WorkSmart Standards for Branch Performance -- Evaluation for Certification Form

DIRECTIONS: Complete each section. Highlight the gray shaded area in each line or box
and enter your data. The boxes will grow as you type.

Branch Hickory Grove
Level of
Recognition Bronze

Manager Champion Christin Hope

Dates of
Sustainability From Jan. 1, 2013 To July 31, 2013


Justification of Development Plan
Goal: Explain your goal. Include the timeframe, a brief description, the significance of the goal,
and any impact on your customers (if applicable).
1.Utilized HG's "Discover Your Library Guide" to increase community involvement from
Jan. 2
nd
to present and continuing. During a three month period programs and resources
were offered, recorded and placed in a booklet that is available to patrons and the
community to give descriptions and times of programs. Many "Discover Your Library
Guide's" were also given to director's at outreach programs. This goal was to increase
program attendance and community awareness of HG services.
2. The Teen Advisory Council was added to increase teen involvement at HG from Jan. 2
nd

and continuing. The Teen Advisory Council was created for teens to increase their
community service hours for school and perform various projects for HG programs. Teens
have become more involved at HG therefore increased their community service and
volunteer hours at HG.
3. Increased number of volunteers (adult and teens) also increased patron to staff
interaction from Jan. 2
nd
to June 1
st
. Increasing the number of volunteers helped staff
develop more work related relationships from patrons to ensure their return and great
experience at HG.
4. Added a greeter volunteer position to take on the number of directional questions from
the service desk from March 21
st
and continuing. The greeter volunteer position has been
created and helps develop more customer service from staff to patrons.
5. Utilizing a staff notebook and surveys there has been an increase of communication
among staff from Jan. 1
st
to present. Staff members are more knowledgable about system-
wide news and current updates at HG. Staff members are able to respond to surveys and
initial the staff notebook showing that they have read and understood various CML topics
such as system- wide issues, safety issues, weekly issues, etc. Staff has also been motivated
by incentives from the branch manager to encourage us to become knowledgable of current
information at HG and CML updates.
6. Teams were created to help HG apply for certification of the bronze level before the
intended date. The intended date was originally Aug. However, being able to work smarter
and together HG has applied for the bronze certification by July 1
st
. Working smarter HG
staff came together by teamwork, adding volunteers and an increase of communication to
achieve the bronze level of branch performance standards.
Types of Evidence: Include activities and strategies that verify overall goal accomplishment:
1. Departments at HG collaborated to include information about programs and resources
available to patrons that were placed in the "Discover Your Library Guide". The guide
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showed programs available over a three month period. During the months of Jan.- March
the guides turned out to be a great success. Therefore the guides are still being produced
for the public.
2. The Teen Advisory Council has regular meetings the first Saturday of the month. Teens
that has a passion for community service or need community service hours are welcome to
join the council. Teens ages 12-18 meet with the children's manager, teen manager and the
volunteer coordinator to determine hours of volunteering and projects that can be
completed throughout HG.
3. A "volunteers needed" sign was placed at the circulation desk to have an increase of
volunteer hours during the months of May to July 1
st
. The increase of hiring volunteers
has abled staff to help patrons at the service desk and floor. While volunteers can shelve
and help direct customers at self CKO. The volunteers are being adequately trained and
selected to fulfill duties at HG. The volunteer selection process is based off of volunteer
application, training and completed works.
4. On March 21, 2013 during "EveryoneOn" HG staff tested the greeter position. On this
day the number of directional questions were decreased significantly because the greeter
was able to help patrons using Self CKO and find items throughout the library. During the
month of April a volunteer greeter held the position. Staff were then able to help patrons
that needed to clear their accounts or public computer issues.
5. A staff member creates surveys and place updated e-mails into a "communication"
notebook. The notebook shows various CML topics such as system- wide issues, safety
issues, weekly issues, etc. Staff would then read the information and take the survey
showing that he/ she understand and have read the updated material. Staff has also been
motivated by incentives from the branch manager to encourage everyone to become
knowledgable of current information at HG and CML.
6. Staff at HG has been able to work smarter and certify for the bronze level by creating
teams to work on separate goals. The staff was then able to concentrate on goals to make
sure they will progress towards completion. The team leaders and HG champion would
meet at various times to ensure progress and updates.
Level of performance required to determine satisfactory progress of goal accomplishment:
1. The "Discover Your Library Guide" has proven to be a great success because program attendance has
increased over 3000%. Last year during the months of April 12, 2012 through June 12, 2012: 49 patrons
attended all programs. This year between the months of April 12, 2013 to June 12, 2013: 1,544 patrons
attended all programs. This is a direct result of the creation of "Discover Your Library Guide" and an
increase in programs in the children, teen and adult departments. The community is more aware of
services being offered at HG because during regular daycare attendance to children storytimes and
outreach the guide has increased awareness of programs to the community. There was also a Career Day
event on May 30
th
where over 130 children participated from Albermarle Road Elementary School
therefore increasing programming attendance and participation. The guide has been given to outreach
departments at HG and attendance from community organizations to library services is a direct result
from the "Discover Your Library Guide" and an increase in programs.
2. Teen volunteer hours have increased by hiring nine new teens to volunteers because of the Teen
Advisory Council. During the months of Jan.- March 2012 teens volunteered a total of 40.25 hours. While
in April to June 2012 there was a total of 44.30 hours. In Jan. to March of 2013 there was a decrease of
teen volunteer hours from last year having a total of 27 hours. HG teen librarian was hired into the branch
around the end of March becoming more hands- on with teen volunteers increasing their return rate and
hours. Which led to a 48.7% increase from last year of April- June 2012 and an increase of 66% teen
volunteer hours this year. Teens completed a total of 93 hours during April- June 2013 which led to this
increase.The teens are able to complete projects for children storytime and other branch projects that are
