How the West Was Won - Or How West Regional Branch Increases Efficiency

West Regional employees are constantly looking for ways to increase the efficiency of the branch. Everyone is encouraged to suggest improvements and unless there is a good reason not to try an idea, we tend to jump right in and see what happens.

This philosophy has led to a number of changes in procedures over the last few years. An example of this is the double discharge of materials. It was a surprise to some that it did not slow down the work flow and it has become a routine function of the branch. Double discharge has resulted in a decrease in customer problems allowing staff time to focus on other issues. It has reduced the number of “claims returns” and it has also greatly improved customer relations.

In addition, delivery bins for every branch were set up on tables in the delivery area. Materials going to other branches are placed in the bins immediately by the person who discharged the item. Staff working on send item lists trap and pack materials immediately. They also label and shelve holds for West customers as they work on the send list. This has reduced the number of times items are handled and sorted.

The pre-shelving area has been moved from the staff workroom into the public area. This allows customers the opportunity to browse the shelves and take materials they wish to check out, reducing the number of items to be shelved. It also makes it easier for the reference staff as customers looking for newly returned materials are escorted over to these shelves. Another advantage has been an increased staff presence in the A-V area because the pre-shelve area was set up beside “Sights and Sounds”.

Improving communication has become a major goal for branch staff especially since staff is now working in two different locations. Moreover, an internal blog has been set up so everyone can post information on procedural changes, displays, programs, safety or interesting information to other staff.

These are just a few of the changes West employees have implemented. New ideas are being tossed out for discussion all the time so there is no telling what the next innovation might be.

Efficiency for All of Us from Training Dept.

Richard Mott offers some real help in saving time when using Microsoft applications:

When using software such as Microsoft Office applications, it’s always a kick to find a quicker, more efficient way of doing things. I’d like to share demonstrations of a couple of such tips. The first is a quicker way to find City employee e-mail addresses in Outlook by using the Check Names button.

The second has been a lifesaver for me in working with Microsoft Word. Formatting in Word can drive me crazy, especially when I’m mixing numbered lists with bullets and/or regular text. No matter what I do, sometimes I can’t seem to get the darn things to line up right. Learning how to use the Format Painter has been a big help in solving some of those headaches. Check out either one of these “Quick and Dirty Tech Tutorials” if you think they may be helpful.

What computer software tips have you discovered that have helped you be more efficient? Let me know if you would like to share them with others (rmott@coj.net or 630-2407).

Efficiency and Operational Procedures

This article was contributed by Bill Schaefer, our new Operations Analyst, who reports to Barrett King, Deputy Director:

According to the Merriam Webster Dictionary, efficiency is the effective operation as measured by a comparison of production with cost. Put simply: are we getting a bang for our buck? The JPL receives a finite budget annually and must strive to make the best use of allocated money and resources while at the same time focusing on providing the highest quality service to the customer. Successful organizations strive to be efficient by developing operational procedures that standardize how business is conducted throughout the organization and optimize best practices based on experience and cost effectiveness. Standard operating procedures help reduce confusion, variation, and are a key step toward process improvement.

One of my primary duties is to help assist with defining how the Jacksonville Public Library system can improve its operational procedures to deliver quality services more cost-effectively, with less waste. Efficiency improvement at the JPL can take many forms ranging from the addition of new automated equipment which eases employee workload, freeing staff to focus more on customer service needs, to developing new operational processes that maintain high standards and help save money. I have been tasked to review current operational procedures and to identify to senior leadership areas where they may consider implementing procedural or policy review. I will also be involved with drafting operating procedures for review to increase library service efficiency. I have been working to become knowledgeable on the policies and regulations within the JPL and COJ systems to determine where we are today and what we can do to make tomorrow more efficient. I consider myself very fortunate to have been selected to work as part of JPL’s highly trained and professional staff, and I look forward to working with all of you.

