,820,500.00 2033 4,830,000.00 989,700.00 5,819,700.00 2034 4,975,000.00 844,800.00 5,819,800.00 2035 5,170,000.00 645,800.00 5,815,800.00 2036 5,380,000.00 439,000.00 5,819,000.00 2037 5,595,000.00 223,800.00 5,818,800.00 TOTAL $89,665,000.00 $49,976,276.00 $139,641,276.00

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DEBT SERVICE FUND

STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE

GENERAL DEBT RETIREMENT 2012 2013 2013 2014 FUND ACTUAL ACTUAL BUDGET BUDGET

REVENUE: Public Library Fund $ 0 $ 5,817,312 $ 5,817,256 $ 5,817,925 Earnings on Investments 0 769 0 0 Miscellaneous Revenue

Transfers from other funds 484,771 0 0 0

TOTAL REVENUE AND TRANSFERS-IN: 484,771 5,818,081 5,817,256 5,817,925

EXPENDITURES: Debt Service 0 5,817,256 5,817,256 5,817,925 Transfers to other funds 0 0 0 0

TOTAL EXPENDITURES AND TRANSFERS-OUT: 0 5,817,256 5,817,256 5,817,925

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 484,771 825 0 0 EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE 0 484,771 ENDING CASH FUND BALANCE 484,771 485,596

Less: Reserved for Outstanding Obligations 0 0 Plus: Unreserved Balance Carried Forward 484,771 485,596

ENDING UNRESERVED FUND BALANCE $ 484,771 $ 485,596 $ 484,771 $ 485,596

156

CAPITAL PROJECTS FUND

FUND DESCRIPTION

The Capital Projects Fund is used to account for financial resources set aside for the acquisition of equipment or the construction and renovation of facilities. The revenue for this fund is derived from transfers from the General Fund, investment earnings, the sale of real property and donations.

Due to changes implemented by the Governmental Accounting Standards Board (GASB), CML updated accounting practices to limit the Capital Projects Fund to projects which result in the acquisition of major capital assets. CML defines major capital assets as land, buildings and improvements, and assets with an acquisition cost greater than $25,000.

BUDGET NARRATIVE

Budgetary control over individual projects is established on a project basis for the life of the project, and lapses only when the project is reduced or closed out by Board action. However, any remaining unreserved project fund balance at the end of the fiscal year is re-appropriated at the beginning of each year and included in the annual budget.

The major source of revenue for the Capital Fund was the transfer of the Public Library Fund Note proceeds of $98,827,857 from the General Fund in 2012. The Board elected to finance the 2020 Vision Plan capital projects with low interest debt financing. CML does not anticipate any revenue from the sale of property until 2014.

While the majority of the projects in the Capital Projects Fund are currently dedicated to the 2020 Vision Plan, other capital asset purchases are included in this fund also. The projects have traditionally been approved by the Board as individual project budgets. The budgets for the projects within the 2020 Vision Plan were established and approved by the Board by components of the entire 2020 Vision Plan. Establishing budgets by component will provide more cross-project flexibility and manage the variance across multiple projects.

The project components are defined as: 1. Program Budget – costs associated with project and construction management, including pre-construction design services 2. Land Budget – costs associated with purchasing property, including soil evaluation and legal fees 3. Construction Budget – costs associated with design and construction of a facility, including legal, permit, and connection fees 4. Furniture, Fixtures, and Equipment Budget – costs associated with contents of a building, including security system, technology, and public art

Due to the recent change in GASB rules regarding non-capitalized expenditures for furniture and equipment from Capital Funds, the Furniture, Fixtures, and Equipment category will be appropriated in the General Fund Projects budget.

2020 VISION PLAN

CML’s long-term facilities plan, the 2020 Vision Plan, was initially developed in 2007. Over a 15-month timeframe, Library administration and a broad-based Steering Committee developed a long-range plan focusing on both facilities and services through the next two decades. The consultant firm, Group 4 Architecture Research and Planning, Inc., was hired to help identify CML’s future service and facility and included comprehensive input from: • Community meetings held at each branch and Main Library • Strategic Visioning Workshop with more than 60 community leaders • On-site evaluations and manager interviews at all locations

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CAPITAL PROJECTS FUND

• Public opinion survey on CML’s website • Nine focus groups

Phase I projects were identified based on such items as building age, size, population, parking, user visits, and PC usage data. In 2012 the Board of Trustees approved borrowing, in anticipation of future Public Library Fund receipts to accelerate the building of Phase I projects. The first group of projects are planned to be implemented through 2017 with an estimated cost of $120 million.

As CML implements the 2020 Vision Plan, it must ensure that the plan is in alignment with CML’s strategic and tactical plans. To ensure alignment, CML established the 2020 Vision Plan guiding principles and goals in designing new or renovated facilities.

The Guiding Principles of our new facilities are: • Transparency: Broad vistas into our buildings will pique curiosity about what happens in the library and draw the public inside. • Flexibility: The spaces will have maximum flexibility: raised floors for cabling; few fixed walls and open floor plans for future changes. • Iconic Design: A bold design makes our innovative and forward-thinking drive for “a thriving community where wisdom prevails” visible to all. • Sustainability: We aspire to achieve LEED gold certification and we’ll use the building to teach sustainable practices to the community. • Technology: Technologies are key library services and integrating creative applications is a must- have in our new buildings. • Innovative Programming: We’ll partner with Columbus State Community College and others to enhance our offerings to the public. • Customer Experience: How do we best meet customer expectations and provide world-class service to world-class customers? It’s what we work on every day. • Young Minds: The children of our community are our top priority and our buildings will reflect this commitment. • Showcase Our Collection: We’ll bring our collection to the forefront of the customer experience, not hidden in rows or shelves.

Great Libraries Create To realize our vision of a thriving community, Columbus Metropolitan seeks $20 million in philanthropic investment to leverage the $92 million in public funds (Public Library Fund Notes) to transform nine branches and Main Library. Gifts will ensure that these new and renewed branches will meet the enthusiastic demand for our services well into the future.

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CAPITAL PROJECTS FUND

The charts and tables on the following pages provide details on the current Capital Projects Fund projects and the financial information for each. The ending Unreserved Fund Balance of this fund is available for future projects.

*The FF&E Budget is in the General Fund Project Fund and is included for information purposes only.

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CAPITAL PROJECTS FUND

2013 COMPLETED CAPITAL PROJECT(S)

Below are the Capital Project(s) that were successfully completed in 2013. In addition to the Capital Projects, in 2013 CML completed 8 projects totaling $997K in the General Fund sub-fund General Fund Projects. The General Fund Projects include facility improvements or repairs and technology projects. Detailed information regarding the General Fund Projects is included in the General Fund section.

Project Expenditures Encumbrances Appropriation Book Hauler Appropriation Project-To-Date Unpaid for 2014 Project $89,950 $89,950 $0 $0 This project was established to purchase a new vehicle to replace the Lobby Stop truck that delivers books and other library materials to 65 retirement communities per month. The newer vehicle provides temperature control to sustain condition of materials and IT equipment and improved efficiency for handling book trucks. Impact on Operating Budget: The impact on the budget will be reduced vehicle repair and maintenance costs.

