SAN JOSE. Memorandum. err. TO: NEIGHBORHOOD SERVICES & FROM: Jill Bourne EDUCATION COMMITTEE

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1 COUNCIL AGENDA: ITEM: d(3) err SAN JOSE CAPITAL OF SILICON VALLEY Memorandum TO: NEIGHBORHOOD SERVICES & FROM: Jill Bourne EDUCATION COMMITTEE SUBJECT: UPDATE ON THE IMPLEMENTATION DATE: May 23, 2016 OF THE 2014 LIBRARY AUDIT RECOMMENDATION Accept the Library Department's update regarding the implementation of the City Auditor's 2014 report entitled "Library Hours and Staffing: By Improving the Efficiency of its Staffing Model, the Library can Reduce the Cost of Extending Service Hours." OUTCOME The Committee will be both informed about the Library Audit and updated about the Library Department's progress in implementing the Auditor's recommendations. BACKGROUND In FY , the number of days and hours that branch library services were available to patrons was reduced from six days (54 hours) per week to a challenging four days (33/34 hours) per week (a 39% reduction). These reductions of hours, and resulting reductions in staff, took place while Branch Library square footage grew by 111%, due to a successful bond-funded capital building program. In March 2014, the City Auditor released its audit that assessed the impact of budget reductions on Library hours and staffing and identified opportunities to increase the effectiveness of scheduling and staffing. Throughout this process, the City Auditor's Office worked closely with Library staff to review hours of operation, staffing structures, position duties, technology

2 NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE June 9, 2016 SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE 2014 LIBRARY AUDIT Page 2 enhancements, and customer need and usage. Fifteen recommendations were developed that, through time and attrition, would allow the Library to propose budget changes, adjust and extend service hours, redeploy staff, and increase efficiency. In June 2014, 81% of voters approved the continuation of the Library Parcel Tax (LPT) for 25 more years, allowing for a more stable budget and providing the opportunity to utilize LPT reserves as a base for expanding branch library hours. With this long-term funding support, and utilizing many concepts identified with the Audit Report, the Library developed a staffing plan that would restore all branch libraries back to six days per week of service. City Council approved funding for this plan and a six-day service began at all branch libraries in July On March 22, 2016, City Council approved the City Auditor's semi-annual Status of Open Audit Recommendations, which noted that 10 of 15 recommendations (67%) have been implemented with the remaining five recommendations "partly implemented." This memo organizes those Library Audit recommendations into functional focus areas that Library staff analyzed to continue developing efficient service delivery and quality customer services. Areas of focus included: expansion of hours, volunteers, automation enhancements, regional service, and staff assignments. ANALYSIS Expansion of Hours Audit recommendation #11 (IMPLEMENTED): The Library Department should re-evaluate branch staffing needs and propose budget changes to the City Council to adjust and extend service hours, redeploy staff, and increase efficiency. The Library utilized the analysis and recommendations from the Library Audit to develop an efficient staffing model to open branch libraries six days per week, at a proposed cost of less than $2M and fewer than 40 new FTEs. While the Library Audit identified possible savings up to $1.5M in reallocated resources through a long-term attrition plan, the ability to utilize the LPT reserve and a re-designed staffing model accelerated the implementation of a majority of the Audit recommendations in FY Volunteers Audit recommendation #14 (IMPLEMENTED): The Library should create a strategy that seeks to strengthen volunteer recruitment and increase outreach efforts in both high-impact and routine activities, set target levels, publicize library services volunteering opportunities at every branch, and focus on increasing volunteerism at those branches that have the fewest volunteers. Audit recommendation #15 (IMPLEMENTED): The Library should identify branch activities, such as creating web content and serving as a welcome ambassador, which may be performed by volunteers so that staff resources assigned to those activities may be redeployed elsewhere.

