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MINUTES - 07151997 - D1
DJA THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on July 15, 1997, by the following vote: AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier NOES: None ABSENT: None ABSTAIN: None SUBJECT: County Library Departmental Performance Report Ann Marie Gold, County Librarian, presented both an oral and written report on the departmental performance of the County Library for Fiscal Year 1996/97. Subsequent to the presentation, the Board took the following action: 1. ACCEPTED report from Ann Marie Gold, County Librarian, on the departmental performance of the County Library. I hereby certify that the foregoing is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: July 15, 1997 Phil Batchelor, Clerk of the Board of Supervisors and County Administrator —07 h ' 'n Wampler, Deputy Clerk cc: County Administrator County Librarian 1 1 CONTRA COSTA COUNTY 1 LIBRARY 1 f :t I f -------------- 1 1 1 DEPARTMENT 1 PERFORMANCE REPORT 1 1 1997 1 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT 1 TABLE OF CONTENTS SECTION I: DEPARTMENT OVERVIEW 1 A. Department Responsibilities..................................................................... 1 MissionStatement................................................................................... 1 Goals .....................................................:................................................. 2 Administration.......................................................................................... 2 Collections ............................................................................................ 2 Community Relations............................................................................ 2 ' R 2 HumanResources ......... ' Facilities................................................................................................ 3 ' Services................................................................................................ 3 Technology ........................................................................................... 3 B. Organizational Structure ........................................................................... 4 ' Library - Community Services.................................................................. 4 CountywideServices ............................................................................... 5 1 Administrative Services ........................................................................... 5 SupportServices ..................................................................................... 6 Contra Costa County Library Organizational Chart ................................. 7 ' s.Partnershi ....... . 8 Partnerships ......................................................................... ........ . . 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' SECTION II: RESOURCES 2 ' A: Financial Resources ............................................................................... 12 FY 1996/97 Adopted Budget ................................................................. 12 B. Personnel Resources.............................................................................. 15 ' Staffing Trends ...................................................................................... 16 C. Affirmative Action.................................................................................... 18 D. Sick Leave ........................................................................... ...... . 20 ' E. Staff Development ... 21 .............................................................................. Yearly Performance Evaluations ........................................................... 21 Professional Development..................................................................... 21 F. The Role of Automation in the Library..................................................... 25 ' Major System Changes Completed and Planned...........:...................... 26 SECTION III: CUSTOMER SERVICES 28 A. Service Delivery System......................................................................... 28 Collections and Resources.................................................................... 28 Self Service Features ............................................................................ 29 Community and Information Services.................................................... 29 B. Customer Profile ............. .................. 32 ...................................................... C. Customer Relationships ......................................................................... 33 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' SECTION IV: ANNUAL PERFORMANCE 36 A. Performance Indicators........................................................................... 36 B. Accomplishments.................................................................................... 43 SECTION V: CHALLENGES AND NEW DIRECTIONS 45 A. Challenges.............................................................................................. 45 B. New Directions........................................................................................ 47 SECTION VI: ATTACHMENTS 48 Attachment A - Contra Costa County Library 97/98 Annual Work Plan Attachment B - Contra Costa County Library Reorganization Operating Plan CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT TABLE OF CHARTS Figure 1 - Volunteer Hours ........................................................................ 8 ' Figure 2 - FY 1996/97 Adopted Budget: Expenditures ...... 12 ...................... Figure 3 - FY 1996/97 Expenditure by Program...................................... 13 Figure 4 - FY 1996/97 Adopted Budget: Revenues................................. 13 Figure 5 - Contra Costa County Library Revenue by Source .................. 14 Figure 6 - Personnel Resources FTE 1996/1997.................................... 15 Figure 7 - Personnel Program Resources FTE ....................................... 15 Figure 8 - Staffing Trends 1992-1996...................................................... 16 iFigure 9 - Affirmative Action .................................................................... 19 ■ Figure 10 - Sick Leave Usage 1994-1996 ............................................... 20 ■ Figure 11 - FY 1995/96 Circulation.......................................................... 32 1 Figure 12 - Hours Open per Capita ......................................................... 37 Figure 13 - Circulation per Hour Open .................................................... 37 Figure 14 - Percentage of Population That are Registered Borrowers.... 38 Figure 15 - Population Served per Staff Member .. 38 Figure 16 - Materials Expenditure per Capita.......................................... 39 Figure 17- Circulation per Capita............................................................. 39 Figure 18 - Reference Questions per Capita........................................... 40 m i n O z it _ m i D i m z of m m CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Section I: Department Overview A. Department Responsibilities p p The Contra Costa County Library is organized under the 1911 County Free Library Law to provide comprehensive public library services to the ' entire county with the exception of the City of Richmond, which operates Its own Independent municipal library. The Contra Costa County Library was founded in 1913 originally to serve the needs of the residents of the unincorporated areas of the county. Until the middle part of the century library service generally consisted of many small branch operations with small book collections and limited staffing. In the post World War II era the library developed its current service pattern consisting of a central library operation and larger branches drawing on the services and resources of the central operation. Between 1959 to 1975 17 of the current 23 library ' facilities were built, either by using County Service Area financing or by cities. ' Today, the Contra Costa County Library includes 23 facilities, 122.7 FTE employees, 1 ,000 volunteers, 1 ,128,258 items and a state of the art ' technology system. There are 474,173 library card holders who annually check out 3,795,557 items, have 735,000 questions answered, attend 2,189 programs and visit the library 3.4 million times. Mission Statement J The Contra Costa County Library: Bringing People And Ideas Together z CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' Goals Annually, as part of an overall budget and planning process, the library sets library-wide goals and objectives. The process begins with staff in all work units reviewing the activities of the past year and identifying ' goals and objectives for the coming fiscal year. The output of each individual work unit is then meshed together with overall library management goals and forms the final work plan for the library. The overall goal structure is related to the library master plan. Each goal has specific objectives and measurable activities with lead person responsibilities noted, as well as completion dates. Each work unit also develops a specific plan of service which is an outcome of the unit goals and objectives process. Appendix A contains the 1997/98 Annual Work Plan for the Contra Costa County Library. The overall goals are as ' follows: Administration ' Administer library efficiently and effectively. Collections Provide collections that meet the information, educational, recreational and cultural needs of the community. ' Respond to ongoing community information needs and changing community demographics. rCommunity Relations Increase public awareness and support for the library and its services. Human Resources Provide well-trained, motivated staff at all levels. Provide a comprehensive volunteer program. 2 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Facilities Maintain and operate libraries that are inviting, accessible and fully usable. Plan, with local communities, for new or expanded library facilities. Services Provide local library services keyed to the needs of specific communities and resulting in enhanced community support and funding. ' Technology Provide all Contra Costa residents with the benefits from the latest 1 methods of information access by incorporating new technologies into the library service program. I 3 r CONTRA COSTA COUNTY LIBRARY .1997 DEPARTMENT PERFORMANCE REPORT rB. Organizational Structure As a result of the extensive reorganization approved by the Board of Supervisors in April 1997 the County Library has changed its operating structure significantly. Prior to the reorganization the library was organized with the following divisions: r • Branch and Extension Services • Central Library Services r • Support Services • Administrative Services ' The new organization structure is as follows: Library- Community Services This division provides the majority of public library services. Community library services include public services, materials collections and programs which are tailored specifically for each community and region. Services are provided through all 23 County Library facilities in five rregions as indicated below r Region Member Jurisdiction/Branches r East Antioch, Bay Point, Brentwood, Oakley, Y Pittsburg Central Clayton, Concord,, Martinez, Pleasant HIII ' Lamorinda Lafayette, Moraga, Orinda South:: Danville, San Ramon, Walnut Creek, Ygnacio Valley West Crockett, EI Cerrito, EI Sobrante, Hercules, Kensington, Pinole, Rodeo, San Pablo 1 ' 4 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Countywide Services This division provides services on a countywide basis including Branch Library Administrative Services, Countywide Central Services, Literacy Services and Detention Facility Services. These services either provide ' direct customer services countywide or provide support to the branch libraries. Branch Library Administrative Services provides overall leadership, management and support for the branch operations. Countywide Central Services are those services provided through the Central Library which directly serve library customers countywide or which support a Q ' branch services and 1-800-984-INFO operations. They include countywide toll free ' ' telephone reference service, government documents, periodicals, and program support in adult, ' young adult, youth and circulation services. Literacy Services administers the library's literacy program Project Second Chance. Detention Facility Services provides library services to the county detention facilities. ' Administrative Services This division provides administrative services to support the operation of the other divisions of the County Library. Included are Library Administration, Shipping, Community Relations, Graphics and the Volunteer Program and capital projects. Library Administration plans, organizes and directs the operation of the County Library; provides leadership and management in budgetary, personnel, operational and policy matters; plans for the future of the library with the Library Commission, the regional library boards, representatives of library ' communities and staff. Shipping receives all resources, furniture and equipment delivered to the library and provides daily delivery of library resources to all library facilities. Community Relations manages the library's volunteer program, provides publicity for library programs and services, and provides support to Friends of the Library groups. 5 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Support Services ' This division provides support services to other divisions of the County Library including Automation, Technical Services and Collection Management. Automation provides planning and operations for the electronic information system as well as the Wide Area Network linking all library locations. Technical Services provides for catalog and ' database maintenance. Collection Management provides for selection and acquisition of library materials and fund accounting and inter-library loan of library materials. 1 1 1 1 ' 6 � CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Contra Costa County Library Organizational Chart � ■ §& . U} <<w $ $ ks k§ � ■§ Z k § ` %mi \ & $ $ §§ ° |! |kk K (� 2 § S Z 0 2 | 2 ; § �§§ ff § )§§$ �!CK cc 0 . cc 2 � § 1. !§ t .00�§ |{ §§ e| 0k k! § §I ` -|| >© ■ %��7��26i . � � 7 . _ � CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT. Partnerships While the County Library does not contract with any CBOs for service delivery it has had an historic relationship with its Friends support groups ' to increase the effectiveness of library services. In addition, the enhancement of the library volunteer program has added significantly to the service delivery program of the County Library. The Contra Costa County Library Volunteer Program utilizes the ' services of over 1 ,000 volunteers and 120 Project Second Chance tutors annually. Library volunteers work in the Central Library, library branches and outlets and in Support Services and Administration Services to help 1 extend, enhance or supplement library services and to support library personnel. ' In 1996 • in library volunteers contributed over 45,000 hours of volunteer ' service to the library • Project Second Chance tutors contributed 8,665 hours ' • Work Alternative and GAIN workers contributed another 6,300 hours ' This represented a 16% overall increase in volunteer involvement over the previous year and a 33% increase in in-library volunteer hours. The value of volunteer hours coupled with the monetary contributions of the Friends of the Library places the total financial benefit of Contra Costa County Library volunteers at over $2.3 million. Contra Costa County Library Volunteer Hours ' 100,000 80,000 60,000 ' 40,000 20,000 ' 0 r ,,:.; 1991 1992 1993 1994 1995 1996 Min-Library Project second Chance OLibrary Friends Figure 1 -Volunteer Hours ' 8 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' There are 23 Friends groups which support the operations of all branches (with the exception of Bay Point) and Project Second Chance, ' plus two additional library foundations which were formed for the purpose of raising capital funds for specific library building projects. In 1996 the Friends groups donated over $800,000 to the library which ' funded the following programs: • Adult and children's programming ' • Adult, young adult and children's books and other library materials Y 9 ry ' • Project Second Chance extended services including Families for Literacy and Computer Assisted Learning • Enhancement to the new Danville Library building, including ' materials, furniture and equipment • $475,000 was raised by the Danville Foundation for materials and ' technology in the new Danville Library. In addition, Friends groups also donated over 39,000 volunteer hours supporting the work of their organizations. The County Library also partnered with cities and community groups to ' enhance services. For FY 1996/97 the cities of Antioch, Clayton, Concord, Danville, Lafayette, Orinda, Pinole, Pittsburg, San Ramon and ' Walnut Creek, as well as the Friends groups in Crockett, Lafayette, Orinda, Rodeo, Walnut Creek and Ygnacio Valley provided funding for enhanced library hours and services in their communities. In addition, 1 supplemental county funding was provided by the Sheriff's Department for detention facility services and by the Keller Canyon Landfill ' Community Assistance Mitigation Fund for extended hours at Pittsburg. The total amount funded by these local contributions was $990,000. ' The Contra Costa County Library has worked with Mt. Diablo Unified School District on creating the distance learning class "Raising A ' Reader". This class focuses on directing parents in ways to foster reading in children aged 0 - 12. r .t The class is informative to all parents and A-4 11 ' intended to be understandable by parents who 00,�Dt :: tD are low Literate. The ideas presented are low # •► cost and could be initiated by all parents regardless of their cultural and financial status. The class was presented on local cable television with approximately 700 registrants. Registrants 9 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT received a Parent Guide, library coloring book, and a coupon for a free paperback picture book from a local bookstore. All of this including class ' registration was free. The class included a tour of Clayton Library, local field trips", and presentations by local school teachers The EI Cerrito and Pinole Libraries are completing their second year of collaboration with the West County Education Fund and many other community agencies in an extensive After School Enrichment Program at the middle school sites of the West Contra Costa Unified School District. Agencies such as the Richmond Art Center, the East Bay Center for the Performing Arts, the YMCA, the Gateway Project, the Contra Costa Civic Theater, and the libraries join together under the management of the Ed Fund to offer free after school activities for students immediately after school on the school site. ' Activities include African and Mexican dance, nh choral music, counseling, art, video production, ' basketball and homework help. As part of this larger program, library volunteers go out to the school library to provide homework help assistance to anywhere from 10-35 students two ' afternoons per week. The strength of the program has been the creativity and dedication which so many volunteers bring to this program. ' Student evaluations have shown that students are impressed that adults have volunteered to spend time with them for no pay and that they value ' and like the adults who have spent the year helping them. The San Ramon Library was honored to host the Smithsonian's traveling ' exhibition "Beyond Category: The Musical Genius of Duke Ellington" at the exhibit's only California stop. This 3,000- square-foot exhibit, which traced Ellington's life from his roots in the rich ' African-American musical culture of turn-of-the- century Washington, D.C. to his success in New York City during the height of the Harlem Renaissance and his worldwide travels with the Ellington Orchestra and included 16 free- standing kiosks, an original video and an interactive laserdisk, presented a unique opportunity to the Library, the City of San Ramon, and the Library Foundation. ' 10 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT 1 A six-week series of activities was planned to appeal to people of all ages -- students, seniors, families, music lovers, writers, and fans of Duke Ellington and the Big Band era. A second outcome desired was to involve an extensive range of the community in the planning, subsidizing, and presenting of this ambitious event. Promotions would be done throughout the Bay Area with the outcome of encouraging people from other communities to visit San Ramon and discover the ' wealth of enrichment activities available here. According to John Hasse, curator of the exhibit, San Ramon created the most extensive and ■ unique outreach activities of any of its host cities. Critical elements of ■ the outreach opportunities targeted the schools, seniors, adult learners, music lovers, and the 20,000 employees who come to San Ramon each ' day from around the Bay Area. The success of this event can be measured not only in numbers and in the amount of money raised for the jazz collection, but also in comments and in the high level of interest in the jazz collection which is now ' available at the San Ramon Library. During the 302 hours over six weeks that the exhibit was open to the public, 4,700 people viewed the story of Duke Ellington, an average of 15.5 people per hour. In addition to viewing the exhibit during open hours, 600 people attended Friday night jazz concerts in the exhibit and 1 ,100 people attended the Grand Opening which was held in conjunction with the annual Black and White Party. The total number viewing the exhibit was 6,400 people. The school outreach was a tremendous success. Students and teachers in 25 schools in our area -16,181 of them- received a study booklet about Duke Ellington and 10,120 of them attended an assembly which was an educational presentation and concert by a well-known Bay Area jazz combo. The 31 public programs during the six week event were ' attended by a total of 4,990 people of all ages, backgrounds, and interests and one-third of these people