Table of Contents

Introduction
Customer Service
Problem Customers
Illegal Behavior (Call The Police Or Sheriff’s Office)
Problem Behavior
Implementing RPL’s Sex Offender Policy
Incident Reports
Patron Complaints
When A Law Is Broken
Code of Conduct
Message To The Staff
Emergency Procedures
Safety
Worker’s Compensation Injuries
Driving Vehicles Safely
Fire
Power Failure
Bomb Threats
Staff Personal Disasters
Business Casual Dress Code
Disciplinary Procedures – Progressive Discipline
Training for Staff
Parking
Battery Disposal
Outreach Services
Lamination
Rules For Using RPL’s Creative Works And Images Permission Form
Library Sponsored Programs
Author Promotions
Support Services
Loans
Acquisitions
Technical Services
Accepting Donated Items
Memorials And Other Monetary Gifts
Definition Of Collections
ADULT
TEENS
CHILDREN
PAPER
MEDIA
Direct Services
Reference
Telephone Reference
Email Reference
Mileage For Subs
Paper Copies
Customer Cell Phone Usage
Posting Promotional Flyers Or Other Material
Unattended And Disruptive Children – General Guidelines
Staff Childcare
Staff Patron Type
Privacy Of Information
Meeting Room Use By Businesses
Meeting Room Use for Parties
Guidelines For Responding To Law Enforcement Requests For Library Records And User Information
Employee Electronic Use
Introduction
Acceptable Use
Prohibited Use
Technical Procedures
Privacy
Use Of Social Software By Library Staff
Passes – Zoo & Museum

Introduction

Welcome to the Rapides Parish Library (RPL) Staff Procedures Manual!

This manual has been created to cover some core concepts used at the Library, to introduce you to the various departments of the library and to give you specific procedures to use in various situations.

Customer Service

Superior service is the best form of communication and promotion for the library. Our goal is to ensure the best library experience for all customers. An empowered staff, with a can-do attitude, creates quality service. Make customers feel welcome – smile, look them in the eye and greet everyone with a positive, enthusiastic attitude.

Every employee of the Library must be service oriented. We work for the people of Rapides Parish and they are our guests in their Library.

Customers are among the Library’s most valuable assets. Every employee represents the Library to our customers and the public. The way we do our jobs presents an image of our entire organization. Customers judge all of us by how they are treated with each employee contact. Therefore, one of our first priorities is to assist our customers. Nothing is more important than being courteous, friendly, helpful and prompt in the attention we give to customers.

Our personal contact with the public, our manners on the telephone and the communications we send to customers are a reflection not only on ourselves, but also of the professionalism of the Library. Positive customer relations not only enhance the public’s perception or image of the Library, but also pay off in greater customer loyalty.

As we serve the public, we should keep in mind these basic rules of customer service:

Rules are made to be followed with both consistency and sensibility.  Gaps between customer expectations and actual service lead to customer complaints.

There must be two dimensions of service:  procedural and personal.  The understanding and proper interpretation of procedures and policies lead to consistency in customer service.

Tailor customer service to meet customer needs.  Find a way to get to “yes”.

Respect works both ways.  Meet the eyes of the customer and smile.  When customers approach you, rise and greet them.  Each person should be treated with respect, especially when we are requesting proper identification and information.

Ensure their satisfaction through assertive hospitality.  Assertive hospitality means doing all that is feasibly possible to meet the needs of our customers.  Assertive hospitality is showing or taking a customer where he/she needs to go and exceeding their expectations by making suggestions and/or helping them find additional information or materials.

Remember:  Rules are means to an end, not the end itself.

Here are some pointers:

Always acknowledge a customer whether you are on the telephone or assisting another customer. For example, “I will be with you as soon as I finish with this customer.”

Always conduct yourself in a professional, mature manner.

Strive for excellence. Before you open your mouth, remember the cost of losing a customer can result in a lost donor, voter, or supporter.

Enjoy cultural diversity. Every customer is different and unique. Appreciate the diversity. Avoid saying or doing anything negative or judgmental about another individual.

If you encounter a customer who is dissatisfied and it appears that you are not able to resolve or assist the person, ask the manager on duty at the time for assistance.  Try not to let a customer leave until you have done all that is feasibly possible to accommodate the person.

Problem Customers

In the event you are faced with a dissatisfied or disruptive customer and you are not able to resolve the problem, consult the manager on duty.  At Main Library, in the evenings and on Saturday and Sunday, the security monitor should be contacted. 

Assess each situation in a calm, non-judgmental manner.  Explain your position in clear, firm language.  Present suitable alternatives, if possible.  Explain the penalty (e.g., expulsion) for continued inappropriate behavior.  Use teamwork.  Be sure another staff member is with you when confronting the customer.  Call outside help if necessary.  Phone numbers for local police departments should be posted by the telephone. 

Fill out an Incident Report, describing the event, to be forwarded to the appropriate administrative staff. Incident Reports are found on the Staff Intranet under Forms / Circulation Forms.  Submit via in-house mail or fax them within 24 hours. If you wonder if you should fill out an Incident Report, then you probably should!

Remain calm.  Do not raise your voice.

Be receptive and non-judgmental.

Listen carefully to a customer’s question or complaint.

Pause, breathe deeply and think before responding.

Speak in a relaxed tone.  Repeat the customer’s comments as concisely as possible.

If there is a justifiable need for an exception and you have the authority, make one.

If an exception cannot be made, explain the policy in a relaxed tone, and if possible, show the customer the written policy or posted sign. 

Stay in control of the situation; do not allow the customer to manipulate or intimidate you.

Be pleasant, calm and firm.  DO NOT argue with or touch the customer.  Stick to the issue.

Avoid humor or personal remarks.

When necessary, request the assistance of another coworker in the department/branch or a manager.

NEVER be drawn into a physical or verbal confrontation with a problem customer under any circumstance.

If you see a customer with a weapon or have reason to believe that a customer has a weapon, notify security or the police, then contact a manager. Managers should then notify an Administrator, following the Chain of Command, as soon as possible. Under no circumstances is an employee to approach a customer with a weapon.

Emergency phone numbers for the police or Sheriff’s office, and appropriate fire departments are posted at each circulation desk.

Illegal Behavior (Call The Police Or Sheriff’s Office)

        1.     Assault

        2.     Criminal mischief

        3.     Drunk and/or disorderly conduct

        4.     Harassment

        5.     Public lewdness

        6.     Theft (larceny)

        7.     Trespass

Problem Behavior

Chatty customers

Disruptive conduct

Using obscene language

Solicitation

Smoking

Sleeping

Loitering

Running and playing

Pets

Leaving unattended children

Customers without shoes or shirt

Feet on tables and chairs

Implementing RPL’s Sex Offender Policy

As required by Louisiana law, Rapides Parish Library has a sex offender policy, found on our website. Printed copies of this policy should be available at the circulation desks of the library. Copies of the policy are NOT to be displayed. When a customer uses his license to obtain or renew their library card, if the staffer sees that it is stamped “Sex Offender”, then they should hand the customer a copy of our policy, and explain that this applies to customers who have offended with a minor child under the age of 13. That is all that the staff needs to do.

If customers inquire about this law or our policy, staff should say that the law requires that we have this policy. It is upon the offender to comply. We have no way to know whether the offender offended against a child, and our policy is only against offenders in that category. Beyond that, if the customer continues to inquire, please refer them to the Director or the Asst. Director for Direct Services.

Incident Reports

Fill out the Incident Report found on the Staff Intranet at Forms / Circulation any time that a customer complains, anyone other than an employee sustains an injury of any kind*, a crime is committed, you give a customer a warning, you ask a customer to leave, or anytime that something unusual happens.

When filling them out, be factual and objective; not conjectural.  It is possible that they could be subpoenaed.

These are in-house documents. No one may see them except branch managers, department heads or administrative staff. If someone else wishes to have a copy, the Director must give permission.

If a crime is not committed, fill out an incident report, save it, and send it as an attachment to the Director, the Direct Services Coordinator and the Human Resources Manager.**

If a crime is committed:

If the customer is willing, call the appropriate law enforcement agency.

If you are NOT a manager, make sure that you involve your manager; if she is not there, call her at home.

Next, either you or she should CALL the Director, the Direct Services Coordinator or the Human Resources Manager, in that order. Call until you get someone.

Finally, fill out an incident report IMMEDIATELY, save it, and send it as an attachment to the Director, the Direct Services Coordinator and the Human Resource Manager.** Be sure you say specifically what the law enforcement agency did.

If necessary, administrative staff, not public services staff, will give the law enforcement agency a copy of the incident report.

If law enforcement is called, on the Incident Report, please note the name of the office and the report number.

*If the person injured is an employee, they should report this to their supervisor. The supervisor should call Medcor at 800-775-5866. This will open a file. Once they are done, they need to report the phone call and case info to the Payroll Clerk at the Administrative Offices. If there is no supervisor available, then the employee should call the number and follow the procedure.