Resource Management in Youth Services, or

Why Children’s Staff Create Preschool Storytime Boxes

Kathy Tekin, Youth Services Library Supervisor, shares the valuable ways her department contributes to efficiency and participates in Destination Leadership:

Storytime boxes are a thematic resource box, designed to be used by multiple programmers and for multiple age groups. The key to effective sharing of programs using story boxes is a rotation and delivery system, by assigning specific themes to regular weekly storytimes. Then everyone on the children’s staff should be able to use the boxes in their summer programs. The boxes contain books, fingerplays, music, flannel board stories, props, and craft suggestions to use with a variety of age groups.

In this way, we are able to share our best resources and creativity with our coworkers and give each other the gift of time in preparing 52 weeks of Preschool programming in each branch. We began the program back in summer 2001 to give staff a planning break for those eight weeks of summer programming. This time is particularly busy in the Children’s Departments due to an influx of school aged children on summer break. Originally, when we started the story box program in Jacksonville the intent was for staff to use them in our traditional 3 – 5 year-old Preschool program. As branches continued to offer Mother Goose and Toddler storytimes over the summer, the need to include age appropriate materials for these groups became apparent and is now included.

The Florida Library Youth Program (FLYP) team established criteria of what to include in the box based on various components of a storytime. We even included a checklist to be sure that items were placed back in the box before going to the next location. Over the years, we have tweaked the storytime boxes to make them more useful for the children’s staff and have added ideas for enhancing the program for school age when a paid performer was not available.

For this summer, the planning team again asked that each branch focus on one chapter from the FLYP 2010 summer manual and create a box to be shared with other branches based on their chosen chapter. We remind everyone that this is a starting point to be able to pick and choose the items from the box that will work well for them and their audience. Each box can be used by new staff members or those with years of experience in children’s services. It still allows for creativity by requesting ideas about using the box and adding an item to the box that they found to be successful.

In doing some research, I have found that many large library systems around the country use this approach for storytimes. It helps to increase the quality and consistency of programs offered to our youngest customers. The resources listed below are found in the JPL system.

By using storytime boxes, we incorporate four of the five practices of Destination Leadership:
Model the Way - The boxes incorporate the best of our creativity, resources and provide an outline that meets the demands for age appropriate materials and pre-literacy skills.
Enable Others to Act - In creating the boxes, staff that has less experience in preschool programming can use quality materials to provide a program. A gift of time is given every time one of the boxes is used to complete other tasks within our departments.
Inspire a Shared Vision – Employees who use the materials are encouraged to add items to the boxes that helped make their program successful with the children and their parents.
Encourage the Heart - By sharing with the staff that created the box, that they and the children really enjoyed the materials included.

Resources:

027.6251 MacMILLAN - A box full of tales: easy ways to share library resources through story boxes. Kathy MacMillan. MacMillan, a librarian, storyteller, and American Sign Language interpreter, describes how to use story boxes to create children's programs at a library.

027.6251 NICHOLS 2007 - Storytimes for two-year-olds /Judy Nichols ; illustrated by Lori D. Sears. Nichols, a storyteller, puppeteer, and library consultant, outlines programs for engaging the youngest library audiences.
Summer Reading Manual, 2009
Summer Reading Manual, 2010

How Pablo Creek Regional Library Is Increasing Efficiency

Carol Bailey, Branch Manger of Pablo Creek Regional Library, reports on their successful venture into more resource management:

This winter, Pablo Creek’s business levels seemed to explode, with a marked increase in usage by the community. Year to date circulation as of February 2010 increased 3% over the previous year, and although our gate count has only increased slightly since last year, Pablo Creek has seen a 13% increase in the number of hold requests submitted, while staffing levels have not changed. Clearly, we needed to make some changes in our holds procedures in order to keep up with the increasing volume.

