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DOC ID: 2324 A CITY OF SAN BERNARDINO—REQUEST FOR COUNCIL ACTION Information/Report From: Deborah Clark M/CC Meeting Date: 03/18/2013 Prepared by: Georgeann "Gigi" Hanna, Dept: Library Ward(s): All Subject: Request from the Library Board of Trustees to Amend the Proposed Library Pre-Pendency Plan to Provide for the Continued Operation of the Rowe Branch Library, the Operation of the Dorothy Inghram Branch Library as a Joint-Use Partnership and the Closure of the Paul Villasenor Branch Library Within an Overall Library Budget that Does Not Exceed$1.6 Million. Current Business Registration Certificate: Not Applicable Financial Impact: Budget adjustments will required but will need to wait on the arrival of the new Finance Director. Total budget allocation for library services will not change. Motion: Approve the proposals for action established by the Library Board of Trustees in the Branch Sustainability Report. Synopsis of Previous Council Action: The continued Meeting of the Mayor and Common Council of September 5, 2012, resulted in the Council passing the Pre-Pendency Budget,which included a 9-Point Plan created by Council Member McCammack. The 9-Point Plan included the continued operation of the Rowe Branch and the Villasenor Branch Libraries for a period of six months at a cost of$100,000. The Joint Regular Meeting of the Mayor and Common Council of October 15,2012, added the sum of $50,000 to the Library budget to allow for the continuation of the Dorothy Inghram Library for the same six month period with March 17, 2013 as the target date to come up with a plan for sustainability or to close all three branch libraries. Background: The City Charter outlines the responsibilities of the Library Board of Trustees to include oversight over the policies and operations of the San Bernardino Public Library. Consistent with that policy, the Library Board approved the Library Pre-Pendency Plan at their Special Meeting of August 23, 2012 which included budget reductions reached by the reduction of five fulltime positions and the closure of all three branch libraries: Howard Rowe Branch, the Paul Villasenor Branch, and the Dorothy Ingram Branch. The Library Pre-Pendency Plan was presented to the Mayor and Common Council on September 4, 2012, at their Regular Meeting as part of the City-wide Pre-Pendency Plan. The meeting was continued to September 5 and the City-wide Plan was approved by Council with exceptions outlined by Council Member McCammack in the Nine-Point Plan. Included in the Nine-Point Plan was a statement that would require the continued operation of Rowe and Villasenor Branch Libraries for a period of six months, costing the City the sum of$100,000. On October 15, 2012, at their Regular Joint Meeting, the Common Council approved the addition of the Dorothy Inghram Branch Library to the closure delay, adding an additional sum of$50,000 to the Library Updated:3/14/2013 by Georgeann"Gig?Hanna A Packet Pg. 375 2324 Budget for 2012/13. At its Regular Library Board Meeting of February 14, 2013, the Library Board received staffs recommendation for action in a report titled: Branch Library Sustainability Report. The Library Board of Trustees continued the item for further discussion in order to receive Mayor and Council concerns and public input. At its Regular Library Board Meeting of March 7, 2013, the Library Board approved the recommendations in the Branch Library Sustainability Report (attached). These recommendations would close the Paul Villasenor Branch Library,keep the Dorothy Inghram Branch Library open the current 20 hours per week through the support of a partnership agreement between the Library, a non-profit agency and the current landlord, the New Hope Church and keep the Howard Rowe Branch Library open it's current 20 hours per week. These changes are to be funded by the elimination of a proposed bookmobile project, the reduction of service hours at the Norman Feldheym Library and a reorganization of library staff. Exact budget details are expected to be provided once a Finance Director is hired and able to establish the in-house allocations of the operation of the library branches to remain open. The Library Board instructed the Library Director to work with the Finance Director or Finance specialist the City Manager designates,to guarantee these branch operations are budgeted appropriately in the 2012/13 Budget and that the total for Library Services in 2012/13 remains $1.6 million as allocated in the approved City Pre-Pendency Plan. Suaaortin¢Documents: bulletpoint branch strategy (DOCX) Pendency Plan Approved by Board (PDF) Updated:3/14/2013 by Georgeann"Gig?Hanna A BRANCH LIBRARY SUSTAINABILITY: PROVIDING EQUITABLE ACCESS TO LIBRARY SERVICES Proposed Actions for Library Board Approval: Effective April 1, 2013 or two weeks after review by Common Council • Close the Villasenor Branch Library until such time as a partnership emerges to allow operation on a budget of$35,000 per year or less. • Close the Dorothy highram Branch Library temporarily. Reopen for 20 hours per week when partnership agreement between the non-profit organization Solomon's Ujamaa Center, Inc., the New Hope Baptist Church and the Library has been approved by Library Board and reviewed by the Office of the City Attorney to ensure coverage