**If the incident occurs at the Main Library, be sure to send the incident report to the Director, Direct Services Coordinator, Human Resource Manager, Assistant Director for Support Services, Security, Main Circulation Manager and Main Reference Manager.

Patron Complaints

Rapides Parish Library endeavors to provide the highest levels of customer satisfaction to its patrons.  Occasionally, however, patrons may wish to register a complaint.

A library patron may choose to raise his/her complaint on an informal basis with circulation desk staff. If the patron chooses to do so, try to resolve the complaint. If possible, involve the manager. Once the complaint is resolved, a staff member will fill out the Patron Complaint Form found on the SharePoint Intranet site / Shared Documents / Forms / Circulation / Patron Complaint Form and send it, as an attachment, to the Director, Direct Services Coordinator and the Human Resources Manager.

If the complaint cannot be resolved at the branch level, staff should offer the patron a Patron Complaint Form.  Once completed by the patron, send to the Direct Services Coordinator, and copy the Director and Human Resources Manager, within one business day as an attachment. Be sure to include any steps taken to try to resolve the issue either in the Patron Complaint Form, or in the accompanying email.

The Direct Services Coordinator will promptly review the completed Patron Complaint Form and work to resolve the complaint directly, notifying the patron and resolving the issue. When done, the completed complain will be forwarded to the Director and the Human Resources Manager.

If the patron is not satisfied with the response, the Direct Services Coordinator should forward the complaint to the Director and the Human Resources Manager.  The Director will promptly review the actions taken and attend to resolving the complaint. For a complaint that involves staff performance, the Director is the final arbitrator and that decision will be final.

If the patron is not satisfied with the response provided by the Director or if the Director decides that the situation warrants the input of the Board of Trustees, either or both parties may bring the written complaint to the Board. 

A patron desiring to do so may also request an opportunity to address the Board at one of its monthly meetings. 

The Board will promptly review a complaint presented to it.  The Board will provide an oral and/or a written response to the complainant, and take any further action warranted by the particular circumstances.  The decision of the Board of Trustees with respect to these complaints will be final.

Complaint forms will be kept on-file for a period of three years.

Latest revision: 4/6/2017

When A Law Is Broken

The library administrative staff will take a pro-active stance on reporting to law enforcement any crime committed, and will cooperate fully with them.

Downloading child pornography is against the law. It is the opinion of the District Attorney’s office of Rapides Parish that viewing child pornography constitutes downloading. Therefore, we will be reporting this to law enforcement whenever it is seen.

According the Louisiana Children’s Code 502 Section 3 “Child pornography” means visual depiction of a child engaged in actual or simulated sexual intercourse, deviate sexual intercourse, sexual bestiality, masturbation, sadomasochistic abuse, or lewd exhibition of the genitals.

Source : http://legis.la.gov/lss/lss.asp?doc=73189

Code of Conduct

Individual staffers represent the Library. Inappropriate behavior reflects badly on the whole Library.

Listed below are some behaviors that are unacceptable and, if continuously abused, can result in disciplinary action, up to and including termination of employment:

Consuming foods, drink, chewing gum or smokeless tobacco products while assisting a customer.

Taking breaks or meals at a public desk

Discussing personal business in the presence of a customer.

Disapproving comments about the Library in the presence of customers is unprofessional and will not be tolerated.  It not only reflects negatively on you, but on all other Library employees.

“Horseplay.” This is childish, dangerous and could cause serious injury.

Participating in idle gossip and rumors.  Gossip and rumors can create a hostile work environment. 

Offensive comments should not be made or repeated and will not be condoned at RPL. This includes sexual comments or negative comments about the race, religion, sexual orientation, etc. of others.

Speaking “Libraryese,” rather than using common words while conversing with customers.  Libraries are like numerous other work environments that are full of acronyms.  Customers generally do not know the terms we frequently use and it is rude to use them in their presence.

Making statements that could be construed as threatening to those present or to anyone else.

Message To The Staff

From:  Steve Rogge, Director

Date:  October 30, 2001 Revised 10/23/03

I would like all staff to be aware of how I feel about how we treat each other as fellow staff and (by extension) how we treat customers and others.

Every individual has the right to work in an atmosphere that is free of overt or implied racism, sexism, ageism, etc.  No one should have to hear comments, racial or otherwise, that offend or make him or her uncomfortable.  All of our communications with each other, both oral and written, should be civil in tone and content.  We should be showing each other respect, regardless of our differences.  If provoked, in some way, our response should still be civil.

Sometimes such negative words or acts are intentional.  If so, they are hateful and unacceptable.  Staffers who do this should expect a response from this administration.  That response may be verbal counseling, a written disciplinary report, or some more severe punishment, depending on the nature of the offense and on the employee’s previous record.  Sometimes we offend without meaning to or even realizing that we have done so.  In such cases, the proper response is to acquaint the staffer with the effect that his or her words or actions have had on others, in the hope of preventing future problems.

One problem area is expressing the attitude that all people in a certain group have some negative characteristic: (most Arabs, or blacks, or whites, or older people, or young people, etc., etc. are ………….).  Of course I am not saying that staffers cannot have opinions about groups or individuals.  I am saying that we do not have the right to express those opinions in word or action in the work place if they are negative, as described above.

Let me reiterate my comment about the need for civility in tone as well as the content of what we communicate.  I expect everyone, from management on down, to avoid an abrasive or sarcastic or threatening tone, even if provoked by another person’s perceived failings or bad actions.

We need to show respect for each other, in spite of our differences.  We need to avoid taking sides and getting into an “us against them” mind set.  This can be achieved if we look at others as individuals, cut each other some slack for our differences, and focus on the overall goal of fostering a positive atmosphere in the work place.  If you have a grudge or grievance against someone for the way they have treated you in the past, get over it.  Start a new chapter in your relationship.  But if a new offense occurs, report it to me and to whomever else is appropriate.  If you need to report something, make every effort to avoid exaggeration.

This is what I believe.  This is what I have always believed.  This is the standard for acceptable behavior for this staff.

Emergency Procedures

In an emergency concerning Fire, Alarm, Bomb Threat or Power Failure, consult the Emergency Procedures poster, which is posted throughout the library or branches.  Review these procedures annually.

References to the police shall refer to the local police department for each municipality that has one, and to the Rapides Parish Sheriff’s Department in all other cases.

Safety

We must take every precaution to prevent accidents. Managers and employees must take responsibility for their safety and for the safety of our customers. The key is consistent use of safe work practices. Work areas should be maintained so that they do not create a safety hazard for anyone. All new employees will receive basic office safety training during their initial orientation.

Protect your back by always practicing safe lifting techniques and/or using a back support (weight belt).

Admittance to, or passage through, an area that has been roped off, barricaded or otherwise designated as a danger zone is prohibited.

Employees that use the hand-held laser scanner must avoid looking into the end of the unit. At no time should the unit be pointed at another person.

Food and beverages must be kept clear of all electronic and computer equipment.

All safety equipment that is issued or required to perform certain types of work must be used while performing that work and no machinery is to be operated without safety guards in place. This includes clothing, jewelry and fingernails and hair.  No individual under the age of 17 years old is authorized to operate any of the Facilities Department machinery. 

Worker’s Compensation Injuries

All injuries, no matter how slight, should be reported to their supervisor. The supervisor should call Medcor at 800-775-5866. If there is no supervisor available, then the employee should call the number and follow the procedure.

If the situation is an emergency, call 9-1-1 for medical assistance and then report to Medcor once the situation is under control. Medcor will assign a case number. This will open a file. Write this down.

It is VERY IMPORTANT that the incident/accident be reported in the name shown on the employee’s Social Security Card.

Once the caller is done, he/she needs to report the call and case info to the Payroll Specialist and the Human Resources Manager.

All injuries require drug testing. The injured employee will submit to a Post-Accident Drug Screen conducted by Exam One, which is located at 6142 Masonic Drive, Alexandria, La 71301. The Emergency Room staff should be advised that a drug screen is required and the supervisor will notify Exam One to come to the hospital and administer the Post-Accident Drug Screen.

HOWEVER, if the injury is minor and /or just treated with a first aid kit, the injured individual would file a report with Medcor (see above).

Revised 4/4/2017

Driving RPL Vehicles Safely

Employees who use vehicles in the course of their duties are expected to observe the law, including seatbelt use. 

Do not tailgate. 

Do not use cell phones or handheld devices while driving. 

Report any functional problems with a vehicle immediately so corrections may be made. 

Don’t exceed the posted speed limit.

Drive defensively and be prepared to act when there is an emergency. 

Fire

Department Heads and Branch Managers are to ensure that all employees know the location of fire alarms, fire extinguishers and emergency exits.

Emergency exits are to remain free of obstructions at all times.  Managers at Main Library are responsible for ensuring that all of their employees, especially night employees, know how to unlock the side door in the Children’s Department in the event of an emergency. 

