Staff Association Questions/Answers: 8/27/2019

These questions have been sent in from either by email, anonymous survey or by a SA representative. It is the Staff Association understanding that the questions have been brought to the attention of supervisors in the past and staff feel they have not gotten an answer yet. The consensus from staff and the SA representatives is that library branch or region where a question originated is sufficient and staff did not want to reveal their location and position. 

Julie, as the new Director of the Metropolitan Library System, what direction will our library system be taking over the next 5 years, 10 years? i.e. What new initiatives will we start, what parts of the our communities are we going to try to connect better with, will we be able to become an industry leader in any way instead of constantly playing catch up?

Currently, we are currently clarifying job responsibilities and working on teamwork and communication. Leadership Team has also been revising the Core Values. Next we will be using a staff survey to gain feedback that will inform an updated Mission and Vision.Once we have those in place, we will be able to determine any new initiatives. We want to be sure that our directions and priorities are determined collaboratively when that is possible.

What are our plans? Sometimes I feel like my job involves a lot more busy work than actual interaction with the customers to try to help them. And the one-on-ones, they are less extensive now but still a lot of them combined with other various meetings, when we could be getting something accomplished in the library. I have to say this is not a fun place where I started working over 10 years ago.

If you have questions about your day to day activities, it would be best to ask your library manager. The one-on-ones are intended to be an opportunity for you to understand expectations and clarify your work activities. That would be a great time to ask about the work you are doing that you aren’t clear about.

What is the vision for or what goals should we be meeting at the Downtown Library? Do we need to be hosting a certain amount of programs? Getting a certain number of circulations or people through the door? It tends to seem like we are being punished for either doing something wrong or not meeting some standard, but we are not given any idea of what it is that we are not doing right? If we are supposed to be doing something different than what we are currently doing, we just need to know so that we can do what is expected of us.

On a system level, we don’t have a standard for all locations to have a specific level of circulation, door entries, or program attendance because every location is so unique. If there are goals that your library manager has set for your location, then the library manager would be the best person to clarify those goals and expectations.

Can there be a better transparency with our budgeting process? We all feel the effects of budget cuts but have no idea why they are happening or what to expect in the following years?

I would like to know the reasoning behind the budget cuts for all libraries across the board despite our revenue staying the same. Do we [Metro as a whole] have financial problems? If so, why? If not, why the cuts? Are we planning for something big?"

Last year, from FY18 to FY19 the ad valorem revenue increased 3.07%, the operating budget decreased 1.15%, and reserves increased 12.31%. This year, from FY19 to FY20 the ad valorem revenue increased 4.73% and reserves increased 9.76%. The FY20 operating budget has a 3.3% increase over the FY 19 operating budget, but is actually 15.48% greater than the operating funds spent last year. As part of our budgeting process each year, we allocate funds to reserves for large capital projects that require us to plan for funding far in advance.  In addition, funding for some supplies has been moved out of local budgets, such as funds for toner cartridges or programming funds that were moved into system-wide programming. Some of these changes were made so that the person making the purchasing decisions is clear on which funds they have available.

There is also no hold or decrease in funds for purchasing library materials. Libraries may see variations in purchasing for different formats or topics, but as always Collection Development makes selection decisions based on customer demand, trends in circulation, and other predetermined criteria.

Can there be an initiative that creates better communication and understanding between departments and branches? It very much feels as if we are separate entities that do not understand each other.

Some system level activities that promote better communication and understanding include Staff Day, working at other locations during individual library closings, attending meetings at different locations, participating in committees or workgroups, and job shadowing.

There has been an initiative to standardize service across the system, which is great, but will there be any move toward also incorporating or at least taking into account that the things that make each location unique (i.e. Large events/festivals at DN, large Latinx population at CH, large after school children’s population at SO, etc?)

We share a lot of information about the things we do as a system so you may hear more about that on the intranet and in system emails, but libraries still have unique facilities, collections, staff and programs to meet the needs of their communities. Some of you may have heard me compare this to Hallmark stores. When you go into a store branded Hallmark you know that you will find some specific things such as cards and holiday ornaments and you will also likely see those items advertised the most. However, depending on the owner of the individual store, there will also be unique items such as jewelry, clothing and novelties that reflect the interests of that specific community. I think our libraries are much the same. Customers expect to find MLS items such as a core collection of materials, the MLS program calendars, programs such as Storytime, and friendly staff. However, there are always differences in each location that reflect the unique interests of the community.

Local Library appreciation from the Friends grant, Staff Association has received different questions/concerns from locations about how to spend the money? What are the rules? How are the libraries suppose to spend it? There is a lot of confusion on the process. Different locations are handling it in many different ways. Are the libraries spending the Friends grant money efficiently? i.e. staff comments about the usage of the money just to purchase food feels like an un-efficient use of the money. Staff like before going to places like the Thunder or Dodgers games, etc.

This year, the Library’s leadership made the decision to request funds for staff recognition in the FY20 operating budget. Local appreciation funds for the new fiscal year are pending the Commission’s approval of the final budget.

