1.1 The myth of the omnipotent committee

Do not assume that you and your committee will be able to implement without delay all of your excellent ideas about staff safety and workplace improvement. You may have a plethora of guidelines from the workers’ compensation board, the local fire department, the Ministry of Health, and city hall, but it usually takes longer than you expect to improve the lighting in the underground parking lot and the ventilation in the staff room. In fact, it takes too much time to get anything done, and unless something is about to explode and the library is on the verge of vaporization, OHS tasks are usually drawn out, postponed, put on hold, tabled, or taken under advisement. (In Mexico, they say mañana, which means “tomorrow” or “never.” Library directors and boards are familiar with both usages and prefer the latter when considering the matter of antislip doormats and ergonomic workstations.)

1.2 The myth of the omnipotent director

She can’t do everything. She’s your director, and everybody wants her time. Department heads, branch heads, systems managers, and board members demand her attention now, ASAP, and at her earliest possible inconvenience. Inevitably she’s perceived as the ultimate doer, the person who controls the library. When she does what people ask, she’s a top-notch manager and leader. When she doesn’t, she’s irresponsible, out of her depth, and unprofessional. Poor soul, she’s only human.

On any given work day, she must contend with a shrinking budget, an angry union, three outraged members of the public, and a journalist who wants to know why she allows little boys to view Internet porn in the children’s department. Just as she’s thinking of a new way to tell the mayor that she’s nervous about renting the public presentation room to the local neo-Nazi chapter, you arrive to express your concerns about loose handrails in the stairwells.

Your director will help you as best she can, but don’t expect miracles. OHS is but one of her ongoing worries.

1.3 The Paper God

Paper is the bureaucrat’s strength, the communicator’s hurdle. I refer to all the policy and procedures manuals, bulletins, newsletters, and memos that we produce to get our point across. Frankly, most OHS material is ignored or forgotten as soon as it is out of sight. Those instructions concerning emergency evacuation may make good sense, but most people who bother to read them assume that they will never have to leave the library in a hurry unless Coronation Street moves to an earlier time slot. Safety is something that’s taken for granted. After all, genuine emergencies are rare. So there’s really no need to study that three-ring binder full of OHS advice…

But as chair of the OHS committee, you recognize that there are serious reasons for every library employee to know the contents of that binder. To spread the word, you must defy the Paper God and skinny-down the message. Instead of circulating the binder, send out a two-panel brochure with the pay stubs. You’ll find that most essential life-safety advice can be distilled into a relatively small format. And you can use brief, point-form e-mail messages to remind staff about OHS issues. But try not to sound like a mortician with a hangover when you compose OHS material. Feel free to use cartoons and other forms of humor. Above all, do not sound like a tort lawyer, a sociologist, or (worst of all) a library educator when speaking or writing about OHS.

1.4 Mythical beast number one: The disaster plan

The Paper God exults when he hears that you have been given the task of compiling the library’s disaster plan. Now you can spend the next decade developing another chunk of bumf regarding the correct attitude to all manner of dreadful events, including natural risks, such as floods, high winds, severe weather, earthquakes, and fires, and human-caused risks such as arson and sabotage. In fact, the library already has a disaster plan, but nobody knows where it is. I suspect that it’s in the same place as all the other disaster plans that the OHS committee has produced over the years.

As soon as any disaster plan is produced, either by the committee or by a team of consultants, it is studied by the director, passed on to the board, approved in glowing terms, and passed back to the director, who gives it to someone else, who promptly loses it. The chunkier the plan, the faster it will reach that final destination in the janitor’s closet of an outlying branch, or in a box containing politically incorrect Christmas decorations.

If you succeed in forcing library staff to take the disaster-planning process seriously, you will have accomplished a miracle. Just remember that the plan comprises three separate but related programs that cover your circumstances before all Hell breaks loose, during the actual outbreak of Hell, and after the devils have done their worst.

Preparedness is the theme of the first program, which involves the discovery and mitigation of risks that prevail at the library. Response is the theme of the second: that is, what you do to save your neck when the library catches fire (Get out!) or an earthquake strikes (Stay in!), or an ice storm causes a power outage and makes commuting to the workplace a long and dangerous struggle (Stay home!). Recovery and service-resumption guidelines constitute the third program, which can be the most time consuming.

