unnecessarily held up at the Library Director's level.*

The majority of performance reviews are not being completed on a regular 17 basis. There appeared to be no urgency at the library director level to get 18 reviews up to date. The Library Director disagrees wholly or partially with this finding. 20 21 The Library Director agrees that a majority of the employee performance 22 reviews are not being completed on a regular basis. However, the Library 23 Director disagrees that there is no urgency at the Director level to get the 24 reviews up to date. The Library Management Team has provided options and 25 support to encourage managers and supervisors to complete their performance 26 reviews. The issue across the system has been the lack of adequate staffing to 27 carry out the work of the Library and competing priorities that have been 28 barriers to accomplishing performance reviews in a timely manner. 29 30

The absence of written policies and procedures is causing a lack of follow- 31 through on the expenditure of funds received from the FOL. 1 1 The Library Director disagrees wholly or partially with this finding. 2 3 There are procedures for branch managers to use to order items funded by the 4 Friends of the Library. The delays are not due to lack of procedures, they are 5 due to a lack of staffing and to the workload for existing staff. 6

Furniture orders for some branches are unnecessarily held up at the 7 8 Library Director's level. The Library Director disagrees wholly or partially with this finding. 10 11 The orders are not "unnecessarily held up at the Library Director's level." The 12 issue is lack of adequate staff to manage the Library's purchasing as well as 13 the demands on the time of existing staff that creates higher priorities. RESPONSE TO RECOMMENDATIONS 14 15 16 R-6. The library director bring all employee job descriptions up to date, with the approval of the Library Commission. 17 18 19 The Library Director will not implement this recommendation because it is 20 unwarranted or is not necessary. 21 22 The Library has position classifications for all 32 of its positions, and they have 23 been approved by the Library Commission. Position descriptions are only 24 developed by top library management to describe the unique characteristics of 25 a few higher-level positions that are more complex. The position descriptions 26 are based on approved position classifications. 27 28 R-7. The Library director revise the Performance Management Program work 29 plan performance review template to make it a workable document and 30 institute its usage. 31 32 This Library Director will not implement this recommendation because it is 33 unwarranted or is not necessary. 34 2 | Library Director's Response Sonoma County Library 1 There has been a template in use since the program was instituted. For the 2 majority of the positions in the Library, the template includes performance 3 standards developed by a staff committee and reviewed by the union. 4 5 R-8. The library director advise all managers of the past due employee 6 performance reviews and get them up to date. 7 8 The Library Director will implement this recommendation within the next six 9 months. 10 11 R-9. The library director develop a follow-up method to ensure that reviews are 12 done on time. 13 14 The Library Director is working with the Library Commission to implement this 15