of m liabilities for shared use of the location. • Reduce hours at the Feldheym Central Library by five hours per week, eliminating Wednesday evening service, closing at 6 p.m. and reducing Saturday service to 1-6 p.m. m � • Maintain current open hours of the Rowe Branch Library at 20 hours per week. J s • Request Common Council to approve the issuance of a Request for Proposal for Library Services to potential bidding agencies, including but not limited to San Bernardino m` County Library and LSSI, Inc. N M T N BACKGROUND N r Synopsis of Previous Council Action: c m On October 15, 2012, the Common Council amended the Pendency Plan of the San Bernardino a Public Library which called for the closure of the Paul Villasenor Branch Library, the Dorothy o CL Inghram Branch Library and the Howard Rowe Branch Library by adding the sum of$150,000 to the Library Budget to support the operation of all three branches for a six month time period, or until March 17, 2013. This time was to be used by the Library Board of Trustees to develop a plan to make the branch libraries "sustainable" during the bankruptcy period and beyond. E s U From "Sustainability"to Equitable Access During the course of the six months granted to the Library Board to create a plan for Branch survival, analysis of the shifting demographics and the needs of the community regarding library services continued. Also in sharp review was the impact the city's bankruptcy was having on the down-town area that houses the Norman Feldheym Central Library. What emerged from that study was a community in contrast: The needs of the community were sharply divided between services desperately needed by residents dwelling in the downtown areas and services strongly desired by the middle income communities that make up the economic base of the city. Ultimately, the Library Board re-examined the Library's Pendency Plan offering to reflect providing equitable access to library services to a sharply divided community,both geographically and economically. Combining sustainable branches with equitable access to services resulted in the following approach to redesign the Library's Pendency Plan proposal: • The final proposal for overall library funding must be restricted to the current approved sum of $1,600,000. In order to fund any Branch operations,the costs of operation for Feldheym Library must be reduced through reorganization and additional staff reductions of two full time positions. c • "Sustainability"was defined as operating each branch library at 20 hours per week through a combination of staff,partnerships and volunteers. V) • It must be acknowledged that all members of the community will not be willing or able to access the Feldheym Library in downtown,currently in the throes of economic bankruptcy and the loss r J of critical Redevelopment funds. The Library Board believes it is critical that the designation of the Feldheym Library property be changed from Park to Government Facility. • The array of services to be offered at each library location must reflect the findings of the Needs m Assessment conducted in 2012 which indicated critical needs by branch location. N • Equitable access to library services is desirable from all geographic points of the City. • Each location must be open a minimum of 20 hours per week. > m • Paid staff must be allocated to each location to protect the city from liability issues. m • Any partnership agreements must be formed to protect the city from liability issues. ; • Additional partnerships should be sought to share in the costs of service delivery and to reduce the overhead of remaining Library outlets. The Norman Feldheym Library is a case in point, offering nearly 56,000 square feet of usable space,valuable meeting room space,a potentially c vacant classroom on the second floor and extensive available staff space due to a reduction of o a staff from a high point of 72 employees,full and part time,to a proposed 38 employees. m Based on these points,the following changes in locations, hours and service specialties are being proposed by the Library Board of Trustees. d E r 1) Access locations are being reduced to three locations instead of four,with only two of those locations serving as full service branch libraries. Combined hours of access to library services are being reduced from 106 hours to 81. • Current access hours: 106 Location Hours Progressive Total Ward# Feldheym Central Library 46 46 Ward 1 Dorothy In bram Branch 20 66 Ward 6 Howard Rowe Branch 20 86 Ward 7 v Paul Villasenor Branch 20 106 Ward 1 Packet Pg. 378 9.I.a O • Proposed access hours: 81 Location Hours Progressive Total Ward# Feldheym Central Library 41 41 Ward 1 Dorothy Inghram Branch 20 61 Ward 6 Howard Rowe Branch 20 81 Ward 7 Paul Villasenor Branch 0 0 Ward 1 • Overall loss of 25 open hours or a 24%reduction in access to library services. 