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Report_Library Board of Trustees Update #177 of 11 29 18 Copyrighted December 17, 2018 City of Dubuque Consent Items # 1. ITEM TITLE: Minutes and Reports Submitted SUMMARY: Cable N Commission of 12/5; City Council Proceedings of 12/3; Community Development Advisory Commission of 10/17, 11/28; Five Flags Civic CenterAdvisory Commission of 11/26; Historic Preservation Commission of 11/5; Housing Commission of 11/27; Human Rights Commission of 11/5; Library Board of Trustees Council Update #177 of 11/29; Long Range Planning Advisory Commission of 11/13; Park and Recreation Advisory Commission of 11/13; Zoning Advisory Commission of 12/5; Zoning Board of Adjustment of 11/15; Proof of Publication for City Council Proceedings of 11/5, 11/19; Proof of Publication for List of Claim and Summary of Revenues for Month Ending 10/31 . SUGGESTED DISPOSITION: Suggested Disposition: Receive and File ATTACHMENTS: Description Type Cable N Commission Minutes of 12/5/18 Supporting Documentation City Council Proceedings of 12/3/18 Supporting Documentation CDAC Minutes of 10/17/18 Supporting Documentation CDAC Minutes of 11/28/18 Supporting Documentation Five Flags Civic Center Commission Minutes of Supporting Documentation 11/26/18 Historic Preservation Commission Minutes of 11/15/18 Supporting Documentation Housing Commission Minutes of 11/27/18 Supporting Documentation Human Rights Commission Minutes of 11/5/18 Supporting Documentation Libary Board of Trustees Council Update#177 of Supporting Documentation 11/29/18 Long Range Planning Advisory Commission Minutes of Supporting Documentation 11/13/18 Park and Recreation Advisory Commission Minutes of Supporting Documentation 11/13/18 Zoning Advisory Commission Minutes of 12 5 18 Supporting Documentation Zoning Board of Adjustment Minutes of 11/15/18 Supporting Documentation Proof of Publication for City Council Proceedings of Supporting Documentation 11/5/18 Proof of Publication for City Council Proceedings of Supporting Documentation 11/19/18 Proof of Publication for List of Claims/Summary of Supporting Documentation Revenues for ME 10/31/18 Carnegie-StoutPublic Library LibraryBoard ofTrustees Update From theMeering ofNovember 29, 2018 Present: Patty Poggemiller, President; Christy Monk, Vice-President and Trustees, Robert Armstrong, Rosemary Kramer, and Pam Mullin Excused: Greg Gorton, Pat Maddux . October marks 33°k of the fiscal year lapsing. Expenditures are at 38°k and revenue is at 17°k of projections. The budget presentation to City Council is set for February 11 at 6:30 p.m. . The Board approved expenditures. . Fines waived since July 1 total $25,151 .00, which is $7,000 more than estimated during the six month trial. Revenue will be significantly lower during the second half of the fiscal year as most active accounts will have no fine balances beginning January 1 . The results of the fine free trial, to date, have mirrored what other libraries report seeing, which is no noticeable change in the return of materials. People are not keeping library materials just because they are allowed to do this. Several patrons have praised the program; however, a more intentional solicitation of opinions from all library users would be beneficial. . The circulation of physical materials continued to decrease. This is a trend noticed among libraries of similar size in lowa. However, several areas of service increased in use. The number of programs and attendees to adult, teen, and children's events increased. The digital collection realized an increase of 50°k compared to the same time last year. . Stay interviews were conducted with 38 library employees during the month of November. A summary of the interviews is attached for your review. . Henricks presented an evaluation of all advertising and promotion that the library used in 2018 that could be reviewed quantitatively and included the C-SPL website, the Red Rokk social media campaign, advertising through OnMedia, and the library's presence on Facebook, Instagram, and Twitter. Taking a look at all of these media can inform decision-making for the coming year. The most frequently visited web pages may inform the redesign of the website as well as present opportunities for target marketing. It appears that the graphics Red Rokk produced didn't resonate with the community, yet increased use was realized in the areas focused and the campaign was successful. . The Library Board reviewed quotes for a community survey. It was noted that the Ivy Group also leads strategic planning and conducts community surveys as a part of the planning process. The Board tabled the decision until the December meeting and is requesting a quote from the Ivy Group on tying the suroey to a strategic plan. Library Board of Trustees ' ' � �� �� � � , . . � . >'_- �(� ; , Patty Poggemiller, Board President Susan Henricks, Director Christy Monk, Vice-President Pat Maddux, Board Secretary Robert Armstrong Greg Gorton Rosemary Kramer Pam Mullin 1 Executive Summary Backqround The unemployment rate in Dubuque remains at a low level and employers find themselves in an "employee market." Retention of employees has always been important and today's job market demands that it be given greater attention. Carnegie- Stout Public Library's previous retention efforts focused on staff development, job enrichment or enlargement, and promotion. Over 44°k of positions in the library, excluding the entry level jobs of clerks or interns, have been filled by promotion in the past 16 years. However, the Library has never conducted stay interviews to learn more from an individual employee perspective and this provided an opportunity. Stay interviews were conducted between November 1 and November 27, 2018 with 38 employees of Carnegie-Stout Public Library, of which 58°k are part-time employees and 42°k are full-time. Susan Henricks, Library Director, conducted the interviews and wrote this summary. The interviews were not mandatory but only one person declined to participate. Also, the interviewer did not participate by responding to the questions. The questions in the stay interviews were all open-ended and were coded for the purpose of summarizing the discussions and identifying themes. A copy of the questions used for the stay interview are in Appendix A. The comments that were coded totaled 732 with a mean average of 61 per question. Questions ranked by number of comments generated can be found in Appendix B. The top five questions (a tie for number five) that received the greatest number of comments were used for this summary as well as frequency of particular comments that appeared in various areas throughout the interviews. Summary of Interviews Carnegie-Stout Public Library (C-SPL) employees enjoy their jobs a great deal and this has a lot to do with the knowledge that every day is varied with no two days alike, as well as the relationships they have with coworkers, and service to the community. What keeps C-SPL employees here is their coworkers and people in general, along with being part of an organization that is forward thinking and allows for freedom to experiment and take risks. Most employees do not want to be the center of attention and will not seek the limelight when it comes to recognition for a job well done. Over 71°k indicated that a simple, yet sincere, "thank you" in recognition of an accomplishment is sufficient. Library employees are eager for professional growth opportunities and nearly one third are ready and interested in taking on higher level work and responsibilities. They are interested in understanding not only how each activity operates, but support cross- training initiatives. Learning is embraced by all staff and 66°k discussed learning a new skill that has improved their jobs. Personal development has grown for 53°k of those interviewed and includes honing people skills and learning to navigate strong emotions 2 that are sometimes present with patrons. Other learning includes patience, tolerance, receptiveness, and realizing increased confidence. Staff inembers further identified learning goals for the coming year as being in the area of technology (47°k) with the majority referring to the Maker Space so that staff can understand everything offered more fully. Just as coworkers contribute to the quality of work life, they, as well as people in general, they influence employees' decision to stay in their jobs at C-SPL. A second factor is simply their love of libraries. Half of those interviewed who mentioned this specifically referred to their love of Carnegie-Stout. Although most employees have not thought about leaving the organization, some (13°k) have received good job offers or saw an attractive opportunity. Health insurance is a major concern for part-time employees. The topic of health care was mentioned 24 times by the 22 part-time employees that were interviewed. One employee recalled a time when all her wages earned at C-SPL went toward the purchase of health insurance for her family. Another employee expressed concern for the future as she faces aging out of her parenYs insurance plan, while another simply stated, "At some point in the future it will be irresponsible of ine to not seek a job that offers health insurance." Areas to Consider for Improvement Workloads and workflow is an area that should be evaluated in the future. Just over 39°k of those interviewed mentioned their overall workload. Individual workloads are either too great, or there is not enough work to always keep busy. A few mentioned that their work is either "feast or famine" resulting in the need for careful