Enoch Pratt Free Library Transition Document for the Office of the Mayor November 7, 2016 Organizational Overview Background The Enoch Pratt Free Library, the nation's first free library system, opened its doors in 1886. The Library resulted from the generous gift of businessman Enoch Pratt, who envisioned a public library "for all, rich and poor without distinction of race or color." His belief continues to guide us today. Today’s Pratt Library is more than a place to check out books. The Pratt is Baltimore’s “town square,” where people of all races, ethnicities, ages, and socio-economic circumstances gather to learn, communicate, and enjoy. Each year 1.7 million people visit Pratt libraries, which include Central Library, 21 library branches, two mobile library units, and six centers for technology training. Nearly 150,000 Baltimoreans participate in Pratt programs, at both in-library and outreach locations. In addition, the Pratt learned from a 2016 customer survey answered by more than 1,200 people across the City that in response to “How do you use the Pratt Library the most?” 22% of online respondents and 15% of print respondents said they use the Pratt mostly online. In FY16, the Pratt recorded more than 2.2 million user sessions on the Library website. The Library has grown from a place where Baltimoreans check out books, access databases, and use technology to a place where customers can find free legal advice, pick up groceries ordered online, learn to cook healthy meals, and get free tax preparation. Pratt libraries are vibrant centers for learning and support; each day the Library's mission—to provide equal access to information, services and opportunities that empower, enrich, and enhance the quality of life for all—is brought to life across the City. Budget/Funding Overview The Library’s FY 2017 budget is $35.3 million with nearly 47% of that support coming from State and Federal funding. State Support comes in the form of $6.1 million in Library Per Capita Aid and $10.1 million in funding for our role as the Maryland State Library Resource Center. Public funding provides the basic support needed to open our doors, paying for salaries, benefits, materials, and maintenance of our facilities. In an effort to supplement that funding , the Library Board seeks contributions from corporate, foundation, and individual donors. Private funding supports such efforts as the Summer Reading Program for students, Mother Goose Baby Steps for young children and their caregivers, the Community Youth Corps that offers service-learning opportunities to teens, and Writers LIVE! talks by nationally known authors. Without that private support, the Library could not provide the quality programs we currently provide. Strategic Plan The Pratt Library’s Strategic Plan FY2017-2019 was developed from multiple sources and perspectives over the course of a year, beginning May 2015, and was approved by the Enoch Pratt Free Library Boards of Trustees and Directors on June 1, 2016. The Plan’s goals (see Appendix A) center on Dynamic Service, Collaboration and Community Partnership, and Technology. As part of the strategic planning process, the Library crafted a new vision – Enoch Pratt Free Library: The catalyst empowering people and communities. Key Accomplishments Reopened Branches On August 31, 2015, the first day of the school year for Baltimore City Public Schools, the Pratt’s Waverly Branch reopened after extensive renovation with a full complement of programming in place. The Canton Branch, known for its high population of young children, reopened February 12, 2016 after extensive renovation. These two branch openings mark the first time in ten years the Pratt Library has operated with all locations open at the same time. Renovation of the Central Library/State Library Resource Center (SLRC) On June 29, 2016, led by Pratt Library CEO Carla Hayden, Lieutenant Governor Boyd Rutherford, Mayor Stephanie Rawlings-Blake, donors, board, architects, general contractor, and key staff, the renovation of the Central Library / State Library Resource Center was officially launched with a festive ground breaking ceremony in Central Hall. Twenty years in the making, and after two years of intense planning, fundraising, site preparation, materials inventory and preparation, and more than 100 staff members moving offsite or within the building, this $115 million project will transform the iconic Central Library into a 21st century library while maintaining its architectural splendor. The Baltimore architectural firm of Ayers/Saint/Gross is managing the renovation of the historic Central Library that will be designed by Beyer Blinder Belle Architects of New York. The general contractor is Gilbane Contracting Company. Organizational Assessment Strengths Trusted, experienced, and helpful library staff 22 facilities citywide in addition to 2 mobile service units Unique historical and popular collection of over 2.7 million items, freely accessible and unparalleled in the state Free public access to the internet and e-government Computer literacy courses for the public Quality