2014 CAPITAL PROJECTS

The following is a list of individual projects that have been funded through the Capital Projects Fund. Monies have been appropriated or re-appropriated for these projects within the 2014 budget. On January 1, 2014, these projects were in various stages of completion as described below. Facility and Equipment Projects

Project Expenditures Encumbrances Appropriation HVAC Appropriation Project-To-Date Unpaid for 2014 Replacement Project $265,000 $0 $0 $265,000 This project is to replace the aging HVAC systems at Franklinton and Gahanna with more energy efficient technology. Impact on Operating Budget: This project will minimally decrease utility costs due to the use of improved technology.

Project Expenditures Encumbrances Appropriation Roof Replacement Appropriation Project-To-Date Unpaid for 2014 Project $195,000 $0 $0 $195,000 This project was established to address the ongoing need to evaluate and replace those roofs in the greatest need for more than just simple repairs. In 2014, two branches are set to receive new roofs: Hilltop and Livingston. Impact on Operating Budget: This will minimally impact the Maintenance roof repair budget.

2020 Vision Plan Projects The following projects are part of the 2020 Vision Plan. Phase 1 of the 2020 Vision Plan will replace or renovate 10 branches. The new or remodeled facilities will address the following issues: space constraints, increased technology options and the changing dynamics of the library service model. When complete, each new or renovated building will represent an investment in the community – with more space for Library program’s such as Homework Help Centers, Ready to Read, Reading Buddies, adult training and other services aimed at impacting third-grade reading. In addition to being a vital community asset, CML aims to minimize its environmental footprint and the goal with each new building is to achieve LEED, or Leadership in Energy and Environmental Design, gold certification with the U.S. Green Building Council.

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CAPITAL PROJECTS FUND

Project Expenditures Encumbrances Appropriation Whitehall Branch Appropriation Project-To-Date Unpaid for 2014 Project $7,753,881 $1,327,071 $1,888,370 $4,538,440 This project is to build a new branch for the Whitehall community. Funding for the children’s area is a bequest from a former employee, Carol Snowden. The groundbreaking for this project was September 2013 and the branch is expected to open in late 2014 or early 2015. The building itself will more than double in size, going from 7,466 square feet to about 20,000 square feet. Impact on Operating Budget: The impact on the budget will be seen in the following areas due to the facilities’ increased square footage: Supplies, Utilities, and Operational Services. There is no plan at this time for additional staff. Project Expenditures Encumbrances Appropriation Driving Park Appropriation Project-To-Date Unpaid for 2014 Branch Project $6,157,940 $2,751,274 $3,120,692 $285,974 This project is to build a new facility for the Driving Park community. The groundbreaking for this project was July 2013 and the branch is expected to open summer 2014. The building itself will more than double in size, going from 6,000 square feet to 15,000 square feet. Parking spaces will increase from 29 to 60. Impact on Operating Budget: The impact on the budget will be seen in the following areas due to the facilities’ increased square footage: Supplies, Utilities, and Operational Services. There is no plan at this time for additional staff. Main Library Project Expenditures Encumbrances Appropriation Renovation Appropriation Project-To-Date Unpaid for 2014 Project $28,550,501 $2,536,526 $174,301 $25,839,674 This project is to renovate the Main Library located in downtown Columbus and provide an outdoor reading room and green space for library customers. There is no plan at this time for increased square footage or additional staff. The renovation is expected to begin in 2015 with construction complete in summer 2016. Impact on Operating Budget: The impact on the budget is unknown at this time since the scope of the renovation is not finalized, but the project incorporates current space and services in order to avoid increased operational costs.

Project Expenditures Encumbrances Appropriation Dublin Appropriation Project-To-Date Unpaid for 2014 Branch Project $16,250,809 $29,560 $181,340 $16,039,909 This project is still in the planning stage and no final decisions have been made. CML is looking at several options for either a new or renovated facility for the Dublin community. The estimated start date for construction is 2015 with completion in 2016. CML’s goal is to increase square footage from 20,147 to 42,500. Impact on Operating Budget: The impact on the budget is not known at this time, but the following areas are expected to be impacted due to the facilities’ proposed increase in square footage: Supplies, Utilities and Operational Services.

Project Expenditures Encumbrances Appropriation Hilliard Appropriation Project-To-Date Unpaid for 2014 Branch Project $10,654,230 $38,644 $199,441 $10,416,145 This project is to expand and renovate the facility located in the Hilliard community. The renovation includes increasing the building’s square footage to 42,500 square feet from 20,005. The proposed start date of the renovation is 2015 with completion expected in 2016. Impact on Operating Budget: The impact on the budget will be seen in the following areas due to the facilities’ increased square footage; Supplies, Utilities, and Operational Services.

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CAPITAL PROJECTS FUND

Project Expenditures Encumbrances Appropriation Northern Lights Appropriation Project-To-Date Unpaid for 2014 Branch Project $7,631,297 $397,840 $190,313 $7,043,144 This project is to expand and renovate the existing Northern Lights facility. When Phase 1 of our building project is completed, Northern Lights will be one of CML’s largest branches; the only larger branches will be Main, Dublin and Hilliard. The project includes doubling the building’s square footage and increasing parking spaces from 72 to 115. CML purchased two adjacent properties that will allow for the expansion. Renovation is expected to begin in 2015 with completion targeted for 2016. Impact on Operating Budget: The impact on the budget will be seen in the following areas due to the facilities’ increased square footage: Supplies, Utilities, and Operational Services.

Project Expenditures Encumbrances Appropriation Martin Luther King Appropriation Project-To-Date Unpaid for 2014 Branch Project $6,987,136 $38,206 $171,429 $6,777,501 This project is still in the planning stage and no final decisions have been made. CML is considering several options for a new facility. CML’s goals include building a new facility for the community. The proposed square footage of the new facility is 18,700 square feet; the existing facility is 8,993 square feet. CML anticipates breaking ground and beginning construction in 2015. Construction is expected to take about one year. Impact on Operating Budget: The impact on the budget is expected to be seen in the following areas due to the facilities’ increased square footage: Supplies, Utilities, and Operational Services.

Project Expenditures Encumbrances Appropriation Parsons Appropriation Project-To-Date Unpaid for 2014 Branch Project $8,208,045 $1,256,046 $181,045 $6,770,954 This project is to build a new branch for the community. In November 2013, CML purchased several properties near the existing branch for the new facility. CML plans to break ground in 2015 and open the new facility in 2016. The building itself will expand from 7,600 square feet to 20,400 square feet. Impact on Operating Budget: The impact on the budget is expected to be seen in the following areas due to the facilities’ increased square footage: Supplies, Utilities, and Operational Services.

Project Expenditures Encumbrances Appropriation Northside Appropriation Project-To-Date Unpaid for 2014 Branch Project $10,414,123 $55,885 $218,515 $10,139,723 This project is to build a new branch for the community between the Short North and the University District. The existing facility will be demolished in order to build a new multi-use building. A temporary location will be leased to serve customers during the demolition and construction. Construction is planned to begin in early 2015 and be completed late 2015. The proposed square footage of the new facility will be 27,200 square feet; the existing facility is 7,728 square feet. Impact on Operating Budget: The impact on the budget is expected to be seen in the following areas due to the facilities’ increased square footage: Supplies, Utilities, and Operational Services.

