Reviewed and approved by the Red Feather Mountain Library Board of Trustees,<\/em> Red Feather Mountain Library District Vision: Contents Goal:<\/strong> Red Feather Lakes Community Library will develop and maintain an updated The library is currently at carrying capacity in terms of materials shelved and new Objective A:<\/strong> Library acquisitions will be patron-centered and demand-driven. Objective B:<\/strong> The library will continue acquiring electronic collections Objective C:<\/strong> The library will meet or exceed current Colorado Public Library Objective D:<\/strong> Cataloging will meet appropriate state and national standards. Objective A:<\/strong> The library will explore and actively cultivate resource sharing or Objective B:<\/strong> The library will continue to use or better utilize existing Colorado and Goal:<\/strong> Continue to provide a functional, safe and inviting facility that also allows for Objective B:<\/strong> Collect staff\/patron\u2019s observations and ideas for improving space utilization Objective C:<\/strong> A formal assessment to address space and its utilization in the library, off-site, Goal:<\/strong> The Red Feather Lakes Community Library will be open sufficient hours to meet Objective A:<\/strong> Operational hours will include morning, afternoon, evening, and weekends: Objective B:<\/strong> Analyze Library open hours to determine if changes are warranted Goal:<\/strong> Project financial needs for the Library and implement increased Objective A:<\/strong> Complete 5 year financial projection for the Library Objective B:<\/strong> Update giving\/donor guidelines and explore electronic giving options Objective C:<\/strong> Review funding opportunities, endowments, develop grant proposals as Overview:<\/strong> The Red Feather Lakes Community Library is governed by the Red Feather Goal:<\/strong> The library will remain in compliance with all Federal and Colorado laws affecting Objective A:<\/strong> The Director and the Board of Trustees will establish a time or method Objective B:<\/strong> The Director and the Board of Trustees will establish a time or method Goal:<\/strong> Recognize that all people, including patrons, staff, Volunteers, Boards, Friends of Objective A:<\/strong> Provide high-quality customer service and a pleasant, supportive, and safe Objective B:<\/strong> Maintain a pleasant, supportive, and safe working atmosphere in the library Objective C:<\/strong> Improve staff satisfaction, internal communications, and employee Objective D:<\/strong> Review all staff and compensation\/benefits annually including retirement Goal:<\/strong> Market and promote library resources, services and programs.<\/p>\n Objective A:<\/strong> Develop a marketing plan that will promote library resources, services, and Objective B:<\/strong> Continue to increase the public\u2019s awareness of library needs, resources, Objective C:<\/strong> Establish and foster relationships with businesses, community organizations, Goal:<\/strong> Promote a helpful and friendly library that is fully cooperative with many others Objective A:<\/strong> Assist the Friends of the Library, and attend their Board meetings on a Objective B:<\/strong> Promote and Welcome Volunteers Objective C:<\/strong> Establish cooperative relationships between the RFL Community Objective D:<\/strong> Plan to identify and serve the underserved population of the community Goal:<\/strong> Offer quality programs of targeted interest to the community.<\/p>\n Objective A:<\/strong> Evaluate current programming through the use of customer and Objective B:<\/strong> Coordinate and collaborate with community organizations to sponsor, co- Objective C:<\/strong> Use marketing plan and long range planning. Objective D:<\/strong> Library provides information and referral services as staff time allows Goal:<\/strong> Utilizing technology to best meet the needs of the library<\/p>\n Objective A:<\/strong> Library technology will be appropriate to the tasks required in creating, Objective B:<\/strong> Library technology will be cost-effective and specific to need and use Objective C:<\/strong> The library will meet or exceed Colorado Public Library Standards and The Colorado State Library requires a library Technology Plan to be in place to apply for a Colorado law requires that internet access be filtered for minors. All publicly accessible Objective D:<\/strong> Library technology will be sufficient to meet user and staff needs; staff Objective E:<\/strong> The library will have a continuous technology replacement plan in place. The library will plan and budget sufficiently for technology updates and\/or replacements. Objective F:<\/strong> The library will review and\/or update the master technology plan every Objective G:<\/strong> The library circulation system will reflect current library The circulation system will meet current library needs and as well conform to commonly Objective H:<\/strong> Technology cost-savings programs (such as E-Rate and TechSoup) will Objective I:<\/strong> The library will pursue appropriate technology granting opportunities. Goal:<\/strong> Planning should be an on-going process driven by changing circumstances, implementing Objective A:<\/strong> Thorough review of this plan and change\/amend it every three years.