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Small libraries are often more successful at effective automation than the large resource‐rich research libraries. One reason is that their pragmatic attitudes turn many of the small libraries' disadvantages in the areas of collection, staff and budget size to their advantage. Small collections are more readily automated and easily accessed, they have limited automation budgets and measurable improvements in basic services and operations receive top priority. This creates a results‐oriented accountability which pressures smaller libraries to make their systems work or to look elsewhere. Large libraries, by contrast, are often disappointed when overly ambitious automation projects flounder. Bringing software development in‐house often only compounds the problem. This paper argues that large libraries should follow the lead of their less prestigious neighbors by focusing on a more practical approach to automation.

In 2005, a qualitative study was undertaken to explore the educational events, personal experiences, and job circumstances that a selected group of non-MLS library directors working in small Texas communities believed were significant in contributing to their professional development. Face-to-face interviews were conducted with 17 female library directors working in Texas communities with populations of 25,000 or less using open-ended questions, and interviews were recorded and transcribed for later analysis. Four major topic areas relating to the professionalization of non-MLS library directors were identified from the data: (1) job satisfaction, including library work as spiritual salvation, librarianship and the ethic of caring, making a difference in the community, and pride in professional identity; (2) professional development, including hiring narratives, continuing education and lifelong learning, mentoring and professional development, and the importance of the MLS degree; (3) challenges facing small community library directors, including gender-based discrimination, resistance from local governing officials, and geographic isolation; and (4) guidelines for success, including understanding the community, becoming part of the community, making the library the heart of the community, business and managerial skills, and people and customer service skills.

The small library frequently presents an inadequate justification for the installation of an integrated library system. The “average” costs of system components—including hardware, software, and related expenses—are outlined to assist in projecting the costs of a small system. The potential benefits of a system—the areas in which operational costs can be reduced through the use of an integrated library system—are also reviewed. The realistic projecting of costs and potential long‐term savings (through increased performance and efficiency) will form the basis for justifying an integrated library system.

This chapter presents a gap analysis of the perspectives of small businesses and rural librarians in Tennessee in order to develop an implementation blueprint of a public library small business toolkit, a resource that the state’s rural public libraries can create for small businesses in the future.

The chapter reports on select comparison data sets collected via two exploratory online surveys with small businesses and rural public librarians, respectively, in an externally funded planning grant awarded by the Institute of Museum and Library Services’ National Leadership Grants for Libraries (Research category) to the School of Information Sciences at the University of Tennessee.

Findings from the gap analysis of the perspectives of small businesses and rural librarians provide similarities and differences between the two stakeholder groups in terms of

• existing assistance needs of small businesses,

• information-related challenges small businesses experience,

• desired public library use, and

• information-related components of a public library small business toolkit.

existing assistance needs of small businesses,

information-related challenges small businesses experience,

desired public library use, and

information-related components of a public library small business toolkit.

The study is a unique example of action research based on varied levels of participation in rural research and action, learning through collaboration, community inquiry into everyday experiences and potential impact, use of mixed methods, and the situated nature of applications and concrete outcomes. It serves as a pilot case experience and prototype assessment test bed to expand strategies for the entire Appalachian region and other rural environments in the future.

The purpose of this paper is to describe how small, academic libraries may realize significant benefits from employing LibQual+TM as an assessment of customer needs and expectations, stressing that these benefits may vary by the actual size of the institution.

Catawba College compared its experience utilizing LibQual+TM with that of Washburn University, reported by Dole as a small, academic library application of the survey. Catawba College is a private, liberal arts college that is much smaller than Washburn, with one‐quarter the student body and faculty. This paper examines the assessment experience of the two small institutions and compares the different advantages and disadvantages of using LibQual+TM within these two different types of small, academic institutions.

The study found that a larger response rate was realized than that of the larger of the two institutions, especially by faculty, and suggests that this is due to the nature of the small colleges where faculty and student body are more familial. The paper also describes LibQual+TM as a type of “turn‐key” survey process that is advantageous for small libraries with limited resources.

This paper provides new information on the value of LibQual+TM for assessment in small, academic institutions and describes the benefits of this assessment tool for libraries in much smaller settings.