If you discover a fire or detect smoke, follow the procedures below, also found on the EMERGENCY PROCEDURES poster:

Sound the nearest FIRE ALARM and call the fire department, or emergency #911.

If possible, attempt to control the fire with an extinguisher; however, do not put yourself in danger.  Otherwise, vacate the area.

Report the fire to your supervisor or the supervisor on duty, the Security Monitor and Library Director or any member of the administrative staff that is on duty.  If a fire occurs during normal working hours, notify administration following the Chain of Authority found on the back of the EMERGENCY PROCEDURES poster.

Await the arrival of the fire truck to inform the firefighters of the location of the fire.

When you hear the fire alarm, follow the procedures below:

When the alarm sounds, all persons in the building MUST evacuate the building as soon as possible.  It is the duty of Library employees, particularly the supervisors on duty, to ensure that all customers leave the building as quickly as possible through the nearest exit. Allow no one to remain or enter the stacks.

If possible and time permits, before you leave, close all doors, turn off all lights, turn off all machinery, appliances, computers and office equipment.

Supervisors are to assemble all employees in a designated area out of the way of emergency personnel and vehicles, and ensure that all employees are present. 

DO NOT ALLOW ANYONE TO GO BACK INTO THE BUILDING.

Supervisors should make every effort to ensure no one remains in the building.  Any doubts about the building not being cleared should be reported to the firefighters immediately.  

Power Failure

Managers are required to always keep a usable flashlight in a designated place for employees to use if the power fails.

If possible, notify the power company, and get an estimate of when the power will be restored.

Notify administrative staff. If the library’s phone will not ring when the power is off, be sure to tell the administrator the number of a cell phone where you can be reached.

You will be expected to keep the library open as long as  physically possible. When it gets too cold, too hot, or too dark, we will close the library or branch.

Allow no one to use a lighter or light matches. Use your emergency flashlight only.  

Continue to check books out and register customers using the paper checkout and registration sheets found at the circulation desk.

If physical conditions become too uncomfortable (#3, above), close the building. Be sure to let administrative staff know that you are closing.

Gather all customers and staff.  Make sure that everyone leaves the library or branch, and takes their possessions with them.

Leave a note on the door for customers who come later, stating that you have closed, why and the date and time.

When the power comes back on, if you are NOT at the Main Library, your server will have gone down. Notify the IT Department, and work with them to get it back up.

Be sure to include the power outage in your monthly report.

Bomb Threats

When a bomb threat is received, the Library building and premises must be evacuated and closed immediately. Evacuate the building the same as you would in the event of a fire emergency. Notify the police immediately and notify the Director.

When the call is received, remain calm and follow the procedures below:

Keep the caller on the line as long as possible.  Ask the caller to repeat the message.  Try to write down every word spoken by the person on an Emergency Form, which should be kept next to the telephone at all times.

If the caller does not indicate the location of the bomb or the time of detonation, ask for this information.

Tell the caller that the building is occupied and the bomb could result in injury or death of innocent people.

Listen closely to the voice (male, female), voice quality (calm, excited), accents and speech impediments.

Pay special attention to peculiar background noise, such as motors, music, trains and any other noises that may give a clue as to from where the call is being made.

Immediately after the caller hangs up, contact the police and notify the Library Director, Direct Services Coordinator or Human Resource Manager.  The police will want to talk to the person that received the call, so remain available and write down any additional information while it is easy to remember.

Begin evacuation procedures immediately. (Remember to follow the same evacuation procedures as in the event of a fire).

Under no circumstance should you allow anyone, other than law enforcement personnel, to look for the bomb.

Staff Personal Disasters

When a staff member has a tragedy, such as a fire or flood, or lengthy illness, the supervisor is responsible to notify the staff, after checking with the staff member affected to be sure that they approve that we do so.

If needed, the supervisor can organize a fundraiser of his/her choice, again with written permission of the affected staff member. We may use library email to publicize. We may use library lounges to distribute lunches, etc. However, this must NOT be on library time.

If customers learn of the tragedy and want to help, you may say, “We are deeply saddened by this tragedy, but, by law, the library as an entity may not give its funds, which come from your taxes, to help an individual staff member. If you want to help, here is the address and phone number of the staffer.” Before you do this, the supervisor MUST have the permission of the affected staff member, in writing.

Business Casual Dress Code

Rapides Parish Library’s objective in establishing a business casual dress code is to allow our employees to work comfortably in the workplace. Yet, we still need our employees to project a professional image for our customers and community visitors. Business casual dress is the standard for this dress code. 

Employee Handbook Policy Section 4.03 Dress Standards:  As representative of RPL and Rapides Parish, all employees have the responsibility to dress and maintain appropriate personal hygiene and appearance in a manner appropriate to the work situation.  RPL has adopted a business attire policy for all employees.  The minimum standard of dress shall be tasteful business casual clothing.  Please follow sound judgment when selecting business attire.

Because all casual clothing is not suitable for the office, these guidelines will help you determine what is appropriate to wear to work. Clothing that works well when you are not at work (clothing for the beach, yard work, dance clubs, exercise sessions, and sports contests) may not be appropriate for a professional appearance at work.

Clothing that reveals cleavage, your back, your chest, your stomach or your underwear is not appropriate.

Even in a business casual work environment, clothing should not be wrinkled. Torn, dirty, or frayed clothing is unacceptable. Any clothing that has words, terms, or pictures is unacceptable. Clothing that has the RPL logo or represents the library is encouraged.

Guide to Business Casual Dressing for Work

This is a general overview of appropriate business casual attire. Items that are not appropriate for the office are listed, too. Neither list is all-inclusive and both are open to change. The lists tell you what is generally acceptable as business casual attire and what is generally not acceptable as business casual attire.

No dress code can cover all contingencies, so employees must exert a certain amount of judgment in their choice of clothing to wear to work. If you experience uncertainty about acceptable, professional business casual attire for work, please ask your supervisor or your Human Resource Administrator.

“You are your brand and your clothing is your logo.”

Slacks and Pants

Slacks that are similar to Dockers and other makers of cotton or synthetic material pants, dressy capris, and nice looking dress synthetic pants are acceptable. Inappropriate slacks or pants include jeans, casual capris, sweatpants, exercise pants, pajama bottoms, Bermuda shorts, short shorts, shorts, bib overalls, leggings, and any spandex or other form-fitting pants such as people wear for biking. Cargo pants (casual trousers that have multiple large pockets, some of which are typically on the side of the upper leg) are not acceptable.

Skirts and Dresses

Casual dresses and skirts, and skirts that are split at or below the knee are acceptable. Dress and skirt length should be at a length at which you can sit comfortably in public. Short, tight skirts that ride halfway up the thigh are inappropriate for work.  Mini-skirts, skorts and beach dresses are inappropriate for the office.  Spaghetti-strap dresses are inappropriate unless covered by jacket or sweater.

Shirts, Tops, Blouses, and Jackets

Dress shirts, sweaters, golf-type shirts, and turtlenecks are acceptable attire for work. Inappropriate attire for work includes tank tops; midriff tops; shirts with words, terms, logos, pictures, cartoons, or slogans; halter-tops; spaghetti strap tops; low-cut tops; sweatshirts, and athletic jackets. Tops that reveal cleavage are not acceptable. Lingerie straps should not be visible.

Shoes and Footwear

Loafers, men’s dress shoes, flats, dress heels, dress boots and dressy sandals are acceptable for work. Athletic shoes, crocs, Sperry Top-siders (boat shoes), thong sandals (a sandal held on the foot by a thong fitting between the toes and connected to a strap across the top or around the sides of the foot), flip-flops and slippers are not acceptable. Sandals worn with socks are not acceptable.

Support Shoes Addendum:

If you are given a doctor’s excuse to wear support shoes, regular white/light colored athletic shoes are not acceptable, except on casual days.  Support shoes should be a dark color that is unobtrusive and does not detract from a professional image.  Effective:  December 15, 2015

Piercing and Tattoos

Piercing jewelry should be worn in ears only.  Tattoos should not be visible on the upper body.

Hair

Hair should be neat and clean.

Name Tags

If you interact with the public, you are to wear your name tag.  This includes anytime you are out of the office representing RPL.

“It takes only 7 seconds to form an impression about you.”

Casual Days                                                                                                  At RPL, Fridays and Saturdays are considered casual days.  Sundays are not casual days.                                                                                                                       Periodically, employees may be notified that other days will be designated as casual days.   The same rules apply on casual days for clothing/shoes as listed above for each of the following categories with exceptions noted below:

Slacks and Pants:  Casual Day exception:  Casual slacks (excluding Cargo pants), jeans (not faded and without holes, frays, etc.) and colored denim.

Shirts, Tops, Blouses:  Casual Day exception:  RPL T-shirts

Shoes and Footwear:   Casual Day exception:  Athletic shoes and Sperry Top-siders (boat shoes)

Summer Reading Program (SRP)

SRP T-shirts can be worn at SRP events.  SRP T-shirts can be worn during the week with appropriate business casual attire until the end of August. Denim jeans can only be worn with the SRP T-shirts at SRP events and casual days. 