The first major change we made was to adopt the new holds procedures that were implemented system wide in November 2009. Instead of laboriously writing out hold wrappers, we are now using 8½” by 2¾”slips of paper for the customer’s name along with the date the hold is to be removed if not picked up. In response to several customer complaints about the new way of putting out available hold items, we are making every effort to be consistent in how the hold slips are done: using dark, thick marker and writing in large block letters to make it easier for customers to find their available hold items. In an effort to save paper, we regularly collect paper that has been printed on only one side (most of which is left behind by customers) and re-use it for hold slips.

We also eliminated some steps in how items are handled when they are trapped for the hold pickup list or when they are discharged and come up on hold. Previously, all hold items were routed to designated holds staff at the branch for final processing, but now every staff member who traps from the hold pickup list or has a discharged item come up on hold is responsible for processing that item and putting it out on the holds shelf. Making this small change has resulted in available hold items being put out more quickly and reduced the amount of time that was spent looking for available hold items in the workroom that had not been processed yet.

In addition, circulation staff assigned to set up the Customer Service desk in the morning is also pulling expired hold items from the holds shelf on a daily basis rather than waiting for the designated holds staff to take care of this. This means more room on the holds shelf for new items, and more time for the designated holds staff to handle holds coming in through delivery.

Another area where changes were made to increase efficiency was in how we handle items that are returned with missing parts or need repairs such as a replacement case. Previously we would edit the item records of these items to change the home location to STORAGE-A or STORAGE-J as appropriate. Now we are checking out items with missing parts to MISSINGPCR, and checking out items that need repairs to PCRCIRC. The checkout and discharge process is much faster than changing the home location of an item and changing it back to the original home location when the problem with the item is resolved.

Many thanks to our new Library Clerical Supervisor Charlene Ovshak for helping to develop ways to improve efficiency at Pablo Creek Library, and thanks to all the staff for their willingness to try new ways of doing things.

Interlibrary Loan Continues Efficiency-Enhancing Initiatives

Heather Campbell, Librarian Senior, Interlibrary Loan, and her staff have accomplished many efficiency-enhancing initiatives--and more are on ILL's agenda. Ms. Campbell reports:

While ILL staff members continually look for ways to improve processes and the unit’s workflow, they have also spent the last two years working on projects promoting greater efficiency. Among the strategies we’ve used are:

Reconfiguring the label print templates from the software-supplied templates so that only needed labels are printed.

Using ergonomics to make the workplace safer, healthier, and more efficient. Workstations and shared workspaces have been rearranged to promote wellness and better workflow.

Eliminating unneeded printouts and using the back of outdated flyers, printouts, and fax confirmations for in-house printing.

Including more information on book labels and customer notification slips to help customers understand item loan terms and to provide more customer contact information for staff.

Recycling one-side-printed state courier routing slips as scrap paper for Main Library departments.

Identifying free-lenders of books and copies in Lending and adding them to our free-lenders list in Borrowing. This increased our ability to be able to supply materials without cost to our customers.

Ending the resource-consuming Books By Mail service. This allowed a smaller staff to concentrate more on Interlibrary Loan services.

Exercising stricter oversight in the handling of overdue materials. This provided borrowers with greater incentive for quicker resolution of problems involving ‘not returned’, lost, or damaged materials in both Lending and Borrowing.

Continuing in-unit cross training in processes which gave staff greater confidence when filling in for absent staff members and provided better customer service.

Compiling unit procedures and forms in an ILL Wiki readily retrievable by ILL team members.

Volunteering to be a beta-testing site for the newest version of our Interlibrary Loan management software- ILLiad 8.0. The efficiencies we’ve found so far in this new version include:
· A combined search box. With one click, staff can search for information in both (Lending and Borrowing) processes. This allows us to answer customers’ questions in less time.
· We no longer have to open multiple copies of ILLiad or need to close down or switch out of a single process (Lending or Borrowing) to do work in another. The new tab feature holds our work until we can return to it.
· Print requests automatically go to the proper printer without staff having to designate a printer. This cuts down wasted labels or paper from print-jobs going to the wrong printer and promotes a smoother workflow.
· Routing rules are used to enforce JPL policy. For example, ILLiad ‘looks for’ textbook publishers and puts textbook requests into a cancellation queue. This saves postage, supplies, and costs for items lost in delivery.
· Staff members can arrange ILLiad screens according to their own preferences and work needs. Data in columns can be rearranged for easier viewing. Processes can be color coded for easier identification.
· Customer information became more accessible within ILLiad by using the new tabs feature. Merging new ILLiad accounts with old is easier. This was especially helpful as customers switched to new library cards necessitating re-registering for new ILLiad accounts and merging customer histories into the new accounts.

