Director Briefing - June 17, 2024

Background Checks in Libraries

The topic of background checks has come up a few times recently in meetings and conversations I've had with Directors.

Stephanie Cole Adams has three useful legal opinions discussing this topic, and although they are in-depth, I strongly encourage all Directors who are considering implementing or revising any background check policies to read through these links.

• Pre-Employment Background Checks
• Background Checks and Fingerprinting for New Employees
• Retroactive Background Checks

To summarize, if you're thinking of implementing background checks at your library, keep these things in mind:

• "Background check" does not have a precise definition, or refer to just one process.
• Background checks may only be done after a job offer is made.
• Background checks must be done fairly and consistently, being mindful to not act in, or be perceived to be acting in, a discriminatory manner.
• From "Background Checks and Fingerprinting for New Employees": "...before using any type of check, a library should have a policy covering that type of check, and that policy should cover all check-specific legal compliance, as well as: when the check is conducted, how it is conducted, how the information is used, and how the documents related to it are disposed of/retained."

Applicable policies and documents you will want to have current include your Employee Handbook, Volunteer Handbook (if applicable), Background Check Policy, and Programming Policy.

As a general practice, I recommend thinking about risk management before starting any new program or service. Would your insurance company allow it? Are there liability risks? Would a reasonable person accept this level of risk? This will help strengthen any new idea or service you would like to offer.

Feel free to reach out with any questions on this.

Small Libraries Summer Symposium Spotlight

In case you missed the SLSS spotlight in OWWL Post:

This year's Small Libraries Summer Symposium will feature five How-Two sessions that offers practical skills, programs, or services that can be taught twenty minutes. It’s a fun way to learn something new from real library experiences.

One session is How to Keep Cool, Calm, and Confident: Tips for Handling Stress in the Workplace with Kendyl Litwiller-Sutherby, Director of the Naples Library.

Attendees will learn practical tools and tips that will help them remain calm during stressful situations and feel more confident for the next one(s). Suggested reading and listening for further learning w ill also be shared.

Registration for the 2024 Small Libraries Summer Symposium is now LIVE! We are excited about the schedule we have planned and hope to see all of you there!

The cost for this one-day conference is $30 but for member libraries staff there is an exclusive discount that will take $5 off your registration! Enter 2024OWWL in the Promo Code field and be sure to click Apply (so it applies). This event sold out the past two years so be sure to register early if you want to attend.

Strategic Planning Survey

For those who haven't had the chance to complete the survey, here's the description from last week's briefing:

The System's 2022-2024 Strategic Plan is coming to a close! This upcoming 2025-2026 Strategic Plan will bring us to the end of our 2022-2026 Plan of Service, which is submitted to the Department of Library Development. In preparation for both Plans, we hope you will share your feedback via the Strategic Planning Survey linked below. The five-question survey asks about accomplishments and challenges your library has faced over the past few years.

Although I can't promise to address everything in the survey, your input is incredibly valuable as we craft the Plans that will ultimately benefit the whole System.

Access the Strategic Planning Survey here.

Thank you for your insight and time!

Thank you to everyone who has already responded, your feedback is much appreciated.

Ask the Lawyer from WNYLRC

Ask The Lawyer is an excellent resource out of the Western New York Library Resource Council. Here are a couple recent questions, with a highlight on social media usage, since that can be difficult for employers to navigate and will only get more difficult as the generation with an online footprint that begins before their own birth enters the workforce. And although most budget votes have been completed, Cole has very helpful insights on marketing a library budget vote to keep in mind for the next one.

Staff Comments on Social Media Disparaging Employer

Question: Recently, a page at the library made some comments that were less than flattering about how the local town was handling a new subdivision. [...] Our handbook does not have specific language on this matter, instead stating that “Appropriate use of the Internet, email and social media is expected.” [...] How, if at all, should libraries handle personal social media use by employees, especially in regards to usage that might disparage the library or the town that funds us?

Answer: Some questions are tricky, some questions are complex, and some questions are simply a Huge Spider Web of Extremely Intricate and Dangerous Contingencies. Not to be too dramatic, but this question is that last one… Read more.

Marketing Library Budget Vote

Question: We are a free association library. More than 90% of our funding comes from a tax levy voted on by local residents when they vote on our local school district budget. We are considering strategies for reminding library patrons to go out and vote. We do not have a friends group. We know that the library cannot say “vote yes.” But we are unsure of where the line is. Can we create a Facebook event for the Library Budget Vote, reminding people to vote? In emails, social posts, or other marketing materials reminding people to vote on the library budget, can we use language like: “Your vote matters!” [or] “Library supporters- your vote is critical!”

Answer: To answer this question, we need to leave the hard, unyielding pavement of a clear prohibition (We know that the library cannot say “vote yes.”) and hang out in the weeds. Which weeds? Let’s go with: The Bullthistle of the Election Law, The Dandelions of additional definitions, and The Knotweed of particular circumstances… Read more.