You needn’t produce a chunky disaster plan. For a public library with 10 sites (one garish monstrosity in the city center and nine quaint branches), your plan should be no more than 60 pages. Of course you’ll be obliged to include all sorts of appendices, some of which are actually useful. But the core of the disaster plan should be as concise as possible.

Remember that you should audit the plan annually so that it will reflect your current circumstances: the new branch, new staff, or new system. As for the natural risks, they remain constant. Once a tornado zone, always a tornado zone.

1.5 Mythical beast number two: The security plan

More paper. But you can reduce your security plan to under 20 pages in many cases. The easiest way to handle this beast is to survey the staff regarding what they perceive to be security risks. They’ll tell you about the substandard lighting in the parking lot, problem patrons at a branch, drug deals in the men’s room, and suspicious characters loitering in the children’s department. You should take all of these observations seriously.

The security plan covers all security risks as concisely as possible. A good general rule for all staff: stay out of harm’s way. This sounds commonsensical, but you’d be amazed how often librarians insist upon dealing with people and incidents that are best left to the police. You shouldn’t try to reason with a knife-wielding addict or threaten to remove his borrowing privileges. The emergency number is 911: encourage library staff to use it.

Security risks change over time as a suburb becomes part of the inner city and the old branch attracts new and occasionally rough users. You’re wise to audit your security plan annually, more often if there are increasing reports of security breaches such as vandalism, attempted thefts, and break-ins.

1.6 Mythical beast number three: The workplace violence program

Numerous governments are enacting legislations to deal with workplace violence, which is usually defined as physical violence in a workplace or the threat of physical violence. While there are few statistics collected on workplace violence in North American libraries, it is reasonable to assume that the incidence of physical violence directed at library employees is lower than that observed in some workplaces. Still, we are well advised to be on our guard, particularly in large cities.

Most workplace violence programs involve a staff survey and the formulation of a policy—yes, more paper. But you can combine your workplace violence program with the security plan and satisfy the legal requirements in most provinces.

1.7 Mythical beast number four: Accusations of alarmism

Many people will assume that all is peachy at their branches: then you and your wretched OHS committee arrive with survey forms and safety tips and… “Aren’t there more important things to do around here? Come on, this isn’t New York City or LA. Why do we need another committee to handle incidents that will probably never happen? Hey, you wanna solve a problem for me? The system was down for 3 days last week and I’m short-staffed and the amount of manual input is growing and you come around and start asking about workplace violence. You go back to Central Branch right now and tell that systems manager that there’s going to be bloodshed unless he does something about my blah blah blah! Maybe you should reexamine this library’s priorities before you start wasting my time and every other branch head’s with another three-ring binder full of material that I won’t look at, I promise you.”

It was ever thus. Being accused of alarmism is part of your job, and you must get used to it—until something awful happens, at which time you become either a hero whose foresight saved the library, or an incompetent who could not persuade the Branch Head quoted above to take the necessary precautions.

1.8 Mythical beast number five: Apathy

Who cares?

No one will ever say this at your face, but you can expect many library employees to think this way. Apathy underlies almost all of the different tactics used to delay the OHS committee’s work. Accusations of alarmism, willful ignorance, and declarations of higher priorities can thwart you, but you must persevere. Take heart: at least some staff members will appreciate your efforts.

1.9 The myth of perfectable heating, ventilation, and air conditioning

Is there a library that can boast a perfectly satisfactory heating, ventilation, and air conditioning (HVAC) system? Maybe in Heaven, never on Earth. You hear the same comments in libraries all over the world: “The air on this floor is really bad” and “It’s freezing in this branch every summer, and boiling in the winter” and “We can barely breathe owing to the humidity in this staff room.” If only the board would agree to spend next year’s entire budget on upgrading or replacing the current HVAC system. Then the air would be pure and unvarying in temperature, and all would be well. Staff members wouldn’t catch cold or flu, and allergies would disappear…. Not likely.

In fact, pure air exists rarely outside of certain laboratories; what we breathe usually includes contaminants. Fortunately, our lungs can filter out many harmful agents. But still, some workplaces are uncomfortable and possibly unsafe because of substandard ventilation or unreliable heating. Here you must be vigilant and keep records of the problem, including the times during which it is most obvious, specific locations, and any outstanding features such as a noise coming from HVAC machinery or a distinct odor from the vents. The property manager should receive copies of these records as well as reminders that the problem should be solved or at least controlled. In most cases, a HVAC technician can adjust the system so that air quality is bearable.