3 NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE June 9, 2016 SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE 2014 LIBRARY AUDIT Page 3 The Library established individualized branch volunteer plans to enhance localized volunteer program efforts which resulted in four of the six target branches meeting their goals for increased volunteer hours. The Department continues to monitor volunteer efforts and establish improvement goals. With the agreed upon "Library Services" Side Letter between the City and Municipal Employees' Federation, AFSCME, Local 101 (MEF), expanded roles for Library services volunteers included shelving specific collections, assisting with the community bulletin boards, welcoming customers to the Library, and assisting to keep materials in good condition. At the end of April 2016, Library services volunteers contributed 1,623 hours of service (increase of 90%) and are appropriately shelving 15% of returned items. Automation Enhancements Audit recommendation #3 (IMPLEMENTED): As e-reader devices proliferate, the Library Department should develop and implement a digital materials strategy. This strategy should specify how the department will monitor ebook impacts on staff workload, and what could trigger adjustment to its branch staffing model. A Digital Materials Strategy has been drafted, including pilot programs that increase the e- resource collections through more cost effective platforms (such as per download streaming). On an annual basis, staff will review and assess the Department's efforts within the plan including: monitoring ebook marketplace trends, tracking the percentage of growth of e-book circulation, developing a system-wide marketing plan for e-materials, and analyzing staff functions in relation to increased e-material usage. Audit recommendation #7 (IMPLEMENTED): The Library Department should continue to automate materials handling, and adjust branch staffing models to reflect the simplified check-in process. To ensure and maintain efficiency with the use of this technology, staff reviewed the "backroom" handling process based on utilization of the Automated Handling Machines (AMH), operational efficiency strategies, and assigned more part-time Pages and Aides to these duties. As such, the Library continues to expand its AMH systems to additional buildings with three machines installed in FY and one additional planned for FY By the end of FY , twenty of the twenty-three branches will have AMHs which greatly saves staff time in sorting returned materials. Currently, 72% of all materials are returned, checked-in and sorted through these machines. Audit recommendation #10 (PARTLY): The Library Department should evaluate the feasibility of going cash-free in its branches. In analyzing the recommendations focused on efficiency, customer impact, and new technology, staff teams reviewed material work flows and completed an analysis of nearly 700 point-ofservice surveys. This data showed that 66% of sampled customers preferred to pay fines in cash, and found that, in a four month sample period, 18,566 (67%) of the transactions were cash or

4 NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE June 9, 2016 SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE 2014 LIBRARY AUDIT Page 4 check (and 95% of those transactions were cash). However, as such, the Library determined that going "cash free" was not a feasible service option. The Department has recently initiated the installation of new Radio Frequency Identification (RFID) technology for materials handling. This new equipment will allow for cash and credit payments to be made directly at a self-check kiosk, thus achieving staff time savings, without creating an additional barrier to service. The Library anticipates being able to finalize the implementation of this recommendation as the equipment continues to be installed. Regional Service Audit recommendation #2 (IMPLEMENTED): To better serve individual communities, the Library Department should evaluate a regional service model for branches. Audit recommendation #12 (IMPLEMENTED): To make the best use of resources, the Library Department should preserve and, where possible, increase the number of branches under a Branch Manager's supervision. The Library realigned the supervisory scope of Branch Managers based on the complexity of Branch service needs and geographically similar clusters. The relative geographic clustering of the regions allows for one Branch Manager to oversee up to three buildings. By doing so, the six-day service model did not require an increase to the number of Branch Managers. The Library continues to monitor the impact on both staff and customers to ensure customers receive the appropriate support and attention needed to maintain a high quality of service. Staff Assignments Audit recommendation #13 (PARTLY): The Library should revise classifications, as needed to reflect the changes to the Department's service model. The Human Resources Department has contracted with Koff & Associates to review and update critical classifications. Human Resources has identified a process to engage with Library Administration and staff to work closely with the consultants to update key Library job classifications in coordination with any possible audit recommendations and impacts. Audit recommendation #4 (IMPLEMENTED): The Library Department should reassign checkin, shelving, zoning, and greeting activity hours to staff whose training and skills sets match the requirements of the activities, and redeploy staff to extend service hours. Audit recommendation #8 (IMPLEMENTED): The Library Department should evaluate the amount of time allocated to the public floor at each branch, and determine whether staff resources assigned to those activities may be redeployed to extend service hours. Audit recommendation #9 (IMPLEMENTED): The Library Department should evaluate whether assigning staff to the greeting activity is still necessary, and, if greeting is deemed unnecessary, it should redeploy staff to extend service hours.