planning and finding tasks when there is little work to do in their position. I recommend a comprehensive work audit for each activity. This should begin by determining the productive work hours available by employees, establishing a baseline measurement, a workload analysis, and a process analysis. A comprehensive work audit will be a time consuming project to undertake, but the resulting efficiencies and examination of the workloads of each position will be well worth the investment. This is a project that we can manage internally. I have been certified by the Public Library Association in the administration and interpretation of workload/flow studies and can train the library's management team to implement the various studies required. Health care benefits for part-time employees deserves further investigation. The most frequent reason a part-time person resigns is for a job that offers benefits. Several of the part-time employees have been with C-SPL for many years. Three part-time employees come to mind that have a total of 39 years of service among them. Occasionally a full-time job becomes available and a part-time employee is promoted. Promotions did take place for three part time employees with 28 years of service among them prior to their full-time positions. We are at risk of losing dedicated part-time employees, who have proven to be excellent ambassadors for C-SPL and the City of Dubuque. I recommend exploring the viability of an insurance plan that all part-time city 3 employees can buy into with the idea that the premiums would be lower than purchasing policies individually. Approximately 37°k of staff inembers expressed an interest in cross-training or specifically getting to know and understand how other Activities in the Library operate. The topic of what other Activities do and how they work should be presented during the 2019 Staff Development Day. I recommend that the management team discuss cross- training opportunities and work to develop a plan to implement the training. Several interviewees mentioned there is room for improvement as far as collaboration between Activities. Cross-training and understanding how each activity operates can provide a positive boost for increased collaboration. Although the Teen Zone was only mentioned by 18°k of those interviewed, this number was represented by three different Activities and indicates that attention is needed. The challenge with the Teen Zone is that it is never staffed. Although there is a desk in the Teen Zone, equipped with a workstation, it is far away from the Youth Services Activity, and these employees are needed to staff the Children's Help Desk. This is compounded by employees working at the Recommendations Desk, the New Cards Desk, and the Circulation Desk having no line of sight into the Teen Zone. The result is that the teens can get rowdy, and occasionally are destructive. It is not possible to get to know the teens and build relationships as the only interactions library staff inembers have with the teens is to warn them of rules or punish them. Many employees and the management team are aware of the challenges in this space. It is time to recognize this at a higher level and brainstorm possible solutions. Themes emerged among several Activities, but several have a small number of staff members. For example, some Activities may have only 3-5 employees reporting to a supervisor; therefore, the potential exists for comments to be identified as coming from a particular person. Careful thought must be given before any discussion is held with Activity supervisors. It should be recognized that because the Library Director conducted the interviews, some employees may not have felt fully comfortable responding to all of the questions. Generally, I could identify when this happened and we just went on to the next question. Ideally, a neutral outside person would conduct the stay interviews; however, that was not an option at this time. 4 Questions Summarized 1 . When you travel to work each day, what things do you look forward to? 45°k Work is always varied; no day is ever the same 39°k Coworkers/library staff 37°k Serving patrons/working with patrons and community 32°k Love my work or always look forward to coming in 18°k A sense of accomplishment/completing tasks 13°k Problem solving 11°k Environment/culture 5°k Challenging myself 5°k Keep busy 2°k Lifelong learning 2°k Physical movement 5 2. What have you felt good about accomplishing in your job and in your time here? 37°k Professional development 29°k Knowing I made a difference in an individual's life 26°k I've become better at my job/Increased confidence in my work 24°k I have contributed/did something that has never been done before in the library 13°k Personal development 5°k Solve problems 5°k Working as a team 6 3. What would make your job more satisfying or rewarding? 