April 2016 NPL Board Packet by Nashville Public Library

NASHVILLE PUBLIC LIBRARY Board of Trustees Meeting April 19, 2016

Nashville Public Library Board of Trustees Agenda April 19, 2016 East Branch Library 206 Gallatin Avenue Nashville, TN 37206 Meeting Room – 12:00 Noon

Call to order / Roll Call

II.

Metro Ordinance Required to be announced at all Board Meetings – Chair, Keith Simmons a. “Pursuant to the provisions of § 2.68.030 of the Metropolitan Code of Laws, please take notice that decisions of the Nashville Public Library Board may be appealed to the Chancery Court of Davidson County for review under a common law writ of certiorari. Any appeal must be filed within sixty days after entry of a final decision by the Board. Any person or other entity considering an appeal should consult with an attorney to ensure that time and procedural requirements are met.”

III.

Introduce Visitors

IV.

Public Comment

Board Chair Comments – Keith Simmons, Chair

VI.

Approval of Minutes: March 15, 2016………………………………………………………………….…. pgs. 1 – 12

VII.

Library Director Report a. Library Director, Kent Oliver

VIII.

Staff Reports a. East Branch Update – Sara Morse b. Digital Inclusion – Marian Christmon/Susan Reaves

IX.

Board Officer Election

Old Business a. Alcohol Policy Revision – Jena Schmid/Susan Drye……………………………………… pgs. 29 – 31

XI.

New Business a. Main Parking Garage – Susan Drye b. Return on Investment Study Endorsement – Kent Oliver…………………………….. pgs. 32 – 74

XII.

Adjournment

Next Board of Trustees Meeting 12:00 Noon – May 17, 2016 Main Library – Board Room 615 Church Street Nashville, TN 37219

NASHVILLE PUBLIC LIBRARY A City with a Great Library is a Great City ® LIBRARY BOARD MINUTES March 15, 2016 12:00 p.m. Main Library, 615 Church Street, Nashville, TN 37219 Members Present:

Keith Simmons, Margaret Ann Robinson, Robert Oermann, Joyce Searcy and Sepi Khansari

Members Absent:

Lucy Haynes and Francie Hunt

Library Staff:

Kent Oliver, Larry Price, Elyse Adler, Jena Schmid, Susan Drye, Andrea Fanta, Candy Markman, Liz Atack, Elizabeth Roth and Beth Deeb

Also Present:

Mark Naccarato, SEIU representative Mark Murray, Metro Department of Law attorney

Call to Order / Roll Call Keith Simmons called the meeting to order at 12:02 p.m.

II.

Metro Ordinance required to be announced at all Board Meetings – Board Chair, Keith Simmons “Pursuant to the provisions of § 2.68.030 of the Metropolitan Code of Laws, please take notice that decisions of the Nashville Public Library Board may be appealed to the Chancery Court of Davidson County for review under a common law writ of certiorari. Any appeal must be filed within sixty days after entry of a final decision by the Board. Any person or other entity considering an appeal should consult with an attorney to ensure that time and procedural requirements are met.”

III. Approval of Minutes: February 2, 2016 Robert Oermann moved for approval of the minutes from the February meeting; the motion was seconded by Margaret Ann Robinson and passed unanimously. IV. Library Director Report—Kent Oliver, Library Director  Mr. Oliver and Ms. Drye met with Metro Finance earlier today to go over the budget improvement summary that was presented at the February Board meeting. The public hearing will be Thursday, March 24 at 1:00 p.m. in the Media Room. Mr. Oliver encouraged board members to attend if possible.  On March 30, NPL will be submitting its Public Improvement Plans (PIP) regarding a literacy center at the Southeast Branch Library. PIP’s are meant to focus on partnerships with other Metro departments as well as area nonprofits in order to increase efficiency and cut costs. We are presenting the buildout plan for the basement level of the Southeast Branch, which includes Metro Parks, the Nashville Adult Literacy Council, Conexión Américas, FiftyForward, and the Oasis Center.  My City Academy will have their kickoff meeting at the Main library on Thursday.  Susan Reaves’ position as a Google Fellow has been funded for a second year. 1|Page

   

Mr. Simmons and Mr. Oermann joined library and Foundation staff for Staff Day at Trevecca last week, which was very well-attended and included speakers, staff awards, and a town hall meeting. We expect to know more about the parking garage renovations in the next month, which will impact how the Main Library functions for approximately a year. January and February statistics were affected by weather closures and renovations. Friday numbers are gradually increasing as patrons become aware of the extended hours. The FY1617 Board Meeting schedule is on page 13. Bernadette Hugan will send out Outlook meeting requests.

Staff Reports a. Be Well at NPL—Elyse Adler This new health and wellness initiative will improve health equity in Nashville by providing healthy activities and educational opportunities in a safe, welcoming environment. We will offer programs, services, and resources related to physical, mental, and nutritional health. Elizabeth Roth has been employed as the part-time Be Well and NPL Coordinator, funded by the Blue Cross Blue Shield grant. Partners so far include Metro Parks, Metro Health, the Farmer’s Market, WIC, Neighborhood Health, Nashville Health, and Governor Haslam’s statewide initiative, Healthier Tennessee Communities. Ms. Roth will be finding additional partners as well as talking to branch staff and the public about the types of programs that are needed. Be Well at NPL will include all of our locations, with a focus on six branches selected due to health disparities and lack of access to healthy activities: Edgehill, Pruitt, Hadley Park, Madison, Bordeaux, and Edmondson Pike. Programs are already happening, but we hope to have the official kickoff during the Edmondson Pike reopening on May 10 at 10:30, when the Mayor could include it in her remarks and we could host some wellness programming following the reopening. Amanda Tate from the Foundation found the Blue Cross Blue Shield grant opportunity. NPLF applied for a one-year grant for $50,000, but received a three-year grant totaling $150,000. As part of the grant, we will be tracking outcomes such as knowledge gained, whether patrons returned, whether patrons recommended the programs to a friend, whether they reported behavioral changes, and whether the programs increased access.

VI. Old Business a. NAZA MOU Candy Markman started her presentation with the exciting news that she will be accompanying a Stratford student to the White House on Thursday to be part of the First Lady’s summit on Beating the Odds. As for the MOU, the major update is that it is between the Library and MNPS rather than the Mayor’s Office and MNPS. A Data Exchange and Confidentiality Agreement (Attachment A) has also been added, which concerns family privacy around educational records. Attachment B limits the agreement to a three-year term so that it can be kept up-to-date. The new document has been vetted by Metro Legal. Joyce Searcy moved to accept the MOU and attachments; the motion was seconded by Mr. Oermann and passed unanimously.

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MEMORANDUM OF UNDERSTANDING BY AND BETWEEN NASHVILLE PUBLIC LIBRARY OF THE METROPOLITAN GOVERNMENT OF NASHVILLE AND DAVIDSON COUNTY AND THE METROPOLITAN GOVERNMENT OF NASHVILLE AND DAVIDSON COUNTY BY AND THROUGH METROPOLITAN NASHVILLE PUBLIC SCHOOLS

This MEMORANDUM OF UNDERSTANDING is made and entered into this ___________ day of _____________, 20___, by and between Nashville Public Library of the Metropolitan Government (hereinafter “NPL”), and Metropolitan Nashville Public Schools (hereinafter “MNPS”). The purpose of this agreement is to describe the means by which NPL and the MNPS shall collaborate in order to support and further the work of the Nashville After Zone Alliance (NAZA), which operates from within the Community Engagement Division of NPL. NAZA is an expanded learning system for the students of the schools of MNPS (collectively, “Metro Schools”), which operates after school and in the summer. It offers the After Zone and a Summer Zone.  The After Zone is a coordinated network of afterschool providers that offer quality learning opportunities especially for Metro Schools’ middle school students (grades five through eight) at no cost in safe and convenient locations across the county.  The Summer Zone offers Nashville Scholars, a four-week summer academy for rising eighth through eleventh graders that supports the students’ success in high school and beyond. NAZA addresses barriers to student participation by working in collaboration with NPL and MNPS to:  Offer coordinated outreach/recruitment so that Metro Schools’ diverse students/families know about programs and how to enroll;  Coordinate scheduling to make access as easy as possible for students and their families;  Coordinate transportation and nutritious meals/snacks;  Participate in the nationally-recognized Youth Program Quality Intervention to ensure that programs are high-quality and appealing enough to attract and retain student participants. It is AGREED: 1. NPL will: a. Provide oversight and operational support for NAZA administrative activities, including the selection and hiring of NAZA administrative staff. b. Engage with the MNPS and Metro Schools’ staff in strategic planning, direction setting, and resource sharing. In doing so, it shall: i. Develop effective and wide-reaching communications and marketing strategies for students, families, schools, and the community-at-large; ii. Develop creative strategies to identify, leverage, and fully utilize existing options related to: 1. Transportation 2. Meals/snacks 3. Professional development 4. Facilities and supplies; iii. Design the processes related to the collection, monitoring, and entry of youth participation data and student surveys and other information used in the broad assessment and evaluation of NAZA programming and its overall effectiveness as a citywide system in accordance with the Data Exchange and Confidentiality Agreement, attached hereto as Attachment A; iv. Create collaborative strategies for the NAZA-affiliated programs to support the instructional goals of Metro Schools and the literacy-related goals of NPL; 3|Page

d. e.

f. g.

v. Advocate for policies and funding that support NAZA at the local, state, and federal level, in collaboration with the MNPS Office of Extended Learning; vi. Develop, implement, and refine a continuous quality improvement cycle for all NAZA-affiliated program providers. Implement the procurement process with Metro Finance to select the After Zone Coordinating Agencies, which are responsible for program and partner oversight in their zone, and other vendors, and ensure contract compliance. Support enforcement of Metro Schoolsâ&#x20AC;&#x2122; safety and security practices, responses, and processes. Support MNPS in establishing and implementing clear on-going communications systems and structures between NPL and Metro Schools, and between school personnel and NAZA-affiliated providers. Consult with the MNPS and Metro Schools administrators in the naming of NAZA Leadership Council and Workgroup members. Accept additional responsibilities as negotiated during implementation and expansion of NAZA.

2. MNPS, via the Director and staff, will: a. Identify an executive administrator to serve as liaison to NAZA staff leadership and the Leadership Council. b. Engage the NPL and NAZA staff in strategic planning, direction setting, and resource sharing. In so doing, it shall: i. Develop effective and wide-reaching communications and marketing strategies for students, families, schools, and the community-at-large; ii. Develop creative strategies to identify, leverage, and fully utilize existing options related to: 1. Transportation 2. Meals/snacks 3. Professional development 4. Facilities and supplies; iii. Design the processes related to the collection, monitoring, and entry of youth participation data, student surveys and other information used in the broad assessment and evaluation of NAZA programming and its overall effectiveness as a citywide system, in accordance with the Data Exchange and Confidentiality Agreement, attached hereto as Attachment A; iv. Create collaborative strategies for the NAZA-affiliated programs to support the instructional goals of Metro Schools and the literacy-related goals of NPL; v. Advocate for policies and funding that support NAZA at the local, state, and federal level, especially via the MNPS Office of Extended Learning; vi. Support the implementation of a continuous quality improvement cycle for all NAZA-affiliated program providers. c. Participate in the selection process of NAZA Coordinating Agencies, which are responsible for program and partner oversight in their zone. d. Establish and communicate safety and security practices and responses for school-based NAZA partners. e. Support NPL in establishing and implementing clear on-going communications systems and structures between NPL and Metro Schools, and between school personnel and NAZA-affiliated providers. i. Work with Metro School principals to identify and assign the most appropriate liaison to NAZA at each school. f. Consult with the NPL and NAZA administrators in the naming of NAZA Leadership Council and Workgroup members. g. Accept additional responsibilities as negotiated during implementation and expansion of NAZA. 4|Page

3. Terms of Agreement. This agreement shall be effective per the specifications in Attachment B. This memorandum may be terminated by either party at any time and for any reason, upon thirty (30) days written notice. 4. Non-Discrimination. It is the policy of the Metropolitan Government Of Nashville and Davidson County not to discriminate on the basis of age, race, sex, color, national origin, or disability in its hiring and employment practices, or in admission to, access to, or operation of its programs, services, and activities. With regard to all aspects of this contract, both parties certify and warrant they will comply with this policy. No person shall be excluded from participation in, be denied benefits of, be discriminated against in the admission or access to, or be discriminated against in treatment or employment in Metro’s contracted programs or activities, on the grounds of handicap and/or disability, age, race, color, religion, sex, nationals origin, or any other classification protected by federal or Tennessee State Constitutional or statutory law; nor shall they be excluded from participation in, be denied benefits of, or be otherwise subjected to discrimination in the performance of contracts with Metro or in the employment practices of Metro’s Contractors. Accordingly all Contractors shall, upon request, be required to show proof of such nondiscrimination and to post, in conspicuous places, that are available to all employees and applicants, notices of nondiscrimination. 5. Confidentiality of Records. All educational records created, disclosed or maintained pursuant to the terms of this contract are confidential and shall be created, disclosed and maintained pursuant to the provisions of any applicable law, including but not limited to the Family Educational Rights and Privacy Act, also known as FERPA (20 U.S.C. § s1232g) and its implementing regulations, the Children’s Online Privacy Protection Act of 1998 (15 U.S.C. § 6501-6506), and MNPS policy. Signed:

Metropolitan Nashville Public Schools

Nashville After Zone Alliance of Nashville Public Library

__________________________________ Chris Henson, Interim Director

__________________________________ Kent Oliver, Director

__________________________________ Date

MNPS/NAZA MOU ATTACHMENT A: DATA EXCHANGE AND CONFIDENTIALITY AGREEMENT

This Data Exchange and Confidentiality Agreement (“Agreement”) between Metropolitan Nashville Public Schools (hereinafter referred to as “MNPS”) and the Nashville After Zone Alliance of Nashville Public Library and its out-of-school-time provider affiliates (hereinafter referred to as “NAZA ”) describes the means to be used by NAZA to ensure the confidentiality and security of information and data exchanged between MNPS and NAZA for the purposes stated below. I. GENERAL TERMS A. PURPOSE  

NAZA offers afterschool and summer academic and enrichment opportunities for MNPS students. NAZA desires to provide targeted services to meet the needs of individual students. 5|Page

   

NAZA has stated outcomes related to academic achievement as well as attendance and discipline improvements. MNPS collaborates with NAZA to develop programming, identify student participants, and share resources to maximize the impact of NAZA programming to benefit students. NAZA will obtain parental consent to receive personally identifiable data on individual students in order to be informed on the areas of need for the student. NAZA will use the student data to provide services to the students enrolled in NAZA programs.

B. NATURE OF DATA 



To further the achievement of the above stated purpose, MNPS will provide data from the MNPS student information system and the MNPS data warehouse to include data elements identified in Attachment A1. MNPS will only provide individual student data on students who are active in the NAZA program, and who have a parental consent to share data on file. MNPS shares the following student information with NAZA: demographics, attendance, discipline actions, grades and assessments, and IEP status.

C. TRANSFER OF DATA  

MNPS and NAZA shall use a secure, mutually agreed upon means and schedule for transferring confidential information between data systems. MNPS will create data extracts and validate the data. MNPS will generate NAZA dashboards and student lists and provide them to NAZA staff who deliver services directly to student enrolled in the program.

D. PERIOD OF AGREEMENT This Agreement shall be effective per specifications in Attachment B, unless terminated earlier by either party pursuant to Section F.

E. NAZA RESPONSIBILITIES 

 

NAZA acknowledges that these data are confidential data and proprietary to MNPS, and agree to protect such information from unauthorized disclosures and comply with all applicable district, local, state, and federal confidentiality laws and regulations including but not limited to the Family Education Rights and Privacy Act (FERPA). NAZA will use appropriate safeguards to prevent the use or disclosure of the information other than as provided by this data use Agreement. NAZA shall (a) instruct all staff with access to confidential information about the requirements for handling confidential information (b) provide all staff with access to confidential information statements of organizational policies and procedures for the protection and confidentiality of student data and (c) notify staff of the sanctions against unauthorized disclosure or use of confidential student information.