Conclusion

If clothing fails to meet these standards, as determined by the employee’s supervisor, the employee will be asked not to wear the inappropriate item to work again. Documentation will be placed in the employee’s folder and a copy sent to HR and the supervisor’s manager.  If the employee fails to meet these standards a second time, they will be sent home to change clothes/shoes.  A Disciplinary Notice will be placed in the employee’s folder and a copy sent to HR and the supervisor’s manager. Employee will clock out when they leave and clock in when they return.  Progressive disciplinary action will be applied if dress code violations continue.

Please note:  If you are clocked in for work, even for only a short amount of time and are seen by the public, you are expected to be dressed appropriately.

In review, fad and fashion are not always compatible to the professional appearance of the business environment.  We ask that you use good taste in selecting the clothes you wear to work.  Avoid extreme or inappropriate styles.  Remember:  If you are in doubt about wearing it to the office, DON’T.

“Your appearance influences the perceived quality of your work.”

EXCEPTIONS:  Due to the physical nature of work for these workers, the following employees/departments daily dress code shall be the same as that for Casual Days:

Facilities Workers

Loan Department Workers

IT Systems Administrator and IT Systems Specialist

Delivery Workers (including the Assistant Director for Support Services)

Pop Van Workers*

Bookmobile Workers*: 

*On days when these workers are working in the office, the larger Dress Code shall apply.

“The way you present yourself creates a thumbnail sketch of your character.”

Quotes taken from:
http://charlestonstyleconcierge.com/blog/index.php/2009/07/5-reasons-to-always-dress-for-success/

Disciplinary Procedures – Progressive Discipline

REASON FOR PROCEDURE – To improve performance, attendance, and/or behavior by coaching employees and encouraging ownership of their jobs and careers.

STATEMENT OF PROCEDURE – Progressive Discipline is a constructive and corrective approach to solving work related performance, attendance, and/or behavior concerns. Through this process, employees are provided with the information needed to understand what aspect of their work performance, attendance, and/or behavior is unacceptable and what improvements are needed to demonstrate success.  Disciplinary action may result in demotion, suspension or termination.

PROCEDURE OVERVIEW – It is the responsibility of all employees to adhere to the expectations outlined by their supervisor and to the standard of conduct at RPL. When employees fail to uphold these standards, the progressive disciplinary process may be utilized. However, there is no required number or sequence of warnings that must take place before an employee is terminated. Further, some circumstances may warrant immediate termination.

REASON FOR PROCEDURE – To improve performance, attendance, and/or behavior by coaching employees and encouraging ownership of their jobs and careers.

GUIDELINES

Counseling

1. Counseling is not discipline. Counseling often occurs before disciplinary action is taken.
2. Counseling makes the employee aware of the concern and provides the employee with information regarding expectations. 
3. The supervisor should use the counseling session to explain what is unsatisfactory, what is expected, and how to avoid recurrence and/or improve performance. 
4. Counseling should be documented.
   1. Documentation may or may not be submitted to the employee’s personnel file, at the discretion of the supervisor.  However, the supervisor’s manager and the Human Resources Manager must be made aware of the counseling session and what occurred during it.
   2. Documentation should be done on a Performance Improvement Form and should confirm the concern, the expectation, and the time line for attainment of expectations. It should include the date and the persons involved.

Purpose of Progressive Discipline

1. The purpose of disciplinary action is not to punish, but to correct work-related behavior. 
2. Each employee is expected to maintain standards of performance and conduct as outlined by the immediate supervisor and to comply with applicable policies, procedures, and laws. When an employee does not meet the expectations set by the supervisor or other appropriate authority, counseling and/or disciplinary action may be taken to address the employee’s behavior.

Key Elements of Progressive Discipline

1. The purpose of discipline is to correct unacceptable behavior or job performance, not to punish employees.
2. Employees are given a fair and reasonable chance to correct unacceptable behavior or performance.
3. Employees are given written notice that failure to correct unacceptable behavior or job performance will result in further discipline.
4. After counseling as a first step, discipline is imposed in graduated steps from the least severe (verbal warning) to the most severe (termination). In serious cases, more severe penalties (including termination) may be imposed initially.
5. Discipline is to be imposed uniformly and consistently for employees in similar situations and shall be done in a manner that will not unduly embarrass the employee.
6. An employee will be disciplined according to the circumstances of his/her individual case.

Documentation

1. All warning notices, disciplinary actions, etc., including verbal warnings, should be documented in detail.  A copy must be presented to the employee, and a copy must be filed in the employee’s personnel record.
2. An employee has a right to refuse to sign the disciplinary record. Such refusal does not keep the record from being placed in the employee’s file.

Procedure

1. Discipline is administered in graduated steps, using the Performance Improvement Form, which increase in severity as follows:
   1. Verbal Warning – After first trying counseling (see above), the supervisor shall issue a verbal warning to put the employee on notice that his/her performance or conduct is substandard and advise the employee of the expected levels of conduct. A written record of the verbal warning shall be made using the Performance Improvement Form. Continued substandard conduct or performance may warrant another verbal warning or a higher degree of discipline.
   2. Written Warning – In the case of a more serious offense or where an employee’s performance or conduct has not improved as a result of one or more verbal warnings, the supervisor shall issue a written warning. This written record puts the employee on notice that his/her performance or conduct is unacceptable, and documents the specific acts or omissions upon which the discipline is based as well as the expected corrective action. Use the Performance Improvement Form. Continued substandard conduct or performance may warrant another written warning or a higher degree of discipline.
   3. Suspension – May be used when the employee has not responded to counseling, verbal or written warnings or commits a more serious rule violation that warrants suspension for a first offense. An employee may be suspended without pay for up to 30 calendar days with the Director’s agreement.
      1. With the help of the Human Resources Manager, the supervisor will complete a Performance Improvement Form documenting the specific performance, attendance, or behavior issue and improvements. The document will be signed by the supervisor and employee.
   4. Final Warning – Use the Performance Improvement Form to document a formal conversation between a supervisor and an employee about a continuing disciplinary or performance problem. The Human Resources Manager MUST be present. It is a last chance step before termination. The Final Written Warning is used only after a Verbal Warning and Written Warning have been given and no change in performance has resulted and when a disciplinary suspension is deemed not appropriate.
      1. A final written warning notice is issued to document the fact that the employee has been officially advised again of the precise nature of his or her misconduct and warned that any future violations will result in termination.
   5. Suspension Pending Investigation – Examples of situations where the employee may need to be removed from the workplace before an investigation can be conducted may include sexual harassment, disorderly conduct, or other situations where the employee presents a potential threat to others.
      1. A suspension pending an investigation is imposed with the understanding that a final decision relative to the appropriate disciplinary action will be made after the investigation.
         1. With the help of the Human Resources Manager, the supervisor will complete a Performance Improvement Form documenting the specific performance, attendance, or behavior issue and improvements required, indicating that this is a suspension without pay. The Director must agree to this suspension. The document will be signed by the supervisor and employee. Prior Counseling and/or Written Warnings should be included with Suspension documentation.
         2. The Human Resources Manager will submit a PCN to Payroll for Suspension without Pay.
      2. If there is no cause for disciplinary action after the suspension investigation is concluded, the employee will receive pay for the regular earnings lost during the suspension.
         1. The supervisor and the Human Resources Manager will submit a memo to the Payroll Benefits Administrator, reinstating employee and dismissing the violations for which the employee was suspended, to be signed by supervisor and employee.
         2. The Human Resources Manager will submit a PCN to Payroll to pay all days of suspension. If there is cause for disciplinary action after the suspension investigation is concluded, time off during an investigatory suspension may be considered part of the disciplinary suspension period if the investigation determines that disciplinary suspension is appropriate.  If the investigation determines that appropriate disciplinary action is less than the length of the investigatory suspension without pay, then the employee will receive back pay for the difference. If the Director deems the investigation results are severe enough, the employee will be terminated.
   6. Demotion – The Director may demote an employee to a vacant position; however, no employee shall be demoted to a position for which he/she does not possess the minimum qualifications. An assignment in a lower grade, carries with it compensation within that grade of service. The employee shall be given timely written notice of the demotion and the reasons for the action. Continued substandard conduct or performance may warrant a higher degree of discipline.
   7. Termination – If all previous steps of the disciplinary process have been unsuccessful, the employee may be terminated from employment.  Certain violations may warrant immediate termination. Prior to recommending, the manager is strongly advised to review the situation and related information with the Human Resources Manager and supply appropriate documentation.
2. Examples of behavior that may result in disciplinary action are:
   1. Failure to follow Library policies and procedures;
   2. Failure or refusal to fulfill duties as assigned;
   3. Unauthorized or excessive absence and  tardiness;
   4. Unsatisfactory interpersonal relations and communications with patrons or library staff;
   5. Unsatisfactory job performance;
   6. Any violation of rules governing employee conduct;
   7. Job abandonment;
   8. Conviction of a misdemeanor such that the employee’s presence on the job could or would be harmful to the employee or others such that the employee’s fitness to perform assigned duties is affected (i.e. traffic violations, first time DUI convictions, public intoxication, simple battery, disturbing the peace, shoplifting, solicitation, and resisting arrest); and
   9. Reporting for work under the influence of alcohol or drugs, or use of alcohol or drugs while at work.
3. The following infractions will result in immediate termination:
   1. Falsification of any RPL document or record;
   2. Sexual harassment of fellow employees or library patrons;Removing or applying any property, record or document of RPL to the employee’s own uses or that of another employee;
   3. Using abusive or threatening verbal or body language towards anyone;
   4. Negligence, abuse, or deliberate destruction of RPL property, or property of others while it is in the workplace;
   5. Conviction of a felony crime;
   6. Possession of, or use of firearms, knives, or other weapons while on RPL property or while driving RPL vehicles;
   7. Fighting or attempting to cause bodily injury to others;
   8. Insubordination;
   9. Refusing random drug testing or positive drug test.
   10. RPL Code of Ethics violation- We do not advance private interests at the expense of library users, colleagues, or our employing institutions.
   11. Conflict of Interest violation- An actual or potential conflict of interest occurs when an employee is in a position of influence, power, or decision making that may result in a personal gain for that employee or for a relative as a result of RPL’s business dealings.  For the purpose of this policy, a relative is any person who is related by blood or marriage, or whose relationship with the employee is similar to that of persons who are related by blood or marriage.   
   12. Any other terminable offenses deemed necessary by the Director. 