2) Service Priorities are being reallocated based on a response to the Community Needs Assessment of Y 2012 and in response to the closing of one service point. c N The table below lists the current Library locations and the three top needs identified by the survey process,based in priority order, one being the most important. s Location #1 #2 #3 v Feldheym Central Library Computer Access School Education Lifelong Learning Dorothy Inghram Branch Computer Access Community Preschoolers 00 © Center Education N Howard Rowe Branch Technology Popular Materials School Education Education rn Paul Villasenor Branch School Education Community Computer Access v R Center b N L V C The table below lists the proposed Library locations and the four top services proposed for a delivery at each location,based in priority order, one being the most emphasized. The addition of one role allowed the closest libraries to address the roles indication for Villasenor Library, a slated for closing. d Location #1 #2 #3 #4 v Feldheym Central Library Computer School Education Lifelong Preschoolers Access Learning Education Dorothy Inghram Branch Computer Community Preschoolers School a Access Center Education Education Howard Rowe Branch Popular Technology School Preschoolers Materials Education Education Education Partnerships Remain Critical: A continuing search for partnerships with organizations with similar missions to share space and expenses (♦/) at the Norman Feldheym Central Library and the Paul Villasenor Branch Library. Examples of such partnerships could be an invitation to SBETA to relocate operations to the Central Library;a paying tenant to occupy available staff space on the second floor of the Central Library; a partnership with a non- profit agency such as First Five or Head Start to offer specialized services through the Villasenor Branch Library. Safety and Perception of Safety for the Norman Feldheym Library a Major Task: Regardless of whether the Library is operated by the County or remains a City service,the current challenges caused by panhandling,camping out on library grounds and illegal activities need to be eliminated. According to the San Bernardino Police Department,an important factor in addressing these needs is to change the current designation of the Feldheym Library from Park land to Government a Facility. The Library Board feels that this action needs to be placed in the hands of the Common Council, _ beginning with review by the Legislative Review Committee. Conclusion: w The Library Board of Trustees recognizes the enormous challenges facing the City of San Bernardino @ today. However,they still believe that the delivery of library services remains critical to a community n challenged by high unemployment,a staggering school drop-out rate,a rising senior population and a -' � population desperate for access to social services and technology. m m The Library Board emphasizes the need for creativity and"out of the box"thinking to aid in the delivery of library services to the community,up to and including the investigation of partnerships to reduce the M overhead costs of building and service operations,and the initiation of an RFP process to analyze whether outsourcing library services would provide the greatest cost effective and efficient library services to the d residents or if that same goal would best be reached by reorganizing library services under the City 2 structure. N s U The changes in the Pendency Plan recommended by the Board would require the following A Common Council reviews and actions: fa C 0 • Common Council approval of proposed library locations to remain open and establishment °- m of closure dates for those branches slated to close. Date: March 18,2013 = • Library Board and Common Council approval of a Request for Proposal for Library a� Services. r Date: April 15,2013 r • Common Council approval of proposed Pendency Plan budget a Date: Date and Time to be established by the City Manager • Personnel Committee approval of Reorganization of the Library Date: At a date and time to be established in March if the Council supports the changes in Branch operation as proposed by this report. • Legislative Review Committee approval of change of designation of the Feldheym Library from park to government facility. Date: At a date and time to be established by the LRC. i Packet Pg. 380 a R c R N M R a J L U C R [11 a N M N T 0) N R W L U C R a c 0 c w a c v E L U R a 9.Lb SAN BERNARDINO PUBLIC LIBRARY PRE-PENDENCY PLAN OVERVIEW AND INTRODUCTION During the 2012-13 year, over 500,000 visits were tracked to the four outlets of the San Bernardino Public Library. These visits involved borrowing books, participating in educational adventures for children, accessing a public computer, enjoying free S cultural events, attending forums on topics like job search skills, citizenship classes and more. N In spite of a continuation of rigorous belt tightening which included the elimination of y all general fund book monies, the inability to replace the retired Children's Librarian L and the elimination of all state funds to support our literacy programs and technology, a J the Central Library increased its circulation to children this year and the three branch libraries remained open. m However, the escalating fiscal crisis during 2010/11 alerted the Library Board of v N Trustees, the Administrative body in charge of library policies and personnel, of the need to plan for potential further reductions. They initiated a strategic planning v process in September of 2011 to better manage declining resources based on public o M need. They agreed to use a multitude of measurements and community input to create a c Strategic Plan that would provide the most needed library services identified by our c CL residents, delivered in the most cost effective manner, using