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

   

NAZA shall not assign this agreement or any portion thereof to a third party without the prior written consent of MNPS, and any attempted assignment without such prior written consent in violation of this section shall automatically terminate this agreement. NAZA will report only aggregate data and will not report any individual data, nor will data be reported in a manner that permits indirect identification of any individual. NAZA agrees to obtain written approval from MNPS prior to engaging any subcontractors to perform any services requiring access to any confidential student information. NAZA shall use the data only for the purpose stated above. NAZA will not conduct any analyses using MNPS data or publish any findings obtained, without prior approval by an authorized MNPS representative. NAZA will not publish findings obtained using MNPS data without prior approval by an authorized MNPS representative.

F. TERMINATION 



This Agreement may be terminated as follows, after notification via the United States Postal Service (certified mail or registered mail) or recognized overnight delivery service (e.g., UPS, DHL or FedEx): o By NAZA or MNPS immediately in the event of a material breach of this Agreement by the other party. o By NAZA or MNPS upon 30 days notice to the other party. At the termination of this Agreement or upon written request of MNPS, whichever is earlier, NAZA shall return all confidential and/or sensitive information promptly and destroy all copies or derivations of the confidential and/or sensitive information utilizing an approved method of confidential destruction, including shredding, burning or certified/witnessed destruction for physical materials and verified erasure of magnetic media using approved methods of electronic file destruction.

G. GENERAL UNDERSTANDING 1. This Agreement contains the entire understanding of the parties and may only be amended in writing signed by the parties. 2. This Agreement shall be governed by and construed under the laws of the State of Tennessee. 3. Any waiver by any party of the violation of any provision of this Agreement shall not bar any action for subsequent violations of the Agreement.

Signed:

Metropolitan Nashville Public Schools

Nashville After Zone Alliance of Nashville Public Library

__________________________________ Chris Henson, Interim Director

__________________________________ Kent Oliver, Director

__________________________________ Date

__________________________________ Date 7|Page

MNPS/NAZA MOU ATTACHMENT B: PERIOD OF AGREEMENT

This agreement shall be effective beginning March 15, 2016 through March 15, 2019, unless terminated earlier by either party pursuant to Section F of Attachment A. The effective dates of this agreements may be modified by written amendment subject to acceptance of both parties.

b. WIC MOU Liz Atack explained that the libraryâ&#x20AC;&#x2122;s WIC partnership with the Health Department has two parts: monthly parent workshops offered by Bringing Books to Life at the South Nutrition Center in English and Spanish, and library branches serving as mobile WIC locations. So far, Madison, Goodlettsville, Hermitage and Southeast have been mobile WIC locations, and the branch managers report that the program is bringing new families to the library. The new MOU includes updated branch addresses and changes the term from one year to five years. Mr. Oermann moved to approve the MOU; Ms. Searcy seconded the motion and it passed unanimously.

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VII. New Business a. Healthy Workplace Policyâ&#x20AC;&#x201D;Jena Schmid Ms. Schmid is the chair of Wellness Works, a staff committee created to help employees develop healthier lifestyles. The committee worked with Metro Health to come up with specific guidelines related to physical activity, healthy vending, tobacco use, and other health-related issues in the workplace. Ms. Schmid presented the new Healthy Workplace Policy, and Ms. Searcy moved to approve Resolution 2016-03.01. Mr. Oermann seconded the motion and it passed unanimously. Nashville Public Library Board March 15, 2016 Resolution Title: Healthy Workplace Policy History/Background/Discussion: In accordance with its philosophy of caring for the individual, and as part of its responsibility to the community in which it resides, Nashville Public Library (NPL) strives to enhance employee physical and psychological health, safety and quality of their lives. Greater health, safety and wellness lead to improved satisfaction and morale, which contribute to a more effective organization. NPL feels it is important to attract and hold on to the best people. This means offering a healthy, safe and supportive work environment. The previous Healthy Workplace Policy was approved by the Library Board March 20, 2012, but it was lacking guidelines to create a healthy workplace. The purpose of this policy revision is to coordinate and integrate efforts to enhance employee health, safety and well-being, taking in into consideration all of the key elements of a healthy workplace as defined by the Metro Health Department and outlined in this policy, so as to ensure that they are consistent. In essence, this Policy provides a direction for, and a map of, a Healthy Workplace Strategy and planning at Nashville Public Library (NPL). Recommendation: The Board approves the proposed additional guidelines to the Healthy Workplace Policy. Draftor(s): Jena Schmid Person(s) Responsible for Implementation: Library management, Wellness Works Committee RESOLUTION 2016-03.01 Healthy Workplace Policy WHEREAS, Nashville Public Library is concerned about the health of our employees, and WHEREAS, People have become more and more interested in eating smart and moving more, and WHEREAS, Nashville Public Library believes that healthy employees create a healthy organization,

NOW, THEREFORE, BE IT HEREBY RESOLVED by the Nashville Public Library Board of Trustees to adopt the revised Healthy Workplace Policy.

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VIII. Adjournment The meeting adjourned at 12:54 p.m. Next Board Meetingâ&#x20AC;&#x201D;12:00 p.m., April 19, 2016 East Branch Library 206 Gallatin Avenue, Nashville, TN 37206

Respectfully submitted by Beth Deeb

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Statistical Summary â&#x20AC;&#x201C; April 19, 2016 Nashville Public Library

Circulation Bellevue Bordeaux Donelson East Edgehill Edmondson Pike Goodlettsville Green Hills Hadley Park Hearing Impaired Hermitage Inglewood Looby Madison Main North Old Hickory Pruitt Richland Park Southeast Thompson Lane Watkins Park Downloadable Talking Library NPL Total

Mar-16 Circulation 37,847 6,695 10,547 5,950 3,959 621 14,990 51,837 2,793 497 28,354 9,354 3,596 14,148 54,761 3,264 4,671 2,041 10,894 29,667 11,005 521 135,407 2 443,421

eMedia eAudiobooks eVideo eBooks eMusic eMagazines Total

Cardholders New Registrations Volunteer Services Number of Volunteers Volunteer Hours

Month Mar-16 Mar-15 % of Total Circulation 8.54% 35,639 1.51% 7,165 2.38% 9,416 1.34% 5,373 0.89% 3,399 0.14% 33,304 3.38% 13,511 11.69% 41,949 0.63% 2,356 0.11% 414 6.39% 25,589 2.11% 8,489 0.81% 726 0.11% 13,813 12.35% 58,378 0.74% 3,051 1.05% 4,074 0.46% 1,538 2.46% 9,819 6.69% 19,498 2.48% 7,981 0.12% 992 30.54% 117,892 0.0005% 9 424,375

Mar-16 Circulation 27,224 2,317 51,930 49,519 4,417 135,407

Mar-16 2,450 Mar-16 236 2190.25

% Change 2016-2015 6.20% -6.56% 12.01% 10.74% 16.48% -98.14% 10.95% 23.57% 18.55% 20.05% 10.81% 10.19% 395.32% 2.43% -6.20% 6.98% 14.65% 32.70% 10.95% 52.15% 37.89% -47.48% 14.86% -77.78% 4.49%

Mar-16 Year-to-Date 344,395 37,724 98,611 58,328 36,027 139,243 141,890 445,948 27,148 4,210 263,709 89,515 38,062 140,799 431,589 33,016 43,121 17,896 100,949 248,739 94,732 10,258 1,166,628 39 4,012,576

Mar-15 Circulation 18,105 2,092 42,472 50,171 5,052 117,892

% Change 2016-2015 50.37% 10.76% 22.27% -1.30% -12.57% 14.86%

Mar-16 Year-to-Date 57,765

Active Patron Cards 358,112

Mar-15 275 2135.75

Fiscal Year-to-Date Mar-15 Year-to-Date 227,520 66,312 93,561 50,482 29,725 347,064 136,244 419,662 21,529 4,786 253,156 84,040 21,037 140,568 534,836 18,698 38,031 14,212 96,578 165,614 77,895 7,665 966,114 60 3,815,389

% Change 2016-2015 51.37% -43.11% 5.40% 15.54% 21.20% -59.88% 4.14% 6.26% 26.10% -12.04% 4.17% 6.51% 80.93% 0.16% -19.30% 76.58% 13.38% 25.92% 4.53% 50.19% 21.61% 33.83% 20.75% -35.00% 5.17%

% Change 2016-2015 -14.18% 2.55%

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Statistical Summary â&#x20AC;&#x201C; April 19, 2016 Nashville Public Library Visits Bellevue Bordeaux Donelson East Edgehill Edmondson Pike Goodlettsville Green Hills Hadley Park Hermitage Inglewood Looby Madison Main North Old Hickory Pruitt Richland Park Southeast Thompson Lane Watkins Park NPL Total

Checkout Activity Bellevue Bordeaux Donelson East Edgehill Edmondson Pike Goodlettsville Green Hills Hadley Park Hermitage Inglewood Looby Madison Main North Old Hickory Pruitt Richland Park Southeast Thompson Lane Watkins Park

Mar-16 Visits 14,940 9,382 11,832 12,577 4,248 0 8,332 21,652 3,543 18,031 9,473 7,019 23,303 62,564 7,115 4,169 6,076 18,428 20,339 8,253 0 271,276

Mar-15 Visits 14,843 10,044 7,886 12,617 4,006 20,487 7,383 20,368 4,772 15,911 10,965 2,970 21,549 66,626 6,650 5,557 2,567 15,680 16,754 7,162 6,074 280,871

% Change 2016-2015 0.65% -6.59% 50.04% -0.32% 6.04% -100.00% 12.85% 6.30% -25.75% 13.32% -13.61% 136.33% 8.14% -6.10% 6.99% -24.98% 136.70% 17.53% 21.40% 15.23% -100.00% -3.42%

Mar-16 Circ / Visit 2.53 0.71 0.89 0.47 0.93 N/A 1.80 2.39 0.79 1.57 0.99 0.51 0.61 0.88 0.46 1.12 0.34 0.59 N/A 1.33 N/A 1.14

Mar-15 Circ / Visit 2.40 0.71 1.19 0.43 0.85 1.63 1.83 2.06 0.49 1.61 0.77 0.24 0.64 0.88 0.46 0.73 0.60 0.63 1.16 1.11 0.16 1.09

% Change 2016-2015 5.51% 0.03% -25.34% 11.09% 9.84% N/A -1.69% 16.24% 59.67% -2.22% 27.54% 109.59% -5.28% 0.09% -0.01% 52.83% -43.93% -5.60% N/A 19.66% N/A 4.06%

Mar-16 Assisted Mar-16 Express-Check % Circulation Circulation Express-Check 8,715 21,269 70.93% 1,693 2,462 59.25% 2,004 5,334 72.69% 1,571 1,795 53.33% 719 1,073 59.88% 2 0 0.00% 4,692 6,754 59.01% 7,978 33,641 80.83% 575 500 46.51% 5,093 17,586 77.54% 1,566 5,124 76.59% 718 667 48.16% 5,733 4,252 42.58% 8,695 13,441 60.72% 328 682 67.52% 1,040 1,280 55.17% 335 100 22.99% 1,729 5,866 77.24% 7,668 17,240 69.21% 3,039 5,542 64.58% 0 0 N/A

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Statistical Summary â&#x20AC;&#x201C; April 19, 2016 Nashville Public Library

Hours Open Bellevue Bordeaux Donelson East Edgehill Edmondson Pike Goodlettsville Green Hills Hadley Park Hermitage Inglewood Looby Madison Main North Old Hickory Pruitt Richland Park Southeast Thompson Lane Watkins Park NPL Total

Programming Adult Programs Teen Programs Children's Programs Total Programs Adult Attendance Teen Attendance Children's Attendance Total Attendance

Public Computer Use Total On SiteComputer Use Total Wireless Use

Website Visits Webserver

Mar-16 Hours Open 249 249 176 136 176 0 176 249 176 249 176 176 249 239 176 176 176 176 249 176 0 3,805

Mar-15 Hours Open 213 213 168 168 168 213 168 223 176 213 168 40 213 245 168 168 176 168 223 168 136 3,796

Mar-16 Circ / Hour 152.00 26.89 59.93 43.75 22.49 N/A 85.17 208.18 15.87 113.87 53.15 20.43 56.82 231.21 18.55 26.54 11.60 61.90 119.14 62.53 N/A 116.54

Mar-15 Circ / Hour 167.32 33.64 56.05 31.98 20.23 156.36 80.42 188.11 13.39 120.14 50.53 18.15 64.85 239.97 18.16 24.25 8.74 58.45 87.43 47.51 7.29 111.80

293 316 485 1,094

248 294 465 1,007

% Change 2016-2015 18.15% 7.48% 4.30% 8.64%

4,022 3,662 20,207 27,891

4,133 4,139 22,527 30,799

-2.69% -11.52% -10.30% -9.44%

Mar-16 54,214 52,468

Mar-15 59,678 74,289

% Change 2016-2015 -9.16% -29.37%

Mar-16 520,958

Mar-15 464,989

% Change 2016-2015 12.04%

Mar-16

Mar-15

% Change 2016-2015 -9% -20% 7% 37% 11% N/A 6% 11% 19% -5% 5% 13% -12% -4% 2% 9% 33% 6% 36% 32% N/A 4%

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Statistical Summary â&#x20AC;&#x201C; April 19, 2016 Nashville Public Library

Circulation Year-to-Date

550,000

March

3,815,389 FY15 4,012,576 FY16

450,000

424,375 2015 443,421 2016

350,000

4.49%

250,000 Apr May Jun

Jul

Aug Sep

Oct Nov Dec

Jan

Feb Mar

On Site Computer & Wireless Usage Year-to-Date

200,000

March

941,830 FY15 994,722 FY16

150,000

133,967 2015 106,682 2016

100,000

-20.37%

50,000 Apr May Jun

Jul

Aug Sep

Oct Nov Dec

Jan

Feb Mar

Visits Year-to-Date 2,572,507 FY15 2,483,732 FY16

March

350,000

280,871 FY15 271,276 FY16

300,000 250,000

-3.42%

200,000 Apr May Jun

Jul

Aug Sep

Oct Nov Dec

Jan

Feb Mar

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Statistical Summary â&#x20AC;&#x201C; April 19, 2016 Nashville Public Library

New Card Registrations Year-to-Date 34,849 FY15 57,765 FY16

March

40,000 30,000 20,000 10,000 0

2,670 FY15 2,450 FY16

-8.24% Apr May Jun

Jul

Aug

Sep

Oct

Nov Dec

Jan

Feb Mar

Total Programs Year-to-Date 6,726 FY15 8,328 FY16

March

1,300

1,007 2015 1,094 2016

800

8.64%

300 Apr

Year-to-Date 232,214 FY15 233,210 FY16

May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Total Program Attendance

March

40,000 30,000

30,799 FY15 27,891 FY16

20,000

-9.44%

10,000 Apr May

Jun

Jul

Aug

Sep

Oct

Nov

Dec

Jan

Feb

Mar

Total Website Visits Year-to-Date 4,046,241 FY15 4,588,572 FY16

600,000

March

500,000

464,989 2015 520,958 2016

400,000

12.04%

300,000 Apr May Jun

Jul

Aug Sep

Oct Nov Dec

Jan

Feb Mar

17 | P a g e

Financial Overview â&#x20AC;&#x201C; April 19, 2016 Nashville Public Library

Metro Government of Nashville Monthly Budget Accountability Report As of March 31, 2016 Public Library GSD-General - Operating PY Budget PY Actuals PY% Thru Thru Thru Prior YTD Current Mo. Current Mo. Current Mo. Variance

