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HomeMy WebLinkAboutMinutes_LAB_03.21.2017Minutes of the Meeting of the Library Advisory Board City of Georgetown March 21, 2017 The Library Advisory Board met on Tuesday, March 21, 2017 at 6:00 p.m. in the Small Conference Room of the Georgetown Public Library, 402 W. 8"' Street MEMBERS PRESENT: Pat Baldwin, Michael Barnes, Lindsay Cooper, Teresa Robinson, Pete Rose, and Linda Schaffer. MEMBERS ABSENT: Tom Milburn STAFF PRESENT: Eric Lashley- Library Director Chair Rose called the meeting to order at 6:00 P.M. A. Citizens wishing to address the Board. — Citizen Susan Snelson with the Assistance League of Georgetown addressed the board regarding An Evening in Paris fundraiser on April 8. Snelson invited board members to attend the joint event that will benefit both the Assistance League and library. B. Introduction of new board member Linda Schaffer. —Pete Rose, Board Chair. Board members introduced themselves to Schaffer. Schaffer provided some background about her history with the library and involvement in Congregation Havurah Shalom. No action required. C. Review of board bylaws and attendance policy. -Eric Lashley, Library Director. Lashley reviewed the board's bylaws, attendance policy, and explained specific roles of the Chair, Vice Chair and Secretary. No action required. D. Election of Vice Chair and Secretary of the Library Advisory Board. —Eric Lashley, Library Director. Motion by Cooper; second by Schaffer to elect Michael Barnes as Vice Chair. Approved 7-0. Motion by Schaffer; second by Barnes to elect Pat Baldwin as Secretary. Approved 7-0. E. Review of minutes from the February 20, 2017 Library Advisory Board meeting. —Pete Rose, Board Chair. Motion by Robinson; second by Barnes to approve the February 2.0, 2017 minutes. Approved 7-0. F. Consideration of Library Director's Report. —Eric Lashley, Library Director. Lashley reviewed monthly statistics with the board, noting that the patron visits number is inaccurate due to a door counter malfunction. Lashley attended a meeting with the OverDrive Consortium Steering Committee, and was informed that a credit would be used to purchase more e -book titles for the 48 member consortium. Lashley discussed the success of the Courageous Conversations events and read the patron comments from the library's suggestion box. No action required. G. Report from the Library's Community Resources Coordinator. —Eric Lashley, Library Director. Lashley reviewed a copy of Patrick Lloyd's monthly report (attached to these minutes), noting that there is an ongoing need for more resources in the Georgetown community. H. Report on the City's new Performance Management Program. —Eric Lashley, Library Director. Lashley provided the board with an outline of the new Performance Management Program, initiated by Assistant City Manager Wayne Reed (attached to these minutes). Lashley explained that the library would most likely be one of the first departments to implement the new program. One key element is to determine which metrics to measure, measuring the metrics, and determine whether or not staff members are meeting their expectations and/or goals. No action required. I. Report on the Texas Library Association's Community Engagement Survey results —Eric Lashley, Library Director. Lashley reviewed survey results from the Texas Library Association's Community Engagement Task Force survey with the TLA membership. Lashley serves as the chair of this task force and the results will help direct offerings at next year's annual convention in Dallas, Texas. Lashley noted that a large number of librarians did not thoroughly understand the concept of community engagement and therefore, there will be a lot of effort going forward to educate the library professionals on the importance of community engagement for the future of the profession. No action required. J. Consideration of future meeting dates. — Eric Lashley, Library Director. The next Library Advisory Board meeting will be Tuesday, April 18, 2017 at 6 pm. Chair Rose adjourned the meeting at 7:40 PM. Respectfully submitted, Pat Baldwin p e Secretary Chair Page 5 of 13 GPL Community Resources Monthly Report: February 2017 This month library staff conducted 9 interviews with high -need patrons. After observing high need in the area of financial assistance during the holidays, emergency housing and legal aid have been the most common issues facing our high -need patrons in 2017. 10 — 9 8 7 6 — 5 - 4 -- - 3 2 1 I 0 Emergency Housing r Patron Needs Fin. Assistance Benefit Assistance Mental Health Physical Health ❑January �. February Legal Other We continue to see a majority of female HNPs, with about two-thirds being female. This figure has remained consistent around 66% since November 2016. During late 2016, we saw high numbers of HNPs with children in the home. Since the beginning of 2017, just 22.2% of HNPs are known to have children in the household. 