Introduction to Library Trends 42 (3) Winter 1994: Library Finance: New Needs, New Models

published or submitted for publicatio

FINANCING COMMUNITY FACILITIES: A CASE STUDY OF THE PARKS AND RECREATIONAL GENERAL OBLIGATION BOND MEASURE OF SAN JOSE, CALIFORNIA

This study of the City of San Jose’s Parks and Recreation General Obligation (GO) Bond Measure seeks to identify the politics-, management-, and planning-related lessons learned by the City as it developed its community facilities using the GO bonds proceeds. The study finds that these lessons include: be conservative in what you promise the residents; be prepared for changes in economic environment by identifying supplementary funding sources should the primary source not yield adequate funds; make sure that the jurisdiction is organizationally capable of handling the increased workload; and prepare detailed project plans prior to the bond issuance.Community Infrastructure and Services; Municipal Bonds; Public Finance

Information Outlook, September 2005

Volume 9, Issue 9https://scholarworks.sjsu.edu/sla_io_2005/1008/thumbnail.jp

Increasing Cultural Participation: An Audience Development Planning Handbook for Presenters, Producers and Their Collaborators

Looks at how people-centered strategies for building public participation in high-quality arts programs can help institutions of varied disciplines and sizes to diversify, broaden, and deepen relationships with their communities

An analysis for more equitable revenue and expenditure allocations within Lingnan College

From the triennial 1995-98, the funds allocated from University Grants Committee to universities have decreased. In order to use the limited resources effectively, and to manage their revenue and costs efficiently, universities have to set up a better budgeting system. Therefore, the eight universities in Hong Kong are proposing the Revenue Center Management (RCM) instead of the current budgeting system. The purposes of this project focuses on the analyses of the current budgeting system adopted at Lingnan College, and the proposed RCM budgeting system

Trade-Off Time: How Four States Continue to Deliver

Highlights performance measures used in Indiana, Maryland, Utah, and Virginia to ensure results-driven budgeting by defining goals, assessing priorities and trade-offs, targeting cuts with precision, and creating a culture of results-focused budgeting

Answering the Calls of "What's Next" and "Library Workers Cannot Live by Love Alone" through Certification and Salary Research

Members and staff of the American Library Association (ALA) worked diligently over more than a decade to develop a certification program for public library managers. Spurred by a long-standing trend in many other terminal-degree professions that have post-degree, voluntary certifications, the Certified Public Library Administrator Program was born. Legal authority recommended the establishment of a service organization, a 501(c)(6) to manage the program, which has become one of several programs that will be offered to library employees under the imprimatur of ALA. After the American Library Association???Allied Professional Association (ALA-APA) was instituted, advocacy for salary improvement initiatives was appended to the mission. One means of salary advocacy was to improve available data by expanding the scope and usefulness of the ALA Survey of Librarian Salaries, which resulted in the ALA-APA Salary Survey: Non-MLS???Public and Academic, conducted in 2006 and 2007 to collect salary data from more than sixty positions in the field that do not require a master's degree in Library Science. The experience of establishing two certification programs, the Certified Public Library Administrator Program (CPLA??) and the Library Support Staff Certification Program, has been a study in creating new national models of professional development. This article will also discuss the insights that have emerged from fulfilling elements of ALA strategic plans concerning the needs of support staff through certification and the salary survey.published or submitted for publicatio

Carpe Diem: Transforming Services in Academic Libraries

Amid a global economic crisis and spurred, in my country, by a great influx of funding intended to stimulate the economy quickly, librarians are confronted by other factors that could have transformative powers ??? if they choose to seize the opportunity. This paper focuses on the future of academic library services and the opportunities that await those who reject hunkering down in troubled times.unpublishednot peer reviewe

Crossroads, Connections, and Creativity: Musselman Library Strategic Plan

The Musselman Library Strategic Plan grew out of two all-staff meetings held in January 2007. During the first, library staff identified areas of strength and weakness, as well as opportunities for improvement and growth. Maureen Sullivan, an organization development consultant for libraries, led the next meeting. Ms. Sullivan helped to deepen the analysis begun during the previous meeting and encouraged the staff to begin envisioning the future of the Library. In late January, Robin Wagner, Director of Library Services, formed the Strategic Planning Committee (see list of participants below). The committee’s initial tasks were to complete an environmental scan and to identify upcoming trends and best practices in library services, while formulating mission and vision statements for Musselman Library. These were presented to the rest of the staff for feedback during meetings in March and April. Also in April, the Strategic Planning Committee invited other library staff to serve on task forces charged with creating goals and action items for the plan’s four core issues (see Appendix C). Maureen Sullivan facilitated the launching of these task forces, and each group, led by a member of the Strategic Planning Committee, then met independently numerous times during the next few weeks. The final task force reports were completed in early May and shared with the entire library staff. On May 21, Maureen Sullivan led an all-staff meeting to discuss the task force recommendations. Ms. Sullivan then met with the Strategic Planning Committee and Robin Wagner to begin the process of revising, prioritizing, and incorporating the goals and action items into one cohesive strategic plan. Crossroads, Connections, and Creativity: Musselman Library Strategic Plan was submitted to Robin Wagner, on June 12, 2007. [excerpt

"Public Library Trustees: Characteristics and Educational Preferences: A Research Study

This post-peer-review, pre-copyedit version of the article submitted to IUPUI ScholarWorks as part of the OASIS Project. Article reproduced with permission of the copyright owner. Further reproduction prohibited without permission. Permission granted through posted policies on copyright owner’s website or through direct contact with copyright owner.This article reports on the methodology and findings of a 2005 survey of Indiana public library trustees. The study ascertained demographics of trustees and asked about their preferred educational content needs and the format in which they wanted it delivered. The trustees selected education about budgeting and strategic planning as their highest priorities. They selected law/liability, board-director relations and several other topics less often. Trustees expressed a strong preference for locally available programming, although many respondents were interested in online delivery options. Compared with earlier studies in other states, a larger percentage of trustees had participated in educational programs (39% in this survey vs. 29% and 20% previously). Finally, as in those earlier studies, trustees are unrepresentative of their populations, being more educated and more female than the citizens for which they govern their libraries