Rebecca Lynn's List: SML

• lthough the lack of a stable budget is a major constraint on the future of school library media programs, discussions of budget processes, budget development, and budget analysis just don't seem to draw cheering crowds and packed ballrooms.
• Budgeting is an important part of the program administration role of the library media specialist, and provides the tools for success in other roles
• This cycle has three parts: knowledge, planning, and implementation.
• have a sound understanding of the budget processes in the school and district.
• The deadline to have budget requests for the following school year may be as early as October of the current year.
• Learn the deadlines.
• It may be surprising to learn the many avenues that will lead to a brighter budgeting future for the library media program.
•   Building a budget request does not start with dollars, it starts with standards. It is necessary to have an understanding of the recommended components of a strong school library program.
• Every item requested must have a direct relationship to student achievement, either through improved teaching or through direct benefit to students
• You may not have had much control in the past over the budget you received, but you have total control over the dollar amount you request.
• t is quite possible that the amount of money it would take to fully fund the library program may not be well-received. Submitting an annual budget request is still a professional responsibility.
• Base the request on defensible facts, current research, and instructional goals aligned with current initiatives of the school and district. Develop a written budget that is professional in tone, contains little emotion or hyperbole, and is concise and direct. Submit the budget to the proper channels. Repeat the process every year.
• Gather Support.
• budgeting and advocacy go hand in hand.

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• they methodically met with key district officials and committees to lay the groundwork for requesting significantly increased funding for collection development.
• proactive leaders
• supports library media specialist involvement in teacher associations
• district technology committees, participating in long-range planning and policy development. They are at the forefront of introducing new technologies, trends, and ideas in their buildings and districts.
• participating in di
• verse community organizations, from public library boards to civic organizations and museums
• good organizational skills
• advocacy is no longer an option but a must
• professional organizations
• passionate desire to help the profession, help students, and grow personally and professionally.
• collaboration as key in his role of improving student achievement.
• he only line of defense has been to present concrete evidence that directly correlates student achievement with library instruction
• Although the issue is not new, librarians are realizing that an in-depth investigation and analysis is being required. Knowing how to conduct formative/quantitative methods of assessment, performing analysis, [and] interpreting and sharing our data has become not only a desirable skill, but also a job requirement."
• It becomes crucial that every library media program be a dynamic and active part of the school, not only to help our students succeed, but also so that when a teacher in their building becomes a principal in another district without a library media specialist, he/she begins to demand it because of the positive impact they know it can have

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• Remember that the grass is always greener and classroom teachers may think you have the best pasture of all. Show that you work hard; don't talk about it.
• Make sure that you are visible
• it certainly should be open before and after school and during student and teacher lunches.
• there has to be a way to make the library media center and its resources available to match patron time
• Books not only need to be used, they need to be used up.
• We need to deal with the few who choose not to follow our simple rules, rather than create more rules for the masses to follow. Changing a situation by changing behavior is messy, can create conflict, and is time-consuming. Situations can only truly change when the behaviors that caused them are targeted and dealt with fairly, swiftly, and consistently.
• Rules need to make sense--first and foremost. We can't continually bemoan that children aren't reading at the same time we have limits on resources to be checked out.
•  Each student and staff member must feel that the library media center is a welcoming place.
• Students need to know what they can do in a library media center and know how to use the resources.
• the Hippocratic Oath for Library Media Specialists should be Do Not Deny Access.

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• Teaching behavioral expectations and rewarding   students for following them is a much more positive   approach than waiting for misbehavior to occur before   responding.
• The purpose of school-wide PBS is to establish   a climate in which appropriate behavior is the norm.

  • Need to have consistancy in school with all staff.
• school-wide leadership
• at least   80%

  • with even 20% not on board it could cause problems.
• Regular monitoring and evaluation are needed

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• Focusing on specific behavior and not on the person.