Report Highlights
What We Found
The Auditor's Office follows up on audit recommendations to support county government's accountability.
We consider the Library to have implemented seven of the recommendations from our 2023 Library audit, four recommendations to be in process, and one remaining recommendation to not be implemented.
However, through an all-library staff survey, employees expressed continued dissatisfaction with the progress made on recommendations. For example, ten percent of the staff that responded to our survey provided unsolicited feedback that reflected a sense of not feeling valued by leadership. Based on this feedback and other comments, there appears to be a significant disconnect between management’s actions and what staff have told us they are experiencing. The low level of positive responses to many of our survey questions indicates that there is still plenty of room for improvement.
What the Statuses Mean
- Implemented – Auditee has fully implemented, or auditee has resolved the issue to meet the recommendation’s intent.
- In Process – Auditee has started implementation.
- Not Implemented – Auditee has not implemented, or does not intend to implement.
About the survey
During this evaluation of the status of recommendations, we surveyed all Library employees to learn about their perspectives of the Library’s implementation of some of these recommendations. The Auditor’s Office received 306 responses which is about 52% of Library employees. We offered multiple opportunities for people who took the survey to provide written comments. We read and analyzed all 572 comments provided by employees.
Recommendations Implemented
| Recommendation | Auditor Conclusion |
|---|---|
| 1A. Implement corrective actions and processes to ensure safety committees are meeting OSHA standards. | Implemented |
| 2. Coordinate with the County Security Program to complete a Workplace Violence Threat Assessment and Workplace Violence Prevention Plan and communicate the results to all employees. | Implemented (already reported) |
| 4. Revise post-incident protocols to provide more detail, particularly around supporting staff and debriefing, providing guidance on serious but not “critical” incidents, as well as allowing more decision-making at the neighborhood library level. | Implemented |
| 6. Communicate the vision for outreach and engagement to all staff, including expectations on community outreach for staff working in neighborhood libraries. | Implemented |
7. Identify and document upcoming changes that will affect employees, which could benefit from focused internal communications. For each change identified, implement a communications strategy that identifies multiple methods of communication, involves an element of staff input, and explains the reasons behind changes. | Implemented |
9. Develop a staffing plan for when all construction is complete. In line with the findings in this audit, the staffing plan should solicit employee input during development and address:
| Implemented |
| 10A. Communicate the staffing plan to library employees and present it to the Board of County Commissioners before all buildings fully reopen. Request budget changes as needed to support the staffing plan. | Implemented |
Recommendation #1a: Implement corrective actions and processes to ensure safety committees are meeting OSHA standards.
This was the first of the two recommendations evaluated and reported on in our first recommendation status evaluation report issued in May 2024 and was noted as in process in that report. See results here: Recommendation Status Evaluation: The Library has implemented one recommendation and is in the process of implementing another. In that report we noted that we would reevaluate this recommendation when we evaluated the remaining recommendations to see how the processes are working.
We re-performed a review of safety committee documentation and trainings and noted significant improvements since the last review.
We reviewed documentation for the period of January 2024 through December 2024 and noted the following:
- Meeting documentation improved. Each safety committee had documentation of their monthly meeting notes and included details of date, attendance, and discussion.
- Meeting frequency improved. Required monthly and quarterly meetings occurred with only a few exceptions and the exceptions were documented.
- Committee membership improved and has begun to stabilize. All committees had required membership and attendance at meetings. Any absences were noted in the minutes.
- Inspection documentation significantly improved with no missing inspections noted. There were some documentation issues for who, when, and where an inspection was performed for a few locations/quarters but we were able to ascertain it based on other identifying information. There were two neighborhood library locations that had all of their inspections for the period reviewed (8 total) performed by persons without Hazard ID training at the time of inspection. However, those committee members have since completed the training as of February 2025.
- Documentation is centralized, tracked, and monitored monthly to check that meeting minutes, reviews, etc. are being loaded into a shared folder.
- Annual comprehensive review completion has improved. All regional and central location reviews were done for 2024.