This Week in OSC Audits

Audit	Key Findings	Takeaways for Libraries
Charter School of Educational Excellence	The Board and officials did not adequately secure student data to help protect it from unauthorized access or develop an IT contingency plan. As a result, there was an increased risk of unauthorized access to student personal, private and sensitive information (PPSI) and personally identifiable information (PII), and that the School could suffer a serious interruption to operations since its ability to communicate during a disruption or disaster could affect the timely processing of its business functions. In addition to sensitive IT control weaknesses which we communicated confidentially to School officials, we found: School employees did not have guidance on how to properly identify and secure sensitive student data. Three out of six tested users of the cloud-based application used for School operations stored sensitive student data without adequate protection, and 12 of the 125 users of the cloud-based Student Information System (SIS) had excessive or unnecessary access to view and modify sensitive student data.	Personally Identifiable Information (PII) is among our highest priorities to protect. The Systems Access Policy, Data Breach Policy, and staff training work to alleviate these situations as much as possible. Libraries must have a procedure or policy in place to have staff agree to the handling of patron data.
Town of Poestenkill	The Board did not ensure all credit card purchases were adequately supported, for legitimate purposes and approved before payment. As a result, the Town paid $1,322 for inappropriate personal purchases including, but not limited to, household and personal care items, video streaming services and clothes that were made by the former Administrative Assistant (Assistant) using Town resources. Based on the findings, an investigation was commenced. The Assistant was arrested in March 2023 and pleaded guilty to a Class A misdemeanor for petit larceny in February 2024. She paid $2,640 in restitution, which included additional amounts uncovered during the investigation. Officials did not maintain supporting documentation for 142 credit card purchases totaling $12,314 (23 percent). The Town paid $1,873 for 21 purchases that were not for an appropriate Town purpose. The Board did not audit eight credit card payments totaling $13,563 (28 percent) before payment, as required.	This is an area that the System is working to update for our own policies. I can share out our updated version once it's approved by our Board. The OSC has information on items to include in a policy.
Chautauqua Lake Central School District	District officials did not procure fuel in compliance with the District’s policies. When District officials deviate from adopted policies, there is an increased risk that goods and services will not be obtained at a favorable cost. District officials: Did not seek competition for fuel purchases made from a single vendor totaling approximately $166,000. Did not adequately review purchases made to ensure charges were appropriate, resulting in approximately $2,200 in overpayments.	Any purchase made must follow the library's procurement policy. Add it to the agenda at your next Board Meeting if they haven't read it in a while.
Harborfields Central School District	District officials did not always ensure that IT assets were appropriately tracked, inventoried and safeguarded. Complete, accurate and up-to-date inventory records help District officials ensure that IT assets are properly insured, tracked through their life cycle and replaced as necessary. As a result, when inventory records are incomplete and assets are not properly accounted for, District officials cannot assure taxpayers that the $3.9 million invested in IT assets has been appropriately safeguarded. For example, we selected 50 of the District’s IT assets to locate the assets and confirm they were accounted for and determined that: 13 IT assets, including laptops and tablets, that cost $4,300 could not be located. Five Wi-Fi access point devices that cost $4,100 were not listed in the District’s inventory records. Further, an additional 13 desktop computers that officials indicated were 10 years old were also not properly reported in the District’s official inventory records. Officials were unable to provide acquisition information for the computers; therefore, we could not confirm their age or determine their cost.	Be sure to keep track of all your equipment.

HBR: Tip of the Week

When Your Team Offloads Their Stress onto You

Being a leader in today’s evolving workplace is more emotionally demanding than ever — and especially so if you’re quietly sustaining the emotional well-being of your team or others. One recent study showed that leaders help their coworkers with personal issues and worries an average of about once daily. This emotional load falls disproportionately on select leaders, who voluntarily bear the pain and complex emotions that are naturally present in all organizations. Here's how to perform this vital organizational role without burning yourself out.

Seek to understand — not to feel. When others vent to you, focus on asking questions to better understand the situation and the person’s frustrations and concerns rather than putting yourself in their shoes and feeling what they feel.

Install boundaries. While you have an invaluable gift for helping employees feel comfortable sharing their whole selves, it’s essential to set boundaries around your time and professional relationship with your coworkers. You can make yourself available to allow employees to vent and process their negative emotions, but in a scalable way that leaves you time for your “regular work.” Always remember that your role is to support them professionally, not to act as a therapist.

Savor your positive impact. When people confide in you about their struggles, it shows they trust you to listen with empathy and keep their confidence. Reflecting on the positive impact you're making can minimize emotional fatigue and burnout. Ask yourself, How does being there for others make me a more effective leader? What benefits or positive difference did my support provide this person? Who else benefits from the support I provide others at work?

Show yourself equal care. Share experiences and receive support from peers, or from a therapist or coach. Have self-compassion, and remember that it's impossible to completely fix everyone’s problems and pain. Be sure to take regular breaks to replenish your energy and resources.

Tie your contributions to performance. To help others recognize and value your contributions to the emotional well-being of your organization, which often happens behind the scenes, frame them in the language of performance and outcomes.

This tip was adapted from "When Your Team Offloads Their Stress onto You" by Dina Denham Smith.