The 2006-2007
Grand Jury followed up on a 2004-2005 Grand Jury review of the Santa Cruz
County Library System. In addition to investigating the status of previous
recommendations, the 2006-2007 Grand Jury looked into worker safety and hiring
practices. The Grand Jury gathered information by interviewing upper
management, most branch managers and some employees. The Jury also toured
library facilities, including most of the local branches. It was discovered
that some previous recommendations been appropriately addressed, while others
still require attention.
Prior Grand Jury Recommendations
In 2004-2005, the
Santa Cruz County Grand Jury did an extensive review of the Santa Cruz
City-County Library System, an investigation which resulted in the following
recommendations:
Library System Mission Statement
“Serving County residents
since 1917, the mission of the Santa Cruz Public Libraries, California is to
provide materials and services which help community residents meet their
personal, educational, cultural, and professional information needs. Our
mandate is to provide free information services to all residents of Santa Cruz,
Scotts Valley, Capitola, and the County's unincorporated areas.
We do this through a system
of branch libraries stretching from La Selva Beach to Boulder Creek, via an
Outreach Program serving those unable to get to a library, through telephone
reference services, dial-up access to our computer catalog, and other
electronic databases. Our collections are linked by an automation system which
tells where any System book or other item is located and whether it is
available for checkout.”[1]
Library
System-Branches-Current and Planned
The following
table represents the current status of the branches as of April 2007, and
identifies priority projects for improvements.
|
BRANCH/DEPT |
CURRENTFACILITY
SQ FT |
PLANNED
FACILITY SQ FT |
AVG DAILY USAGE |
PRIORITY ** |
|
Aptos Branch
(Tier II) * |
8000 |
12,500 |
600 |
Deferred |
|
Aptos Branch
Parking Lot |
|
|
N/A |
Priority |
|
Boulder Creek
Branch (Tier I) * |
7500 |
7,500 |
250 |
None |
|
Branciforte
Branch (Tier I) |
7500 |
7,500 |
500 |
None |
|
Capitola
Branch (Tier I) * |
4320 |
7,500 |
500 |
Priority |
|
Central Branch
(Tier III) * |
44,000 |
55,000 |
1200 |
Priority |
|
Felton Branch
(Tier I) * |
1,250 |
7,500 |
300 |
Priority |
|
Garfield Park
Branch (Tier I) |
2,343 |
2,343 |
150 |
None |
|
La Selva Beach
Branch (Tier I) |
2,200 |
2200 |
115 |
None |
|
Live Oak
Branch (Tier II) * |
12,500 |
12,500 |
600 |
None |
|
Scotts Valley
Branch * |
5,300 |
12,500 |
300 |
Priority |
|
Pacific Ave
Headquarters * |
11,450 |
12,000 |
N/A |
Priority |
|
[1] |
[2] |
[3] |
[4] |
[5] |
*The Grand Jury interviewed staff and toured
branch.
**Priority (Capital Spending)
Joint Powers Authority Board
The Joint Powers
Authority Board (JPA Board) oversees the operations of the Santa Cruz County
Library systems, setting policies and exercising responsibilities delegated to
in the Joint Powers Agreement. The JPA Board consists of nine appointed members
— two from the Santa Cruz City Council; two from the Santa Cruz County Board of
Supervisors; one each from the Capitola and Scotts Valley City Councils; and
three at-large citizens appointed by majority vote of the Board representing
the geographic diversity of the area.
Lock Box
A secured locked box
which contains emergency procedures and keys.
Tier I Branches
The smaller neighborhood
libraries that have neither the space nor the resources to provide complete
information services to their communities. Instead, a Tier I provides a popular
materials collection, meets the ready reference needs of adults, and endeavors
to meet the library information needs of children through the junior high
level.
Tier II Branches
Larger branches, serving regional populations. They have bigger collections,
provide more reference services, and endeavor to meet the information needs of
youngsters through the high school level. The service area of a Tier II branch
usually encompasses Tier I branches as well.