- We reviewed training compliance as of February 10, 2025 and noted the following:
- Ninety-six percent of committee members had completed all three trainings (was 64% in prior analysis).
- Overall, 99% of required trainings were noted as completed (was 77% in prior analysis).
- Only two committee members had not completed all trainings. They had completed two of the three required trainings that we were testing for.
Recommendation #2: Coordinate with the County Security Program to complete a Workplace Violence Threat Assessment and Workplace Violence Prevention Plan and communicate the results to all employees.
This was the second of the two recommendations evaluated and reported on in our first recommendation status evaluation report issued in May 2024 and noted as implemented.
No additional evaluation was performed as part of this report.
See results here: Recommendation Status Evaluation: The Library has implemented one recommendation and is in the process of implementing another.
Recommendation #4: Revise post-incident protocols to provide more detail, particularly around supporting staff and debriefing, providing guidance on serious but not “critical” incidents, as well as allowing more decision-making at the neighborhood library level.
We noted that critical procedures were updated and communicated to Library staff in an email on June 5, 2024. Additionally, the post-incident resources were shared with all staff in an email on July 22, 2024, which included a link to support resources and pathways when serious but not “critical” incidents occur. Therefore, we are considering this recommendation implemented.
However, we found low levels of positive responses from staff on their perspective of revisions and guidance being sufficient. As part of the status evaluation for several of the recommendations, we performed a survey to get staff perspectives on the implementation of the recommendations.
Library staff feel more can be done for supporting and debriefing around post-incident protocols
Survey question: Do you feel revisions made to post-incident protocols related to supporting staff and debriefing are sufficient?
Several survey respondents shared additional details that indicated either they were unaware of any changes being made, felt no changes had been made, or no support had been felt. Several employees also identified the need for improvement in their comments.
Library staff feel more can be done for post-incident protocol guidance on the difference between serious but not “critical” incidents
Survey question: Do you feel there has been sufficient guidance on the difference between serious but not “critical” incidents?
Several respondents also shared that a distinction is not helpful or that it depends on personal perspective.
Library staff feel there should be more decision-making levels at library locations for post-incident protocols
Survey question: Do you feel there are appropriate decision-making opportunities at the neighborhood library level regarding post-incident protocols?
For those that provided additional feedback, there were several survey respondents that felt more staff input involvement should be allowed and a couple staff indicated they do not feel valued.
Staff provided 112 responses with examples and feedback for the survey questions related to this recommendation. While we have marked the recommendation as implemented based on the resources and procedures being updated, it is important that Library leadership work to better understand the needs and concerns of Library staff impacted by serious and critical incidents at library locations. The low level of positive responses indicates that there is a need for and still plenty of room for improvement.
Recommendation #6: Communicate the vision for outreach and engagement to all staff, including expectations on community outreach for staff working in neighborhood libraries.
The Library’s outreach vision has been documented on the Library’s intranet that is available to all Library staff. This includes the Library’s community engagement documents and resources such as forms and templates, definitions, descriptions of types of outreach, and guidelines. The intranet resources have been communicated to staff through all-staff emails, once on July 8, 2024 and again on October 14, 2024.
More recently, community services and engagement have been outlined in the Multnomah County Library Staffing Plan that was released in February 2025.
The communication of the Library’s outreach vision was incorporated in the Staffing Plan. While we asked staff their perception of this recommendation’s implementation prior to the release of the Staffing Plan – we still would have expected staff to be aware of it if leadership was incorporating staff into the development of the Staffing Plan. However, we found that most staff felt it had not been communicated adequately.
Majority of staff felt the Outreach Vision for community engagement had not been communicated adequately
Survey question: Has the Outreach Vision for community engagement been communicated to you (either directly and/or through all-staff emails)?
We are considering this recommendation implemented due to the release of the Staffing Plan in February 2025, after our survey, since it includes specifics about outreach services and community engagement. However, Library leadership should ensure this part of the Staffing Plan is reaching those it has a direct impact on. See recommendation #9 and #10 below for more information on the communication and release of this Staffing Plan.
