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HomeMy WebLinkAboutADM-04-04 , . , u REPORT . ADMINISTRATION Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE Date: Monday, March 29, 2004 Report #: ADM"04-04 File#: By-law #: Subject: CLARINGTON PUBLIC LIBRARY. ORGANIZATION It is respectfully recommended that the General Purpose and Administrative Committee recommend to Council the following: RECOMMENDATIONS: 1. That ADM-04-04 be received; 2. THAT the Clarington Public Library Board be requested to consider implementing the Mississauga model for library organization which would see the Chief Executive Officer for the Library as a Department Head, reporting to the Chief Administrative Officer for organizational issues, and to the Board for policy setting; 3. THAT the Board continue to approve the remuneration and service policy in accordance with the Public Libraries Act, and the Municipal Pay Equity Plan, as is the current practice; 4. THAT the Board be requested to consider the use of a professional agency in consultation with the Library Board Selection Committee and the Chief Administrative Officer, to assist in filling the vacant position of the Executive Director of the Library; 5. THAT the Chief Administrative Officer and the Director of Corporate Services provide any assistance and guidance required by the Library Staff until the Oirector of Library Services position is filled; and 6. THAT the Library Board be requested to endorse the recommendations above as a budgetary measure, and that they be provided with a copy of this report in support of the request of Council. 7 . THAT the above recommendations be approved FORTHWITH " Submitted bY:'--) ~.......:.. ~ Franklin Wu, Chief Administrative Officer CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L 1C 3A6 T 905-623-3379 F 905-623-5717 ..' REPORT NO.: ADM 04-04 PAGE 2 BACKGROUND 1. Mississauga Model The City of Mississauga hosts a regular meeting of the GT A Human Resources professionals for the purposes of reviewing emerging trends in the Municipal sector. The directors and managers in the Durham Region regularly participate in this meeting as the level of information shared and researched is sophisticated and supportive of the best practices approach to government services. The Municipality of Clarington has participated in this group over the past few years and has been the beneficiary of a number of reports researching emerging trends and best practices. One of the meetings provided information regarding the organizational structure of their Library. The MississaugaLibrary, in addition to a number of other Libraries within the Province have moved to a streamlined system of reporting which has the Director of Library Services reporting to a Commissioner within the Municipal organization. The Director of Library Services, Mississauga, states that the re-organization was undertaken a number of years ago as a budgetary measure, and it has resulted in a significant savings to the taxpayer over the years. The Director reports to the Commissioner of Community Services in Mississauga, for all operational and budgetary functions, and reportsdirectiy to the Board for policy setting regarding library services. He advises that the relationship has worked extremely well and has produced not only budgetary savings, but efficiencies related to economies of scale fOr purchasing, payroll, H.R. technology etc, and it maintains compliance with the Act. The following information and resolution is from the City of Mississauga: "The Library Board agreed to issue the following statement to the City on motion by Lucia Engkent, seconded by Pat Saito, dated September 12, 1996: REPORT NO.: ADM 04.Q4 PAGE 3 The Library Board's Chief Executive Officer and management group are expected to operate the library in a sound financial manner that is consistent with the requirements and practices of the City. Where such practices contravene the Public Libraries Act andlor collective agreement, departures will be discussed with the City, documented and brought forward to the Board for approval. Approved by the Library Board at its October 16,1996 meeting." 2. Municipality of Clarington Tax Impact The Municipality is currently struggling with the impact of growth on the budget, and has been making every effort to streamline all services in the most efficient and responsible manner. The tax impact is proposed to continue increasing over the next few years to accommodate the growth pressures onservicesfor which the Municipal Council is responsible. 3. The Library Act The Municipal Council under the Libraries Act, is responsible for reviewing and approving the budget of the Library. The COuncil therefore is ultimately responsible for the tax impact assigned to the Library. Consequently, it is prudent given the current property tax pressures facing the Municipality, for the Council to make recommendations regarding any opportunity for tax efficiencies. The current situation of the Library Director leaving to pursue other employment opportunities, provides the Council with the opportunity to make a request to the Library Board that serves the interests of the residents, without in any manner, affecting the level of Library service. . ..-- REPORT NO.: ADM 04.()4 PAGE 4 4. Director of Library Services Replacement It is recommended that the replacement of the Director of Library services be undertaken by the Board with the assistance of an external professional agency. It is recommended that the Chief Administrative Officer for the Municipality participate in the process strictly to provide input ashe would in the hiring of any Department Head. It is suggested that the position be advertised as a Department Head reporting to the Chief Administrative Officer to the Library Board. This would ensure that the employment conditions are clear and provides the benefit of the knowledge at the time of application. The Director of Library Services, as a Department Head, would become part of the Corporate team, and would have the benefit of peer support and assistance of the Municipal Department Heads and the Chief Administrative Officer. 5. The Library Board The Board is responsible under the Act to set the remuneration of Library staff. This will not change the current process in that the Librarywas deemed as the "employer" for Pay Equity purposes in 1990 in accordance with the Pay Equity Act. The Board approves the recommendations made by the Municipal Pay Equity Committee, which the Library Director currently sits on when Library staff are considered. 6. Benefit to Taxpayers of Streamlined Library Services The Library currently enjoys the benefit of processing payroll and administration of employee benefits through the Municipal department, with invoices monthly for their proportional share. .. ,c.:.~ REPORT NO.: ADM 04-04 PAGE 5 The Purchasing Manager currently assists in processing any tenders, leases, and quotes that the Library may require, with no charge to the Library for Municipal assistance. The Manger of Information Services has repeatedly offered any assistance required for information technology atno charge to the library. To date the Library has not taken advantage of the offer to any great degree, however they have acknowledged that they know the assistance is available on request. The streamlining of the Library Services into an existing department will not affect library services. The Board will continue to operate as it has traditionally done, and the staff at the Library will have additional resources to draw upon for many areas such as Human Resources, I.T., Clerk's document retention. In addition, significant budgetary savings will be realized from these services, and those such as the centralized purchasing for all goods and services not being duplicated. In reviewing the current practices, the transition to operate as another Municipal department should be relatively seamless and there appear only to be advantages to be gained. In the Mississauga initiative, the ultimate beneficiaries ofthe streamlined system have been the taxpayers as the savings translate into realty tax control and stability. The same opportunity now exists for the Municipality of Clarington Library Board and Council to work together to achieve the same type of budgetary and reporting efficiency.