Prior Year Budget

Current Annual Budget

CY Budget Actuals YTD % Thru Current Mo. Thru Thru YTD Current Mo. Actuals Current Mo. Current Mo. Variance

Variance Explanation

EXPENSES: Salaries:

Regular Pay

Overtime

All Other Salary Codes

Total Salaries

10,728,000

8,046,000

7,553,570

93.9%

35,300

26,475

52,013

196.5%

1,215,300

911,475

886,354

97.2%

11,978,600

8,983,950

8,491,937

94.5%

Fringes

4,839,500

3,629,625

3,850,525

Other Expenses: Utilities Professional & Purchased Services

1,643,100 1,925,400

1,232,325 1,444,050

917,984 1,118,849

Travel, Tuition & Dues Communications

Repairs & Maintenance Services Internal Service Fees All Other Expenses

TOTAL EXPENSES PROGRAM REVENUE: Charges, Commissions & Fees Other Governments & Agencies Federal Direct Fed Through State Pass-Through Fed Through Other Pass-Through State Direct Other Government & Agencies Subtotal Other Governments & Agencies Other Program Revenue TOTAL PROGRAM REVENUE NON-PROGRAM REVENUE: Property Taxes Local Option Sales Tax Other Tax, Licences & Permits Fines, Forfeits & Penalties Compensation from Property TOTAL NON-PROGRAM REVENUE Transfers From Other Funds & Units TOTAL REVENUE AND TRANSFERS SUMMARY OF POSITIONS: Total Authorized Positions - Oper Fd Total Filled Positions Total Vacant Positions

17,700 593,400

13,275 445,050

37,861 640,452

483,100 1,148,300 1,818,900

362,325 861,225 1,364,175

377,756 856,063 1,190,710

24,448,000 18,336,000 17,482,137

492,430 12,338,700

9,254,025

867,818

7,997,950

35,300

26,475

3,532

42,844

25,121 1,215,300

911,475

99,228

1,450,859

-25,538

492,013 13,589,300 10,191,975

106.1% -220,900 5,301,100

74.5% 77.5%

314,341 1,643,100 325,201 2,279,400

285.2% -24,586 143.9% -195,402

104.3% 99.4% 87.3%

95.3%

970,578

9,491,653

86.4% 1,256,075

161.8%

159.2% -539,384

93.1%

3,975,825

426,752

4,040,298

101.6%

1,232,325 1,709,550

216,656 343,952

975,419 1,351,403

79.2% 79.1%

62,700 598,400

47,025 448,800

-15,431 493,100 5,162 1,331,300 173,465 2,196,400

369,825 998,475 1,647,300

853,863 27,494,800 20,621,100

7,198 -51,556

51,131 110,825 134,437

65,163 252,463

138.6% 56.3%

425,380 998,860 1,124,704

115.0% 100.0% 68.3%

2,209,973 18,725,343

-16,369

90.8%

700,322

LIB is at 86.4% thru MAR. Vacancies are being filled as quickly as possible. However, NPL will keep an eye on expenditures. LIB is over budget at 161.8% thur MAR. With staffing levels, OT is necessary at times to fulfill NPL needs especially with Maintenance and Security issues. LIB is 159.2% thru MAR. This is not unusual for this time of year after summer vacations. NPL expects this line item to even out over the FY. LIB is at 93.1% of total budgeted salaries thru MAR. With vacancies being filled, OT and vacation leave, currently NPL is on budget. However, NPL will monitor expenditures closely throughout the FY.

Fringe is at 101.6% thru MAR due to higher overall fringe costs. LIB does not -64,473 have much control over fringe costs.

256,906 358,147 Travel is currently under budget. However, monthly parking passes for Main employees are the biggest expense and we anticipate being over at the end of the FY -18,138 in this line item. 196,337 LIB is at 115.0% of budget thru MAR. W/O 4% funds for major repairs during the warmer months we are experiencing above avg repair costs. LIB will monitor -55,555 closely. -385 Internal Service Fees have been posted. 522,596 Library is under budget (90.8%) for FY16 YTD. NPL will monitor ALL expenditures closely as the fiscal year progresses to 1,895,757 ensure we are on budget by year end.

450,900

338,175

306,605

90.7%

31,570

427,500

320,625

40,964

295,818

92.3%

24,807

0 0 0 0 0 0 0 450,900

0 0 0 0 0 0 0 338,175

0 0 0 0 0 0 0 306,605

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 90.7%

0 0 0 0 0 0 0 31,570

0 0 0 0 0 0 0 427,500

0 0 0 0 0 0 0 320,625

0 0 0 0 0 0 0 40,964

0 0 0 0 0 0 0 295,818

0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 92.3%

0 0 0 0 0 0 0 24,807

0 0 0 0 0 0

0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

0 0 0 0 0 0

0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

0 0 0 0 0 0

0 450,900

0 338,175

0 306,605

0.0% 90.7%

0 31,570

0 427,500

0 320,625

0 40,964

0 295,818

0.0% 92.3%

0 24,807

380 341 39

SUMMARY OF VARIANCE:

18 | P a g e

Personnel Summary â&#x20AC;&#x201C; April 19, 2016 Nashville Public Library

March 2016 New Hires & Resignations

March 2016 New Hires Name

Classification

Krieble, Emily York, Sheila Woods, Carrie Luther, Gertrude Abdelhalim, Saber Dawkins, Danielle Higgins, Kerri Cook, Wesley Washington, Syreeta Hughes, John Underdown-Dubois, Christi Terfinko, Martha Azer, Eman

Circulation Assistant 1 Custodian 1 Circulation Assistant 1 Circulation Assistant 1 Circulation Assistant 1 Library Page - TOTAL Circulation Assistant 1 Circulation Assistant 1 Librarian 2 Mail Clerk Carrier Librarian 1 Circulation Assistant 1 Office Support Rep 2

Hire Date 3/13/2016 3/13/2016 3/13/2016 3/13/2016 3/13/2016 3/13/2016 3/27/2016 3/27/2016 3/27/2016 3/27/2016 3/27/2016 3/27/2016 3/27/2016

Location Hermitage Custodial Serv -Branches Hermitage Main - Circ Main - Circ TOTAL Limitless Libraries Edmondson Pike Edmondson Pike Mailroom Bordeaux Green Hills Materials Mgmt.

March 2016 Resignations Name

Classification

Cole, Claire Robinson, Jelani Morehead, Reece

Library Associate 1 Library Page Librarian 1

Resignation Date 3/5/2016 3/9/2016 3/11/2016

Location Goodlettsville Reference Donelson

19 | P a g e

Personnel Summary – April 19, 2016 Nashville Public Library NPL Vacancies as of 03/31/2016 = Approved to fill by OMB = Requesting permission to fill from OMB = Vacancies that have not yet been requested to fill = New position vacancies to request Division / Branch 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39

ADMIN SVCS BELLEVUE BORDX GRN HILLS MADISON RICH PK SE SE OP & MAIN-BR OP & MAIN-MN MAILROOM SHARED SYS SHARED SYS TECH SVCS TECH SVCS ADMIN SVCS MAIN ADMIN MAIN ADMIN MAIN ADMIN TECH SVCS DONELS GOOD SE BELLEVUE ED PIKE ED PIKE TEENS BORDX BORDX GRN HILLS GRN HILLS HADLEY REF THOMP SHARED SYS NAZA HR IMP SECURITY CONF CNTR

Title APPLICATION TECH 3 CIRCULATION ASSIST 1 CIRCULATION ASSIST 1 CIRCULATION ASSIST 1 CIRCULATION ASSIST 1 CIRCULATION ASSIST 1 CIRCULATION ASSIST 1 CIRCULATION ASSIST 1 CUSTODIAN 1 - Branch CUSTODIAN 1 - Main EQUIP OPERATOR 1 INFO SYSTEMS APP TECH 1 INFO SYSTEMS APP TECH 1 INFO SYSTEMS APP TECH 1 INFO SYSTEMS APP TECH 1 LIB ASSIST DIRECTOR LIB ASSIST DIRECTOR LIB ASSIST DIRECTOR LIB ASSIST DIRECTOR LIB ASSIST DIRECTOR LIBRARIAN 1 LIBRARIAN 1 LIBRARIAN 1 LIBRARY ASSOC 1 LIBRARY ASSOC 1 LIBRARY ASSOC 1 LIBRARY MGR 2 LIBRARY MGR 3 LIBRARY PAGE LIBRARY PAGE LIBRARY PAGE LIBRARY PAGE LIBRARY PAGE LIBRARY PAGE OFFICE SUPPORT REP 3 PROGRAM COORDINATOR PROGRAM SPEC 2 PROPERTY GUARD 2 TECHNICAL SPEC 1

Grade SR09 SR04 SR04 SR04 SR04 SR04 SR04 SR04 TG03 TG03 TG05 SR08 SR08 SR08 SR08 SR15 SR15 SR15 SR15 SR15 SR09 SR09 SR09 SR06 SR06 SR06 SR12 SR13 SR02 SR02 SR02 SR02 SR02 SR02 SR06 SR09 SR08 SR05 SR11

Name

FPS FTE

VACANT (K PRUITT) VACANT (G KIRKPATRICK) VACANT (D MCREYNOLDS) VACANT (C JOHNSON) VACANT (A PALMER) VACANT (G KIRKPATRICK) mv to RP VACANT - NEW FRIDAY OPENING VACANT (A PEARSON) VACANT (S CORLEW) VACANT (D DENSON) VACANT - NEW FRIDAY OPENING VACANT - NEW SHARED SYSTEMS VACANT - NEW SHARED SYSTEMS VACANT (M JONES) VACANT (R WILSON) VACANT NEW - ADMINISTRATIVE SVCS VACANT NEW - BRANCH SVCS VACANT NEW - COMMUNITY ENGAGEMENT VACANT NEW - MAIN LIBRARY VACANT NEW - TECHNOLOGY & COLLECTIONS VACANT (R MOREHEAD) VACANT (M HINDMAN) VACANT - NEW FRIDAY OPENING VACANT (T WATERS) VACANT - NEW FRIDAY OPENING VACANT (B MELTON) VACANT (A STROCK) VACANT (J HUNSICKER) VACANT - NEW FRIDAY OPENING VACANT - NEW FRIDAY OPENING VACANT (H CHO) VACANT (B CHRISTMON) VACANT (J ROBINSON) VACANT - NEW FRIDAY OPENING VACANT (H STEPHENSON) VACANT - TEMPORARY WORKER VACANT (L ELLISON) VACANT (C FANN) VACANT NEW - PRODUCTION STUDIO

20 | P a g e

F F F F F P F F F F F F F F F F F F F F F F F F F F F F P P P P P P F P F F F

1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.49 0.49 0.49 0.49 0.49 0.49 1.00 1.00 1.00 1.00 1.00

Brief Area Updates – April 19, 2016 Nashville Public Library Administrative Services Report Safety/Security: March  Conducted Safety & Security discussions at 7 branch locations, covering the new Safety & Security Information Handbook, fire extinguisher training, and an open discussion about safety and security issues.  39 reports total, which is our lowest per month since we began tracking in July 2015.  2016 total is 132, which is an average of 44 reports per month. (Average July 1–December 31, 2015 was 50/month.) Breakdown of incidents for the month of March 2016: o Ambulance calls — 4 o Alarms — 2 (average after-hour calls has been 4/month) o Patron Injures — 4 o Theft — 1 (headphones from Children’s, recovered due to CCTV footage.) Number of suspensions by conduct violation numbers: #5 — 4 #8 — 2 #17 — 10 #19 — 2

#20 — 3 #21 — 1 #23 — 6

Suspensions for March: # of Patrons 1 5 8 8

# of days suspended 5 30 90 365

Delivery: March Main:  Received 739 incoming UPS packages; sent 37 packages out UPS Ground  46 overnight packages received from FedEx, DHL, etc.  Received 135 inserts of mail from the U.S. Post Office; sent 99 inserts of mail to Metro Mail for postage.  25 special deliveries from Ikon, Supply Room, Advance Supply, Firefly, etc. Branches:



Moved 5,316 hold bins (170,112 items), 5,514 non-hold bins (176,448 items), 485 A/V bins (15,520 items) and 1179 Circulation bins (37,728 items). Grand total of 12,434 bins moved, a total item count of 399,808 with an average of 565 bins and 18,173 items moved per day. 21 | P a g e

 

Sent 180 boxes to the Southern Debindery for recycling. Daily complete Percentages: Holds 22 of 22 days for 100%

Building Maintenance: March Work Orders:  340 completed (138 preventive maintenance; 202 corrective)  123 open Completed Projects:  Bordeaux: recalibrated AHU 5 temperature sensor (Dowdle Construction); repaired flag pole lights  Goodlettsville: Cleaned COND coils (SM Lawrence)  Green Hills: repaired 5 roof leaks (RSS); cleaned AHU 1,2 & 3 coils; checked belts AHU 1,2, & 3; serviced cold and hot pumps; serviced boiler  Hadley Park: cleaned evap coils  Hermitage: tinted some windows; serviced Air Handler fans; serviced hot and cold pumps  Inglewood: reworked shrubbery beds  Madison: repaired leaking window (TN Glass); cleaned chiller coils (Lee Co.)  Main: repaired heat pump 4 variable frequency drive (Lee Co.); replaced 6 AHU 1 fans flexible boots (Lee Co.); replaced 6 AHU 2 fans flexible boots (Lee Co.); repaired loading dock lights; removed and flushed VAV 2-20, 2-22 & 2-17; removed and flushed VAV 4-10, 4-16  North: cleaned AC evap coils  Old Hickory: repaired sink hole in parking lot; cleaned AC cond. coils (SM Lawrence)  Pruitt: repaired auditorium doors (Door Teck); serviced AHU 2 & 4  Richland Park: cleaned AHU 1, 2, & 3 evap coils Open Projects:  Bordeaux: resolve ant issue (Cook's Pest Control); AHU 11 replace reheat solenoid (SM Lawrence); AHU 8 (data rm) enlarge air return (SM Lawrence); AHU 3 replace reheat solenoid (SM Lawrence); ALL 11 air handlers verify outside air dampers open properly (SM Lawrence)  Donelson: Clean condensing coils (scheduled 4/15; SM Lawrence)  East: plaster damage (renovation); install new handicapped door and controls (renovation); paint exterior doors and trim, wood and metal (Irwin Paint); clean condensing coils (Lee Co.)  Edmondson: replace all exterior wall pack lights  Goodlettsville: re-establish SANYO HVAC communication  Green Hills: clean chiller coils (SM Lawrence); boiler - make up regulator (SM Lawrence)  Hadley Park: paint exterior trim (TN Paintworks); repaired AC 4/2/16 (Lee Co.)  Hermitage: clean chiller coils (SM Lawrence)  Madison: repaired chiller Freon leak (Lee Co.); replace air-handler return fan flexible boot (Lee Co.  Main: repair damage to tree bed by book statue; replace water fountains 3rd floor; repair gage line Heat Pump 3 (Lee Co.); resolve low static issue AHU 2 (Lee Co.); replace reheat actuator VAV 4-14 (Lee Co.); clean suction strainers for Heat Pumps 3 & 4 (Lee Co.); replace mechanical seal Heat Pump 5 (Lee Co.); replace damper actuator VAV 2-29 (Lee Co.); replace reheat actuator VAV 2-29; replace

22 | P a g e

 

damper actuator VAV 1-51 (Lee Co., DONE 4/4); replace damper actuator VAV 1-46 (Lee Co., DONE 4/4); replace damper actuator VAV 1-34 (Lee Co.) Pruitt: repair AHU 1 for staff work area in old fire hall (Lee Co.) Thompson Lane: clean AC coils (SM Lawrence)