33.3% of interviews in February were with HNPs coping with domestic violence. This is the highest ratio of DV victims that we have interviewed in a single month since November 2016; since that time, 18.9% of all interviews have been with HNPs coping with DV. None of our February interviews concerned households known to have a veteran in the home; in previous months 12- 14% of HNPs have been known to have a veteran in the household. We were able to refer patrons to resources within Georgetown in just 55.6% percent of interviews conducted in February. This month, the most common unmet needs continue to be emergency housing and legal aid. In 2017, we have been able to refer HNPs within Georgetown in 48% of interviews. Other needs vary widely with education (ESL, GED, etc.) being the most common need not listed on the chart above. The CRC made two referrals for drug rehabilitation in February, including an instance of a homeless individual acting erratically who reported having been release from a local detox facility within the last 24 hours. Mosoon Qnspored and Nssbn Focused Performance Management Grogram City of Georgetown, Texas The PMP will be based upon the City's vision and service areas' missions in a manner that reinforces the City's Core Values. High performing organizations are vision inspired, mission focused, values driven, and performance based. When these are aligned from top -to -bottom and across an organization, employees benefit by understanding how their specific role and service area support and promote their mission and the organization's vision. In turn, this strengthens employee engagement. The Georgetown PMP will work in collaboration with participating departments to: . ' o create impetus for self-improvement and stimulate general raising of standards; o define and refine business processes to increase productivity and remove impediments; o enhance employee performance and increase professionalism; o recognize good performance and provide: motivation to maintain and improve performance; and © increase transparency to the public on the provision of services. The general public perceives value in its local government when they view their city as contributing to a high quality of life through Strategic Management may be the delivery of excellent and responsive services that meet their viewed as the appropriate and needs. With consistent performance, the public is more inclined to reasonable integration of strategic be supportive of a city's initiatives and proud to be a member of planning and implementation across an organization (or other entity) in their community. A performance management program is a an ongoing way to enhance the strategic management tool that allows city management to fulfillment of mission, meeting of demonstrate public value by measuring and improving the quality of mandates, continuous learning, and service delivery. sustained creation of public value. John M. Bryson The City of Georgetown, Texas, is embarking on a citywide Performance Management Program (PMP) starting in 2017 to further integrate the City Council and City Manager's strategic planning with operations. The City Manager's Office will oversee the City of Georgetown, Texas program and will initiate it with a few service areas that have Performance Management Program developed mission statements and strategic goals from which Vision .................................... performance measures will be derived. (Additional service areas will be added when appropriate.) This process produces meaningful Mission.................................Focused performance measures because it reinforce the purpose of a service Values ..................................... Driven area and will allow employees to be involved in process improvements to achieve their mission. The PMP will monitor Performance ........................... Based productivity and performance, while identifying trends and patterns to understand when a service area is strained or hitting on all - cylinders. it will offer resources to enhance performance, increase productivity, and streamline processes as needed. The PMP will be based upon the City's vision and service areas' missions in a manner that reinforces the City's Core Values. High performing organizations are vision inspired, mission focused, values driven, and performance based. When these are aligned from top -to -bottom and across an organization, employees benefit by understanding how their specific role and service area support and promote their mission and the organization's vision. In turn, this strengthens employee engagement. The Georgetown PMP will work in collaboration with participating departments to: . ' o create impetus for self-improvement and stimulate general raising of standards; o define and refine business processes to increase productivity and remove impediments; o enhance employee performance and increase professionalism; o recognize good performance and provide: motivation to maintain and improve performance; and © increase transparency to the public on the provision of services. Georgetown Performance Manaeement