needed. The teens total volunteer hours are recorded into the portal by the children/ teen department to
ensure that hours and projects are being completed. A children's staff member have said "that the teen
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volunteers have helped paint and set- up supplies for children's storytimes and children's programs. The
teen volunteers have also stayed during the program to help assist children with crafts and help staff
clean-up after programs. The teen volunteers not only help us during programs but they also helped to
improve branch appearance by decorating the children's area and the HG's branch garden." The teen
coordinator have also typed a statement attached describing how teens involvement at HG has helped
during programs. Teens have been able to increase their community service hours as well as show more
involvement at HG library.
3. The number of volunteer hours have increased from a total of 76 hours due to hiring new adult and
teen volunteers during the months of Jan. to June 2013. Last year between the months of Jan. to March
2012 total volunteer hours were 2,391. During the months of Jan. to March 2013 volunteer hours were
397 therefore there was a decrease of 1,994 volunteer hours between last year Jan. to March and this year
Jan. to March. However, the HG's volunteer coordinator contacted previous volunteers and posted an ad
for more volunteers to apply and hired more volunteers which led to over a 100% percent increase of
volunteer hours for April through June of 2013. Last year during April 2012 and June 2012 zero adult
volunteer hours were recorded. Compared to this year of April through June 2013 adult volunteer hours
increased to 473. Staff and HG's adult volunteer coordinator has been able to increase efficiency in
volunteer tasks by overseeing, helping and answering questions when needed. With the increased
volunteer hours during April and June of 2013 staff has been able to better assist patrons more and
develop longer lasting relationships with patrons. There has been an increase in G.E.M. awards in the
children, teen and circualtion departments because staff is able to focus more on patrons. Patrons have
said, "There is great and caring staff here, thank you for all of your help." With the increase of volunteers
staff has been able to assist more patrons and complete work obligations in a timely manner.
4. The volunteer greeter position being created was a great result for the average number of directional
questions decreased. There was a total of 38.4 greeter volunteer hours during March 21
st
and July 24
th
.
During the month of April the average number of questions answered at the service desk were a total of
22 in an hour, the greeter was able to help an average of five patrons out of 22. During the month of July
a greeter helped patrons throughout the branch averaging close to five patrons during an hour. The greeter
helped patrons find material throughout the library and use self CKO. Staff was able to help patrons with
account disputes and placing items on hold in a timely manner. More patrons were able to be directed and
helped faster because of the volunteer greeter. The greeter position has been successful and will greet
patrons on Mondays from 10am to 12pm and Wednesdays from 3pm to 5pm throughout each week. The
greeter helping staff during this time of the week is sufficient and will continue to help only during this
time frame because this time is when service desk assistance is needed mostly. It has been most beneficial
to have the volunteer greet during Mondays and Wednesdays because those times are the busiest at the
service desk. Patrons mostly need assistance on finding material, using self CKO or using the online
library catalog; while staff assist in the computer lab and placing requests for patrons at the service desk,
that is why the volunteer greeter has been successful and will continue.
5. Once every two weeks a designated staff member sends the survey via e-mail to all HG staff. Every
two weeks 100% of staff members are prompted to complete the survey and initial the communications
notebook showing they understand and have read the updated information. Every two weeks 100% of the
staff receive the surveys via e-mail; however, less than half (30%) of the staff do not answer the surveys
with all correct answers. Even though less than half of staff did not correctly answer all of the surveys
accurately 70% of the staff signed the communication notebook showing that they have read the current
CML information. The percentages were taken from the bar graph given by the survey creator. An
incentive from the branch manager has encouraged staff to complete the survey and read the notebook in
a timely manner. The circulation manager stated, "adult and circulation department the communication
notebook has benefitted both departments and the branch because staff were more aware of policy
changes during the time period of completing this goal in January through July. For example staff was
more aware of new library card procedures and worked according to new policy change."
6. By HG staff being able to work smarter each goal has been accomplished because staff worked
together. Program attendance has increased over 3000% due to the Discover Your Library Guide and
program increase. Teen and adult volunteer hours have increased significantly because of staff interaction
and the teen advisory council. HG staff has become excited and more aware about CML current and
updated information. HG staff is also aware of goals and teams are working consistently to achieve each
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objective. There were three teams consisting of: Team #1 (Brian Hart, Melanie Murdock, Malcolm
Plummer, Harold Escalante, Carmen Wallace)- the youth and adult services department working on Goals
#1 and #2; Team #2 (Tyler Mayser, Christin Hope, Allison Cross, Jean Lennon)- volunteer coordinator
along with branch manager and other staff members working on Goals #3 and #4; Team #3 (Carolyn
Carter, Tareya Pharr, Jean Lennon)- a designated staff member working on goal #5 with help from back-
ups. All HG staff combined in helping the three teams where assistance was needed. Team #1 assisted in
creating the "Discover Your Library Guide" focused on increasing programs and attendance while also
being more hands-on in teen involvement at the branch. Team #2 worked on hiring more adult volunteers
and a greeter while making sure volunteers completed tasks efficiently and helped patrons to the best of
their ability. Team #3 worked on updating the communication staff notebook every two weeks and
creating surveys available for HG's staff. The Branch Manager developed the teams based on their job
skills. In order to meet the worksmart goals it was essential each team dynamic was cohesive and able to
focus on the outcomes to meet the challenge. In creating the teams all objectives has been accomplished
and have helped HG become a better branch to assist the community.
Correlation to Development Categories: Double left click on the shaded check box.
You may choose more than one.
Category 1: Teamwork
Category 2: Branch Appearance
Category 3: Best Practices
Category 4: Training
Category 5: Public Service
Category 6: Volunteers
Category 7: Technology
Category 8: Programming