Branch Services Report Branch Library Renovations Staff returned to Edmondson Pike on Monday, April 4 to begin the extensive process of unpacking the collections that were stored in boxes and arranging them on the shelves. Interior work will continue through the month of April. Furniture is scheduled to arrive starting April 18. The building is looking fantastic. While it is still a long, narrow structure, a fresh interior with lower shelving really opens up the space and creates improved sightlines. The Watkins Park branch library closed. Renovation/expansion will begin demolition and construction in early May. We have been waiting on the steel to proceed with these phases of the project. Imagination Playhouse Dollywood’s Little Engine That Could Theater is presenting a special performance courtesy of the Imagination Library. “Old Bear and His Cub” will be performed at Richland Park branch library on Monday, April 11th at 10:30 a.m.; Pruitt branch library on Monday, April 11th; North branch library on Thursday, April 14th; Looby branch library Thursday, April 14th; Bellevue branch library Friday, April 15th; and Madison branch library Friday, April 15th. Seed Exchange The Nashville Public Library Seed Exchange is in its 3rd year of lending vegetable, herb, and flower seeds to library patrons. Seeds are available at 11 library locations. In addition to offering seeds, the Seed Exchange also hosts workshops on everything from seed starting to seed saving, composting, watering, bee-keeping, plant swaps, and more. We share gardening information through our extensive collection of gardening books and on our Facebook Page, which has over 2,000 followers. In 2015, we checked out over 7,000 packets of seeds to more than 1,000 patrons and hosted over 30 programs with more than 500 attendees. Patrons often share the literal fruits of this project with library staff! Many patrons have remarked on how the Seed Exchange has saved them money on their grocery bill. Attending workshops and gardening have helped them connect with their neighbors. A BBTL staff member introduced a Head Start Manager to the Seed Exchange last fall. This patron has been attending workshops and checking out seeds, and she is very excited about her new garden. She mentioned that she can’t wait to learn how to save seeds and that she and her boyfriend hope to one day run a small farm. She became a regular library user, thanks to the Seed Exchange. The Seed Exchange has developed partnerships with a number of local organizations and events, including Master Gardeners of Davidson County, Hands On Nashville Urban Farm, Earth Day at Centennial Park, TN Local Food Summit, Sow Nashville, Whites Creek Flower Farm, Herb Society of Nashville, Long Hungry Creek Farm, Bells Bend Farms, Green Door Gourmet, No. 9 Farms, Companion Seed Co, B.E.L.L. Garden, and more. 23 | P a g e

Main Report Programming and Collaborations March brought Spring Break, which meant that the Children’s and Teen areas were extremely busy, giving us a glimpse of what the summer will bring. The Alley was booming with tweens and many locals “staycationing” came to check out the new department Children’s Department, to enthusiastic reviews. The Estamós Aquí art exhibit concluded with a huge celebration of Latino Nashvillian art and culture. The Special Collections is concluding the first phase of the project. They conducted 2 public oral history dates and a total of 17 interviews. The initiative is generating buzz throughout the city and especially among Latino Nashvillians and artists. Adult Service staff throughout the system began meeting bi-monthly to work on professional development similar to the Teen and Children’s Services. Each year, Second Harvest partners with local construction companies, architecture firms and designers to build art structures completely out of cans of food to raise awareness of hunger. The CANstruction competition entries will be displayed throughout the Main Library in April. Outreach The Teen Division and Special Collections partnered to create two programs at the Woodland Hills Development Center on March 3rd and 17th. Students listened to John Lewis’s oral history while using iPads to create superhero self-portraits. They also used primary sources from the Civil Rights movement in the South to discuss the current state of Civil Rights in the United States. Building In preparation for the Talking Library and Production Studio building projects, we are clearing workspaces and moving furniture. Construction is expected to begin in the upcoming weeks.

Communications Be sure to look for a redesigned NPL newsletter, called Word Up! Our digital media specialist, Josephine Wood, redesigned Word Up! in partnership with Drive Social Media Network. Drive Social is a local digital advertising agency. Thanks for NPLF funds, the Library’s MarComm team was able to retain Drive to design, create, and run static and video Facebook ads. These ads are deployed to Facebook users in Davidson County who demonstrate “library affinity” habits, such as buying Audible books, shopping at book stores, etc. The ads promote library card signups and drive followers to the “Get a Card” feature of the Library website. Nearly two months into our contract with Drive, the MarComm team will soon have a metrics report on how many people saw these ads and clicked through. MarComm will be sure to report those results in the next available Board report.

24 | P a g e

Also look for the May 10 product roll-out marketing campaign for Be Well at NPL, the Library’s health education initiative. This initiative covers the city and the NPL system, with a special, targeted focus on certain branch locations – including the Edmondson Pike branch library. When Edmondson Pike reopens following renovations on May 10, Kent Oliver and Mayor Barry will use this opportunity to launch Be Well, too. In fact, immediately following the remarks portion of the reopening program at Edmondson Pike, the Library will host a free, familyfriendly wellness activity. Two weeks prior to the May 10 reopen, NPL will launch a social media campaign that features a short video re: self-care (Josephine Wood and our intern, Erin Sanislo, created this video). Social media followers will have the opportunity to share feedback on how they get healthy and healthier by using Library resources and attending Library programs. Some of this content will be featured at the Edmondson Pike reopen. In case you missed it, NPL ran a small patron retention campaign for St. Patrick’s Day. Two puppets from the NPL collection (both of Irish or, at least leprechaun extraction, made surprise appearances at landmarks across the Library system. Social media followers had a chance to guess the spot, and the winner took home a prize from a local sweets shop. NPL also earned 40 new Instagram followers. Did you see snapshots of James Grandberry’s trip to the White House? James is a NAZA (Nashville After Zone Alliance) student who made it to the White House for a youth summit on “Beating the Odds.” We helped tell James’s story on social media, and 13,000 Facebook users saw it. Meanwhile, News 4 ran a long news feature story on Andrea Blackman and her team in the Special Collections Center / Civil Rights Room and their partnership with Metro Nashville Police Department (NPL offers Civil Rights training to police recruits through the Civil Rights Room). While News 4 ran a longer, feature segment, News 5 also ran a shorter version of the story.

Collections and Technology Services Report Report provided by NPL’s Materials Services Manager, Noel Rutherford. Although circulation is down slightly in adult print areas, we are up overall by 7%. Some adult library users have simply switched to digital media. However, it is interesting to note that we are also seeing increases in our Children’s and Teen print formats. This is significant as many libraries across the country are seeing decreases in print across all formats and age groups. The Limitless Libraries program is most likely responsible for the increase in print circulation among children and teens. Digital circulation now represents 36% of our total circulation! This is higher than most libraries across the country. This is good news as the cost per circulation for digital material is actually lower than print due to a higher turnover rate and less cost for processing, cataloging and staff time spent shelving. We get more circulation and customers have better access so it’s a good investment in the long term even though we spend $3,000-$4,000 a week on patron requests for eBooks and e-audiobooks alone. Fastest growing digital format is e-audiobooks, up 50% this year.

25 | P a g e

Nashville Public Library Checkout Statistics - All Locations* Apr 2014-Mar 2015

Apr 2015-Mar 2016

% of CIRC

QTY

% of CIRC

QTY

% CHANGE

Adult Book

19.73%

796246

18.02%

776364

-19882

-2%

Adult Periodical

0.18%

7351

0.15%

6530

-821

-11%

Adult DVD

12.26%

494719

10.78%

464301

-30418

-6%

Adult CD Audio

2.82%

113923

2.45%

105469

-8454

-7%

Adult Playaway

0.99%

39791

0.85%

36754

-3037

-8%

Adult Music CD

2.68%

108190

1.84%

79268

-28922

-27%

Laptops Anytime

0.13%

5219

0.52%

22466

17247

330%

NPL Studio Equipment

0.00%

0.04%

1632

100%

Lucky Day Collection

0.46%

18717

0.51%

22027

3310

18%

Bookclub in a Bag

0.01%

208

0.00%

146

-62

-30%

Adult Subtotals

39.25%

1584364

35.16%

1514957

-69407

-4%

Young Adult Book

2.97%

119875

3.10%

133480

13605

11%

Young Adult CD Audio

0.08%

3090

0.06%

2401

-689

-22%

Young Adult Playaway

0.08%

3136

0.07%

3156

YA Subtotals

3.12%

126101

3.23%

139037

12936

10%

Juvenile Book

21.41%

864160

21.16%

911784

47624

Juvenile DVD

3.37%

135886

3.21%

138389

2503

Boardbooks

0.74%

29810

0.74%

31992

2182

Juvenile CD Audio

0.42%

16972

0.39%

16646

-326

-2%

Juvenile Playaway

0.34%

13776

0.53%

22755

8979

65%

Curriculum Kits

0.01%

553

0.01%

509

-44

-8%

Launchpads

0.00%

0.14%

6225

100%

Juvenile Music CD

0.13%

5245

0.09%

3925

-1320

-25%

Juv Subtotals

26.42%

1066402

26.28%

1132225

65823

Ebook

11.00%

444058

12.89%

555603

111545

25%

E-Audiobook

4.48%

180915

6.28%

270565

89650

50%

E-Video

0.42%

17040

0.57%

24351

7311

43%

E-Magazines

1.29%

52134

1.24%

53446

1312

E-Music

14.01%

565430

14.36%

618809

53379

E-Media Subtotals

31.21%

1259577

35.34%

1522774

263197 0

21% #DIV/0!

100.00%

4036444

100.00%

4308993

272549

ITEM TYPE

Totals

*Circulation figures do not include renewals

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Community Engagement Puppet Truck  Puppet Trucks conducted 49 programs to an audience of 3304.  The Puppet Truck performed twice at the Southeast Community Center: 13th Annual Easter Egg Hunt sponsored by Councilwoman Karen Johnson and the Project Renaissance fair.  Aesop’s Fables was featured at the Belmont Mansion open house celebration as well as at the Spring Spectacular event at Jackson Park Church. Wishing Chair  Special story time featuring musical guests Chris Walters, Alicia Enstrom and world-famous (N.Y. Met) opera star Richard Troxell. Bringing Books to Life  Delivered 55 programs to 1,486 in attendance, the most since September 2015.  Emily Green-Cain was invited to present at the Read Aloud Delaware conference.  BBTL staff assisted Public Technology and Adult Literacy staff at the Family Technology Fair at Casa Azafrán.  17 Loving & Learning workshops presented, making March one of the busiest months for parent workshops.  Hosted a table at TSU’s Baby University, signing expectant parents up for library cards, educating them on the importance of reading to their babies, and promoting NPL’s story times. Adult Literacy  Offered 25 events for 328 people. Conducted a record 18 sessions at 6 different locations, averaging 4 sessions per week, our highest rate since the lab started.  Brought the mobile lab to Family Technology Day at Conexión Américas  Offering a 2-month series of computer classes for parents in ESL classes at Cole Elementary School  Provided 2 library tours for the mayor’s My City Academy (31 community leaders) and families from Conexión’s ESL class.  Offered a quarterly PD to 30 attendees. 100% of attendees reported learning a new skill.  13 members attended NPL’s first immigrant advisory committee meeting of 2016.  Attended a resource fair sponsored by Vanderbilt students in honor of refugee awareness week. NAZA  NAZA presented at the First Lady’s Beating the Odds summit on March 17 at the White House. A Stratford junior, who had participated in NAZA throughout middle school and has continued with Martha O’Bryan’s Top Floor at Stratford, told his story of how he’s beating the odds predicted for young people growing up in Cayce Homes. His first time on a plane, his first visit to D.C., his first public speaking engagement. We had quite a day!  NAZA presented on how it has engaged city leaders and how it planned for the 2015 local election cycle at the national Ready by 21 conference in Baltimore during the last week in March. 27 | P a g e

Studio  NPL was awarded a competitive grant to serve teens at the Woodland Hills Juvenile Justice center  Studio outreach coordinator and lead mentor worked with staff at Bellevue to address bullying issues occurring at that branch.  Worked with the Nashville Cosplay Collective to bring a workshop in costuming and a Cosplay contest/fashion show in celebration of "Animanga" month. Production Services  Fixed A/V issues at BX and other branches, completed equipment design list for new PS space, continued working on AV logistics for 2016 International Puppet Festival Salon  120 people attended the Roy Blount, Jr. Salon. Stephen King has been added as a Salon Special Edition on June 11.

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Old Business Nashville Public Library Nashville Public Library Departmental Policies

Main Library Alcohol Policy

Policy Information Approved Date: Effective Date: Keywords:

February 2, 2016 February 2, 2016 Alcohol, Events

Policy

USE OF ALCOHOL 1. Unless specifically authorized by Nashville Public Library (NPL) administration for facility events, alcohol is not permitted on library property. 2. NPL allows alcoholic beverages to be served at events only when the organization renting the space complies with Tennessee law as well as with all of the rules and regulations of the Metro Beer Board and Tennessee Alcoholic Beverage Commission.* 3. All alcohol must be dispensed by bonded bartenders at an attended bar, whether the alcohol is complimentary to the guests or sold at a cash bar. Bars must be attended at all times once stocked. Bars must be set up in well-lit areas. 4. All guests must be 21 years of age to be served alcohol. Bartenders will verify age by checking identification. 5. The event must be a private event, not open to the public. Guests may attend the event by non-transferable invitation only. 6. The sponsor or co-sponsor of the event must provide a liability insurance policy for the event in the amount of $2,000,000 with the Metropolitan Government and Nashville Public Library named as additionally insured when alcohol is served. This includes events cosponsored by NPL. 7. Per TABC Rule 0100-01-.03(14), it is prohibited that for-profit organizations give away â&#x20AC;&#x153;any drink of alcoholic beverages as a prize or free drink or encouraging or conducting any game or contest which involves drinking or uses wine or alcohol as a prize or free drink.â&#x20AC;? However, non-profit organizations may.

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* http://share.tn.gov/sos/rules/0100/0100.htm; https://www.municode.com/library/tn/metro_government_of_nashville_and_davidson_county/codes/co de_of_ordinances?nodeId=CD_TIT7ALBE.

8. NPL does not provide set-ups (glasses, mixers, ice, etc.). 9. Alcohol cannot be served unless food is available.

Resolution

Nashville Public Library Board February 2, 2016 Resolution Title: Stand-Alone Main Library Alcohol Policy History/Background/Discussion: At present, NPL Policy regarding the use of alcoholic beverages at the Main Library is embedded within the “Policies for Use of Library Facilities & Meeting Rooms at the Main Library” (section XIII, A–H). Having the Main Library Alcohol Policy separate from the “Policies for Use of Library Facilities & Meeting Rooms at the Main Library” would make it easier to locate and access by NPL staff, clearer, and easier to enforce. Another benefit to this extraction would be that the information around the use of alcohol at NPL events would be updated—from 10/20/09—to comply with current Tennessee law as well as with all of the rules and regulations of the Metro Beer Board and Tennessee Alcoholic Beverage Commission. This includes an addition of a bullet in the policy addressing whether alcoholic beverages can be given away at events at NPL. Please note that the option to include branches in this Policy was considered but deemed unrealistic, and too cumbersome to enforce and/or monitor. Mark Murray at Metro Legal advised: “according to the Metro Code, only library branches that are not within 100 feet of ‘a school or its playground, a park, a licensed day care center or nursery school or their playgrounds, or a dwelling for one or two families.’ So any branches that may even be close to this limitation will need to be measured.” Based on the above information, it is recommended that the Main Library Alcohol Policy be separated from the “Policies for Use of Library Facilities & Meeting Rooms at the Main Library.”