21°k More responsibility or taking on new projects or tasks 16°k Content where I'm at 16°k More time to accomplish work, or a more stable workflow 11°k Feeling appreciated 11°k Greater independence — trust me to do work 8°k Work more hours, or full-time 8°k Helping people 5°k Health insurance 5°k Increased collaboration among Activities/more team players 5°k New title or labor grade 18°k Other (represents 9 employees): . Greater acknowledgement from the city of what the library does . Physical mobility . Outreach — engage with the community more . More input on job tasks . More feedback . Less politics/bureaucracy . Starting my shift following someone who has completed his/her work 7 4. What kind of feedback or recognition would you like about your performance that you may not currently receive? How do you like to be recognized, acknowledged, or rewarded for a job well done? 71°k Tell me that I am, or did good, when it happens 18°k Evaluation/feedback 18°k My supervisor does a good job at this 13°k Team/coworker recognition 13°k Small symbol of recognition (notes, flowers, cup of coffee, employee of the month) 8°k From patrons 24°k Other (represents 7 employees): . Have input regarding my position . Show trust that I can work independently . Bonus . Sometimes I wonder if I'm doing well . Follow-up on ideas . Paycheck is recognition 8 5. What keeps you here? 37°k People or coworkers 37°k Love libraries/books (21 °k specifically mentioned C-SPL and workplace) 32°k My job, my career 16°k Forward thinking organization and freedom to experiment and take risks 11°k Learning and growth 11°k Loyalty to the organization and mission of the Library 11°k Community 8°k Schedule works for me 5°k Challenges 8°k Other (represents 3 employees): . Family in area . I am valued by my supervisor and coworkers . Physical mobility 9 6. What is your greatest challenge or roadblock? 26°k Workload —Workflow — Too much work, Not enough work 16°k Personal things to work on 13°k Patron behavior 8°k Bored easily, routine, want to do more 8°k Bureaucracy/politics 5°k Understaffed 5°k Budget constraints 5°k Some aspects of the job I'm not comfortable with (more training) 5°k Health/physical 32°k Other (represents 11 employees): . Creativity to update services in my activity . Sometimes I feel like I don't know whaYs going on . Overreaction from some staff inembers before thinking . Plugging the parking meters . Believe labor grade is incorrect . Internal culture . Disagree with several policies, specifically banning patrons, which I believe results in systematic racism . Work environment not organized . Identifying interested community partners . Feel that my activity may not sincerely support diversity and inclusivity . Limited number of full-time positions . Limitations of my role . Environment where people are receptive to ideas . Disagree with the reorganization 10 7. When was the last time you thought about leaving our team — what prompted it? 26°k Never thought about leaving 13°k Another job offer, or saw an attractive opportunity 8°k When working for my previous supervisor 8°k Felt like I couldn't advance or grow 5°k In 2014, due to the embezzlement 5°k Health concerns 5°k When people/staff overreact 5°k Schedule (evenings, weekends) 8°k Other (represents 3 employees): . When a verbal warning was received . Consider the future and completing college in a different field . "legitimately have not, but the reorganization gave me pause" 11 8. What would entice you away? 29°k Job with health insurance 16°k Job offer with higher status, growth, or specializing in my particular interest and skills 16°k Won't happen, or won't happen unless: . I win the lottery . IYs something spectacular . Something dramatic happened and the library went in to a dramatic decline 8°k Incompatibility, such as: . I stop liking what I do . Full-time position is not available when I get my degree . Hours down work after I get my degree 8°k I moved out of town 5°k Schedule, such as: . More hours . Greater flexibility in scheduling such as no limits on vacation and allowing for something like a sabbatical 5°k Retirement 5°k Other (represents 3 employees): . Personal business takes off . Family related issues . Organization that is similar but does a better job of executing [its mission]. 