attended a program that was ' free. Adding the assembly attendance, program attendance, exhibit attendance, and the approximately 200 volunteers together gives an overwhelming total of 26,071 Bay area residents who were directly touched in some way by this event. This number is equivalent to more than half the population of the City of San Ramon. ' 11 t i i I C j 0 1 c ' n m Cl) CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Section II: Resources ' A: Financial Resources ' The County Library is operated under a non-General Fund budget unit using restricted revenues. Although the County Library is a non- mandated service it is funded primarily with property tax revenues that are restricted solely for the support of the library. Additional revenue sources include state and federal grants, fines and fees and contracts for extended services. The 1997 reorganization has changed the budget process for the County ' Library. Revenue growth in a region beyond the amount needed to fund a base level of library services will be allocated to regions having excess growth. These and any additional revenues generatedin a region will pay for additional services for that region. For FY 1997 - 98 the ' requested budget has been submitted under the new organization structure, as outlined in the previous section. ' FY 1996197 Adopted Budget Expenditures Branches and Extension Services $ 5,776,410 ' Central Library Services $ 1 ,943,711 Support Services $ 1 ,135,185 Administrative Services $ 1 ,611 ,5.94 Capital Projects $ 500,000 ' Total Expenditures $10,966,900 Figure 2 - FY 1996/97 Adopted Budget: Expenditures 12 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' FY 96-97 Contra Costa County Library Expenditure by Program Capital Projects 5% ®Branch and Extension Services ' Administrative Services i1�1� ®Central Library Services 15% ❑Support Services ' GoAdministrative Services Support Services ®Capital Projects 10% Branch and Extension Services ' Central Library 52% Services 18% Figure 3 -FY 1996/97 Expenditure by Program ' Revenues Library Fees State Intergovernment Other Total Taxes al Branches $4,569,51 $268,90 $157,0 $752,900 $28,1 $5,776,410 & 0 0 00 00 ' Extension Central $1,809,71 $61,100 $59,00 $13,9 $1,943,711 Library 1 0 00 Support $1,135,18 $1,135,185 Services 5 ' Admin $1,611,59 $1,611,594 4 Capital $500,000 $500,000 ' Projects Totals $9,626,00 $330,00 $216,0 $752,900 $42,0 $10,966,90 0 0 00 00 0 ' Percent 87.80% 3.00% 2.00% 6.80% 0.40 100.00% o� ' Figure 4 - FY 1996/97 Adopted Budget: Revenues ' 13 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT 1 FY 96-97 Contra Costa County Library Revenue by Source 1 ®LibraryTaxes-88% ®Fees-3% ' ❑State-2% ®Intergovernmental-7% ' ®Other-less than 1% 1 Figure 5 -Contra Costa County Library Revenue by Source Net County Cost Since the County Library receives .no revenues from the General Fund, there is no Net County Cost. 1 1 i I 1 1 ' 14 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT 1 B. Personnel Resources 1996 1997 Program FTE FTE ' Branch and Extension Services 65.1 75 Central Library 22.20 23.20 Support Services 13 14 ' 1 10.5 Administration 0 Total 110.3 122.7 Figure 6 - Personnel Resources FTE 1996/1997 ' Because of the libraryreorganization current) going forward future 9 Y 9 9 Department Performance Reports will show a different configuration for staff by division or functional area. The current 122.7 FTE when displayed with the new configuration would be the following: Program FTE Administrative Services 11 .5 Support Services 13.1 ' Countywide Services 16.7 Community Services 81 .4 Total 122.7 Figure 7 - Personnel Program Resources FTE ' 15 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Staffing Trends ' As the following chart indicates, the level of staffing in 1996 increased 11.24 % (12.4 FTE) from the staffing level in 1995. Of the 12.4 FTE added, six FTE were added as a result of opening a new library in Clayton in 1995 (these .were not reflected in the 1996 Departmental Performance Report) and opening a new library in Danville in 1996. The ' positions at the Danville Library are paid for by the Town of Danville. Although this represents a significant increase from the previous year, the library still has 32.35% fewer staff than in 1992. Contra Costa County Library Staffing Trends 1 u .....;: ' 160 140 :,. 120 ' 100 80 60 , 40 = 20 0 1992 1993 1994 1995 1996 ' Figure 8 -Staffing Trends 1992-1996 *Staffing Trends 1992 - 1996: -32% The library has experienced considerable difficulty recruiting and filling positions, particularly professional positions at all levels and with applicants from minority groups. The library lacks the ability to make ' attractive offers to candidates when competing with other libraries for the same candidates. Objective data and interviews with candidates who have turned down job offers indicate that salaries in the library are not competitive with other libraries in the Bay Area. For example, both the average and mean starting salaries for librarians in the Bay Area are ' 16 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT higher ($2,820 per month) than the starting salary at the Contra Costa County Library ($2,626 per month). Similarly, Branch Librarian salaries ($4,256) are lower than in other Bay Area libraries such as Alameda County ($4,691), VOW, Berkeley ($4,310) San Mateo County ($4,465) and Sonoma County ($4,402). The Contra Costa County Library is perceived as a difficult place to work because of staffing levels. Applicants who accept positions at other libraries have indicated that they feel they would have more opportunities to achieve success and,build a career at another library since the other library has higher staffing levels, thus individual staff members have time t to accomplish more. A study of 1995/96 data, for example, showed that the Contra Costa County Library serves 6,626 people per staff member. This was by far the highest in the Bay Area. Population served per staff ' member in other Bay Area libraries is as follows: Alameda County, 2,585; Berkeley, 852; Oakland, 1 ,746; and Richmond, 1 ,916. ' The library is unable to attract sought after minority candidates. The lack of diversity among our professional staff is clearly one of the reasons. ' The library's inability to have open exams at some promotional levels that are represented contributes to this situation. Implementation of the pay equity study has resulted in a significant compaction situation between the Senior Branch Librarian level (the highest represented classification) and the library's mid-managers. Most of the library's mid-management positions either were not included in the study or they did not exist at the time that the study was done. Since three of these mid-management positions are currently vacant, the library is working with Human Resources, and will also be working with ' the County Administrator's Office, to remedy this situation. 17 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT C. Affirmative Action 1 As the following chart indicates, the library continues to show improvement in the hiring of members of protected .classes. Until this ' year, the library has found it difficult to make improvements since most of the hiring since 1993 has been from layoff lists. However, during the last year, both the County and the library conducted exams for most of the major classifications in the library: Senior Branch Librarian, ' Branch Librarian, Librarian, Library Assistant and Clerk-Experienced level. Most of the improvement, ' however, has come at the entry level classifications in the library; Clerk- Experienced Level and Library Assistant. The library doubled the number of Hispanics at these levels, from five last year to ten currently. However, all of the professional levels continue to be underrepresented. ' Currently, there are no African American or Hispanic staff in any of the professional classifications, despite the library's affirmative action timetables and goals which target African Americans and Hispanics in the professional ranks. There are a number of reasons for this, including: lack of turnover in these classifications • the library is only able to give promotional exams for the Senior Branch Librarian and Branch Librarian classes and there are no African Americans.or Hispanics in the applicant pool • when open exams are given, such as for the Librarian classification, the library, as mentioned previously, finds it difficult to compete with other libraries in the area. • the lack of workplace diversity makes the Library a less attractive employer than other libraries in the area • the library's less than strong financial situation, particularly since many neighboring libraries have passed a number of bond ' measures and parcels taxes, make it very difficult to compete for employees. 18 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT rAffirmative Action ' 1995 1996 1997 Number Percentage Number Percentage Number Percentage Total Positions 131 142 153 Allocated Total Positions 13 28 12 Vacant Total 118 100% 114 100% 141 100% Positions Filled Male 13 11.02% 13 11.40% 15 10.64% Female 105 88.98% 101 88.60% 126 89.36% White 97 82.20% 90 78.95% 111 78.72% 1 African 5 4.240k 7 6.1446 8 5.67% American Hispanic 5 4.24% 5 4.39% 10 7.09% Asian/Pacific 11 9.32% 12 10.53% 12 8.51% Islander ' American 0 0.00% 0 0.00% 0 0.00% Indian Total Ethnic 21 17.80% 24 21.05% 30 21.28% Figure 9 -Affirmative Action r 1 1 r 1 r r 19 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT D. Sick Leave 1 Departmental sick leave usage over the past three calendar years for the County Library has been as follows: 1994 73% ' 1995 58% 1996 66% 1 Figure 10 -Sick Leave Usage 1994-1996, 1 Library staff have analyzed the reasons for the increase in sick leave usage in 1996. Eight employees used higher than normal sick leave, all 1 of it for appropriate reasons. Four staff members had very serious illnesses, one had an injury and three used parental leave. ' The County Library worked with the Department of Information Technology to produce customized sick leave reports for each organizational unit in the library. These reports, which indicate sick 1 leave usage/accruals by quarter and year-to-date, are used by unit supervisors in the library to monitor usage. Division heads monitor ■ usage in their areas of responsibility and the Assistant County Librarian monitors overall departmental usage. The library will continue this level of review. i 1 1 1 1 20 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT E. Staff Development Yearly Performance Evaluations At the present time, annual performance evaluations are done for all management employees. The process involves setting annual goals, development of an individual annual workplan outlining objectives, ' activities and a timeline to complete each goal. Each manager meets quarterly with his/her supervisor to discuss progress towards achieving these goals and to adjust timelines as necessary. A written evaluation is done for each management employee and new goals are developed for ' the next year. Due to past practice, all represented library employees that have passed 1 probation are evaluated triennially. This has resulted in a number of problems that need to be addressed. Even though the evaluation period is three years, employee achievements are often evaluated for a significantly shorter period of time. Only recent achievements tend to be reflected in an evaluation and often employees will change locations ' and/or supervisor during a three year period. Further, each unit and branch develops an annual workplan or plan of service. These plans are newly developed each year, yet staff carrying out the activities are only ' evaluated every three years. Since the library and all of its public service and support units set annual goals for the work group, individual goals ' also need to be set and evaluated on an annual basis. Professional Development 1 Technology played an la ed increasingly important role in the day to day 9 Y P ' operations of the library in 1996 and emphasis was on staff development to enable staff to embrace the changes. Training was a top priority for all work units and every effort was made to include all staff members in ' training opportunities. As the library rolled out the various modules of the electronic information ' system, staff were thoroughly trained in-house on each module. Sessions on how to access the on-line databases were given to all librarians and library assistants. Introductory sessions on the Internet ' were provided to all staff and advanced classes were designed for reference providers. 21 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT New technology has transformed the way reference services are performed, necessitating a new library reference ' training program. A staff team was brought together to design and train current and new staff t members. In 1996 this team of staff trainers offered 14 sessions on Basic Reference with f { ti between five - ten participants at each class. ' Staff were also encouraged to attend Internet training outside the library 9 9 to further develop their ability to navigate the Internet. Staff members from branches throughout the system took advantage of classes offered by the State Library. ' New employees were fully trained in the library's electronic information system. All new staff attended circulation training and reference staff attended basic and advanced searching classes. The Circulation Manager spent over 350 hours in 1996 training staff for the branches ' and the Central Library staff provided orientations to all areas of reference services to new library assistants and librarians. ' All new employees attended a Customer Service Workshop as part of their new employee training. ' Over 35 staff members attended training on Windows and Word and 24 received training in Excel. The library contracted with Data Processing to provide this training to library staff using the library's automation training area. ' Fide Management training was developed to enable staff to organize their Word and Excel Files. New Employee Orientations were initiated quarterly to provide all new employees with information about each area of the library. ' Presentations are made by the head of each division in the library and a notebook full of information on the County Library is provided to each staff member. 1 Automation staff attended advanced training sessions to enable them to keep up with the ongoing expansion of the automated system. Two members received System Operator training, • another went to Sun 22 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' Internet training and all received additional training from CARL Corp. to enable them to bring up additional modules of the automated system. Acquisitions staff received training from CARL Corp. to enable them to plan for and bring up the new automated acquisitions system. All staff attended the yearly Staff Training Day, the focus of which was Customer Service in the Age of Technology. Monthly Forums were initiated to help Y staff stay abreast of the continual changes in automation due to software enhancements and new modules ' and to address any concerns or questions that staff may have about automation related topics. On the third Wednesday of the month, each ' branch and work unit sends a representative who then informs other staff members of what was covered at the forum. Detailed minutes are also distributed to all staff. Staff attended 40 training sessions provided by the Training Institute on ' topics ranging from Preventing Sexual Harassment to Coping With Difficult People. 18 staff members attended the California Library Association conference, and two staff members attended the American Library Association conference in 1996. Three para-professional staff members received training from the Children's Specialist on how to plan and conduct story hours enabling those branches to expand their programming for children. ' Library staff also serve on and chair a number of library committees. Some are standing committees which address library-wide issues on an ongoing basis. Others are ad hoc committees established for a specific ' period of time to address a particular issue, topic or problem. All committees have a specific charge, a timeline to complete activities and ' provide reports on a monthly basis at the Monthly Manager's Meeting. Examples include the Patron Training and Staff Training committees which develop and provide training and user aides for staff, volunteers ' and the public utilizing the library's electronic resources; the Statistics Committee which is overhauling the library's methods of collecting, analyzing and reporting data about the library and the use of its programs, services and collections; and the Kid's Catalog committee 23 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' which works with the automation staff to review new releases of the Kid's Catalog before they are made available to the public. These are only a ' few examples of the types of committees and work groups that the library has found to be a successful way to solve a problem or get something accomplished and also to provide opportunities for professional development for staff. ' Many staff also serve on committees and task forces in the communities in which they work. The library has Branch Librarians active in Rotary or serving on local commissions and committees. Branch staff are also involved in planning and carrying out local community events such as fairs and other community celebrations. ' 24 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT F. The Role of Automation in the Library Automation is used in the Library for the following purposes: ' 1 . To maintain the inventory of 1 ,128,258 library materials and to track the circulation of materials to 474,173 library card R holders. Library customers can check their own _''°K� s materials out at twelve SelfCheck machines systemwide 2. To provide access to our materials and other databases through 165 public access catalog (PAC) personal computers with printers. The computers have a colorful graphical user interface instead of the character-based interface used by most libraries. The graphical user interface is more difficult for the Automation staff to administer than a terminal-based system since much of the software is resident on each individual PC, but the interface is very easy to use and helps library customers to locate materials ' themselves. The Kid's Catalog uses a point and click interface which allows children to search for materials using pictures if they can't type or spell and a spell-checker for children who need help with more difficult words. Library customers of all ages can access their own circulation records and place their own requests for ' materials. All Everybody's Catalog PAC computers also include Novelist software which helps users to find reading selections based on books they've read or topics in which they are interested. 1 Over a hundred PCs offer Netscape access to the Internet and access to special Licensed periodical indexes and full-text ' databases. Twenty-three additional PCs are dedicated to Internet access and library customers may sign up for one-on-one training with a volunteer docent. 3. To provide 24-hour daily personal access to library systems and services through the Library's Internet World Wide Web home page (http://www.contra-costa.lib.ca.us) and through ten dial up ports for library customers with personal computers and Internet ' access or modems. Remote users can access the full library catalog as well as the licensed periodical databases, can perform ' all the patron self-service functions from their own computers, and from the library home page, can find out how to volunteer, how to ' 25 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' join the Friends of the Library, and when book sales and children's programs are held. ' 4. To provide CD-ROM reference software for library F , customers at selected sites. # w ' 5. To provide office automation functions for Libra staff. All library P Library locations are linked to a Wide Area Network which provides staff access to word-processing, spreadsheet and electronic mail software. ' 6. To support the automated selection, acquisition and fund accounting of library materials. ' 7. To support an automated telephone notifications stem for filling PP P Y 9 ' substitute jobs. Major System Changes Completed and Planned 1 . ADA (Americans with Disabilities Act) computer workstations for library customers with visual impairments will be installed at four ' locations (Concord, Pinole, Pittsburg, Pleasant Hill). The computers have large type screens and can also generate ' synthesized speech of all the text in the library's automated catalog. ' 2. Voice mail information and notification. A PC-based system will automatically call library customers to notify them that requested items are available for pick up or that they have an overdue item, ' and will also allow library customers with touch tone phones to renew materials and request information about their patron record. ' 3. World Wide Web-based Catalog. Currently, remote access to the Library's catalog is through a character-based interface which is harder to use and less attractive than the graphical interface used inside the libraries. Installing CARLWeb will allow remote ' computer users with Internet access and a Web browser to use a colorful, graphical interface to the library's catalog. ' 26 1 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' 4. Automated Serials module. The software will automate the check- in, claiming and invoicing process for periodicals, newspapers and serials. It will provide a link to all PAC terminals to allow customers to determine which periodicals and specific issues the tlibrary has available. 5. Video attachment for the SelfCheck machines. Currently, the ' SelfCheck machines cannot be used for checking out videocassettes. Installing video attachments to the SelfCheck t machines at selected sites will give library customers more self- service options and maximize the library's investment in the self- service checkout technology already in place. 