Tier III Branch
The single Tier III branch is the Central Branch in downtown Santa Cruz. It
serves as system headquarters for the collections, reference and youth
services, and has special collections such as local history, California, and
genealogy.
Follow up on Previous
Investigation
Additional Investigation
Response:
The Library Joint Powers Authority Board AGREES.
Response:
The Director of Libraries AGREES.
Response:
The City of Santa Cruz AGREES.
·
Reduce
injuries and stress illness.
·
Cover
required workload hours on the reference desk.
·
Provide
cross-training and job backup.
·
Offer
job enrichment.
·
Improve
staff morale.
·
Reduce
staff turnover.
·
Reduce
worker compensation claims.
Larger branches
practice staff rotation internally while some small branches do not have enough
staff to rotate. There is ‘on call’ staff to fill in occasionally if required.
Some employees feel that the staff rotation gives most library employees a
chance to work directly with customers and understand the public’s needs.
Response:
The Director of Libraries AGREES.
Response:
The Library Joint Powers Authority Board AGREES.
The City of Santa Cruz has
purchased property at 212 Locust/117 Union Street (across from the Central
Branch Library) that Library System Services will occupy, sharing the space
with the City Water Department. The
Library will pay a fixed rent based on its share of the City debt amount, which
will cease in twenty years. Tenant
improvements are currently underway, and the Library hopes to occupy the space
by Spring, 2008. The City of
Response:
The Director of Libraries AGREES.
The City of Santa Cruz has
purchased property at 212 Locust/117 Union Street (across from the Central
Branch Library) that Library System Services will occupy, sharing the space
with the City Water Department. The
Library will pay a fixed rent based on its share of the City debt amount, which
will cease in twenty years. Tenant
improvements are currently underway, and the Library hopes to occupy the space
by Spring, 2008. The City of
Response:
The City of Santa Cruz AGREES.
The City of Santa Cruz has
purchased property at 212 Locust/117 Union Street (across from the Central
Branch) that Library System Services will occupy, sharing the space with the
City Water Department. The Library will
pay a fixed rent based on its share of the City debt amount, which will cease
in twenty years. Tenant improvements are
currently underway, and the Library hopes to occupy the space by Spring 2008.
·
Sales
tax revenues will increase 3% per year.
·
County
Library Fund increased 7.5% in FY 2006-07 and will increase 5% each year
thereafter.
·
Fees,
fines and miscellaneous revenues will increase 1% per year.
·
Bequest
appropriations will remain at the same level of funding.
·
The
library will receive estimated carry over funds, grants, and gifts.
Response:
The Library Joint Powers Authority Board AGREES.
Response:
The Director of Libraries AGREES.
Response:
The City of Santa Cruz AGREES.
Response:
The Library Joint Powers Authority Board AGREES.
Response:
The Director of Libraries AGREES.
Response:
The City of Santa Cruz AGREES.
·
The
library added a “Safe/Ergonomic Practices” section to the standard employee
appraisal form to raise the safety awareness of the employees.
·
The
library has a safety committee which issues an annual report and periodic
updates.
·
According
to management, training the staff in ergonomics has reduced the workers
compensation claims. Most work-groups have someone in charge of stretch breaks
where three or more people use the same circulation desk.
Response:
The Library Joint Powers Authority Board AGREES.
The Library has made
significant progress in reducing the number of worker injuries by training,
evaluation of work sites, purchase of equipment, and on-going work with the
Staff Safety Committee.
Response:
The Director of Libraries AGREES.
The Library has made
significant progress in reducing the number of worker injuries by training,
evaluation of work sites, purchase of equipment, and on-going work with the
Staff Safety Committee.
Response:
The City of Santa Cruz AGREES.
The Library has made
significant progress in reducing the number of worker injuries by training,
evaluation of work sites, purchase of equipment, and ongoing work with the
Staff Safety Committee.
Other Hiring Practice Issues:
·
The
practice of hiring half-time employees enables the library to stay open more
hours to serve the public. It also has some cost-savings benefits. Many of the
branches are understaffed, based on the number of customers they serve.
However, hiring half-time employees also limits opportunities for full-time
staff to be promoted.
