Re: [Publib] Perplexed Librarian 2007 – Part Two

[Backwage at aol.com]

In a message dated 6/3/2007 9:59:21 P.M. Pacific Daylight Time,  
splibrarian at hotmail.com writes:

On April  18, 1993, two of my friends and colleagues, 
both Librarians, were shot and  murdered on the 3rd floor of the main 
library.  Consequently, I am  extremely conscious of the environment and 
aware of the people with me on  the floor.  Several years ago, the Library 
began recruiting for a  head of Security position at the main Library.  They 
almost  eliminated that position before hiring anyone.  Line staff presented  
evidence that our “customers” regularly entered the building carrying  
concealed weapons, which, thankfully, changed Administration’s mind.   They 
hired a retired deputy sheriff.  His presence and expertise has  kept many 
dangerous incidents from escalating  out-of-control.



Out here in California we remember that incident well.  And it seems  that 
you got what you wanted.  Tell me how this remains a complaint.   The system 
worked perfectly for you.  You seem to be arguing for the other  side, if there 
is one.
 
Next you write:
 
"Within the last three years, staff have been verbally and physically 
assaulted and battered, staff and patrons have been solicited for  
prostitution, been threatened by people flashing concealed weapons where the  
police were called, arson, theft, gang activity, sexual assault, etc., and  
mentally challenged people, on a daily basis.  There have been fights  over 
the Internet, name calling, accusations, and people wandering around  either 
high, drunk or off their meds.  This is true throughout the  branches and the 
main Library."
 
Welcome to the urban library.  What precisely do you propose to  alleviate 
this situation, other than say, having Sacramento Main moved to Grass  Valley?
 
And then:
 
"Some of our branches have opened to the public with a single, part-time,  
substitute Library Assistant on the premises.  At other times, Branches  have 
been left in the (truly) capable hands of a single, part-time  substitute 
Librarian.  Most of the staff in the branches are not  trained to deal with 
criminal activity.  There have been evenings at  the main Library, where 
there was a single full-time Librarian staffing the  2nd, 3rd and 4th floors. 
(I have done this.)  The probability of  reportable incidents occurring on a 
daily basis throughout the system is  high.  Executive staff’s response to 
these circumstances is profoundly  heartbreaking.  The attitude is to look at 
long-term fixes without  addressing the actual and immediate problem.  In 
every case, it takes  them a long time to implement any solution, even 
temporary solutions.   Two years ago we, at the main Library,  asked 
Executive Staff to either  give 
us more staff or trim open hours.  We gave them all of the reasons  why these 
changes were needed.  There has been no improvement."
 
Nothing here that isn't common or practically the rule in urban libraries,  
of course.  And I am guessing that you proceeded through your collective  
bargaining process to address these issues?  And seem not to have achieved  your 
goals?  And that you have either continued to press forward or given  up?  
Relations with management do not consist of presenting a list for  acceptance.  You 
get to have your say, if you have anything to say, and  that is about it.  
You can lose, and you may lose despite the merits of  your cause.  And then you 
give it another try, for the sake of the people  you represent.  
 
What I am hearing from you is burnout.  I would suggest a few  useful things 
I've learned as a shop steward and in working for unions for  longer than any 
sane man should:
 
1.  Don't expect to win.  Expect to fight.
2.  Don't assume your position is morally correct.  It may be,  but that 
doesn't matter, and because much of the time labor loses, you will  quickly begin 
to feel oppressed when the problem lies elsewhere.
3.  Cut your war into the smallest battles you can.  It hurts  less to lose a 
skirmish, and it leaves you ready for another round.   Rolling everything 
into a ball of philosophies and goals makes for a smashing  failure.
4.  Some of your membership think you're doing a good job, and the  rest of 
them wouldn't take your position to save their lives anyway.


M. McGrorty



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