Project Expenditures Encumbrances Appropriation Shepard Appropriation Project-To-Date Unpaid for 2014 Branch Project $4,308,492 $526,732 $188,857 $3,592,903 This project is to build a new branch for the community. CML plans to break ground in early 2016 and open the new facility in late 2016. The building itself is expected to increase from 6,005 square feet to 10,000 square feet. Impact on Operating Budget: The impact on the budget is expected to be seen in the following areas due to the facilities’ increased square footage: Supplies, Utilities, and Operational Services.

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Construction is under way on the new Driving Park New Whitehall Branch Groundbreaking branch. CML held a “Topping Out” ceremony in November 2013 which included a beam signed by customers, staff and project team members. This beam will remain exposed and is part of the staff lounge.

View of the Reading Sanctuary and Quiet Exterior concept of the new Driving Park Branch Study areas at the new Driving Park Branch

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CAPITAL PROJECTS FUND

STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN UNRESERVED FUND BALANCE

CAPITAL PROJECTS 2012 2013 2013 2014 FUND ACTUAL ACTUAL BUDGET BUDGET REVENUE: Integrated Library Partners 0 0 0 0 Earnings on Investments $ 11,440 $ 385,593 $ 175,000 $ 425,000 Contributions, Gifts and Donations 15,144 1,000,000 4,825,000 2,750,000 Miscellaneous Revenue 0 908,070 0 560,000 TOTAL REVENUE: 26,584 2,293,663 5,000,000 3,735,000 Transfers from other funds 98,827,857 8,386 8,386 0 TOTAL REVENUE AND TRANSFERS-IN: 98,854,441 2,302,049 5,008,386 3,735,000

EXPENDITURES: Capital Outlay Expenditures by Project: Whitehall Branch Project 673,762 653,309 6,451,090 4,538,440 Driving Park Branch Project 583,919 2,104,027 5,029,588 285,974 Main Library Renovation Prj 7,700 2,528,826 3,492,300 25,839,674 Dublin Branch Prj 0 29,560 2,000,000 16,039,909 Hilliard Branch Prj 0 38,644 1,000,000 10,416,145 Northern Lights Branch Prj 0 397,840 1,000,000 7,043,144 Martin Luther King Branch Prj 0 38,206 1,000,000 6,777,501 Parsons Branch Prj 0 1,256,046 1,000,000 6,770,954 Northside Branch Prj 0 55,885 1,000,000 10,139,723 Shepard Branch Prj 0 526,732 1,000,000 3,592,903 HVAC Replacement Prj 0 0 0 265,000 Roof Replacement Prj 0 0 0 195,000 Book Hauler 0 87,591 1,905 0 CML Branding Vehicle & Signage Prj 26,298 0 0 0 Main Library Roof Repair Prj 266,660 0 0 0 South High & Reynoldsburg Roof Prj 321,108 0 0 0 TOTAL EXPENDITURES: 1,879,447 7,716,666 22,974,883 91,904,367 Transfers to other funds 0 0 0 12,935,994 TOTAL EXPENDITURES AND TRANSFERS-OUT: 1,879,447 7,716,666 22,974,883 104,840,361

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 96,974,994 (5,414,617) (17,966,497) (101,105,361) EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE 25,886,862 122,861,856 ENDING CASH FUND BALANCE 122,861,856 117,447,239 Less: Reserved for Outstanding Obligations 1,009,686 6,514,303 Plus: Unreserved Balance Carried Forward 121,852,170 110,932,936 ENDING UNRESERVED FUND BALANCE $ 121,852,170 $ 110,932,936 $ 103,885,673 $ 9,827,575

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SELF INSURANCE FUND — INTERNAL SERVICE

FUND DESCRIPTION

Internal Service Funds are used to account for the financing of goods or services provided by one department or agency of a government to other departments or agencies on a cost-reimbursement basis. Each department or agency served by an Internal Service Fund, among its budgeted expenditures or expenses includes an amount sufficient to cover the estimated cost of goods or services to be secured from the Internal Service Fund.

CML has established a Self Insurance Fund under the Internal Service category, which is used to account for all health insurance premiums or fees credited to the fund and pay all expenditures associated with CML’s medical plan.

BUDGET NARRATIVE

The sources of revenue for this fund include health insurance premiums or fees paid by CML for the employer’s share of the medical plan costs and health insurance premiums deducted from the employee’s wages for the employee’s share of the medical plan costs. These premiums or fees are then paid into the Self Insurance Fund. This fund also receives revenue from investment earnings on the cash invested in the fund.

In 2014, a portion of the Self Insurance fund balance will be used to hold employee Health Reimbursement Account (HRA) premiums flat and fund the Health Reimbursement Account for the HRA participants. A minimum $1,000,000 reserve is retained in the Self Insurance Fund to fund potential expenses such as previous year claim run out, large claim stop loss reimbursement, and annual plan costs (i.e. non- discrimination testing, audits, special reports).

Expenditures of the fund consist of the payment of medical claims, stop-gap insurance to cover catastrophic claims and fees paid to United Healthcare to manage the claims process and administer the program. In 2014, the expenditure budget increased 7.3% due to medical and prescription cost trends, new plan design changes, CML’s claim experience for the past two years, and increased enrollment.

Complying with Healthcare Reform (PPACA) is a major initiative for 2014. The proposed 2014 plan does comply with Healthcare Reform (Affordable Health Care Act). CML will review the documents for the current plans and ensure compliance as well as ensure funds are budgeted for the newly required fees.

For 2014, CML has two levels of health insurance coverage, a Preferred Provider Organization (PPO) plan and a Healthcare Reimbursement Account (HRA) plan. Both plans offer 100% preventive care benefits and lower office co-payments when premium designated physicians are utilized. CML’s health plan strategy continues to focus on:

• Competitive benefits • Consumerism / healthcare cost management • Preventive health and wellness care

165

SELF INSURANCE FUND — INTERNAL SERVICE

STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN RETAINED EARNINGS

SELF INSURANCE 2012 2013 2013 2014 FUND ACTUAL ACTUAL BUDGET BUDGET

REVENUE: Charges for Services $ 4,523,355 $ 4,784,665 $ 4,861,093 $ 5,307,484 Earnings on Investments 10,719 7,145 8,465 7,000 Miscellaneous Revenue 67,656 73,646 50,000 10,000

TOTAL REVENUE: 4,601,730 4,865,456 4,919,558 5,324,484

EXPENDITURES: Operational Services 4,479,916 4,508,294 5,201,558 5,582,132 Other Expenditures 0 0 0 0 TOTAL EXPENDITURES: 4,479,916 4,508,294 5,201,558 5,582,132

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 121,814 357,162 (282,000) (257,648) EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE 1,734,477 1,856,291 ENDING CASH FUND BALANCE 1,856,291 2,213,453

Plus: Unreserved Balance Carried Forward 1,856,291 2,213,453

ENDING RETAINED EARNINGS BALANCE $ 1,856,291 $ 2,213,453 $ 1,574,291 $ 1,955,805

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SELF INSURANCE FUND — INTERNAL SERVICE

167

PERMANENT & AGENCY FUND

FUND DESCRIPTION

The Permanent Fund is used to account for the principal portion of endowments provided to a government by private donors with the stipulation that the principal be preserved intact. Only the interest earned on the principal may be expended.

