SAN JOSE Memorandum - Granicus

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

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.


June 9, 2016


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


June 9, 2016


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.


June 9, 2016


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™


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


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


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

SAN JOSE Memorandum - Granicus

Documents

Transcript of SAN JOSE Memorandum - Granicus