Recommendation #7: Identify and document upcoming changes that will affect employees, which could benefit from focused internal communications.
For each change identified, implement a communications strategy that identifies multiple methods of communication, involves an element of staff input, and explains the reasons behind changes.
We reviewed several communications from Library leadership to all staff during the calendar year 2024. This included emails, video meetings, and online resources about various changes occurring. A couple of significant communications included the new Staffing Plan (see recommendation #9 and #10 below for more information on the communication and release of this Staffing Plan) and information regarding the opening and closing of library locations as it relates to the Library capital building projects.
While not new, the Library maintains a communications matrix that outlines the different channels for sharing, gathering and discussing information with Library staff. Library leadership shared an example of a recent communication plan used for the Future Staffing Initiative which detailed out the communication plan with a timeline, audience, status, and responsible individual. Additionally, the Library communicates weekly with all staff to communicate information, action items, and events.
As part of our survey, we also sought staff perspectives on the implementation of this recommendation.
Library leadership could do more to keep staff informed about changes that affect employees
Survey question: From your perspective, has Library leadership kept you adequately informed about changes that affect employees (either directly, through all-staff emails, and/or through the Library Commons page)?
Only 15% of survey respondents felt that Library leadership appropriately involved staff about changes that affect employees
Survey question: Do you feel that Library leadership appropriately involves staff input with regard to changes that affect employees?
While we consider this recommendation implemented due to the amount of communication that is occurring, there is still a lot of room for improvement. The staff perspective continues to be an issue of concern. Responses to our survey included staff expressing that they do not feel they are being involved in changes that affect them. Several staff indicated if their input is asked for they do not feel it is affecting change and many staff find the information provided is vague and/or unclear. Several staff expressed a sense of not feeling valued by Library management. Library leadership needs to continue to look for ways to incorporate staff input into changes that affect Library staff.
Recommendation #9: Develop a staffing plan for when all construction is complete. In line with the findings in this audit, the staffing plan should solicit employee input during development and address:
- Security, examining staffing for security and social work personnel including coverage on evenings and weekends.
- Adapting the person-in-charge model to meet union agreements.
- Staffing for neighborhood libraries, so they stay open.
- Community engagement, so programs, outreach, events and engagement can increase, while addressing employee concerns around workload and opportunities.
- Cultural and language skill allocation by position and location.
- Allowing time to hire for hard to fill positions.
A Staffing Plan has been developed and was shared with all staff on February 10, 2025. Library leadership engaged with all staff prior to releasing the final version of the Staffing Plan through on-line meetings, soliciting staff input prior to the meetings through forms and a third-party consultant, and providing email updates through-out calendar year 2024 and into 2025.
We sought Library staff perspectives on this recommendation through our all-library staff survey to learn about the level of employee input in the Staffing Plan.
Majority of staff feel the Future of Staffing Initiative plan is being communicated to them but many see issues with understanding the purpose
Survey question: Do you feel that the Future of Staffing Initiative has been adequately communicated to you?
Staff do not feel their input is being adequately included in the Future of Staffing Initiative plan
Survey question: From your perspective, has Library leadership adequately included staff input for the Future of Staffing Initiative plan?
Staff provided 100 responses with examples and feedback for the survey questions related to this recommendation. Once again, several staff expressed a sense of not feeling valued by Library management. Additionally, staff indicated from their perspective there was a lack of staff input.
We have considered this recommendation implemented because a staffing plan has been developed and did include staff input through the third-party consultant’s work. While we have not evaluated the adequacy of the staff’s input, we do want to draw Library leadership’s attention to the staff feedback in our survey who expressed concern about this. Again, Library leadership should continue to look for ways to incorporate staff input into changes that affect Library staff.
Recommendation #10a: Communicate the staffing plan to Library employees and present it to the Board of County Commissioners before all buildings fully reopen. Request budget changes as needed to support the staffing plan.