BUDGET NARRATIVE The unreserved fund balance for Permanent Fund at the beginning of 2014, the estimated revenue from interest earnings during 2014, and the total available for appropriation for 2014 are shown below:

Fund Principal Unreserved Estimated Available for Name Invested 01/01/14 Revenue Appropriation

Permanent Fund $67,743 $598 $20 $618

All expenditures to be made are for Library materials. The invested principal cannot be spent, but invested in perpetuity with only the interest earnings being spent each year. The interest is applied to sixteen individual gifts ranging in principle from $1,000 to $30,000. Without higher interest rates, accumulation happens slowly, so purchases are delayed until critical mass is reached.

STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE

PERMANENT 2012 2013 2013 2014 FUND ACTUAL ACTUAL BUDGET BUDGET

REVENUE: Earnings on Investments $ 51 $ 27 $ 50 $ 20

TOTAL REVENUE: 51 27 50 20

TOTAL REVENUE AND TRANSFERS-IN: 51 27 50 20

EXPENDITURES: Library Materials and Information 0 0 571 618 Contingency 0 0 49 0

TOTAL EXPENDITURES: 0 0 620 618

TOTAL EXPENDITURES AND TRANSFERS-OUT: 0 0 620 618

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 51 27 (570) (598) EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE 68,261 68,312 ENDING CASH FUND BALANCE 68,312 68,339

Plus: Unreserved Balance Carried Forward 68,312 68,339

ENDING UNRESERVED FUND BALANCE $ 68,312 $ 68,339 $ 67,742 $ 67,741

168

DIGITAL DOWNLOAD COLLABORATION FUND

FUND DESCRIPTION

The Agency Fund is used to account for assets held by a governmental unit in a custodial role or as an agent for individuals, private organizations, governments and other funds. BUDGET NARRATIVE

The Digital Download Collaboration Fund was established to account for operations of a collaboration of 14 participating libraries called The Digital Downloads – A Library Collaboration (DDALC). CML assumed the administrative role on behalf of the collaboration to select titles representing various digital formats that may be checked out by customers of the participating libraries. Additional responsibilities include collecting fees, administering agreements, and processing vendor payments. This budget increased approximately 17% in 2014 because publishers who had not provided libraries access to their titles began doing so at the end of 2013. This budget is spent on eBooks, eAudio and Zinio (downloadable magazines). The following budget was established to account for the financial activities of the DDALC. STATEMENT OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE

DIGITAL DOWNLOAD COLLABORATION 2012 2013 2013 2014 FUND ACTUAL ACTUAL BUDGET BUDGET

REVENUE: Miscellaneous Revenue $ 1,614,400 $ 1,443,000 $ 1,500,000 $ 1,750,000

TOTAL REVENUE: 1,614,400 1,443,000 1,500,000 1,750,000

TOTAL REVENUE AND TRANSFERS-IN: 1,614,400 1,443,000 1,500,000 1,750,000

EXPENDITURES: Library Materials and Information 1,412,907 1,325,527 1,500,000 1,750,000

TOTAL EXPENDITURES: 1,412,907 1,325,527 1,500,000 1,750,000

TOTAL EXPENDITURES AND TRANSFERS-OUT: 1,412,907 1,325,527 1,500,000 1,750,000

EXCESS (DEFICIENCY) OF REVENUE AND TRANSFERS-IN OVER 201,493 117,473 0 0 EXPENDITURES AND TRANSFERS-OUT:

BEGINNING CASH FUND BALANCE 24,231 225,724 ENDING CASH FUND BALANCE 225,724 343,197

Less: Reserved for Outstanding Obligations 217,913 330,386

Plus: Unreserved Balance Carried Forward 7,811 12,811

ENDING UNRESERVED FUND BALANCE $ 7,811 $ 12,811 $ 7,811 $ 12,811

169

VARIOUS STATISTICS AND INFORMATION

The Columbus Metropolitan Library

Library Type: A County District Library organized and created under the laws of the State of Ohio. CML, which is a separate legal entity, is financially, managerially and operationally independent from both Franklin County and the City of Columbus.

Date of Formation: March 4, 1872

History

Columbus Metropolitan Library has been serving residents of central Ohio for more than 140 years. The Public Library and Reading Room opened in 1873 at the New City Hall and since has expanded to 21 branches, a Main Library and an Operations Center. During CML’s rich history it has undergone many changes from funding sources and physical location changes to the addition of many new services to match public want and need. CML continues to evolve with technology and add relevant materials to its collection while maintaining the appropriate levels of staff to further its strategic mission. Below is a brief historical timeline of CML.

Columbus Metropolitan Library Historical Timeline from 1873 - 2013 1873 - 1969 1873 The Public Library and Reading Room opened on the first floor of the New City Hall 1888 The Library Board approves a contract with The Central Union Telephone Co. to install the first telephone at a cost of $12.50 per quarter 1903 The Library changes its name to the Columbus Public Library Groundbreaking for the new Main Library made possible with a gift of $200,000 from Andrew Carnegie 1907 Main Library opens Deposit collections are established in fire houses, settlement houses and schools, which were the forerunners of branch libraries 1909 The audio-visual program begins at Main Library 1921 City Hall is destroyed by a fire; the Main Library houses City Hall until March 1928 1925 Telephone Information Service instituted primarily as a service to businesses 1928 First 4 branches dedicated; Clintonville, Hilltop, Linden and Parsons 1930 Fifth branch opens - Milo 1937 The Braille Department is launched 1939 Shepard Branch opens 1940 Northside Branch opens 1943 Franklinton Branch opens 1947 Dewey Decimal cataloging is authorized by the trustees 1949 Hospital and Homebound services begin 1950 Town & Country Branch opens which is later renamed the Whitehall Branch 1951 First bookmobile begins operating; the bookmobile has a collection of about 2,000 items and circulates 75,261 items 1953 Eastside Branch opens which is later renamed the Martin Luther King Branch 1955 Library circulation passes the million mark for the first time 1956 Northern Lights Branch opens 1957 Overdue fines set at 2 cents per day 1959 Hilltonia Branch opens 1960 Hilliard Branch opens 1963 Livingston Branch opens 1964 The Library begins special services to senior citizens