Per our Employee Handbook, Section II – Nature of Employment; Section 2.2 – Application for Employment: All employment with RPL is “at will” employment.  “At will” employment means RPL is free to discharge an employee at any time for no cause, and that the employee is equally free to quit at any time.  An employee can be discharged as a result of a serious offense or as the final step in accumulation of infractions for which a warning notice or notices have been written.

Latest revision: 10/17/2017.

Training for Staff

Training can be in the form of a workshop presented by staff or others, a webinar, a conference, etc.

All training MUST be approved by the supervisor of the staff member attending.

If the training entails a cost:

• Process:
  • First obtain permission, and then a purple Training Request Form must be filled out (typed) and submitted to the supervisor along with any accompanying materials, such as a registration form, a credit card receipt, etc.
  • Find the Training Request Form on the SharePoint Staff Intranet at Shared Documents / Forms / Human Resources.
  • Supervisor signs the Training Request Form, makes appropriate copies as needed and sends the packet to the Director, who initials it and sends it to the Payroll and Insurance Specialist.
• Payment: If you pay for this using a Rapides Parish Library credit card, then BE SURE to supply a signed receipt with the Training Request Form to follow through the chain, so that the charge may be properly documented. Otherwise payment will be handled by the Director or the Payroll & Insurance Specialist.
• Time: The Payroll & Insurance Specialist will put in your TRAINING time on the online time sheet. This will be done ahead of the training date.
• Proof of attendance: Proof of attendance is REQUIRED. This can be a certificate, a name badge, etc. Submit the proof of attendance to your supervisor within one week of the training. Supervisor keeps a copy and sends a copy to Payroll & Insurance Specialist to be filed.
• Summary of training: A summary of the training is REQUIRED. This can be in an email or a memo. It should include your name, the name of the training, the date and time range and the place. Write a brief summary of what was addressed and what was learned. Submit the summary within one week of the training to your supervisor.  Supervisor keeps a copy and sends a copy to Payroll & Insurance Specialist to be filed.

If the training is free (either RPL or outside agency):

• Process:  First obtain permission and then register for the training. No purple Training Request Form is required.
• Time: Your supervisor should put in your time – it will be SPECIAL PROJECTS time. This should be done prior to the training date. If you find that your training was over or under the projected time, make sure you inform your supervisor to change your time.
• Proof of attendance: Proof of attendance is REQUIRED. This can be a certificate, a name badge, etc. Submit the proof of attendance to your supervisor within one week of the training. However, if no proof is available, notify your supervisor of that. Supervisor keeps a copy and sends a copy to Payroll & Insurance Specialist to be filed.
• Summary of training: A summary of the training is REQUIRED. This can be in an email or a memo. It should include your name, the name of the training, the date and time range and the place. Write a brief summary of what was addressed and what was learned. Submit the summary within one week of the training to your supervisor.  Supervisor keeps a copy and sends a copy to Payroll & Insurance Specialist to be filed.

Parking

Main Library Parking Spaces

Behind Main Library, on Lee Street, there are parking spaces assigned to Main Library staff members, according to seniority (amount of time worked at the Main Library).

To receive a parking space, when a staff member with an assigned space leaves the Library’s employment, then the next person in line will be assigned their space.

• The assigned employee must be a full-time staff member (at least 30 hours per week / regular employee).
• The assigned employee must drive to work at least four days per week.
• This must follow the seniority list, maintained by the Payroll Specialist.
• When a parking spot becomes available and the next employee in line based on seniority is ineligible due to part-time status or driving status:
  • They will be passed over for the current opening.
  • They will remain in the rotation and reviewed for eligibility when the next spot becomes available.
• The Human Resources Administrator will notify the Payroll Specialist anytime a Main Library staff member leaves the Library’s employment.
• The Payroll Specialist will check to see if that person has an assigned parking space, and, if so, notify the next person on the list, updating the files as well.
• Assigned employees MUST park in their assigned space! But, see NOTE, below.
• If two assigned employees wish to switch parking spaces, they may do so, AFTER informing the Payroll Specialist in writing of their intention. This document must be signed by both and dated to update the files.

NOTE: On any day, when an assigned space is empty (it is the staff member’s day off, etc.), then that empty space is “up for grabs” on a first-come, first serve basis. Please be aware that staff may leave to go to lunch, and don’t park in those spaces around lunch time!

Parking at Other Locations

At other locations, please consult the manager as to where to park. In general, park as far away from the branch as possible, so that the customers have priority.

Battery Disposal

At the Library, regular, disposable batteries are thrown away, not recycled.

Outreach Services

Outreach Services includes the Youth Services Department, with sub-categories of Youth Programming and Preschool Outreach Plus (POP) and the Bookmobile. In addition, adult programming and grant applications are the responsibility of the Outreach Services Coordinator.

Lamination

The laminating machine may be used only by authorized trained personnel.  Currently this is Brenda Harvey, Londa Price, Faith Johnson and members of the Youth Services Department.  The laminating machine is at the Main Library, and is authorized for library use only and not for customers.  Misuse of and mistakes made while using the laminating machine can result in costly repairs and delay.

Rules For Using RPL’s Creative Works And Images Permission Form

The Creative Works Release Form can be found on the library’s staff intranet site, under Forms / Circulation.

You need a permission form signed by a parent or legal guardian of a minor child if you are photographing a child engaged in what would be considered a private or strictly personal activity (for example, sitting and reading a book or working on a computer) outside of a publicly advertised library programming event. Whether or not you plan on publicizing the identity of the child, a photo permission form should still be obtained.

You should strive to obtain a signed permission form for individual shots of adults that you photograph in private or strictly personal activities in the library (reading, relaxing, browsing, etc.).  Group shots or shots of the library scene as a whole that contain several unidentified persons in them do not require a permission form.

At public library events, which have been promoted through the news media, and where there is no expectation of privacy, permission forms are not required for photographs of either children or adults. The consent to be photographed is implied in the fact that the individual is present at a public event. However, should you wish to use the photographs for general marketing purposes rather than simply to document and publicize the specific event at which the photograph was taken, a photo permission should be obtained.

If an individual is performing at a public library program, permission forms are not required of the performer whether the performer is a child or an adult. Yet, paid performers have the right to state the terms under which their photographs may be used and to control their public image, so any pictures taken of them should be shared with them and cleared through them if used for publicity purposes.

If you are planning on using any creative work (book report, drawing, poem, etc.) in a library display or on the library’s web site, you must get a signed permission form.

 Permission slips should be retained at the local branch that took the photo. When sending in a picture for use on the web site or in other library marketing materials, please simply indicate that the photo permission is on file or is not required due to the circumstances surrounding the photo.

Library Sponsored Programs

Outreach Services coordinates with Public Services and the Administrative and Public Relations Specialist to present library sponsored programs ranging from storytimes, crafts, author’s talks and much more. Presenters at Library sponsored programs may sell merchandise.

Author Promotions

When an author asks to do a book talk, signing, or other event at the Library, please follow these steps:

At our public service locations, the MANAGER or ASST MANAGER ONLY should handle this.

Ask the author for a copy of his/her book for the Library to review.  We’ll also need the author’s contact information.  We have a selections committee composed of the Assistant Director for Support Services, the Outreach Services Coordinator and a few others who will review the book to see if it fits in with our materials selection policy.  The book and info will go to the Administrative and Public Relations Specialist, and she’ll contact the selections review committee.  We do not guarantee an author program for every author who submits a book for review.  Please also let the author know we aren’t doing many author events because of the work they entail; we don’t have enough staff to do these often.