·
The
branches would like to have more frequent staff meetings, but find it hard to
balance this need with the priority of keeping the library open for the public.
·
In
April 2006, the library had a meeting for all staff system-wide. The focus of
this meeting was on the Central Branch. As a result of the meeting, work groups
were formed to address issues. In December 2006, a summary report was sent to
all staff system-wide. The employees reported that there was not adequate
follow-up in the areas of communication and the update of job classifications.
Library employees sometimes stay with their jobs because they like the Santa
Cruz community and wish to make a career and home here, not because they feel
there are equitable hiring practices or opportunities for job advancement.
Response:
The Library Joint Powers Authority Board DISAGREES.
The Library System follows the
mandated procedures of the City of Santa Cruz Human Resources Department in its
hiring practices. Every vacant position
is advertised to all internal staff.
Over the fifteen month period from March 2006 though June 2007, 45
positions were filled. Of these, fifteen went to “outsiders” and 30 were filled by
current or former library employees.
The Library’s practice is to hire the person who is the best “fit” for
the opening available, which is not always a current staff person. Not every employee may agree with the
decisions made, but then not every employee knows the full details about any particular
hire.
Other
Issues:
Half-time staff: no
comment
More frequent branch
staff meetings: no comment
The topic of the day
was not the Central Branch, but rather an all-staff discussion of how
the library could improve the way it is providing services in a 2lst Century
environment.
One hundred and eleven
suggestions made. These were organized
and assigned to Work Groups for further discussion. One suggestion was a reclassification study
in order to bring library job descriptions and classifications up to date. A Work Group composed of representatives all
of non-professional classes and each Branch level was appointed. The group worked for five months to develop a
plan, which was presented as an information item to the Library Joint Powers
Authority Board and all staff. SEIU,
the union representing most of the workers, rejected the plan and requested
that further study take place. In the
Spring of 2007 The City of
A second Work Group on
Communications was appointed. Each of
the recommendations from Staff Day has been implemented or is planned for
implementation.
Response: The Director of Libraries DISAGREES.
The Library System follows
the mandated procedures of the City of Santa Cruz Human Resources Department in
its hiring practices. Every vacant
position is advertised to all internal staff.
Over the fifteen month period from March 2006 though June 2007, 45
positions were filled. Of these, fifteen went to “outsiders” and 30 were filled by
current or former library employees. The
Library’s practice is to hire the person who is the best “fit” for the opening
available, which is not always a current staff person. Not every employee may agree with the
decisions made, but then not every employee knows the full details about any particular
hire.
Other
Issues:
Half-time staff: no
comment
More frequent branch
staff meetings: no comment
The topic of the day
was not the Central Branch, but rather an all-staff discussion of how
the library could improve the way it is providing services in a 2lst Century
environment.
One hundred and eleven
suggestions made. These were organized
and assigned to Work Groups for further discussion. One suggestion was a reclassification study
in order to bring library job descriptions and classifications up to date. A Work Group composed of representatives all
of non-professional classes and each Branch level was appointed. The group worked for five months to develop a
plan, which was presented as an information item to the Library Joint Powers
Authority Board and all staff. SEIU,
the union representing most of the workers, rejected the plan and requested
that further study take place. In the
Spring of 2007 The City of
A second Work Group on
Communications was appointed. Each of
the recommendations from Staff Day has been implemented or is planned for
implementation.
Response:
The City of Santa Cruz PARTIALLY AGREES.
The Library System complies with the
procedures of the City of Santa Cruz Human Resources Department in its hiring
practices. Every vacant position is advertised
to all internal staff. Over the last
eighteen months, 50% of the vacancies were filled with inside candidates, and
50% by outside candidates. The Library’s
practice is to hire the best candidate for each opening.
