Director Briefing - May 5, 2025

IMLS Update

A judge has granted a temporary restraining order (TRO) that halts any further dismantling of the Institute of Museum and Library Services (IMLS). Read the memo here.

While not the resounding win we were hoping for, this is a step in the right direction.

Construction Aid Intent to Apply due May 30, 2025

The Intent to Apply is due on May 30. All you need is a brief project description and a contractor’s quote showing the total cost. The minimum award is $2,500—and since libraries may be eligible to receive up to 90% in funding, smaller projects are absolutely welcome!

Click here to complete the Intent to Apply!

As a reminder, I will be your contact for Construction Aid going forward. Let me know of any questions you may have.

Mediated Computer Purchasing Paused Briefly

From Bob:

Due to recent changes in pricing and available hardware, Mediated Computer Purchasing is paused. As soon as things stabilize I will issue a new order form. This will hopefully be no longer than a week or two.

If you have any questions or have an immediate need for new hardware, please open a ticket with support @ owwl.org.

Appropriate Use of Email Distribution Lists

Kelsy sent out the below reminder last week. Be sure to communicate this to your staff:

Earlier this year, the OWWL Library System Board of Trustees approved the Email Account and Use Policy, which outlines guidelines for the appropriate use of email communication within the System. You can review the full policy on the OWWL website .

Recently, we've seen a number of emails about lost and missing materials being sent to the OWWL System Mailing List. As a reminder, page 3 of the policy states:

Appropriate Use of Distribution Lists

Communications sent through System email distribution lists must:

• Be sent using an authorized OWWL Library System email address;
• Be relevant to the selected distribution list;
• Use respectful, professional, and courteous language; and
• Adhere to all privacy laws and System policies.

To prevent an influx of irrelevant emails, users are prohibited from using distribution lists inappropriately. Inappropriate use of the System’s email distribution lists includes, but is not limited to:

• Sending spam, promotional, or unsolicited messages unrelated to library or list functions;
• Sending circulation-related communication (such as missing book notices) to the OWWL Library System Mailing List instead of the circulation specific distribution list;

Moving forward, please direct all emails about lost or missing materials to the circ-all distribution list.

Thank you!

This Week in OSC Audits

Audit	Key Findings	Takeaways for Libraries
Locust Valley Central School District – Information Technology Equipment Management	District officials did not maintain complete and accurate IT inventory records. As a result, officials cannot assure taxpayers that all IT equipment is safeguarded, adequately accounted for and would be detected if lost, stolen or misused. The Board of Education (Board) did not adopt a comprehensive written policy for IT equipment inventory or perform periodic physical inventories. We determined that 49 of the 72 IT assets we reviewed (68 percent) were not properly accounted for. Specifically: 49 IT assets totaling $56,909, including 37 assets with a total purchase price of $39,667 and 12 assets with a total estimated purchase price of $17,242 were not inventoried. Four IT assets totaling $1,646 could not be physically located.	Develop Comprehensive Inventory Policies: Libraries should establish and adopt detailed policies and procedures for tracking and inventorying IT equipment. Maintain Accurate Inventory Records: Implementing and maintaining complete, accurate, and up-to-date IT inventory records is essential for asset management and security. Conduct Regular Physical Inventories: Periodic physical checks of IT equipment should be performed to verify the existence and condition of assets.
Town of Plymouth – Employee Benefits	Officials did not accurately record department leave or properly pay separation payments. As a result, of the 14 employees we reviewed, officials overpaid 11 employees a total of $25,238 for one or more type of leave, as follows: Ten employees were collectively paid $12,037 for 20 holidays that were not authorized in the Town’s collective bargaining agreements (CBAs). Seven employees were collectively paid $9,942 for 64.25 days of unearned vacation, sick or personal leave accruals. Upon leaving Town employment, two employees received compensation totaling $3,259 for 10 vacation days each that exceeded their earned, but unused, leave accruals.	Track Employee Leave Accurately: Libraries must maintain precise records of employee leave accrual and usage. This includes vacation, sick, personal, and compensatory time—tracked consistently and in alignment with contracts or policy. Ensure Policies Match Practice: Only provide leave and holiday benefits that are specifically authorized by board-approved policies or collective bargaining agreements. Extra days or unearned accruals can result in improper payments. Review Separation Payments Carefully: When an employee leaves, verify all leave balances against policy and records before issuing a final payment. Overpayments are hard to recover and may violate public finance law. Implement Internal Oversight: At least one other person (e.g., board treasurer, system office, or HR consultant) should independently review and verify leave balances and payouts to ensure accuracy and compliance.

HBR: Tip of the Day

Misconceptions that Undermine Psychological Safety

Psychological safety is essential for learning, innovation, and performance—but it’s often misunderstood. Here are the common misconceptions that can stall progress and erode trust—and what to focus on instead.

It means being nice. Politeness shouldn’t come at the cost of honesty. When teams avoid hard truths to stay comfortable, they miss opportunities to learn and improve. Psychological safety is about permission for candor—not the absence of tension.

It means getting your way. Being heard doesn’t mean being agreed with. Psychological safety ensures everyone’s ideas are welcome—not automatically accepted. The goal is better collective outcomes, not individual wins.

It guarantees job security. Being able to speak up freely is a sign that psychological safety exists—but it doesn’t shield anyone from layoffs or organizational change. It simply means people can raise concerns without fear of retaliation.

It requires a trade-off with performance. You don’t have to choose between excellence and openness; high standards and psychological safety are both essential. Without honest input, teams fall into groupthink and fail to adapt.

It can be mandated only from the top. Policies and leadership alone can’t create psychological safety. It must be built interaction by interaction. Leaders set the tone, but every team member plays a role. Asking questions, showing interest, and responding supportively helps make it a reality.

This tip is adapted from “What People Get Wrong About Psychological Safety,” by Amy C. Edmondson and Michaela J. Kerrissey.