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DEPARTMENT OF LIBRARIES
ADMINISTRATIVE AND TECHNICAL SERVICES - DIRECTOR'S OFFICE, ADMINISTRATIVE
SERVICES DIVISION, LIBRARY AUTOMATED AND NETWORKED RESOURCES UNIT (LANRU)
PROGRAM MISSION: To ensure that the
Department's direct service providers receive the tools, services, and support
required to deliver excellent customer service.
The Director's Office, the Public
Services Administration Office, and the Library Automated and Networked
resources Unit (LANRU) cooperatively work to ensure that the public services
staff have the training, resources, and technology to provide the best service
possible, and to ensure that the library facilities and grounds are safe,
accessible and, attractive.
To achieve these ends, the
Library Safety and Security Committee addresses ongoing concerns about building
and staff security and monitors emerging problem situations; LANRU assists the
County website staff so that uninterrupted service with current information is
available 24/7; and library delivery has accommodated the 136% increase in
holds since fees were eliminated, transferring materials from one library for
pickup.
Departmental emphasis on staff
training and development results in a commitment to 16 hours of staff training
for each FTE annually with current emphasis on improving technical skills and
customer service. A Personal
Development Journal (PDJ) for each staff member invites personal learning goals
and an extensive series of educational classes in the Department help staff
achieve their goals.
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Administrative
and Technical Services
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FY 2002
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FY 2003
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FY 2004
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% Change:
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Actual
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Adopted
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Proposed
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'03 to '04
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Personnel
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$1,029,079
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$1,022,445
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$1,056,570
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3%
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Non-Personnel
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895,865
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989,842
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898,278
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-9%
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Total Expenditures
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1,924,944
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2,012,287
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1,954,848
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-3%
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|
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|
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Total Revenues
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-
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72,860
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45,654
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-37%
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Net Tax Support
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$1,924,944
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$1,939,427
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$1,909,194
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-2%
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Authorized FTEs
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16.7
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16.7
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16.7
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Funded FTEs
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16.7
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16.7
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16.7
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SIGNIFICANT BUDGET HIGHLIGHTS:
-
One position (Circulation System Coordinator)
transferred from Countywide Library Services (1.0 FTE and $65,508) and one
position (Information Systems Analyst III) transferred to County Information
(1.0 FTE and $82,316).
-
Non-personnel expenditures decreased due to technical
operating adjustments: a net reprogramming of funds to the County Information
Program reflecting web content management contract costs and Channel 31 operating
equipment costs ($131,771), net reprogramming from the Countywide Library
Services Program reflecting consolidated technology and supplies purchasing
($69,635) and reprogramming of expenditures to Community-Based Library Services
for materials and marketing costs (30,885).
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Decrease in revenue due to lower E-Rate program
eligibility ($34,206) which is partially offset from a fee to be charged to Arlington Public Schools for library
information system consultation ($7,000).
PERFORMANCE
MEASURES:
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FY 2001
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FY
2002
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FY
2003
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FY
2004
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FY
2004
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Actual
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Actual
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Estimate
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Estimate
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Target
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Mission Outcome Measures
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|
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Percent of employees who successfully
completed an identified PDJ goal
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92%
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89%
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92%
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93%
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94%
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Percent of
department budget appropriation expended
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99.5%
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99.8%
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99.5%
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99.5%
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99.5%
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Percent of
technology support satisfactorily provided within guidelines (service
requests)
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N/A
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97%
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98%
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98%
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98%
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Percent of
facilities maintenance requests successfully provided within guidelines
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N/A
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N/A
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96%
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98%
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98%
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Percent of
grams satisfactorily processed on time
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100%
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96%
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100%
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100%
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100%
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|
|
|
|
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Objective: Provide support services in a timely
manner to ensure efficient library operations and to ensure timely and
effective web application development for the County website.
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Workload Measures
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Percent of
employees participating in training programs
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N/A
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99%
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99%
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99%
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99%
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Number of
department training workshops
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31
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91
|
80
|
80
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85
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Number of
grams successfully answered
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24
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28
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25
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25
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25
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Number of positions filled
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17
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23
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25
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23
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23
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FUTURE BUDGET CONSIDERATIONS:
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A new ACORN system will be implemented in stages over
the next 2 to 3 years.
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Ongoing technology investment in libraries needed for
upgrading ACORN and the introduction of other customer demanded services such
as wireless Internet access.
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Friends of the Library fundraising remains essential to
starting new projects and to sustaining current services such as the summer
reading program.
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Non-social service grants for non-emergency services
are much less available, negatively affecting the Department's ability to
secure outside funding for new program initiatives.
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Training budget must increase to be commensurate with
the needs of a changing electronic environment and commitment to a learning
organization for current and future staff.
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