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Recommendation: The board approves the proposed, separate Main Library Alcohol Policy Draftor(s): Susan Drye Person(s) Responsible for Implementation: Susan Drye, Jena Schmid, Georgia Varble RESOLUTION 2016-02.02 Stand-Alone Main Library Alcohol Policy WHEREAS, new Main Library Alcohol Policy has been created, and, if implemented, will serve NPL staff and the organizations interested in serving alcoholic beverages at events at the Main Library with clarity about how and when alcohol is permitted on NPL property, and WHEREAS, Nashville Public Library has created a document where this information will be easier to locate and access, and WHEREAS, this Main Library Alcohol Policy has been updated to comply with current Tennessee law as well as with all of the rules and regulations of the Metro Beer Board and Tennessee Alcoholic Beverage Commission, NOW, THEREFORE, BE IT HEREBY RESOLVED by the Nashville Public Library Board of Trustees that the extracted, stand-alone Main Library Alcohol Policy be approved, to become effective February 2, 2016.

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New Business Nashville Public Library

Economic Impact and Contribution Analysis: Nashville Public Library

Nashville Area Chamber of Commerce The Research Center April 2016

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EXECUTIVE SUMMARY A city’s library system is an all-encompassing institution that integrates with the cultural, social, and economic forces of a region. Nashville Public Library is no different. It connects neighborhoods and communities, arming them with knowledge and learning. The library is a resource for all of its constituents. As such, an examination of the impact of the library’s economic and social impact is a key component to understanding the work of this key institution. This study focuses on several major elements of impact and opportunity attached to the library system. The key components featured in this study include:   

Economic impact and contribution of the library system to Nashville Examination of return on investment (ROI) through change effects on economic and social capital of the community Consideration of the unique economic aspects and roles of the library within the context of the broader economy and community, reflective of the public good value as a monetized asset in aggregate, per library user and per library supporter

The report measures the impact of Nashville Public Library to Davidson County and its constituents. Data collection and analysis utilized a mixed-method approach. A key part of the analysis draws from survey data developed for this study to assess valuation of library services by users. This valuation provided the basis for a cost-benefit analysis. Survey results also yielded important data on user demographics and organizational effectiveness. A second study component includes an economic impact analysis generated through inputoutput modeling. This research resulted in findings on the total impact of the library system’s employment and operations on the area economy. Additionally, the third component of analysis portrayed the impact potential of the role of the library on education in the region. This scenario assesses the economic impact of residents enhancing their level of educational attainment through use of the types of programs available at Nashville Public Library.

KEY FINDINGS Key points drawing from the study of Nashville Public Library highlight the ways it delivers important and far-reaching returns to the city:  

  

 



The Nashville Public Library Foundation demonstrates a direct community benefit of $9.1 million, with market value of services exceeding $13.68 per capita. The return on investment of the Nashville Public Library Foundation to the city is $4.06 for every $1.00 of expenditure for Foundation-sponsored programs and services. Patrons of the library express enthusiastic support for the quality and diversity of programs, including an overall rating of 8.13 excellence on a 10-point scale for library services, with additional high ratings for staff helpfulness and materials and equipment meeting user needs. For every $1.00 in library operations, the city realizes $1.33 in economic output. Library users demonstrate high confidence in the library’s fulfillment of its mission, with a range of 8.5 to 8.9 excellence in inspiring reading, advancing learning and connecting the community. The library leads the way across the city in offering learning and experiential opportunities for students, jobseekers, entrepreneurs, artisans and performers to advance and diversify their livelihood and craft in viable economic ways.

In short, Nashville Public Library puts to effective and innovative use its investments and resources, making a real difference in people’s lives. Dollars spent to ensure the city’s library system takes a leadership role in education, culture, entertainment and civic activities pay dividends that are measurable and significant. Nashville Public Library system exemplifies through its work the meaning of a true community center, for it serves as a community center through its facilities, programs, and outreach in countless ways. This study comprises comprehensive research, which showcases in both qualitative and quantitative terms the value realized by this vital institution and its work. Key Findings: Nashville Public Library Services Cost Benefit and Economic Impact $4.50 $4.00 $3.50 $3.00 $2.50 $2.00 $1.50 $1.00 $0.50 $0.00

$4.06 $2.98

$1.00

Invested

Public Funding Contribution Foundation Contribution

Nashville Public Library

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Economic Impact and Contribution Analysis: Nashville Public Library Table of Contents Introduction Methodology Economic Impact Findings  Cost-Benefit Analysis  Models of Community Impact Conclusions Bibliography Appendices  Appendix A: Cost-Benefit of Combined Nashville Public Library Metro and Foundation–Supported Programs to Users  Appendix B: Cost-Benefit of Nashville Public Library Metro Funding–Supported Programs and Resources to Users  Appendix C: Cost-Benefit of Nashville Public Library Foundation– Supported Programs and Resources to Users  Appendix D: Nashville Public Library Average Annual Savings to Library Patrons  Appendix E: Market and Hybrid Valuation Sources and Notes  Appendix F: Survey and Community Demographics  Appendix G: Overview of REMI Policy Insight

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Economic Impact and Contribution Analysis: Nashville Public Library Introduction The impact of a city’s library system reaches across many facets of that community and life in that area. The cultural, social and economic forces that make an urban area thrive draw deeply and continuously from the knowledge and learning available there – knowledge and learning that connect generations, neighborhoods, experiences and ideas. The library, with its many locations covering a community, can coalesce these forces of knowledge, learning, ideas, opportunities and people. In this way, the library can help all its participants grow as their city grows. The need for a comprehensive examination of the library as an entity of economic and social importance in Nashville is critical to understanding this key institution and also for guiding it toward future opportunities. Nashville’s reputation as a cultural and educational center is entwined with its library, so this essential institution is well situated for deeper analysis and understanding. This research provides data and insight to continue promoting awareness of the library’s role in fostering an exceptional environment, one where Nashville residents can enjoy success and well–being. Nashville benefits from a rich library legacy. To build on this legacy and remain strong in the 21st-century city, with its rapid changes and powerful opportunities, the need to assess, understand and guide the direction of Nashville Public Library (NPL) is critical. Using combined sources of real-time data, proprietary databases and expert insights and experiences, this research provides a basis for key leaders to leverage information in practical ways to guide, shape and manage future opportunities. Most importantly, this research maintains continuity with data and research about the broader Nashville economy, offering a broader context for understanding NPL in a systematic way. Nashville’s library history dates back to the early 19th century. The modern Nashville Public Library system can trace its history to as early as the 1897 Tennessee Library Law, which authorized cities of 20,000 people or more to establish and maintain free public libraries and reading rooms. Nashville quickly responded with a city appropriation of $2,500 for the Howard Library, the city’s first. Initially, use of the Howard Library required a fee from patrons, but, by 1901 and with new city funding, Nashville began to offer a public library that was free to use by the community. 36 | P a g e

In 1901, Andrew Carnegie offered to donate $100,000 to Nashville for a new library building if the city would appropriate $10,000 a year for its maintenance. The city saw the opportunity, and, by 1904, the new Carnegie Library on Polk Avenue was a reality. Carnegie offered support for additional branches to be built; some of these locations continue to serve in NPL’s current, much-expanded system. Nashville, like other cities, benefited from the Carnegie philanthropy, which offered residents a true “common” library experience. With a recognized need for free, public libraries, the Carnegie gifts aimed for a standardized and quality experience for residents (Palfrey, 2015). Nationally, as library programs and initiatives broadened in scope, the diversity and customization of library offerings across the U.S. continued to grow. This was certainly the case in Nashville’s experience as well, and in 1934, the existing local system officially became Nashville Public Library, the basis of NPL today. As the city grew, the library began to expand its offerings, adding a music department in 1948; bookmobile service and film lending in 1949 and free service to all of Davidson County in 1950. Other hallmarks included the creation of the Friends of the Nashville Public Library group in 1957 and establishment of the WPLN-FM radio station in 1962 as educational outreach. A new Main Library facility opened on the site of the original Carnegie Library in 1966 at a cost of $1.9 million. This building served well until the creation of a new, state-of-the-art, nationally acclaimed $98 million Main Library in 2001. Over the past decade, the entire system has experienced major growth, with seven branch libraries being built or undergoing large-scale renovations. Thus, NPL’s heritage is a long and important one that complements the change, growth and needs of the city and its people. The foresight to sustain the growth of a quality, innovative library system has remained a hallmark value in Nashville. Consequently, it is useful to discern what library investments and achievements have meant, and continue to mean, for a city that prides itself on strong economic, civic and social achievement. This study focuses on several major elements of impact and opportunity attached to the Library system. The key components featured in this study include:   

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Methodology This study employs various data collection and analysis methods, including online surveys of patrons and constituents, cost-benefit analyses and economic impact modeling to assess total library impact on the city economy. This study uses a mixed-method approach to calculate different kinds of ROI for Nashville Public Library. This study relies on a variety of accepted and relevant methods and sources to provide an overall framework for understanding and communicating the library’s role as an asset of the city. The assessment of a public good offering such as the library engages with methods appropriate to capture credible and meaningful input for valuing activity. This research combines contingent valuation to inform willingness to pay and willingness to act among area residents in relation to Library offerings, along with economic impact modeling that considers broader implications of the Library as a community economic and social resource. Methods have varied in the field of evaluating the economic impact of libraries and library systems. Since the library operates as a provider of “public goods,” there is a need and opportunity to establish value in ways that are both typical and atypical of many other facets of an area economy. Since the very mission of most modern libraries is to provide the public with free access to services and materials, the use of these resources does not occur through transactions that can be identified or monetized in ways that many consumer transactions are. In this case, adaptive methods are employed to provide a framework that gives meaning and plausibility to those nonmonetized transactions. The field of contingent valuation is a widely used, accepted method of assessing people’s preferences for public goods by establishing a willingness to pay (WTP) in dollar amounts (Mitchell, 1989). In the absence of a conventional market for goods, people’s perceptions of value-hypothetical markets are modeled after real markets. Because the WTP values that are established are contingent on the hypothetical market-used respondents, the method is termed contingent valuation (Brookshire and Eubanks, 1978). Information gathered through this process typically includes descriptions of the goods being valued and the circumstances in which they are available; respondents’ willingness to pay for goods being valued and characteristics of the respondents that are relevant to the value and use of the goods (Mitchell, 1989). Application of contingent valuation approaches can include both WTP and willingness to accept (WTA) scenarios for use of public goods. The two types generally relate to the ability or necessity of the public to buy or sell some aspect of the public goods in question, or to buy or sell similar or equivalent goods in a private-market setting. Often, WTA values - frequently applied to use of natural environment or other, less tangible goods- result in markedly higher values than do willingness to buy (WTB). 38 | P a g e

In the application to library goods and services as a â&#x20AC;&#x2DC;public good,â&#x20AC;&#x2122; the WTP approach is both feasible and appropriate, generating modeled scenarios and information that mirror privatemarket transaction values. These values are widespread and understood by the general public and, in this case, also by users of library goods and services. The classification of goods and services of public libraries as quasi-private goods, in fact, provides a useful understanding of the way these goods function in a mirroring fashion to private-market activity, how they differ from pure public goods that are essentially intangible and how they present greater challenge to a contingent-valuation approach. Table 1. Classes of Goods Class of Good Characteristics Pure private Individual property rights Ability to exclude potential consumers Traded freely in competitive market Quasi-private Individual property rights Ability to exclude potential consumers Not freely traded in competitive markets Pure public Collective property rights Cannot exclude potential consumers Not traded in any organized market (Mitchell, 1989)

Examples Agricultural products Automobiles Financial services Public libraries Recreation in parks TV frequencies Air visibility Environmental risks National defense

The determination of price levels for materials and services from the library system is established through a variety of affirming processes in this study. The added strength of the use of WTP measures in this study results from valuation and usage input derived from active, rather than passive, uses of the goods under consideration. In other words, the application of the method gains greatest utility where usage values are established through estimation and affirmation from users that respond to actual behaviors, rather than theoretical constructs. This is an important feature that bolsters the appropriateness of contingent valuation for the study of libraries and their impacts. While contingent valuation is used in a variety of topics for which economic impacts are sought, some - such as those relating to the physical environment or other more encompassing public goods - present more opportunities for conjecture on the part of would-be users than do those where tangible goods, services and interactions can be identified in considerable detail. Solicitation for inputs through active users overcomes any critique of merely passive use values, such as may occur in environmental topics that often rely on contingent valuation methods. The specific approach in this study, again owing to the high transparency of library goods and services as mirrors of many private-market transactions, is categorized as a direct and hypothetical set of methods. 39 | P a g e

Table 2. Methods of Valuing Public Goods Direct Observed market OBSERVED/ DIRECT Referenda behavior Simulated markets Parallel private markets Responses to HYPOTHETICAL/ DIRECT hypothetical Contingent valuation markets Allocation game with tax refund Spend more-same-less survey question

Indirect OBSERVED/ INDIRECT Household production Hedonic pricing Actions of bureaucrats or politicians HYPOTHETICAL/ INDIRECT Contingent ranking Willingness-to (behavior) Allocation games Priority evaluation technique Conjoint analysis Indifference curve mapping

(Mitchell, 1989) The reliance on behavioral economics and experimental economics thus serves a very useful function in developing an understanding of the monetized value of goods and services provided or maintained by the public sector. Particularly, where quasi-private market activity as occurs with libraries exists, the use of hypothetical constructs to formulate value allows for a robust set of inputs that can then be applied to other economic impact analysis. Alongside the contingent valuation approach to establishing values for goods and services, this study relies on input-output modeling to determine economic impact of library services in a more generalized way. The model illustrates particular aggregate economic and social outcomes that conform to the flow of library expenditure within the local area and to the human capital gains associated with the library mission of fostering learning, education and training useful for employment and business development. In this study, input-output modeling is developed through use of the REMI (Regional Economic Models, Inc.) data system. REMI serves as an anchor platform for this analysis used in concert with library user-supplied input on valuation. REMI is an acknowledged premier tool for performing input-output analysis that combines modeled data on 6,000 time- and area-specific data series, with modifications indicated by survey and other key informant insights. Additional REMI documentation can be found in Appendix F. The economic impact findings reflect a full array of stimuli related to library investments, including facility and staff expenditures, material holdings, events and programs, as well as estimated effects among the resident population and in the built and social environment. Thus, positive externalities are fully integrated into economic modeling wherever feasible to generate the most complete assessment of library effects in the area. In this regard, the results of this study combine both traditional input-output modeling, which portrays results of intra-area economic trade relationships, and cost-benefit analysis, which demonstrates ROI metrics that point to economic benefits of an important public good. In short, this study results in findings that are useful for assessing the libraryâ&#x20AC;&#x2122;s impact within the broader economy along standard 40 | P a g e

lines of business and industry. These findings are also useful in guiding understanding of the level of return back to the area of invested public resources. During December 2015, an online survey was administered to a database of Nashville Public Library users and other library stakeholders. The survey instrument was developed through testing and refinement in November 2015 and was launched to the full recipient group through the Qualtrics platform. Survey participation was encouraged through inclusion of the surveyâ&#x20AC;&#x2122;s purpose statement and survey link in the Nashville Public Library e-newsletter, on its website, through staff promotion to patrons and through a series of direct outreach email communications to a random sample of patrons. These patrons have remained active participants in library electronic communications in the past 12 months. In total, 4,437 responses were captured and analyzed. The survey responses come at a 95% confidence level and have a confidence interval of +- 1.47%. The survey instrument contained a total of 39 questions, designed to capture accurate valuations of library products and services as experienced by Library patrons. Incorporating extensive tree and branch logic, the survey was designed to foster survey completion and accuracy by respondents while also being understandable to respondents and maintaining their interest. The survey included two major sections regarding library patron activity. In order to achieve the highest level of valuation accuracy, only patrons who had been to the library in the last 12 months could access the product valuation portion of the survey. Respondents who had not interacted with Library goods or services in the past 12 months were provided the opportunity to respond regarding the gap in their interaction; about which services they were aware of and about the types of changes that would encourage their return to use of library goods and services. In the field of contingent valuation, the topic of strategic behavior arises wherein respondents may opt for erroneous or misleading responses where outcomes - whether tangible (often monetary) or intangible - may hinge on survey results. The nature of this study, its focus area and its respondent universe suggest that strategic behavior essentially is not activated, insofar as no respondents were in a position to benefit or experience disadvantage deriving from survey results. In short, this research compelled no weighing of cost (outside the choice situation) of alternative, false or misleading stated preferences or valuations against the gains directly related to the choice situation (in this case, assistance in generating meaningful, accurate information and insights on library goods and services) (Mitchell, 1989; Akerlof, 1983). In terms of the key facets of the methodological approach and their strengths, particular attention is given to matters inherent to the contingent valuation approach. Various forms of bias are addressed through specific steps in the approach or through the overall nature of the topics included. Nonresponse bias is considered to be overcome insofar as respondents approached have a natural familiarity with the amenity - in this case, library goods and services (Mitchell, 1989). Other response effects are controlled by means of distribution of electronic 41 | P a g e

survey instruments not limited to any particular setting, administrator or other external influences. Randomizing question sequences within tree and branch ordering also reduced nonsampling error in regard to instrument design. The use of careful language, modeled according to recognized contingent valuation survey methods and other library cost-benefit study designs, allowed the instrument to present “the respondent with a well-defined situation and elicit a circumstantial choice contingent upon the occurrence of the posited situation” (Randall, Hoehn and Brookshire, 1983). Contingent valuation allows for a variety of means of eliciting information from users and wouldbe users. The iterative method employed in this research serves as the most robust approach that conforms to the nature of use of goods and services and to the diversity of users, goods and services under consideration. Where willingness to pay is fashioned in a hypothetical construct, rather than in an actual record of monetized transaction, various discrete indicators of that activity are required. The combination of recorded activity of library usage by type with the survey process of establishing value provided for the necessary inputs to further economic costbenefit modeling. The added feature of value iterations through follow-up options by survey respondents results in the most robust foundation of information obtainable for this research. Table 3. Elicitation Methods in Contingent Valuation Actual Willingness to Pay Obtained Open-ended/ Direct question Single question Payment card Sealed bid auction Iterated series of questions Bidding game Oral auction (Mitchell, 1989)