If the book does become a part of our collection, we may also want to do an author program with it.  If we choose to do an author program, the author will be required to submit a press kit, including a picture of the author, picture of the book cover, the author’s bio, and where the book can be purchased.  We would prefer this press kit be submitted digitally to the Administrative and Public Relations Specialist via email. 

If the book does not pass the review phase of this procedure, Jana will contact the author and thank him/her for submitting his/her book to the Library.

The Administrative and Public Relations Specialist will get in touch with the author and the manager of our location where the event will be held.  Publicity and the program will go forward at that point.

Support Services

Support Services are behind-the-scenes departments, overseen by the Assistant Director for Support Services. These departments do tasks that help out our libraries and branches. They are: Loans, Acquisitions and Technical Services.

Loans

Loans stands for “inter-library loans”, that is, loans from outside the Rapides Parish Library system.  When a customer asks for a title that the library does not own, this department borrows the item from another library system.  This can be done for books, audios, videos, etc.

     However, never promise that we can get a title for a customer through Loans.  Rather, say that we will TRY to get it, since it may not be available.

     Conversely, the Loans Department also loans the Rapides Parish Library’s items to other library systems, as they send us requests, and within the loan rules of our library.

Acquisitions

The duties of the Acquisitions Department are to purchase selected titles for all branches and outreach services, make sure orders received are correct, maintain a database for branch funds and clear invoices for the Business Manager to pay.  Careful monitoring of the funds keeps the library from over-extending the materials budget.  The department is also responsible for sending periodicals/books to the bindery and preparing journals for the Support Services Director to consider for purchasing. 

Technical Services

Technical Services (TS) handles adding new items to our collections, withdrawals, damaged items, library supplies and the deliveries of materials.

Accepting Donated Items

1.     When a customer wants to donate books, magazines, videos, etc., acknowledge the donation of the gifts and thank them.  If the customer states that they want certain items to go to certain branches or shelved separately, etc., tell them that gifts given with conditions must be approved by the library director.

2.     If the donor requests an appraised amount for an income tax deduction, tell them that the library does not appraise books, but will gladly give them a letter acknowledging the donated materials.  If they insist on a value, tell them that the Reference Department at the Main Library can provide a list of appraisers.

3.     Fill out the gift acceptance card and send it to the Administrative Assistant (see below). PRINT LEGIBLY!  If the customer prepares the gift card, check the content to be sure it is legible.

4.     Send the gifts separately to Technical Services.

5.     Branch Managers may ask that gift items be catalogued and returned to them.  Fill out the Decision card (see below) and send it, with the items to Technical Services.

6.     Once the gifts reach Technical Services, a librarian makes a determination of whether or not it is needed in the Library’s collection.  If not, items are sent to Bookends, boxed for the annual book sale or placed on the free table for distribution.

Manager uses the card below to ask for mending at various levels or to inform TS staff of the disposition of gift materials.

Memorials And Other Monetary Gifts

Use Memorial and Honor Gift Brochures to in promoting and processing monetary gifts to the library that are given in recognition of a person or life-event. (You should have a supply of these brochures. When you run out, go to the Staff Intranet / Forms / Circulation to find and print more.)

The memorial and honor gift brochure contains a form that can be filled out by the person making the gift. This form should be given to the customer. There are spaces on the form for the customer to designate the type of gift, the branch or location where they would like their gift to be used, and any other special requests pertaining to the gift.

When returned with the gift, please verify the information on the form with the customer, check for legibility of all information on the form, make a photocopy of the form for the customer, and send the original form along with the payment to the Payroll Specialist.

Remember to thank the customer for this gift!

Once the money is deposited, the brochure will be forwarded to the appropriate staff member, where an item will be chosen for purchase, and letters acknowledging the gift will be sent.

Definition Of Collections

Because they catalog new items, TS staff needs definitions of the different collections of the library. For conformity, other areas of the library use these same definitions in their work.

The Rapides Parish library has five processed collections:  Adult, Teens, Juvenile, Paper, and Media.  In some cases where the work meets the criteria for more than one collection, it might be found in two or more collections.

The five collections are sub-divided as follows:

ADULT

1.     Reference:  Non-circulating adult non-fiction books used for reference and research within the library.

2.     Adult non-fiction:  Non-fiction books at 8th grade level or above, except those books dealing with subjects of interest to Teens.

3.     Louisiana collection:  A Louisiana book is one that is by a Louisiana author or is about Louisiana.

4.     Large print:  Fiction and non-fiction works for the visually impaired.

5.     Adult fiction:  Fiction books written for the adult audience.

6.     Adult new reader:  High interest, low vocabulary books for the adult who is beginning to read

TEENS

1.     Fiction:  Fiction books written for teens in high school.

2.     Non-fiction:  Non-fiction books on topics of interest to teens in high school.  (i.e., vocational guidance, rock biographies, teen pregnancy, college guides, etc.)

CHILDREN

1.     Non-fiction:  Non-fiction books written for children in the 3rd through the 7th grades.

2.     Louisiana collection:  Non-fiction works by Louisiana authors or about Louisiana for children in grades 3-7.

3.     Fiction:

A.     Elementary fiction (x):  Fiction works written for children in grades 3-7.

B.     Beginning readers (xF):  Fiction and non-fiction works for preschool children to 2nd grade. 

PAPER

1.     Paperbacks

A.     Adult

B.     Teens

C.     Juvenile

D.     Accelerated readers

MEDIA

Media is defined as anything not in print form.  Our catalogued collection includes:  Audiocassettes, Videocassettes, Maps, Kits, Microfilm (newspapers), Microfiche (magazines), Video Discs, Compact Discs, and Vertical Files.

Direct Services

Direct Services are the libraries and branches which deal directly with our customers. Below are some issues related to Direct Services.

Reference

“Reference” refers to answering people’s questions.  All branch staff handles some reference interviews, and uses the resources at the library branch to answer customers’ questions. 

However, there is a Reference Department at the Main Library, where the staff does nothing but answer customers’ questions.  If you find that a question requires resources that are not at your branch, or if you are working at the Main Circulation desk, refer customers to the Reference Department.

Telephone Reference

General reference services via telephone are available at the Rapides Parish Library.  This service applies to brief, quickly located answers to customer questions.  Service of a more lengthy nature is available through the Main Library’s information desk.  There are numerous resources available to library customer.  When called, begin by asking what information is needed so the customer does not have to make a trip if we do not have the information in our collection or if it is not on the shelf.

We do not give answers to long lists.  Homework assignments are not done over the telephone.  There is not enough staff, time, or telephones available for this service.  The homework assignment is given in part for the student to learn how to use the library and how to do the research.  If a question is readily answered from material at hand, we will answer one or two questions.  Always offer to assist the customer by suggesting they visit the library to obtain needed information.

Email Reference

General reference services via email are available at the Rapides Parish Library homepage.  This service applies to brief, quickly located answers to customers’ questions.  Service of a more lengthy nature is available through the Main Library’s information desk.  We attempt to answer questions within 24 hours.  If a question is unclear, library staff will reply to the email to get clarification.

As with telephone reference, we do not give answers to long lists.  Homework assignments also are not done via email.

Mileage For Subs

Substitute workers are responsible for the cost of the first 24 miles in their round trip for an assignment.  The Library will reimburse them for any miles above 24. Use the form labeled “Mileage Reimbursement Reports – Subs”, found on the Intranet under Forms / Business Office. Submit forms monthly to the Asst. Director for Direct Services. This form must be submitted manually, and signed; no attachments, please.

Copies

Faxes, Photocopiers, and Printers:
Customers, including staff, must pay for all copies, printed pages, and faxes (incoming and outgoing) more than the allocated free twenty per person per day. Charges may be added to their record, as long as the total money owed does not go over $9.99. For minors, permission must be obtained by the parent or guardian. Parents or guardians may give blanket permission, which is noted as a note in the patron record.

All printed pages (black and white or color) are $0.10 per page/ side. Double-sided pages are charged as two pages.

All copy payments are entered in Square. All money goes into the branch deposit which is then sent to Payroll.

If a fax comes in for a customer who is not present at the moment, call them as you would for an item on hold. There is no charge for a faxed answer to a reference question.

Customer Cell Phone Usage

Customers may use their cell phones in the library provided they are considerate of other customers by:

• setting the volume to silent or vibrate.
• speaking in a normal tone while on a call.
• not using the speaker feature during a call.

Posting Promotional Flyers Or Other Material

From time to time, the Library is asked to post or distribute announcement flyers or other materials from organizations or individuals promoting their activities or points of view. 

The Library MAY distribute to branches and post:

“Free and open to the public” events of an educational, informational, or cultural nature.  For example, lectures, concerts, etc.

Literature advertising the services of public or non-profit agencies.

