4.1 Acknowledge publicly that the library and its staff have been damaged, and there is widespread anger and distrust among staff as a result of that damage. Don’t try to push the wreckage under the rug as a way of making nice or pretending that rebuilding the library can be done easily or quickly. [May 24, 2004]

4.2 By your personal example, end the mindset that criticism of the status quo is unacceptable “negativity” or that staff objections to administrative proposals constitutes "resistance to change." [May 24, 2004]

4.3 Examine the role of Sylvia Culver, the manager of Human Resources, in the illegal personnel decisions during Garnes' and Hookers' tenure. [October 7, 2003]

4.4 Tell the staff what specific safeguards are being put in place to ensure that library employees never again can fall prey to a regime that ignores county and library policy, puts favorites into key positions, intimidates staff, applies rules inconsistently, and punishes dissent and criticism. [May 24, 2004]

4.5 Tell the staff what specific re-training the library's Human Resources Department personnel will undergo to make sure that department never again goes along blindly with a library director or deputy director who flouts the law and county policy. [May 24, 2004]

11.1 Deputy Director

11.2 Technical Services Manager

11.3 Central Library Administrator

11.4 Assistant Director for Technology

11.5 Training Officer (a position formerly occupied by a certified trainer and that Hooker abolished shortly after identifying staff training as a library priority), who should create a rational, equitable process of selecting staff for outside training to ensure that favoritism is no longer a factor in who is sent to training, workshops, etc.

11.6 Public Information Officer (a position the library director must re-establish in the library's budget, Hooker and McClure having abolished it)

11.7 Development Officer

13.1 Collection Development Department, including restoring the position of Electronic Resources Librarian; restoring the position of Holds Librarian; and restoring to the Collection Development Department for the Holds Librarian's use the $60,000 budget for purchasing bestsellers for the system that Garnes moved to the Central Library's Library Express Department. [February 16, 2004 as well as January 27, 2004]

13.2 Technical Services Department, including the restoration of sufficient numbers of catalogers to deal with the materials library vendors do not supply and/or cannot process and an employee whose sole job is quality control of the library system's catalog. [February 16, 2004]

13.3 Information Line--and staff and equip IL so that it can efficiently resume functioning as the exclusive point of the phone, mail, and email contact with the library from the public inside and outside Atlanta. [February 16, 2004] Instruct the new manager of Information Line (who should be hired through competitive interviews) to devise a plan for handling AFPL's share of reference questions from a Georgia-based consortium of library systems that AFPL helps create. [June 21, 2004]

14.1 Collection Development Advisory Committee

14.2 Electronic Resources Advisory Committee

14.3 Reference Advisory Committee

14.4 Children’s Services Committee

14.5 Young Adult Services Committee

19.1 Sources of library revenue (totals and percentages)

19.2 Checkout data (totals; total percentage increase over last year; total value of checked-out items if purchased instead of borrowed)

19.3 Usage statistics for each licensed electronic database (by branch and grand total)

19.4 Holds data (total number placed by patrons themselves or by staff on their behalf; total and percentage of Holds items placed by patrons themselves; which branches loan out the most of their materials for Holds for pickup at other branches, and which branches request the most materials via Holds from collections at other branches)

19.5 Reference Interactions conducted (branch totals and grand total, with "reference interaction" clearly defined)

19.6 Library visits (in-person visit totals; branch totals; total visits to library’s web site;

19.7 Collection size (branch and grand totals for print collection; for nonprint items; total number of licensed databases).

19.8. County population vs. total number of registered borrowers; total number of new customers registered

19.9 Average number of items borrowed per cardholder per year

19.10 Library program attendance totals [rather than number of programs conducted!]

19.11 Per capita spending on library services, compared with neighboring counties.

19.12 Number of staff positions at AFPL (full time, part-time, total).

19.13 Number of currently vacant staff positions (full-time and part-time subtotals, and a footnote citing the dates of any recent county hiring freezes)

46.1 Make sure they’re on systemwide committees.

46.2 Push them towards professional development, whether that means encouraging them to apply for a manager slot, or talking to them about going to library school.

46.3 Give them some additional responsibility and see how they do.

46.4 Encourage their supervisors to mentor them and evaluate supervisors on how well they develop their staff.

46.5 Think about setting up some sort of round table for early career librarians and paraprofessionals.

46.6 Show staff that the library has a career ladder – if it does.

46.7 Provide people the chance to get the job skills for promotions.

46.8 Give people some sense of what’s in it for them personally if the library does well.

46.9 Encourage job swapping or job sharing for set periods of time. Set up a true transfer list, for people who want new opportunities.

46.10 Work on ways that the staff of the library can get to know each other, so that we can start sharing information and ideas, and helping each other.

47.1 Examine flex time as a way to stretch staffing and to address the problem of employees who can’t contemplate applying for positions that are on the opposite side of the county.

47.2 Recruit retired staff to fill part-time positions, or as a pool of temps.

60.1 Use knowledgeable staff to write bids for library vendors.

60.2 Allow knowledgeable staff to rate vendors' responses to library bids. Keep administrators' and board members' preferences out of vendor ratings and contract awards.

60.3 Don't award any contract to a vendor selling materials or a service the vendor can't supply or provide and/or that the library doesn't need.

60.4 Resume using AFPL staff to catalog materials vendors can't catalog themselves (and to correct the cataloging mistakes made by vendors). Cancel the current contract for outsourcing this task.

60.5 Hold library vendors accountable for keeping the promises they make in the contracts they sign.

76.1 End Hooker's policy of allowing the manager of the Central Library's Library Express Department to exempt a portion of that department's materials from the "systemwide" Holds process.

76.2 Specifically require all branch and department managers to guarantee that their staffs fully and promptly respond each day to their daily Holds Pickup Lists.

76.3 Make the library's courier system more reliable.

76.4 Work with SIRSI to display accurate information about the number of copies of bestsellers the library system owns.

76.5 Work with SIRSI to display accurate information about Holds queues and the position of specific borrowers in those queues.

84.1 Consider drafting and defending a resolution for the board to refuse to accept federal funds for AFPL until the feds drop the requirement for filtering Internet terminals in public libraries. [October 28, 2003]

84.2 At a minimum, evaluate the effectiveness of the filtering software the library system is currently forced to use, and propose alternatives. [November 22, 2003]

84.3 If Internet filtering for adults is continued, provide branch staffs with the long-promised written procedure for immediately disabling the filter for an adult who requests unfiltered Internet access, as required by law. [September 16, 2004]

84.4 Address the unresolved problems at AFPL of allowing minors unaccompanied by their parents or guardians to access the Internet on library workstations.