<\/p>\n Objective B:<\/strong> Review and revise Disaster Preparedness plans for the library<\/p>\n Objective C:<\/strong> Review staff replacement\/continuity and succession policy<\/p>\n State Library Check List for Governance Revision History<\/em> RED FEATHER LAKES COMMUNITY LIBRARY STRATEGIC PLAN Reviewed and approved by the Red Feather Mountain Library Board of Trustees, February 22, 2022 Red Feather Mountain Library District Vision: Red Feather Mountain Library District Mission: Red Feather Mountain Library District Equity, Diversity, & Inclusion Statement: Contents 1. COLLECTIONS………………………………………………………………………………………………………. 2 2. RESOURCE SHARING……………………………………………………………………………………………… 3 3. FACILITIES ………………………………………………………………………………………………………….. … Read more<\/a><\/p>\n","protected":false},"author":5,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"class_list":["post-9040","page","type-page","status-publish"],"_links":{"self":[{"href":"https:\/\/sandbox.aclin.org\/test\/wp-json\/wp\/v2\/pages\/9040","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/sandbox.aclin.org\/test\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/sandbox.aclin.org\/test\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/sandbox.aclin.org\/test\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/sandbox.aclin.org\/test\/wp-json\/wp\/v2\/comments?post=9040"}],"version-history":[{"count":0,"href":"https:\/\/sandbox.aclin.org\/test\/wp-json\/wp\/v2\/pages\/9040\/revisions"}],"wp:attachment":[{"href":"https:\/\/sandbox.aclin.org\/test\/wp-json\/wp\/v2\/media?parent=9040"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
\nFebruary 22, 2022<\/em><\/p>\n
\nRed Feather Mountain Library District Mission:
\nRed Feather Mountain Library District Equity, Diversity, & Inclusion Statement:<\/p>\n
\n1. COLLECTIONS………………………………………………………………………………………………………. 2
\n2. RESOURCE SHARING……………………………………………………………………………………………… 3
\n3. FACILITIES ………………………………………………………………………………………………………….. 4
\n4. FUNDING\/FINANCE………………………………………………………………………………………………….. 5
\n5. GOVERNANCE …………………………………………………………………………………………………………. 6
\n6. HUMAN RELATIONS\/RESOURCES ……………………………………………………………………………….. 6
\n9. SERVICES AND PROGRAMMING ………………………………………………………………………………….. 9
\n10. TECHNOLOGY ……………………………………………………………………………………………………….10
\n11. PLANNING ……………………………………………………………………………………………………………12
\n12. ATTACHMENTS ……………………………………………………………………………………………………..13
\nState Library Check List for Governance ……………………………………………………………………..13<\/p>\n1. COLLECTIONS<\/strong><\/h2>\n
\ncollection that informs, entertains, challenges, and responds to the needs and interests of
\na dynamic community of patrons.<\/p>\n
\nmaterials added annually. The collection needs to be matched to materials removed
\nfrom the collection.<\/p>\n
\nMaterials purchased are designed to maximize patron use, enjoyment and interest. Subject
\nareas of limited interest or limited use will be minimally purchased.
\n\u25cf Who: Library Director, Staff, Materials Selection Committee
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time
\n\u25cf Measure of Success: Determined by survey<\/p>\n
\nCollection will be developed as determined by patron interest. This may include both
\nindividual e-Books available for circulation through patron-supplied technology, limited
\nlibrary supplied technology, and\/or electronic databases that are available online to registered
\nlibrary-card holders.
\n\u25cf Who: Staff and Volunteers
\n\u25cf When: Ongoing as funds become available
\n\u25cf Cost: Staff time, possible technology costs, and budgeted funds
\n\u25cf Measure of Success: Determined by patron usage data<\/p>\n
\nStandards
\n\u25cf Who: Library Director and Library Board of Trustees
\n\u25cf When: Annual evaluation
\n\u25cf Cost: Staff time
\n\u25cf Measure of Success: Comparative review<\/p>\n
\n\u25cf Who: Library Director, Staff, and Volunteers
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time
\n\u25cf Measure of Success: Cataloging meets appropriate standards<\/p>\n2. RESOURCE SHARING<\/h2>\n
\nconsortium purchasing options when those options allow for improved or more
\nefficient access or significant cost savings.