best management practices C c and established technology. A a The measurement and management tools used in this process were the following: c r a Management Partners Report for the City of San Bernardino, 1999 m a Facility Usage Statistics, compiled by the staff of the San Bernardino Public Library Collection Data compiled from the Library's automation vendor E Library Survey 2010 m Library Survey currently underway 2012 a Materials Availability Survey conducted at Central Library and all three branches Stakeholders Workshops (2 sessions) Staff workshop Trustees workshop: Library Board of Trustees, Library Foundation Directors and Friends of the Library Board members Community Conversations on Library Roles and Community Needs (10 sessions) San Bernardino Public Library Pendency Plan Page 1 Packet Pg.382 The massive efforts of information gathering designed to create a Strategic Plan has been used instead to create the library portion of the Pendency Plan to support the city-wide bankruptcy initiative. OPERATIONAL AND MANAGEMENT CHANGES PROPOSED BY MANAGEMENT PARTNER REPORT The Library Pendency Plan was based largely on recommendations from the Management Partner Study charted below. "Group", "Recommendation", "Responsible" and "Comments" are taken directly from the report. "Status" column ; was supplied by current library staff. The proposals for the dependency plan, based a on recommendations from the report, follow after the chart. T Group Recommendation Responsible Comments Status a Charter Enact a Charter amendment Mayor and Significant Pendency plan J Change to place the Library Council improvement in recommends placing L Department under accountability for the Library under supervision of the City library Parks and Recreation ;4 Manager performance. rather than direct- M Mayor and reporting to the City Council would Manager. Question N have direct remains as to whether M authority the Charter will allow this reor anizatioo. -O Budget Dedicate any state of Library Board, To catch up on State budget crisis c`6 California library monies Mayor and lack of materials. eliminated all library O received by the City for Council Some indirect cost program funding for > purchase of materials and/or to the General 2011/12 inventory scanners and RFID Fund .O tags v Management Explore facility sharing Mayor,City Best practice and California State 0 improvement opportunities with the School Manager, creates Library funded a grant M District Library Board opportunity for request for the Library C grant funding to hire a full time person specifically to m generate formal d partnerships between the Library and other agencies,departments d and non-profit service C organizations. San d Bernardino School IZ District was first on the G list,however,absence N of a Superintendent of L Schools for the past 10 m months has delayed this _ process,but a formal Q partnership process is currently underway. Management Establish formal, Library staff, Best practice The Pendency Plan Improvement collaborative relationships Police,EDA, proposal to place the between the Library SBETA Library Manager in Department-and its Literacy direct report to the Center-and compatible City Parks&Recreation departments for crime Director will support prevention,economic the creation of a development and workforce stronger partnership development efforts between Parks and Libraries that could San Bernardino Public Library Pendency Plan Page 2 Packet P9'383 9.Lb emerge as a Community Services Department. Management Reduce the number of stand- Mayor,City It is assumed that Part of Library Improvement alone library branches once Manager, closing 2 branches Administration's the number of shared Library Board will save$150,000 budget proposal in facilities has increased to each. This money 2009. Council instead serve the population to be reinvested in requested branches library services to remain open with achieve a more minimal staffing and satisfactory level Central Library reduce of service. hours by closing Fridays. a STRUCTURE CHANGE RECOMMENDED E N In San Bernardino, the Library Department is a separate department operated by a w Library Director that is selected, appointed and reports to the Library Board of L Directors. The Library Board is both established and governed by City Charter. The J powers established by the City Charter for the Library Board include: c m • Establishing policies for managing and operating the Library Department mL • Administration of trusts N • Defining the number, duties and powers of the staff • Hiring, discipline and firing of staff •6 to • Establish the salaries of Library employees m • Purchasing o v d The recommendation of the Management Partner's report is that a Charter Change be proposed for the ballot, placing authority for the Library in the hands of the City a Manager. c to a While this could be accomplished in the future if desired by the Common Council, for purposes of the pendency plan, the Library Board supports having the Library v Manager report to the Director of Parks and Recreation until the City emerges from d a bankruptcy. This allows the staff of both organizations to work together to design a C Community Services Plan that promotes staff sharing, re-designing existing facilities to E for the community that enjoy "blended" services combining the best of parks, libraries, n