The Future Staffing Initiative Plan updates have been communicated to all Library staff several times during calendar year 2024 and into 2025 and prior to it being presented to the Board of County Commissioners. Several communications went out to all staff through email, intranet resources, and virtual meetings with all staff. The Future Staffing Initiative Plan was communicated to the Board of County Commissioners on December 17, 2024. Budget changes are part of the budgeting process throughout the year, with at least one recent budget modification occurring on January 16, 2025 and approved by the Board of County Commissioners.
Recommendations In Process
| Recommendation | Auditor Conclusion |
|---|---|
3. Create a plan for continuous evaluation of the safety and security program, including:
| In Process |
| 5. Communicate to all staff after serious incidents and communicate summaries of incidents and trends. | In Process |
| 8. Develop and communicate a plan for the leadership team to regularly spend time onsite in neighborhood libraries. | In Process |
| 10B. Communicate the staffing plan to library employees and present it to the Board of County Commissioners after reopening. Request budget changes as needed to support the staffing plan. | In Process (due October 1, 2026) |
Recommendation #3: Create a plan for continuous evaluation of the safety and security program, including:
Evaluating security-related trainings, informed by staff feedback.
Developing a process to ensure all public facing staff have taken trainings and get refreshers.
Implementing an incident reporting process that includes data analysis of trends and identifying and documenting corrective actions.
The Library is evaluating security-related trainings, informed by staff feedback.
Crisis Prevention Institute (CPI) training is assigned to all staff under the Location Services Director. Based on feedback from leadership, active threat training is provided to each location yearly and basic Safety Awareness training is assigned to new staff, with a refresher course for current staff.
As of March 2025, the Library is in the process of implementing a new incident reporting software. Based on inquiry with Library leadership, when the new software goes live, they will be able to report and provide data analysis and will develop an appropriate communications plan. The status of this software’s implementation was communicated to all staff on February 26, 2025. We are considering this recommendation in process until the reporting software tool is in place and addressing this element of the recommendation.
Recommendation #5: Communicate to all staff after serious incidents and communicate summaries of incidents and trends.
Critical Procedures were updated and communicated to all staff on June 5, 2024. Post-incident resources were shared with all staff on July 22, 2024, which included a link to support resources and pathways when serious but not “critical” incidents occur. Critical Incidents are reported out to all staff throughout the year as they occur. The most recent quarterly security update was communicated to all staff on June 5, 2024. As of March 2025, there have been no more updates provided. Library leadership indicated this is because the security manager position is currently vacant.
This recommendation is considered in process because the Library has paused regular updates due to the security manager position being vacant.
As part of the all-staff survey, we asked staff for their perspective on this recommendation.
Majority of staff feel they are being adequately informed about serious incidents
Survey question: Do you feel you are being adequately informed about serious incidents?
Positive response decreases when asked if they are appropriately debriefed after a serious incident
Survey question: Do you feel you are being appropriately debriefed after serious incidents?
Recommendation #8: Develop and communicate a plan for the leadership team to regularly spend time onsite in neighborhood libraries.
Based on information provided by Library leadership, it is the expectation that leadership will spend time onsite at library locations at least twice a month. This expectation is communicated with new executive management team (EMT) members during their onboarding/orientation and is communicated in person at EMT meetings. Leadership indicated they were already doing this but implemented a tracking system to formally track EMT members’ time spent at neighborhood libraries.
We obtained a copy of the tracking sheet for calendar year 2024 and early 2025 where it was noted that EMT members are tracking their onsite activities on a monthly basis. Based on an analysis of this tracking sheet, it was noted that onsite visits are not occurring at the level of expectation and are not well coordinated. While EMT members have documented visits to library locations, only four of the nine current EMT members have documented two or more visits to a library per month for 60% or more of the months we reviewed (January 2024 through March 2025). Also, several of the library locations have several months with no documented visits. For example, the Sellwood Library had only four out of the 15 months (27%) we reviewed with a documented visit by an EMT member at least one day of the month. This wasn't unusual; a majority of library branches in this period had less than half the months they were open with a monthly documented visit.