12 9. What can we do to ensure we keep you with us? 56°k Continue to be the type of organization that values ideas and opinions and is open to change 29°k Opportunity for growth/advancement/promotion/continuing education 21°k Health insurance 11°k Continue to show appreciation and recognition of work 11°k Continue as is (supervisor mentioned) 5°k More opportunities to collaborate between Activites and work together/team support 16°k Other (represents 5 employees): . Have supervisor actively listen and not say 'no' before there is thought; have faith in me and don't treat me like a child . Be comfortable with the library being at the forefront of positive change; libraries should be change agents and be comfortable doing risky programming . Sincere collaboration on equity work and effort to reduce fear after the last few months . Keep busy . Hiring a marketing coordinator 13 10. If you could wave a magic wand, what changes would you make in the work environment, your role or responsibilities? 29°k Higher level work responsibilities 13°k Cross-training/understanding what goes on in every activity 13°k Workload — too much or not enough 11°k No changes right now 8°k Increase use of technology and tech improvements 8°k Better communication 8°k Activity collaboration — less territorial 8°k Teen Zone — tough to oversee and build relationships with teens 5°k Outcome of reorganization — is not good — work to repair 5°k Outcome of reorganization — is good 5°k Increased transparency 5°k Increased teamwork and camaraderie 5°k Hours: open 24 hours a day and close on Sundays in summer 5°k More space: in current building and expansion to the west side of Dubuque 5°k Increased professional development for my role 18°k Other (represents 4 employees): . Don't like the marketing campaign; staff knows how to do this and can contribute more . Casual work attire . Not feel like I'm being watched . Upkeep of building outside . Have flexible scheduling leave; well-being affects family, work — ability to leave is mutually beneficial . More full-time positions 14 11 . A. What are you learning here? 66°k New skills that have improved my job 53°k Personal development 21°k I learn something new every day 11 B. What do you want to learn during the next twelve months? 47°k Technology related (of which 39°k specifically mentioned the Maker Space) 18°k Learning that will enhance my existing position 11°k Learn skills used in other Activities 11°k Learn about other Activities 5°k Earn a Master's Degree 5°k Libraries and social work and how they go together 37°k Other (represents 9 employees): . Calligraphy . Special communities . Become involved in the lowa Library Association . Community spaces in libraries . How boards and the city function . Management skills . Activity goals . How communities grow and adapt . What other libraries are doing . Continued equity training . Workplace culture . Be more responsive . Find things to keep busy 15 12.What strengths or talents do you have that aren't being used? 11°k Marketing, advertising, graphic design 11°k Writing 11°k Teaching, training 11°k Negotiating and leadership skills 8°k Contributing ideas and problem solving 5°k Arts 5°k Local history 5°k Facility management 5°k Life coaching 2°k Other (represents 1 employee): . Collection development 16 Appendix A. Stay Interview Questions 1 . When you travel to work each day, what things do you look forward to? 2. What have you felt good about accomplishing in your job and in your time here? 3. What would make your job more satisfying and rewarding? 4. What kind of feedback or recognition would you like about your performance that you aren't currently receiving? How do you like to be recognized, acknowledged, and rewarded for a job well done? 5. What keeps you here? 6. What is your greatest challenge or roadblock? 7. When was the last time you thought about leaving our team? What prompted it? 8. What would entice you away? 9. What can we do to ensure we keep you with us? 10. If you could wave a magic wand, what changes would you make in the work environment, or your role and responsibilities? 11 . A. What are you learning here? B. What do you want to learn during the next twelve months? 12.What strengths or talents do you have that aren't being used? 17 Appendix B. Stay Interview Questions Ranked by Number of Comments Generated Number of Question Question Comments Number 80 1 . When you travel to work each day, what things do you look forward to? 72 2. What have you felt good about accomplishing in your job and in our time here? 64 4. What kind of feedback or recognition would you like about your performance that you aren't currently receiving? How do you like to be recognized, acknowledged, and rewarded for a job well done? 63 10. If you could wave a magic wand, what changes would you make in the work environment, or your role and res onsibilities? 61 5. What kee s ou here? 61 11 A. What are ou learnin here? 58 6. What is our reatest challen e or roadblock? 54 11 B. What do ou want to learn durin the next twelve months? 50 3. What would make our �ob more satisf in and rewardin ? 40 8. What would entice ou awa ? 38 10. When was the last time you thought about leaving our team? What rom ted it? 28 12. What stren ths or talents do ou have that aren't bein used?