Program —Vision Inspired and Mission Focused People, Processes, and Services We believe that strong local government is based on their people, processes, and services. To be successful, the Georgetown PMP considers these three pillars when accepting a department into the program. This section outlines the process each department will undergo when it applies to become a member of the PMP. Culture Q Values Q Training a Resources C Human Potential Barriers to Change o Organizational Silos o Resource Constraints o Culture o Skill Sets o Experience o Fear/Concern Standard Practices Innovation Improvements G Consistency U Data u Communication Customer Experience Performance C - Celebrate Successes Ways to Overcome Barriers o Look at Organizational Chart o Recognize processes across departments (most of the time) o Performance Management o Mission, Values, Business Processes, Tracking and Continuous Improvement o Business Improvement Program (BIP) three pillars: a. Program Management b. Business Process Management (document, evaluate and improve) c. Application Change Control Management Georgetown Performance Management Program — Vision Inspired and Mission Focused Step 1: Identify Your Mission Your mission should be a brief statement that communicates the basic purpose of your department and illustrates how it helps achieve the City's vision. It should guide your department's decision-making and actions. A mission should inspire, unite, and motivate each member of your team. c�f.VVft_-rs` cd, 6 giri 50- &!A 11�, sl �j^_ip" Pncq-jl n1,'/, R�)nl"n1=CnSgC?i: 3� iol *,4fhr/ Avxele;@ C(olPaTael�n�$��j �YnYar l?J�1=' (7n1 ih��?,1t=C7i!nl irk 5l t : i�ul ! jkgYj iltl clnl ani�fiA7�in�i57niio,�ilnl�iC14r( Indjl?riC dc`I,Y/�L[Y�j,'AF)ifSLOL Yo)�kl19piIi1JY��1Ji'3r (e u �iTb�i ; (j i n 19 y�j YC� e3 cin"fo_I i nl�inl Z lurrlil gni+AYr c Dine 1nit Ilaii:�p'r1 'iu�Cl:�-�i�nl?.(c�!o u17r311i�1j� `�9111=�^y3�1i4ni sol"etir�l"l�Alj;}r o �F'e1���.��3�s`irt7.-'Q6��(°)1CIo�iTFa`�}-C _ln)oi 10aJP�I6L}`=-�i �dhlra u�7 rrtx�oi�� cl'���r+rJfiJ�er o)., C:IAI�i�;l+r11_ lek:.�r/:�f�'a)eAlaRj�, !oJnii�tlri►� +l (o )�jol j��allte City Manager's Office 3�i11•�i1J�r t5Jla�')i"L ��:'C�lf)_a`rorYJ��r•�?iit)(oJll I Building Inspections I City Council City Values c Trust c Communication ® Teamwork o Professionalism ® Work/Life Balance r�7nL;iANCxolmii o.�,7�:01 IJPlc1r Dell, c) APA, (�wuL�E�Y/ Ig udli (anm rDii-rv-itwii. Planning Your mission statement should answer the following questions: o Whom do we serve? G What is it we do? o How do we provide our service? o What makes us distinctive or valuable? Step 2: Set Your Strategic Goals A department's strategic goals will promote your mission. A strategic goal is a statement of aim or purpose that defines how your department will achieve a major segment of your mission over a period of time. Your goals should be written in a manner that allows an assessment of whether or not the goal is being achieved. They should be long-term, broad statements of how you plan to succeed in your mission. For example, the Planning Department's strategic goals may be: UVJ •1=}s;Ci33fls@MIA z rr �;��caua �5. �c�nraarT�r�aa�aT<< Georgetown Performance Management Program —Vision Inspired and Mission Focused Step 3: Develop Performance Obiectives Performance objectives set a target level of performance overtime that is a tangible, measurable objective against which actual achievement can be compared, including a goal expressed as a quantitative standard, value, or rate. A performance objective is comprised of a performance measure with targets and timeframes. These are your outcomes. Your performance objectives should lay out how you plan to achieve your strategic goals. Planning Department Strategic Goal #4 (Efficient and Effective Service Delivery) Outcome: "To provide a predictable process to applicants and users of the development review process". Measure: To have 85516 of the rezoning, site development plan, and plat applications reviewed and returned to the applicant within 4 weeks for first round, three weeks for second round, and two weeks for third round. Measure: To have 90% of the number of applications approved for decision within three (3) rounds of review. Strategic Goal #5 (Customer Service) Outcome: "To achieve a high level of customer satisfaction by providing respectful, responsive, accountable and trustworthy customer service". Measure: To have 85% of customers rate their overall experience with the Current Planning Division as above average or excellent. Strategic Plan Mission Strategic Goa Is pesaibes me purposeatme or&wdzWm and corresponds dcecw tome eaeWsccce progrvm andacffiides Performance Objectives (outcomes) Performance Plans (service level measures & outputs) A Wrtemmt of aim or pwposewhkh subdivides the mission end deSrKswtmm the droit isdkemed it idendfn the restdts that the organimdm expects to ad&%T- Subordateteto the gad, mcwMaw \and sets a target and pefonom m hu&atartoamw9 tmegodouer timr- PeAormnae rwn pdbtesam vidm muwd perrarmmtceQoatr, dymm