21 November 2025 Rural Directors Meeting
The
rural director meeting started with an introduction and what the directors thought
were the biggest challenge to being a rural library. The top item was staffing.
Issues expressed: trained people not available, hired and being ghosted, dependability
of hires.
Budget
issues and funding were second. The per capita grant from the State library has
not been increased in 5 years. Inflation has eroded the funds. Property tax percentages
in the Illinois Statutes remain unchanged for more than 10 years.
The
Interlibrary loans were discussed. The Illinois Heartland Library System has
installed an automated sorting system at one of the hubs in Southern Illinois. It
is driven by bar codes. The system has Bar codes on the cover in the upper left
corner next to the spine. This enables the system automation to sort to the
proper library.
The
Rural Directors are in the RAILS Library system, and they do not have a
definitive place for the bar codes. Many now have them inside the Front cover.
The discussion was on how the libraries could follow suit and put the labels on
the front of the book. The cost and time involved were discussed.
Book
Clubs for next year were next on the agenda. The key is to let everyone know
what books each library are scheduling for their library. This allows smaller
libraries to get the books via inter library loan.
They developed
a site where the libraries can check other libraries book club lists. This discussion got more buy in from the
group.
Employee
reviews when and how. Many of the libraries had different approaches. The
majority had the conventional interview. Looking at the goals and how they
progressed. Some used a self-evaluation approach. Having the employee review
themselves and turn it in before the in person review. This increased the level
of discussion. Some thought they would try something similar.
One
library did a check in approach. Quarterly check in with the employees. This
took place of the yearly review. That library has 4 branches, and the director
gets more interaction with this approach.
The
final agenda items was the physical building inspection and setting up a review
process. The outsourcing of the inspection
by an architect or building maintenance professional. Sets a base line with
expectations on lifespan of all the mechanical items. Looking at the building envelope
and roof for maintenance issues.
Several libraries
discussed their spreadsheets they used for tracking. This helps them with the budgeting
for the coming years for maintenance or replacement.
The
other challenge for leadership is to make sure the physical library plant is in
good shape in the constraints of the budgets. If having to go out for bid or
referendum to finish a physical issue is dependent on leadership.
Force 1
The Nature and pace of change is in staffing. Development of workforce changes
and workforce culture. Working toward adapting to a changing culture of the
workers across generations to fill the voids.
Work
total 3 hours Semester
total 99
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