The intention of staff recognition funds is to ensure that each staff member is recognized for their work in a meaningful way and that each employee has an equal opportunity to share in that recognition.  Since the decisions for local funds are truly made locally, the manager is the best person to answer questions about the choices that have been made for their location.  As far as guidelines, the information for spending last year’s local funds was sent in an email to X-Change.  Next year we will provide an opportunity for library and department managers to share ideas and feedback about how the funds were used at their location.

Last year's guidelines: Staff Recognition Events - Local Level:

Libraries can now plan events off-site and off the clock if they choose.  It is also still an option to use funds to purchase items or have an event at ​the location on work time.  

To utilize your funds, submit an RTO using the information in the attachment.  The RFP form we used in the past is no longer required.  Please contact the Business office with any questions.

• Participation in any off-the-clock, offsite event is 100% voluntary.  It is the individual employee’s decision about whether he/she chooses to attend the event or not attend the event.
• The purchase or service of any alcoholic beverages is strictly prohibited.
• All participating employees are subject to all of the Library’s employment policies.
• Travel associated with recognition events is not eligible for mileage reimbursement.
• Any unused funds at the end of the fiscal year will be returned to the system-wide recognition fund.
• Gift cards cannot be purchased.
• After hours staff recognition events cannot be held at the work location.

Tech processing is overwhelmed with end of the year orders. Currently, there are over 800 boxes of MLS items waiting to be processed. This is the worst we seen in years. Is this end of the year spending budget? Is there any way to send extra help to the service center?

Pauline Rodriguez-Atkins provided the following information:

Basically, Technical Processing was hit with the perfect storm last year.  The processing and routing areas were not fully staffed between September and June.  This meant that fewer items were processed than usual, either because the processing area was short staffed, or because processors were helping handle essential routing tasks because that area was short staffed. 

Around the beginning of the fiscal year, Collection Development discovered a need for a large number of replacement copies in the Easy, Reader, and Tween areas, as well as a need to increase DVD orders for feature films and television programming.  This led to a larger than normal amount of items ordered and received.

Due to all the above, a backlog of items waiting to be processed built up over time.  The issue was not addressed as soon as it might have been, partly due to the turnover among Collection Services and Development leadership.  It also went unnoticed somewhat due to the boom and bust cycle of receiving that Cataloging and Technical Processing are used to.

Technical Processing reached critical mass in May.  The conveyors were full of items waiting to be processed, so no more items could be added to that queue; since no items could be added to the processing queue, items were not removed from Big Bin, so there was not space for items to be stored there; since Big Bin was full, the limited space for storing received items soon filled, so new items could not be received; since new items were not received, boxes of new items could not be opened; space for holding unopened boxes filled up, so unopened boxes have now been stored wherever space can be found.

What are we doing about it?

Technical Processing is now fully staffed, yea!  That department is spending every Friday processing items that can be processed and routed quickly, in order to free up space and allow more items to be received.  Staff from other Collection Services and Development departments are volunteering to process items or activate RFID tags to allow the rest of Tech Processing to focus on more complicated tasks.  I’ve been told that last week (July 8-12) there was open space on the conveyors every day, for the first time in quite a while.  This indicates that more items are going out and the backlog is diminishing.  Janeal and I are working to identify titles that should be processed quickly to fill high demand.

For the future, purchasing shelf-ready materials will help to alleviate some of the pressure.  I’m working on statistical analysis to perhaps determine a way to manage orders so that items are received in numbers that can be effectively processed and routed.  Once we have management in place at the Service Center, those managers will be able to take a more hands-on approach and be alert to possible backlogs before they become mountains.

When a staff member is turning in Mileage, it seems lately the new procedures penalizes staff who happen to end their day at a location that is closer to home. So, their choice is to either leave out the whole trip or to keep it on their mileage and have it count as a negative on the calculations. Can this be revised to help the Staff member that is doing this work for the MLS?

Mileage is paid to reimburse staff for expenses for the additional mileage they drove for work during a given day. Think about it as if an employee leaves work and ‘stops by’ another location on their way home – just as you may consider which grocery store to stop by on your way home from work due to the additional distance/miles you would have to drive to go there on your way home. The mileage MLS will reimburse is the difference between the miles an employee drove on a given day for work and what they routinely drive for their regular commute.If the total number for a workday is negative, it doesn’t need to be on the form, it is only for additional mileage.

The MLS hiring process seems to be taking a toll on libraries and departments still with positions being open. How might we speed up the hiring process, especially for the more entry level, front-line positions?

The Human Resources Department is currently working in tandem with Public Services leadership to improve the hiring process and expedite the timeline for filling open positions. Recently, the HR team created an internal plan of action to address all positions in active recruitment, which included assigning an HR professional to each open position, improving communication with the hiring team, and streamlining internal processes to expedite hiring.

How can we better promote retention among our staff and decrease turnover at all levels in the organization?

