The lengthy of the pandemic has caused severe library budgetary concerns.  Reductions have already been delivered to some libraries, while others are preparing for or awaiting a decision.  In some cases, programming and/or services have been cut.  In other cases, staffing of full- and/or part-time employees is taking a hit.  Although libraries are trying to salvage their most vital aspects, the reductions are glaringly evident.  Functioning during the pandemic has come with costs.  Altering services and personal protective equipment (PPE) provisions have had their price (Peet, 2020, paras. 12-13).  Budgeting decisions have been reduced to making the best choice out of a selection of bad choices. 

Despite the costs and setbacks that have come along with COVID-19, libraries continue to press forward during tough times.  Public library youth services have shifted priorities to a digital format, although approximately 19% of librarian survey respondents report their budgets have been limited or frozen (School Library Journal [SLJ], para. 2).  The survey clarifies that budgeting and financial uncertainly have left many librarians in limbo (SLJ, para. 3).  New York City’s preliminary budget indicates cuts to operating budgets extended through 2025, although the three library systems (Brooklyn Public Library, New York Public Library, and Queens Public Library) stress their importance (Peet, 2021).  Similarly, roundtables conducted by Ithaka S+R concluded that, due to uncertainty during these times, “the typical approaches that colleges and universities have taken to budgeting are not working” (Lutz and Schonfeld, 2020, para. 24).  Enrollment and, unfortunately in some cases, “little communication” (Lutz and Schonfeld, 2020, para. 26) regarding planning cast a gray cloud.  Ultimately, libraries are struggling to provide applicable and equitable services during the pandemic while facing a variety of cuts. 

It is clear that libraries continue their attempt to provide services, to do more with less, and to continue to be integral within their communities.  It is also clear that the outlook remains uncertain and unfavorable.  Responses have been reactive, not proactive.  Communication and planning seem vague in many instances, although the uncertainly of the situation certainly creates planning difficulties. 

As general funds contributing to the budgets of public libraries have been hit hard due to the reduction of retail tax dollars, many are seeking donations.  Private funding is also being considered for academic libraries (Peet, p. 8), a sentiment that is echoed for public libraries.  Velasques writes that “having a reserve in place in case there is a catastrophe that was not budgeted for is essential” (2019, p. 145).  Traditional library funding has been impacted by the pandemic, and it will be necessary to think outside the box to muster available sources.  Charity events and fundraisers (golf matches, raffles, etc.), donations from local businesses and civic organizations, sponsorships for specific library sections, and online funding (e.g. GoFundMe) are all options.  Volunteers and operating hours can be critically examined.  It is difficult to remember that choices regarding vital services and programming, as well as personnel decisions, are heavily driven by a bottom line.  Advanced preparation is key to survival. 

References

Lutz, K. & Schonfeld, R.  (2020, April 30).  Leading a library today: How library directors are approaching the challenges of the current moment.  Ithaka S+R.  https://sr.ithaka.org/blog/leading-a-library-today/ 

Peet, L.  (2020, September 24).  Budgeting for the new normal: Libraries respond to COVID-19 funding constraints.  School Library Journal.  https://www.libraryjournal.com/?detailStory=budgeting-for-the-new-normal-libraries-respond-to-covid-19-funding-constraints

Peet, L.  (2021, January 19).  NYC library systems see cuts for FY21, 22 in mayor’s preliminary budget.  Library Journal.  https://www.libraryjournal.com/?detailStory=NYC-Library-Systems-See-Cuts-for-FY21-22-in-Mayors-Preliminary-Budget

School Library Journal.  (2020, May 18).  Purchasing in public libraries shifts to digital, budget concerns impact ordering SLJ COVID-19 survey.  School Library Journal.  https://www.slj.com/?detailStory=purchasing-in-public-libraries-shifts-to-digital-budgets-concerns-impact-ordering-decisions-youth-services-COVID-19-response-survey-coronavirus

Velasquez, D. L. (2019). Financial management. In L. K. Hussey & D. L. Velasquez (Eds.), Library Management 101: A Practical Guide (2nd ed.) (pp. 135–147). Chicago, IL: American Library Association.

Mission Statement: “The mission of Wythe County Public Schools, in partnership with our community, is to ensure students are empowered with the knowledge and skills necessary to meet the challenges of the future” (WCPS, 2020, p. 2). 

Wythe County Public Schools (WCPS) lacks vision and mission statements, objectives, strategies, and an action plan specific to the school libraries within the district.  Some schools within the district have parts of these statements and materials on their website, but they are not posted for all schools.  Fort Chiswell Middle School (FCMS), the library I have chosen to visit, does not have these materials available.  Due to this, I have chosen to examine the district-level materials.  WCPS states, “The mission of Wythe County Public Schools, in partnership with our community, is to ensure students are empowered with the knowledge and skills necessary to meet the challenges of the future” (WCPS, 2020, p. 2). 

 Referencing who, what, and how, Moran and Morner claim “the mission statement should answer three primary questions” (2018, p. 91).    The Center for Community Health and Development at the University of Kansas states mission statements include what and why, and begin to suggest “how your organization might fix these problems or reach these goals” (2019, para 8).  WCPS has addressed the who and what, but the statement could be improved upon by including how they plan to provide students with knowledge and skills.  A library-specific mission statement could also be addressed, indicating how the library/media center could affect these desired outcomes for students.    

