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Dormann Library |
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Dormann Library
Board of Trustees
Meeting Dates
All meetings of the Board of Trustees are held on the second Monday of the
month (except for July and August) unless otherwise noted.
Mission Statement
The Dormann Library is a community library that exists to serve the ever
evolving and expanding need for knowledge and information. The library provides
the opportunity for life-long learning by making resources available to its
patrons from local, regional and national sources; from the best-seller list to
literature and the arts, to research and data, to hands-on-workshops and
cultural events.
Members
The Board of Trustees of the Dormann Library is comprised of eleven members
who reside or work within the boundaries of the Bath School District. Trustees are
elected to serve a five-year term. The Board meets on the second Monday of each
month September through June at 5:00PM in the Empire Room.
Attorney William Joint, President
Term: 2009
David Fiedler, Vice President
Term: 2008
June Bates, Secretary
Term: 2010
Donna Simonson, Treasurer
Term: 2010
Marie Benesh, Trustee
Term: 2009
Jerry Keeler , Trustee
Term: 2008
Carol Mozes, Trustee
Term: 2010
Jackie Porter, Trustee
Term: 2008
Judy Jaromin, Trustee
Term: 2009
Judi White, Trustee
Term: 2008
Walt Longwell, Trustee
Term: 2009
Jessica Smith, Student Member
1. There shall be eleven members of the Board of Trustees. The term of office of trustees shall be three years and shall be limited to three successive terms. Election of trustees will be held at the annual budget vote.
2. Any vacancy in the office of any trustee will be filled by a Board appointment until the next annual election of trustees, at which time a person will be elected for the balance of the unexpired term.
1. The officers of the Board shall be a president, a vice president, a secretary, and a treasurer.
2. A nominating committee shall be appointed by the president two months prior to the end of the library year. They shall nominate officers and fill vacancies.
3. Officers shall be elected at the annual meeting of the library year by a majority vote of the Board.
4. All officers shall have the usual powers associated with their office.
The president shall conduct library
business meetings and other responsibilities of the office.
The vice-president shall assume the duties of the president
in his/her absence.
The secretary shall keep minutes of the meeting and submit
them for the next meeting.
The treasurer shall be responsible for the financial dealings
of the library as directed by the Board.
1. Regular meetings shall be held each month at dates and times to be established by the Board. Meetings shall be open to the public except when individual personnel issues are being discussed.
2. Special meetings shall be held at the call of the president or any three trustees.
3. The order of business shall be as follows
Roll call
Review of minutes of previous meetings
Financial report
Report of the Director
Committee reports
Nominations and elections, if any
Old business
New business
Adjournment
4. A quorum shall be six Board members.
5. Vacancies among the officers shall be filled at an election at a regular meeting and a majority vote of the trustees present shall be necessary for an election.
1. The following will be standing committees: public relations, personnel, buildings, budget and finance. These committees shall have all the usual powers associated with such committees.
2. The president of the Board shall appoint committee members
3. Ad hoc committees may be appointed by the president with the approval of the Board. Non-board members may be appointed to such committees to bring special capabilities for the resolution of problems confronting the committee.
4. All committee actions are subject to approval by a majority of the Board.
1. The Board shall appoint a qualified library director who shall be the executive and administrative officer of the library.
2. The Director shall be held responsible for the proper performance of duties as spelled out in the job description provided by the Board.
3. It shall be the duty of the Director to attend meetings of the Board including budget meetings or public meetings where action may be taken affecting the interests of the library. The Director shall have the right to speak on all matters under discussion at Board meetings but shall not have the right to vote thereon.
These by-laws may be repealed, amended, or added to by a majority vote of the whole Board at a regular meeting. Such action may be taken, however, only after the substance of the proposed repeal, amendment, or addition has been presented in writing at a prior regular or special meeting and notice thereof has been given in the notice of the meeting at which it is to be considered.
Amended November 2002
Strategic Plan
Background
In order to direct the efforts of the Dormann Library staff, Board, and the
Friends of the Library toward a common set of goals, the Library Strategic
Planning Process was undertaken during February through July 2001.
Indicators of the need for a more formal planning process were becoming m ore
evident to the Board as we addressed issues with funding, the need for expanding
the collection, human resource issues, and the overwhelming role of technology
in our library and in libraries everywhere.
A new mission statement was developed:
The Dormann Library is a community library that exists to serve the ever evolving and expanding need for knowledge and information. The library provides the opportunity for life-long learning by making resources available to its patrons from local, regional and national sources; from the best-seller list to literature and the arts, to research and data, to hands-on-workshops and cultural events.
In April, the Planning Process was developed and approved by the Board as follows:
In order to more fully understand and appreciate the changes taking place in the functioning of the library, we gathered data from a variety of sources, and interviewed staff, Board members, and volunteers to get a broad picture of the perceptions and realities of issues. Further information gathering will include an assessment from the community in the coming months.
Population: The current population that is served by the Dormann Library consists primarily of adults over age 34, or 59% or the population. Children from 0-9 years old comprise only 11% of the population. Our service population is comprised of a primarily adult group
Program Offerings: Our current program slate is focused on the age group of 0-9 years old, with 66% of the programs directed toward this group. Only 13% of our programs are directed towards adults and 19% toward middle and high school students. Our programs are directed primarily toward children.
Holdings: Current holdings consist of thirty thousand items. Children’s fiction being the largest holding at 9350, adult fiction at 9223, and adult non-fiction at 6211. Holdings need to be expanded and continuously upgraded.
Operating Funding: Key funding for programs and collection upgrades comes from the School District and State and Federal programs. Very little of our operating funding is derived from endowments, memberships, or gifts. We need to develop skills and programs to increase our own funding ability and decrease our dependence on tight funding sources.
Staff Technology Skills: The increasing demand for information technology capability and skills is placing new demands on library staff. We need to train library staff in technology usage on an ongoing basis.
Technology: The acquisition of hardware, software and telecommunications capability has been a major asset to the library in the last few years. No provision has been made for the ongoing maintenance and upgrading of these tools and technologies. We need to manage the technology and plan for the cost of maintenance, upgrades and enhancements.
Buildings and Grounds: The generous gift of our library building has provided us with the facilities to grow and provide numerous services to our patrons. Our lack of planning for maintenance has impacted our budget. We need to redevelop our budget categories and annual planning process to better manage resources and funds.
Planning: Planning has not been a priority for the library while responding to changes brought about by moving to a new facility and managing the growth that has occurred with it. We need to do long-term financial and operational planning to more effectively utilize our resources, including the partnership with other entities (historical society) to leverage our resources more effectively.
General Operating Issues: A large number of suggestions and ideas were developed from brainstorming sessions with staff, Board members, and Friends of the Library. Those are highlighted in Appendix A.
An analysis of the data and information led to the development of six key themes that should be addressed by the Strategic Plan:
Communications: The library will endeavor to increase our visibility with the community at large by developing a communications plan to include:
Partnerships: The library will partner with other organizations in the community to leverage our resources and increase our visibility.
New Target Audiences and Programs: The library will target new the over 34 and middle school audiences.
Manage Services and Resources: The library will assess roles and responsibilities of staff and hours.
Funding Improvement and Enhancement: The library will develop a plan to increase endowments and funding sources.