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⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings 8 findings
F1
MCFL staff feel they are not included in the planning process. They feel uninformed, out of the loop and that big decisions "come down to them" from the Administration, already fully formed. This affects morale negatively and lessens the potential for “buy-in” by staff to support change and could stifle the very improvements the planning process seeks to introduce.
F2
MCFL uses a large number of “extra-hire” employees. There are often long employment times filled by extra-hires in temporary status while waiting for an opportunity to move to an FTE status. Staff have expressed that this serves to lower employee morale, which results in a potentially stressful working climate.
F3
The Library Commission was originally created by the BOS to act as advisor to both the BOS and Library administration on Library issues. The BOS also appointed the Library Commission in 2010 as the Measure A Independent Citizen Oversight Committee. The Library Commission's input on Measure A has been limited to twice-yearly reports from Library Administration. The Commission’s limited input and apparent lack of involvement leaves an unfilled gap in what should be pro- active support for advocating needed service support for Library objectives.
F4
There is insufficient contact and communication between the Library Commission and the BOS. There have been 2 vacant positions on the Library Commission unfilled for some months, and some of the Commissioners have never met the Supervisor who appointed them. This further negatively affects the effectiveness and usefulness of what should be supportive Commission advocacy for the Library programs and objectives.
F5
The Library Foundation has drifted away from its primary role to find ways to support the library financially. The Grand Jury in 2002 and this Grand Jury find a lack of understanding in this body as to ways and means of producing needed, sustainable financial support for the MCFL system.
F6
Friends of the Library have been valuable partners. They provide an avenue for enthusiastic volunteers to be involved with and support their community libraries in a variety of ways. Their efforts and contributions---both financial and supportive- we found warrant commendation and recognition.
F7
Expenditures of Measure A funds are difficult to track. The MCFL budget does not show separate line items for Measure A expenditures. An improved, focused presentation of Measure A inflows and outflows should be established and reviewed by the Library Commission and be reported by the Commission to the BOS, at least yearly, and preferably more frequently.
F8
There is insufficient long-range Library facility and services planning. The 2007 Vision Plan is out of date with the current funding situation and rapidly changing service needs of the MCFL. A new Long-Range Plan should be a high priority of the Library Commission and should be targeted for completion within the 2013-14 Fiscal Year, and preferably early in that period so that it can be reflected in the County’s 2013-14 Annual Budgeting cycle and part of any new or extended solicitation of additional tax funds.
Recommendations 8
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R1The new MCFL Director of Library Services make improved communication a priority and include all affected groups and stakeholders early in any new MCFL planning process to get feedback and input from Staff. Leadership needs to encourage staff input in contemplating major changes. Participation could include tasking staff to do research and reports in-house during the planning process.
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R2The MCFL administration develop a well-defined and reasonably short path to permanent hire status for those (especially “extra hires”) who want to pursue a career in Library service.
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R3MCFL prepare progress reports and audit of expenditures on Measure A spending and that Library Commissioners, in their capacity as the Independent Citizen Oversight Committee for Measure A, review the status monthly. Both the BOS and Library Commissioners to meet a minimum of twice yearly to discuss and provide guidance on current issues and long term plans for the MCFL, including feedback to the BOS.
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R4The BOS appoint commissioners to the two vacant positions in District 4 and District 5, and that the BOS make it a policy to promptly find and replace commissioners when needed. When a new commissioner comes to his or her first meeting, the appointing Supervisor should attend and introduce the person to the Commission.
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R5The Library Foundation develop a plan to further its stated goals of spear-heading community enthusiasm and financial support for the MCFL. The Library Foundation investigate ways to increase long-term, consistent funding for the MCFL that can be relied on for continuing library services, such as the FLAGship and the Bookmobile. If such a plan is not forthcoming, the Grand Jury recommends that the Library Foundation consider a merger with the Friends.
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R6MCFL and BOS support Friends with information and recognition! MCFL and BOS should encourage collaboration between the Friends and the Foundation to share ideas and coordinate fund-raising efforts and possibly events.
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R7MCFL develop a comprehensive work plan including scope, schedule and budget for all work funded through Measure A and make the status of Measure A projects a discussion item at each Library Commission meeting.
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R8MCFL revisit and update its 2007 Vision Plan, with staff and community participation.