1 1 1 1 27 CA m 0 0 z CA o �! k m' ca m CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Section III: Customer Services ' A. Service Delivery System tThe County Library, through 23 library facilities and remote access via computer, offers a wide range of collections, programs and services by ' library customers of all ages. Through the Contra Costa County Library, library customers have access to more than one million books, audio- visual materials, pamphlets, periodicals, business publications and government documents. To aid library customers in their search for materials, all libraries have state-of-the-art computer catalogs and a well trained and dedicated staff. Examples of services: Collections and Resources • Books • Maps • Books-on-tape • Newspapers i • Business directories Online full text Career information magazine • CD-ROM software articles • College catalogs Online full text • Compact discs business ' • Consumer information databases _ • Government documents Online full text • Large print books health -_ `- • Magazines databases • Local history • Telephone directories • Videos ' 28 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' Self Service Features • Coin operated copy machines • Create your own reading list using - • Novelist • Dial-up access to library catalog and databases • Internet access to library catalog and •• .* databases • Microfilm reader-printers • Patron information online • Place holds on materials • SelfCheck machines Community and Information Services 1 • Adult literacy and family literacy • Adult programs Book buddy programs • Booktalks • Children's programs • Class visits • Community bulletin boards • Convalescent and shut-in outreach Exhibit spaces = _ • Group visits w . Homework help programs • Interlibrary loans Internet Meeting rooms • Reference & research assistance • Study space • Toddler times • Toll free telephone reference Volunteer programs Young Adult services 29 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT The service delivery system is based on the concept of localized delivery of library services to each community. Each localized library service program has similar elements while customizing the actual program to the needs of each community region. In general, a branch library facility is provided for each major population center, usually within an incorporated city. Under current resource allocation patterns, the County provides the same number of open hours of public service at all branches, regardless of the service area population. However, there is a differential among the size of staff and collection resources in each location. Local communities provide financial resources to expand their library services, including hours and materials. With the planned reorganization, a regional board will be established for each of the five regions. The regional boards will determine the service needs and hours of operation within its region for those services and hours that are funded by new revenues and growth on existing revenues over and above those revenues needed to fund base level services. The library's electronic information system has greatly impacted the collections and depth of resources available at the branch libraries with the addition of Internet access and on-line databases at all 23 library locations. Library customers at every site have on-line access to over 700 full text magazines and 15 full text reference books, in addition to extensive business and investment information and in-depth health information. Previously, this type of information was only available at the Central Library. Customers can also access the wealth of information available on the Internet at any full service on-line catalog. The library's Personal Access system enables library customers with a computer and modem to access the library catalog and the on-line databases 24 hours a day, seven days a week. They have the ability to look at the resources of the entire HI library system at their convenience and riu request that materials be sent to their local branch for pick up. 30 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Countywide public services are those services provided through the Central Library which directly serve library customers countywide or which support branch services and operations. The Central Library supports the provision of localized services by providing backup in in- depth areas and subject specialties, such as government documents and genealogy. The Central Library, in fulfilling its role as a centralized resource to branches, provides both additional open hours of public service, a significantly larger materials collection, and larger and more specialized staff resources. The Central Library provides additional ! countywide services such as a toll-free telephone reference service, staff training and serves as a test site for new technology and services. Public services functions of the library are supported by both the Support Services and Administrative Services divisions. There is significant discretion over the number and type of services offered. The County Board of Supervisors, as the governing board for ' the County Library, is charged with establishing the location of library branches but no other specific service program requirements are included in state law. The County Librarian is charged with materials collection decisions. The County Library has operated in the last 40 years under a board policy of utilizing Library Fund monies for operating expenses only, with all capital funding coming from the local communities served. The Board of Supervisors recently approved reorganizing the library into a regional configuration. Each of the five regions in the county will have ( a Regional Board consisting of elected and appointed officials. The Regional Boards will determine the service needs and hours of operation within its region for those services and hours that are funded by new revenues and growth on existing revenues over and above those revenues needed to fund base level services. There are few requirements on the part of the state or federal government. The primary source of state funding is a per capita aid program with no expenditure requirements. Federal funding is limited to specific grant programs, all of which have specific service program requirements. 31 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT B. Customer Profile The County Library serves 787,971 residents of the County, of whom 474,173 have library cards. Library customers number more than just card holders since some library customers primarily utilize reference services either in person or by phone. Over 3.4 million patron visits are made to the library annually and over 735,000 reference questions are answered. The circulation of 3,795,557 items includes 1 ,441,189 children's materials, 24,859 non-English items, and 460,971 audio-visual ' items. Over 60,000 children and adults attended 2,189 programs. The services of the Contra Costa County Library are available to all ' residents of the county as well as to all residents of California under the terms of universal borrowing. Because of patron confidentiality laws no ■ client profile data is kept. Circulation statistics, however, show that ■ users of the County Library are a mobile population and do not limit their patronage to the library in their city or area. The ability to use the same library card in 23 locations expands the services and materials available to all users of the library. Materials circulation spans a wide range of topical areas. The customer need for library services can be demonstrated by the wide variety of resources utilized, as can be seen by the following graph: FY 95-96 Contra Costa County Library Circulation a4/° ° ��% � 037% ®Adult Books- 37% ®Adult Cassettes and CD's-4% ❑Adult Periodicals-4% ®Adult Paperbacks-4% ®Adult Videos-6% ®35% ®Juvenile Books-35% ❑Juvenile Cassettes and CD's- I% �4% ❑p Juvenile Paperbacks-4% ° ❑4% R Juvenile Videos-5% M.6% ®4/° Figure 11 - FY 1995/96 Circulation Reference transactions reflect a variety of need based use of library services. 32 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT C. Customer Relationships There are no eligibility requirements for service from the County Library. In fact, library service is one of the most accessible, most utilized of county funded services. Its very anonymity is what is crucial to its success. While data is collected on circulation, reference and gate counts a significant number of library customers utilize library services in their own quiet, personal manner, perhaps only infrequently interacting with staff to access services. All basic library services are free and only services related to added value and enhanced access are fee based. Library customers primarily access services through visiting one of the 23 library facilities which are open over 39,000 hours annually. In 1996 the library made great strides in expanding its services beyond the walls of the libraries by initiating a Personal Access system. Li'brary customers with a computer and a modem can have 24-hour access to the library, seven days a week. They can Telnet to the catalog from the library's home page on the Internet: hftp://www.contra-costa.lib.ca.us/ ■ or they can dial-up the library from one of the regional telephone ■ numbers. Once connected to the library catalog, customers can find out what materials the library owns and where they are located, place a hold on an item, determine what they have checked out, check to see if they have fines or overdues and access the on-line magazine, business and health databases. Library customers can also access library services by phone and in particular, via the toll-free telephone information service 1-800-984- INFO. The toll free service operates 66 hours per Week and is available at no cost from all areas of the county. In 1996, 82,750 questions were answered by the telephone reference service, including 22,474 which came in on the toll free line. Technology is also utilized to enhance patron access through a fax network to all library locations that provides access to library materials throughout the county. 33 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT The library also provides a number of outreach services to bring library services out into-the community. Examples include visits to schools, service to shut-ins and institutions, and participation in community fairs and events. During 1996, 318 class 1 visits were made and 24,341 • ® • students were reached through • , these visits. The library currently serves over 100 shut-ins and close • Q to 200 institutions. The library participates in over 20 community • fairs, such as the Brentwood Corn • Fest, the EI Cerrito 4th of July Fair, the San Ramon Tri-Valley Arts Festival, the Martinez Peddler's Fair and the Orinda Book Fair. As noted in Section II. F. on Automation, the electronic information system has significantly enhanced the ability of county residents to access library services, both on site and remotely. One of the major motivators in the move to the new information technology was to move ' Library use from a site based, staff-intensive experience to an independent user model, providing choices in the time, place and manner of access. In addition to the new model of service delivery described above, the County Library has also implemented the following programs: • Volunteer docents have enabled the library to provide library customers with training and assistance on how to use the new PC- based catalog, the online databases and the Internet. Customers have also been provided with handouts to help them learn how to place their own requests, look up their patron records and access the catalog from their home computer. • A donation from a Central Library patron and a matching grant from Chevron, has enabled Central Library to offer classes to customers on how to use the library's complete array of electronic information. 34 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT In 1996, asp art of the .David M. Griffith and Associates, Ltd., management study of library services in Contra Costa County, a citizen attitude survey was conducted to obtain information, opinions, ideas and concerns from a broad spectrum of citizens concerning their perceptions ' and satisfaction levels with library services and service delivery. The survey results were as follows: • Most important factors in users' choice of specific library branch are location (66%) and quality of materials (14%). • Central Library is the most frequently used service outlet. • High user satisfaction levels, as seen by the following: ' 81% find materials/information that they are seeking when visiting the library. ' • 93% of those who seek assistance from library staff are satisfied with staff performance. ' User opinions regarding quality and quantity of service hours are mixed. • User satisfaction level would increase significantly with ' improvements in the number and scheduling of service hours and the size and scope of the collection. ' • Nearly half of non-users would find improvements in materials and technology sufficiently attractive to increase their library usage. o More than half, but less than two-thirds (60%), of all respondents Indicate a willingness to pay more to maintain existing library services if faced with a possible service reduction. ' • A third to slightly less than one-half of all respondents would be willing to pay more for specific improvements in hours, materials, ' electronic services and children's programs. In May, 1997 a survey was conducted at all library locations to determine customer satisfaction with materials and preferences for various types of materials. The results of those surveys will be available in July of 1997. 35 1 ,q �jy 'i m { m�' �g � o "� '.1 a � �;t 3 " ��i 1 7 m c �. r °�. r �, ��� ', �� i �; '� �� i i CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Section IV: Annual Performance ' A. Performance Indicators Objective Provide all Contra Costa residents with equitable access to public ' library services, including well-trained staff, accessible facilities and up-to-date collections. 1 The California State Library annually publishes a summary of statewide library data that encompasses a variety of areas. The report is based on the prior fiscal year. In addition, the Public Library Association annually publishes similar statistical data for public libraries nationally. Performance Indicators Key performance indicators include elements in the following areas: hours of service • volumes held • funding ' • staffing levels • circulation • reference • borrowers ' For FY 1995/96 and FY 1994/95 these key performance indicators are ' indicated on the following charts. Outcomes There can be no argument that the Contra Costa County Library is an extraordinarily cost-effective organization. With ' funding levels 40% below the national average e it consistently provides services at an above average rate. However, it is only through the efforts of a very dedicated staff that these outcomes are achieved. 36 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Hours per Open Ca pita P P d4 CCC Library California47 ❑1994/95 ®1995/96 0.000 0.010 0.020 0.030 0.040 0.050 0.060 ' Figure 12- Hours Open per Capita • The hours open per capita are at the statewide average. ' Circulation per Hour Open CCC Library s California Ell 994/95 ' ®1995/96 0 20 40 60 80 100 Figure 13 -Circulation per Hour Open • Circulation per hour open is 26% above the statewide average. 1 ' 37 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT ' Percentage of Population that are Registered Borrowers CCC Library ° California °- ❑1994/95 ' Nation 2°k ®1995/96 0% 20% 40% 60% 80% 100% ' Figure 14 - Percentage of Population That are Registered Borrowers • Registered library customers per capita are 35% above the ' statewide average and 17% above the national average. ' Population Served per Staff Member CCC Library ------------ Cafrfornia t ❑1994/95 Nation ®1995/96 ' - 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 Figure 15 - Population Served per Staff Member Contra Costa County Library staff serve 69% more residents than the statewide average and over 200% more than the national average. However, the impact of funding levels 40% below the national average ' also result in some below average outcomes. 1 ' 38 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Materials Expenditure per Capita CCC Library 4' 100 :55 ❑1994/95 I®1995/96 California 1' - 5 Nation $- $1.00 $2.00 $3.00 $4.00 $5.00 Figure 16 - Materials Expenditure per Capita • Spending for library materials is 12% below the statewide average and 60% below the national average. Circulation per Capita CCC Library ❑1994/95 California 011995/96 Nation 0 2 4 6 8 10 Figure 17 -Circulation per Capita • Circulation per capita is 37% below the national average. 39 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Reference Questions per Capita ' CCC Library �0. ❑1994/95 ®1995/96 California Nation 4 0.00 0.25 0.50 0.75 1.00 1.25 1.50 1.75 Figure 18 -Reference Questions per Capita • Reference questions answered are 18% below the statewide average and 36% below the national average. Comparing the last two fiscal years shows a modest pattern of success for the Contra Costa County Library compared to other libraries in the ' state. • Hours open per capita increased at a higher rate then the state, primarily due to the opening of the Clayton Library. ■ • There was a modest decrease in the population served per staff ■ member. ' • There was an 8% increase in Contra Costa County on materials expenditure ' per capita while statewide there was a 9% decrease. • The library matched the patterns of increase in circulation per capita and the decrease in reference questions per ' capita statewide. 40 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Objective Provide all Contra Costa residents with the benefits from the latest methods of information access by incorporating new technologies into the library service program. Performance Indicators The implementation of information technologies continues to enhance the resources available to library customers, as well as attract new customers as a result of new methods of access. Over the past year ' the Contra Costa County Library has implemented the following new information technology systems: • online full text magazine and newspaper articles • online full text business databases • online full text health databases • patron self-service features, including holds and borrower information • Personal Access system for off-site computer-aided access to the library catalog, databases, and self-service features • Internet access at all locations Outcomes Public response to the new services has been very positive. The ability of library customers, both on site and off site, to place their own holds for materials has not only created an increase in the number of holds being ' placed but has freed up staff time from this mainly clerical task to be able to provide more information intensive services. In house access to the Internet has been extremely successful and provided library customers and staff with broad-based access to world-wide information resources, previously unavailable in many locations. 41 CONTRA COSTA COUNTY LIBRARY_ 1997 DEPARTMENT PERFORMANCE REPORT Objective Provide local library service keyed to the needs of specific communities and resulting in enhanced community support and funding. Performance Indicators Levels of local community support continue to be critical to the growth of library service in the county. As the library is able to structure its program to meet specific local community needs, local support has been increased. ' Outcomes As noted in the Section on Partnerships, the library has continued to be successful in attracting community partners in funding library services. Much of the focus of the library study was on stabilizing those ' partnerships and the resulting funding. Cities and community organizations provided $990,000. The Town of Danville completed the construction and opened the new Danville Library in August 1996. The 17,000 square foot facility is part of the new Danville Community Center complex and was totally funded by the Town of Danville. The Friends of Crockett Library secured funding from the Crockett Foundation which provided six additional open hours per week and enhanced services for the calendar year of 1996. The Crockett Return to Source Funds Oversight Committee is recommending the expenditure of $10,000 for calendar year of 1997 to continue the extended hours. The Friends of the Rodeo Library received a grant administered by the Rodeo Municipal Advisory Committee which provided six additional hours per week for the 1996/97 fiscal year. The recently completed management study on library services was jointly funded by all 17 cities served by the county library, as well as the County. Costs were allocated based on percentage of population served. It is evidence of the commitment to library services that all cities were willing to utilize scarce local dollars to join in this key study. 42 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT B. Accomplishments 1 The most noted and visible accomplishment of the Contra Costa County Library was the completion of the joint city-county funded study of library ' services in the county. As a result of years of budgetary crisis and Increasing desire on the part of city stakeholders to have greater input into library decision-making, all 17 cities and the County jointly funded a management study by David M. Griffiths & Associates, Ltd. The study completed an exhaustive analysis of the operations of the library and concluded that : ' • • r eff • • -'rated '• • jthere:iq - r • • • intaih • ��.�Zonfederati6n of • count The consultant also noted that: "Regardless of how fibrary services are organized and governed, current funding is inadequate to provide quality 'ibrary services on a county-wide basis over the short or • e • - However, in response to the continuing city issues, the consultant found that: - current organization and governance approach needs to be mod . - . . . . participating concernsjurisdiction • - incentives jurisdictions to continue to • • . 