t4 mearm soateg budgetandter(e4f Georgetown Performance Management Program —Vision Inspired and Mission Focused Step 4: Determine Your Means and Strategies Your means and strategies are the concrete ways you plan to meet your performance objectives. This is a list of inputs in terms of processes, skills, technologies, and resources that you will use to achieve your objectives. These are your outputs. Outcomes v. Outputs The difference between outcomes and outputs may be confusing at times. The following descriptions of outcomes and outputs may help dispel some of this confusion. Outputs measure the workload in your department. They are an indication of the quantity of work you are doing. When thinking of outputs, the Denver Business Journal encourages us to think of the dashboard on a car. "It has metrics that indicate if you need more gas, if you're out of oil, if a door is ajar. The vehicle can still function, but you'll need to address these concerns on a timely basis." For our purposes, these short- term issues are your outputs. Outputs don't affect the City's overall performance. They're primarily important only to your department. Examples of outputs include: ® Number of Pre -Applications and Applications ® Number of Cases Reviewed at TRC © Hours spent on special projects Outcomes should measure effectiveness. They are an indication of the results associated with providing certain services. Outcomes provide feedback on the effectiveness of your department and the City as a whole. Outcomes show how the City is operating in relation to its goals. These numbers provide all employees with a crucial, real-time view of vital information. Outcomes should be understood and valued by every employee. Every employee leaving on Friday afternoon should be able to say, for example, "I know we had a great week because we met our live release/return to owner rate goal." ® Number of Applications brought before decision-making body after three rounds of review. ® Customer satisfaction with services rendered Customer satisfaction surveys are exceptionally informative, because they gauge the public's perception of how well a department is achieving its desired outcomes. Performance measurements are crucial to understanding the role and value of every department and every employee of the City. The idea is to illustrate to each person how his or her contributions contribute to the continued success of the City of Centennial. They are also crucial in communicating the direction of the City, identifying the levels of services the City provides, and measuring how well the City is working toward its strategic plan. Performance measurements and the associated monthly reports should allow any citizen to understand the purpose and key functions of each department and determine whether the departments' desired outcomes are being achieved' efficiently. While it may take a little while to see, performance measurement is not a data collection exercise, it's a management practice used to understand, justify, and improve operations. Georgetown Performance Management Program —Vision Inspired and Mission Focused Sample Strategic Framework Animal Services The City providing a hIgh quality of life, delivering superior customer service, and achieving the highest professional standards. We strive to uphold our mission by adhering to our organizational values. centennial Animal Services supports Centenniars vision by efficiently serving the pet -owner and animal populations of the City. till I o liji 1; 1 t I i;, !7TT— Fqijijn,, aq i-, it i: ,;j ra-3 IkOf-Z)Ei�— WIN jz- - The City providing a hIgh quality of life, delivering superior customer service, and achieving the highest professional standards. We strive to uphold our mission by adhering to our organizational values. centennial Animal Services supports Centenniars vision by efficiently serving the pet -owner and animal populations of the City. till I o liji 1; 1 t I i;, !7TT— Fqijijn,, aq i-, it i: IkOf-Z)Ei�— WIN jz- - Georgetown Performance management Program — \fision Inspired and Mission Focused Numerous resources exist on this subject. Several were used for the production of this booklet. Childs, David. "Improving Employee Productivity and Efficiency," Government Finance Review April 2009:1 52— 55. Print. Christensen, Peter and Katie Gregory. "Becoming a Data -Driven Organization." Government Fln6ince Review April 2010: 57 — 59. Print. Hodgkin, Don. "Key performance indicators: How do you measure success?" Denver Business Journal 23 July 2010: A23. Print. Librizzi, Christine. Strategic Thinking and Planning. Unleashing the Power of the Organization. CGL Consulting, Opie, Barbara. "Measuring What Matters." Colorado Municipalities June 2008: 14 —16. Print. Steinberg, Harold 1, State and Local Governments' Use of Performance Measures to Improve Service Deliver. AGA CPAG Research Series: Report No. 23. Virginia, 2009... Useem, Greg. 'Moving from Reporting Performance Information to Using It." Government Finance Review April 2009: 47 — 50. Print.