Remember that it’s not the HVAC system that the OHS committee is obliged to deal with. Rather, you must concentrate on the property manager. If weekly requests for air quality improvement do not motivate him, try daily requests. Then hourly. If the property manager won’t respond to the latter, threaten to organize a picket line outside his office. Once upon a time in the U.S. Midwest, librarians at a college library set up a protest picket outside the office of their director of facilities, who had refused to schedule repairs to the library’s ventilation system. He capitulated when the protesters started to chant: “Breathe in, breathe out, one, two, three; clean air means a lot to me!”

Don’t laugh. It worked.

1.10 Death, taxes, and leaky plumbing

Like everything else, plumbing ages. It cannot last forever. Occasionally it ruptures, causing a leak or a flood. To avoid plumbing problems, ask the property manager to inspect pipes, sinks and other washroom fixtures regularly. If a rupture seems imminent in any area of the library, repairs should be made at once. Suspicious stains on walls and ceilings should be investigated: these can result from a break in the building envelope as well as from a broken plumbing.

If there is any way that you can persuade branch heads and supervisors to learn how to turn off the water in their buildings, do so. Often the property manager and repair personnel cannot arrive at the building as soon as they’re needed, and further water damage will occur.

Fortunately, leaks are seldom life-threatening, but water in contact with electrical wiring increases the risk of fire, and water on floors can result in slip-and-fall injuries. Preventive maintenance (an OHS panacea) is advisable for all plumbing systems, particularly those in older buildings.

1.11 The mystery of signage

We believe in signage. Religiously. It strikes us as a form of continual communication. A good sign is unambiguous: everyone will understand its message instantly. There is only one drawback. Just because a person can read and understand a sign does not mean that he or she will take it seriously. Often users will seek confirmation of a sign’s message. For example, the reference librarian sits under an enormous reference sign, she wears a librarian identity badge, and facing outward on her desk is a sign that indicates that she is indeed a librarian. How often do people approach her and ask, “Are you a librarian? Can I ask you a question?” This is a common human response to an unambiguous message.

Librarians respond similarly to safety signage. A fire breaks out in the staff room; the librarian runs to the fire alarm. He reads the little sign above it: “In case of fire, break glass.” He runs to his branch head to ask if it’s permissible to break the glass in order to activate the alarm. The branch head considers the question carefully. She is not sure. Nor is she sure about dialing 911. After all, this involves a fire, not a heart attack or an armed robber. The sign above the phone says Emergency: Dial 911. Breaking the glass should be permissible. Or dialing 911. But both?

It’s getting hot in there. The Exit sign has melted. We believe in signage, but often we don’t take it seriously. Why not? It’s a mystery.

1.12 Vertebral follies

Which is heavier, a ton of iron or a ton of science fiction? Library staff members will tell you that they could never lift a ton of iron, but they might be tempted to do something foolish with science fiction. Or biographies. Or CDs. In fact, library employees are notorious for lifting heavy materials in ways that are almost guaranteed to cause back problems—if not immediately, then at some point in the future. In any library you’ll see staffers bending at the waist to pick up crates of books. Signage posted nearby tells them to bend at the knee. Will they heed this advice? See “The mystery of signage” above.

You can reduce the risk of back injuries by encouraging supervisors to warn staff away from dangerous lifting techniques. Staffers may ignore signs, but they will pay attention to “Yo! Bend your knees, or you’ll wreck your back!”

1.13 The myth of the magical first aid kit

The first aid kit is useless unless there is somebody present who has been trained in first aid. Nevertheless, many librarians believe that the presence of the first aid kit wards off danger, just as the Hollywood request for boiling water and towels signals the imminent birth of a healthy baby. (Have you ever seen a movie in which towels and hot water did not lead to the arrival of a healthy screaming baby?)

First aid kits are not magical. Encourage library staffers to take a first aid course. Take one yourself, and lead by example.

1.14 Obsessive focus

Too often, OHS committees become focused on one risk in particular: poor lighting in the staff room, or creaky, unsound chairs in a public area, or the number of asthma cases in the fine arts department. The Paper God gets busy; the memos flow like a river in spate. Countless hours are spent in discussing possible solutions to the problem. But the real problem, which can lead to serious results, is the obsessive focus on the lighting or those chairs or that asthma. Most libraries have a number of OHS problems that require your consideration. Don’t get hung up on one. To narrow your risk exposure, keep your perspective broad.