The above plan was jointly prepared and agreed upon by (sign below):

Champion Date

Advisor Date

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WorkSmart Review Committee Assessment
Evaluation summary (Completed by WSAC, based on the evidence presented by the Branch Champion)
The above goals have been met.
The location is making satisfactory progress toward achieving these goals.
The location is not making satisfactory progress toward achieving these goals.
Other/Comments:
Overall recommendation (Completed by WorkSmart Review Committee)
Continue the above goals until all requirements are met.
Develop/pursue a new goal because:
the above goals have been met, or
the above goal should be modified in line with new objectives for this location.
Other/Comments:

The signature below indicates that the location has received a written and oral explanation of the above
evaluation summary and recommendations.



WRC Date



WorkSmart Standards for Branch Performance

WorkSmart is the project management objective that is helping the Library be more efficient and effective in day-to-day
activities occurring systemwide. It is an effort to tweak current and proposed work practices to ensure that we work as
effectively and efficiently as possible. These duties range broadly from staff-to-staff, from location-to-location and should
include accountability. There are limitless and varied ways to accomplish success in these development categories. The
expectation is that every location is able to incorporate innovations and efficiencies that may or may not be used at other
locations. However, the sharing and support from location to location is encouraged and rewarded. The intention is to have
a better trained and informed staff, reward creativity and innovation, and acknowledge the sharing of best practices within
all departments and locations. In the end we want our customers to be power users and our staff to feel empowered,
ultimately creating both happier customers and staff while creating a superior library system.