A trial use of ILLiad WebCirc at Main planned for this year will provide more opportunities to demonstrate efficiency as it will allow customers to receive instant credit for returned ILL materials.

South Mandarin Leverages the Efficiency of Additional Self Check Stations

Ed Murray, Library Supervisor, and the staff of the South Mandarin Regional Library have been contemplating how they may implement the Balanced Score Card at their location. The staff considered ways to increase the branch’s efficiency, particularly from the method’s Customer Perspective. South Mandarin is consistently one of JPL’s busiest locations, often accommodating 1,000 customers daily.

The staff sought to leverage the added efficiency of SoM’s new 3M Self Check machines, which in December were increased from two to three stations. The new stations also increased efficiency with new locations in the building, placing two machines in front of the traditional Circulation Desk, and for the first time adding an entirely new station in the Children’s Room.

South Mandarin plans to leverage this new efficiency in several ways:

- Additionally free the Circulation staff from routine transactions better assigned to customer self-service.

- Assign one Reference worker as a roving reference/greeter while optimizing the branch’s wireless phones.

- Apply the added Circulation, Adult, and Children’s Reference efficiencies to ongoing needs including shelving, weeding, holds processing, and materials processing.

South Mandarin plans on continuously experimenting with different approaches, including moving book drop workers to the Circulation desk during peak usage hours. Roving reference workers have addressed other customer needs as well, often assisting with meeting room set-ups and audiovisual needs. The efficiencies provided by the increased Self Check presence and the resulting staff flexibility have created a dynamic environment with much room for creativity.

Partnerships and Communication Is Pursuing Greater Efficiency and Effectiveness

Dr. Keith McLaughlin says Partnerships and Communication is striving to do its part to reduce costs and to provide services more efficiently and effectively by implementing these practices:

Reduction in use of Ink and Paper
· Re-use printed paper for internal purposes/scratch sheets, etc.
· Use double-sided printing for all internal documents, grant and proposal application drafts—everything that is not going out to a funding organization
· For lengthy documents, print at least two pages to a sheet (and double-sided)
· Use the double-sided copier setting whenever possible
· Use “draft” mode on printers to save ink
· Try to print less by sending and saving documents electronically
· Email drafts of graphic design documents in pdf format rather than print

Lower Mailing Costs
· Take time-sensitive documents to City Copy Center for mailing to ensure postmark, return-receipt (if necessary) and reduce the need to send via Fed EX
· If Fed EX is necessary, use two-day instead of next day; it’s less expensive

Miscellaneous
· Turn out the office lights for the evening
· Share or borrow supplies from team members before placing new supply orders
· Use City cars and carpool to off-site meetings and events

Programs and Marketing
Rely more on grant and private funding to support programs and less on city general fund dollars
Whenever possible, include support for part-time project coordinators in grant-funded requests and budgets
Recruit volunteers to assist with program implementation, such as with the “How Can I Afford Retirement?”
Leverage program partners to help promote and market programs, thus reducing expenses associated with paid advertising
Utilizing email blasts, electronic newsletters, Facebook and Twitter to communicate with targeted constituents and the general public

Conference Center
Have improved efforts to apply the adage “a place for everything and everything in its place” with the storage and tracking of electronic equipment and accessories in the Conference Center. This has improved security and maintenance of the equipment.