\n\u25cf Who: Library Director and Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time, budgeted funds as available
\n\u25cf Measure of Success: Use of loan processes and resource sharing data<\/p>\n
\nRed Feather Mountain Library District 2022 Strategic Plan February 22, 2022, Page 4
\nnational resource sharing frameworks including but not limited to; AspenCat, SWIFT,
\nALA-interlibrary loan, and OCLC.
\n\u25cf Who: Library Director and Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time
\n\u25cf Measure of Success Effective use of staff time data and survey<\/p>\n3. FACILITIES<\/strong><\/h2>\n
\nchanging priorities
\nObjective A: Maintain and improve facilities as needed or anticipated.
\n\u25cf Who: Library Director, Finance Committee, Board
\n\u25cf When: Ongoing and as needed or anticipated.
\n\u25cf Cost: Staff time, supplies and material, budgeted funds
\n\u25cf Measure of success: Appropriately maintained facilities per above goal.<\/p>\n
\n\u25cf Who: Library Board, Library Director, Staff
\n\u25cf When: Ongoing collection of input
\n\u25cf Cost: Staff time
\n\u25cf Measure of success: Collected input<\/p>\n
\n\u201cBook Mobile,\u201d and satellite locations
\n\u25cf Who: Library Board, Library Director, Staff
\n\u25cf When: Ongoing collection of input
\n\u25cf Cost: Staff time
\n\u25cf Measure of success: Collected input<\/p>\n
\ncommunity needs<\/p>\n
\n\u25cf Who: Library Board Library Director, Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Library Director, Staff time, budgeted funds
\n\u25cf Measure of success: Library usage statistics and favorable patron comments<\/p>\n
\n\u25cf Who: Library Board Library Director, Policy Committee, Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time, budgeted funds
\n\u25cf Measure of success: Library usage statistics and patron comments<\/p>\n4. FUNDING\/FINANCE<\/h2>\n
\nfunding actions.<\/p>\n
\n\u25cf Who: Director, Financial Librarian, Volunteer, CPA, Board
\n\u25cf When: Ongoing; every 5 years
\n\u25cf Cost: Staff time, CPA service charge (budgeted)
\n\u25cf Measure of Success: Completion of projection to assist in financial planning<\/p>\n
\n\u25cf Who: Director, Friends, Volunteers, attorney and\/or CPA
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time, office supply budget, CPA fee, legal fees
\n\u25cf Measure of Success: Develop and make available giving\/donor guidelines<\/p>\n
\nneeded, while striving for program sustainability
\n\u25cf Who: Staff, Finance Committee
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time, office supply budget, postage
\n\u25cf Measure of Success: Grants are obtained successfully with sufficient time for reports<\/p>\n5. GOVERNANCE<\/h2>\n
\nMountain Library District, a division of Colorado State Government. A Board of Trustees
\nrepresenting residents of the service area is approved by Larimer County Commissioners. The
\nBoard does not participate in day-to-day operations of the library. Please refer to Library
\nGovernance Check List attached.<\/p>\n
\nlibraries.<\/p>\n
\nfor an annual review of compliance. Issues may be assigned to committees for later
\nBoard review.
\n\u25cf Measure of success: Compliance<\/p>\n
\nfor a biannual, casual review of the Red Feather Lakes Community Library Strategic
\nPlan.
\n\u25cf Measure of success: Compliance<\/p>\n6. HUMAN RELATIONS\/RESOURCES<\/h2>\n
\nthe Library, and members of the greater community, are our most valuable asset.<\/p>\n
\npatron experience by:
\n1. Participating in on-going training for customer service, technology, and other
\nlibrary-related skills.
\n2. Developing and maintaining training manuals, guides and policies as needed.
\n3. Maintaining open staff circulation desk during hours of operation with
\nattentive staff and Volunteers.
\n\u25cf Who: Library Director, Staff and Volunteers
\n\u25cf When: Ongoing
\n\u25cf Cost: Training and office supply budgets, staff time
\n\u25cf Measure of success: Patron feedback<\/p>\n
\nfor staff and Volunteers.
\n\u25cf Who: Library Director, Library Staff, Volunteers
\n\u25cf When: Ongoing
\n\u25cf Cost: Office supply budget and staff time
\n\u25cf Measure of Success: Use, effectiveness and feedback<\/p>\n
\neffectiveness.