programming for all age levels Public/private partnerships and fundraising Strong technology infrastructure 2 Website Civic meeting space Cultural presence in the city Weaknesses Limited operating hours, especially evenings and Sundays Aging and undersized buildings need improvements Ratio of population to staff (three times greater than peers) No or limited public and staff parking at facilities Limited budget (operating and capital) Opportunities Better recruiting and use of volunteers Expand public/private partnerships Enhanced marketing and PR Increased relevance to small businesses and economic health of the city Closer working relationship with the city school system Threats Static operating budgets Bookstores and alternative information suppliers, e.g. Google Low literacy levels Proliferation of mobile devices Lower salaries for librarians than in surrounding jurisdictions (affects recruitment/retention) Staffing The Pratt Library is emerging from a hiring freeze that resulted in many key roles being left unfilled. This had a significant impact on our ability to maintain services and severely limited our outreach. Over a seven-month period this year, 10-20% of positions were vacant, with 57 positions still open as of today. Additionally, the appointment of former Library CEO Carla Hayden to the Library of Congress has resulted in vacancies in the following critical leadership roles: CEO Search Dr. Carla Hayden recently concluded more than twenty years of distinguished service as Chief Executive Officer of the Pratt Library. President Barack Obama appointed Dr. Hayden to serve as Librarian of Congress, opening up the CEO position for the first time since 1993. Interim CEO Gordon Krabbe currently oversees operations (See Apprendix C Organizational Chart), and a Library Board search committee is in place to select Dr. Hayden’s successor. 3 Public Relations Officer Pratt Library Public Relations Officer Roswell Encina resigned in August 2016. The Public Relations Officer works closely with the CEO to provide assistance in handling all aspects of library communications. This position staffs a sub-committee of the Library Board and provides media staff services to the Board as needed. This position is also responsible for making presentations to groups throughout Maryland and nationally to promote the work of the library, in addition to coordinating with community groups on speaking arrangements for the Library CEO. Operations Pending Decisions The Library is currently at work on an implementation proposal for Maryland House Bill 1401 (H.B. 1401, see Appendix B) in consultation with the Board, library staff, and members of the public. Upon completion, the proposal will be submitted to the City Council for review. Board of Estimates approval will also be needed for Library staff to implement extended hours and service. Action Items H.B. 1401 mandates that the City match 25% of the funding provided by the state to extend library service hours ($750,000). The Mayor’s support in securing this funding is essential. We ask the Mayor to: Include the $750,000 City match in the FY18 City budget Review, approve, and submit the Pratt Library implementation proposal to City Council Ensure Board of Estimates approval of necessary Library staff to implement hours and service articulated in the Pratt Library’s H.B. 1401 proposal Current Commitments The Library is involved in multiple partnerships with public and private organizations. Notable public agencies with which the Library has partnered include: Baltimore City Health Department. The Library’s relationship with the Health Department is one of mutual advocacy. The Health Department understands low literacy as a public health issue and therefore participates alongside the Pratt Library in the Early Literacy Coalition, a workgroup operating under the Baltimore Grade-Level Reading initiative. The Library, in turn, sits on the Health Department’s Fentanyl Task Force. Baltimore City Public Schools. The Library partners with Baltimore City Schools through programs such as pre-k and kindergarten opt-in for First Card (a library card for young children), ninth grade library card registration, summer learning, and the Harry and Jeanette Weinberg Foundation’s Baltimore Library Project, a multi-year collaborative effort to design, build, equip, and staff new or renovated elementary/middle school libraries in high-poverty neighborhoods. Mayor’s Office of Economic Development. Career and workforce development is the focus of many library services and a key priority in the Library’s Strategic Plan. Additional City support for the Library’s Job and Career Mobile Center would help the Library to supplement City priorities with City funds. 4 Board and Commission Membership Boards of Trustees and Directors The Boards of Trustees and Directors meet in September, December, March, and June. At its annual meeting in September, the Board of Trustees elects its Chair, one Vice-Chair, and new members of both the Board of Trustees and Board of Directors. There may be up to 50 Trustees, who serve until death or resignation.