43 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT v The resulting reorganization was approved by the Board of Supervisors in April 1997. The Reorganization Operating Plan is included as Attachment B. While maintaining the current commitment to levels of library services throughout the county, the plan creates five library service regions for the purpose of gaining and governing new revenues. While the overall structure of library services has been studied in the past year, the library has continued to forge forward in its provision of new and enhanced access to library services, utilizing the best of information technology. As noted in other sections, access to the library has been opened up for offsite users through the Internet and dial in services. All library branches and outlets now have access to a wide array of on-line indexes and full text files of magazines and newspapers, as well as the Internet. Library staff continue to hone their skills with the new information technology, thereby both providing a higher level of service and educating users on accessing services themselves. tIn a year of significant concern regarding the future existence of the library, library staff continued to deliver an excellent level of service. Through the introduction of new offsite services, the library was also able to attract new customers. 44 i m O z M < vn mr, nr � m zG) m D z v CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Section V: Challenges And New Directions ' A. Challenges . ' Update on 1996 Challenges In the 1996 Department Performance Report the major challenges outlined included: • Alternative access to library services ' Alternative access to library services has begun to be addressed by the implementation of the Personal Access system. • Library study results The library study results were released, reviewed and adopted. Resource allocation and availability ' The library study established a resource allocation system. • Staff recruitment and retention While staff recruitment was more successful in9 eneral over the past year, recruitment of high quality professional level staff continued to be a challenge. In addition, retention of professional level staff became an even more major issue. r • Staff skill development Technology skill development was an area in which the library ' continued to focus successfully but it remains one in which any organization must commit ever greater staff and financial resources. New Financial Resources ' While the needs of library customers - and non-users - will continue to develop and change, and the library will continue its tradition of excellent ' utilization of available financial and staff resources, the reality remains that it is still not enough. The true challenge to the library is not to ' continue to do more with the same or less but to develop the partnerships that will ensure more resources being made available for library services. 45 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT As part of the reorganization of library services, general agreement and support was reached to place a parcel tax on the ballot in 1998 in the ' five regions. It will be an immense challenge to have success with the voters in such an undertaking. However, with the controversy of the library study and its resulting recommendations over, the findings of the study should position the library to be successful with its stakeholders, including the voters. Internet As library customers utilize more information technology resources the issues of equity and access to such resources become more paramount. In many communities the public library will be the only freely-accessible public institution that provides access to the ever-increasing universe of information technology. The role of the public library in this arena needs to strengthened and supported. Simultaneously the issue of access to an ever-increasing variety of materials needs to be addressed, particularly in the area of access by minors. Public libraries have historically defended the right and role of parents and guardians to determine what library materials minors may use. This is in the long-standing tradition of respect for First Amendment ' freedom of speech. This long-standing policy is being tested by the new technologies. As legal and community issues emerge in this area, the rlibrary will be challenged to assess and adapt as needed. Facilities During FY 1996/97 the library is completing a comprehensive study of the updating and upgrading needs of its current facilities. In addition, several communities are currently engaged in planning for new facilities - Oakley, Lafayette, Orinda. Other communities are beginning the needs ' assessment and feasibility planning process. With an average facility age of 35 years and over half the facilities below a bare minimum standard of 0.3 square feet per capita there is a significant need to address long term library facility planning. 46 CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT B. New Directions ' Last year two key questions were posed about the County Library. 1 . Will there be a County Library? 2. What type of library should it be? ' There will be a County Library, it will be significantly similar to the one we know now, and it will include changes that should result in enhanced ' resources for library services. The new directions for the library are in the area of refocusing community library services. As the library looks to community partners in library services, the library itself will need to restructure its focus. Libraries are q09, moo quintessentially community organizations. ' Building on that relationship will strengthen the organization both within the community and, hopefully, financially. Internally the Library will need to work to refocus many of its activities and staff resources on community partnerships. Externally the library's community partners will need to become educated about key issues in library services in order to enhance the ability to make good decisions. Many of the activities of the library's goals and objectives for the coming year focus on this portion of the reorganization. While much of the discussion regarding the reorganization of library services was very divisive internally, the refocusing on community ' partnerships should help the organization heal. That refocusing, coupled with a more stable base level funding as a result of a stronger economy, should allow the library to progress. Finally, success with the voters ' should allow the library to emerge stronger and more successful in the provision of quality community library services. ' 47 ' CONTRA COSTA COUNTY LIBRARY 1997 DEPARTMENT PERFORMANCE REPORT Section VI: Attachments Attachment A - Contra Costa County Library 97/98 Annual Work Plan ' Attachment B - Contra Costa County Library Reorganization Operating Plan 48 Al r C1 CD � CDcoCDti rn rn ti 0) 0) a)O rn 0) rn rn rn t+ O N N OO .ncc O cu cn O r O IM L) C U U Li O O N cm O +' 06 C6 N �? N (D N � N D N C) O O c O N O O O O O j O O O U (D a) N N U U U U cn N Co c cli (n ai Ocn O d cn o VN N cu o c cn c cu c p O cu c a, o o ca 0 H ° N O -4"—_- ' .o co U oco O W d C1 U C: U Q Q a (n O O cn N ` .- N 'D n c O O C. Q c co G. ca a? N OU cc oN -vaO (DcU -a o Q O :O p U C O > NoN 91 (D a O N (n >: v ca U) c 7 CD oo = U o . ++ fl, r N (6 L (Dp 4 ' V O co Di N # t •c 'c U U (6 U) C aN. ; N :3O N E in cn ' V S N c R O O 7 N O O Q a — N O d U U N 9+ O N Q 3 C N Q O a - o .r o a� cE CC U) m c. o C: -CL a� a� Co cc O cn U O cn c -p O U W E co W O O .Q a 1Q IL r N �> G N �O M p ECL N znc m > > o > > > > O .a U U Ho O v U U p U N U U -p N N C7 O Q Q O v Q Q cn Q Q Q Q c � rn _ rn 00 CL E V 7 L Q� VJ VJ cu N CU ' ryy p a N c o rHi� Z a co L 00 C d1 0 N G1 L O O CL p C6CU 3 0 CU �t H C d Q d > ! o 0o 0o O rn rn .� 4) L L W W o U- V/ N c ami C c ca — N ca 0 c� a) Z L cu ///�� C L .fl L VJ o O L O O L cu ++ C AAp N a) a) WM (� N ++ .U) J a) C 1�i� V J U o W L C O C J QJ C U Q C O O Q � Dfn0 Q � Ucn m > U N L � � Z z N U a N' ocn ° o Co Q 3 a) C00 N �7 W v = .a► L L 0 vi o c U a y 3' N o CU o o v N Q- L > E H U 'D. �_ Cb .O (a N ! C O N = U C 01, Z ++ d U d. L C r. O C O0 co O C c Q. cu U d. 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' > > .�' > 3 Cc Y m � > > > N > ' OV Q Q Q O = 0 O u>i QaQ cca r+ co to CF) Q CD C +•+ ami c ' V U) o a) a) O O m cc Q cu (n p 'y M Q C C C ZZ p O O C U Q Q p Ch a � o a N ea 00 a a m H N Co' O ►� O 'a - co rn N C a) C cc ' Z W N ca > t V ON � � U c = -a Q� y _ N CrN 0. Z a > a O "- CO) �' o 0 cn U ° cn w ,' M c m E 102 d N ' y a) my O o c aa) ' d O cn _ c N OL. Q o = v cn ca eo a3i a p o O +): rn ' W c v c N •� N -p MO et C cp a 70 ' .3 > CC p E A= Q ° Q 1 O ti C 0) 0 rn cc C a) G c 1 p C U (� O O O O O O 1 CLC �m O � O � C (n O O fl. N N N N N N go, (� N U a 1 z N c a.1 a a) 00 �.+ c a a N t 1 a CL r o = 1 C a o � z cu cu ►� x N ' O U C z w d c Q. 00 �" ON 1 > *N rn tT c�a + . t1 Z �- c G +. a) 1 O N N cu N O U 1 N Ch N. t4 CCU L O O r p = cu t �- C +dt2 O t1 1 3 0 -t3 O tv > tOC > a t� N U Q N Q N Q c06 Q N r' 1 ' ti ti ao ao ea w 0) rn c rn p; rn rn a) CU a) co 1 ti rn 0)C' O' N N �' p�j :r+ a -0 cc �-- cB a) a) O. O O O C C 1XEI �. U> 1 rn c a) L a) a) cu m C: a fl. CUcu OL a c 6 0 0 0 C O N - O C N U cu cu � m 1 Fi'Icu 0 J O O O U O 1 � a v cv oc°'n c(DQQ QO '—' a W a) cua c` O 3 C s O 00 0 O O UO c 1 d J N rr I N d W a) C W ►'� p U cu v 'a a N 1 H Z c v) a) O W n. N O C L N C O .0 gip. ;: C Ocu 4- C O C Y Ucu 1 '� — m '2 m a) a) xELL °' 0 0 a) 0 a) E U CD �'0 C o m Z c° a M o O uS a c� CD Zco H _ 3 E � U 1 o N 9 -0 _ ca 6 a > cu Noi 0 Q N C rn s E c H' ca c a) a) E o U) -� ca v-' 3 Y c6 L -0 ca cu G d 3 '� (� Z cv •� •U O ,= O — C f6 Q C f6 O m: 3 E 0 }' 0 +�+ � E VU u N _ O _ 0 O ' = O C 01 C N >, Z -a 4- N O y N o N v Q 'a CL L- cn •� Q C C N > (B QO > > N O 3 .M •cU cu O X O O -O d r H V' (L O W IL C tcu ' •• o*a iii � co 3 tci io rod L- .mac .?'C. `� O 0, i 0 L) o 0 Ol = cu-2 i0 .,., d Q . Q ,� QN Q Q � 1 .... .... 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O O O .N > O Q Q Q = a c V > > >cu Q U W c cc m O N (` C (c E CD d� Q0 QJ Q Q Q 0 a ISI N c �_ L �• C 3 O C9 Z CIO cm �'an I/ V 0 (D 0 O c (Q N > d Q R HZ Z o ' a aa) a ° ° N V 00 ►� �_ >(a, Q cc o o L c o o — •� cn >, 0)cc . Y c N O f6 r.L CL > O .D Q O c C ca U N DN N v O 3 v •CccO > eo N ca N U 0) N N a O O O in d C CD U O N d N to N .' Q. 'C C O. ~ M(n N V > 1 N = o -0 r � � � 0 co N t 7 -c s t N •N V N N d N N c 0. =3Cn .� m ui a) 0 � .� : CL r O E U N N Q N W W a !- a>i U to d +�• d 13 > N c0 > c N M N > p Q v O .N v O +�. J V N U — U X U O U U Q Q N Q Q W0:1 Q 0 Q Q �' i ' O 0 as a � � E � � o v a` '- a o m a 'Co a LL' c c c z as a cc 0 O !� O .c co Qcu 06 _ .0 �r✓ fl. c a O a) ca tLS s- > g C ` c .r Z > L C6 m O as cB N 2 cm GV -lid t!3 o O 0 C O M +. c > a> cv ns m � cn�' ay C� co� O _ o Co cn �" E > ci ,� cn a c�Laa� c o � �- cc o T o aN H � ao _ c ti m com cu O Q h O cu 0 Ci > O p OCC d m c OCU a Q Q. Co 0) .2 0 O c C me 00 0a No. a) c aCc c oQfl. o o us U -o ,�, x v o = as 0 m ° CD o CL oa o � Ct uW -a m 1q� c > q .0 t1t U c00 ay �• «. «. .� +. a i Oa QED d > c QcnC} Q Q Q = Q N 1 C � � O �- rn rn rn IM C � rn C :c c c c U Q mU rn rn rn' � ' 0 0 0 0 L fn N O C. c C 0 c f6mCo:: N Cu ' N N N CU M Cu Co Cu 0 06 cu d LL1 mr off] W' p O J' ' r"'" p., •a N L'. 0 Lam'. :� LL W ��:'. Q1 -OC U VIN !nCu ¢ O ¢ O' N to Dmf ¢ gyLCD ; � m c w cc m E -° M o- c d i ON O = cc 'c v� U oo L m 3 a c ca < ,; cc m rL.a cc = c. ea c = Y o� m m •� _ 1 z ~ N4.0 -� L L L °' cc _ c!O Cc LL L 4)m Cu cc a o, •3 3 3! 3 f+ o ccCD M 'FaL V v mem � � � cc Cc w ' to D 00 OD 0) e- rn c U (Da� cu t0 tQ CD ...! J cu J fn v) _I O cu v v N N Rf R5 Im � a ad Q v° a a a `� � a ¢ a 0 o co CD cc r- � a 0 w C A .o v cn � U cn u c cu 0 c ° m ON o a` a o d03 m > U) Q- C O co E 4= 0 m 1 G C U 'a �►- Il. v C tLS > Q. Cc In tm 03 G) -- C -p N m C V N C 0 v tQv- O Q N .+ O e`a c Y CA0 � E v c x o o — . v <vi 3 c m c c` vim' v d a) p. v vi > ;c ren u°> D 0 -0 m a> c 1, 1 o 3 cc 0 U U U U U 0 U U U m Q .. -o N to U` ' 0 .Q > > > > > > > > d > 0 V m U U U U U U j 0 ' CD 0.m Q C Q Q Q Q Q Q Q 4>' < n N 0) 0 a a`) (D a� rn 0) rn 0) 0) cn L L L L L cu cu m cu (D N N (D c U c U c U c U c U 'y to rn 0) ca > m (> ca M > ca > C — — cu O O O O O O O a ma ma ma ma ma a �a� a� (D a� aD (D a� _jFE acns O caO O v ami co u00 N upi o cu Y c � o to cp cn L C g cn cu Z p p p Q A p L U) L O V N C6 •� _ 1cucn rp+ — .� a) m fl. C N a) O O (/� '(DD E OO Q a O L > Q � � � U 7 N C o rn L p o O a) ' V N a) C. N p) p p O N Q N U Q 3 C N cn �. 13.O m Otm d f6 O c G N CO M m cn Ll (6 4) a) a) E C_ C a) r NC p C U Q > ca O a) N U = LL CL O U U d > 4) > O > a) d > > > > > n cu Q Q Q Q Q n M 1 W 100 .0 - 0) 1 E E E O O U U IIcy O z o � o cu U U rn An m c=a L LCD ' o •o o w a w a J U o x N CO O � CD z J J O O N O U +. U .. O O +. O o IV a C% O •o '� v1 Cu Q > c U A o o ° (D Cj) a cn to E a7 :3 ca E o 0 i>-% Eco as v Z C `° a °' Lw L O O a co Q CC 0 E N - m ca Q Q "C3 'O d1 i N _N .� CC U 4= O O N d £ O U U U 0 O O a y CD 00 0) r O r m (V > > > .' o Q a a a a 0 in Q I �' '� p.p. �.,�. t'7► � '' tD i CONTRA COSTA COUNTY LIBRARY REORGANIZATION OPERATING PLAN ' JUNE 1997 ' LIBRARY ORGANIZATION, FUNDING AND REGIONAL GOVERNANCE 1. The County Library shall provide library services including: ' a. communityservices, including operation of all library facilities and 9 p community library services in five regions in the county ' b. countywide services, including branch and countywide administrative services, countywide public services, literacy services and detention facility services C. support services, including automation, technical services and collection management ' d. administrative services, including general library administration, shipping, community relations, graphics, volunteer services, facilities management and capital projects ' 2. All library employees will be employees of Contra Costa County. ' 3. Base level library services are defined as the current level of County-funded services and hours for all services in Section 1. The cost of such services may be adjusted annually based on increases in the operating costs of each of these ' services. 4. The five regions are: 51 . � .: ' East Antioch, Bay Point, Brentwood, Oakley, Pittsburg Central Clayton, Concord, Martinez, Pleasant Hill Lamorinda Lafayette, Moraga, Orinda ' South Danville, San Ramon, Walnut Creek, Ygnacio Valley West Crockett, EI Cerrito, El Sobrante, Hercules, Kensington, Pinole, Rodeo, San Pablo ' 5. Each region is comprised of all the incorporated and unincorporated areas within the region as legally defined. 6. Each region will have a regional board comprised of: ' a. One member from each City Council from each city within the region, to be appointed by each individual city. ' b. One member of the Board of Supervisors, to be appointed by the Board of Supervisors. C. One member representing the unincorporated area within each region, to be appointed by the Board of Supervisors. ' 7/1/972:49 PM 1 q:Veorg\agree.doc ' CONTRA COSTA COUNTY LIBRARY REORGANIZATION OPERATING PLAN ' JUNE 1997 ' 7. Regional boards will meet a maximum of once each quarter. 8. All staffing and costs associated with regional boards will be borne by the cities ' within each region and not from library resources, except to the extent that library staff are needed to assist in the meetings. Library administrative staff and branch managers will attend every regional board meeting and work closely with the ' boards, cities, and communities. 9. The charge to the regional boards is to determine service needs and hours of operation within its region for those services and hours that are funded by new revenues and growth on existing revenues over and above those revenues ' needed to fund base level services. 10. The regional boards are not charged with the management or oversight of library ' operations or involvement with labor relations. 11. The Board of Supervisors remains the overall governing board for the County ' Library. It is the clearly stated intent of the Board of Supervisors to enact the decisions regarding new revenues made by the regional boards. ' 12. Annually, the County will meet with each city manager to review library services at their request. ' 13. Funding for library services will be allocated as follows: ' a. All annual library revenues are pooled. b. Annual costs for all base level services are funded ,from the pooled ' revenues. C. Any remaining revenues will be reallocated to any region which generated revenues in excess of the cost of providing all current base level services library-wide, based on a proportional return to source principal. Library services to be funded by such reallocated revenues would be determined ' by the regional boards. CENTRAL LIBRARY 1. The Central Library is guaranteed current County-funded levels of hours and ' services. These hours and services are considered base level services. This includes both countywide public services and community services. ' 7/1/972:49 PM 2 q:Veorglagree.doc CONTRA COSTA COUNTY LIBRARY REORGANIZATION OPERATING PLAN ' JUNE 1997 ' 2. In order to maintain the current level of hours and services an additional $600,000, subject to annual increase based on operating costs, will be jointly funded by: ' City of Pleasant Hill $200,000 County $150,000 ' Ballot measure revenues $250,000 ' 3. Ballot measure revenues will be contributed equally by all regions at $50,000 per region, subject to annual increase based on operating costs,. 4. If there has not been a successful ballot measure by November 1998, the funding will be subject to re-negotiation. ' BRANCHES ' 1. All regions are guaranteed the current County-funded levels of hours and services at all branches. These hours and services are considered base level services. 2. All outlets are guaranteed the current County-funded levels of hours and services. These hours and services are considered base level services. 3. The County, communities and cities will work cooperatively to identify all areas currently underserved or expected to be underserved in the near future. ' 4. As a region generates current revenues from within the region in excess of the cost to provide all current base level services library-wide, that region shall utilize ' those proportionally reallocated revenues to enhance services or hours or to reduce current buy-up contributions. ' 5. The County will fund up to $1.5 million to expand and renovate the existing Concord library. The City of Concord will fund at least $1.5 million for the same ' project. The $1.5 million from the County shall come from funds other than those currently designated for non-capital library operations and other than those from future ballot measures. 1 If the City of Concord withdraws from the County Library within 5 years after the time that the facility renovation and expansion is completed, it shall return to the County the full $1.5 million in facility funding. If the City of Concord withdraws from the County Library anytime within the next five years, it shall return to the County an annual diminishing scale percentage. 7/1/972:49 PM 3 gAreorgXagree.doc CONTRA COSTA COUNTY LIBRARY REORGANIZATION OPERATING PLAN ' JUNE 1997 Year 1 100% Year 2 100% ' Year 3 100% Year 4 100% Year 5 100% Year 6 85% ' Year 7 65% Year 8 45% Year 9 25% ' Year 10 10% Year 11 0% 6. The County will fund an additional $170,000 annually, subject to annual increase based on operating costs, to expand hours and services at the Concord Library, at the time that the facility renovation and expansion is completed. Such services ' and hours shall be determined by the City of Concord. These additional funds shall come from funds other than those currently designated for non-capital library operations and other than those from future ballot measures. ' 7. At the time that the City of Hercules has completed the construction of a library facility and it is ready for operation, operations at that facility shall be funded from ' the current revenues of the County Library shared equally by all full-service branches. Hours at the facility would be equivalent to the base service hours funded for all other branches. Funding for operations at the facility would be equal ' to the average cost of base level services at EI Cerrito, EI Sobrante, Kensington, Pinole and San Pablo libraries. PERFORMANCE CONTRACT ' 1. It is agreed and understood by all parties that library service is today and should continue in the future to be operated in a quality manner at a competitive cost. ' 2. Library services are now being provided in such a manner through a single service delivery agency, the County of Contra Costa. 3. If it is determined in the future by a region that service delivery can be achieved at a documented long term similar service cost savings of 10% or more, all parties to this agreement shall meet and confer over cost of services issues. 4. If agreement is not achieved, the region, upon unanimous vote of the regional board, may withdraw from the County Library giving one year notice at least 90 days prior to the end of the fiscal year. 5. Any region withdrawing from the County Library would take with it the property ' tax revenues generated within the region. ' 7/1/972:49 PM 4 gkreorgkagree.doc ' CONTRA COSTA COUNTY LIBRARY REORGANIZATION OPERATING PLAN JUNE 1997 ' NEW REVENUES 1. Any new voter-approved revenues shall be generated on a region-specific basis ' and spent for services within the region. 2. Each region will structure the use of proceeds of the ballot measure based on ' regional needs. 3. Each region shall contribute towards a portion of the funding for the Central Library from the ballot measure proceeds with each region contributing $50,000. ' 4. County-wide regional ballot measures for additional library revenues shall be placed upon a ballot in 1998. ' 5. Within a region an individual library service area or city could place an additional measure on a ballot for area or city specific library service or library facility needs. Such issues will not be placed on the same ballot as the county-wide regional ' library ballot measures. 