Director Briefing - June 30, 2025

2025 RRLC Library of the Year: Williamson Public Library

Congratulations to Kim and everyone at Williamson Public Library for being selected as the 2025 RRLC Library of the Year!

Books By Mail | Transitional Planning and Opportunities

Thank you to those who have already shared thoughts on our review of Books by Mail. We appreciate your insights as we consider next steps.

Based on our conversations, we're exploring a transition model for interested libraries to pilot new or support existing alternative book delivery programs. Alternative book delivery programs could include outreach to homebound patrons and bulk lending to facilities (such as nursing homes, juvenile centers, and other residential facilities). Libraries taking the lead on programs like these allows services to be customized to meet specific community needs, and allows libraries to experiment with local outreach and cultivate community partnerships.

We’re prepared to provide interested libraries with:

• Existing program documentation and procedures;
• Patron contact information (with appropriate permissions);
• Vendor recommendations;
• Training, consultation, and support during implementation; and
• Funding from the System’s Outreach budget to offset initial costs and first-year operations.

Let Piety know if your library is interested in exploring this outreach initiative. There's no commitment required at this stage.

Please share any initial thoughts by Monday, July 21.

Phishing Emails Targeting Directors

Kelsy sent out a notice about phishing emails targeting directors. See the example below:

As a reminder: We do not require confirmation or verification of ownership for any email user in the System. If you receive a similar message, please mark it as spam to help the Zimbra filters.

Feel free to forward any messages that seem odd to support @ owwl .org.

Libby Updates

A new Libby update went live last week, with some new features:

1. Content Controls This feature allows users and families to configure what library content appears in their Libby app based on a title’s intended audience. Learn more about setting up Content Controls on Libby Help or as a video on the Resource Center.

2. Renaming the Tag button for titles to Save Our goal is to make the value of regular tags instantly recognizable, especially for new users. On Libby Help, articles talk about “saving titles to tags” and similar language.

3. Accessibility statements for titles These publisher-provided statements provide information about the accessibility of EPUB titles. They include conformance level, in-title navigation information, ways of reading, and more details. Accessibility statements are found on a title’s details screen.

More information on Content Controls in Libby can be found in the recent OWWL Post .

This Week in OSC Audits: What Libraries Can Learn

Each week, the Office of the State Comptroller (OSC) releases audit reports that reinforce how crucial it is for governing boards and staff to maintain strong financial oversight and operational controls. The following audits may not involve libraries directly, but they carry valuable reminders for all local governments and nonprofit entities—especially those handling public funds.

Key Lessons for Libraries

• Accurate Accounting and Timely Reporting: Several municipalities failed to maintain proper accounting records or provide timely reports to their boards. Libraries must ensure that monthly financial reports are complete, accurate, and reviewed by the board. Year-end reports (e.g., Annual Update Documents) should be filed on time and reconciled with bank statements.
• Internal Controls and Segregation of Duties: Repeated failures were noted in internal controls—particularly when one person handled too many parts of the financial process. Libraries should have clear procedures to ensure that no single individual can initiate, approve, and complete financial transactions without checks and balances.
• Board Oversight and Audits: Boards must actively engage in oversight, including regular review of financial statements, formal audits of key staff records (like the director or treasurer), and follow-up on recommendations from auditors or consultants.
• Policy Development and Adherence: Missing or outdated policies were a consistent finding. Libraries should have current policies in place for procurement, credit card use, reserve fund management, IT security, and capital asset tracking. These should be reviewed and updated regularly, and—most importantly—followed in practice.
• Procurement Practices: Improper or undocumented purchasing was common. Libraries must comply with General Municipal Law regarding competitive bidding, use purchase orders where applicable, and maintain clear documentation for all purchases.
• Technology and Security: Poor IT practices, including lack of contingency planning and staff training, left entities vulnerable. Libraries should have up-to-date IT policies, train staff on cybersecurity, monitor use of library-owned devices, and test data backup systems.

Cited Reports

• Town of Coxsackie – Supervisor’s Records and Reports (2024M‑140): * $833,153 in fund balance accounting errors, late and incorrect AFR filing, and no board audit of Supervisor’s records.
• Town of Alden – Town Supervisor (2024M‑105): * Incomplete records, delayed recording of collections (avg. 40 days), $76,000 cash overstatement, and failure to implement audit recommendations.

Bottom Line: These audits are a wake-up call—not just for towns and school districts, but for any public entity entrusted with taxpayer funds. Directors and trustees should review their library’s financial procedures and governance policies in light of these reports. Good governance isn’t just about avoiding mistakes—it’s about building public trust.

HBR: Tip of the Day

Make Help More Helpful at Work

Creating a culture of helping isn’t just about encouraging support—it’s about making sure the help given is actually, well, helpful. As a leader, your role is to shape how help is asked for, delivered, and appreciated. Here’s how.

Push for clarity first. Guide your team to clearly define the problem before they ask for support. Encourage them to explain what success looks like and what kind of help they need. Use questions like “What’s blocking your progress?” or “What outcome are you aiming for?” to steer them toward precision.

Normalize direct, specific requests. Vague requests waste time. Model clear communication by being direct when you need support—and encourage your team to do the same. Create psychological safety by praising clear asks, being transparent about your own needs, and framing collaboration as part of the job, not a favor.

Institutionalize follow-through. Helping doesn’t end when support is offered. Make it standard practice to close the loop. Encourage team members to show teammates how their help made a difference and acknowledge their contributions. This not only builds trust but gives you insight into your employees’ strengths for future collaborations.

Read more in the article, "Research: When Help Isn’t Helpful" by Colin M. Fisher et al.