Talking Books/Special Needs Increases Efficiency

This article was contributed by Jerry Reynolds, Librarian Sr.:

Talking Books/Special Needs highlights two areas of increased efficiency: The first is the digital book format. The case is thinner which allows for more copies to be housed in a given space than the thicker cases that house tapes. Additionally, one cartridge can hold as much content as several tapes meaning that, no matter what the length is of the vast majority of books, we need deal with only one cartridge instead of multiple tapes.

The second is the use of volunteers. We now average 12 – 15 volunteers in any given month and our plans are to increase this number. Without these volunteers, it would be impossible for us to accomplish the outreach activities and other programming that we have been so successful in sustaining. We are deeply grateful for their many efforts.

Facilities Management & Planning - Maximizing Efficiencies in Difficult Economic Times

The Facilities Management and Planning group is taking a closer look at internal processes to ensure we maximize efficiencies in FY 2010. In our effort to reduce operational costs, we adopted a new strategy in delivering custodial services to JPL facilities. In October 2009, we switched from nighttime janitorial cleaning to daytime cleaning at all 21 branches and eliminated hourly day porters at 13 locations. The reduction in services will save JPL $312,000 annually, while enabling staff to closely monitor daily cleaning activities. Branch managers are reporting that the change has resulted in improved cleaning of their facilities. Another benefit of the daytime switch is the reduction of contract security staff at the Main Library saving JPL an additional $16,000.

Recently we continued our efforts to promote sustainable building practices by installing 19 electric hand dryers in public and staff restrooms at the Main library. Thirty five additional hand dryers are slated to be installed in upcoming months at AR, CW, DU, KR, NW and WBK. Once completed, paper towels will be removed from public and staff restrooms, reducing consumable paper products at those locations. We expect to see significant savings as a result of the decrease in paper towel orders.

In other exciting ‘sustainable’ news, the Facilities Management and Planning group established a partnership between JPL and the North Florida Chapter of the US Green Building Council to promote residential green building practices. The USGBC will hold workshops at seven library locations beginning January 14th at SOM. The workshops will provide information on advantages and incentives for local home-owners to build ‘green’, or remodel their homes with energy efficient products and appliances. Promotional flyers and posters were distributed to the branches to stimulate workshop attendance. Please visit http://greenjpl.wordpress.com/ for more information.

As we are continuously challenged to do more with less, FMP staff will keep working with vendors throughout the year to find cost-effective solutions for delivering services while ensuring that customer and staff needs are met.

Center for Adult Learning's Sharon Jaskula Shares Plans for Efficient Department

The Center for Adult Learning is managing and conserving resources in a variety of ways. A few years ago, all literacy students were given consumable workbooks and other materials free of charge when they enrolled in the program. As the program grew, this became too costly. Today, each CAL location has a “classroom set” of materials that are used (and reused) on site. Students are given ISBN numbers and ordering information if they want to purchase personal, consumable copies of materials directly from the publisher.

CAL also strives every year to secure grant funding for staffing, equipment, and materials that will enhance adult literacy services. An LSTA grant currently supports two full-time Special Purpose Employees who train tutors and instruct students. We are also constantly recruiting and training volunteer instructors to help serve more students - not an easy feat since CAL volunteers are asked to consistently commit at least 3-6 hours per week for a minimum of six months. We have recently established a relationship with the Florida Coastal School of Law that will provide up to four interns each week to help with testing, tutoring, and front desk coverage. These interns are scheduled to begin later in January.

Even small things can add up to big savings. CAL used grant funds to purchase an ELMO digital presenter and projector. Having this equipment allows CAL staff to train literacy tutors around the state without having to prepare/photocopy hard copies of manuals and student materials. Trainees leave with a CD of materials (to print as needed) rather than hundreds of pages of paper provided by JPL. We are working to reduce travel expenses as well by developing online tutor-training with the help of Richard Mott and Kate Holmes.