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Historical Timeline continued 1970 - 2005 1971 The first Main Library tours for students begin South High Branch opens 1972 Talking Books and Homebound Services begin Driving Park Branch opens 1974 Library revenues decline due to State Board of Tax Appeals cutting library's budget which results in staff layoffs and hours of operation reductions 1975 Budget reductions continue and result in substantial cuts to staff, hours, book budgets, and the discontinuation of bookmobile services to schools The Friends of the Public Library of Columbus and Franklin County, formed as a 501(c)(3) organization, is formed to fund and help pass a library levy Voter registration begins at CML The Library's name changed from Columbus Public Library to Public Library of Columbus and Franklin County (PLCFC). 1976 Citizens pass a $.6 million library tax levy by a 2 to 1 margin 1977 Card catalogs are transferred to computer output microfilm called COMCATS The first personal computers provided for the public become available 1978 The library's collections are labeled with barcodes for the first time The public card file catalog is removed Conversion of all branches for handicapped accessibility began; the Americans with Disability Act was not signed into 1980 law until July 26, 1990 1981 The $.6 million levy is renewed by the voters Dublin Branch opens 1985 Whetstone Branch opens Voters renew a $.6 million levy and approve an additional $1.6 million for 15 years. This paves the way for capital 1986 projects and expanded services. 1987 Groundbreaking for a Main Library expansion begins 1988 Discovery Place, a computerized card catalog, goes online which replaces the old COMCATS and VTLS systems Karl Road Branch opens 1989 The Library System's name changes from Public Library of Columbus and Franklin County (PLCFC) to Columbus Metropolitan Library (CML) CML begins a joint venture with Franklin University. All material holdings from both institutions are seen on card catalogs and available to all card holders 1990 Southeast Branch opens Library receives corporate sponsorship for its summer reading program 1991 Dial-up access added to Discovery Place allows customers to access the library catalog from home Newly renovated Main Library opens to the public with First Lady Barbara Bush at the dedication in April 1992 Discovery Place Libraries Network begins with Franklin University and adding Southwest Public Libraries in 1993 and Worthington Public Libraries in 1994 1993 The Library's Carnegie Society hosts its first annual Celebration of Learning fundraiser 1997 The Library offers customers Internet access and installs Kids' Computers in all locations The New Albany Branch is established 1998 The Library's web site www.cml.lib.oh.us was launched 1999 Columbus Metropolitan Library is rated first in the nation by Hennen Public Library Ratings Index and again in 2005 and 2008 2000 Voters renew a 2.2 mill 10-year property tax levy to support library services 2001 Groundbreaking for the Operations Center was held Main Library and the regional branches open on all Sundays 2003 New Albany Branch dedication 2005 CML's first Virtual Branch is created to provide and maintain content for columbuslibrary.org Customer Self-Checkout is initiated

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Historical Timeline continued 2006 - 2013 2007 The Main Library celebrates 100th anniversary Main Library is added to the Ohio Register of Historic Places with a historical marker dedication The State Library of Ohio genealogy collection of over 25,000 items is moved to the Genealogy, History and Travel Division of Main Library 2008 Job Help Centers were created for customers by utilizing existing Homework Help Centers for online applications, resume writing tools, and company research New signage for all library locations began installation with the new logo and branding 2009 Martin Luther King Branch celebrates the 40th anniversary Ready to Read Corps began in the Weinland Park and Parsons communities 2010 Voters approved a 2.8 mill continuous property tax levy to support library services Completion of the final Homework Help Center, now in 21 CML locations 2011 The Library received the National Medal for Community Service, recognized for Homework Help, Job Help and Ready to Read Corps Whetstone's signature program Duckling Day celebrated its 25 year anniversary 2012 Sale of Public Library Fund Notes to support the construction and major renovation of 10 branch libraries including: Main Library, Whitehall, Driving Park, Shepard, Hilliard, Norhtern Lights, M L King, Parsons, Northside & Dublin. CML named a 5 star library for the 5th year since this distinction has been in existance. Purchase of property for the new Whitehall and Driving Park branch libraries. 2013 Groundbreaking for the first two branches from our 2020 Vision Plan; Driving Park (to open July, 2014) and Whitehall branch libraries (to open 2015). Purchase of additional property for Main Library, and new properties to replace Shepard and Parsons branch libraries. Karl Road Branch celebrates its 25th anniversary African American digital collection was launched which documents Columbus' African American community and serves as the cornerstone for CMLs local digitization strategy.

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Population and Area Served

As CML’s name suggests, the Columbus Metropolitan Library serves all of the population of the greater Columbus metropolitan area. Many of the registered borrowers that use CML live outside of the district and even in other counties in the metropolitan area.

It has been estimated that 850,548 people live within the boundaries of CML’s legal taxing district. The taxing district consists of all the land within Franklin County, Ohio, except that land which is a part of the legal boundaries of the seven (7) other public libraries within the County. This same area is estimated to be 343 square miles. The population of Franklin County was 1,212,263 in 2013, according to U.S. Census Bureau data.

Columbus Metropolitan Library Demographic and Economic Statistics, Last Ten Calendar Years Per Unemployment Capita Rates Personal Personal Median K-12 School Franklin State of United Year Population Income (1) Income (1) Age Enrollment County Ohio States

2003 1,096,230 (1) 33,205,000 34,456 (1) 33.3 (1) 204,586 (2) 4.0 (5) 6.0 (5) 5.7 (5) 2004 1,109,630 (1) 34,043,000 35,199 (1) 33.4 (1) 203,149 (2) 4.3 (5) 5.9 (5) 5.4 (5) 2005 1,110,830 (1) 34,754,000 36,714 (1) 34.0 (1) 204,878 (2) 4.8 (5) 5.5 (5) 4.6 (5) 2006 1,150,722 (4) 35,526,000 39,395 (1) 38.8 (4) 207,204 (2) 4.5 (6) 5.4 (6) 4.3 (6) 2007 1,130,253 (4) 39,485,000 38,773 (1) 34.0 (4) 203,394 (2) 4.7 (5) 5.6 (5) 4.6 (5) 2008 1,126,742 (4) 40,331,000 40,009 (1) 34.0 (4) 200,001 (2) 6.1 (5) 7.7 (5) 7.1 (5) 2009 1,130,782 (4) 40,785,460 41,077 (1) 34.0 (4) 207,675 (2) 8.2 (5) 10.2 (5) 9.3 (5) 2010 1,163,414 (4) 41,304,170 39,473 (1) 34.0 (4) 209,841 (2) 8.5 (5) 10.1 (5) 9.6 (5) 2011 1,171,653 (8) 42,615,880 44,666 (1) 33.6 (8) 208,597 (7) 7.6 (6) 8.6 (6) 8.9 (6) 2012 1,168,018 (8) 41,153,440 39,726 33.6 (8) 195,928 (7) 6.1 (6) 7.2 (6) 8.1 (6) 2013 1,174,835 (9) 44,474,450 * 48,859 (1)* 34.5 (1)* 208,254 (7) 6.2 (10) 7.2 (10) 7.4 (10)

Population of Franklin County 1,200,000 1,180,000 1,160,000 1,140,000 1,120,000 1,100,000 1,080,000 1,060,000 1,040,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Source: (1) State Profile. Ohio (5) Ohio Dept. of Job and Family Services, LMI; http://lmi.state.oh.us Woods & Poole Economics, Inc., Washington, D.C. ESRI Business Informations *Woods & Poole forecast from 2009; most recent information available (6) http://ohiolmi.com/laus/CLFE/AnnualAverages/2012CLFE.pdf (2) Quality Education Data, Inc., School Guide (7) MDR's school directory. Ohio. (formerly QED, source (2)) at left (3) State of Ohio Labor Market Information (8) Business Decision (4) Community Sourcebook of County Demographics (9) Estimates by Mid-Ohio Regional Planning Commission ESRI Business Informations (10) Ohio Job & Family Services, Bureau of Labor Market Information