Fee-based events hosted by non-profit organizations.  For example, Children’s Miracle Network fundraisers, high school band car washes, Little Theatre productions, etc.

It is permissible to post a job notice for a business in the library, on the basis that while it is commercial, they aren’t selling anything.  It is seen more like letting a private company have an internal training meeting in our facility.  However, this assumes that the library has some sort of a public bulletin board already.  Don’t set one up just for this

The Library MAY NOT distribute or post:

Commercial promotions, including business cards, where the intent is to sell something. Fee-based events sponsored by individuals or commercial enterprises.  For example, Garage sales, business advertisements, etc.

Materials or events associated with political campaigns, movements or activities, whether free or not, unless all candidates for a given office or sides of a given issue are represented.  For example:  We can post a League of Women Voters debate among candidates for a given office, but we cannot post literature for a “stop the dump” campaign.

Items or events of a religious nature.

Events for groups which use hate speech, that is, written or oral communication that has the potential to incite violence or prejudicial action against an individual or group.

Unattended And Disruptive Children – General Guidelines

The word “unattended” refers to children who are not with their parent or assigned chaperon, whether or not that chaperon is in the building.

Under no circumstances should the staffer touch the child or any other person.

Incident reports should be filed on children left unattended at closing, for children asked to leave due to creating a disturbance, and for disruptive behavior repeated over two or more visits to the Library, even if not severe enough to require expulsion.

Children Age Nine Or Younger

If it is determined that a child (age nine or younger) is lost or left unattended, a staff member should try to identify and locate the parent(s) or assigned chaperon.

When a parent or assigned chaperon is located, explain the Library policy on unattended children.

If a parent or assigned chaperon is not found in the building, notify the police, unless assured by the child that the responsible person will return for him/her in the immediate future. 

In that case, wait a reasonable amount of time before contacting the police.

You may call the parent to determine when they will return.

Determination of a reasonable amount of time may take into consideration when the child says that he/she is to be picked up.

The police should take the child into protective custody if timely contact with the responsible person is not made.

If a child is causing a disturbance in the Library and an assigned chaperon is present:

The staff member should first speak to the child’s parent or assigned chaperon, explaining Library policy and requesting the disturbance to cease.

If a second contact is necessary, a manager should explain that further problems will lead to the staff asking the child and chaperon to leave the Library.

If a third contact is necessary, a manager should ask the child and chaperon to leave the library.

An incident report should be filed.

If the child is causing a disturbance in the Library and is unaccompanied by an assigned chaperon follow the procedure above for unattended children.

Children Age 10-16

If any child age sixteen or under is causing a disturbance in the Library, the staff should first speak to the child and/or the accompanying parent or assigned chaperon, if any, explaining Library policy and requesting that the disturbance cease.  If a second contact is necessary, explain that further problems will lead to the staff asking the child and chaperon, if any to leave the Library.  If the child (or any other customer) refuses to cease from disturbing others and refuses to leave when asked, call the police.

All Children

If a child is left unattended at the Library at closing, two staffers (one male and one female, if feasible) should wait for the child to be picked up. An attempt should be made to contact the parent or assigned chaperon.  If the minor is not picked up within fifteen minutes after closing time, the staff should call the police.  If the parent or assigned chaperon arrives before the police, the staff should verify their identity and notify the police. If not, the police should be asked to take the child into protective custody and continue to attempt to reunite the child and the parent or assigned chaperon.  Under no circumstances should a staffer take the child home or anywhere else.  A form should be posted on the front door of the Library informing the parent as to what has been done with the child.

Staff Childcare

Staff should follow the Library’s Unattended and Disruptive Children Policy, which makes a cutoff between nine years and younger and ten years and older. Managers are responsible for staffers who have children at the library to continue to do their jobs.  If that is not the case, normal disciplinary procedure should be followed.

Children nine years and younger cannot be at the library when a staffer is their primary caregiver. For example, if a child visits the library with their grandmother and stops by to say hello briefly to their parent, that is OK. But the child cannot stay with the parent at work.

Children ten years old and older may stay in the public area of the library, without supervision, as long as they are well-behaved and follow the policy. They may not visit their parent, unless they need something that falls within the normal job function of the parent. For example, a child may ask a reference question and have it answered by the parent. But the child cannot ask their parent for change for the candy machine.

If a child ten years old and older is in the public area of the library and the parent wishes to take a break or lunch hour with them, the child may accompany the parent to the break room. The child must stay with the parent at all times while they are in the staff area of the library.

Excessive visitation by children ten years old and older is prohibited.

In an emergency, children nine years old and younger may stay at the library with their parent. These rules must be observed:

this cannot be a regular occurrence,

it cannot be for more than one hour,

the child must be well-behaved and stay with the staffer at all times,

the staffer must be able to continue to do their job,

the staffer must have their manager’s approval, or, if the manager is not present, must notify the manager as soon as possible.

In special circumstances, the staff member may submit a request in writing to their manager, who will pass this to the Human Resource Manager (HRM). The HRM will consult with the Director to come to a decision. They will notify the staff member and their manager of the decision.

Staff Patron Type

For all staff: Your Rapides Parish Library card has in the record a Staff Patron Type which allows staff to return to check out 100 items this is helpful to some of us, who use our cards to check out items for storytime and other programs.

It does not allow a staff member to :

• Go over our limits on magazines (10), new books (5), DVDs, Blu-Rays (5) or CD, MP3-CDs and Playaways (5). If you need to do this, you need to get your supervisor to authorize it, and put a MESSAGE in the patron record about the exception.
• Waive items that have been lost or damaged.

Privacy Of Information

State law prohibits the disclosure of information about our customers or what they have checked out, with very few exceptions.  The prohibition includes customers’ addresses, phone numbers and anything else about them.  If a phone number is available from a phone book or city directory, it can be used.  If it’s only in the customer database, it can’t, except for library business.  This means, among other things, that a staff member who needs to get in touch with someone for personal reasons should not use the customer database as a source.

So even if the sweetest little old lady asks for information about another customer and has a very good reason for wanting it, it’s against the law.

The law in question is Louisiana Revised Statues, Title 44, Public Records and Recorders, Chapter 1, Part 1, paragraphs 13 A and B.

Exceptions:

We may give information to a parent about the records of a minor child. 

We may give out customer or circulation information if we have the written permission of the customer. 

We may give it out in response to a valid court order.

Further:

1. Be sensitive to patron privacy. DO NOT assume that it is ok to read out addresses and phone numbers, email addresses, etc.
2. Say: “I can do this more quickly if I can see your driver’s license.” Get your information from there or other proofs of identity. Then check your work before saving.
3. If this is not possible, ask the patron if they mind if you read the information back to them.
4. If they do mind, then instead of the entire address or phone number, just ask if you got the number of the address correct, or the last 4 digits of the telephone number.
5. Be creative in how you do this, according to the situation.
6. Finally, remember, ALWAYS close the patron record once you are done, even if no one else is waiting. Patron records should not be displayed on screens except during a transaction.

Meeting Room Use By Businesses

Our policy on meeting rooms states that meeting rooms are not available for commercial purposes such as sales presentations or billable services.

A growing phenomenon is the informational presentation provided by a business.  Workshops, some of them sponsored by the Library, involve topics such as estate planning, presented by an attorney.  The Library does not permit the charging of fees for services or products during the meeting.  If the business wishes, it may put its contact information in its handouts, and attendees may then choose to do business with that firm at a later time, if they wish.

It is not permissible for attorneys to hold depositions in a Library meeting room because they are charging (someone) for their time.

It is permissible for companies to hold staff training sessions in the Library.  As it is the policy of the Library that, at the Director’s discretion, it is permissible for authors giving a speech or book signing to sell their books on site, our Director, Steve Rogge, has given a blanket permission for this to occur.

If you are unsure whether a particular presentation will fit within our policy, ask:

        Do you attempt to sell any goods or services during your presentation in the Library?

If you get a less-than-clear answer, ask:

        Will money change hands?

Meeting Room Use for Parties

Our policy on meeting rooms states that meeting rooms are available for social groups. The director has interpreted this to mean that branch managers may interpret that word broadly or narrowly, either to include parties or to exclude them. This includes an exception to the policy’s prohibition on flames. At a party, birthday cake candles may be lit and blown out almost immediately, never being left unsupervised.

Guidelines For Responding To Law Enforcement Requests For Library Records And User Information

Procedures for library staff:

If a law enforcement officer requests library records or information about a library user or staff member:

Ask for the officer’s identification.   Record the information on the identity card.

Inform the officer that the Library Director is the individual authorized to respond to requests for records and information, and that library policy requires you to refer the officer to the Library Director.

Refer the officer to the Library Director or to a designated alternate authorized by the Library Director to respond to requests for records and information.  If the Library Director is not present, refer to the Chain of Authority list available at the circulation desk.

 If you cannot reach the Library Director or a designated alternate, utilize the procedures outlined below for use by the Library Director or a designated alternate.  A written report describing the officer’s inquiry should be provided to the Library Director at the earliest opportunity.