In the last five years, the organization’s turnover rate has decreased.Although the Access/Engagement model is still fairly new, the turnover rate for these positions is also declining.Steps to take:

• Remain positive and share success stories with your colleagues.
• Focus on the excellent programs and benefits the system offers (e.g. scholarships, competitive compensation, career paths, benefits, retirement, etc.).
• View mistakes as opportunities to learn and grow from each other.
• Always assume good intentions unless proven otherwise.
• Encourage fellow staff members that may be struggling to talk with their supervisor about issues or concerns.
• Remind colleagues about the Employee Assistance Program, which is available to all staff.  EAP professionals can provide tools and resources surrounding a multitude of workplace issues (e.g. stress, work life balance, etc.).

Why is there such a high turn over rate for the higher managers? 

It is common for people in management to change career paths. This allows them to gain additional knowledge and learn new skills sets that improve their marketability.Managing people and processes can be both rewarding and challenging. As an organization, we are committed to providing our leaders with the support and resources they need to be successful in their roles.

We keep adding manager positions, when the lower levels have more work and less co-workers to help. (lower levels leave and those positions are turned into management positions? Why?)

It is true that several years ago during the Alignment some open non-management positions were reallocated to management positions, but that is not the need or the general practice at this time. 

In fact, the Planning group recently introduced a new staffing study.  Leadership is using this information as an additional tool to help in assessing each vacant position to determine if the job is meeting the local and/or organizational need.  This encompasses all positions (management and non-management roles).

Is anything being done to increase staff retention? It is some staff's perception that there has recently been a marked increase in the amount of staff leaving the system, perhaps in response to the amount of changes in the past few years. What is admin's perspective on this?"

There has actually been a decline in the number of staff leaving the system since 2017.  See ‘Steps to take’ above.

How could we ask for affordable health insurance options for our part-time and half-time staff?

As a governmental entity with funding tied to Ad Valorem taxes, our revenue stream is limited.  This makes funding part-time health insurance benefits challenging if we want to continue offering comprehensive services to our customers.  Staff interested in receiving health insurance benefits are encouraged to apply for open positions that are benefits eligible.

What could be an incentive to earn time quicker than three years to start getting benefits with MLS as a part-time or half-time employee?

The Human Resources Department will be reviewing the leave policy for Category 3 (part-time) employees.  There is no timeline yet for determining whether a recommendation will be made regarding changes to the current policy.

Are there any allocated hours for professional training for MLS employees? Professional training for part-time or half-time? Maybe something for next years budget?

The training budget for materials and paid presenters is intended for all staff, regardless of their position.  Hours for training are funded as part of the employee’s regular paid work week.   Training is important for our staff to be knowledgeable and able to assist customers, both internal and external, so it is always encouraged and supported for all staff.   Employees can discuss their training needs with their supervisor.  It is important to keep in mind that whether time can be set aside for training on any given day is determined by staffing levels and the needs of the library or department.  That is also something that the supervisor can determine.

What do you think staff moral is for each level? There is a low moral currently across the system with staff feeling overwhelmed and underappreciated. How can we address this?

We are working on clarifying job responsibilities and the customer service model.  We believe that better clarity will help.

Is there any progress made yet to make the RFID scanners work with the system software we use now?

Our RFID scanners at the desks are at end of life and no longer supported. TLC has been developing compatibility for RFID technology, but for use with different hardware.  IT will be ​purchasing and testing a new piece of equipment to see if it is something we want to ​budget for and implement ​in next (or a future) budget year.  Our RFID tags still work with sorters and self-checks. 

My questions is that I wanted to follow up on the proposed new ROCV system? I haven’t heard mention of it in a while?

The plan has been to wait until after summer reading to implement the new system and currently Public Services is working on the training manual.  It is anticipated that the new system will be implemented sometime this fall.

Is there any possible open communication system online for staff to ask questions to the director?

No, but my door is open, and everyone can send me an email.  As I have said before, the previous “Ask the Executive Director” forum turned into a place for staff to have discussions with each other and share misinformation.  I have also encouraged library and department managers to invite me to their staff meetings, so please let your manager know if you would like me to attend.

Given the recent changes in medical marijuana laws, how is the library handling/expected to respond when someone has it on the premises? Without a way to know whether someone has a medical license or not, what should staff do if someone is partaking on library premises?

On May 29, 2019, revised Human Resources Policies were posted on the Intranet.  Included was an update to SH 630 Alcohol and Drug Use Policy, which integrated language regarding marijuana use, impairment and possession.  The policy states that the Library prohibits all employees, including those with a valid Oklahoma medical marijuana license, from using, possessing or being under the influence or impaired by marijuana while on the Library’s premises or during the hours of an employee’s employment.

Staff that are aware of any use, impairment or possession by another staff member should report this to a member of management and Human Resources immediately.

Staff Association would like to open a conversation about being more supported by MLS and their managers. Some locations are not represented and others that have a representative find it hard to even attend at the very least attend the meetings once a month. How can Staff Association and MLS build together for a better tomorrow for our staff?

Staff Association is welcome to invite each library to send a representative.  MLS supports staff in participating, but we can’t require it as it isn’t part of any employee’s assigned work responsibilities and some aspects of it may also require an employee to use their personal time.  It might help Staff Association to contact library managers and let them know you would like to have a representative from their location or to reach out to staff who have expressed interest in the past.  Be sure to share information with potential SA representatives about what is enjoyable or beneficial in participation so that they can see the value of joining.