Volume 17, Number 1 (1998)
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Item Introduction(H.W. Wilson Company, 1998) Laughlin, Sara, 1949-Item Strategic Positioning: Planning to Achieve Your Library's Vision(H.W. Wilson Company, 1998) Miller, Ellen G.Why is that we library trustees so often see trees and not the forest? One symptom of that problem is complaints from fellow board members about "having to spend so much time on that monthly meeting."Item Governing (Not Managing) Your Library(H.W. Wilson Company, 1998) Carver, John; Carver, Miriam MayhewIt seems like many years since anyone considered a library merely a place with books, or a librarian just a person who checks them out. But it is a reasonably safe bet that conceptions of the position and role of the library board have been largely unchanged for generations. Libraries inhabit a world of rapidly changing possibilities and expectations; their staffs must continually update their technologies, knowledge and practice. In this environment, it is daunting that the technology of governance is unlikely to have advanced at all. Today's library boards do much the same as their predecessors: they hear reports, listen to staff recommendations, attempt to help the staff with staff jobs, form committees, attend to emergent issues, and generally carry out a reactive role.Item The Library's Role in a Market-Based Economy(H.W. Wilson Company, 1998) Marks, SidneyPolitically speaking, the formerly agreed upon need to support libraries is becoming problematic. We library trustees will increasing be unsuccessful in finding support for traditional library roles. Businesses or new types of centralized governmental agencies will more efficiently and more effectively deliver many traditional library services. The economic theory that supports and predicts the re-allocation of the library's resources to the private sector is known as "free-market" or "market-based". Politically smart libraries are now redefining their roles in response to market forces to ensure continuing public support.Item Libraries Attract More Than Readers: Investing in Library Safety(H.W. Wilson Company, 1998) Canal, Bruce A.It's 9 p.m. and Susan, an experienced librarian, escorts the last patron, Mrs. Wilson, to the exit. Susan locks the door behind her and is left inside alone. Before gathering her personal things to leave, Susan decides to make one last trip through the facility to pick-up the forgotten few books and periodicals left behind by hasty readers, when she is startled to find a man--asleep--between two bookshelves in the farthest corner of the building.Item Inspire; The First Step in the Virtual Networked Library(H.W. Wilson Company, 1998) Johnson, MillardIn January 1998 the citizens of Indiana became the first Americans to have universal, free public access to a large suite of commercial databases. They are able to peruse this million dollar resource from any computer connected to the Internet--that is, computers in homes, classrooms, businessed and libraries. Users of this system can search databases in general periodicals, health information, newspapers and other information resources and print out the full text. Clearly, this project--titled Inspire--is a valuable resource for the citizens of Indiana, particularly the users of our libraries. Inspire is the fruit of years of library networking and, more recently, cooperative activities by librarians from all types of libraries. Indiana's librarians have every right to be proud of this remarkable achievement. The purpose of this article is to give a brief background of this project, its scope and progress, and its effect on libraries in the future.Item Walking the Administrative Tightrope, or "It's Not a Job, It's an Adventure"(H.W. Wilson Company, 1998) Saucerman, Steve; Jurewicz, LynnLibrary directors do not make policy and library boards do not direct daily library operations. The key issue in the relationship is that responsibilities of boards and directors should be divided through careful consideration and discussion. The board/director relationship can be compared to an Alexander Calder mobile: on one side with the board rests the ultimate responsibility for the library. On the other side, responsibility for the actual operation rests with the director. For the library to function effectively the board must maintain a balance with the director in a team effort. The board relinquishes authority in exchange for the knowledge and resources the professional director can bring to the team. Together in an atmosphere of trust the many functions of the library can be accomplished. The backbone of this relationship is clear, well-written library policy, including job descriptions for both parties.Item Library Board Conduct and the Challenge of Team Building(H.W. Wilson Company, 1998) Farah, Jeanne T.; Otte, SallyThe gavel falls... The roll call taken... And the minutes approved... Where are you? You are attending your first library board meeting. How did you become a member of the library board and what do you do next? You have a million questions about how the library is run, how the board functions, what special interests the other board members have and what techniques you need to develop to get done what you want done. But, wait a minute, Step outside the immediate situation and take time to think.Item Breaking Ground in the Twenty-first Century: Connecting to Our Communities(H.W. Wilson Company, 1998) Fleck, JimThe headlines in our newspaper read "Library Breaks Ground for New Building." Our local library was beginning the construction of a new $5 million dollar library facility. As president of our board of trustees, I reflected on that headline and my first thoughts were of great satisfaction and accomplishment and connection. As I thought about this headline a little more, I realized that the headline was really old news that the newspaper was only now revealing in a different form.Item Director Evaluation -- A Communication Tool(H.W. Wilson Company, 1998) Cain, DanIt's every board's nightmare. Too much money spent on a controversial collection. Operational changes have been made and the board hasn't been kept informed. Constituents are complaining. Trust between board and director is at an all-time low.