The topic of the April
2006 Staff Day was not the Central Branch, but rather an all-staff discussion
of how the Library could improve the way it is providing services in a 21st
Century environment. One hundred and
eleven suggestions were made. These were
organized and assigned to work groups for further discussion. One suggestion was a reclassification study
in order to bring Library job descriptions and classifications up to date. A work group composed of representatives of
all nonprofessional classes and each branch level was appointed. The group worked for five months to develop a
plan, which was presented as an information item to the Library Joint Powers
Authority Board and all staff. The
Service Employees International Union, the union representing most of the
workers, rejected the plan and demanded that further study take place. In the spring of 2007, the City of Santa Cruz
management was unwilling to undertake a study for the Library because of the
implications for other City workers.
Library management has done all it can on this issue until collective
bargaining negotiations are completed. A
second work group on communications was appointed. Each of the recommendations from Staff Day
has been implemented or is planned for implementation.
Response: The Director of Libraries DISAGREES.
The Director has polled each Branch Manager regarding the location of an
emergency lock box in an inaccessible place.
Each Manager reports that the lock boxes are accessible and the padlocks
with which they are secured work well.
1.
The previous recommendation that the Santa Cruz City
Manager review the Director of Libraries’ job performance according to the
Library Joint Powers Authority Agreement has been met. The Director of
Libraries’ Job Review Process is in place and operational.
2.
In contrast to the previous Grand Jury’s
recommendations, staff rotation is now a viable process. Staff does not work
more than four hours at a time on the reference desk, which relieves stress
caused by repetitive work.
3.
The recommendation that the JPA Board should
immediately begin to find an alternative to the Pacific Avenue facility has not yet been met.
Alternatives to this location have
yet to be identified. Although the JPA Subcommittee on Capital Project
Priorities has produced a plan for capital spending, the plan is very broad and
does not provide enough detail for the JPA Board to make a funding decision.
4.
While funding plans are in place in the form of a
five-year strategic financial plan, new sources of funding have yet to be
identified.
6.
The Director of Libraries’ emphasis on worker safety
and ergonomics and the on-going rotation of staff have had a positive effect on
workers’ compensation claims and employee morale.
7.
Employees are aware of the Safety and Ergonomics Plan,
but follow-up training has been overlooked and needs to be addressed.
8.
The hiring practices
of the library are in dire need of reform. The practice of hiring outside
the local library system for the higher-level positions has caused low morale
and poor expectations of job advancement.
9.
During an emergency, staff at one location could not
easily access the lock box key or operate it.
1.
Worker safety (including ergonomics training), should
continue to be a priority. Additional emphasis should be placed on annual
refresher courses. An annual training report reviewed and approved by the JPA
Board would help ensure the on-going improvement of the program.
Response
from the Library Joint Powers Authority Board:
[This recommendation] has been implemented. The Library System mandates
annual refresher training for all staff. An annual training report is presented
to the Board in September of each year.
Response
from the Director of Libraries:
[This recommendation] has been implemented. The Library System mandates
annual refresher training for all staff. An annual training report is presented
to the Board in September of each year.
Response from the City of Santa Cruz:
The recommendation has been
implemented. The Library System mandates
annual refresher training for all staff.
An annual training report is presented to the JPA Board when it considers
the budget for the coming fiscal year.
2.
Staff rotation:
Because staff rotation is a viable process which has had a positive effect on
employee safety, the staff rotation process should be continued.
Response
from the Library Joint Powers Authority Board:
[This recommendation] has been implemented.
Response
from the Director of Libraries:
[This recommendation] has been implemented.
Response from the City of Santa Cruz:
The recommendation has been implemented.
3.
Annual budget:
The annual budget process is in place and should be continued.
Response from the
Library Joint Powers Authority Board:
[This recommendation] has been implemented.
Response from the
Director of Libraries:
[This recommendation] has been implemented.
Response
from the City of Santa Cruz:
The recommendation has been implemented.
4.
Hiring practices: The library’s hiring practices should
undergo a complete review to determine whether reform is required. If employees
felt that there was a career path with the Santa Cruz Library System, morale
would improve and good employees would stay. A policy should be put in place
which encourages internal employee advancement and incorporates methods such as
career and succession planning. Career ladders or job families should be
established so that employees can advance “in position” as their levels of
expertise increase. Also, library job classifications should be updated.