1 ' 7/1/972:49 PM 5 q:VeorgXagree.doc Y ' DAB THE BOARD OF SUPERVISORS OF CONTRA COSTA COUNTY, CALIFORNIA Adopted this Order on July 15, 1997, by the following vote: AYES: Supervisors Rogers, Uilkema, Gerber, Canciamilla and DeSaulnier NOES: None ABSENT: None ABSTAIN: None SUBJECT: Private Industry Council (PIC) Departmental Performance Report Arthur C. Miner, Executive Director, Private Industry Council, presented both an oral and written report on departmental performance for Fiscal Year 1996/97. Subsequent to the presentation, the Board took the following action: 1. ACCEPTED report from Arthur C. Miner, Executive Director, Private Industry Council (PIC), on departmental performance. I hereby certify that the foregoing is a true and correct copy of an action taken and entered on the minutes of the Board of Supervisors on the date shown. ATTESTED: July 15, 1997 Phil Batchelor, Clerk of the Board of Supervisors nd ounty Administrator me Wamp er, Deputy erk cc: County Administrator Executive Director, PIC ^ ,,tpU57RY t e E` CO ` ` ® DATE: June 16, 1997 tir4q COSTA GOJ . TO: Phil Batchelor, County Administrator PRIVATE INDUSTRY COUNCIL 2425rdLane,Suite Concord, ,CA 94520-489191 (510)646-5239 FROM: Arthur C. Miner, Executive Director FAX(510)646-5517 ccpIc@Pic.co.contra-costa,Ca.us, Private Industry Council EXECUTIVE COMMITTEE SUBJECT: PIC DEPARTMENTAL REPORT RON WETTER PIC Chair Pacific Gas&Electric Company FRANCOISETHIMON Attached is the 1997 Annual Department PIC Vice Chair Payless Drug Stare Performance Report in the format requested. CHUCK WOODS Chair One Stop Committee I believe the annual report supports that the PIC is Charles H.Woods&Associates operating a quality and efficient program. Last JOAN KELLEY-WILLIAMS Chair Workforce Development Committee years report highlighted the uncertain future of 8"C0 federally supported -employment and training ALAN NEWELL programs. The short term future of federally Chair School to Work Committee Antioch Unified School District funded employment and training programs no RICHARD FOLEY longer appears to be uncertain, the challenge Member at Large instead is how to integrate the programs into Carpet,Linoleum&Soft Tile Workers Local 912 comprehensive local workforce development systems. DIRECTORS ACM:bj Nancy Atkinson Myrtle Ballard John Cullen cc: Board of Supervisors Tula Economou Stephanie Ferguson Private Industry Council Members Joe Goglio Carolyn Graham George Hamm y:picoffice\dptrpt97,doc Cara Rubenstein Hoxie Beth Lee James Lopeman Susan McCormick Charles Spence Cindy Turner EXECUTIVE DIRECTOR ARTHUR C.MINER CONTRA COSTA PRIVATE INDUSTRY COUNCIL DEPARTMENTAL REPORT Page DEPARTMENT OVERVIEW ................................................................1 RESOURCES........................................................................................1 CUSTOMERSERVICE.............................. ........................................5 ANNUAL PERFORMANCE...................................................................7 CHALLENGES AND NEW DIRECTION................................................8 ATTACHMENTS 1. PURPOSE STATEMENT............................................................12 2. DEPARTMENT ORGANIZATION................................................14 3. CONTRACTOR LISTING.............................................................20 4. PROGRAM FUNDING LEVELS...................................................22 5. STAFF DIVERSITY........:.............................................................25 6. PIC ROSTER................................................................................26 7. DEPARTMENTAL TIME CARD.....................................................30 8. DEPARTMENTAL EMPLOYEE EVALUATION PROCEDURES.............................................32 9. CAPACITY BUILDING TRAVEL CORRESPONDENCE................33 10. INCOME ELIGIBILITY REQUIREMENTS......................................36 11. PICTRENDS NEWSLETTER.........................................................37 12. MARYLAND CUSTOMER SATISFACTION SURVEY....41 y SECTION I - DEPARTMENT OVERVIEW A. Departmental Responsibilities The primary purpose of this department is administration of the County Job Training Partnership Act federal grant (DTPA) providing job training and placement to the economically disadvantaged and retraining and placement to the dislocated worker. Subsidiary activities are to provide CDBG funded business counseling, to collect Labor Market Information, to facilitate a Summer Youth Jobs Program, and to host a Small Business Development Center (SBDC). We also participate in a GAIN job development program for the Social Service Department. (See attachment #1 for a more complete departmental purpose statement and explanation of service programs.) B. Organizational Structure Attachment #2 contains an organization chart and listing of staff duties and responsibilities by position. There are 18 authorized positions. The SEDC is hosted by the PIC for purposes of operating the State SBDC grant. Additional support is provided by a third position that provides DTPA funded entrepreneurial training and CDBG funded business counseling. The remainder of the positions are involved in the central administration and operation of the DTPA program. Assignments tend to be functional rather than programmatic. Direct services to participants are almost exclusively provided via service providers under contract to the PIC department. These service providers consist of government agencies, educational agencies, CBOs (community based organizations), and private for profit firms. Attachment #3 is a list of current PIC contractors. SECTION II - RESOURCES A. Financial Resources All departmental revenues are from federal or state grants and private donations. No direct County general funds are budgeted to support this department. y:picofficeldptrpt97.doc - 1 - 1 Federal employment and training grants limit allowable administrative expenses to a maximum percentage of either 15% or 20%; since this department contracts out the direct provision. of participant services, our residual administrative allowance varies between 6% to 15%, depending on the program. The majority of the Departmental funding is from JTPA (Job Training Partnership Act). However, as the Department has broadened its scope from just administering the federal JTPA grant to one of participating in a local workforce development system, it has cautiously expanded its focus and revenue sources. For FY 97/98 new revenues are projected to be almost $7 million; with carry in the total projected gross budget is $7.8 million. Attachment #3 lists new revenue by program for FY 97/98. Approximately 10.5% of the budget is from non JTPA sources. B. Personnel Resources This department has 18 authorized positions, all but 2 of which are currently filled. The staffing pattern is: Executive Director 1 Deputy Director 3 SBDC Director 1 Staff Analyst ill 3* Employment Specialist 2 Administrative Aide 1 Administrative Assistant 1 Executive Secretary 1 Accountant 1 Supervising Account Clerk 1 Secretary 1 Account Clerk - Experienced Level 2 * One position under classification review. — 2 — y:picofficeldptrpt97.doc a Attachment #4 contains an organization chart and listing of the duties and responsibilities of each position. Although there had been some modest recent staff increase due to the SBDC, LMI, and establishment of a centralized job order system, no additional permanent positions are anticipated in the near to immediate future. Due to the current federal emphasis on reducing the deficit and eventually balancing the budget, level PIC JTPA funding is forecast. C. Affirmative Action The current PIC staff of 16 consists of 4 males and 12 females. Racial breakout is 12 White and 4 African American; there is a disproportionate number of females, and Hispanics and Asians are underrepresented. Diversity by class in order of salary level is displayed on attachment #5. The Board appointed Private Industry Council consists of 20 members of which 9 are male and 11 are females. Racial breakout is 18 White and 2 African American. Attachment #6 is a listing of the current members of the Private Industry Council. D. Sick Leave During 1996 a total of 1248 hours of sick leave were accrued by full term PIC staff, of which 840 were used - a 68% rate or an average 5 hours 26 minutes per month per PIC staff member. This department is not funded via the County general fund; to meet cost accounting criteria of federal .and state grants we have a positive time reporting system (sample time card Attachment 7). This requires PIC staff to record and allocate work and leave hours on a daily basis. All time cards are counter signed by the immediate supervisor. This process is designed to insure accurate time recording, informed supervisors and accountable staff. Since administrative expenses are limited by our grant funding sources, our staffing pattern is sparse. Staff that are absent for any reason realize that their work will remain undone while they are absent and be waiting for them when they return. Since we administer a service program, staff are y:picoffice\dptrpt97.doc — 3 — somewhat dependent upon each other in accomplishing inter-related tasks within a team environment. Hence, were a staff member to abuse sick leave, our current structure would cause peer pressure to supplement and reinforce normal supervisor/management controls. I have also expanded my comments at staff meetings to include a reference to sick leave and the Board of Supervisors interest in sick leave. In general, however, my experience - reinforced by staff comments - is that my staff tends to come to work sick, raising concerns that others who come in contact will catch their cold and flu. Since we have flex time and a voluntary 9/80 schedule, I do allow staff to adjust work hours and switch 9/80 days to minimize sick leave charges. E. Staff Development All staff are evaluated at least yearly. Those staff still under the County merit increment system are evaluated in accordance with their merit increment review dates. All other staff are evaluated on a calendar year basis, with an evaluation memo placed in their departmental personnel file. Attachment #8 is a SOP distributed to PIC staff after the Board of Supervisors initiated the requirement for evaluations. At the time of the evaluation I meet with each staff member individually. Professional development is a major point of emphasis. PIC staff utilize the County Training Institute plus DOL and State training programs and sponsored conferences. Capacity building is a major emphasis of the JTPA program. This department receives a $25,000 grant that can only be used to pay the cost of travel, per diem and registration for the in State training of PIC staff and service provider staff. Attachment #9 is the policy for service provider travel. F. Automation Automation has been crucial in supporting the success of this department. We were one of the first County departments to introduce PCs and word processors into the work environment, switching entirely to PCs when Word Star became available. Our ability to automate was a least some what attributable to the fact that we were not dependent upon general funds to automate. Every departmental staff member currently has a PC y:picofficeldptrpt97.doc — 4 — I on their desk. We have just completed upgrading to the Micro Soft Office Pro Windows system, staff training was scheduled during the holiday season at Data Processing for all staff members and interested PIC service provider staff. We have installed a departmental client server system and will soon be upgrading our software to Windows 95 and MicroSoft Office Pro 97. As part of a 4 PIC/SDA East Bay consortium, the cooperative was awarded a total grant of $3 million, the majority of which will be for the installation of an internet based electronic linkage system to automate and interconnect the One Stop Centers in Alameda and Contra Costa Counties. During PY 1995-96 we also came up on the State MIS net, significantly reducing our MIS support costs and shifting file record data storage responsibility and liability from this office to the State. SECTION III - CUSTOMER SERVICES A. Service Delivery System The PIC utilizes a decentralized service provider system to provide access and services to participants. We have four core Regional Offices located in San Pablo, Concord, Pittsburg and Brentwood for intake, assessment, referral, training assignment and job development and placement. For those eligible and enrolled in JTPA we offer a form of single stop services linking the participant with assessment and counseling, supportive services, training and job development and referral. The delivery of services is limited by Federal and State legislation, rules and regulations. However, the biggest limitation is restricted funds. We have two principal participant groups - the economically disadvantaged and the dislocated (or laid off) worker. EDD estimates there are 40,000 individuals over the age of 16 that meet the JTPA economically disadvantaged criteria, plus 50,000 unemployed workers of which I y:picoffice\dptrpt97.doc 5 ' 1 , Y estimate approximately 25,000 meet the Title III criteria as dislocated workers. Our funding allows us to serve approximately 150 economically disadvantaged youth, 500 economically disadvantaged adults and 750 dislocated workers. With JTPA summer youth funds, we are able to serve an additional 1,000 - 1,200 disadvantaged youth. During FY 97/98 we expect to establish 3 One Stop Career Centers, one each in the .West, Central and East portions of our service delivery area. We also expect to establish a full service center for the economically disadvantaged in the Far East, a full service delivery point in the South Central portion of our service area for dislocated workers and to co-locate with EDD, the Richmond PIC and Contra Costa College at a One Stop satellite in the Hilltop area. B. Customer Profile All our participants are either economically disadvantaged (Attachment #10 lists income requirements) or displaced workers. Eligibles that can find employment without our assistance tend to do so once they realize the documentation requirements of our eligibility determination system. Those that access our services therefore choose to do so and have few if any alternate sources of employment. C. Customer Relations ,Participants in our program must meet federal eligibility requirements and be able to document that they do so. There is no fee for service; federal grants are utilized to cover expenses. Applicants access our services at eligibility and certification intake units. Depending on the state of the local economy, we normally either advertise for applicants or job orders. We currently are soliciting job orders. Customer satisfaction has previously been assumed to equate to job placement and retention. However, the JTPA system is currently in the process of developing a list of customer satisfaction questions. When finalized and calibrated, we will have a system for measuring customer satisfaction and perhaps be able to subdivide it by individual service providers. This data would be collected on a sample basis by the UC Research Center when they collect follow-up employment data. y:p i colli ce\d ptrpt97.do c — 6 — Our other customer is the employers. Attachment #11 is a copy of our most recent PICTrends newletter; the entire issue is targeted to customer feedback. This year, in collaboration with several other PIC/SDAs we participated in a $40,000 DOL funded experimental customer satisfaction survey. This survey was targeted to both employers and participants. It measured employer JTPA satisfaction against other sources and for both employers and participants; it not only surveyed customer satisfaction, it identified areas of value that influenced customer actions - allowing for the targeting of resources. Unfortunately, the response rate was such that the data is not statistically valid at the individual SDA area, but it is valid for the employer group in total and for participants in groupings of the North, East and South Bay areas. Attachment #12 is a copy of that survey. SECTION IV - ANNUAL PERFORMANCE A. Performance Indicators The JTPA program is one of the few (perhaps only) programs to have mandatory performance standards. There are 4 standards for economically disadvantaged adults, 2 standards for economically disadvantaged youth and 1 standard for dislocated workers. Failure to. meet or exceed four of the economically disadvantaged standards or the dislocated worker standard two years in a row would lead to the loss of "the franchise" and our program being placed in State receivership. Exceeding 5 or more of the economically disadvantage standards earns an incentive award (or commission). Last year we exceeded all the performance standards. Our standard is determined by the Department of Labor, based on the application of a regression formula to historical results to establish a national departure point. The point is set at the highest of the 25th percentile or the previous years value. This departure point is adjusted to reflect the difference in the participant group provided at the local level and national average, plus the effect of local individual statistically tailored performance standard. In summary the standards adjusted for this SDA and actual performance were: 7 — y:picoffice\dptrpt97.doc 1 y MEASURE STANDARD PERFORMANCE 0 Adult Employment Rate 57.54% 68.10% Adult Weekly Earnings $278.66 $351.00 Welfare Employment Rate 48.91% 70.20% Welfare Weekly Earnings $264.73 $367.00 Youth Employment Rate 47.13% 61 .07% Youth Positive Termination Rate 72.20% 75.57% Dislocated Worker Earned Employment Rate 64.88% 79.66% NOTE: Adult and Welfare rates are measured at the 13th week after termination from the program; youth and dislocated worker rates are measure at time of termination from the program. Cost placement was a performance standard but it was discontinued by DOL. In 1984 the allowable adult cost per job placement was approximately $6,500, in ten years this standard dropped to approximately $3,500 (not adjusted for inflation). Congress more or less prohibited DOL from utilizing cost figures as performance measures because of a concern that program quality and services to the hard to serve were being compromised by the cost per placement performance standards. SECTION V - CHALLENGES AND NEW DIRECTION A. Challenges The largest challenge is continuing to provide services in an environment of reduced funding. Year round (second chance) youth funding for the economically disadvantaged has been reduced 80% over the last 2 years. Currently funding is not adequate to meet demand; there is no reason to believe demand will decrease, even though authorized funding will y:picoffice\dptrpt97.doc — 8 — 1 Y increase only moderately. Program service and administrative costs are not going down. For FY 97/98, it currently does not appear there will be a PIC staff RIF.- Another challenge is the SBDC match. Originally we expected to obtain the match through a cooperative relationship with the Redevelopment Agency, and as a back up through donations from West County to extend a planned part-time West County SBDC satellite to full time. Closer review disclosed that the relationship with the Redevelopment Agency would not be a match; the State SBDC grant funding was reduced by 50%, leaving inadequate funds to establish a West County satellite and the possibility of a West County based donation. For the current year fundraising and voluntary fees are expected to meet future match requirements. To at least partially offset the projected inadequate increase in federal funding, the PIC has established a 501c non-profit corporation. This should increase our ability to generate additional revenues on either a donation or grant basis, but is not expected to come close to allowing us to meet potential demand. The PIC is also restructuring its current delivery system into more open One Stop Career Centers instead of PIC regional offices. This will require integrated collaborative efforts with other employment and/or training partners that would bring additional resources and efficiencies. Although it may be possible to increase efficiency and hence reduce costs, at this point in time it is unclear that other agencies do in fact have offsetting resources available. An RFP will be let at the end of June for the December initiation of One Stop Centers. B. New Directions The largest change on the horizon is the elimination of JTPA and its replacement with an Employment and Training Block Grant. There is an attempt at both the National and State level to integrate employment and training with economic development and vocational education to build competitive high value added national and local economies that utilize a skilled labor pool to successfully compete in the world economy and to y:picoffice\dptrpt97.doc _ 9 _ 1 'II produce stable healthy local economies - increasing tax revenues and reducing the cost of social programs due to the lessening of social ills and transfer payments expected to result from a high employment high value added healthy economy. Regardless if the preceding expectations are sound, we do expect that JTPA will be replaced with the block grant. The timing and particulars of the block grant legislation are uncertain at this time. Legislation has passed the House, and now awaits Senate action. It is possible that the new program cold be effective as early as January 1, 1998. This will be principally a consolidation of JTPA with itself, mandating One Stop Career Centers. Legislation will eliminate the PIC and replace it with something called a Workforce Development Board (WDB). The service area could change to include all of the county. Under the leadership of the current PIC Chair and Social Services Director, the County Administrator's Office, Contra Costa Council, Adult Ed and the Community College Chancellor to name a few, progress has been made to form a voluntary local Workforce Development Advisory Panel. Services will be provided through One Stop Career Centers. These Centers will be based on the following concepts: 1) Universal Access 2) Customer Focused 3) Integration of Programs and Services 4) Performance Driven/Outcome Based We anticipate the Centers will be operational by December 1, 1997. An additional challenge is the implementation of Welfare Reform. We are coordinating our efforts with the County Welfare Department, and are currently under contract to perform a modest level of job development services. Until State enabling legislation is passed, it is difficult to project the effect of welfare reform on our current system, but there certainly will be a major impact. The apparent future emphasis on a work first approach is a significantly different approach to economic self-sufficiency, y:picoffice\dptrpt97.doc — 10 — requiring more interim steps than the more traditional employment and training approach. However, the timelines for aid continuation and the numbers to be served require a modified approach. The introduction of welfare reform into a system in the process of transition holds great promise at perhaps higher than normal risk. The JTPA governance structure in this County has been success oriented, making administration challenging. but rewarding. ACM:bj Attachments y:picoffice\dptrpt97.doc — 11 — Attachment #1 Purpose Statement To administer the job Training Partnership Act (DTPA) of 1982, provide job training or retraining programs to disadvantaged and unemployed youths and adults of Contra Costa County, excluding the City of Richmond provide private sector employers with job ready and qualified individuals under the direction of the Private Industry Council and the Contra Costa County Board of Supervisors and to participate in other activities that will . Service Program Explanation 1. JTPA Title II-A/C - Economically Disadvantaged Residents - This program contains four elements (1) Adult/Out of School Program - assists participants in development and obtaining employment through vocational assessment, counseling, training, job search and placement, work experience and on-the-job training; (2) In School Youth Programs targeted to enhancing youth employment competencies, work experience, internships and "tryout employment" opportunities; (3) Older Workers Program -, assists participants 55 years and older for employment through job search and/or on-the-job training; (4) State Educational Coordination and Grants Program - coordination of local educational agencies. 