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COUNCIL AGENDA: 06-19-16
ITEM: d(3)
err™
SAN JOSE CAPITAL OF SILICON VALLEY
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.
Memorandum
BACKGROUND
In FY 2002-2003, 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
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 2015.
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 2015-2016.
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.
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 2015-2016 and one additional planned for FY 2016-2017. By the end
of FY 2016-2017, 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-of-
service 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
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 check-
in, 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.
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) 808-2152.
Implementation of 2014 Library
Audit
Neighborhood Services and Education Committee
June 9, 2016
Where have we been
90% rating for
services
43%
Satisfaction
for hours
Library Parcel
Tax uncertainty
Branch Hours Vs Square Footage
60
45 -Total Square Footage X1000
-Branch hours
0203 0304 0405 0506 0607 0708 0809 0910 1011 1112 1213 1314
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.
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."
LIBRARY HOURS AND
STAFFING: BY IMPROVING
THE EFFICIENCY OF ITS
STAFFING MODEL, THE
LIBRARY CAN REDUCE
THE COST OF EXTENDING
SERVICE HOURS
Implementation Focus Areas
• Expansion of hours
• Volunteers
• Automation Enhancements
• Days of Service
• Staff Assignments
Expansion of Hours
ALL BRANCHES
Monday 1pm - 7pm
Tuesday 10am-7pm
Wednesday 10am-7pm
Thursday 10am - 7pm
Friday 12pm - 6pm
Saturday 10am - 6pm
TOTAL HOURS PER
WEEK
47
CITY OF CR U3
SAN TOSE CAPITAL OF SILICON VALLEY
Volunteers
Automation Enhancements
• Digital Materials Strategy
• RFID and Cash Transactions
• Automated Handling Machines
- 72% check in
cuv or
SAN JOSE CAPITAL OF SILICON VALLEY
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
Staffing
• HR Classification updates
• Increase # of Pages and Aides
• Re-enforcing and monitoring LEAN processes
Sample Weekly Snapshot
Projected Circulation Staff Hours
3500
3000
2500
2000
1500
1000
500
0 Sunday Monday Tuesday Wednesday Thursday Friday Saturday
• Projected check-ins • Projected check-outs
•so
45
40
35
30
25
20
15
10
5
0 Sunday Monday Tuesday Wednesday Thursday Friday
• Other Hours —•— All Materials Movement Hours
Saturday
Sample Weekly Total Projected
Circulation 6000
5000
4000
3000
2000
1000
0
3542 3239
3028 3120
2080
312
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
5204
ITota 1 Proje cted Wee kly Ci rc ula ti on
Sample Staffing Hours vs.
Projected Hours
so
45
40
35
30
25
20
15
10
5
0
32
•
20.2
•
2.0
•1 • Sunday Monday
37
28
13.0
Monday Tuesday Wednesday Thursday Friday
Actual Staff Hours for All Materials Movement (only)*
Projected Staff Hours Needed Based on Circulation Projections
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