Discrete Indicator of Willingness to Pay Obtained Take-it-or-leave it offer Spending question offer Interval checklist Take-it-or-leave-it offer (with follow-up)

The Nashville Public Library patron survey measured each respondent’s overall use of a set of items. In other, similar surveys of library user activity, respondents were asked to identify the rate at which they used goods or services. This line of inquiry was followed by a question type that is conventional in contingent valuation approaches: “Suppose your library services were shut down indefinitely. How many of those items would you replace at the following cost?” The NPL patron survey adhered to this pattern of question. From an initial question regarding frequency of use of particular items in a typical month over the past 12 months, respondents were prompted with an estimated market value of each item established from popular, major consumer sources available to local households. Survey respondents were then given an opportunity to concur with the value estimation provided or to suggest another. The resulting values that undergird the analysis are thus both market-based, in that they are also available for purchase outside the library holdings, but are also responsive to user perception and understanding of value through options for alternatives to the market-based value. This ‘hybrid value’ then combines a strong foundation of input that reflects both a reality 42 | P a g e

and a perception of value among Nashville residents of library goods and services. For example, approximately 20.8% of respondents who checked out printed library books suggested an alternative valuation, with most identifying only slightly different levels of value. The hybrid value thus incorporated a weighted share for those responses that yielded alternate values.

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Economic Impact Findings The establishment of economic value of use by Nashville residents of NPL goods and services lies at the heart of this study. Individuals and households are motivated for many reasons to access the library as a resource. Both the longstanding and the emerging role of libraries drive a wide array of library goods and services delivery that is responsive to usersâ&#x20AC;&#x2122; needs. The libraryâ&#x20AC;&#x2122;s enhanced role as a convener and coalescing center for community and individual learning is demonstrated through the robust level of activity of Nashville Public Library across its 21 locations. The historic role of libraries as repositories of written materials continues to flourish, as evidenced by the extensive and diverse collection of both print and electronic holdings at Nashville Public Library. Not surprisingly, a full 86% of users identified reading as a central motivation for coming to the library. However, more than 1 in 3 patrons noted that experiencing live performance, display or lecture stands as an important reason for their access of the library. Another quarter of patrons found direct participation in creative and community experiences as a motivation for involvement with the library system. Figure 1. Reasons for Patron Visits to Library Learning and improving reading and civic skills for

86.0%

myself and my household Participating directly in creative and community

22.0%

opportunities Experiencing firsthand performance, display and

31.0%

lecture on arts and humanities

In the broadest terms, Nashville Public Library performs well in how users perceive the library system delivers on services and goods that matter to them. In conjunction with the motivations for accessing library resources, one then notes the ways that a library achieves user-focused delivery. Response by patrons about the quality of the libraryâ&#x20AC;&#x2122;s success in connecting the community, advancing learning and inspiring reading again demonstrate very strong levels.

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Figure 2. Patron Perception of Success of Nashville Public Library in its Mission 1 =not successful at all and 10 = very successful

Connecting our community

8.55

Advancing learning

8.68

Inspiring reading

8.92

The performance of Nashville Public Library, as seen through the responses of several thousand patrons, exemplifies very positive activity across the facets of the library’s function. Foremost, as a provider of resources for learning, the library achieves highest ratings for that singular, hallmark role. However, the level of esteem for the quality of offerings of the library was strong in all categories. Respondents who participated in the survey but have not visited in the last year still ranked library functions highly. Figure 3. Patron Perception of Functions and Levels of Nashville Public Library 1 = poor and 10 = excellent. 8.39

As a community pillar

7.7

As a cultural center

7.53

As a family destination

7.78

As a community center

7.9

In a large library system such as Nashville’s, with many facilities and services, it is useful to gauge the public’s overall assessment of quality of performance. These measures serve to enhance understanding and corroboration of valuation survey methods, insofar as respondent 45 | P a g e

pools ought to reflect a familiarity with the operations, goods and services with which they are presented for value estimation purposes. Overall, the performance ratings by the sizable respondent set presents a picture of high favorability. None of the ratings of the component areas of library service fell outside what could be deemed a ‘good’ or ‘very good’ range. Staff assistance particularly received strong positive ratings, along with materials and equipment meeting the needs of users. Figure 4. Perception of Patrons of Library Services 1 = poor and 10 = excellent. 8.13 Adequate access to classes

7.18

Adequate access to computers

7.15

Adequate access to study rooms Library hours meet current needs Materials and equipment meets current needs

7.49 7.26 7.98

Kindness of librarians

8.19

Helpfulness of librarians

8.14

In a large, growing and diverse urban setting such as Nashville, there exist many needs and interests. The diversity of programs offered by Nashville Public Library responds to a very large range of those interests. Unsurprisingly, some programs that focus on a need or interest of one portion of the population may be less sought after by other groups or even by the population at large. Thus, the strength of a large library system is to perform well in ways that support the needs of the broad population and also cultivate the interests of subgroups of the community.

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Figure 5. Patron Awareness Level of Nashville Public Library Services Children programs

85.4%

Story time Puppet shows Free events

84.7%

Author visits, lectures & performances

80.3% 68.6% 76.9%

Reference access Teen programs Downloadable eBook Book clubs Downloadable audiobooks Arts and crafts Programs for the deaf or hard of hearing 44.8%

Music programs Film showings Professional research databases Programs for the visually impaired

43.8%

Music downloads Language software 38.5%

Consumer information services

35.9%

Genealogy databases

35.4%

Studio NPL Legal resources Downloadable newspapers Services for New Americans Downloadable magazines Seed Exchange program Computer classes

29.8% 28.3% 24.4%

Yoga, meditation, and other health programs 0%

20%

40%

60%

80%

100%

A key feature of the library is its many distinctive programs, including those supported directly by the Nashville Public Library Foundation. The mission of the Nashville Public Library Foundation is to raise private funds to enhance the programs, facilities and collections of Nashville Public Library. Gifts to the Foundation help the library create a more literate, more educated and more connected Nashville community. Foundation-funded programs include Bringing Books to Life for preschool literacy, literacy-based story times and puppet shows, Mobile Job Search Labs, Salon@615, author talks and book signings, and Limitless Libraries, which connects Metro Nashville Public School students to NPL’s 2 million books and materials. When asked about specific, unique programs —many initiated and sustained through the Foundation— patron responses were uniformly very positive.

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Figure 6. Perception of Value by Attendees of the Library in Past 12 Months 10 = most valuable to you and your household and 1= least valuable to you and your household. Nashville After Zone Alliance (NAZA)

8.09

New Americans Corners Bringing Books to Life

8.43

Adult Literacy Outreach Summer Challenge Story Times Totally Outstanding Teen Advocates for the Library

8.76 8.4 8.49

Volunteer and Internship Program 8.89 Seed Exchange Storycorps Oral History Project 9.4 Writerâ&#x20AC;&#x2122;s Circle Studio NPL Nashville Reads Brooks Collection Civil Rights Collection Wishing Chair Productions

9.12 8.66

Puppet Troupe

8.93

Art Galleries Virtuoso Classical Guitar Concert

8.84

Series That Nashville Sound Salon@615 Night at the Library Movies at Main Courtyard Concerts

9.11 8.75 8.41 9.34

48 | P a g e

Cost-Benefit Analysis Cost-benefit analysis serves as a key method for ascertaining the return on investment (ROI) for an activity. In this case, the ROI to Nashville and its residents demonstrates a connection between municipal expenditures, enhanced with private support through the Nashville Public Library Foundation, and the resulting value that is realized by the population of the city. As described earlier as a methodological consideration, survey research aimed at contingent valuation provides an excellent means of establishing values for the public (or quasi-private) goods and services of the library system. Survey respondents were those patrons and users who had been to the library within the past 12 months, adding a relevant current context to the ROI. Respondents were prompted to consider only those specific library categories and items accessed by their households. Responses were for a self-generated number of uses in a typical month, rather than from a selection of options. This approach, known as a take-it-or-leave-it with follow-up method in survey literature, was used in modified form to gain efficiency with revealed preferences of respondents. Survey respondents were allowed to select designated market values of items or, in follow-up, to ascribe their own value to items. The result of these processes engaged a series of control rigors that ensure value estimation inputs are accurate for the time period and locale under consideration. Return on investment is predicated on the real outlays for providing goods and services, as well as on a meaningful understanding of the derived value recognized by recipients. During Nashville Public Libraryâ&#x20AC;&#x2122;s 2014â&#x20AC;&#x201C;2015 fiscal year, more than 5 million library items were borrowed or accessed. These usage statistics formed another core measurement of the total ROI the library provides to the community. Items were assigned value derived from the library patron survey administered and as described earlier in this report. Total estimated direct benefits are obtained from usage data combined with the hybrid valuation of each category of library goods and services.

49 | P a g e

The key findings on cost-benefit analysis reveal:   

Total direct benefit of the Nashville Public Library system to the community is $94.1 million. The market value of library services in Davidson County is $140.89 per capita. The ROI of Nashville Public Library to the city is $3.06 for every $1.00 of expenditure for the Nashville Public Library system.

Table 4. Cost-Benefit of Combined Nashville Public Library Metro and Foundation–Supported Programs to Users Total estimated direct benefit $94,160,283 Nashville Public Library FY 14–15 budget expenditure $30,738,234 Nashville Public Library service area population 668,347 Market value or services per capita $140.89 Nashville Public Library Expenditure per capita $45.99 Direct benefits per $1 spent $3.06 The Nashville Public Library as an institution can stand on its own with additional donations or funding. The findings below investigate the effectiveness of government funded programs only and estimates their impact. Like the total cost-benefit analysis, benefits are derived from patron values of the services available across Nashville Public Library branches. The key findings on cost-benefit analysis reveal:   

Total direct benefit of the Nashville Public Library system to the community is $85 million. The market value of Library services in Davidson County is $127.20 per capita. The ROI of Nashville Public Library to the city is $2.98 for every $1.00 of expenditure for the Nashville Public Library system.

Table 5. Cost-Benefit of Nashville Public Library Metro Funding–Supported Programs and Resources to Users Total estimated direct benefit $85,015,026 Nashville Public Library FY 14–15 budget expenditure $28,488,198 Nashville Public Library service area population 668,347 Market value or services per capita $127.20 Nashville Public Library Expenditure per capita $42.62 Direct benefits per $1 spent $2.98 The Nashville Public Library Foundation also serves as a key component of the system’s ongoing mission of serving the city and its residents. Privately generated dollars are instrumental in carrying out the unique mission of the Foundation and form an important portion of total cost50 | P a g e

benefit to users of those special programs and services. Thus, the study entails an examination of the library’s overall economic impact, as well as those impacts that are associated with the programs directly supported by the work of the Foundation. The patron survey provided a robust basis for understanding the many ways patrons find value in particular programs and resources developed by the Foundation to showcase particular topics, issues and interests of the community. The key findings from the analysis in regard to the Foundation reveal:   

Total direct benefit of the Nashville Public Library Foundation to the community is $9.1 million. The market value of library services in Davidson County is $13.68 per capita. The ROI of the Nashville Public Library Foundation to the city is $4.61 for every $1.00 of expenditure for Foundation–sponsored programs and services.

Table 6. Cost-Benefit of Nashville Public Library Foundation–Supported Programs and Resources to Users Total estimated direct benefits $9,145,257 Nashville Public Library Foundation FY 14–15 budget expenditure $2,250,036 Nashville Public Library service area population 668,347 Market value or services per capita $13.68 Nashville Public Library Expenditure per capita $3.37 Direct benefits per $1 spent $4.06 A variety of approaches was used in soliciting input from library patrons and users, which allowed for several ways of understanding how those individuals perceive value to them and their households. A particularly important measure of this value involves identification of an annualized value of household savings that accrue from ability to access library resources and programs. Nashville Public Library demonstrates the ways a contemporary library serves in a host of service fields for learning and activity, so it is clear that real value is discernable for these. From those values established by users themselves through the survey process, combined with detailed data on user activity maintained by the library system, it is possible to determine a value of potential average monetary savings that accrues to area households. Relying on a series of inputs from the online survey relating to user profiles weighted by type, volume and monetized volume of activity, a composite household economic advantage associated with the library emerges. Total Average Annual Savings to Typical Patron Household

2,951.15

In short, the patron household using the services and holdings of Nashville Public Library can realize annual savings of some $2,951. As an example, the patron household achieves savings of nearly $1,000 annually through access of print books and selected other printed materials and over $300 in savings of purchase of audio-visual materials, such as CDs and DVDs. 51 | P a g e

Table 7. Average Usage of Major Library Materials by Type Item Children's books, Print Books, Print Playing computer games CDs, DVDs, or other multimedia, Digital/ Streaming Magazines, Digital/ Streaming Computer and Internet access Books, Digital/ Streaming Children's books, Digital/ Streaming CDs, DVDs, or other multimedia, Print

Average Usage per Month by Patrons 20 9 9 8 7 7 7 6 6

Models of Community Impact In addition to an analysis of the cost-benefit of goods and services to library users, it is useful to consider the contribution of the library system to the area’s overall personal income, business activity, economic health, and employment expectations. This portion of the report differs from the previous section in that it measures the impact of the library on the local economy in terms of output and industry, while the previous section measures how goods and service usage impacts local investment. The current state of library assets, expenditure activity and direct employment offerings contribute in significant ways to the city and regional economies. To understand the economic contributions of the library system’s direct employment, direct expenditures, and induced effects of educational attainment, a dynamic economic and demographic model is used to calculate the full implications of the library’s offerings. REMI PI+ is used to understand the economic contribution of the library’s assets and economic value.