Procedures for the Library Director or a designated alternate:

In all cases:

Ask for the officer’s identification.  Record the information on the identity card.

If possible, ask a colleague to be present during the interview with the officer. 

Requests for voluntary assistance or warrantless searches

(the officer does not present a subpoena or court order):

Explain the library’s privacy policy, informing the officer that library records and information about library users and library staff are not made available to law enforcement agencies unless a proper court order has been presented to the library.

If the officer persists, provide the officer with the contact information for the library’s legal counsel and ask the officer to speak to them.  At present, the library’s legal counsel is the District Attorney’s staff, specifically Assistant District Attorney Tom Wells.

If the officer claims that an emergency or other circumstance requires the library to turn over records or provide information without a court order, call the library’s legal counsel and ask for assistance.

If the officer employs force to take possession of library records or other library property, do not obstruct the search in any way.  Keep a written record describing the incident and contact the library’s legal counsel immediately.

Provide all notes and records to the library’s legal counsel. If a library worker or volunteer is required to respond to a voluntary request or a warrant-less search in the absence of the Library Director or a designated alternate, all materials should be turned over to the Library Director, upon his return.

If the law enforcement officer presents a subpoena or similar request for records:

Accept the subpoena.  Inform the officer that the library’s legal counsel responds to subpoenas on behalf of the library.

Turn the subpoena over to the library’s legal counsel.  If a library worker or volunteer accepts service of the subpoena in the absence of the Library Director or a designated alternate, the subpoena should be turned over to the Library Director.

The Library Director will work with the library’s legal counsel to respond appropriately to the subpoena.

None of these orders require an immediate response from the library or its staff.

If the law enforcement officer presents a search warrant:

Immediately ask the library’s legal counsel to provide advice and assistance.

Ask the officer if he or she would be willing to delay the search until the library’s legal counsel arrives.  

Read the warrant and any attached documentation.  Verify that it is signed by a judge and is issued by a local, state, or federal court.  If you have questions about the validity of the warrant, call the issuing court to verify the validity of the warrant or order.

Identify the items or records specified in the warrant.  If the officer will not wait for legal counsel, you may assist the officer in locating the items or records identified in the search warrant in order to prevent review of records or items not named in the warrant.

Do not agree to any additional searches, or volunteer information about the items or records in the warrant.  Do not sign any documents on behalf of the library without the advice of the library’s legal counsel.

Ask the officers to provide an inventory of the items or records seized.  Ask if it is possible to provide copies to the officers or to make copies for the library’s own records. 

Do not obstruct the search in any way.

If the law enforcement officials are unwilling to cooperate with you, simply step aside and let them do their job.  Request that the officer sign an inventory receipt for the materials.  Keep a written record describing the incident.

Provide all notes and records to the library’s legal counsel. If a library worker or volunteer is required to respond to a search warrant in the absence of the Library Director or an designated alternate, all materials should be turned over to the Library Director.

If an agent for the Federal Bureau of Investigation presents an order and informs you that the order is issued as part of a terrorism or espionage investigation and is subject to a “nondisclosure order” or “gag order”

(Orders issued under the USA PATRIOT Act):

If a library worker or volunteer is required to respond to an order issued under the USA PATRIOT Act in the absence of the Library Director or an designated alternate, they should inform the Library Director as the custodian of records.  It is not unlawful for library staff or volunteers to refer the agent to the Library Director or the designated alternate; however, except for legal counsel, the staff member or volunteer should not inform anyone else about the order unless authorized to do so by the library’s legal counsel. 

Call the library’s legal counsel and ask for assistance.

Read the order and any attached documentation.  If it provides a period of time to respond to the order, respond to the order in the same manner as a subpoena.  Except for legal counsel, do not inform other library staff or any other person about the order until authorized to do so by the library’s legal counsel.

If the order requires the immediate surrender of records or other items, respond to the order in the same manner as a search warrant.  Ask the agent if he or she will delay the search until the library’s legal counsel arrives. 

If required to turn over records or other items at once, do not notify any library staff except for legal counsel and those staff members necessary for the production of the requested records or other items.  (For example, it may be necessary to ask a member of the Information Technology staff to assist with the production of electronic or computer records.)   Instruct all staff members who assist in responding to the order that, with the exception of legal counsel, he or she cannot inform other library staff or any other person about the order unless authorized to do so by the library’s legal counsel.

Employee Electronic Use

Introduction

In order for our staff to perform the duties required of them in their job descriptions, electronic resources have been provided for their use.  These resources are public property and must be used responsibly.  They include, for example computers, computer files, software and peripherals.

Acceptable Use

Staff, during work hours, must use these resources primarily for conducting library business.

During breaks and lunch periods, employees may use their library computers to conduct personal business according to the same guidelines as the Electronic Resources Access Policy for the public.

Prohibited Use

These include, but are not limited to, activities which are unlawful, threatening, hateful, defamatory, vulgar, pornographic or which have derogatory content regarding a person’s race, gender, ethnic or religious background, or sexual orientation.

Personal use which interferes with job performance and/or is detrimental to the resources.

Illegal, unauthorized, unethical or commercial purposes

Manipulation of internal hardware and/or software including downloading of any software without the permission of the network administrator or systems manager.  This includes, but is not limited to, wallpapers, toolbars, and any software which the staff member may have personally purchased.

Transmission or downloading of any material in violation of state or federal laws.

Sending, receiving, or displaying text or graphics which may reasonably be construed to be obscene or objectionable by local community standards.

Copying or downloading of any material in violation of copyright law.  Downloading of software and files not in the public domain is a violation of copyright law and is expressly prohibited.

Internet service is not provided to by the library to our employees’ homes, or other non-library facilities.

Technical Procedures

External software must be loaded only by members of the Information Technology Department.

Before downloading any software from the Internet, permission must be obtained from the Systems Manager.

Privacy

There is no expectation of privacy when using Library resources, either for business or personal use.

The Library reserves the right to monitor all employees’ use of resources, including email.  Any employee who is found to be in violation of this procedure will be subject to corrective action, subject to the Library’s policy.

Use Of Social Software By Library Staff

Rapides Parish Library Staff are bound by the RPL Code of Ethics, the Electronic Resources Access Policy and the Technology Policy found in the Employee Handbook.

Library employee activities that are prohibited at the library or at home are also prohibited on Library-sponsored social media sites. In addition, remember that Library staff are forbidden by law to give opinions as to library renewals at any time.

Social software offers a public forum to facilitate the sharing of ideas, opinions and information about Library-related subjects and issues. It is intended to be a welcoming and inviting online space where Library users will find useful and entertaining information and can interact with Library staff and other Library users.

The Library’s various sites are moderated daily by Library staff and they have the right to remove comments that are deemed to be inappropriate.

Passes – Zoo & Museum

Patron must:

• be at least 18 years old and an adult cardholder of Rapides Parish Library. The patron does not need to have had a library card for a certain amount of time. They can just come in, sign up for card, and get a pass.
• not have any overdue items or owe the Library $25.00 or more.

Circulation guidelines:

• Patrons may check out both cards available at a location.
• Zoo & Museum Passes:
  • will be checked out with a circulation period of 1 week.
  • are not renewable.
  • may not be checked out by the same patron for one week after return. (Please make a note on the account).
  • can not be requested – – do not place holds.
  • do not accrue daily fines.
• If materials are overdue but not billed, they must be returned or renewed before passes may be checked out.
• Do not place Zoo & Museum Passes IN TRANSIT.
• Remove signage when both passes are out.

Please inform patrons at checkout

• The patron is responsible for physical damage to the Pass due to neglect, abuse, or loss. The replacement cost of both the Passes and the lanyard are $37 and $3 respectively.
• Passes should be returned to the library branch from which they were borrowed.
• Do not return the Pass in the book drop.  They must be returned to a staff member.
• Passes may be used as often as the patron would like during checkout period.
• Passes are not redeemable for special events – regular admission only.
• Suggest they return early if possible.
• If you experience problems with the Pass, report your issue immediately to the library staff.

Overdue, Lost or Stolen

If a Pass is not returned or is reported stolen or damaged:

• Email the Director to have the Pass deactivated. Copy the ILS Manager.
• The ILS Manager will add the replacement cost; patron will be charged $37 for a replacement plus $3 for lanyard.
• Passes returned 5 or more days late will result in a 3 month suspension.
  • Insert MESSAGE in patron record: PATRON RETURNED (Zoo or TREE House) PASS PAST DUE DATE. DOES NOT QUAL TO CHECK OUT AGAIN UNTIL <DATE 3 MONTHS>. INI@BR DATE.

Daily

Check your branch checkouts for overdue passes. Contact patrons and inform them that passes returned late will result in a 3-month suspension on Pass checkout. Follow Overdue, Lost or Stolen if necessary.

Share the Zoo & Museum Pass Patron Information sheet found in the FORMS section of the training site.