\n1. Provide methods and opportunities for effective staff communication (meetings,
\nfeedback and reviews).
\n2. Foster and encourage continuing education and professional development.
\n\u25cf Who: Library Director, Staff and Volunteers
\n\u25cf When: Ongoing
\n\u25cf Cost: Time
\n\u25cf Measure of Success: Use, effectiveness and feedback<\/p>\n
\n\u25cf Who: Library Director, Library Board
\n\u25cf When: Annually
\n\u25cf Cost: No budget needed
\n\u25cf Measure of Success: Completed as scheduled at least annually<\/p>\n7. MARKETING<\/h2>\n
\nprograms and target the means of promotion to the service, product or concept being
\npromoted.
\n\u25cf Who: Library Board in consultation with Library Director
\n\u25cf When: TBD as time allows
\n\u25cf Cost: Library Board and staff time, office supply budget, technology budget
\n\u25cf Measure of Success: Marketing plan completed and implemented<\/p>\n
\nservices and programs through a variety of media formats.
\n\u25cf Who: Library Board, staff and Volunteers
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time, office supply budget, postage, printing, technology costs and materials
\n\u25cf Measure of Success: Public awareness and support<\/p>\n
\nand utilize collaborative programming
\n\u25cf Who: Library Board, staff and, Volunteers
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time, office supply budget and materials
\n\u25cf Measure of Success: Relationships developed<\/p>\n8. OUTREACH AND ADVOCACY<\/h2>\n
\npromoting shared services.<\/p>\n
\nregular basis. Clearly distinguish between the responsibilities of the Friends and Library
\nStaff.
\n\u25cf Who: Library board President, Library Director and assistant Librarian
\n\u25cf When: Ongoing
\n\u25cf Cost:, Staff time
\n\u25cf Measure of Success: Attendance and cost effectiveness<\/p>\n
\n\u25cf Who: Library Director, and Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Staff time, training, office supplies, and budget
\n\u25cf Measure of Success: Effectiveness of program participants<\/p>\n
\nLibrary, other libraries, library constituents, and local government agencies for
\nshared services.
\n\u25cf Who: Library Director and Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Variable program funding, office supplies, budget, and staff time
\n\u25cf Measure of Success: Successful relationships developed<\/p>\n
\n\u25cf Who: Library Director and Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Variable
\n\u25cf Measure of Success: Successful relationships developed<\/p>\n9. SERVICES AND PROGRAMMING<\/h2>\n
\ncommunity surveys, community studies, evaluations and other means appropriate to
\nremain relevant to the community.
\n\u25cf Who: Program Committee, Library Director, Staff, Volunteers and presenters
\n\u25cf When: Administer surveys and evaluation forms (ongoing)
\n\u25cf Cost: Office supply budget and staff time and programming budget
\n\u25cf Measure of Success: Ongoing Program Committee review<\/p>\n
\nsponsor, or offer programs.
\n\u25cf Who: Program committee, staff, Volunteers and local organizations
\n\u25cf When: Ongoing
\n\u25cf Cost: Variable program funding, grants, office supply budget, programming budget,
\nspace costs and staff time
\n\u25cf Measure of Success: Response of sponsors and participants<\/p>\n
\n\u25cf Who: Program Committee, Library Director, Staff, Volunteers, Friends of the Library
\nBoard, Board of Trustees, and community leaders
\n\u25cf When: Ongoing
\n\u25cf Cost: Office supply budget and staff time
\n\u25cf Measure of Success: Attendance, evaluations and cost effectiveness<\/p>\n
\n\u25cf Who: Library Director and Staff
\n\u25cf When: Ongoing
\n\u25cf Cost: Office supply budget and staff time
\n\u25cf Measure of Success: Response of patrons<\/p>\n10. TECHNOLOGY<\/h2>\n
\nmaintaining and furthering library services.
\nEquipment will be purchased and installed that meets definite need and purpose.
\n\u25cf Who: Library Director and Staff
\n\u25cf When: As needed or appropriate
\n\u25cf Cost: Variable
\n\u25cf Measure of success: Continued and uninterrupted library service<\/p>\n
\n(e.g. not \u2018first tier\u2019, \u2018bargain basement\u2019 nor newly-introduced).