This chapter presents a historical analysis of how rural and small libraries have traditionally used nontheatrical film, including a discussion of how bookmobiles presented these materials to persons in broader service areas. After establishing the entertainment and educational benefits patrons historically received from the screening of these materials, the author transitions to discuss how recently established regional film archives and other organizations have made significant strides in recent years in preserving motion pictures that document local and regional culture. The chapter concludes with an analysis of how rural and small libraries can work with regional motion picture archives to design screenings and other programs that fulfill traditional roles of entertaining and educating patrons while also reaffirming local cultural identity.

Summative research and archival sources provide the foundations for the discussion of the role and purpose of film in rural and small libraries. Specific libraries and collections serve as case studies.

• Small-gauge motion pictures were popular with rural library and bookmobile patrons during the first three-quarters of the twentieth century, bringing entertainment and information to persons who normally had limited options in these areas due to geographic barriers.

• Regional film archives and nontheatrical film advocacy organizations have emerged during recent decades, collecting previously overlooked materials that can help reaffirm local and regional culture.

• Several regional film archives have already collaborated with rural and small libraries as well as other local institutions, providing a roadmap for libraries that wish to expand their cultural-heritage-oriented ­programming.

Small-gauge motion pictures were popular with rural library and bookmobile patrons during the first three-quarters of the twentieth century, bringing entertainment and information to persons who normally had limited options in these areas due to geographic barriers.

Regional film archives and nontheatrical film advocacy organizations have emerged during recent decades, collecting previously overlooked materials that can help reaffirm local and regional culture.

Several regional film archives have already collaborated with rural and small libraries as well as other local institutions, providing a roadmap for libraries that wish to expand their cultural-heritage-oriented ­programming.

Numerous scholars have published studies on regional and local nontheatrical film in recent decades, but relatively little has been written to connect these films with their value to rural public libraries and their constituents. By beginning with a historical analysis of how films have traditionally been of value to these audiences, the author is able to transition to presenting ideas on how nontheatrical works can continue to be of value in rural contexts. This has practical applications for rural libraries and other rural cultural organizations throughout the United States.

Small branch libraries are found in many academic institutions. The purpose of this study was to look at specific aspects of management of these branches and in particular the librarians in these branches from an organizational perspective. The organizational structure and support for branches and librarians was looked at in two institutions, Lund University in Sweden, and Cape Peninsula University of Technology in South Africa. An analysis was made through observation, documentary analysis and semi-structured interviews with affected staff at both institutions, and the input compared to determine commonalities as well as differences. The small branch academic librarian is a vital part of the organizational landscape. Although needing strong support from the central organization in terms of mentoring and staff development, they provide a unique contribution to the profession as a whole as they fill the role of specialist generalist – a breed of librarian capable of working with the specialist in their own field, but at the same time covering all the specialized fields that users would expect in an academic library. Although a lot has been written about centralization and decentralization and the subsequent place of small branch libraries, the actual role of the librarians as a unique one within academic institutions has not been highlighted in the literature. This study aims to highlight this and assist libraries in assessing and improving the working relationship between the central organization and the small branch librarians.

The problems of One‐Man‐Bands (OMBs) began to be taken seriously in the early 1980s when the Aslib OMB group was formed. The group received considerable attention in the professional press, and became the object of a study by Judith Collins and Janet Shuter who identified them as “information professionals working in isolation”. Many of the problems identified in the Collins/Shuter study remain — not least of these being the further education and training needs of OMBs. These needs are studied in this report. The author has firstly done an extensive survey of the literature to find what has been written about this branch of the profession. Then by means of a questionnaire sent to the Aslib OMB group and the National Council for Voluntary Organisations (INVOG), training and education needs have been pinpointed. Some of these needs have then been explored in greater detail by means of case studies. The author found that the most common deterrents to continuing education and training were time, cost, location, finding suitable courses to cover the large variety of skills needed and lastly, lack of encouragement from employers. The author has concluded by recommending areas where further research is needed, and suggesting some solutions to the problems discussed.

The diversity of ideas and information is central to the meaning of libraries—we enshrine it, and too frequently that is the word—in our Library Bill of Rights and other documents. This diversity of ideas is more than a passive concept, not just one of defending materials already in our collections, though that is a basic and important role for librarians and one that we are reminded of by Drake, Fairhope, and Kannawha counties. But to support this intellectual freedom we all need to actively promote the widest possible range of opinions, of concepts, of expression. And to do this we need more than the output of Gulf & Western, the Columbia Broadcasting System, Mattel, or Times Mirror. If these names seem unfamiliar in library work to some of you, perhaps you know them through their subsidiaries, Golden Books, Pantheon, and Simon & Schuster.