Week Twelve Reading

Budget:

Johnson, D. (2009). Budgeting for learn, mean times. 12-part series of blog posts that begin at http://doug-johnson.squarespace.com/blue-skunk-blog/2009/12/19/budgeting-for-mean-lean-times-part-1.html .

1. I know I have an ethical obligation to submit a budget even if it has not been requested or the chances of it being fully funded are slim.

-A budget should always be ready to go, because your principal may call you in at the last minute with offering extra funds. If you build it, they will come.

2. I can counter the argument that the free Internet will replace libraries, books and purchased online information sources.

-Can I? It’s going to be harder and harder to convince people that technology enhances print material, that different formats fit different learning styles and that online resources are really not free.

3. I understand the concept that school district budgets are a “zero sum” game.

-Be familiar with, but look beyond your district’s budget to provide you with options for funding.

4. I can describe the “consequences” of an under-funded budget in concrete terms.

-Knowing how the media center contributes to student achievement will identify areas that cannot be cut in order to maintain standards.

5. I can write an outcome driven budget that is specific in supporting curricular and school improvement goals.

-A thorough understanding of curriculum goals and how they relate to school library resources will drive the creation of a budget.

6. I know a variety of sources for budget dollars and who controls those dollars.

-Be familiar not only with district funding, but also with alternative funding sources in case traditional funding sources are cut or eliminated.

7. I can list the areas for which I need to budget.

-Keep track of what works in your library and what doesn’t. Keep a prioritized list in case cuts need to be made.

8. I can create a maintenance budget.

-There is a need to be familiar enough with the operation of your library to understand the costs of maintaining it, and always know where cuts can and can't be made.

9. I report to budget decision-makers how past budget dollars have been spent.

-Keep track not only of expenditures, but how they resulted in improved student learning as a part of established curriculum goals.

10. I know how an advisory committee can help build budget support.

-Advisory groups can sing your praises when it is not appropriate for you to put yourself on a pedestal. They also can lead you back in the right direction if you start to move away from the mission and goals of your school and media center.

11. I know the importance of serving in school, professional and political organization leadership roles.

-This helps to gain allies and have a say in future decisions and the procedures in which they are made.

12. I can use technology to improve my budgeting and communication skills.

-Presentations that foster effective communication skills and that showcase the technology used in the media center can provide justification for the costs related to procuring or maintaining these technologies.

Woolls, Chapter 9

It’s always important to be aware of your library’s needs (what funding is required to maintain and develop a library) and your library’s wants (what funding would be necessary to create the “dream” library). Both needs and wants need to have supporting rationale to justify continued, as well as, increased funding.

The media specialist is a manager of a small business and needs to be cognizant of budgetary concerns such as, your district’s fiscal year, writing specifications to ensure that you get what you paid for, accountability for costs determined, and writing effective proposals to procure additional funding.

Personnel:

Woolls, Chapter 7

Ahh, the volunteer conundrum..there’s a fine line between getting volunteers and maintaining them. They are not paid staff and that is the most important thing to remember. They are also not trained professionals and if you put them in positions that require training, you need to be aware that your volunteers’ time is valuable to them and that they are doing a favor for you and they are not your employee. To keep volunteers coming back (and to continue getting more), make your volunteers feel needed. Give them duties that they find value in. Make the “working” atmosphere an enjoyable one. Let your volunteers know that they are appreciated through your actions, your words and even gifts. Be aware that you might need to correct or redirect volunteers to make sure that they are an effective and positive addition to the library, but make sure that you are not critical of any volunteer. Word gets around when that happens and you will loose volunteers down the line. Be friendly, welcoming and encouraging, while maintaining leadership and guidance for all staff, but especially for volunteers.

Professional Associations:

Coatney: Leadership and your professional school library association

I identified most with the “finding a mentor” section of the chapter. As I am a “non-traditional” student, it can be awkward to find a mentor in a librarian that is fifteen years younger than you. That being said, it is so important to always be looking for new inspiration from others who you can learn from and who can lead you in the development of a new career through introductions to new methods, new technologies and new people, all of which can help you improve your librarianship skills leading to a better and more supported career.

"WE’RE WORKING ON THAT" by Susan D. Ballard

SCHOOL LIBRARIES: WHAT'S NOW, WHAT'S NEXT, WHAT COMES AFTER

Summary

• There is a need to find and connect with other professionals committed to the continuous improvement of school library media
• This need will not change, though communications methods will
• Representative organizations are promoting an accurate picture of who we are, what we do, and our vital and unique contribution to teaching and learning through these new communications methods.
• To remain relevant now and in the future, these organizations will have to identify meaningful conversations, even from among their critics, to best represent their members
• It is important for professionals to keep expressing their collective opinion and to be continually involved with professional member organizations to continue to elevate the profession