Response
from the Library Joint Powers Authority Board:
[This recommendation] will not be implemented because it is not
warranted. The Library System follows the hiring procedures mandated by the
City of Santa Cruz, and has done extensive work to develop a reclassification
plan that includes career ladders and “job families.” This matter is the subject
of collective bargaining negotiation.
Response
from the Director of Libraries:
[This recommendation] will not be implemented because it is not
warranted. The Library System follows the hiring procedures mandated by the
City of Santa Cruz, and has done extensive work to develop a reclassification
plan that includes career ladders and “job families.” This matter is the subject
of collective bargaining negotiation.
Response from the City of Santa Cruz:
The recommendation will not be
implemented. The City believes that the existing system does provide many of
the opportunities desired by the Grand Jury.
In any event, the City cannot unilaterally change its structure, as each
position is part of a larger system that requires the consent of multiple
parties to change. The City will work
over the longer term to realize the goals of the Grand Jury, because the City
shares the values underlying those goals.
5.
Capital spending plan: The JPA Board should identify
alternatives to the continued use of the
Response
from the Director of Libraries:
[This recommendation] has been implemented.
6.
Contingency funding: A contingency funding plan needs to be
put in place in the event of a worst-case scenario, such as a bond measure not
passing or the revenues from sales tax not increasing.
Response
from the Director of Libraries:
[This recommendation] has been implemented. The Library System is the recipient of a
dedicated quarter center sales tax that will expire in April 2013. During FY 2007-08 the Board and staff anticipate
conducting opinion polling to determine the level of continuing public support
for the library, and will consult with a communications expert on developing a
plan for improving public understanding of the depth and breadth of library
services.
7.
Emergency procedures: Branch managers need to review emergency
response procedures and verify that all information, materials and equipment
are up to date, functioning and accessible.
Response
from the Director of Libraries:
[This recommendation] has been implemented. Branch Managers review emergency plans and
inventory all emergency equipment twice each year, in October and April. They
also rehearse various emergency procedures with staff at those times.
The Joint Powers Authority, City Manager and Director of
Libraries are to be commended for establishing current procedures for the job
performance review of the Director of Libraries.
|
Entity |
Findings |
Recommendations |
Respond
Within |
|
JPA Board |
1, 3-7 |
1-4 |
90 Days October 1, 2007 |
|
Director of
Libraries |
1-8 |
1-5 |
90 Days October 1, 2007 |
|
Santa Cruz
City |
1, 3-7 |
1-4 |
90 Days October 1, 2007 |
Web Sites
·
Library
http://www.santacruzpl.org/
·
Santa
Cruz City Manager
citymgr@ci.santa-cruz.ca.us
·
The
Santa Cruz Library System Facilities Master Plan FY 2001-02 – FY2005/06.
http://www.santacruzpl.org/libraryadmin/ljpb/members.shtml
·
2004-2005
Civil Grand Jury Report, “Ready to Check Out?
Santa Cruz City County Library System.”
http://www.co.santa-cruz.ca.us/grandjury/GJ2005_responses/
·
Joint
Powers Agreement
http://www.santacruzpl.org/libraryadmin/ljpb/index.shtml
Reports & Memos
·
City
of Santa Cruz Director of Libraries Job Description
·
Joint
Powers Authority Memo, January 17, 2006, Director of Libraries Job Description
Approval
·
Promoting
Worker Safety at the Library, An Action Plan, Report, August 2004
·
Joint
Powers Authority Memo, May 23, 2005, Update on Library Worker Safety Activities
·
Santa
Cruz Public Library Safety Committee Annual Report 2005-06
·
Joint
Powers Authority Board Subcommittee on Capital Project Priorities, Report March 28, 2006
·
Ready
to Check-Out? Santa Cruz City-County Library System 2004-2005
·
Memo:
All Staff System-wide, Staff Morning Follow-up.
Board minutes
·
Library
Joint Powers Board Minutes June 7, 2004 – December 31, 2005
·
Library
Joint Powers Board Minutes January 9, 2006 – June 5, 2006
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