Remarks by Patrick Henry Library Assistant Manager Deborah Smith-Cohen given at the July meeting of the Library Board of Trustees: I will begin with critical observations on the proposed FCPL restructuring and follow with a few specific recommendations for its improvement: - None of us here is naïve enough to believe that library services should remain the same in the face of reduced budgets and changing use patterns. However, there are many parts of the current plan that are poorly thought out and destructive to both good service and creative service. - Aspects of the plan are unfair to staff who will not be given increased compensation, and yet will be expected to perform more technically demanding work. - Other aspects discount both legitimate professional credentials and specializations, and the ongoing need for professional expertise, albeit in new ways. - By far the worst part of this process has been the inadequate communication with staff, the lack of an active role for staff in the development of solutions, and the dismissal of staff questions and objections over the past several months. Without staff experience and insight, it is certain that the best options cannot be identified and implemented. The staff who must make this transition work feel disrespected and marginalized. - Many of us are afraid, angry, and uncertain about our employment future and about the direction FCPL is taking. We cannot be pacified: We must be engaged and won. Without staff buy-in, no restructuring program can succeed. And, Mr. Clay’s quote in the Fairfax Times notwithstanding, customers will know the difference. Recommendations: 1. The only way to avert longer term cuts and even reverse them is to improve (not maintain) our performance, increase (not cut) our visibility, and move away from a “no adverse impact” mentality to inspire a WOW! from our markets and funders. Improved internal and external marketing capabilities must enable branch staff to use technologies now unavailable in ways that are not driven by tired centralized standards. (YAWN!) 2. Revise the Programming position to reflect the diversity of audiences and the synergy of youth readers advisory skills and youth programming. Do not expect programmers to thrive without mixed opportunities and do not underestimate the prep time to keep such programs fresh and successful. 3. Retain the S14 Library Assistant I position to address both basic circulation services and remaining workroom tasks that are between Page skills and the skills of a Workroom Manager. Gutting the workroom puts our collection’s availability to the customer at risk. 4. Increase explicit support for training within the branch by peers & managers, online, and in offsite courses. It is currently very difficult to schedule staff time to learn the skills needed and the reduced staffing proposed would close that window even further. 5. Finally, give staff a channel to share creative ideas and enable them to be implemented broadly, during (not after) these Beta programs. Do not restrict staff participation to implementation of a flawed model. Do not let what is excellent and exceptional be driven out by “shrink-to-fit” minded leadership. Deborah Smith-Cohen Asst. Branch Manager, Patrick Henry Library July 10, 2013
Posted on: Thu, 18 Jul 2013 10:07:37 +0000
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