By Rebecca Scherer, Director
Manitowoc-Calumet Library System
One of the most important responsibilities of a library board is hiring a qualified library director. Equally important, however, is the board’s responsibility to evaluate the director’s performance on a regular basis. Although many public libraries receive human resources support from their municipality, the responsibility for conducting the director’s evaluation rests solely with the library board.
While the full library board should review and approve the final written evaluation, trustees may choose to delegate the preliminary review process to a standing personnel committee or an ad hoc committee appointed specifically for this purpose. The committee can establish a timeline, assign responsibilities, and determine how feedback will be collected, whether through paper forms, online surveys, or a combination of both. Resources such as the Department of Public Instruction’s Trustee Essentials provide sample performance appraisal forms that can guide the process.
Conducting a thorough evaluation of the library director offers significant benefits for both the board and the library. The process provides an opportunity to assess current performance while also helping to establish goals and priorities for future library services and programming. Clearly defined and measurable objectives create benchmarks for future evaluations and can be adjusted over time as the needs of the library and community evolve.
Performance evaluations also serve practical administrative purposes. They can help determine appropriate adjustments to the director’s compensation and provide a structured framework for addressing performance concerns. If necessary, the evaluation process may support the development of performance improvement plans or provide documentation related to disciplinary action or termination. Additionally, regular evaluations allow the board to review and update the library director’s job description to reflect changing library practices and community expectations.
An effective evaluation process should include several essential components:
Director evaluations should be conducted annually; more frequently for new directors.
Evaluations should be based on the director’s current job description.
A self-evaluation completed by the director can provide valuable insight into library operations, successes, and programming initiatives.
Feedback should be gathered from a variety of stakeholders connected to the library’s success, including library trustees, staff members, library system representatives, and directors from fellow member libraries.
During the discussion and review of evaluation responses, the board or committee may need to enter into closed session. Under Wisconsin’s Open Meetings Law, State Statute 19.85, closed sessions are permitted for personnel-related matters involving employment, promotion, compensation, or performance evaluations of public employees under the jurisdiction of the library board.
Although conducting a director evaluation can be time-consuming and, at times, challenging, the process plays a vital role in strengthening library leadership and planning for the future. A thoughtful and constructive evaluation can provide motivation, support professional growth, and help guide the continued success and direction of the library.
Additional Resources
More information regarding conducting closed session for evaluation and compensation purposes can be found in Wisconsin Statute § 19.85 at the Wisconsin Legislature website:
Wisconsin Legislature: 19.85
More information is also provided in Trustee Essential #6: Evaluating the Director, available through the Wisconsin Department of Public Instruction website: For Library Trustees | Wisconsin Department of Public Instruction
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