2. JTPA Title II-B - Summer Youth Employment Training Program (SYETP) - This program, offered during the summer months, provides work experience, basic and enhanced education, skills training, labor market information, vocational assessment, supportive services, job development and placement to economically disadvantaged youths ages 14-21. 3. Worker's Assistance Center - Employment Training Assistance for Dislocated Workers - Training and employment assistance services provided to participants who have been terminated, laid off, or have received notice of either and are unlikely to return to their previous occupation or industry. Includes rapid response to all notices of major layoffs. Over the last few years this program has received increased federal emphasis and funding. y:picoffice\dptrpt97.doc — 12 — 4. Summer Youth Jobs Program - This program utilizes dedicated donations from the private sector, to operate, in conjunction with the California Employment Development Department, the local chambers of commerce and cities, a youth summer jobs program. A new element has been the emphasis on a specialized community service program targeted to middle school youth. 5. Small Business Development Center - This program, funded by SBA (Small Business Administration) CDBG (Community Development Block Grant) funds, private donations and contract services and JTPA Title III entrepreneurial training funds, provides technical assistance to start-up and existing small business, providing economic development and stimulating entry level job growth and self-employment activities. 6. Labor Market Information (LMI) - This program coordinates with the Labor Market information section of the Employment Development Department to annually survey 25 occupation fields which are selected after input from local community, educational and employment training parties. Also collected is training data. LMI data provides background information on local employment demand, emerging occupations, skill requirements and existing training capacity. 7. Greater Avenues for Independence - The PIC has a financial agreement with the Social Service Department to provide job development and placement services to non JTPA enrolled GAIN clients. This service is provided by out-stationing a PIC staff member at each of the three Social Service GAIN offices in the West, Central and East areas of the County. As part of the Welfare Reform emphasis, PIC contractors will also provide job development and placement services to GAIN participants that are not enrolled in the standard Social Service Department GAIN job clubs. y:picofF6\dptrpt97.doc 13 — CONTRA COSTA COUNTY Attachment #2 PIJVATE INDUSTRY COUNCIL PIC ADMINISTRATIVE BULLETIN pas #: 26-97 SUBJECT: DATE: May 1, 1997 X ADMIN OPLANNING TO: interested Party Mailing List OMARKETING ATTN: Prograul Dire�ctors OEEO/AA !'" C/ c�/a- OMIS FROM: A ur tr. Miner, Executive Director OFISCAL Private Industry Council OOPERATIONS SUBJECT: 1997 PIC/SBDC STAFF DEPARTMENTAL ORAPID RESPONSE REF: ORGANIZATION SPECIAL FILING: O Attached is a current PIC/SBDC staff organization chart, with telephone number and staff' position description. At past strategic planning sessions one of the goals established by the PIC was to Improve the communication links between the PIC, its staff and current plus potential service providers. The attached Information is designed to aid current and potential service providers In accessing PIC staff to obtain Information and/or technical assistance. You are encouraged to contact PIC staff with questions, comments (either critical or positive) and other input. PIC staff members have voice mail; and in cases of extended absences, their messages are screened and referred to alternate staff. Hence, if you do leave a message, be sure to state the information being solicited. if you need a more timely answer phone 646.5239, which If not answered immediately, will be answered In the course of the business day. SDA Imposed requirements - if any • are presented in bold. This bulletin updates 12-96 Change I which can be deleted from your files at this time. If you have any questions regarding this bulletin, please contact me at 646-5382. ACM:mt cc: Linda Beattie, SDA Program Manager PIC Members Board of Supervisors CAO County Department Heads PY: picoffice\diskette\pabs\26-97.DOC Retention Period: Until Replaced REVISED 2/26/96 Special SOP Filing: 14 — 16 d CL � c N j G C Y� 75 m(Dl J A CL mN �' >co c U W. I I � I =?o op� m � «Nff Cio I a E w I I E `= ms � r `J� VI� YqQ{ Cpp0 I Y C N H Q d O C N U m e� I fN U z Z) O �d M O � U ` n U � ` a — m LLE 1 C T , d Q o 0� `o mw 1 1 U V c m ui �r��//''�� //rte� V J V J i c cu v >> =Q O U3 < x C) LLI CU c a w 1— N s =�d 0 =v � Z QEE� � >� a 0tea Ocu nmcg $ 10ga. N� L CR g ( A O cc E Gd O c rn= > c c r Z oin N L L r rn rn LO K I r Nra wN L L � c a a a s — 15 — € c STAFF POSITION DESCRIPTION BROWN. TRACEY - Labor Market Information Specialist 646-5023 Responsible to labor market information collection, analysis and reporting including the selection of occupations to be surveyed based on State requirements, community input and emerging industry trends. Also responsible for training inventory. All LMI program questions should be referred to Ms. Brown. CANALE. FRED - Administrative & MIS Deputy Director = 646-5081 Responsible for the Management Information System (MIS), systems administrator for all staff computer systems, provides staff support for the PIC Operations Committee. Responsible for administration of the clerical support function. All questions concerning ]TPA performance standards, MIS forms,- program data and/or departmental computer capabilities should be referred to Mr. Canale. CHANDLER, LINDA - Strategic Planning Deputy Director = 646-5024 Responsible for the general strategic planning with operational focus on One Stop Career Centers and School-to-Work Program development. Provides staff support to the PIC One Stop and School to Work Committees. Supplementary duties include coordination of GAIN and SIT Site Job Development/Placement Program, acting -as departmental training coordinator, and operational coordination of other non JTPA funded employment programs. DANIELS, KAREN Account Rist Clerk = 646-5083 Clerical support to the MIS system including troubleshooting and provision of TA to service provider staff, whose work she monitors. Provides clerical support to the PIC Operations Committee. - 16 - HAMILL BEVERLY - Business Consultant/Entrepreneurial Trainer = 646-5249 Provides in-depth management consulting, coaching and training for the development of new or existing businesses. Responsibilities include administration of the CDBG funding grant and coordination of CDBG funded activities with SBDC and other entities as appropriate; provides JTPA entrepreneurial training to JTPA participants. HAYS, RITA - Marketin LMI Deputy Director = 646-5254 Responsible for all PIC marketing activities, including Labor Market Information program and electronic employment referral. Current project is the coordination of the initiation of a county job referral data bank with linkages to the East Bay employment market. Provides staff support to the PIC Workforce Development Committee. Questions concerning employer outreach should be referred to Ms. Hays. JENSEN, BARBARA - Executive Secretary = 646-5391 Department Head secretary, also secretary for the Private Industry Council. All agenda, scheduling and membership questions should be referred to Ms. Jensen. KIESEL, PATTI - Supervising Account Clerk = 646-5258 Office clerical supervisor and general manager, balances clerical workload, responsible for program, personnel, contract and MIS files, plus property inventory, petty cash, purchasing and travel; assists in technical accounting activities. LANTER, BOB-- Administrative Aide = 646-5079 Responsible for coordination of electronic One Stop Employment Center. Responsible for soliciting job orders and matching job orders against applicant pool, maintains applicant pool data base. - 17 - LONGWOOD, DEBRA - Small Business Development Center Director 646-5088 Responsible for the operation of the state and federally funded Contra Costa Small Business Development Center (SBDC) which is hosted by the PIC. Provides business counseling, coordinates the provision of counseling by subordinate SBDC staff. Actively engaged in marketing the SBDC program, building community support and fundraising for the SBDC, plus economic development and small business advocacy. MILES. VELMA- Small Business Development Center Assistant 646-5377 Administrative assistant for the Small Business Development Center hosted by the PIC. Provides information and referral services, schedules business counselor appointments and coordinates the monthly pre-business workshops. Responsible for SBDC activity reports to the State and Federal governments. MINER, ARTHUR - Executive Director = 646-5382 Responsible for the staff support provided to the PIC members; supervising and coordinating the implementation and policy decisions of the PIC. County Department Head responsibilities to the Board of Supervisors and the County Administrator. Directly staffs the PIC and Executive Committee meetings. Functions as the departmental budget officer and DTPA program fiscal officer. ROTHWELL. SONDRA - Rapid Response Analyst = 646-5244 Principal responsibility is operation and coordination of rapid response activity due to dislocations resulting from plant closure or major layoffs. Also coordinates the SYJP and the Title II Older Worker Program with the Social Service Area on Agency Title V Program providing case management to JTPA participants; assists with field monitoring, contract and RFP processing. Notifications of potential or actual plant closures or major layoffs should be referred to Ms. Rothwell, as should requests for the coordination of on-site briefing sessions to explain PIC, EDD and community resources available to dislocated workers - 18 - SCOTT. RHONDA - Department Accountant = 646-5390 Responsible for the accuracy of all accounting statements, performs departmental cost allocations, reviews County expenditure statements and processes corrective/adjustment entries, prepares state financial reports, responds to State, Federal and County auditors. All questions concerning status of County payments to contractors and participants plus contract payment limits and expenditure status should be referred to Ms. Scott. THOMAS. MARTHA - Account/Typist Clerk = 646-5239 Responsible for the distribution of contractor and staff mail/PABs; assists in processing of contracts, MIS forms, property inventory, and supportive service and contractor payments. Provides clerical support to the PIC Committees. WHATFORD, BOB - Operations/Contracts & Grants Deputy Director = 646-5373 Responsible for contract preparation/execution and the JTPA grant Job Training Plan. Oversees the operation of the youth competency system, identifies and resolves JTPA operation problems, coordinates program monitoring. Serves as JTPA Equal Opportunity Officer, coordinates the resolution of participant complaints. Staffs the School to Work Committee. All questions concerning the Job Training Plan, program planning cycles, RFP's and their status, participant eligibility, contract and program intent or parameters plus state and/or federal program monitoring results should be referred to Mr. Whatford. BUSINESS CONSULTANTS = 646-5377 On call limited term consultants selected for their specific expertise to provide targeted business consulting and workshops to SBDC clients. y:picoffice\diskettelpabs26-97.doc — 19 — - CONTRA COSTA COUNTY Attachment #3 'PRIVATE INDUSTRY COUNCIL PIC ADMINISTRATIVE BULLETIN PAB#: 9-97 SUBJECT: DATE: September 27, 1996 X-ADIVIIN ❑PLANNING TO: PIC Contracts OIVIARKETING ATTN: Progrpy Directors OEEO/AA OARS FROM; &A, 5 M� ctor ❑FISCAL Private Industry Council X-OPERATIONS ORAPID RESPONSE SUBJECT: PY 96/97 Contractor Listing REF: SPECIAL FILING: O Copied on the reverse of this PAB is a revised listing of all current PIC Contractors. Please review your listing: notify this office immediately of any corrections or additions. Please also familiarize yourself with the other listed service providers, particularly those whose programs are in reasonable transportation proximity to yours. The PIC desires cross referrals of applicants and employers when an alternate program is a better match than yours, or when you are unable to fill a job order in a timely manner. This bulletin supercedes and replaces PAB #8-96 Chg 1 which should be deleted from your files at this time. SDA imposed requirements - if any - are presented in bold. If you have any questions regarding this bulletin, please contact Bob Whatford of my staff at 646-5373. BW:mt cc: Linda Beattie, SDA Program Manager PIC Members #1f:\picoffice\diskette\pab\9-97.DOC Retention Period: 9/30/97 REVISED 2/26/96 Special SOP Filing: - 20 - CONTRA COSTA COUNTY PRIVATE INDUSTRY COUNCIL PY 96-97 CONTRACTOR LIST (9/27/96) Central County PIC Regional Office West County PIC Regional Office Worldwide Educational Services, Inc. Worldwide Educational Services Inc. 2280 Diamond Blvd., Suite 335 13830 San Pablo Avenue, Suite D Concord, CA 94520 San Pablo, CA 94806 (510) 798-2038 Karen Beard, Manager Ms. Neil Barth, Director (510) 232-9903 (770k, 5% Older Worker, (77%, 5% Older Worker, Title III 8t Out-of- School 8T 8%/GAIN Project) Out-of-School Youth) Contra Costa College Mt. Diablo Adult Education 2600 Mission Bell Drive 1266 San Carlos Avenue San Pablo, CA 94806 Concord, CA 94520 Naves Sampayo, Project Manager Joanne Durkee, Proj. Dir. (Ext 2722) (510) 235-7800 Ext. 201 Dahlia Fryer, Assistant (Ext. 2784) (8%/30% Bio 8t Video Technology) (510) 685-7340 (8%/30% Non-traditional Proj) C. C. C. Superintendent of Schools St. Vincent de Paul Neighborhood Youth Corps (NYC) 2210 Gladstone Drive 77 Santa Barbara Road Pittsburg, CA 94565 Pleasant Hill, CA 94523 Charee Lord, Exec Director Nick Gonzales, Director (510) 439-5063 (510) 942-3300 (5% At-Risk of Homelessness Project) (11-B SYETP, in-School Youth) East County PIC Regional Office Statewide Printing 8t Graphics City of Pittsburg 3496 Buskirk Ave., Suite 107 340 Marina Blvd. Pleasant Hill, CA 94523 Pittsburg, CA 94565 Marianne Combs, Owner Gerald Dunbar, Director (510) 932-3903 (510) 439-4875 (P1CTrends Newsletter Publisher) (77%, 5% Older Worker a Out-of-School Youth) Far East County PIC Regional Office Worker's Assistance Center (WAC) United Council of Spanish Speaking Org. Worldwide Educational Services, Inc. 120 Oak Street. 2425 Bisso Lane, Suite 260 Brentwood, CA 94513 Concord, CA 94520 Bertha Ruiz, Manager Clare Marchiano, Manager (510) 634-2195 (510) 798-8115 (77%, 5% Older Worker a (Title 111) (Out-of-School Youth) Rehabilitation Services of No. Calif/ Rubicon Programs, Inc ML Diablo Vocational Services 2500 Bissell Ave. 490 Golf Club Road Richmond, CA 94804 Pleasant Hill, CA 94523 Sherry Hirsch, Director Julie Stutzman, Supervising Job Developer (510) 235-1516 (510) 687-9675,Ext. 303 fax 687-5248 (5% Shelter Project) (5% Gang Related At-Risk Youth Program) - 21 - (y:picoffice\contract.or\conti.doc) Attachment #4 PIC PROGRAMS fy 1997/1998 ECONOMICALLY DISADVANTAGED-TITLE II TITLE IIA ADULT (77%) $1,486,329 ECONOMICALLY DISADVANTAGED ADULTS OLDER WORKER (5% SET ASIDE) $ 110,743 ECONOMICALLY DISADVANTAGED SENIORS OVER 55 INCENTIVE (5%) $ 147,294 EARNED FOR EXCEEDING PERFORMANCE STANDARDS NO COST CATEGORY LIMITATIONS PARTICIPANTS MUST BE ECONOMICALLY DISADVANTAGED NOT SUBJECT TO PERFORMANCE STANDARDS EDUCATION FUNDS (8%) REQUIRE DOLLAR FOR DOLLAR MATCH MUST USE LOCAL EDUCATIONAL AGENCY 8% - 50% STATE REQUIREMENTS $ 178,894 GAIN/AFDC STATE PROVIDES MATCH 8% -30% STATE REQUIREMENTS $ 96,000 LEA MUST BE PUBLIC STATE PROGRAM REQUIREMENTS SDE &COMMUNITY COLLEGE RFPs MATCH MUST BE LOCAL - 22 - TITLE 1113 SYETP SUMMER YOUTH EMPLOYMENT&TRAINING PROGRAM $1,829,997 WORK EXPERIENCE, BASIC ED/ACADEMIC ENRICHMENT AGES 16-21 ECONOMICALLY DISADVANTAGED YOUTH TITLE 11 C $ 222,941 YOUTH (82%) SEE IIA FOR INCENTIVE & EDUCATION DESCRIPTIONS DISLOCATED WORKERS -TITLE III LAID OFF &/OR LONG TERM UNEMPLOYED DISPLACED HOMEMAKERS UNDER SPECIAL CONDITIONS 50%/60% IS CORE PROGRAM $1,687,214 GOVERNOR'S 40% IS DISCRETIONARY SPECIAL TARGETS: RAPID RESPONSE $ 98,000 SPECIFIC PLANT CLOSURES $ 88,000 ONE STOP $ 300,000 (+ portion of$1.5 Million East Bay special infrastructure grant) 23 SPECIAL PROGRAMS - NON JTPA FUNDS CDBG - COMMUNITY DEVELOPMENT BLOCK GRANT GEOGRAPHIC RESTRICTIONS ENTREPRENEURAL TRAINING GRANT $ 30,000 'SIT'SITES $ 55,000 SYJP $ 27,500 SUMMER YOUTH JOBS PROGRAM OUTSTATION INTERNS AT EDD/CHEVRON CHEVRON + DONATIONS = FUNDING SOURCE SUMMER OF SERVICE SPECIAL 2 YEAR PRIVATE GRANT $ 78,500 JR HIGH SCHOOL STUDENTS 15 CORPORATE SPONSOR CHILDREN 15 SYETP YOUTH 5 TWO WEEK INTERNSHIPS GIANTS GRANT $ 5,000 TENTATIVE TO SUPPLEMENT SUMMER OF SERVICE SCHOOL TO WORK $ 3,500 ALAMEDA COUNTY OF EDUCATION LMI - LABOR MARKET INFORMATION $ 57,000 ANNUAL SURVEY OF 25 OCCUPATIONS SBDC -SMALL BUSINESS DEVELOPMENT CENTER $ 250,000 SBA, STATE DOC & MATCHING FUNDS GAIN- GREATER AVENUES FOR INDEPENDENCE $ 227,147 3 JOB DEVELOPERS OUT-STATIONED AT EACH GAIN UNIT (+ TENTATIVE $80 K JOB PLACEMENT CONTRACT) TOTAL $6,979,059 - 24 - Attachment #5 PIC Staff Diversity Schedule TITLE SALARY GENDER RACE I RANGE M F W B H A Director $4832 1 1 $5874 Deputy Director $4501 2 1 3 $5472 SBDC Director $4501 1 1 $5472 Staff Analyst $3697 3 2 1 $4494 Executive Secretary $3239 1 1 $3571 Accountant $2894 1 1 $3518 Supervising Account Clerk $2673 1 1 $3414 Administrative Aide $2027 1 1 $3145 Employment Specialist $2469 1 1 $3001 Staff Aide $2272 1 1 $2762 Account Clerk $2136 2 1 1 $2596 y:picoffice\dptrpt97.doc 4 12 12 4 — 25 — chment #b Atta • c r' a a� CA co CD cn H o a W a H v O c� 41ce 0 � fA d N ? 