Executive Management Team had a monthly documented visit for less than half the months they were open, for the majority of library branches
We also sought staff perceptions of EMT members’ time spent at neighborhood libraries as part of the all-library staff survey.
Staff do not feel Library leadership is regularly spending time onsite at libraries
Survey question: Do you feel Library leadership is regularly spending time onsite in neighborhood libraries?
We received over 60 comments related to this recommendation. Several employees made mention that leadership does come onsite but only for special events like reopening ceremonies or after critical incidents and not day-to-day activities. Several survey respondents mentioned they would like to see leadership step in to help keep libraries open when there is a staffing shortage that forces a location to close. Again, staff expressed feedback that reflected a sense of not feeling valued by Library leadership.
While leadership did develop a tracking sheet and communication of expectations to new EMT members we are considering this recommendation in process. This is because visits are not occurring at the level of expectation, as defined by Library leadership, for all EMT members and there also appears to be a disconnect between what management says they are doing and what staff have told us they are experiencing. The analysis of the documented visits reflects an area where leadership has an opportunity to be more intentional and coordinated with their onsite visits in order to provide better coverage of onsite visits at libraries.
Library leadership should further develop a plan that aligns with the Library needs and roles of EMT members and ensure it is communicated out to all staff so everyone has a shared understanding of EMT members’ onsite expectations.
Recommendation #10b: Communicate the staffing plan to Library employees and present it to the Board of County Commissioners after reopening. Request budget changes as needed to support the staffing plan. Follow up communication should occur by October 1, 2026.
This recommendation is considered in process as all buildings are not open yet. The current final projects are due to open in 2026. Our office plans to follow-up after October 1, 2026 to determine the status of this recommendation.
Recommendations Not Implemented with No Intention to Implement
Recommendation #1b: Champion safety committees as a place to address security issues.
Library leadership shared with us that they do not intend to implement this part of the recommendation. Library leadership, in consultation with the County Workplace Security Director, do not see the safety committees as a place to address security issues. Other efforts to collaborate between security and safety teams include the creation of a safety committee coordination team. This committee was established to provide better management of safety issues overall and is a place for each of the safety committee leads to meet along with the security manager (currently an unfilled position). This committee meets about quarterly. Additionally, there is a county-wide security group that meets about quarterly. This is a cross-departmental group where safety issues are addressed. The Library has a representative that participates in this group.
Objectives, Scope, & Methodology
The objectives of this evaluation were to determine the status of recommendations from the Library audit that had the following due dates:
- By January 1, 2024 for recommendations 1 and 2
- By June 1, 2024 for recommendations 3 through 8
- By October 1, 2024 for recommendations 9 and 10a
- By October 1, 2026 for recommendation 10b
Audit staff evaluated the status of recommendations based on reviews of documentation and other available evidence, interviews, and the results of a survey sent to Library staff.
As part of this evaluation of the status of recommendations, we surveyed Library staff to understand their perspective on the status of some of the recommendations and to see what had changed since the initial audit. The survey was open between December 20, 2024 and January 15, 2025.
We sent the survey link to all Library staff through an all Library employee email group. For this evaluation’s survey, we received 306 responses.
To prevent the perception of a conflict of interest, Auditor Jennifer McGuirk did not supervise this evaluation since her spouse is an on-call employee at the Library. Instead, the supervisor was Audit Director Nicole Dewees.
Updating the Status of a Recommendation
During each audit our office conducts, we develop recommendations intended to improve government operations, particularly with regard to effectiveness, transparency, accountability, and equity. Our goal for evaluating the status of recommendations is to help ensure management implements these recommendations for improvement.
We recognize that after we publish an evaluation on the status of recommendations, management may fully implement a recommendation that we reported was in process or not implemented. Management can then provide evidence to the Auditor demonstrating why the recommendation’s status should be changed in the Auditor’s future reporting. The final decision on whether to change any recommendation’s status rests with the Auditor.
Staff
Annamarie McNiel, CPA, Operations & Audit Director