1.15 Men, their strength; women, their fragility; myths, their tenacity

This is a sensitive issue that requires the utmost diplomacy, except in a memo such as this, which contains nothing but the unvarnished truth.

Tell me, do you know a library staffer who can bench press 90 kg? Who can run 15 km without stopping for a rest? Who is in top physical condition? I am acquainted with one library technician and three librarians who fit this description. They’re all women. There are probably a number of male library staffers who are in good shape as well, but I haven’t met one. Despite my enormous vanity, I can’t include myself; despite my unfailing generosity, sir, I can’t include you. Face it: like most of our colleagues, we are not physically fit.

Librarianship is a sedentary profession, and so our inability to pump large amounts of iron or run a few kilometers without a rest should come as no surprise. As chair of the OHS Committee, you should remember that most staffers are out of shape, although there are exceptions of both sexes. For the purposes of leading an evacuation, you are prudent to rely on somebody who is fit and strong. It’s unlikely that anyone will accuse you of discrimination during an emergency, since the need for physical strength under such circumstances is obvious.

Have I offended you? You can sue me as soon as we’re outside this burning building.

1.16 The myth of the magical fire extinguisher

Nero fiddled while Rome burned. In fact, he was fiddling with the instructions for his fire extinguisher. He hadn’t bothered to read them before the fire broke out, and look what happened.

There is no point in mounting a fire extinguisher in an obvious location unless there is somebody on site who knows how to use it. It will not function magically on its own. Consult the local fire department for information on extinguisher training, which is not only useful but also a lot of fun.

(Incidentally, have you signed up yet for that first aid course? Nag, nag, nag.)

1.17 The bomb that didn’t go boom

Your OHS committee should regularly enunciate its policy regarding the appropriate response to bomb threats, all of which must be taken seriously. Often the search for a bomb planted in library turns up nothing or a phony bomb that contains no explosive. It is unwise to assume that all bombs will be equally harmless. The OHS committee should consult the local police for advice on dealing with bomb threats. The appropriate procedures should be included in the security plan.

1.18 Legends of causal folly

John smokes three packages of cigarettes a day. He complains of the poor air quality in the children’s department where he works. He suggests that his breathing problems and allergies are due to that bad air. Do not giggle when he tells you this, for ironically he might be correct. There is a chance that poor air quality is causing his problems or at least exacerbating them. It is far more likely that his smoking is the cause, but you are not a physician and you do not have the training or diagnostic tools to determine the truth in this matter. All you can do is take John’s complaint seriously and investigate it.

Jane is 40 kg overweight. Her posture is frightful. You observe her bending at the waist to lift large boxes and equipment. She suggests that her sore back is due to the shape of her chair. She wants a new and very expensive ergonomic chair to slouch on. Again, no giggles. Her sore back might be caused by her old chair. It is not your business to examine her X-rays or recommend a brace. You might have to provide her with a different chair, even if it isn’t ergonomically designed. Aside from that, all you can do is to advise her to be careful when she lifts heavy things.

1.19 The perils of public washrooms

Some day, a librarian will write a book about washroom security, and it will become a best-selling work of library literature. Why? Because so many public and academic libraries have washroom security problems. OHS and security specialists talk about the three Fs of washroom crime: exchange of fluids (e.g., dope), funds (cash for dope), and fun (hello, sailor!). While the men’s room is the most common scene of library crime, the women’s room is increasingly popular.

No public washroom will be completely secure, but there are ways to make one less risky. Some libraries ask security staff to patrol washrooms regularly; branches often insist on holding washroom keys at the circulation desk until a user asks for one. In order to respect users’ privacy, no security cameras can be mounted in a washroom.

Incidentally, no library washroom should be used for the storage of paint, cleaning fluids, and other chemicals. These highly toxic and flammable items should be locked away in properly ventilated closets.

1.20 The myth of the OHS committee that finished its job

Forget it. Since risks never disappear altogether, neither will the job of your committee. There will always be another task to complete, another OHS survey to review. Occasionally you will feel as if you’re wasting time. You won’t see the point of your efforts, since security breaches and accidents are so infrequent. Remember that it could be the work of your committee that is making them infrequent. As for natural disasters, you may not be able to prevent them, but at least you can mitigate their worst consequences.

Your first committee meeting begins presently. The agenda includes slip-and-fall injuries in the parking lot, the purchase of ergonomic chairs for the technical services department, carpal tunnel syndrome in the circulation area, and the disaster plan, which is overdue for an audit. Best of luck and adios!