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Mom NO � Attachment #7 : saan am as u= a It a a It a . : . . : • ao a u "Was w aoRx T=/=B "=I= "M/M Asa as • a ! • as • / as • ata a : • a : a / a * • a : � ata asa / as • a : • aia as • as • ass asa a ! a / ass ass asa a ! a asa asa asa a ! a asa a ": • ass a : • ata as • asa asa a s a a s • a s • a s a / a : • ata a : a ass a ! • a ! • a ! `a a ! • a : a a ! • A !' • a : a A s • a s a a s a a t a Is 11 asa asa ata 11�L D�+LOYEB SIGNATURE: - 30 - DATE: SUPERVISOR SIGNATURE: DATZ: LEAVE TYPES: RS s Regular Sick Leave FS s Family Sick Leave V s Vacation V = Management Leave P = Personal Floating Holiday C s Comp Time A = Absent Without Pay B = Bereavement Leave TITLES: IIA 6$ IIB CDBG = (County) IIC CDBG - N = (National) RR = (Rapid Response) CDBG - C = (Concord) I = (Incentive) WAC = (Women's Advisory Committee) SYETP A = Admin OW = (Older Worker) T = Training III S = Training Services - 31 - CONTRA COSTA COUNTY Attachment #8 PRIVATE INDUSTRY COUNCIL PIC ADMINISTRATIVE BULLETIN PAB #: 38-95 ATE: January 31, 1995 SUBJECT: TO: PIC Stuff Admin ATTN: �� I Planning �,��% �'� Arthur Miner, Executive Director Marketing FROM: Contra Costa County Private Industry Council MIS/AA Fiscal SUBJECT: DEPARTMENTAL EVALUATIONS Operations REF: Departmental SPECIAL FILING: ) Apparently as a result of a Grand Jury report, the Board of Supervisors has mandated that department heads perform annual written evaluations from County Employees. At this time departments have been provided no other guidance or requirements. Hence, until modified or preempted, this PIC administrative bulletin will serve as the evaluation policy for this department. All employees shall receive written evaluation reports on at least an annual basis. The County Personnel Department Probation and/or Merit Increment reports will be utilized for all employees that have not reached their top seniority step subject. A copy of the completed AK 54 or 77 shall be given the employee, filed with the Personnel Department and filed in the employees departmental personnel file. For employees no longer covered by the Personnel Department system, a similar departmental level procedure will be followed. Evaluations will be in narrative form; normally a simple one sheet memo; at a minimum evaluations will be completed annually in January (subject to delay in unusual circumstances) . Employees may request an additional evaluation during the year. Obviously, employees may write a supplementary memorandum to be attached to an evaluation, presumably to refute, clarify or otherwise supplement the evaluation. All evaluations will be treated as confidential;although the evaluations are accessible to the County for discipline procedures, public release or reference (such as for promotions, transfers, etc.) would be employee initiated. This procedure is being initiated to meet the minimum requirements of the County; I believe for a small department such as ours that the previous more informal practice was more than satisfactory. SDA imposed requirements - if any - are presented in bold. If you have any question regarding this bulletin, please contact Arthur C. Miner, Executive Director at 646-5382. ACM:mt cc: Linda Patton-Finch, SDA Monitor Leslie Knight, Personnel Director #26:38-95 - 32 - Retention Period: Special SOP Filing: Departmental Rev: 7/93 disk: 09:FORMS\ADM2 CONTRA COSTA COUNTY Attachment #9 PRIVATE INDUSTRY COUNCIL ..PIC ADMINISTRATIVE BULLETIN PAB#: 11-97 SUBJECT: ` DATI~ October 7, 1996 XADNHN OPLANNING TO: PIC Contractors OMARKETING ATTN: Progra 8t Training Directors DEEO/AA It 13NUS FROM: rr_�4'tM(In er, &ecutive Director OFISCAL Private Industry Council 13OPERATIONS SUBJECT: CAPACITY BUILDING ❑RAPID RESPONSE REF: SPECIAL FILING: X The purpose of this PAB is to remind contractors of the possibility of receiving PIC reimbursement - outside of your contract payment limits-for staff training. Recent phone calls indicate some confusion exists on the parameters and procedures. N a training opportunity exists which you believe would enhance the capacity of your DTPA staff, you should phone Linda Chandler (646.5024) or in her absence myself (646.5282) and request authorization for reimbursement. We will need to know the training, the estimated total cost,the rational for the training and the name and function of the person being sent. We well send you an acknowledgment form (example attached) which must be .attached to your demand. Reimbursed SALT expenses will not be charged against your contract payment limit. The guidelines are, except In unusual circumstances, that we will only authorize reimbursement for travel/registration/per diem expenses for sending line or program staff to training, not administrative staff. in the unlikely event we have unexpended funds at the end of the year, we will consider retro active claims for administrative staff. Beside targeting these funds toward service provider line staff, State requirements are that the training be in-State and not include reimbursement for the cost of staff salaries. This office will place in service provider pick-up boxes copies of training opportunities we believe to be particularly well targeted. However, service providers should Independently monitor opportunities. To qualify, the training must be in one or more of the three classifications of: Professional Development, Compliance and/or Best Practices. Program Directors are reminded that there is no registration fee for training operated by the County Training Institute (CTI) in Martinez, and only a modest fee (that will be billed to this office directly) for Computer training at the Data Processing office on Douglas Drive in Martinez. For this training reimbursement is limited to mileage, meals and parking as appropriate. N you sign up for CTI courses, please make sure the selectee or a replacement do in fact attend. Space is limited;a non attendance prevents others from receiving the training. Note: All SALT reimbursements will be to the agency, not to the individual. It is the service providers responsibility to select, approve and reimburse their employee in accordance with their standard procedures; reservations, travel arrangements, etc are to be accomplished by standard agency procedures — only In these circumstances where the training provider requires our approval or endorsement (ie CTI and State sponsored targeted no fee training) will this office be involved in registration; expenses not reimbursed by this office remain the responsibility of the agency; County employee reimbursement policy will be the guide for disbursement of SALT funds. Service providers are to maintain all necessary documentation; only the demand and list of actual expenses are to be submitted to the PIC office. ft./pieoffiCS diskette/pab\11-97.010c Retention Period: REVISED 2/26/94 Special SOP Filing: Financial/Administrative Mgt. - 33 w This bulletin supercedes and replaces PAB y 15-94 Add 4 which should be deleted from your files at this time. SDA imposed requirements-if any are presented in bold. If you have any questions regarding this bulletin, please contact Linda Chandler of my staff at 646-5024. ACM:mt Attachment CC: Linda Beattie, SDA Program Manager - 34 - ^ iEiNouST;y O C JM G,y C O St R C'���~; PRIVATE INDUSTRY COUNCIL Date 2425 Bisso Lane,Suite 100 Concord,CA 94320-4891 To: (510)646.5239 FAX(S10)646-5317 From: EXECUTIVE COMMITTEE JOAN KELLEY-WILLIAMS Subject: SALT Reimbursement Chair BASCO CINDY TURNER Vice chair This Is to confirm authorization for SALT reimbursement to Turner&Associates STEVE GIACOMI Send to the following: Past Chair Liberty National Bank BARBARA SHAW Training Course/Dates Member at Large Barbara Straw Seminars *Estimated Expenses: MYRTLE BALLARD .hair Oversight Committee Employment Development Dept. Registration STEPHANIE FERGUSON Chair Marketing Committee Travel Glendale Federal Bank BETH LEE Meals Chair Planning Committee C.C.C.Redevelopment Agency Lodging CHUCK WOODS Chair Proposal Review Committee Other Charles H.Woods&Associates DIRECTORS A copy of this authorisation must be submitted with the demand. Nancy Atkinson John Cullen Tula o Richard Foley *Note: estimates only, actual expenses will be Individually reviewed. Joe Goglio Sylvester Greenwood l/yAplcoflice\letters\SALT.doc George Hamm Cara Rubinstein Hoxie Susan McCormick Annette Silva Helen Spencer Francaise Thimon :indy Turner EXECUTIVE DIRECTOR ARTHUR C.MINER — 35 - CONTRA COSTA COUNTY Attachment #10 PRIVATE INDUSTRY COUNCIL PIC ADMINISTRATIVE BULLETIN PAB #: 34-96 SUBJECT: DATE: May 6, 1996 ®ADMIN ©PLANNING TO: PIC intake/Certification Units 13MARKETING ATTN: Directors/'-agers d i e.Staff [3EEO/AA ��+�✓? (PMIS FROM: A ur ner, Executive Dire [SFISCAL Contra Costa County Private Industry Council ®OPERATIONS SUBJECT: income Guldellnes for )TPA Eligibility C]RAPID RESPONSE REF: SPECIAL FILING: G The purpose of this PAB Is to transmit revised Income Guidelines for )TPA Eligibility Determination. This revision results from the Issuance of the 1996 70 percent lower living standard Income levels (LLSIL). These revisions were effective as of April 3,1996 Since)TPA Income eligibility Is based upon the higher of either the Poverty Income Guidelines (published by DHHS) or the 70% Lower Living Standard Income Levels (LLSIL), which is determined by the Secretary of Labor, these separate guidelines have been combined Into one table for your use In determining eligibility. (NOTE: the income level for "family of one" is from the Poverty Income Guidelines-all other entries are from the 70% LLSIL. The poverty income guidelines were effective as of March 4, 1996) INCOME GUIDELINES FOR)TPA ELIGIBILITY DETERMINATION Size of Family Income Guidelines/Annual 1 $ 7,470 2 11,180 3 15,340 4 18,940 5 22,350 6 26,140 For family units of more than six (6) persons,add $3,790 for each additional person. * SDA procedure is to veriN last six (6) months family income and multiply by two (2) to derive "annual" income. This bulletin supercedes and replaces PAB#46-96 which should be deleted from your flies at this time. SDA Imposed requirements-If any-are presented In bold. If you have any questions regarding this bulletin, please contact Bob Whatford of my staff at 646-5373. BW:mt .: Linda Beattie, SDA Program Manager y: 34-96 _ 36 _ #9:ADM2.DOC Retention Period: REVISED 2/26/96 Special SOP Filing: MIS/Reporting Attachment #11 US7)45 t a 0 r i y J Aq COSTAGO _ MAY 1997 VOL.12 / NO.5 1 Important! Your response is encouraged. Contra Costa County Survey Your opinion is important to us. The Private Industry Council (PIC) programs are 1.The Private Industry Council publishes a based on the needs of our county's employers newsletter called Pictrends, which contains articles of and employees.Along these lines, PIC publishes interest to local businesses. How many issues of a newsletter called Pictrends, which contains Pictrends have you read in the past year? articles of interest to local businesses. ❑ 1-3 ❑ Regular reader In order to insure the articles are indeed of ❑ 3-5 ❑ None interest to you, we need input from local business people like yourself. 2. Do you read the entire Pictrends newsletter? Your opinion is important to us. Will you please ❑ Yes ❑ No take a few minutes to complete this question- naire and return it as a postage paid self mailer: ' 3. What would you'like to read about in future Pictrends newsletters?(Check all that apply.) Win a S75 gift certificate 'Advice on specific workforce issues t0 CompUSA. ❑ Business tips from experts in their fields By completing and returning this questionnaire i7_1Personnel management by Jane 30, you will qualify for the drawing for a ❑ How welfare reform affects local employers $75 gift cer-tificate to CompUSA, compliments of ❑ New wage regulations RGA E.With your input we can address issues ❑ Business finances of interest to employers in Contra Costa County. ❑Marketing, sales, and advertising ❑ Coverage of PIC meetings ❑ Calendar of upcoming business workshops ❑ Workforce development in the county ❑ Employment resources available to businesses ❑ Other: � j ! ❑ Other: `�:!� �•; ❑ Other: �`;` ❑ Other: s ❑ Other: zt _ I ......... CONTINUED ON NEXT PAGE SS 1. - 37 - How to fold this questionnaire for return mail: ,Y • Reverse the center fold so that pages 2 and 3 are on outside. '- •Fold in thirds on line "A" and line "B" r� so the Business Reply Mail address panel is ~. , on the outside. { • Close with a piece of tape (no staples, please). • No postage is necessary. ' Thank you for your response! ----•-----------------------•----------------------------------. Fold A -------•-------------•--•----------------------------- ----- NO POSTAGE NECESSARY IF MAILED IN THE UNITED STATES BUSINESS REPLY MAIL FIRST CLASS PERMIT NO, 256 CONCORD, CA POSTAGE WILL BE PAID BY ADDRESSEE Private Industry Council 2425 Bisso Lane, #100 Concord, CA 94520 1111.611141111Iloilo 111,of111„111111111111111114#11 ---------------------------------------------•----------------- Fold B --------------------------------------------------------------- 4. PIease rate your interest in the following topics: Business resources available to employers V= Very interested M= Moderately interested —Welfare reform legislation N=Not interested _How welfare reform affects employers Finding well trained employees i Subsidized wages for training employees —Finding employees trained in your industry or —Other: field Understanding and complying with 5. How often would you like to receive the employment regulations Pictrends newsletter? —Finding reliable workers Monthly = Bi-monthly —Retraining current employees in new skills Quarterly ` Not at all —Wages and labor laws Personnel management issues 6. Were you aware of the Private Industry Council — Operational issues before you read a Pictrends newsletter? — Hiring, firing, and laying off employees Yes -- No —Workforce development within the county CONTINUED ON NEXT PAGE - 38 - "T How valuable is the newsletter as a source of 10. In your opinion, what skills will be most business and workforce information? needed in the workforce over the next 5 years? ❑ Very ❑ Somewha, ❑ Not very (Check all that apply.) ❑ Writing skills 8.Which of the following topics for newsletter ❑ Interpersonal skills articles would be of value to your business? ❑ Computer skills (Check all that apply.) ❑Job specif'lic technological skills ❑Benefits of on-the-job training programs ❑Advanced educational degree ❑ Success stories of on-the-job training ❑Advanced training in job specific skills Employer/employee success stories ❑ Financial skills Hiring,firing, or laying off employees ❑Marketing and sales skills How to write a business plan ❑Teamwork skills How to write a marketing plan ❑ Problem solving skills Marketing and sales strategies. ❑ Customer service skills State and federal regulations for employers ❑ Other: Welfare reform issues ❑ Other: Calendar of upcoming business events ❑ Other: PIC employment services available ❑ Other: Interviewing and hiring new employees Youth employment programs 11. What best describes your business activity? = PIC services in Contra Costa County Professional services Coverage of PIC meetings and functions Consultant _ Profiles of PIC member volunteers - Services Interviews with local employers/employees Manufacturing Business resources available to employers .—' Retail = Small Business Development Center programs = City/County/Regional agency = Other: - Community-based organization _= Other: State/Federal department Other: 9.Are you familiar with the following PIC free employment services? 12. What best describes your job function? F= Familiar N= Not familiar Manager/Supervisor Foreman U= Have used the program = Personnel Management - Sales 1= Would be interested in = Marketing/Advertising Financial _Employment agency service = Other: _Pre-screening of job applicants _Database of job applicants and resumes ..........CONTINUED ON NEXT PAGE _Pre-training of job applicants _ Reimbursement of wages for on-the-job trainees _Workshops and seminars for small businesses _Summer youth job program _Part time youth employment _Labor market survey _Training resources directory , -------'i _Small Business Development Center _Older workers program -- _Job placement assistance for laid off workers _Retraining for laid off workers _Non-traditional jobs for women i _School-to-career opportunities _Skills training classes - 39 - PRIVATE INDUSTRY COUNCIL BULK RATE - Of Contra Costa County U.S. POSTAGE 2425 Bisso Lane,Suite 100 PAID Concord,CA 94520-4891 CONCORD,CA (510)646-5239 PERMIT NO. 106 0 n �q�CO tPCOJ PIC Chair:Joan Kelley-Williams Executive Director:Arthur C.Miner Marketing Director:Rita Hays Produced by Statewide Printing&Graphics Published with funds provided through the Job Training Partnership Act IJTPA). An Equal Opportunity Employer/Program Printed on recycled paper 13. How many employees are at your location? 17. How do you want to learn about services and F7 0 u 11-39 resources available to assist your business? 1-3 ` 40-100 (Check all that apply.) 4-10 O Over 100 ❑Web site O Personal visit 14. Would you be interested in participating in a 0 PIC newsletter focus group discussion with PIC? ❑ Brochures Yes ❑ No O Call 1-800 number C Other: 15.Are you interested in learning about a PIC ❑ Other: program?(Check all that apply.) ❑Youth employment Older workers program To be eligible fol'draiv ng, please coniplew Laid off worker program and return h1•Jime 30th.- On-the-job 0th:On-thejob training Classroom training Name: E Employment agency Wage reimbursement Company: C Employer services Address: 16. How do you find qualified employees? (Check all that apply.) ❑PIC EI Word of mouth Phone: D Newspaper classified El Other: E] Other: Thank You! - 40 - ATTACHMENT 411 K Maryland Center for Quality do Productivity 7t a Maryland Business School University of Maryland at College Park College Park,Maryland 20742.1815 USA (301)405-7099 Fax:(301)314-9119 Report: Customer Value Analysis San Francisco Bay Area LMI Consortium Contra Costa County Private Industry Council March 15, 1997 HARRY FURUKAWA Manager,Information be Leaning - 41 - CUSTOMER VALUE ANALYSIS SAN FRANCISCO BAY AREA LMI CONSORTIUM Contra Costa County Private Industry Council TABLE OF CONTENTS page Executive Summary 2 Introduction to Customer Value Analysis 5 Methodology 8 Findings: Employers 10 Findings: Job Seekers 16 Anticipated Benefits and Next Steps 24 Addendum - 42 - EXECUTIVE SUMMARY Customer value analysis is a methodology to identify the specific factors, and their relative weights, that drive customer behavior (i.e., to identify what matters to the customer). This information should be seen as input into the strategic planning process to focus long range actions on improving how an organization delivers what matters to the customer and creating the alignment of day-today activities with the strategic direction of the organization (i.e., to deliver what matters to the customer). The study was conducted by the Maryland Center for Quality & Productivity, Ian outreach arm of the Maryland Business School, University of Maryland at College Park, for the participating members of the San Francisco Bay Area LMI Consortium. The members were: Alameda County PIC, Contra Costa County PIC, Marin County PIC, Oakland PIC, Napa Training and Employment Center, NOVA PIC, San Mateo County PIC, Silicon Valley PIC, and Sonoma County PIC. PURPOSE The purpose of this study was to develop a baseline for understanding: • what is important to the customers of the PIC's in the services that they receive, i.e., the specific factors and their relative importance; • how the performance of the PIC's on those factors is rated in the minds of the customers; and, • how the factors may relate to customer behavior. For the purposes of this study, two customer groups were identified: employers and job seekers. Due to time constraints, each group was surveyed using a survey originally developed for the State of Maryland, and modified based on feedback from the project directors of each Private Industry Council (PIC). Based on review and feedback, it was felt that the basic processes and outcomes are similar enough to warrant use of the instrument in this case. EMPLOYERS The employers to be surveyed were randomly selected by the PIC's. Both the total number of responses and response rate (approximately 7.91/6) were low, so analysis of importance weights was limited to the aggregate level for the entire Bay Area. Details of respondent information are in the addendum. The employers that responded: - typically employed less than 50 people were primarily in the service sector - 43 - The primary findings were as follows: • Approximately one-third of the employers reported themselves to be loyal customers (i.e., thought the PIC provided good quality, strongly intended to recommend the PIC and strongly intended to reuse the PIC) • Intent to recommend was strongly related to actual self-reported behavior (i.e., those who strongly intend to recommend report that they actually did recommend in greater percentages than other groups) • Intention to recommend PIC services is related to reputation (based on past experience and/or recommendations from those whose opinion they value) • Intention to reuse PIC services is related to reputation and performance in the job order taking process JOB SEEKERS The job seekers to be surveyed were randomly selected by the PIC's. Both the total number of responses and response rate (approximately 12%) were high enough that the analysis on importance weights was conducted on the basis of the region of the Bay Area (i.e., North Bay, East Bay and South Bay). Performance data was compiled on the individual PIC level. Each region of the Bay Area had different demographics in terms of their respondents North Bay: Primarily - Under $30,000 annual earnings in their current or last job, - High school degree or some college East Bay: Primarily - Under $30,000 annual earnings in their current or last job, - High school degree or some college - Majority are from a minority group South Bay: Primarily - Over $20,000 annual earnings in their current or.last job, - Typically have at least a high school degree - Significant minority representation - 44 - 1 . . The primary findings were as follows: . • Approximately one-third of the job seekers reported themselves to be loyal customers (i.e., thought the PIC provided good quality, strongly intended to recommend the PIC and strongly intended to reuse the PIC) • The two primary desired behaviors (recommendation and reuse) were driven by different outcomes, and therefore, different factors. - Recommendation intent was driven more by the customers' experience in training for the job search - Reuse intent was driven more by the customers' sense of the quality of the search for job openings • Since demographic profiles differed, consequently the factors that drove the perception of quality differed. - North Bay. primary factors - Eligibility Interview - Vocational Training - Office Environment - job Search Assistance - East.Bay: _primary factors - Eligibility Interview - Initial Contact - Office Environment - South Bay: primary factors - Staff - job Search Assistance - Vocational Training Detail for the findings for each group is included in the body of the report. - 45 INTRODUCTION: CUSTOMER VALUE ANALYSIS j "What the business thinks that it knows about its customers is more likely to be wrong than right." Peter Drucker What results can a customer value focus produce? Many organizations are working hard to improve service to their customers, but many improvement efforts have not met the expectations of management. A primary reason for this is ineffective customer research Many organizations have expressed unhappiness with traditional customer satisfaction measures. This dissatisfaction stems from a number of issues, such as the lack of linkage with the organization's "business results" or outcomes, the inability to use the tool predictively and so on. More recently, a small number of organizations have started working on creating and managing customer value, which is the next stage of quality management, integrated with customer research and strategic planning. This methodology focuses on identifying what matters to the customer and delivering what matters. Essentially, this is about doing the right things better. This methodology allows organizations to link their customer measures to their business results, and also to employee measures and process improvement - facilitating a systems approach to business management. Why is traditional customer satisfaction not good enough? The notion of customer value is relatively new. Initial work started in the area in the late 1980's and early 1990's, as it became dear that traditional customer satisfaction measures had no correlation to business results. During the mid and late 1980's, a number of companies, such as AT&T and Cadillac, had outstanding customer satisfaction measures, yet were losing market share. Their satisfaction measures did not relate to their business results. Most of the work in the area of customer orientation focused on satisfaction. Satisfaction as a measure tended to focus on attitude, and attitude does not necessarily correlate to behavior. It is customer behavior that drives business results. So while many organizations were motivated by the notion of customer measures that relate to results, few had any methodology by which to measure and improve their customer measures, and link it to business results. It has only been in the last several years that pioneering work on concrete methodologies to measure customer perception and link it to