Wythe County’s “Strategic Plan 2020 Vision” document enthusiastically outlines the achievements of WCPS and the process used to create their commitments and strategic plan (WCPS, 2020).  The plan was carried out with emphasis on results of staff, school community, and student surveys, an appropriate implementation of “organized, systematic feedback” (Moran & Morner, 2018, p. 81).  Based upon survey results, WCPS even went one step further and outlined “Commitments.”  This encouraging and straightforward document further lists 11 goals to make progress towards by the conclusion of the 2021-2022 school year.  These objectives are a good start towards the development of strategies and an action plan; however, they do not meet the criteria of providing “specific measurable results” (Center for Community Health and Development at the University of Kansas, 2019, para. 12).  WCPS could improve upon these objectives by ascertaining and articulating specifically how much progress they plan to make within this timeframe. 

As a stakeholder (community member, parent, and employee), I appreciate the positivity, inclusion, and transparency the strategic plan provides.  I am, however, stymied by the fact that, despite the document being titled “Strategic Plan 2020 Vision,” it does not include a vision statement.  A vision statement could help bring clarity to both the school system and “the greater community” (Center for Community Health and Development at the University of Kansas, 2019, para. 3).  The development of a vision statement, along with an indication of how the mission could be accomplished and measureable goals, would provide more credence to the WCPS VMOSA.  Furthermore, developing vision and mission statements, as well as a strategic plan, for the library/media centers within the district would provide guidance and direction to all stakeholders and ensure the centers stay relevant.

References

Center for Community Health and Development at the University of Kansas. (2019). An overview of strategic planning or “VMOSA” (vision, mission, objectives, strategies, and action plans). Retrieved January 26, 2020, from Community Tool Box website: https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vmosa/main

Center for Community Health and Development at the University of Kansas. (2019).  Proclaiming your dream: Developing vision and mission statements.  Retrieved January 26, 2020, from Community Tool Box website: https://ctb.ku.edu/en/table-of-contents/structure/strategic-planning/vision-mission-statements/main

Moran, B.B., & Morner, C.J. (2018).  Strategic planning, decision making, and policy.  In Library and Information Center Management (9^th ed.). ABC-CLIO.

Wythe County Public Schools.  (May 2020).  Strategic Plan 2020 Vision.  [PowerPoint Slides].  https://wythe.k12.va.us/UserFiles/Servers/Server_433895/File/20-21%20Documents%20and%20Files/WCPS%20Strategic%20Plan%202020%20Vision.pdf

My Blake-Mouton Managerial Grid scores placed me in the category of “Team Leader” (The Vision Council, n.d.).  This type of leader has a “concern for both people and production” (Moran & Morner, 2018, p. 344).  I believe I can benefit from being aware of my strengths and weaknesses.   

Tasks are my strength; my score total was 8.4.  I love efficiency.  I will, however, draw the line if a given task intrudes upon something I have deemed as having a greater value.  I think I prioritize very well; I get a lot done.  I believe that sometimes it is necessary to call “good enough” to save my sanity as well as the sanity of everyone else.  After living through a stint as a perfectionist, I have come to believe it’s dangerous.  Do as well as you can.  Move on.  I feel this strength will be beneficial for fulfilling a library position in a school.  Through their work in the Lilead Program, DiScala et al. (2019) report that “44 percent of supervisors said they spend a portion of their time on something other than school library services” (p. 70).  From observation, it is clear that these extra tasks are also pressed down from district library supervisors to building-level librarians, a position in which I foresee myself beginning this career path. 

My people score was slightly lower, so I look here for improvement.  I plan to grow in areas I ranked lower in, and believe I can, now that I have identified them.  I know that building these competencies and people skills will help provide a better workplace for myself and others, and I am also aware that increasing my people skills will increase efficiency from a leadership and/or management perspective. 

As I look towards growing as a leader and manager in a library setting, I anticipate taking the advice of Becnel (2011) to heart and “be willing to listen and to compromise, to serve as well as lead” (p. 30). I am hopeful that my designation as “Team Leader” will lend itself well to the structure of most libraries, which today are neither mechanistic nor organic but rather “hybrid structures moving gradually toward the organic end of the continuum” (Moran & Morner, 2018, p. 197).  I like knowing what I need to work on because I can put it on my list and, with some effort, check it off. 

References

Bencel, K. (2011).  When you’re not (exactly) the boss: How to manage effectively in a “coordinator” role. In C. Smallwood (Ed.), Library Management Tips That Work (pp. 28-30).  Chicago, IL: American Library Association. 

Moran, B.B., & Morner, C.J. (2018). Library and information center management (9^th ed.). Santa Barbara, CA: Libraries Unlimited.

DiScala, J., Weeks, A. C., & Kodama, C. (2019). The school district library supervisor and the National School Library Standards.  Knowledge Quest, 47,(5), 64-71.  

The Vision Council. (n.d.).  The Blake and Mouton managerial grid leadership self assessment questionnaire.  https://drive.google.com/file/d/1h07zdMPVzfE0jpl9cCVEqkY_4_rNYyEq/view