At their meeting on Sept. 18, 2017, the State Library Board endorsed the Best Practices in Connecticut’s Public Libraries as a voluntary best practice for Connecticut public libraries and encouraged their widespread use.
The success of virtually every program and service of the library depends upon having a skilled, motivated staff. In order to recruit and retain such a work force, the library must seek out the most qualified candidates, offer competitive salaries and benefits, support ongoing training and continuing education opportunities and provide a work environment that ensures equitable treatment for all staff.
Professional positions (MLS typically required)
The Connecticut Library Association recommends a minimum salary of $27.00 per hour for entry-level positions requiring an MLS. This recommendation applies to both full-time and part-time professional positions.
Library Technical Assistant or equivalent positions (MLS typically not required)
The Connecticut Library Association has established minimum salary recommendations for LTA positions. Due to the wide variety of these positions, CLA has established three levels based on education or experience. For a description of each level, click on the links below. You may also download general information about the levels.
LTA 1 - $13.75/hour.
LTA 2 - $17.60/hour.
LTA 3 - $20.30/hour.
Developing a Compensation Plan for Your Library by
In this edition, Singer and Francisco tackle the new challenges facing administrators and human resources planners such as the retirement of the Baby Boomers, determining the compensation value of an MLS, and how to retain your organization's high-performing employees.
Developing Library Leaders by
How can you successfully lead your library through the changes taking place in today's transitional information environment? What skills must you develop or hone in order to build a confident, comfortable, and capable staff in your institution? In their highly practical new How-To-Do-It Manual, authors Robert D. Stuart, the former Dean Emeritus of Simmons College's Graduate School of Library and Information Science and Maureen Sullivan, a leadership expert with over thirty years experience delivering consulting and training services to libraries and other information services, will help you identify the essential concepts and goals behind great leadership, and effectively implement each one into your library's organizational structure. Developing Library Leaders covers key strategies and processes for coaching, team building, and mentoring library staff. Following a foreword from James G. Neal, (Vice President for Information Services and University Librarian, Columbia University) the authors clearly define the major roles and responsibilities of a library leader and offer valuable techniques for persuading and influencing others, building and leading teams and groups, and managing projects. There is step-by-step guidance for developing crucial coaching and mentoring skills, as well as tips for succession planning and facilitating long-term development. Throughout the book, Stueart and Sullivan provide ample models, outlines, examples, and charts for further guidance and to reinforce the practical use of key strategies. The generations-old adage that "leaders are born not bred" is a myth; it is now commonly accepted that leadership is a skill that can be developed. Stueart and Sullivan show current and future library directors and managers how to develop their institutions' most valuable asset - their staff- and better prepare them to lead.
Staff Development on a Shoestring by
Staggering reductions in library funding are forcing library managers to get even more creative about staff development which is needed more now than ever as library usage increases. In Staff development on a shoestring, former New Jersey Library Association President and award-winning library director Marcia Trotta details innovative in-house training solutions, co-partnership opportunities, distance learning programs, and case studies from around the world.
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