behavior, has become known. Pioneering work by Bradley Gale and Harlan Corrothers were particularly useful in that regard. Specifically, organizations began working on identifying the specific factors, and the relative importance of those factors, that drive the decision to use and/or reuse an organization's 46 - products and services; then to understand how well they were.performing on those dimensions that were important. More importantly, this customer information is being integrated with strategic management and quality improvement efforts. This systemic integration of customer focus with the management system, epitomizes the intent of the Malcolm Baldrige National Quality Award criteria. What has the track record of companies using this approach been? This approach to strategic management is relatively new. There are a limited ro ntber of companies working on integrating the methodology, but because the tools and techniques are so new, few companies have extensive track record. However, the initial results are very encouraging. A sample of the pioneers in the area are: • AT&T: Number one in market share and able to predict market share in four months, based on current month's customer measures. • Xerox: Number one in market share in business machines and able to predict customer retention. • United Van Lines: Number one in market in a shrinking market, and able to predict the level of service required to obtain a "delighted" customer. The Maryland Center is actively developing capability to translate the methodology developed by the pioneers, to make it accessible to small and medium sized organizations and public sector agencies. What do we mean by customer value management? Customer value management is the process by which an organization creates and manages the value that is perceived by its customers. Customer value can be defined as the relationship between quality (the benefits derived by a customer who uses an organization's products/services) and sacrifice (what is given up by a customer to use those products and services -both in terms of economic and psychological cost). The purpose of the Customer Value Analysis is to aid public sector agencies in developing and implementing a customer measurement methodology to: • identify those specific factors, and their relative importance, that matter to their customers; • understand how well the organization is performing on the dimensions that matter to their customers; and, • serve as a foundation to align systems, competencies, measures and culture to deliver what matters to their customers. - 47 - How might your organisation benefit from a customer value analysis? Many organizations are focusing on the customer, but few know specifically what matters to the customer, and even fewer are proactively managing to deliver what matters. • Discover a leading edge methodology for identifying those specific factors and the relative importance of those factors, in how the marketplace perceives the value of the services that you provide. • Gain an understanding of how to develop customer data that allows you to proactively manage your organization Learn how to link customer data to process improvement to better deliver what matters•to your customer. • Gain an understanding of how to do the "right things" better, to know how well you are doing relative to competitors, and to link the information to business results. - 48 - 11+WMODOLOGY U* methodology for this study has three major phases: Conduct qualitative research: Due to the short window of opportunity to launch this study, the survey instrument used was based on comparable work being conducted for similar state and federal organizations. Qualitative research was conducted in-order to obtain the universe of customer value attributes (specific factors that drive behavior) and outcomes. The data was collected through focus groups. These focus groups consisted of employee focus groups (both management and front line staff) and customer focus groups. Each focus group was tape recorded and transcribed. Each transcription was reviewed by the research team and individual attributes were then identified in the customers' words. ?hese attributes were grouped according to the distinct phases of service that were perceived by the customer. This structure formed the framework for the survey instrument. Conduct quantitative research: Quantitative research was conducted in order to determine the importance of each of the customer value attributes and the PIC's performance on each attribute. The data was collected from a random sampling of the PIC customer base. The sample size for each PIC was proportional to its served population relative to the other PIC's in the study group. The surveys were prepared by MCQP and customized to include the individual PIC name. The PIC's mailed the survey and introductory cover letter to the sample population. Returns were sent directly to MCQP. These . responses were reported on an anonymous basis. MCQP entered and verified the data. Data analysis was conducted. Importance was determined by using multiple regression analysis.. Performance data was derived from arithmetic means. Notes: • Importance weights which are shown are at the 0.1 level of significance. That is to say, this model will correctly predict the result an independent variable will have on a dependent variable 9 times out of 10. An increase in the number of respondents would 'increase the number of variables which would be significant. - 49 - • The importance weights shown are the beta values from the regression analysis. Simply said, for each unit increase in the rating of an independent variable (e.g., cleanliness) there will be a corresponding increase in the rating of the dependent variable (e.g., office environment) which correspond to the beta value. For example, if the primary attribute is office environment, and the secondary attribute has an importance, or beta value, of .29, then for every full point increase in the rating of cleanliness, it could be predicted that a .29 increase in the rating of office environment would follow. Therefore, the higher the importance weight or beta value, the greater the impact that an improvement effort has on overall performance and recommendation and reuse behaviors. Develop input for strategic planning and deployment: After the analysis is conducted, input was prepared as a baseline for the strategic planning process for the PIC's. This report and accompanying briefing will serve as the primary vehicle for that input. - 50 - t • FUNDINGS: EMPLOYERS Overall Findings: Loyalty index based on responses to global questions: overall performance, likelihood to recommend and likelihood to reuse. Scale: (1=1ow to 5=high) Loyalty b►dex %Raqxmdanis C,roV All Loyal 33.3 (scores:all 5's) Favorable 28.4 (scores:at least 4) Vubwable 272 (scorns:at least 3) At-Risk 11.1 (scores: all other) Total number of respondents=81(Data missing on 28 respondents) Behavioral Intent The higher the intent to recommend PIC services to colleagues, the more that that behavior occurred. Based upon self report, the percentages of the respondents that said that they had actually recommended PIC services in differing categories of strength of intent to recommend is as follows: 4#of #t respondents who %in category who Intent to Recommend responses recommended recommended 5 -Strongly would 33 28 84.8% 4-Probably would 20 15 75.0% 3-May or may not 14 5 35.7% 2-Probably would not 6' 1 16.6% 1 -Strongly would not 2 0°!O Clearly, if the goal is to provide services that employers would recommend to their peers, then the level of service would have to be at the level 5 - Strongly recommend, in order to maximize the actual behavior. We might predict that approximately 85% of employers who rate the service at level 5 do recommend. - 51 - • Your PIC's performance on the key attributes are shown below. The range of performance for all PIC's is also shown. A note of caution in comparing performance levels: different populations (e.g., rural/urban, young/old, or ethnicity) rate performance differently, and, the relative importance of attributes tempers which scores one focuses on. (—indicates insufficient cases) PERFORMANCE RATINGS Contra Costa Range Reputation 8.11 4.67-8.11 Mktg. Material 7.54 6.56-9.50 Sala Staff 8.50 5.00-8.50 job OrderTkg. 7.50 6.83-831 Refeeg Appuets 7.00 533-820 Follow Up 7.73 6.00-8.78 Cost of Services 9.09 6.50-938 Obtaining Info. 5.50 2.00-9.67 T&We 2 On the second level, importance weights and mean performance scores for PIC's vs. other (again, a note of caution - the number of responses are small and half of the responses.for "other" are based on placing newspaper ads). But the key drivers in sales contacts are the staff and availability of staff to answer requests/questions. (see table 3) LEVEL 2 ATTRIBUTES-SALES CONTACT DRIVEN BY STAFF ATTITUDE AND AVAILABILITY Mean Performance Scores Overall Attribute Importance weight PIC Other Professional appearance 17.70 8.43 7.88 Attitude 43.60 858 8.00 Service knowledge 8.53 7.94 Industry knowledge 8.60 -7.24 6.75 Responsive 18.50 8.08 7.75 Availability 37.70 8.19 7.60 T&We 3 - 52 - When it comes to marketing material, the design/appearance is the key driver,with usefulness being second, in the perception of quality. (see table 4) LEVEL 2 ATTRIBUTES-MARIETING MATERIAL DRIVEN BY DESIGN AND USEFULNESS Mean Perfounance Scores Overall Attribute Importance wsight PIC Other Terse of ging 17.80 7.67 6.57 Usefulness 36.30 7.23 6.14 Design/appearance 49.10 7.43 6.38 TsWe4 With respect to job order taking, ease of the process, understanding the employer's needs, staff attitude and ease of contacting PIC to get an order taken were the key drivers of the perception of quality. (see table 5) LEVEL 2 ATTRIBUTES-JOB ORDER TAKING DRIVEN BY EASE, UNDERSTANDING,AND ATTITUDE Mean Performance Scores Overall Attribute Importance weight PIC Other Ease of contact 23.70 8.24 8.33 Ease of getting order taken 34.80 8.29 8.39 Understand your needs 33.30 8.13 7.18 Keep commitments 19.10 8.00 7.65 Attitude 25.20 8.68 7.94 IM information 17.50 7.71 7.14 ones With respect to referral of job applicants, the primary driver is prescreening, followed by removing barriers to employment and number of referrals. (see table 6) 53 - LEVEL 2 ATTRIBUTES•REFERRAL OF JOB APPLICANTS DRTVBN BY PRESCREENING . Mean Perfonnanex Scores Overall Attribute Importance weight PIC Other Speed 7.83 7A7 Pma"ning 35.70 7.28 537 Appropriateness 7.25 536 Interview skills 17.30 7.39 5.75 Referral number 20.60 7.42 531 Removing barriers 24.70 7.39 5.73 Table 6 With respect to follow-up it appears to be driven by the level of follow-up and timing. (see Table 7) LEVEL 2 ATTRIBUTTES-FOLLOW-UP DRIVEN BY LEVEL AND TIMING Mean Performance Scores for. Overall Attribute Importance weight PIC Other Paperwork ease 8.52 8.83 Staff quality 8.45 8.17 Quality of person hired 8.30 7.60 5.17 Level of follow-up 53.20 8.07 6.33 Timing of follow-up 36.50 8.13 6.50 Tobe 7 - 54 - The perception of quality in requests for other information is-primarily driven by promptness in responding to requests. (see table 8) � LEVEL 2 ATTRIBUTES•OTHER INFORMATION DRTVEN BY PROMPTNESS Mean Psrfam arnae sew" Overall Attribute Importance Weigm Pic Other But of contact 7.75 6.00 Fli+oenpeewe SUD 7.83 6.00 Usefulness of infoeaution 7.58 5.25 Table 6 Overall, the low number of responses limits the ability to make any distinctions among PIC's, or even on a regional basis. However, the overall data show focus attention on several areas for consideration. - 55 - FINDINGS: JOB SEEKERS Loyalty Index Loyalty index based on responses to global questions: overall performance, likelihood to recommend and likelihood to reuse. Scale: (1=low to 5=high) Loyalty Index %Respotdenb Contra GmW All Costa Loyal 33 3330 (scores: all 5's) Favorable 29.2 36.40 (scores: at least 4) Vulnerable 27.1 21.20 (scores: at least 3) At-Risk 10.6 9.10 (scores: all other) Behavioral Intent: Overall, looking at the entire Bay Area, two different drivers surface when behavioral intent is examined for job seekers. Intent to recommend is driven by the quality of staff. Intent to reuse is driven by the quality of job search assistance and secondarily by quality of office environment. There is sufficient data to break the data down into regions (North, East and South Bay), which highlights the regional differences. Drivers of Behavior Overall, staff is the principal driver in the perception of good performance and recommendation behavior. Reuse intent is based upon performance in job search assistance and in the office environment. (see table 1) - 56 - STAFF IS KEY OVERALL Mean Performance Importance of Attribute M OveraU Attribute Rating Performance Reuse Office Env'ment 8.40 14.20 8.00 14.20 hddal Contact 8.73 Interview 8.64 Staff 8.75 30.90 33.70 Vocational Tr'ng 8.09 6.00 job Search Assistance 7.72 16.60 Tek 9 North Bay: The interview process is the key driver for recommendation intent in the North Bay. Secondary drivers are vocational training and job search assistance. The low number of reposes in.the North Bay makes analysis with respect to reuse intent less reliab a than in other regions. (see table 10) INTERVIEW PROCESS IS KEY FOR NORTH BAY Mean Performance Importance of Attribute vs. Overall Attribute Rating Performance Recommend Reuse Office Env'ment 8.35 3750 Initial Contact 8.14 Interview 7.85 89.10 Staff 8.14 Vocational Teng 8.35 55.40 job Search Assistance 7.64 34.30 Table io - 57 - East Bay: The key driver to the overall perception of quality in the experience (performance) is the interview process. The key drivers to recommendation intent are the perception of quality in the interview process and initial contact. The key driver to reuse intent is the office environment. (see table 11) INTERVIEW PROCESS KEY FOR EAST BAY Mean Perfamum Importance of Attribute va. Overall Attribute Rating Performance Rea m neM Reuse Office Env'mment 8.36 32.80 Initial Contact 8.73 31.20 Interview 9.03 39.00 39.20 Staff 9.20 Vocational Teng 8.30 job Search Assistance8.70 Table 11 South Bay: The key driver to the perception of overall performance and intent to recommend is the staff. The key driver to reuse intent is the job search assistance. (see table 12) STAFF KEY FOR SOUTH BAY Mean Performance Importance of Attribute vs. Overall Rating Rating Performance Reaxnm wA Reuse Office Env'ment 8.44 Initial Contact 8.94 Interview 8.63 Staff 8.63 34.90 38.10 Vocational Teng 7.84 6.60 job Search Assistance 6.97 14.50 Table 12 - 58 - A Individual PIC performance ratings are shown below, with a comparative range of scores. The same note of caution accompanies this chart. PERFORMANCE RATINGS Contra Costa Range Office Env'ment 837 7.81-8.45 Initial Contac 858 6.91-8.58 Process Time 8.67 6.79-8.67 Interview 8.74 7.50-8-86 Staff 8.58 7.67-9-03 Ease of Entedng Info 8.29 7.00-8-56 Pamphlet Info 7.86 6.73-8.26 Vocational Teng 7.45 7.45-8.67 job Search System 7.29 1.75-7.75 job Information 7.00 5.50-7.87 job Search Skills Teng 8.57 6.22-8-88 Employment Service 7.90 5.90-8.42 Secondary Attributes: For each of the tables below, performance ratings and importance weights are given on a regional basis. More data points would provide the ability to conduct analysis on a PIC level and provide more reliability for other dimensions. The perception of quality in the office environment is driven primarily by cleanliness, except in the East Bay where the primary driver is privacy. (see table 13) - 59 - 4 v LEVEL 2 ATTRIBUTES: OFFICE ENVIRONMENT CLEANLINESS KEY, FOLLOWED BY PRIVACY North Bay South Bay East Bay Peri. Rel Perf Rel Perf Rel Attribute Rating Wgt Rating Wgt Rating Wgt Cleanliness 8.45 533 8.78 34.9 8.88 29.2 Privacy for Interview 7.85 7.83 14.7 8.41 513 Signs 6.87 7.26 12.3 7.98 Haus 7.89 832 8.16 Location 7.7 7.74 15.9 8.5 Puking 7.34 8.13 11.5 7.78 11.2 Table 13 The perception of quality relative to the initial contact is primarily in knowledge and information in North and South Bay, while in East Bay, it is the ability to speak with staff and wait time. (see table 14) LEVEL 2 ATTRIBUTES: INITIAL CONTACT INFORMATION AND KNOWLEDGE KEY North Bay South Bay East Bay Perf. Rel Perf Rel Perf Rel Attribute Rating Wgt Rating Wgt Rating Wgt By TeltRhone Able to Speak w/Staff 7.47 8.05 8.08 24.00 Knowledge 8.05 48.70 8.42 46.20 7.97 19.10 Information 7.68 55.00 8.15 45.70 7.86 19.10 Wait Time for Interview 6.63 7.88 7.75 21.30 In Office Wait Time 7.26 8.12 8.70 8.00 Staff Knowledge 7.95 8.59 37.20 8.22 21.40 Information 7.89 66.70 8.21 43.90 8.06 28.40 Interview 7.26 8.06 7.68 22.50 Table 14 - 60 - With respect to the eligibility interview, the primary drivers vary by region. For North Bay, it is staff professionalism, for South Bay, it is staff professionalism, followed closely by orientation and*approval time, and, in East Bay,it is approval time. (see table 15) LEVEL 2 ATTRIBUTES: ELIGIBILITY INTERVIEW ITEMS VARY BY REGION North Bay South Bay East Bay Perf. Rel Perf Rel Perf Rel Attribute Rating Wgt . Rating Wgt Rating Wgt Fair Process 8.59 8.50 18.80 8.74 2050 Professionalism 8.66 78.80 8.61 32.80 8.93 Orientation 8.23 42.50 8.22 25.60 8.74 Approval Time 7.92 7.88 25.20 8.55 47.80 Table 15 With respect to staff, information received from the staff is the key. (see table 16) LEVEL 2 ATTRIBUTES: STAFF INFORMATION IS KEY North Bay South Bay East Bay Perf. Rel Perf Rel Perf Rel Attribute Rating Wgt Rating Wgt Rating Wgt Professionalism 8.11 859 12.30 8.71 Attitude 8.54 29.10 8.57 24.70 8.71 Communication 8.37 8.52 13.70 8.60 Helpful 8.45 8.40 11.90 8.62 29.50 Prompt Service 8.17 11.80 8.36 10.20 858 Information 8.13 47.30 8.13 30.10 8.43 53.50 Table 16 - 61 - With regard to vocational training and skills training, the drivers vary by region For North Bay, it is skills and location For South Bay, it is primarily information, followed by'facility. For East Bay, it is skills, facility and information (see table 17) LEVE.2 ATTRIBUTES: VOCATIONAL TRAININGISKILLS TRAINING KEY IN 2 REGIONS North Bay South Bay East Bay Perf. Ret Perf Rel Perf Rel Attribute Rating Wgt Rating Wgt Rating Wgt Knowledge 8.94 8.59 30.80 8.45 31.70 Skills 8.63 55.00 8.28 8.20 61.90 Information 8.52 8.24 5750 8.34 48.00 Location 8.44 40.90 8.44 16.60 8.34 Facilities 8.33 28.50 8.09 44.00 7.58 69.30 With respect to job skills training, the job search skills are the driver. (see table 18) LEVEL 2 ATTRIBUTES: JOB SKILLS TRAINING JOB SEARCH SKILLS KEY North Bay South Bay East Bay Perf. Rel Perf Rel Perf Rel Attribute Rating Wgt Rating Wgt Rating Wgt Resaa►e 8.38 8.11 8.61 job Search Skills 8.62 42.90 7.90 . 58.50 8.49 43.10 job Interview Skills 8.48 38.40 8.11 8.55 23.90 Other Training 7.38 7.61 23.20 8.08 35.40 Table 18 - 62 - With regard to computer driven job searches, the information available is the key in North and South Bay,while ease of use is the key in East Bay. (see table 19) LEVEL 2 ATTRIBUTES:CONPtTTER North Bay South Bay Bast Bay Perf. Rel Perf Rel Perf Rel Attribute Rating Wgt Rating Wgt Rating Wgt Ease of Use 650 6.67 7.65 75.80 Information 6.75 95.30 652 117.64 7.% 37.20 T*Me 19 taverall, the information for job seekers is more focused on regional differences. But insufficient data is available for analysis by individual PIC. - 63 - ANIIOPATED BENEFITS AND NEXT STEPS ANTECIPAIMD BENEFITS: Who benefits? • Customer -job seeker, Employer, Employee • Organization -SDA's and their partners • Investor -ADP,USDOL,etc. How the customer benefits: • Valued services are improved • Opportunity to shape service design • Resources devoted to services that customer values How the organization benefits: • Performance can be used to predict future activity • More repeat business by employers and referrals by job seekers • Use information to strengthen areas that customer values most and to maintain (or diminish) areas that customer values least • Customer measures linked to business results • Generate funding based on satisfaction results • Customer and employee perceptions of value linked • Performance model built on customer perceived value How the investor benefits: • Funding agency can satisfy policy makers/shareholders • High customer measures validates continued investment • Useful/measurable service standards to monitor against • Investor has good information to base resource distribution decisions What are the expected outcomes? • A survey tool that is responsive to our customers' expectations and easy to use • Information to improve the perceived value of the various services we provide • Increased economies and improved efficiencies in our service chain • A method to determine what we do well, what we need to do better and what we need to create alliances in order to provide - 64 - NEXT STEPS = Y • Different or wider targets for surveying ; • Standardized sample process • Understand what the customer defines as service and/or products • Understand the sub-regional differences • Survey the current employees on same values • Use information for strategic plans • Get investors in order to continue process - 65 - IN, . ADDENDUM: Respondent Summaries: Employers Survey Response Rates,by Region and PIC Begins EiC— int ltBez'd %Resonsg North Marin 27 5 18.5. Napa 119 20 16.8 Sonoma 33 4 12.1 South NOVA 50 16 32.0 San Mateo 413 14 3.4 Silicon Valley 350 12 3.4 East Alameda 156 12 7.7 Contra Costa 195 23 11.8 Oakland 25 3 12.0 Total 1368 109 7.9 Profile of Respondents Number of Employees Sector: L•1Q 11-50 1%t Manufacturing 7 11 7 Service 15 19 15 Public Sector 1 2 2 Source From Which.Respondents Last Hired PIC 47 Other: Temporary/Staffing Agency 9 Newspaper 6 EDD 5 Other State Agencies 4 Training Center 1— Total Hired from Other Sources 25 - 66 - ADDENDUM: Respondent Summaries: job Seekers ,f Survey Response Rates Reainn PIC #Sent #Beed %Resp2 se North Marin 87 16 18.4 Napa 129 18 14.0 Sonoma 53 18 34.0 South NOVA 200 56 28.0 San Mateo 592 41 6.9 Silicon Valley 350 71 20.3 East Alameda 261 48 18.4 Contra Costa 268 33 12.3 Oakland 358 47 13.1 Total 2298 348 15.14 Respondent Profile: Region: lith Seth East (frequency) Currently employed: yes 37 94 71 no 6 51 31 Income: less than $10k 12 14 22 $10k to $20k 4 17 31 $20k to $30k 15 44 25 $30k to $40k 7 25 17 $40k to $50k 6 20 16 $50k + 4 34 8 Education: elementary 1 0 0 \ some N sch 8 11 16 high sch degree 13 28 30 some college 15 43 36 college degree 6 44 5 post graduate 6 27 8 Ethnicity: Caucasian 30 48 27 African American 1 5 30 Asian American 0 18 5 Hispanic 5 10 8 other 1 4 3 - 67 -