\nLibrary technology will be affordable, usable, and sufficiently specific to solve specific
\nproblems.
\n\u25cf Who: Library Board, Library Director and Staff
\n\u25cf When: As needed or appropriate
\n\u25cf Cost: Variable
\n\u25cf Measure of success: Within budget; continued or enhanced library service<\/p>\n
\nRed Feather Mountain Library District 2022 Strategic Plan February 22, 2022, Page 11
\ncomply with Colorado statute.<\/p>\n
\nnumber of technology-related grants. The library will develop and maintain a Technology
\nPlan based on three years of anticipated needs.<\/p>\n
\nmachines will have filtering software installed that prevents \u2013 as best possible \u2013 access to
\ninappropriate sites by minors while allowing override availability for adults on request.
\n\u25cf Who: Library Board, Library Director
\n\u25cf When: After the development of the initial document, every three years (or updated as
\nneeded)
\n\u25cf Cost: Staff time, hardware\/software
\n\u25cf Measure of success: Viable plan in place; ability to apply for funding dependent on the
\npresence of an up-to-date plan.<\/p>\n
\nprovides technological support to patrons as needed
\n\u25cf Who: Library Director and Staff
\n\u25cf When: As needed or appropriate
\n\u25cf Cost: Variable
\n\u25cf Measure of success: Usable, documented library systems<\/p>\n
\nBoth hardware and software have finite life spans; eventually, a point will be reached in which
\nthe amount of staff time and library money expended in using existing technology will exceed
\nthe value of use from the technology. The library will replace both hardware and software
\nbefore this level is reached.<\/p>\n
\n\u25cf Who: Library Board, Library Director and Staff
\n\u25cf When: Annually
\n\u25cf Cost: Variable, with efforts made to develop a \u2018fixed cost cycle
\n\u25cf Measure of success: Ongoing, financially acceptable technology replacements and
\ntransitions<\/p>\n
\nthree years or as appropriate under changing circumstances.
\n\u25cf Who: Library Board, Library Director
\n\u25cf When: Every three years or otherwise following significant technology changes
\n\u25cf Cost: Administrative time
\n\u25cf Measure of success: Plan completed, reviewed annually and revised as needed<\/p>\n
\npractice and allow appropriate configuration or variability to meet local user
\nneeds.<\/p>\n
\naccepted public library standards and practice. The circulation system will allow for reasonable
\nmanagement capabilities and oversight and promote or enhance critical multiple-library
\nactivities such as interlibrary loan.
\n\u25cf Who: Library Director and Staff
\n\u25cf When: As needed
\n\u25cf Cost: Variable, but subject to planning and analysis
\n\u25cf Measure of success: Efficient, continuing library circulation and management.<\/p>\n
\nbe utilized when needed.
\n\u25cf Who: Library Director and Staff
\n\u25cf When: As available or pertinent
\n\u25cf Cost: Administrative and Staff time
\n\u25cf Measure of success: Successful grant awards. The receipt of subsidies in reducing
\nthe library\u2019s financial technology burden.<\/p>\n
\n\u25cf Who: Library Board, Library Director and Staff
\n\u25cf When: As available
\n\u25cf Cost: Administrative and Staff time and resources
\n\u25cf Measure of success: The enhancement of current library technology, resources, or
\nprocess or the offsetting of continuing library technology costs.<\/p>\n11. PLANNING<\/h2>\n
\nRed Feather Mountain Library District 2022 Strategic Plan February 22, 2022, Page 13
\ncommunity and patron needs, and to have a guide for management\u2019s actions.<\/p>\n12. ATTACHMENTS<\/h2>\n
\no 1. Library has been established in accordance with state and local codes and
\nordinances, in conformance with Colorado Library Law CRS 24\u201090\u2010105.
\no 2. Library is in compliance with federal and state laws that affect library operations,
\nincluding the American with Disabilities Act, the Fair Labor Standards Act, and the
\nColorado Confidentiality Law.
\no 3. A map of the current service area population is made available to the Colorado State
\nLibrary.
\no 4. Maintain a written plan of emergency procedures and risk management plan.
\no 5. Library Governing Authority assures that all residents of the library service area
\nhave access to tax\u2010supported public library services.
\no 6. Library Governing Authority is ultimately responsible for the library and its budget.