SBETA and community safety. These partnerships will enhance grant applications 4 and will allow both departments to assess the benefits the partnership affords to both agencies and the community. NUMBER OF OUTLETS RECOMMENDED: Residents of the City of San Bernardino currently receive their library services through a Central Library and three branch libraries. The respective square footage San Bernardino Public Library Pendency Plan Page 3 Packet Pg' 384 9.I.b of service space, collections available, annual circulation, and other service trends are outlined below. Facility F5,655 Distance Collection Card Patron Circulation Computer Program from Size Holders Visits in 2011/12 Usage Attendence Central Feldhem NA 144,939 69,718 423,944 329,724 81,750 12,348 Library Rowe 4.2 miles 38,013 10,792 18,243 51,937 5,071 1,939 Branch Librar Inghram , 3.5 miles 17,889 10,875 31,646 32,479 59193 1,052 Branch = Library B m Villasenor 7,500 1.2 miles 27,080 6,703 34,148 34,401 5,063 1,098 >_ Library Totals J NA 227 909 98 088 507 981 448 541 97,077 16,437 3 T W The Management Partners study recommended the closure of two branches. Due to J the severe nature of the economic crisis, all three branch libraries are slated for t U closure in this Pendency Plan. L CO In a community struggling with poverty, unemployment and a dropout rate in the N schools of more than 25%, reduction of any library service is approached with extreme N F reluctance. However, the following data supports the decision to close all branches: N 0 Circulation at two of the branch libraries (Inghram and Villasenor libraries) have CO T continued to decline due to poor hours, lack of new items in the collections and limited v staff capabilities to supply customer service support. These same two libraries are also ; 0 within 3 miles of the Central Library. However, these branch libraries serve the a highest number of visitors, hosting approximately 70,000 visitors per year who use the a branches to access public computers to find and secure jobs or create resumes, read a newspapers and magazines, attend a meeting at Villasenor or enjoy the location as a vital "cooling center". v G The Rowe Branch Library, also reluctantly slated for closure, is the greatest distance a from the Central Library. The Rowe Branch has the largest square footage dedicated r to book materials and serves a clientele consisting largely of seniors and children—all s dedicated readers. Circulation at that branch this year approached the 50,000 mark. N a However, all branch locations are suffering from severely depleted collections. This has occurred due to the inability of the library to purchase replacements for missing items and the lack of a book budget to purchase significant numbers of new items over the last 5 years. Consequently, the branch book collections show the following percentages of materials older than a 1995 publication date: San Bernardino Public Library Pendency Plan Page 4 Packet Pg.385 9.I.b Astronomy 30% older than 1995 Life Science 42% older than 1995 Chemistry 61% older than 1995 Law 28% older than 1995 Economics 20% older than 1995 Political Science 45% older than 1995 Family Living 32% older than 1995 For a complete analysis of the collection for each branch library and Central Library, please see the attachment under each branch tab. The estimated cost of updating these T= collections would be a minimum of$50,000 per branch location—a cost prohibitive in our current economic situation. Therefore this Pendency Plan recommends the closure Y N of all branch libraries and the transfer of key popular and current information to the w' Central Library. m L The Pendency Plan further recommends the following approach to closed branches: t U Inghram Branch Library: Because Inghram is a rental facility, the Pendency Plan recommends the immediate closure of this location and the transfer of all books, m v materials and shelving to city storage, Central Library or Rowe Branch Library. M Prospect of reopening this facility during better financial times is poor. However, the 0 San Bernardino County Library is currently constructing a 10,000 sq. ft. library to be located in the Muscoy area which will be available to serve the library needs of this °m T community if they chose not to travel to Central Library. This County facility is v scheduled to open in Spring of 2013. 0 L CL Villasenor Branch Library: The Pendency Plan recommends exploring rental options a for this attractive and newly renovated facility due to the presence of a community multipurpose room. Portions of the collection at Villasenor will be relocated to a T Feldheym Library or stored. Potential for re-opening this facility under a joint use approach with Parks & Recreation or with other non-profit or commercial partnerships during better financial times is good. a c Rowe Branch Library: The Pendency Plan recommends "moth-balling" this facility E after removing popular and current materials for circulation at Central Library. This u R facility is uniquely designed for library usage. Small office spaces and lack of a community room space make this location unlikely to have rental appeal unless completely gutted. Potential for re-opening this facility as a branch library during better financial times is good. San Bernardino Public Library Pendency Plan Page 5 Packet Pg.386 