Elly Rifkin December 6, 2010

Highland Park High School  ~2,000 students (~18/class) in G9-12  95% graduation rate  ~11% low-income, ~3% LEP  ~79% Caucasian, ~16% Hispanic  ~15% students with disabilities  Not making AYP in Mathematics Jamieson Elementary  820 students (~23- ~36/class) in pre-K-8  ~96% attendance rate  75% low-income, 22% LEP  ~33% Caucasian, ~27% Hispanic, ~32% Asian/P.I.  ~12% students with disabilities  Making AYP

 Limited capacity  Outdated technology  K-5+: fixed schedule  2010 curriculum: Scholastic’s Reading Counts  Supportive principal  Limited budget  Minimal collaboration  Circulation relatively low  Helpful parent volunteers

 Growing groups of immigrant/LEP students  Many children with special needs  Minimal collaboration with teachers  Limited parent involvement Translated books from ICDL, order more multicultural materials Appeal to principal to hire more aides or require a 2 nd adult during library time Work with collaborating teachers to present to faculty the value of the library Devote funds to hosting more Reading Nights (& effective marketing)

 Well-funded  Abundant technology  Multiple classrooms  Pleasing design and lighting  Very busy  Lots of teacher support  Well-staffed  Library plays key role in curriculum

Manages budgeting & programming; supervises 1 certified librarian 1 certified librarian 3 library assistants 3 library assistants 1 secretary 1 secretary

 Expand access to resources  Improve student- teacher relationships  Communicate the importance of good research skills to ALL faculty members Increase collaboration by unblocking social networking sites like Facebook Collaborate on more formal staff development presentations with the Media Center  Be sure to include teacher success stories.  Continue making presentations to faculty at before and after-school meetings

Communicated Area of Need:  High-interest nonfiction titles which tell “true stories of teens and young adults that have overcome major life obstacles.”

 Primary: Improve collection management through scheduling regular collection analysis and inventory periods.  Secondary: Acquire more high-interest nonfiction titles for the collection that include true stories of teens and young adults whom have overcome serious challenges.

1. Designate an annual or biannual block of time to conduct Collection Analysis using TitleWave 2. Prepare a brief report that summarizes the Collection Analysis results 3. Identify areas of need in the collection 4. generate a list of titles needed to improve the collection; be sure to include the cost of each item and the number of copies needed for sufficient use; and 5. From the titles generated, prioritize the books needed immediately. 6. Prepare a budget and spending rationale for acquisitions 7. Use TitleWise and book review sources to search for specific nonfiction titles 8. Use Booklist, VOYA, School Library Journal, and other review sources to narrow selections 9. Create a Wish List of new titles using Follett’s TitleWise software 10. Formally assess the usefulness of TitleWave and TitleWise as Collection Development tools

 Time  TitleWave tutorial video  Electronic file with all exported MARC records  Access to review sources  $ to devote to specific nonfiction titles of immediate need

 Building Principal: approves funding  Library Director: manages the Collection Analysis effort; scheduling, budgeting, weeding, instructing library staff to use TitleWave and TitleWise, selecting new titles, delegating tasks to library staff, etc.  School Librarian/Library Assistants: support the Director by completing assigned tasks such as preparing reports, using TitleWise to search for new “true stories” nonfiction titles, etc.  Elly Rifkin: provides the initial Collection Analysis report to the Director via using Follett’s TitleWave

TIMEFRAMETASKS Ongoing Director spends 4-5 hours per week on collection management improvement Library staff members help Director weed any outdated or damaged nonfiction titles from the collection ImmediateElly Rifkin will provide Library Director with TitleWave Collection Analysis report Jan. 1–Feb. 11.Director assesses collection areas of immediate need and prepares a report 2.Director compiles and submits budget proposal for Principal indicating how funds will be spent and rationale for adding high-interest nonfiction books to the collection 3.Director trains library staff to use Follett’s TitleWave and TitleWise software 4.Assigned library staff members locate new nonfiction titles using Follett’s TitleWise software and create a new “Wish List” to be reviewed by the Director Feb. 1–Mar. 11.Director assesses TitleWise Wish List of nonfiction titles through examining book reviews from various sources 2.Principal approves funding for nonfiction collection development 3.Director purchases nonfiction titles using the Follett’s TitleWise software *Note: any additional areas of immediate need identified through via TitleWave Collection Analysis report (prepared by Elly Rifkin) can be added to the purchase order if funding allows Mar 1–April 11.Director conducts a meeting with library staff to assess whether or not Follett’s TitleWave and TitleWise programs have improved collection management 2.Director holds a follow-up meeting with Principal to determine if allocated funds met the collection development needs of the school library

$ (for new nonfiction books that tell true stories of teens/young adults that have overcome major life challenges)

TIME  The biggest obstacle to improving collection management and analysis and researching new nonfiction titles is time.