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General Statistics as of 12/31/13 Full-time Employees: 435 Part-time Employees: 314 Total Number of Employees: 749 Full-time Equivalents: 646.7 Number of Buildings: 23 Main Library: 1 425,600 sf Branches: 21 290,055 sf Operations Center: 1 55,335 sf Number of Vehicles: 30 for Outreach Services Use: 6 for Ready to Read Program Use 7 for Property Management Use 13 for Information Systems Use 4

Public Services Statistics as of 12/31/13

Number of Library Materials Owned 1,987,109 Number of Library Materials Circulated 15,103,324 Number of Registered Borrowers 796,805 Registered Borrowers as a percent of Population 94% User Visits 6,531,426 Number of materials per capita 2.34 Number of materials circulated per capita 17.76 Web Sessions 6,912,000 Number of reference questions answered 1,594,476 Number of programs offered 27,327 Program Attendance 380,758

Number of Participants in the Summer Reading Club 82,172 (including adults)

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VARIOUS STATISTICS AND INFORMATION

The above graph reflects the total library materials circulated by month for years 2010, 2011, 2012 and 2013. It also shows the cyclical nature of borrowers throughout the year. In May 2013, after 20 years of service, CML changed from its legacy ILS system, Discovery Place, to a new system, Polaris. The decrease in circulation in May 2013 is due to the conversion to the new ILS system.

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The above chart shows annual circulation by location. The Main Library, which is located in downtown Columbus, is both a convenient stop for downtown workers and a destination spot for others with needs, such as business and genealogical.

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Columbus Metropolitan Library Assessed and Estimated Actual Value of Taxable Property, Last Ten Fiscal Years (in thousands) Real Property Personal Property Public Utilities Total Assessed Estimated Estimated Estimated Estimated Total Value as a Tax Assessed Actual Assessed Actual Assessed Actual Assessed Actual Direct Percentage of Year1 Value Value Value Value Value Value Value Value Tax Rate2 Actual Value 2002 12,877,239 36,792,111 1,970,966 7,883,864 581,963 1,662,751 15,430,168 46,338,726 16.99 33.299 2003 15,015,039 42,900,111 1,642,488 6,569,952 579,702 1,656,291 17,237,229 51,126,354 16.99 33.715 2004 15,432,104 44,091,726 1,575,753 6,303,012 608,039 1,737,254 17,615,896 52,131,992 16.99 33.791 2005 17,927,605 51,221,729 1,154,863 4,619,452 579,631 1,656,089 19,662,099 57,497,270 17.79 34.197 2006 18,455,997 52,731,420 814,754 3,259,016 549,787 1,570,820 19,820,538 57,561,256 17.79 34.434 2007 18,820,172 53,771,920 466,184 1,864,736 408,559 1,167,311 19,694,915 56,803,967 17.79 34.672 2008 19,197,804 54,850,869 58,937 589,370 422,371 1,206,774 19,679,112 56,647,013 17.84 34.740 2009 19,279,860 55,085,314 29,468 294,680 436,874 1,248,211 19,746,202 56,628,205 18.02 34.870 2010 19,160,857 54,745,306 0 0 470,486 1,344,246 19,631,343 56,089,552 18.07 35.000 2011 17,840,838 50,973,823 0 0 472,145 1,348,986 18,312,983 52,322,809 18.07 35.000 2012 17,655,321 50,443,774 0 0 499,509 1,427,169 18,154,830 51,870,943 18.47 35.000 2013 17,594,534 50,270,097 0 0 546,095 1,560,271 18,140,629 51,830,368 18.47 35.000 Source: Franklin County Auditor 1Tax year ended December 31, yyyy represents the year taxes are collected. However, they are applied the following year (e.g. taxes collected in 2013 are applied in 2014). 2 Rate per $1,000 of assessed value

Columbus Metropolitan Library Property Tax Levies and Collections, Last Ten Fiscal Years Collected within the Fiscal Year Taxes Levied Fiscal Year of the Levy Collections Total Collections to Date Ended for the Percentage in Subsequent Percentage December 31, Fiscal Year Amount of Levy Years Amount of Levy

2002 20,342,296 19,440,388 95.57 949,406 20,389,794 100.23 2003 20,295,199 19,004,793 93.64 1,002,198 20,006,991 98.58 2004 20,446,512 18,976,377 92.81 1,144,646 20,121,023 98.41 2005 20,895,559 20,256,245 96.94 834,776 21,091,021 100.94 2006 20,533,480 18,711,078 91.12 943,001 19,654,079 95.72 2007 20,423,141 18,272,720 89.47 939,357 19,212,077 94.07 2008 19,816,075 17,286,854 87.24 860,646 18,147,500 91.58 2009 19,066,250 17,650,285 92.57 885,022 18,535,307 97.22 2010 19,068,759 17,367,128 91.08 854,819 18,221,947 95.56 2011 52,494,125 49,954,346 95.16 1,322,005 51,276,351 97.68 2012 54,898,885 47,572,258 86.65 1,936,696 49,508,954 90.18 2013 54,764,451 50,273,461 91.80 1,846,218 52,119,679 95.17 Source: Franklin County Auditor

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GLOSSARY OF TERMS

LIBRARY ACRONYMS ALA American Library Association KRA-L Kindergarten Readiness Assessment-Literacy AP Accounts Payable LA Library Assistant APLE Association of Public Library Employees LAN Local Area Network A&M Arts and Media LLGSF Local Library Support Fund BOP Business of People/Management Training LMS Learning Management System CAFR Comprehensive Annual Financial Report MLS Masters of Library Science CCEO Chief Customer Experience Officer MT Management Team CEO Chief Executive Officer OCLC Online Computer Library Center CFO Chief Financial Officer OCS Organizational Climate Survey CIO Chief Information Officer OD Organizational Development Division CTO Chief Talent Officer OLC Ohio Library Council COWIC Central Ohio Workforce Investment Corporation ORC Ohio Revised Code CLASS Customers Leaving Appreciated, Satisfied and Sold PC Personal Computer CML Columbus Metropolitan Library PLA Public Library Association CMLF Columbus Metropolitan Library Foundation PLF Public Library Fund DDALC Digital Downloads A Library Collaboration PM Property Management Department DDI Development Dimensions International PO Purchase Order ECE Exceptional Customer Experience PS Public Services Department ELT Executive Leadership Team RDA Resource Description & Access ERP Enterprise Resource Planning RFI Request for Information ESOL English for Speakers of Other Languages RFP Request for Proposal ESS Employee Self Service RFQ Request for Quote FMIS Financial Management Information Services ROI Return on Investment FOL Friends of the Library R&DC Records and Distribution Center FTE Full Time Equivalent R2R Ready to Read GAAP Generally Accepted Accounting Principles SBN Science, Business and News Division GASB Governmental Accounting Standards Board SME Subject Matter Expert GFOA Government Finance Officers Association SPT Strategic Planning Team GHT Genealogy, History and Travel Division SRC Summer Reading Club HHC Homework Help Center STEM Science, Technology, Engineering and Math HR Human Resources Division STYLE Service Technique Yielding Library Excellence HVAC Heating, Ventilation and Air Conditioning TANF Temporary Assistance for Needy Families IFAS Integrated Financial and Administrative Solution TS Technical Services Division ILL Interlibrary Loan WAN Wide Area Network ILS Integrated Library System WFP Workforce Planning IT Information Technology YM Young Minds JHC Job Help Center YS Youth Services

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GLOSSARY OF TERMS

TERMS

ACTUAL – On many of the financial statements included in this document, the word “actual” appears at the top of a column of figures. When this occurs, the word “actual” means actual revenue, actual expenditure, or actual balances. It means actual happenings or the true results of the year’s operations.