5 NEIGHBORHOOD SERVICES & EDUCATION COMMITTEE June 9, 2016 SUBJECT: UPDATE ON THE IMPLEMENTATION OF THE 2014 LIBRARY AUDIT Page 5 The assessment of key staff duties and functions is a major theme within the Library Audit and recommendations. An extensive study of "back-of-house" activities, complemented by a full analysis of "front-of-house" duties and assignments on the public floor, resulted in a redesigned, cost-efficient staff deployment model. The Library has assigned more hours of shelving materials to part-time Pages and Aides thus allowing the Library Assistants and Clerks to spend more time dealing with customer issues, and offers the professional Librarians greater time to focus on research needs, community and school outreach, partnerships, and educational public programs. This effort also eliminated the front zoning area at the branches where security gates are in close proximity to or within line of sight of the branch Information Desk. A daily flexible scheduling process will position staff throughout the day to address workflow demands and complete priority tasks. Audit recommendation #1 (PARTLY): To improve branch library usage, the Library Department should adjust hours of operation based on an evaluation of usage by day and by hour at the branch level. As it adds back hours of service, the Library should continue to monitor and evaluate branch usage patterns to ensure additions serve community needs. Audit recommendation #5 (PARTLY): The Library Department should monitor performance for routine activities, such as checking-in and shelving of returned materials, for all branches (with or without AMHs), establish reasonable performance standards and targets, and periodically report branch performance to Library managers, supervisors, and staff. Audit recommendation #6 (PARTLY): The Library Department should evaluate the effects of implemented LEAN processes and implement successful approaches across all branches where appropriate. To close out these remaining Audit recommendations, the Department is developing a tool that utilizes predictive customer behavior to forecast workforce schedule needs. This system will monitor hourly check-in and check-out data, and eventual hourly gate count, program attendance, and computer and wireless activity. The ongoing "activity" analysis will be automatically compared against key staff daily schedules/assignments allowing the Library to monitor real-time efficiency and assignments in order to adjust branch staffing. This could result in adjusting staff within a branch, adjusting daily open hours, moving staff from lower impacted branches to high need branches, or identifying potential needs for continued expansion. EVALUATION AND FOLLOW-UP This is an informal Library report to the Neighborhood Services & Education Committee which may be updated upon request. /s/ JILL BOURNE Director, Library Department For questions, please contact Neil Rufino, Administrative Officer, at (408)

6 Implementation of 2014 Library Audit Neighborhood Services and Education Committee June 9, 2016

7 Where have we been 90% rating for services 43% Satisfaction for hours Library Parcel Tax uncertainty Branch Hours Vs Square Footage Total Square Footage X1000 -Branch hours

8 Calls to Action a SAN JOSE CAPITAL OF SILICON VALLEY Office of the City Auditor Report to the City Council City of San Jose & San Jose's Measure B: Voters overwhelmingly approve library tax extension By Mark Emmons 0 COMMENTS Sail Jose voters sent Measure B, the proposal to extend the parcel tax to help fund the city's struggling library system, to a resounding victory. LIBRARY HOURS AND STAFFING: BY IMPROVING THE EFFICIENCY OF ITS STAFFING MODEL, THE LIBRARY CAN REDUCE THE COST OF EXTENDING SERVICE HOURS Voters, by a four-to-one margin late Tuesday night, were agreeing to continue the current tax, which originally was passed in 2005 and due to expire next year. "We're very happy," said Jill Bourne, the city librarian. "It's such a huge relief. Now the library system will have a stable funding source for years to come. Our libraries have been cut back so much, and now our No. 1 goal is begin adding back services."

9 Implementation Focus Areas Expansion of hours Volunteers Automation Enhancements Days of Service Staff Assignments

10 Expansion of Hours ALL BRANCHES Monday Tuesday Wednesday Thursday Friday Saturday TOTAL HOURS PER WEEK 1pm - 7pm 10am-7pm 10am-7pm 10am - 7pm 12pm - 6pm 10am - 6pm 47 CITY OF CR U3 SAN TOSE CAPITAL OF SILICON VALLEY

11 Volunteers

12 Automation Enhancements Digital Materials Strategy RFID and Cash Transactions Automated Handling Machines - 72% check in cuv or SAN JOSE CAPITAL OF SILICON VALLEY

13 Regional Service Branch Manger Branches Branches Council District 1 Calabazas West Valley D1 1 Edenvale Santa Teresa D2 1 Biblioteca East Branch D3 Educational Park Alviso D4 Alum Rock Hillview D5 Rose Garden Willow Glen D6 Bascom Joyce Ellington D3/D6 1 Seven Trees Tully D7 Evergreen Village Square D8 1 Cambrian Pearl Ave D9 1 Almaden Vineland D10 1 Berryessa D4 CITY OF FFR SAN JOSE CAPITAL OF SILICON VALLEY

14 Staffing HR Classification updates Increase # of Pages and Aides Re-enforcing and monitoring LEAN processes

15 Sample Weekly Snapshot Projected Circulation Staff Hours 3500 so Sunday Monday Tuesday Wednesday Thursday Friday Saturday Projected check-ins Projected check-outs 5 0 Sunday Monday Tuesday Wednesday Thursday Friday Other Hours All Materials Movement Hours Saturday

16 Sample Weekly Total Projected Circulation Sunday Monday Tuesday Wednesday Thursday Friday Saturday ITota 1 Proje cted Wee kly Ci rc ula ti on

17 Sample Staffing Hours vs. Projected Hours so Sunday Monday Tuesday Wednesday Thursday Friday Actual Staff Hours for All Materials Movement (only)* Projected Staff Hours Needed Based on Circulation Projections

18 Next Steps Maintain Hours of Service Complete RFID Conversion - Pay at Kiosk - Hourly gate counts Complete data uploads for Predictive Scheduling Software Continue ongoing monitoring and assessment of effectiveness, efficiency, and customer service