\no 7. Maintain insurance covering property and liability, including volunteer liability
\ncovering errors and omissions.
\no 8. Library has a Governing or Advisory Board with appointments and terms in
\ncompliance with state statute. Membership reflects the demographics of the
\npopulation served by the library.
\no 9. The Library Governing Authority actively recruits qualified candidates for
\nLibrary Board openings.
\nRed Feather Mountain Library District 2022 Strategic Plan February 22, 2022, Page 14
\no 10. Library Governing Boards have written bylaws that outline its purpose and its
\noperational procedures and address conflict\u2010of\u2010interest issues. The bylaws are
\nreviewed at least every three years and a current copy is sent to the Colorado State
\nLibrary.
\no 11. Library Board members receive a complete orientation including a tour of the
\nLibrary, a Trustee manual, a copy of the bylaws, policies, Colorado Library Law,
\nColorado Public Library Standards and pertinent minutes and information on issues
\ncurrently being considered by the Library Board.
\no 12. Board meetings are regularly scheduled with a minimum of six per year. Meetings
\nare open, in compliance with the Colorado Open Meetings (“Sunshine”) law, CRS 24\u2010
\n6\u2010401\u2010402. The Library Director is present at all board meetings. Written minutes are
\navailable for distribution to the public.
\no 13. Library Governing Authority has the responsibility for hiring the Library
\nDirector according to a written job description.
\no 14. Library Governing Authority develops performance expectations for the Library
\nDirector, and uses them to annually appraise performance.
\no 15. Library Governing Authority sets goals for its own continuing education and
\nperformance, and annually reviews their performance.
\no 16. Library Governing Authority delegates the hiring of staff to the Library
\nDirector. Board members are not involved in the day\u2010to\u2010day operation of the
\nlibrary.
\no 17. Library has written policies to govern library personnel, operations and services.
\nPolicies include:
\nAdoption of the ALA Library Bill of Rights
\nALA Freedom to Read Statement
\nFreedom to View Statement
\nBoard of Trustees
\nStatement of Ethics
\nProfessional Ethics
\nAccess to Electronic Information, Services and Networks
\nMeeting Room usage
\nConfidentiality of patron records
\nSafety
\nSecurity
\nInternet Use (technology)
\nRed Feather Mountain Library District 2022 Strategic Plan February 22, 2022, Page 15
\no 18. Policies are approved and reviewed regularly by Library Governing Authority.
\nWhen needed, new policies are written, approved, implemented, and distributed.
\no 19. Library uses surveys and other feedback tools and measures to determine the
\neffectiveness of its services.
\no 20. Library reports statistics in the Colorado Public Library Annual Report.
\no 21. Library Governing Authority meets with elected officials and community members to
\ninform them about library services and needs and advocates for the library.
\no 22. Library Director writes procedures that are regularly reviewed and revised as
\nappropriate and made available to staff.
\no 23. Library Director regularly communicates with staff, not only sharing Library
\nGoverning Authority priorities, but also gathering significant staff concerns that may
\ninform governing decisions.
\no 24. Library Director prepares and presents a report to the Library Governing Authority
\nat all regular meetings. Each report should address current library statistical and
\nfinancial information, human resource matters, library programs, needs, problems, and
\nsuccesses.
\no 25. The Library Director and the Library Governing Authority stay current with library
\nrelated issues by way of the Colorado State Library (CSL), the Colorado Library
\nConsortium (CLiC), the Colorado Association of Libraries (CAL), and the American
\nLibrary Association (ALA) including Association of Library Trustees, Advocates, Friends,
\nand Foundations (ALTAFF).
\no 26. Library Director engages in activities, events, and publications in State (CAL),
\nRegional (MPLA), and\/or National (ALA) professional associations.
\no 27. Library Director and\/or the library organization is a member of the State professional
\norganization
\n– Colorado Association of Libraries (CAL.)
\no 28. Library Director and the Library Governing Authority actively participate when
\ncritical legislative issues arise that affect the future of libraries.<\/p>\n
\nReviewed and approved by the Red Feather Mountain Library Board of Trustees, February<\/em>
\n22, 2022<\/em>
\nReviewed and Revised by the Board of Trustees on July 27, 2011.<\/em>
\nReceived and Reviewed by the Board of Trustees on October 22, 2008.<\/em>
\nInitial Strategic Plan created July 2007-October 2008.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"