Courier managers, like other library managers, use policies and procedures to instruct and guide use of the delivery ser vice. Courier policies should emphasize the importance of rules, be long term in scope, and be consulted when decisions are made. Courier policies often are approved by a governing body or board and tend not to be subject to frequent revisions. In comparison, courier procedures are the tools used to carry out the policies. Procedures are step-by-step directions guid- ing recurring action. Procedures are helpful to employees and participants because they often break down complex activities into easy-to-follow steps. Procedures are subject to frequent change as managers attempt to improve efficiency.
Policies
Courier policies are usually the rules that dictate who is allowed into the ser- vice, how much it costs, and what may be shipped. In a consortium, the bylaws typically give the consortium’s governing board final policymaking authority. In academic library systems, there is usually a hierarchical structure, with approval coming from a director’s or dean’s council. In either case, the process typically has the courier managers writing early drafts of the policies, and then the governing entity reviews, edits, and approves the policies.
For ser vices that charge for delivery, one of the most important policies is price setting. Pricing policies often involve extensive negotiation among partici- pating members, state governing funders, or other involved parties. Setting pric- ing for the upcoming year is often one of the manager’s main concerns, particu- larly in a time of rapidly fluctuating fuel prices, as has happened since 2000.
A typical pricing policy might include membership fee information. For example: “Participant courier dues are determined annually by the Board. The level of use in the previous year by the members will be the basis for setting pric- ing.” Examples of other policy statements: “If a member library also subscribes to the basic database package and uses the interlibrary loan subsystem, a 5 per- cent discount on membership fees will be included for courier participation”; or
“For all new members after membership approval is gained, an estimated delivery charge will be created by the Board.”
Policies commonly found in library delivery ser vices cover eligibility, ser- vice area, types of libraries that can join, types of materials that can be shipped;
and insurance and liability requirements. It is not uncommon to find combined policies on lost and damaged materials, even though the two events are likely from different causes and typically have different resolutions. The set of policies reflects the unique political situation of each courier operation.
Many policies contain clear statements about the responsibilities of the par- ticipating libraries. For instance, a policy could include one of the following sen- tences: “Participating libraries are required to abide by all ser vice policies and procedures”; or “The local library is responsible for acquiring appropriate ship- ping supplies, excluding containers.” It is important that the policies clearly state what is required of everyone involved.
Policies establish how problems are going to be handled before they happen.
Enforcing the policies equitably and in good faith is part of the courier manager’s job. Making sure the participating libraries know about policies is the hardest part of the process. The courier manager must make sure that policies are explained to new members and that established members are routinely reminded. Policies, though not given to frequent change, should be reviewed and updated on a regu- lar basis at least every year or two.
Lost Materials Policies
Every courier loses materials on rare occasions, and policies are needed to clarify responsibilities in those circumstances. These policies protect both the courier and the member libraries. In multitype consortia, lost materials in particular can become a source of misunderstanding and conflict. A common perception among library staff is that the “other type” of library always loses my library’s books. This division tends to play out along the standard public versus academic library lines.
Though loss rates may vary by type of library, they are typically quite low.
The main problem with lost material is identifying where exactly the item got lost. Did it disappear before it left the lending library? Did it get lost en route, in the sorting process, or at the borrowing library? There is almost no way to know, and experienced courier managers have learned that most lost materials are eventually found at the borrowing or lending library. MINITEX solved this problem by moving to a “secure the tub” system in which all totes are closed by zip-ties (plastic locking strips) before they leave the library. Confidence in the system increased once this practice was put in place.
Some systems have chosen to deal with the issue by having no financial re- muneration for lost books. These systems have replaced time-consuming and
complex reimbursement systems with yearly book searches. A printout of all books lost in the system is sent out once a year or so. These lists are searched and, not surprisingly, most materials are found to be misshelved at either the lending or borrowing library.
Alternatively, some pay for all lost books with no questions asked. This pay- without-question system has advantages in the area of public relationships, but it requires that more fees be collected from member libraries to cover the lost funds. Some luckier systems have managed to get a clause written into the ven- dor contract according to which the vendor pays for all lost books whether they were the cause or not. For courier ser vices that use commercial ser vices such as UPS or FedEx, their individual package tracking means the vendor pays if an item is lost.
Without piece tracking, a courier manager cannot determine whether an item was lost at the sending or receiving library or during transit on the courier.
No matter how the courier ser vice chooses to handle lost books, the process is time consuming and often politically complex.
Damaged Materials Policies
There is an unwritten law of delivery, namely, that library materials will get dam- aged. As a rule, libraries do not allow severely damaged materials to circulate to patrons, let alone be lent to another library. In most cases, damage occurs either in transit or at the sorting facility. The reality is that drivers do not always prop- erly seal bins or close bags in bad weather. Drivers spill coffee or drop packages onto the muddy ground. Libraries increase the likelihood of damage when they do not pack materials correctly in containers or bags. Damage policies typically determine when and how the courier ser vice takes responsibility for a mishap.
Most policies spell out what is reimbursed (books, CDs, DVDs, VHSs) and what is not (equipment, rare, valuable, or personal items).
Most courier ser vices request that damage be reported immediately on discovery. Typically the courier ser vice asks the library if the materials can be repaired. If the item cannot be repaired, it is usually sent to the courier for inspec- tion and reimbursement based on contractual schedules.
Procedures
Procedures are essential to the courier manager; they provide the critical how-to necessary for running an efficient orga nization. Many procedures are connected to labeling and packing material for delivery. Even the smallest, most informal
courier operations have some form of packaging procedures. Most packaging procedures are step-by-step instructions, as the example in figure 10.1 illustrates.
Courier managers specify to the smallest detail which packaging, labels, and materials groupings are allowed; for instance, one courier system specifies that only rubber band size 64 or 117B may be used. Courier drivers are often instructed not to pick up materials that do not meet requirements. Although this meticulous attention to detail can seem nitpicky, given the volume of materials most couriers move, procedures are needed for efficient function.
For the most part, each courier system has developed its own policies, proce- dures, guidelines, and best practices. This lack of uniformity stands in sharp con- trast to ILL, which has the Interlibrary Loan Code for the United States, approved through ALA’s RUSA in January 2001. Several groups are looking at sharing information between courier providers, but we are a long way from developing uniform standards for delivery.
guiDELinES FOr uSing Pink inTErSySTEM rOuTing LaBELS
Step 1
Check the Wisconsin Libraries’ Delivery Service network List* to see if the receiving library is a member of the network. If not, then you find another means of shipment, e.g., uS Postal Service or commercial parcel/courier services.
*The list can be located by clicking on the “Delivery network” icon. The list of the libraries participating in the Wisconsin Libraries’ Delivery Service network has two columns.
Step 2
Fill in the For: on the pink intersystem routing label.
use the left-hand column, Delivery network Member of the Wisconsin Libraries’ Delivery Service network list.
Step 3
Fill in the To: on the pink intersystem routing label.
use the right-hand column, System Delivery Hub of the Wisconsin Libraries’
Delivery Service network list.
Figure 10.1 South Central Library System shipping guidelines