Planning & Budget

A Message from the Director--Budget 2010

Mission: Douglas County Libraries is a passionate advocate for literacy and lifelong learning.

Vision: Through engagement, education and entertainment, Douglas County Libraries transforms lives and builds community.

This mission and vision captures in a far more succinct way than in the past, our fundamental role in society.

In last yearʹs budget message, I indicated that I believed we might come in at the number one spot in the Hennenʹs American Public Library Ratings for populations between 250,000 and 500,000. Indeed we did. This index of library use, and in some respects of library performance, acknowledges the work of many years.

The focus of our next year directly reflects our new mission and vision:

• Literacy and lifelong learning. Our goal is to become the pre‐eminent voice and resource for literacy advocacy in the county. As noted last year, this includes “direct support of literacy in several dimensions: emergent reading (preschool reading readiness), English as a Second Language, GED testing, one‐on‐one tutoring of adults.”
• Use. I believe we will be close to or ahead of the Pikes Peak Library District in checkouts by the end of this year. Within two years, I believe we can be the busiest library in the state – despite our being neither the mostly populous service area, nor the largest collection. The value of that is not busyness for its own sake. Rather, if our mission is to promote literacy, I can think of no better measure that putting more materials in peopleʹs homes.
• Community engagement. In 2010, I hope to demonstrate in the clearest possible way the value the library adds to its community. Example include a road map for community reference (dedicating reference librarians to community projects that can make a difference in our shared lives), and a partnership with local newspapers on economic development.
• Marketing. This continues last yearʹs focus on “a new marketing campaign based on growing not just library use, but library support. We are a highly effective organization, with a significant return on tax investment. Yet the idea of the value of social capital is poorly understand and accepted in Douglas County. Addressing that issue is a significant long term concern for our institution.”
• Sustainability. While 2010 revenues appear to show a modest increase (2.3% over 2009), 2011 is anticipated to show a decline. Moreover, a new challenge to library funding – in the form of several proposed tax‐cutting initiatives that may make it to the 2010 ballot – may further erode our income. To that end, we will continue 2009ʹs program of thoughtful attrition. Our investment in self‐check and automated return technologies continues to enable us to grow use with an ever more productive staff. But we will continue to invest in that staff with various internal leadership development programs. As always, the library seeks to position itself to the long term future of our organization and community.

Nationwide, library budgets are in significant decline; despite the fact that recession fuels an increase in library use, many cities and counties have sought to balance their budgets through disproportionate cuts in library services. Again, our position as an independent library district, rather than a city or county department, better enables us to meet the surge in community demand.

Next year, I anticipate more difficult choices: whether to reduce library expenditures to deal with the first drop in revenue in over two decades, or dip into carefully husbanded reserves to maintain services. But for now, the library is able both to tighten expenditures, and increase both the reach and the quality of our services. This unusual position is a testament to Board leadership and staff planning.

James LaRue Library Director December 10, 2009