No dollars are well-spent if they fail to meet the needs of the customer. While CAL can’t be all things to all people, we have developed relationships within the community that keep us abreast of service trends and unmet needs. For example, our community college’s transition to a state college has eliminated many courses for lower-level readers. CAL staff researched the educational requirements for new G.E.D. and vocational programs at the college and now help adult learners reach those specific targets. Knowing whether or not other agencies are providing a service prevents duplication and allows us to direct resources where they are most needed.

In these times, we are all struggling with limited resources. CAL is proud to be part of the Library’s effort to provide a lifeline to another adult literacy provider, Learn to Read, Inc., the city’s oldest and largest provider of one-to-one tutoring for adults. JPL administrators, board members and Learn to Read are currently exploring the possibility of temporarily sharing space to ensure the continued survival of that organization. In my opinion, these efforts define what it means to be good stewards of JPL assets, sharing existing resources and maximizing their benefit to the community.

Pablo Creek Branch Excels in Volunteer Efficiency

Pablo Creek Branch Library had 40 volunteers (more than twice that of other JPL locations), who worked 5,477 hours, FY2009! PCR also retains many of their volunteers over a long period of time. Consequently, we asked Gail Blumberg, Library Associate, Senior, and Volunteer Coordinator there, to share some ideas on one of this year’s Performance Objectives: "Increase the library’s capacity to serve the public with an improved volunteer recruitment and retention program. Identify best practices; evaluate current practices; address barriers & increase current (FY09) level of volunteer hours by 2%.”

Ms. Blumberg said Pablo Creek’s location provides good access to retirees and students, who are more apt to volunteer. PCR has many volunteers that have proven to be a good fit. Some have even become part-time employees. She realizes this might not be the case at all locations.

The volunteer coordinator must combine organizational and communication skills in order to run a successful volunteer program. At PCR, for example, a weekly schedule is posted that includes volunteers’ names, duties and hours of service. Employees and volunteers can consult this weekly schedule as needed. This results in better planning and a positive work environment.

Where communication is concerned, she is cognizant that volunteers and staff feel free to voice their needs and opinions to her. She assigns specific duties to volunteers, such as processing holds, weeding newspapers, or reshelving in the teen, children’s or adult areas.

Each prospective volunteer is interviewed before being assigned to any work area. During this time, Ms. Blumberg tries to match the volunteer to the best work for him/her. For instance, she finds out if older volunteers can stand for a length of time shelving. If they cannot, they might be assigned to making phone calls for customer holds. This process has been beneficial in the retention of volunteers. PCR has volunteers who have been there since it opened in 2004.

She is glad to hear that HR is developing guidelines for a “trial period” for adult volunteers. This will allow both volunteers and library staff to decide whether or not individual placements will work for all concerned.

City's HR Initiates Trial Period for Volunteers

Sandra Stonestreet said that Human Resources is developing guidelines for a “trial period” for adult volunteers. Currently volunteers are required to clear a background screening before they can begin volunteering. JPL volunteer coordinators find many adults don’t understand the nature of the work or it is not what they expected and do not come back to complete the 30 hour commitment. A trial period will give adults an opportunity to experience the work first hand before going through the background screening process. We hope this will result in more satisfied volunteers and a savings to the City.

The suggestion of a “trial period” came out of a recent volunteer coordinator meeting. Volunteer coordinator meetings are held each quarter. A lot of great ideas come from these meetings. We are always looking for ways to improve efficiency and increase volunteer hours.

Collection Development Resource Management FY2010

We will be sharing ideas and plans from various departments about how they will contribute to resource management in FY2010 and how they plan to help JPL meet its Performance Objectives.

Charlene Adkins, Library Supervisor, Collection Development, shared a vital plan her department will use:

"One of the ways Collection Development will be contributing toward the economic success objective in this year’s service priorities is by doing regular searches and orders for materials such as career development (resume books) and testing books. These materials are not regularly reviewed so by doing targeted searches within our vendor’s databases we will be able to identify and order materials that may not have been ordered otherwise. This process will provide additional economic success materials throughout the system on a regular basis."