Long Range Plan - Role #5

STAFFING AND PERSONNEL DEVELOPMENT

GOAL #1: The library offers a competitive working environment to recruit, train and retain competent personnel at all levels, with emphasis on professional development and public service skills.

A.) To implement a formal Position Reclassification and Salary Evaluation process, beginning summer of 2004

1.1) Conduct an “all staff” informational meeting to present an overview of the process – (ADM – 8/2004)
1.2) Assess the essential components of current staff positions within the guidelines established by HR Strategic Solutions (ALL)
1.3) Study and evaluate work flow within library departments, to provide for a more efficient operation. (ALL – 6/05)
1.4) Rewrite/fine tune all job descriptions so that they are ADA Compliant and accurately reflect the requirements of the position (ALL)
1.5) Evaluate current staffing and make recommendations to the Board annually as part of the Budget process, when changes are needed. (ADM/ALL)
1.6) Address the needs for support staff in the Business Office to allow for an efficient daily process. (ADM – 12/04)
1.7) Hire a part-time clerical employee to assist in the routine responsibilities of the office, and to serve as “back-up” to the Office Assistant. (ADM – 12/04)
1.8) Consider the addition of the following new positions: Library Volunteer Coordinatior, full-time Webmaster, Web Librarian and Technology Trainer and Shelving Supervisor. (ALL – 2005/07)
1.9) Evaluate work schedules for monitor and maintenance positions. (AS – 2004/05)
1.10) Create staff positions that will be more efficient in “training the trainers” in each department. (ALL – 2005)
1.11) Review performance appraisal tools and methodology, up-dating or changing as needs dictate. (ALL – 2005)
1.12) Expand and develop acquisitions positions to ensure that materials are ordered and received in a timely manner. (TS – 2005)
1.13) Increase hours allocated to acquisitions activities in order to meet public demand. (TS – 2006)
1.14) Recruit bi-lingual candidates for staff vacancies in order to be responsive to community needs. (ALL – On-going)
1.15) Establish a set of core competencies for each staff position and have a set of tools in place for staff to do self-training and self-appraisal of technology skills. (ALL – 2005/06)

B.) To review all Personnel Policies to assess their relevance to current employment trends in libraries and to bring them into compliance with changes in labor laws

2.1) Create a staff committee to provide the By-Laws and Policies Committee with feedback regarding staff concerns as they relate to existing policies (ADM)
2.2) Create a methodical approach to consideration of Policy revisions on an on-going basis by the By-Laws & Policies Committee, until review is completed (ADM)
2.3) Create policies on VESSA and IL School Visitation Rights Act, using data obtained from personnel workshops and seminars.
2.4) Submit Committee’s draft recommendations to library’s legal counsel for review (ADM)
2.5) Present final draft of recommendations to Library Board for consideration (ADM)

C.) To standardize hiring practices and procedures throughout library departments

3.1) Upon completion of the new library facility, create a full- time Human Resources position, as part of the administrative team. (ADM – 12/07)
3.2) Establish guidelines for telephone interviews and personal reference checks. (ADM – 12/05)
3.3) Create standard, legally compliant form letter to be mailed to all applicants that have been interviewed for any library position. (ADM - 1/05)
3.4) Review procedures for filing and maintaining personnel records. (ADM – 12/04)
3.5) Create and maintain separate files for I-9 forms, medical records and disciplinary documentation. (ADM – 6/05)
3.6) Develop a procedure manual for the Business Office. (ADM – 2004 & On-going)
3.7) Establish standard orientation and training procedures new employees, including a list of forms to be given to all new hires. (ADM/ALL – 2006)
3.8) Establish employment interview guidelines and to train appropriate staff to assure that all are in compliance with current laws. (ADM/ALL – 12/05)

D.) To maximize the strengths and talent of all staff in the Adult Services Department

4.1) Assess the restructuring of the Adult Services Department to create smaller, more efficient work units. (AS – 2005)
4.2) Implement those changes with regard to job titles and responsibilities to come about as a result of the Position Reclassification process. (AS – 2004/05)
4.3) Develop a training plan for databases and on-line catalog in the Youth Services Department. (YS – January, 2005)

E.) Exercise fiscal responsibility by critically assessing current and future monetary needs in the preparation of the library’s annual Budget and Levy Ordinance

5.1) Assess the impact of Sunday closings during the summer on both library and public (ALL/Sept., 2004)
5.2) Evaluate the costs of paid versus in-house programming for youth. (YS – 2006)

F.) Communication between all levels of staff is developed and encouraged, as a well-informed staff is the key to a smooth running organization.

6.1) Conduct quarterly “all staff” meetings to keep staff at all levels abreast of information which will assist them in their jobs and make them more knowledgeable about the organization (ADM – On-going)
6.2) Schedule regular meetings of the “Management Team,” i.e., Department Heads to share important information, to foster the open exchange of ideas and to discuss and react to important library issues. (ADM – On-going)
6.3) Hold regular meetings at the Department level for all departmental staff, to establish open lines of communication and to encourage “buy-in” for library undertakings (ALL DEPTS – On-going)
6.4) Investigate a new telephone system, allowing for features such as conference calling, unlimited voice mail, caller-ID, etc. (ADM/2006)
6.5) Standardize Librarian-in-Charge responsibilities and provide on-going training for Librarians-in-Charge, to include protocol for USA Patriot Act and other pertinent issues. (ALL – 2004/05)
6.6) Create or revise/update procedure manuals for essential tasks in all library departments. (ALL – 2004-2007)