Library Director Evaluation

Below are the Demmer Director’s 2020 goals, self-evaluation, and goals for 2021. Click any section to review. Scroll down to complete form evaluations.

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.

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