OPEN HOURS AT CENTRAL LIBRARY: This Pendency Plan recommends a change of hours at the Central Library. Currently the Library is open Monday through Wednesday, 10 a.m. to 8 p.m.; Thursday 10 a.m. to 6 p.m., Saturday 10 a.m, to 6 p.m. and closed Friday and Sunday. This allows for 46 open hours and 5 days open per week. This plan recommends opening the Library Monday through Wednesday, 12 noon to 8 p.m., Thursday through Saturday, 10 a.m. to 6 p.m. This allows for 48 open hours, but ;, adds another open day, returning Friday service, providing 6 open days per week. m c STAFFING CHANGES PROPOSED N N The Library budget currently shows 19 positions available for funding. The Pendency m Plan proposes the elimination of 7 positions from the budget, bringing the staff complement down to 12 full time positions and 1 part time position from a 2005 high of 31 full time employees. L m Of those remaining positions, 1.5 FTE are management, 4 are mid-management and 7 are general. The remaining support for library operations comes from un-benefitted M N part time employees. The decisions of what positions to retain, which to transfer and which to eliminate °m were based on the planning process conducted by Library Staff over the course of 9 9 months. Specifically, staff looked at the data received through surveys and the Community Conversations held within the Branch libraries and Community Action ° a Groups. The participants at these sessions were asked to select the roles they valued a most from a list of potential roles public libraries often fill. Participants were also m asked to provide information regarding the most important needs the city could fill for themselves and their families. While the data gathered from those sessions is attached in the appendix section, universally, the following roles were the top "vote getters": c d a 1) Technology Center: a place to use public computers to look for jobs, write resumes and apply for positions on-line; to learn about new technology and to E s experience free classes on the use of a variety of technology 2) School Education Resource Center: a place where children can enhance and a support the education they are receiving from the public or private schools they are attending. 3) Lifelong Learning Center: a place where formal and informal training takes place offering classes in technology, citizenship, reading, creative writing, financial literacy and more. f_ San Bernardino Public Library Pendency Plan Page 6 Packet Pg. 387 9.I.b Based on these decisions, Library Administration eliminated positions supporting a traditional role of Information Center, recognizing the ability of the public to access information on a wide range topics through the internet at home or on a library computer. Library Administration also transferred a bi-lingual professional position formerly dedicated to Adult Information Services to support the delivery of Children's Services. In addition, Library Administration eliminated the division called "Technical Services", outsourcing the major product of that division—the cataloging and processing of book materials. Outsourcing is more cost effective than in-house a m processing when based on a small amount of new purchases made each year. c N Based on these reasons, and to further streamline the management of the library, cuts and transfers were proposed in the Pendency Plan. Information below outlines and further explains the changes. J t Eliminated from the budget are the following positions: c N Library Administrative Supervisor Management Vacant m a Principal Librarian Management Vacant M Library Technical Services Supervisor Mid Management Filled v Library Program Coordinator Mid Management Vacant m 0 Library Computer Lab Coordinator General Filled in a Librarian II–Adult Reference General Vacant a Library Technician – Circulation General Filled > 0 CL Retained in the Budget: c With this critical shortage of trained staff, all staff members are required to be cross a. trained in at least one other division, and to be available to work a public desk in the > c event of illness,jury duty, vacations, etc. c m The remaining positions, as indicated by the Organizational Chart, are as follow: ° c W .5 City Librarian position (Management) Cross trained as Reference Librarian s U A This position will continue to be filled by a 20 hour per week manager. Due to the filing of Fiscal Emergency, PERS Agency has given the city the right to continue to use a retired annuitant for management of the library, during the time period the city is in bankruptcy. This person will still be limited to a maximum of 960 hours in the fiscal year. Library Information Technologv Manager (Management) Direct Public Assistance- 50% San Bernardino Public Library Pendency Plan Page 7 Packet Pg. 388 This position will continue to serve 50% in management, the other 50% as a public desk employee, directly involved in customer service delivery. The management function of this position is to provide qualifying applications to E-Rate, a complex federal program that allows the Library to receive over $100,000 each year to cover phone, telecommunications and computer costs. Thanks to this position, the Central Library offers Time Warner Cable computer access to the public—the fastest currently available—at an extremely low cost. Network Coordinator: Technology