Staff Profile

Tamara Crotts is a delightful person who has a depth that only comes through overcoming many obstacles as she has after a serious car accident that has taken years of effort to recover. As you can see, she is interested in helping others, and in so doing, she has been instrumental in improving JPL.

Q: How long have you been with JPL and where have you worked during your tenure?
A: I have worked as a part-time employee for 15 years. I took time off to get married, again when each of our two boys were born, and later when I was in a bad car accident. I worked at Highlands Branch Library for three years as a page at the circulation desk, supervised by Pat Douglas. I also worked some Saturdays and Sundays at that time. Then I worked for Tech Services for six years, supervised by Katie O’Shea, and now for almost five years, I have worked in the Interlibrary Loan Department with Carolyn Hampton and Betty Person, and our supervisor, Heather Campbell.

Q: Your decision to pursue improving communication between part-time staff, getting recognition for their contributions, and creating an avenue for sharing ideas and questions pertaining to their work was an ambitious goal. How did you achieve all that?
A: I took two classes with Mr. Mott and between him and Mrs. Campbell, the drive to develop part-time employees’ ideas began, for which I am grateful. When I took the Destination Leadership class the first time, it was not successful. However, after taking the second part, I was able to describe what I wanted to do and that has resulted in improved communications between part-time employees with their supervisors and their ideas have been brought out in the open. To get part-timers’ input, I sent out a survey about what they considered communications to be and asked them to express their ideas. I received about 160 replies back from the 200 surveys sent out, which to me was a statement of interest in and of itself. First, I separated the surveys—ones that expressed ideas from ones that did not wish to participate. Then I sent the ones with ideas we could use to all the part-time supervisors—not just one to each branch. Deborah Moore, Stanley McIntyre, and Shirley Blevins, for instance, have been with JPL 15+ years and could speak from good experience. Now I am challenging the process to see which part-time employees’ ideas and suggested changes have been implemented by the supervisors.

Q: What are the results of your efforts on behalf of part-time personnel?
A: I have found that part-time employees now have better communication with their supervisors. Most part-time employees have great ideas and most are pretty content with their jobs.

Q: What do you find most interesting about your work?
A: In Interlibrary Loan, I pack the books to return to their sources. I enjoy seeing the many different titles we receive from libraries and cities throughout the U. S. and particularly Canada. It’s neat to hold a book that has traveled from thousands of miles away, see how other libraries treat their books, the different book labels, and even their varied address labels provided for return of materials. It is intriguing to see what people read and even though I haven’t met them, I get a mental image of the readers when I see the types of books they request.

Q: What is something that most people do not know about you?
A: I am a talker. I have two boys; Elijah is 19 and John is 18. I still like sitting on the floor, and, yes, I can still get up. I am going to school part-time to get my A.S. degree in Education. I have four classes left and I will graduate from Florida State College at Jacksonville. I have a cat that is a year old, twin cats that are four, and an eleven year old wire hair mix. Five generations of my family include Methodist ministers and my sister is a minister in Homestead, Florida. My Mom and Dad are retired and live here in Jacksonville. I am proud of my work in ILL, my church work, and my family.

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.