APPROPRIATION – An authorization by a Board of Trustee Resolution to incur encumbrances and make payments from library district funds for specified purposes.

ASSETS – All the entries on a balance sheet showing the entire resources of CML, tangible and intangible, including accounts and notes receivables, cash, inventory, equipment, real estate, etc.

AUTHORIZED POSITION SCHEDULE – An approval by the Administration of CML that creates staff positions.

AVAILABLE FUND BALANCE – The fund balance that is not encumbered and is available for future expenditures.

BALANCE SHEET – A financial statement summarizing the assets, liabilities, and fund balance (net worth) of CML at a given date; so called because the assets equal the sum of the liabilities and the fund balance.

BOARD OF TRUSTEES – Seven (7) people (trustees) that have been appointed by the County Commissioners and Judges of Common Pleas Court, in accordance with Ohio Law, to govern CML.

BOND ISSUE – A bond issue, when approved by the voters, authorizes the Board of Trustees to issue bonds for site purchases, building construction, and equipment purchases within a maximum dollar amount. At the same time, the Taxing District is authorized to levy necessary taxes upon all real estate and tangible personal property in the library district in order to retire the bonds and pay interest during the life of the bonds. A bond issue differs from an operating levy in that it usually pays for facilities while an operating levy pays for the operation of a facility or program. See also “Operating Levy.”

BUDGET – A financial program for future operations.

BUDGET ADMINISTRATOR – A person designated with the responsibility to develop, justify, and administer all or part of a budget.

BUDGETING ON CASH BASIS OR BUDGET BASIS – Revenue are recorded when received in cash. Expenditures are recorded when paid in cash. Encumbrances are recorded as a reservation of an appropriation balance.

BUDGET CARRYOVER – The amount of remaining fund balance at the end of a fiscal year, which is not encumbered or committed in any way, that can be carried forward to the new year and be budgeted for expenditures.

BUDGET COMMISSION – This term refers specifically to the Franklin County Budget Commission. This Commission is made up of the Franklin County Auditor, Treasurer and Prosecuting Attorney. This Commission oversees the allocation of various forms of tax money to public agencies in Franklin County, Ohio.

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GLOSSARY OF TERMS

BUDGET TRANSFER – A transfer of funds increasing and decreasing two or more appropriation accounts, within the same fund, without changing the overall appropriation amount. This is sometimes referred to as an Appropriation Amendment.

BUDGET YEAR – The year for which a budget is being prepared. The regular general fund budget for libraries in Ohio is prepared for the calendar year - January 1 through December 31. The budget year for federal and state programs operate on a fiscal year basis, i.e. July 1 through June 30 or October 1 through September 30.

CAPITAL EQUIPMENT OUTLAY – A major category of expenditures. However, within the General Fund, the only expenditures charged to this category are equipment purchases.

CAPITAL PROJECTS FUND – A governmental fund type that funds and accounts for the purchase or construction of major capital land, buildings, or equipment.

CATEGORY – This word is often used to mean the same thing as Character (Character is described below).

CHARACTER – Identifies the general nature of the revenue or expenditure. A major category of revenue or expenditures. Example: Taxes, Customer Fines and Fees, Earnings on Investments, Salaries and Benefits, Supplies and Capital Outlay.

CLASS (Customers Leaving Appreciated, Satisfied and Sold) – A customer service based training created for all Library staff so that customers leave appreciated, satisfied and sold.

CONTINGENCY – For CML this means a Board of Trustees established appropriation for monies set aside for unanticipated purposes.

DEBT SERVICE FUND – This fund is used to account for financial resources to repay principal and interest on debt. In 2012 CML’s Board of Trustees established a debt service fund and authorized CML to issue debt in anticipation of its PLF revenue for the purpose of purchasing, leasing, constructing, renovating and improving library facilities.

DEPARTMENT – An administratively designed entity representing a functional portion of an organization. Example: Property Management Department Information Technology Department

DIGITAL DOWNLOADS – A LIBRARY COLLABORATION (DDALC) – A collaboration of 14 libraries selecting and sharing digital content in various formats that may be checked out by customers of the participating libraries thus maximizing the use of each library’s revenue.

DIGITAL DOWNLOAD COLLABORATION FUND – A fund that was established to account for operations of a collaboration of 14 participating libraries called the Digital Downloads – A Library Collaboration (DDALC) of which CML is the administrative library in charge of; collecting fees, administering agreements and processing vendor payments.

DISCOVERY PLACE LIBRARIES – A group of libraries that use the Columbus Metropolitan Library’s automated circulation system and public access catalog. Discovery Place is the name that has been assigned to this automated system.

DIVISION – An administratively designed entity representing a functional portion of a department.

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Example: Maintenance Services Division (organizational unit within the Property Management Department)

ENCUMBRANCE – A valid commitment by the library district to pay out money in the future. The issuance of a purchase order creates an encumbrance. Synonym - obligation.

ESOL (English for Speakers of Other Languages) – A literacy program which facilitates immigrant families to learn to read and communicate with others in the community.

EXCEPTIONAL CUSTOMER EXPERIENCE – Unites our values of Respect, Trust, Excellence and Passion with our behaviors and actions to ensure that customers and staff have a wonderful experience every time they visit or contact CML.

EXECUTIVE TEAM – this team of library chief officers are responsible for visioning, creating strategies, inspirational leadership and nurturing the culture of the library while anticipating future needs of the communities served, positioning the library to stay relevant and offer services that support these needs.

EXPENDITURE – The payment of money by electronic transfer, credit card, check or cash for goods and/or services rendered.

EXPENDITURE CATEGORY – This means the same thing as Category or Character as previously described.

FINAL BUDGET – According to Ohio Law, the Final Budget (sometimes referred to as the Permanent Budget or Permanent Appropriation) must be adopted by April 1 each year.

FINANCIAL REPORTS – A report of the status of an organization’s financial position. Usually a report of expenditures and encumbrances compared to a budget amount and the remaining budget balance.

FISCAL YEAR – Any year designated for accounting purposes, not necessarily a calendar year.

FOL (Friends of the Library) – An organization of volunteers that raise funds to provide extra supplies, materials, and programs for Main Library and branches.