and Software Maintenance (Mid Manager) (Cross S trained a Computer Lab Coordinator) R G Paid at the salary level of a Computer Technician II, this position is responsible for the w operation of 5 independent software programs controlling our 80 public computers and y the 40 staff computers currently on-site at the library. This position also coordinates m phone service and wireless internet activity. In addition, this employee applied to the a State Library for 30 new chrome books (lap tops) donated by Google Corporation, s U adding to the list of equipment requiring repair and maintenance. The closure of the branch libraries will not reduce this number, since all computers will be relocated to CO. Central Library. All this equipment is available to the public for use, serving over N M 90,000 customers per year. The repair and maintenance rate, therefore, is staggering. The current Network staff are the original installers of the library's network. This o ED position and that of Network Assistant is invaluable to the operation of technology > services—the role of the library rated "Priority 1" by the public in every "Community v W Conversation" across the City. o CL Network Assistant: Technology Maintenance (General) a c Paid at the salary level of a Computer Technician 1, this position is responsible for the a T repair, maintenance and smooth operation of the 150 computers that will be located in the future at Feldheym Central Library. Formerly assisted by two part time intern c positions, since the last budget reductions, this individual is responsible for all repair a and maintenance. c d E Circulation Supervisor: (Mid Manager) Direct Public Assistance v m This position manages the smooth borrowing and return of nearly 300,000 items each a year. While the position shows this individual supervising two employees, she also supervises 15 part time employees working 10-15 hours per week. In addition, for most of these employees, the library job is their first work experience and their supervision calls for more time and attention than a more "seasoned" class of employees. San Bernardino Public Library Pendency Plan Page 8 Packet Pg. 389 9.1.b Under the Pendency Plan, this position will also be responsible for processing all donated materials, since the plan also calls for the elimination of the Technical Services Division of the Library and the elimination of the Technical Services Manager. Finally, this position is responsible for collecting fines and fees from library patrons, notifying customers of overdue items and coordinating collections with Finance. This position is responsible for an income stream of approximately $100,000 per year. Technology Librarian: (Mid Manager) Direct Public Assistance Under the Pendency plan, this position is responsible for the operation of the Adult a Information Desk and the Computer Lab. The Plan eliminates the position of Computer Lab Technician and transfers that responsibility to the first floor oversight of the Technology Librarian. Combining two locations into one reduces the necessity of one staff person, resulting in a more cost effective and improved customer service a experience. r U C This position is also now responsible for collection coordination for Central Library. This responsibility s new since the elimination of the Technical Services Manager m P Y i g � formerly in charge of collection development. Although the Library has extremely limited funds for the purchase of books, the task of relocating 90,000 volumes N currently located in branch libraries, determining what books to add to Central, what m 0 to store and what to discard will all fall on this position. The discarding of books is a CO critical decision that must be handled with care and professionalism, otherwise the cost a of lost valuable resources and political fallout can be excessive. 0 0. Children's Librarian (Librarian II) — bilingual— (General) Direct Public Assistance 0- Q Cross trained in Adult Reference Services a a The Pendency Plan calls for the transfer of a Librarian 11 from the Reference and v c Information department over to professional manage Children's Services. Identified by the Community Assessment process as tied with Technology as the most important a service the library can offer, this position is responsible for delivering information services for children and parents, coordinating programming, purchasing and E retention of children's library resources, coordinating with schools for education support and assisting in the writing of grants to bring additional resources to the a Library. Library Program Coordinator — (General) Children's/Teens/Volunteers Direct Public Assistance. Cross trained in computer lab services. San Bernardino Public Library Pendency Plan Page 9 Packet Pg. 390 This position serves under the supervision of the Children's Librarian and is responsible for assisting at the Children's Desk, coordinating Teen Services and collections, providing limited adult programming and coordinating volunteer services. Senior Library Technician — (General) Direct Public Assistance — bilingual— Cross trained in Children's Services This position is responsible for scheduling the computer lab, coordinating part time coverage at the lab and assisting in the delivery of technology access for the public. T Duties include serving on the public desk (20 hours per week), scheduling part time a hours, and teaching technology classes. r Library Technician — (General) Circulation Direct Public Assistance — bilingual 3 Spanish—Cross trained as delivery driver m This position is responsible for coordinating overdoes, assigning clients to collection j agency, and working the circulation desk, the busiest of all public service desks. c Critical due to bilingual Spanish certification, this position also steps in as a delivery CO driver when necessary. v N M Library Assistant— (General) Direct Public Assistant—bilingual Spanish— Cross N trained in Circulation Services 0 0 This position has been transferred from the Technical Services Division and placed CO under Circulation Services. This position is the only position with the ability to catalog v v and classify library materials, allowing the library to add donated books and media to 'o the library collection. Her ability to speak Spanish allows her to catalog all Spanish a language materials in house. This position will also be responsible, under the Pendency Plan, of coordinating the Passport Services transferred from City Clerk to a Library. Passport Services will generate an income of approximately $50,000 which very nearly pays the salary of this cost-effective employee class. d Senior Library Administrative Technician (General) (crossed trained on Children's a Desk) s This position is responsible for coordinating and completing payroll, booking @ community facilities for rental, booking all art and displays for the library, serves as a webmaster for the Library and provides graphic art services for all library programming. Administrative Technician (General) (crossed trained as Computer Lab technician) This position is responsible for coordinating personnel records, paying bills, tracking invoices, handling all income received as library fines, fees and charges, coordinating San Bernardino Public Library Pendency Plan Page 10 Packet Pg. 391 the agenda process for the Library Board of Trustees and running all trust fund reports for the Library Board Additional changes in the staffing of the Central Library include the elimination of the use of the part time Library Technician for circulation purposes. In making this change, Administration is following the example of both San Bernardino County and Riverside County by using minimum wage part-time employees for all circulation functions. n m c USE OF FOUNDATION FUNDS, FRIENDS AND TRUST FUNDS: ;a N The Pendency Plan calls for no funds to support the book budget, to purchase media, r to provide databases for the students, job-seekers or small business managers and a entrepreneurs. The Foundation and the Friends of the Library are the two non-profit r private funds that, upon request of the Library Director, will provide the critical needs for the collection, for Technology enhancement and for special upgrades to facilities m under special circumstances. v N M The by-laws of the Foundation, however, specifically prevent the use of their funds to support general library operations. "General operations" would be defined as salaries, or routine maintenance of facilities. M T a However, trust funds could be used to the potential enhancement of drastically reduced library services by supporting the following projects: P 0 CL a Bookmobile Service to Schools: a r A A project that would be supported by grant applications, a "Kidsmobile" project could a, V be designed specifically to visit school sites, allowing youngsters to have access to up to 6,000 volumes of books brought in from the closed branch libraries. Visits could be scheduled based on school interest. This project could be launched to serve the entire a. community of children, including those areas where, up to now, no branch library has r existed in the recent past. s V 10 Membership in the Inland Library System: A consortium of libraries, consisting of San Bernardino County Library, Riverside County Library (LSSI) and Ontario Public Library currently exists. The San Bernardino Public Library has been actively pursuing membership in this consortium and has obtained a quote to "purchase" our way into the network. While the cost to participate initially is high (approximately $70,000) maintenance savings of$10,000 would be achieved each year and the opportunity to have quick access to a wide range San Bernardino Public Library Pendency Plan Page 11 Packet Pg.392' 9.1.b of books and materials not currently owned by San Bernardino Public Library would be a strong advantage for our community members of all ages. Reviewed and Accepted by the Library Board of Trustees Special Meeting, August 23, 2012 T M C N 7 fn v a J s v c m 00 v N M N V 0 O CO T d O o. c Q C m a 0 c d v c 4) a G CD E L U 10 Z Q San Bernardino Public Library Pendency Plan Page 12 P.!0 Pg.393 cPyt\neNy _�� a Aieiq!-1 1 soy) way slepojepV jo uo ed _ outpiewag ueS jo Z,�r p K r O a Z w W Q W Q O > 1 M f� 3 i E LiS3tl210 (y P B00 r S a • o S 3NN3 m 1SVWV9VIV ° �.._.._.., _� .._.._.., x a Z 3A LU W tld O Q z mr.._.--- 7 3Atl 2 _.._.._.._.. K rn o F z 1 VI 210311 O o LLI irr oll w x S i m �di—ir 3 tl z -•\ z 2 •�, ... it ter i IL, VINnow VHol i 3AV 30 tl Il ' .._.. a . t• n.:l. __- ` rn W 3A b31 E •"' • •i� • l' -a r g tlM 21 S pit t Cr s• � M02121V O 'Nl 1S3 I L `s ,. 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