When Louise Schaper opened the new Fayetteville Public Library (FPL) in Arkansas in 2004, she brought the state's second LEED Silver-certified building to completion. The green building fulfilled a community expectation for sustainable innovation established through complex public dialog, and the library went on to become the "2005 LJ/Gale Library…

This article presents an excerpt of Library Journal's (LJ's) Movers & Shakers ideas on how to ensure a vital library for the future. Several identify a disconnect between what librarians and libraries do and what users think they do. Mending this gap, they say, would transform library recruitment and library support. While specific insights on…

In this article, the author talks about how to face the not knowing and offers a strategy to fill the gap of not knowing. In coping with constant change, he describes a strategy for library staff that might help in the absence of certainty. This includes: (a) guarding the data with one's life; (b) build not for longevity, but obsolescence; (c)…

Discussion of application of cost benefit analysis (CBA) accounting techniques to libraries highlights user willingness to be charged for services provided, reasons why CBA will not work in library settings, libraries and budgets, cost distribution on basis of presumed or expected use, implementation of information-seeking behavior control, and…

Discusses corrective action and employee discipline in library management, covering: (1) factors affecting the library manager's right to discipline; (2) employee orientation and training; (3) employee performance measurement; (4) corrective strategies; (5) termination as an option; (6) the importance of fairness; and (7) positive results of…

In this article, the author discusses his immediate concerns about working at Butler Library at Columbia University. He discusses the structure of the library system and voices his concerns about the structure. The structure is best described as a stratified pyramid. The librarians hired into the "upper base" are either specialists without an MLS…

Discusses several economic concepts and principles important for librarianship--opportunity cost, resources, assets, and investment--and notes the difficulty of placing a monetary value on patron benefits. The law of diminishing marginal returns is applied to the relationships between library services and collection size, and between investment in…

Suggests that gender is irrelevant to good library management, questions the argument that women make better managers because they are more nurturing, and stresses the need to challenge preconceptions about the roles of working parents if representation of the sexes among library managers is to reflect the librarian population. (EM)

Recommends that library administrators turn to public administration models in preference to business administration models for network management; this choice is predicated on the not-for-profit aspects of public service organizations. (RAA)

Reviews current methods of public library financing through governmental support at the local, state, and federal level. The imposition of user fees is proposed as a method of preserving equity; i.e., individuals receiving the benefits would bear the costs. (JVP)

Examines the role of the library in contemporary society and discusses the various options available for their fiscal support in the future. The use of user fees to finance selected services--to expand some and improve others--is advocated only as a supplement to support from general tax revenue. (Author/JVP)

Discusses mentoring among entry-level librarians and examines whether mentor-protege relationships are truly beneficial. Topics addressed include career advancement for women, the role of library management, staff training and development practices, and advocacy for the library profession. (LRW)

Examines trends contributing to a high attrition rate among academic library directors: (1) growth of enrollment; (2) changes in the university presidency; (3) proliferation in university management; (4) changes in the world of learning and research; (5) inflation; and (6) technology. Other pressures and possible solutions are also discussed. (10…

Employees are valuable. The cost of hiring, training, and retaining staff--not just librarians, but all staff--generally makes up the largest part of a library's budget. Since library support staff usually comprise 60-80 percent of the work force, it makes perfect fiscal sense to motivate this segment of employees to stay. There is an even more…

Addresses problems encountered by a library when considering, selecting, and contracting for an automated library system. Topics covered include information needed by the vendor (size of database, volume of transactions, and acceptable response times), reasons why libraries and vendors have failed, and possible solutions. Six sources are given.…