FTE (Full Time Equivalent) – Full Time staff that work for CML work 2080 hours per year, this equals one (1) FTE. Part time staff that work less than 2080 hours per year would be shown as a partial FTE. Example: A person who is authorized to work 1040 hours would be shown as 0.5 FTE.

FUND – A fiscal and accounting entity consisting of a set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenue and expenditures (expenses).

FUND BALANCE – See “Unreserved Fund Balance.”

FUND TRANSFER – An accounting entry transferring cash (normally on a permanent basis) from one fund to another.

GAAP (General Accepted Accounting Principles) – Rules and procedures that define the fair and accurate presentation of financial statements.

GENERAL FUND – A governmental fund type that serves as the primary operating fund of a government.

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GLOSSARY OF TERMS

INTEGRATED LIBRARY SYSTEM (ILS) – An enterprise resource planning system for a library, used to track items owned, orders made and patrons who have borrowed materials. An ILS usually comprises a relational database.

INTERNAL SERVICE FUND – A proprietary fund type used to report activity that provides goods or services to other funds, departments, or agencies of the primary governmental entity.

LIBRARY FACILITIES NOTES – See also Public Library Fund Notes

LIBRARY MATERIALS – Any article or material purchased for general use and/or circulation, including 1) books; 2) pamphlets; 3) periodicals; and/or 4) audiovisual materials.

MANAGEMENT TEAM – A selected group of managers whose focus is managing the tactical plan and cross-departmental projects.

OBJECT – The classification of a cost by the nature of the cost (i.e. books, electricity, salaries, insurance, etc.).

OFFICIAL CERTIFICATE OF ESTIMATED RESOURCES – The document prepared by the County Budget Commission estimating the library district’s available money resources, by fund, for a calendar year, consisting of the beginning unencumbered balance plus estimated revenue during the year. Appropriation Resolutions adopted by the Board of Trustees cannot exceed the amount estimated in this document.

ONESOLUTION – The accounting and human resources software used mainly by Financial Services, Budgeting and Human Resources Deparments, but is accessible by CML management and their designees to access financial and human resources data.

OPERATIONAL EXPENDITURE – Expenditures of the General Fund, except for Capital Expenditures and Fund Transfers.

OPERATIONAL SERVICE – Any service purchased or contracted with a third party to perform for or on behalf of CML, including 1) training & travel; 2) printing; 3) communications; 4) maintenance & repair; 5) insurance, legal fees & other professional services; 6) rents & leases; and 7) utilities.

OPERATING LEVY – A tax levy on real and tangible personal property for a specified period of time approved by the voters for the day-to-day operation of the libraries. See “Bond Issue” for the differences between a bond issue and operating levy.

OTHER REVENUE – This term means revenue received or estimated which are in addition to tax revenue.

OUTSTANDING OBLIGATIONS – This term means outstanding encumbrances, contracts, and reserves from Fund Balance.

PERMANENT FUND – A governmental fund type where only the earnings of the fund, and not the principal, may be used for specified expenditures that support the main purpose of the governmental entity.

POWER USER – This target market segment is prevalent at all Library types and checks out at least 6 items per visit and visits the library frequently. These users are a key constituency for the library and make up the majority of the circulation. They take advantage of the reserve service and are also active in browsing.

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GLOSSARY OF TERMS

PROJECT – A project is accounted for on an inception-to-date basis (which may be different from CML’s fiscal year). Revenue and expenditures are budgeted for the life of the project rather than on an annual basis.

PUBLIC LIBRARY FUND (PLF) – A State of Ohio fund which provides funding to all public libraries in Ohio which was formerly known as the LLGSF (Local Library Government Support Fund). This fund became effective at the beginning of 2008 is funded with a percent of the total state General Revenue Fund tax revenue.

PUBLIC LIBRARY FUND BOND NOTES – the notes, issued in late 2012 in the amount of $92 million, are special obligations of CML, secured by a pledge of CML’s allocation from the Public Library Fund. They are 25 year notes and will have a final maturity date of December 1, 2037. Another name for the notes is Library Facilities Notes.

PURCHASE ORDER – An official document sent to vendors requesting that they provide goods and/or services to CML. It’s a legal instrument, under Ohio law, which officially encumbers money against an appropriation and certifies that the money is available to pay the invoice once the goods and/or services are supplied.

READY TO READ (R2R) – This initiative, through a partnership with Action for Children and funding from grants and private donations, focuses on presenting pre-literacy workshops to low-income parents, caregivers and preschool teachers.

REQUEST FOR INFORMATION (RFI) – This is a formal request for information where the exact needs are not fully known or they cannot be described.

REQUEST FOR PROPOSAL (RFP) – This is an invitation for suppliers, to submit a proposal on a specific commodity or service, most often through a bidding process.

REQUEST FOR QUOTE (RFQ) – This is an invitation to suppliers to bid on specific products and/or services.

REVENUE – Since CML operates on a Cash Basis, revenue are the same as actual receipts of cash.

SPECIAL REVENUE FUND – A governmental fund type that accounts for the proceeds of specific revenue that are legally restricted for specific expenditures.

SECTION – Each division is broken down into sections to further differentiate their activity.

STRATEGIC PLANNING TEAM - It is the object of this team of library directors to set strategies, develop the organizational budget, drive innovation and grow people based on societal trends and community needs which will provide the biggest impact.

STYLE (Service Technique Yielding Library Excellence) – Training provided to help Library staff in understanding the steps to a good reference interview to help completely answer a customer’s question.

SUMMER READING CLUB (SRC) – The annual reading program held during the summer months for customers of all ages.

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GLOSSARY OF TERMS

SUPPLIES – Any article or material which 1) is consumed in use; 2) loses its original shape or appearance with use; 3) is expendable; and/or 4) is an inexpensive item whose small unit cost makes it inadvisable to capitalize.

TAX BUDGET REQUEST – The financial plan for the operation of the library district adopted by the Board of Trustees in May for the ensuing year beginning January 1. The Budget Request must be submitted to the Taxing Authority and to the County Budget Commission (the County Auditor specifically) by July 20. The tax budget establishes the need for funds and justifies the apportionment of levying of taxes within approved limits.

TAX LEVY – See “Bond Issue” and “Operating Levy.”

TAXING AUTHORITY – For a County District Library the taxing authority is the County in which the library exists (County Commissioners).

UNENCUMBERED BALANCE – The available portion of a budget remaining for incurring new encumbrances after subtracting all expenditures and outstanding encumbrances.

UNEXPENDED BALANCE – The available portion of a budget remaining after subtracting all expenditures. Synonym - cash balance.

UNRESERVED FUND BALANCE – This term in a cash basis document means the following: The cash balance remaining in a fund after subtracting all outstanding encumbrances and legal reserves. The remaining money is available for budgeting future expenditures. The short definition for a non-cash basis budget would be assets less liabilities.

YOUNG MINDS – This is a target market segment ages 5-18 years who are generally influenced by adults and choose library materials based on that input. Those children who are under 10 equal approximately 10% of the cardholders. Older age groups may come in with friends or parents after school or on their own. The people of this cluster mimic adult cluster groups.

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