Direct Operational Impacts The direct economic contributions by the library’s employment and expenditures enter into REMI as a custom industry. To construct a custom industry in the REMI model, the library’s balance sheet was referenced to accurately estimate the full implications of its $30,783,234 budget in 2015. In 2015, about 66.8% of its budget went to compensation, and 366 full-time and parttime employees receive this compensation. The other 33.2% went toward other expenditures. The expenditures are categorized into NAICS (North American Industry Classification System) to allow the expenditure sums to iterate with the REMI PI+ model. 52 | P a g e

Following are the key components of the community impact analysis: 

 



Total employment comprises an estimate of the number of jobs, full-time plus parttime, by place of work. Full-time and part-time jobs are counted equally. Employees, sole proprietors and active partners are included, but unpaid family workers and volunteers are not included. Output is the level of business activity or sales created as a result of this simulation. Increases in output account for increases in sales or supply to both the region and sales and supply outside of the region. Value added is the gross output of an industry, less its intermediate input or non-labor expenditures. This does include any improvements in labor productivity from the increase in personal income. Personal income is all income received from all sources in the area.

Findings from the economic and contribution analysis of Nashville Public Library operations yield important results, illustrating the major role that the system plays through its facilities, staffing and other operational activity. Key findings include:     

The economic impact of Nashville Public Library operations results in 468 total jobs for the region. Output results in a total of $71.8 million impact to the region’s economy. Value added to the region’s economy totals $47.7 million. Personal income as a result of economic contributions is increased by $132.4 million. In total, $1.33 in economic output is generated for every $1 in library expenditures.

Table 8. Economic Impact and Contribution of Nashville Public Library Operations Category Total Employment Output Value Added Personal Income

Annual Impact 468 employment $71.8 million $47.7 million $132.4 million

53 | P a g e

Educational Attainment Impacts Nashville Public Library empowers and educates Nashville residents with free and equal access to books, resources, facilities and programs. In an effort to quantify this impact, this analysis examined the potential improvement that would occur as a result of a 1% increase in the educational attainment levels of Davidson County adults within the labor force. In Davidson County, the population of residents 18–24 years old is 69,300, and the population of residents 25–65 years old is 455,020. About 77% of the 18–24 year olds, and about 80% of 25–65 year-olds are part of the local labor force. Therefore, of the 18–24 year-olds, 53,915 are in the labor force, and of the 25–65 year-olds, 364,869 are in the labor force. The educational attainment of these individuals varies. Of the total 418,784 individuals in the labor force in Davidson County, 13% have less than a high school degree, 24% have a high school degree or equivalency, 28% have some college or an associate degree and 35% have a bachelor’s degree or higher. Increases in educational attainment improve the incomes of individuals who graduate. Table 9. Labor Force of 18 to 65 year-olds by Educational Attainment Less than high school graduate 55,159 High school graduate (includes equivalency) 102,043 Some college or associate degree 115,889 Bachelor's degree or higher 145,693 Total 418,784 Within Davidson County, a 1% increase in educational attainment would increase the incomes of individuals in the county, depending on their particular level of education. An individual improving his or her education from no high school graduation to greater than a high school degree or equivalency would see an increase in annual income of $3,088. An individual increasing his or her education from a high school degree or equivalency to some college or associate’s degree would see an increase in annual income of $7,857. An individual improving his or her education from some college or associate degree to a bachelor’s degree or higher would see an increase in annual income of $11,694. Consequently, a 1% increase in educational attainment would result in a $23,272,741 increase in aggregate compensation for Davidson County. Of that figure, $1,703,315 would result from individuals moving from no high school graduation to earning a high school degree or equivalency. Meanwhile, $8,017,517 would come from individuals moving from a high school degree or equivalency to some college or associate degree. Lastly, $13,551,909 would result from individuals moving from some college or associate degree to a bachelor’s degree or higher. The summary of these aggregate gains is important to consider as key strengths of the library as a major force in the area’s ongoing efforts to advance literacy, learning and job readiness. 54 | P a g e

Table 10. Aggregate Gains From 1% Increase in Educational Attainment in Nashville Category

Average annual impact

Output

$12.4 million

Value Added Personal Income

$8.1 million $25.2 million

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Conclusions Nashville is known as a center of knowledge, learning and creativity, resting on a 200-year legacy of institutional anchors and public support for those anchors to create a vibrant cultural and educational urban center. For more than a century, Nashville Public Library has been a key, singular type of anchor for Nashville and Middle Tennessee by operating as an innovative, growing and responsive institution. Quality of place and quality of life matter to residents of a city, and Nashville residents have, time and again, expressed support and affirmation for the role of their library in providing an array of facilities, staff, resources and programs. As the 21 st century progresses, Nashville Public Library and the Library Foundation continue to expand the ways they fulfill their mission of outstanding service to the city’s residents. Nashville’s cultural and educational environment offers opportunities for residents and businesses alike. A constant focus on continuous enhancement of learning and experiences in all fields are not merely pleasant amenities for this city; rather, this dedication to the enrichment of Nashvillians as citizens, workers, leaders and learners is an imperative the city has strongly embraced. The pivotal role of Nashville Public Library is unrivaled across the breadth and depth of the community, its needs and its interests. But the importance of the library’s role is not only anecdotal and narrative in quality. This opportunity to consider the economic value of a library system is equally critical to assessing the realized gains that the city and its residents achieve from investments that allow the library to serve at the high level it does. Return on investment provides one incontrovertible set of metrics that gives meaning to the ways in which libraries serve educational and enrichment roles, which have deep and long-lasting effects on people’s lives. Key points drawing from the study of Nashville Public Library highlight the ways it delivers important and far-reaching returns to the city:     

Nashville Public Library makes a sizeable contribution to the city’s economic well-being, with market value of services nearing $141 per capita and with direct benefit to the community totaling just more than $94 million. With a wide range of programs, services and facilities, Nashville Public Library’s return on investment to the city is $3.06 for every $1.00 of expenditure for the library system. The Nashville Public Library Foundation demonstrates a direct community benefit of $9.1 million, with market value of services exceeding $13.68 per capita. The return on investment of the Nashville Public Library Foundation to the city is $4.06 for every $1.00 of expenditure for Foundation-sponsored programs and services. Patrons and users of the library express enthusiastic support for the quality and diversity of programs, including an overall rating of 8.13 excellence on a 10-point scale 56 | P a g e

  

for library services, with additional high ratings for staff helpfulness and materials and equipment meeting user needs. For every $1.00 in library operations, the city realizes $1.33 in economic output. Library users demonstrate high confidence in the library’s fulfillment of its mission, with a range of 8.5 to 8.9 excellence in inspiring reading, advancing learning and connecting the community. The library leads the way across the city in offering learning and experiential opportunities for students, jobseekers, entrepreneurs, artisans and performers to advance and diversify their livelihood and craft in viable economic ways.

Nashville Public Library puts to effective and innovative use its investments and resources, making a real difference in people’s lives. Dollars spent to ensure the city’s library system takes a leadership role in education, culture, entertainment and civic activities pay dividends that are measurable and significant. Nashville Public Library exemplifies through its work the meaning of a true community center, for it serves as a civic pillar through its facilities, programs, and outreach in countless ways. This study comprises comprehensive research, which showcases in both qualitative and quantitative terms the value realized by this vital institution and its work.

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Bibliography Akerlof, G.A. (1983) Loyalty Filters. American Economic Review. 73:54-63. American Library Association. (2013). State of Americaâ&#x20AC;&#x2122;s Libraries Report 2012. Retrieved from http://www.ala.org/news/mediapresscenter/americaslibraries/soal2012 Anderson, K.E. and Cvetkovic, V.B, Eds. (2015). Reinventing Reference: How Libraries Deliver Value in the Age of Google. Chicago: American Library Association. Barron, Daniel D., Robert V. Williams, Stephen Bajjaly, Jennifer Arns, and Steven Wilson. (2005) The Economic Impact of Public Libraries on South Carolina, a study prepared for the University of South Carolina. Berk and Associates. (2007). Providing for Knowledge, Growth, and Prosperity: A Benefit Study of the San Francisco Public Library, a study prepared for the Friends of the San Francisco Public Library. Bowker Annual of Library and Book Trade Information, 54th Ed. (2009) New York: Council of National Library Associations. Brookshire, D.S. and Eubanks, L.S. (1978). Contingent Valuation and Revealing Actual Demand for Public Environmental Commodities, manuscript, University of Wyoming. Carnegie Mellon University Center for Economic Development. (2006) Carnegie Library of Pittsburgh Community Impact and Benefits, a study prepared for Carnegie Mellon University. Decker, S.D. (2009). Economic Impact of Utah Libraries: Pilot Study. Retrieved from http://library.utah.gov/about/publications.html. Elliot, Donald S., Glen E. Holt, Sterling W. Hayden, and Leslie Edmonds Holt. (2007) Measuring Your Libraryâ&#x20AC;&#x2122;s Value: How to Do a Cost-Benefit Analysis for Your Library. Chicago: American Library Association. Elliot, Glen E., Donald Elliot, and Amonia Moore. (2009) Placing a Value on Public Library Services. St. Louis Public Library. Web. August 2009. Retrieved from http://www.slpl.lib.mo.us/libsrc/restoc.htm. Griffiths, Jose-Marie et al. (2004) Taxpayer Return on Investment in Florida Public Libraries: Summary Report, a study prepared for the State Library and Archives of Florida. Retrieved from http://dlis.dos.state.fl.us/bld/roi/2004-ROI.cfm. 58 | P a g e

Hider, Philip. (2008) “Using the Contingent Valuation Method for Dollar Valuations of Library Services.” Library Quarterly 78:437–458. Holt, G. E., Elliott, D., and Moore, A., (1999). Placing a value on public library services. Retrieved from http://www.slpl.lib.mo.us/libsrc/rescba.htm Kamer, Pearl M. (2005) Placing an Economic Value on the Services of Public Libraries in Suffolk County, New York, a study prepared by the Long Island Association. Retrieved from http://scls.suffolk.lib.ny.us/pdf/librarystudy.pdf. Louviere, J.J., Hensher, D.A., and Swait, J.D. (2000). Stated Choice Methods: Analysis and Application. Cambridge: Cambridge University Press. Mitchell, R.C. and Carson, R.T. (1989) Using Surveys to Value Public Goods: The Contingent Valuation Method. Washington: Resources for the Future. Palfrey, J. (2015). Biblio Tech: Why Libraries Matter More than Ever in the Age of Google. New York: Basic Books. Randall, A, Hoehn. J.P., and Brookshire, D.S. (1983). Contingent Valuation Surveys for Evaluating Environmental Assets. Natural Resources Journal. 23:635-348. The University of North Carolina at Charlotte Urban Institute. (2010). A Return on Investment Study of the Charlotte Mecklenburg Library 2010. Retrieved from http://ui.uncc.edu/story/return-investment-study-charlotte-mecklenburg-library-2010 Salt Lake County Library Services. (2013). A Return on Investment Study of Salt Lake County Library Services. Retrieved from http://www.slcolibrary.org/gl/glal/pdf/slclsroistudy2013.pdf U.S. Census Bureau. “American Factfinder,” generated by Chris Zimmer, using American Factfinder. (2015) 2014 American Community Survey 1-Year Estimates, Davidson County Age and Sex. Retrieved from http://factfinder2.census.gov.

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Appendices Appendix A: Cost-Benefit of Combined Nashville Public Library Metro and Foundationâ&#x20AC;&#x201C;Supported Programs to Users Library Statistics Information Books, Print Books, Digital/ Streaming Newspapers, Print Newspapers, Digital/ Streaming Magazines, Print Magazines, Digital/ Streaming

Usage totals and estimates FY 14â&#x20AC;&#x201C;15

Total Estimated Value ($)

1,299,106 $

18,468,463

431,700 $

3,504,670

26,954 $

66,286

2,484 $

2,602

62,024 $

309,925

49,429 $

194,289

1,264,716 $

14,944,277

805,960 $

8,149,497

Reference materials, Print

272,488 $

7,714,640

Reference materials, Digital/ Streaming

453,106 $

8,841,796

1,237,150 $

10,570,624

CDs, DVDs, or other multimedia, Print CDs, DVDs, or other multimedia, Digital/ Streaming

Children's books, Print Children's books, Digital/ Streaming

33,093 $

107,306

Academic or professional journals, Print Academic or professional journals, Digital/ Streaming Assistance with other research (not school of business related) Tutoring, homework help, or other educational needs Research assistance with business related research

33,575 $

1,671,656

10,768 $

450,109

18,809 $

224,079

132 $

1,662

3,909 $

57,362

756,250 $

11,981,880

4,831 $

374,192

Computer and Internet access Use of language learning software Use of Microsoft office programs

2,701 $

128,873

205,388 $

899,416

Accessing research databases

8,412 $

388,944

Accessing business databases

54,790 $

2,335,281

Accessing genealogy databases

4,598 $

90,540

Accessing legal resources

6,276 $

215,393

20,109 $

1,265,191

353 $

49,870

Playing computer games

Studio NPL Microsoft Office training ESL or other language classes

5,424 $

258,937

Computer usage training

353 $

17,860

Job search labs

656 $

3,788

Story times

8,297 $

52,962

After school programs for youth

2,120 $

45,964

60 | P a g e

Library Statistics Information

Usage totals and estimates FY 14–15

Total Estimated Value ($)

Programs for the deaf or hard of hearing

1,159

9,954

82,622

622,084

Concerts

4,480

86,334

Lectures

2,955

52,435

1,145

94,160,283

Puppet shows

Other events Total estimated direct benefits Nashville Public Library service area population

668,347

Market value or services per capita Nashville Public Library FY 14–15 Budget expenditure

140.89

30,738,234

Nashville Public Library Expenditure per capita

45.99

Direct benefits per $1 spent

3.06

Appendix B: Cost-Benefit of Nashville Public Library Metro Funding–Supported Programs and Resources to Users Library Statistics Information Books, print

Usage totals and estimates FY 14–15

Total Estimated Value ($)

1,299,106 $

16,806,301

431,700 $

3,189,250

26,954 $

60,320

2,484 $

2,368

Magazines, print

62,024 $

282,032

Magazines, Digital/ Streaming

49,429 $

176,803

1,264,716 $

13,599,292

Books, Digital/ Streaming Newspapers, print Newspapers, Digital/ Streaming

CDs, DVDs, or other multimedia, print CDs, DVDs, or other multimedia, Digital/ Streaming

805,960 $

7,416,042

Reference materials, print

272,488 $

7,020,323

Reference materials, Digital/ Streaming

453,106 $

8,046,035

1,237,150 $

9,619,268

Children's books, Digital/ Streaming

33,093 $

97,649

Academic or professional journals, print Academic or professional journals, Digital/ Streaming Assistance with other research (not school of business related) Tutoring, homework help, or other educational needs Research assistance with business related research

33,575 $

1,521,207

10,768 $

409,599

18,809 $

224,079

132 $

1,662

3,909 $

57,362

756,250 $

11,981,880

4,831 $

374,192

Children's books, print

Computer and Internet access Use of language learning software

61 | P a g e

Library Statistics Information

Usage totals and estimates FY 14–15

Use of Microsoft office programs Playing computer games

Total Estimated Value ($) 2,701 $

128,873

205,388 $

899,416

Accessing research databases

8,412 $

388,944

Accessing business databases

54,790 $

2,335,281

Accessing genealogy databases

4,598 $

90,540

Accessing legal resources

6,276 $

215,393

Studio NPL

20,109 $

353 $

5,424 $

Computer usage training

353 $

Job search labs

656 $

Story times

8,297 $

After school programs for youth

2,120 $

Programs for the deaf or hard of hearing

1,159 $

Microsoft Office training ESL or other language classes

Puppet shows

82,622 $

70,918

Concerts

4,480 $

Lectures

2,955 $

Other events

99 $

Total estimated direct benefits

85,015,026

Nashville Public Library service area population

668,347

Market value or services per capita Nashville Public Library FY 14–15 Budget expenditure

