Library media specialists (LMSs) exert a complex web of effects on the LM programs. Findings about these effects are summed up in the following description of a strong LM program. A strong LM program is one that is adequately staffed, stocked, and funded. Minimally, this means one full-time library media specialist (LMS) and one full-time aide. The relationship, however, is incremental; as the staffing, collections and funding of LM programs grow, reading scores rise. whose staff are actively involved leaders in their school’s teaching and learning enterprise. A successful LMS is one who has the ear and support of the principal, serves with other teachers on the school’s standards and curriculum committees, and holds regular meetings of the LM staff. Students succeed where the LMS participates with classroom teachers and administrators in making management decisions that encourage higher levels of achievement by every student whose staff have collegial, collaborative relationships with classroom teachers. A successful LMS is one who works with a classroom teacher to identify materials that best support and enrich an instructional unit, is a teacher of essential information literacy skills to students, and, indeed, is a provider of in-service training opportunities to classroom teachers. Students succeed where the LMS is a consultant to, a colleague with, and a teacher of other teachers. that embraces networked information technology. The library media center of today is no longer a destination; it is a point of departure for accessing the information resources that are the essential raw material of teaching and learning. Computers in classrooms, labs and other school locations provide networked access to information resource—the library catalog, electronic full text, licensed databases, locally mounted databases, and the Internet. Students succeed where the LM program is not a place to go, apart from other sites of learning in the school, but rather an integral part of the educational enterprise that reaches out to students and teachers where they are.
… [H]igher and lower scoring elementary schools are distinguished by the amount of time school library staff spend in teaching students and teachers how to access and use print and electronic information resources. At higher achieving schools library staff spend three days on such activities for every two by lower achieving schools… At higher achieving schools at all grade levels, library staff are involved in committees and provide in-service training to teachers. Library staff at lower achieving schools usually do not engage in these activities at all.
It is clear from the findings that there are some highly effective school libraries in Delaware—school libraries that are strongly integrated into the learning fabric of the school and which contribute to student learning outcomes. These school libraries have a common set of characteristics: a state-certified, full time, library media specialist in the building the availability of para-professional staff who undertake routine administrative tasks and free the library media specialist to undertake instructional initiatives and reading literacy initiatives a library program that is based on flexible scheduling so that library media specialists and classroom teachers can engage in collaborative planning and delivery of information literacy instruction an active instructional program of information literacy integrated into curriculum content, and targeted towards learning curriculum content and skills a school library that meets resource recommendations of 15-20 books per child the provision of professional development on information literacy and technology literacies to the teaching faculty a budget allocation of $12-$15 per student per year to ensure currency and vitality of the information base a strong networked information technology infrastructure that facilitates access to and use of information resources in an and out of school
Principals often perceive their librarian as the technology leader in the school. Librarians have an impact on both teachers’ and students’ technology use
The data show that a substantial number of school librarians in New Jersey actively provide a range of information technology-related professional development activities to faculty. This is commendable, and shows a clear commitment to whole school development in term of effective use of information technology. The highest levels of involvement are in high schools, with lowest levels of participation among elementary school librarians.
School librarians offer information literacy and technology instruction that is crucial for 21st century learners, particularly marginalized at-risk learners who may not have access to resources and computers in their homes. Furthermore, school libraries can provide students equal access to print and digital resources to help close the gap between privileged and at-risk students (Martin, 2008).
Students in better staffed programs [i.e., those with more library media specialists and more LMS hours] scored 8.4 to 21.8 percent higher on ACT English tests and 11.7 to 16.7 percent higher on ACT Reading tests compared to students in schools where library media programs had fewer resources.
TAAS [Texas Assessment of Academic Skills] performance was associated with different library factors at each educational level. Library variables found to be important were: Elementary School [K/MS]:Library volumes purchased in 1999-00 per 100 studentsLibrary operational expenditures per studentLibrary computers connected to a modem per 100 studentsLibrary software packages per 100 studentsMiddle/Junior High [K/MS]:Identifying materials fo instructional units developed by teachersProviding information skills instruction to individuals or groupsHigh School [T]:Library staff per 100 studentsLibrary staff hours per 100 studentsLibrary hours of operation per 100 studentsVolumes per studentsCurrent subscriptions to magazines and newspapers per 100 studentsPlanning instructional units with teachersProviding staff development to teachers
Teachers view [library media specialists] as an indispensable source of ideas, help, and support and continuously seek their expertise. Teachers recognize that the assistance the LMS provides in identifying resources saves them countless hours. They are cognizant that even if they had the time, they would not have had the knowledge for identifying such an array of resources.
Teens are regular and enthusiastic patrons who continue to visit and utilize the public library at increasingly greater rates. In a 2007 poll, it was found that one-third of teens between the ages of 12–18 visited the public library ten times a year or more. Seventy-eight percent of teens who consider themselves “regular library visitors” borrow books and other materials for personal use from the public library on a frequent basis. Computer and online games have become part of the mix at many public libraries, and some use gaming to attract new patrons. Libraries’ response to gaming demonstrates the institutions’ flexibility and willingness to innovate in their response to changing audience interests. The Public Library Association’s 2007 Public Library Data Service Statistical Report, which tracked young adult service trends in public libraries, found that nearly 90% of the public libraries surveyed offer young adult services; over half (51.9%) employ at least one full-time equivalent staff person dedicated to fostering young adult programs and services. Compare this to 1994, when just 11% of libraries had a young adult librarian; 58% of librarians considered the lack of staff a barrier to increasing services for young adults and 61% indicated that insufficient services, resources, and programs were moderate or major barriers to increasing services and resources for young adults.
At the high school level… [t]he relationship between English Language Arts CST scores and library services was very similar in strength to that of U.S. History CST scores… The strongest bivariate correlations included total services… providing teachers with information about new resources and informally instructed students in the use of resources…
… [T]he results indicated that the way libraries were used differed between successful and unsuccessful schools. Successful schools schedule more class time in the library, spend more time allowing students to check out materials, have more individual student research hours, offer more time for reading incentive programs like Accelerated Reader, are used more frequently by faculty members for professional growth and classroom support, and are open more hours beyond the school day.
The wider spectrum of activities involved in true collaboration between school librarians and classroom teachers demonstrates an impact at the high school level, particularly through the links between those activities and eleventh-grade test scores. On a weekly basis, at the typical responding high school, library staff spends:three hours identifying materials for teacherstwo hours planning with teachers,one hour motivating students to read,one hour teaching with teachersalmost an hour serving on school committees, andhalf an hour meeting with library staff from another school or districtWhen library staff spends more time on these activities, ACT scores increase an average of three to four percent over the scores for schools with less collaborative library staff.