Library Director Evaluation
Goals for 2020
- Complete strategic planning process and begin implementation of action plans with board direction.
- Continue supporting board in managing maintenance of new building with town.
- Continue board orientation for new and newer members.
- Continue to monitor and report on system-level changes, specifically MCPL status in WVLS vs. move to South Central Library System.
- Support library board in implementing library board-specific initiatives (candidate’s forum)
- Review library policies and post all policies in public spaces/online.
Results achieved
- Strategic plan 90% complete. Did not present to TLPLF or get formal board approval. Did work on implementing appropriate parts of action plan.
- Began preparing monthly Building and Maintenance report for library board.
- Orientation limited under pandemic limitations.
- Regularly reported on status of MCPL system taskforce.
- Updated specific policies: emergencies policy; circulation policy.
Goals for 2021
- Formally review and accept strategic plan.
- Continue to develop board training and reference materials re: new building; support board in implementation of solar project.
- Resume monthly Trustee Essentials
- Continue to communicate with board re: MCPL system investigation
- Resume routine policies review/update; post all policies in publicly accessible space (website).
Goals for 2020
- Plan/budget for increasing adult/young adult programming librarian position to 38 hrs/week (FTE) in 2021.
- Plan for more in-person staff meetings and face-to-face communication.
- Continue cross-training efforts, specifically between adult/young adult programming librarian and children’s librarian.
- Continue revising and adapting work and desk schedules to optimize staff time.
- Find strategies to increase staff efficiencies and creativity.
- Increase training/communication about library policies and document procedures to follow.
- Continue to enjoy new space.
Results achieved
- Planning/advocacy for 38 hrs/wk FTE was not achieved; did find sources to increase PT hours to 31-35 hrs/wk.
- Weekly face-to-face staff meetings were possible with changes to service hours with pandemic.
- Both programming librarians (A/YA and children’s) are collaborating on programming; no formal cross training.
- Worked with staff on a variety of adaptations to workflow, staffing schedules, finding efficiencies, and adapting responsibilities as needed throughout the pandemic response.
- Staff practiced developing, modifying, and communicating new procedures as needed throughout the pandemic.
- Formal, routine policy training not completed.
- Began working with programming staff to develop more strategic programming planning (i.e., planning programs with long-term impacts in mind)
Goals for 2021
- Continue planning/advocacy for FTE benefits package for programming librarian position.
- Prioritize strategic approach to programming: develop programs based on desired outcomes.
- Regularly communicate useful statistics (program, library usage) and performance feedback to staff.
- Try to retain in-person staff meeting time when transitioning back to full operation.
- A/YA librarian is trained in presenting story hour.
- Focus on optimizing staff time when recreating desk schedules when transitioning back to full operation.
- Build on new flexibility and communication regarding procedures
Goals for 2020
- Focus on budgeting for increased personnel for adult/YA programming FTE in 2021. Review funding for building maintenance.
- Review need to transfer bookkeeping to QuickBooks.
- Continue regular reporting on board-controlled funds; explore annual communication for use of donor funds as needed.
- Complete and close out capital reporting on building project (DPI annual reporting and records retention).
Results achieved
- Went through the budget with a fine-toothed comb looking for funds to increase A/YA librarian position to FT. Provided a variety of scenarios and options. Found increased revenues to support 7-10 additional hr/wk.
- Developed a 2021 budget proposal based on string of unusual budgeting years.
- Implemented mini-grant process for board-controlled funds.
- Bookkeeping continues in Quicken.
- Completed capital reporting on new construction in annual report; still need to finalize documents for records retention.
Goals for 2021
- Continue to review budget for increased personnel costs for A/YA FTE in 2022.
- Continue to review budget in light of string of “unusual” years.
- Develop financial mission statements for board-controlled funds. Develop outcome-based planning for funds use.
- Look for creative funding and revenue opportunities to enhance tax levy funds.
- Records retention filing for construction project.
Goals for 2020
- Revisit establishing a director’s advisory committee out of strategic planning initiative.
- Implement action plan as determined by strategic planning initiative.
- Revisit Demmer logo and website update.
- Continue Catena programming; seek opportunities for more “outside the library” programs.
- Continue seeking to expand and create new partnerships with various organizations.
- Continue participation in town-wide activities.
Results achieved
- Did not establish a director’s advisory committee.
- Did not complete logo update; began the website update process through WVLS.
- Moved many library programs out into the community with pandemic.
- Supported local businesses with purchase of summer reading prizes in lieu of performers.
- Partnered with Lions, TLCFA to present programs safely.
Goals for 2021
- Focus on updating website.
- Review opportunities to use data to identify gaps in service and public communication.
- Continue adapting programs and partnerships as needed through the remainder of the pandemic and recovery.
- Continue seeking mutually beneficial partnerships for volunteer program development, recruitment, and engagement.
Goals for 2020
- Increase video collection.
- Complete shift of collection (Juv fiction and juv nonfiction).
- Continue routine weeding and reviewing collection distribution.
- Monitor use of display space.
- Add newspaper subscriptions (print and electronic).
- Complete relabeling projects.
- Revisit potential for topical cataloging for children’s books.
Results achieved
- Continued to add DVD items as available; removed all VHS items (to make room for pandemic quarantine).
- Did complete reorganization of juvenile books. Worked well.
- Active weeding was limited.
- Organized book sale space – finished scanning all items to send to Better World Books; now have room to begin weeding.
- Delegated displays to staff.
- Did not add newspaper subscriptions; suspended purchasing for duration of pandemic.
- Labeling projects complete.
- Did not pursue topical cataloging for children’s books.
- Revamped children’s kit collection.
Goals for 2021
- Resume weeding now that we have somewhere to put weeded books.
- Finish reorganizing of book sale space; consider offering personal shopping events once organization is complete.
- Work with staff on developing additional kits.
Goals for 2020
- Promote building use based on new meeting room policy.
- Complete strategic planning and implement any action items as appropriate.
Results achieved
- Revised and promoted meeting rooms for video conference use.
Goals for 2021
- Final approval for strategic plan.
- Continue to review strategic plan and action items.
- Begin long-range planning for major capital items; landscaping “endowment,” etc.
Goals for 2020
- Establish volunteer recruitment and training.
- Follow results of strategic planning; begin process of reestablishing Friends of the Library as appropriate.
- Hold joint meeting with Three Lakes Public Library Foundation during strategic planning process and/or for other large initiatives.
Results achieved
- Achieved ALA Libraries Transforming Communities mini grant to support creating volunteer recruitment program.
Goals for 2021
- Establish volunteer recruitment and training.
- Follow results of strategic planning; begin process of reestablishing Friends of the Library as appropriate.
- Hold joint meeting with Three Lakes Public Library Foundation during strategic planning process and/or for other large initiatives.