127.20

28,488,198

Nashville Public Library Expenditure per capita

42.62

Direct benefits per $1 spent

2.98

Appendix C: Cost-Benefit of Nashville Public Library Foundation– Supported Programs and Resources to Users Library Statistics Information Books, Print Books, Digital/ Streaming Newspapers, Print Newspapers, Digital/ Streaming

Usage totals and estimates FY 14–15

Total Estimated Value ($)

1,299,106

1,662,162

431,700

315,420

26,954

5,966

2,484

234

Magazines, Print

62,024

27,893

Magazines, Digital/ Streaming

49,429

17,486

1,264,716

1,344,985

805,960

733,455

272,488

694,318

CDs, DVDs, or other multimedia, Print CDs, DVDs, or other multimedia, Digital/ Streaming Reference materials, Print

62 | P a g e

Library Statistics Information Reference materials, Digital/ Streaming

Usage totals and estimates FY 14â&#x20AC;&#x201C;15

Total Estimated Value ($)

453,106 $

795,762

1,237,150 $

951,356

Children's books, Digital/ Streaming

33,093 $

9,658

33,575 $

150,449

10,768 $

40,510

Children's books, Print

18,809 $

132 $

3,909 $

756,250 $

Use of language learning software

4,831 $

Use of Microsoft office programs

2,701 $

205,388 $

Accessing research databases

8,412 $

Accessing business databases

54,790 $

4,598 $

Computer and Internet access

Playing computer games

Accessing genealogy databases Accessing legal resources Studio NPL

6,276 $

20,109 $

1,265,191

353 $

49,870

5,424 $

258,937

Computer usage training

353 $

17,860

Job search labs

656 $

3,788

Story times

8,297 $

52,962

After school programs for youth

2,120 $

45,964

Programs for the deaf or hard of hearing

1,159 $

9,954

Microsoft Office training ESL or other language classes

Puppet shows

82,622 $

551,167

Concerts

4,480 $

86,334

Lectures

2,955 $

52,435

99 $

1,145

Total estimated direct benefits

9,145,257

Nashville Public Library service area population

668,347

Market value or services per capita Nashville Public Library Foundation FY 14â&#x20AC;&#x201C;15 Budget expenditure

13.68

2,250,036

Nashville Public Library Expenditure per capita

3.37

Direct benefits per $1 spent

4.06

Other events

63 | P a g e

Appendix D: Nashville Public Library Average Annual Savings to Library Patrons Summary of Annual Savings

Annual Savings per item

Library materials-Books-Print

959.92

Library materials-Books-Digital/ Streaming

244.61

Library materials-Newspapers-Print

3.45

Library materials-Newspapers-Digital/ Streaming

0.30

Library materials-Magazines-Print

16.11

Library materials-Magazines-Digital/ Streaming

11.89

Library materials-CDs, DVDs, or other multimedia-Print

318.39

Library materials-CDs, DVDs, or other multimedia-Digital/ Streaming

175.32

Library materials-Reference materials-Print

97.97

Library materials-Reference materials-Digital/ Streaming

21.11

Library materials-Children's books-Print

322.52

Library materials-Children's books-Digital/ Streaming

6.95

Library materials-Academic or professional journals-Print

90.35

Using academic or professional journals

177.27

Library materials-Academic or professional journals-Digital/ Streaming

50.08

Assistance with other research (not school of business related)

42.08

Tutoring, homework help, or other educational needs

18.95

Research assistance with business related research

19.48

Computer and Internet access

32.18

Use language learning software

19.27

Use Microsoft office programs

23.74

Playing games

15.81

Accessing research databases

58.40

Accessing business databases

15.22

Accessing genealogy databases

8.57

Accessing legal resources

8.35

Studio NPL

10.38

Microsoft Office training

25.60

ESL or other language classes

4.91

Computer usage training

10.81

Job search labs

12.33

Story times

18.41

After school programs for youth

12.02

Programs for the deaf or hard of hearing

0.74

Puppet shows

10.08

Concerts

27.10

Lectures

29.80

64 | P a g e

Summary of Annual Savings

Annual Savings per item

Other events

30.64

Total Average Annual Savings

2,951.15

Appendix E: Market and Hybrid Valuation Sources and Notes Library Service

Books, Print

Market Value

$14.00

Hybrid Value

$14.22

Unit

Market value source

Notes

per item

Estimates from: http://www.amazon.com/ http://www.barnesandnoble.com/ http://www.parnassusbooks.net/ http://www.booksamillion.com/

Books, Digital/ Streaming

$8.00

$8.12

per item

Estimates from: http://www.amazon.com/ http://www.barnesandnoble.com/ http://www.parnassusbooks.net/ http://www.booksamillion.com/

Newspapers, Print

$2.00

$2.46

per item

Physical subscription to the Tennessean: http://www.tennessean.com/

Newspapers, Digital/ Streaming

$1.00

$1.05

per item

Digital subscription to the Tennessean: http://www.tennessean.com/

per item

Estimates from: http://www.amazon.com/ http://www.barnesandnoble.com/ https://www.kroger.com/

Estimates based on singular magazine purchases and subscriptions.

per item

Estimates from: http://www.amazon.com/ http://www.barnesandnoble.com/ https://www.kroger.com/

Estimates based on singular magazine purchases and subscriptions.

per item

Estimates from: http://www.amazon.com/ http://www.bestbuy.com/ http://www.fye.com/

Includes music, movies, and audiobooks

per item

Estimates from: http://www.amazon.com/ http://www.bestbuy.com/ http://www.fye.com/

Includes music, movies, and audiobooks. Also considers subscription and streaming services as well as singular song purchases

per item

Estimates and price list from: http://www.oxfordjournals.org/ http://www.jstor.org/ http://www.lexisnexis.com/ http://www.thomsonreuters.com/

per item

Estimates and price list from: http://www.oxfordjournals.org/ http://www.jstor.org/ http://www.lexisnexis.com/ http://www.thomsonreuters.com/

Magazines, Print

Magazines, Digital/ Streaming CDs, DVDs, or other multimedia, Print CDs, DVDs, or other multimedia, Digital/ Streaming Reference materials, Print

Reference materials, Digital/ Streaming

$5.00

$4.00

$12.00

$10.00

$30.00

$20.00

$5.00

$3.93

$11.82

$10.11

$28.31

$19.51

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Library Service

Market Value

Hybrid Value

Unit

Children's books, Print

$9.00

$8.54

per item

Children's books, Digital/ Streaming

$3.00

$3.24

per item

Market value source Estimates from: http://www.amazon.com/ http://www.barnesandnoble.com/ http://www.parnassusbooks.net/ http://www.booksamillion.com/ Estimates from: http://www.amazon.com/ http://www.barnesandnoble.com/ http://www.parnassusbooks.net/ http://www.booksamillion.com/

Academic or professional journals, Print

$50.00

$49.79

per item

Academic or professional journals, Digital/ Streaming

$40.00

$41.80

per item

Assistance with other research (not school of business related)

$10.00

$11.91

flat

Tutoring, homework help, or other educational needs

$10.00

$12.61

flat

Estimated tutoring fees: http://www.care.com/

flat

Estimated tutoring fees: http://www.care.com/

Research assistance with business related research Computer and Internet access

Use of language learning software

$12.00

$18.00

$90.00

$14.67

$15.84

$77.46

Estimates and price list from: http://www.oxfordjournals.org/

Estimates and price list from: http://www.oxfordjournals.org/ http://www.jstor.org/

Estimated tutoring fees: http://www.care.com/

Notes

Cost heavily fluctuate based on journal accessed. Discounts are applied to library users assuming bulk use

Premium price added due to reports generated and question complexity

flat

Estimates from: https://www.att.com/ http://www.xfinity.com/ http://www.centurylink.com/ https://www.charter.com

flat

Estimates from: www.rosettastone.com Reference: http://www.pcmag.com/article2/0,2817,2381904, 00.asp

Considered new and used software

Considers new and used and older Office products. Discounted to account for program's use by library patrons Considers free games accessed via Internet, as

Use of Microsoft office programs

$60.00

$47.71

flat

Estimates from: http://www.amazon.com/ http://www.microsoftstore.com/

Playing computer games

$4.00

$4.38

flat

Estimates from: http://www.amazon.com/ http://store.steampowered.com/

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Library Service

Market Value

Hybrid Value

Unit

Market value source

Notes well as new and free digital downloads

Accessing research databases

$50.00

$46.24

per visit

Estimates and price list from: http://www.oxfordjournals.org/ http://www.jstor.org/ http://www.lexisnexis.com/ http://www.thomsonreuters.com/

Accessing business databases

$50.00

$42.62

per visit

Estimates and price list from: http://www.oxfordjournals.org/ http://www.jstor.org/ http://www.hoovers.com http://www.referenceusa.com/

Accessing genealogy databases

$20.00

$19.69

per visit

Cost of U.S. discovery monthly membership at http://ancestry.com

per visit

Estimates and price list from: http://www.amazon.com http://barnesandnoble.com http://www.oxfordjournals.org/ http://www.jstor.org/ http://www.hoovers.com http://www.referenceusa.com/

per visit

Estimates from: https://www.mymusicmasterclass.com/ http://www.porchtn.org/prose/ http://www.craft-south.com/ http://www.nowplayingnashville.com/categories/c lasses/ http://nashvillesoftwareschool.com/ Estimates from: http://www.businesscomputerskills.com/ http://www.careerstep.com/microsoft-officetraining http://www.newhorizons.com/

Accessing legal resources

Studio NPL

Microsoft Office training

ESL or other language classes

$30.00

$50.00

$34.32

$62.92

$160.00

$141.27

per visit

$50.00

$47.74

per visit

Tennessee Foreign Language Institute http://tfli.org/

Similar pricing to a workshop or master class

Estimates adjusted for one class or program

Discounts applied when adjusting for free English resources available in the region

$35.00

$50.60

per visit

Estimates from: http://www.businesscomputerskills.com http://www.careerstep.com/microsoft-officetraining http://www.newhorizons.com/

Job search labs

$5.00

$5.77

per visit

Value based on computer usage and consultation

Story times

$5.00

$6.38

per visit

Estimates based on value added of 30-45 minutes of entertainment

Computer usage training

Estimates adjusted for one class or program

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Library Service After school programs for youth Programs for the deaf or hard of hearing

Market Value

Hybrid Value

Unit

$20.00

$21.68

per visit

Estimated cost of space and services

$4.00

$8.59

per visit

Estimated value added to a free service

Puppet shows

$6.00

$7.53

per visit

Estimated value added and ticket estimates for troupes outside the region

Market value source

Concerts

$18.00

$19.27

per visit

Estimated ticket value: http://endnashville.com/ http://www.exitin.com/ http://thebasementnashville.com/ http://ryman.com/ http://www.marathonmusicworks.com/ https://www.nashvillesymphony.org/ http://stationinn.com/ http://thecanneryballroom.com/

Lectures

$10.00

$17.74

per visit

Estimated value of celebrity speaker and venue costs

Other events

$10.00

$11.58

per item

Estimated value of events otherwise not classified

Notes

Majority of lecture events are free -

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Appendix F: Survey and Community Demographics

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What is your gender?

26.0%

Male Female

74.0%

Please select the option or options that best describe you. Employed full time

54.0%

Retired Employed part time Caregiver

22.0%

(child or adult)

12.0%

Other Unemployed, not looking for work

9.0%

Unemployed, looking for work

4.0%

In school part time In school full time

2.0% 2.0% 2.0% 0%

10%

20%

30%

40%

50%

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60%

Appendix G: Overview of REMI Policy Insight (Source: REMI, Inc.) Policy Insight is a structural economic forecasting and policy analysis model. It integrates input-output, computable general equilibrium, econometric and economic geography methodologies. The model is dynamic, with forecasts and simulations generated on an annual basis and behavioral responses to wage, price and other economic factors. The REMI model consists of thousands of simultaneous equations with a structure that is relatively straightforward. The exact number of equations used varies depending on the extent of industry, demographic, demand, and other detail in the model. The overall structure of the model can be summarized in five major blocks: (1) Output and Demand; (2) Labor and Capital Demand; (3) Population and Labor Supply; (4) Wages, Prices and Costs; and (5) Market Shares.

Block 1. Output and Demand This block includes output, demand, consumption, investment, government spending, import, product access, and export concepts. For each industry, demand is determined by the amount of output, consumption, investment and capital demand on that industry. Consumption depends on real disposable income per capita, relative prices, differential income elasticities and population. Input productivity depends on access to inputs because the larger the choice set of inputs, the more likely that the input with the specific characteristics required for the job will be formed. In the capital stock adjustment process, investment occurs to fill the difference between optimal and actual capital stock for 72 | P a g e

residential, non-residential, and equipment investment. Government spending changes are determined by changes in the population. Block 2. Labor and Capital Demand The Labor and Capital Demand block includes the determination of labor productivity, labor intensity and the optimal capital stocks. Industry-specific labor productivity depends on the availability of workers with differentiated skills for the occupations used in each industry. The occupational labor supply and commuting costs determine firmsâ&#x20AC;&#x2122; access to a specialized labor force. Labor intensity is determined by the cost of labor relative to the other factor inputs, capital and fuel. Demand for capital is driven by the optimal capital stock equation for both non-residential capital and equipment. Optimal capital stock for each industry depends on the relative cost of labor and capital, and the employment weighted by capital use for each industry. Employment in private industries is determined by the value added and employment per unit of value added in each industry. Block 3. Population and Labor Supply The Population and Labor Supply block includes detailed demographic information about the region. Population data is given for age and gender, with birth and survival rates for each group. The size and labor force participation rate of each group determines the labor supply. These participation rates respond to changes in employment relative to the potential labor force and to changes in the real after tax compensation rate. Migration includes retirement, military, international and economic migration. Economic migration is determined by the relative real after tax compensation rate, relative employment opportunity and consumer access to variety. Block 4. Wages, Prices and Costs This block includes delivered prices, production costs, equipment cost, the consumption deflator, consumer prices, the price of housing and the wage equation. Economic geography concepts account for the productivity and price effects of access to specialized labor, goods and services. These prices measure the price of the industry output, taking into account the access to production locations. This access is important due to the specialization of production that takes place within each industry, and because transportation and transaction costs of distance are significant. Composite prices for each industry are then calculated based on the production costs of supplying regions, the effective distance to these regions, and the index of access to the variety of output in the industry relative to the access by other uses of the product. The cost of production for each industry is determined by cost of labor, capital, fuel and intermediate inputs. Labor costs reflect a productivity adjustment to account for access to specialized labor, as well as underlying compensation rates. Capital costs include costs of non-residential structures and equipment, while fuel costs incorporate electricity, natural gas and residual fuels. The consumption deflator converts industry prices to prices for consumption commodities. For potential migrants, the consumer price is additionally calculated to include housing prices. Housing price changes from their initial level depend on changes in income and population density. Compensation changes are due to changes in labor demand and supply conditions and changes in the national compensation rate. Changes in employment opportunities relative to the labor force and occupational demand change determine compensation rates by industry.

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Block 5. Market Shares The Market Shares equations measure the proportion of local and export markets that are captured by each industry. These depend on relative production costs, the estimated price elasticity of demand, and effective distance between the home region and each of the other regions. The change in share of a specific area in any region depends on changes in its delivered price and the quantity it produces compared with the same factors for competitors in that market. The share of local and external markets then drives the exports from and imports to the home economy. The Labor and Capital Demand block includes labor intensity and productivity as well as demand for labor and capital. Labor force participation rate and migration equations are in the Population and Labor Supply block. The Wages, Prices and Costs block includes composite prices, determinants of production costs, the consumption price deflator, housing prices, and the wage equations. The proportion of local, interregional and export markets captured by each region is included in the Market Shares block.

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