As someone who has worked within the Coalinga-Huron Library District for several years, I’ve seen firsthand the opportunities and challenges we face as a rural, independent library system. I’m applying for this position because I believe I can bring the leadership, structure, and vision our district needs to move forward—especially at this critical point in its development.
Professional Qualities I Bring to the Role:
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Educational Background in Public Administration:
I’m currently completing my Bachelor’s degree in Public Administration with a concentration in Water Works Management. This background gives me a solid foundation in budgeting, governance, strategic planning, and personnel management—areas that are vital to leading a district like ours where the Director must wear multiple hats. Working with the City as the Mayor has allowed me to understand and recommend budgets that promote growth, capacity, transparency, and accountability.
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Commitment to Ethical and Transparent Leadership:
Having witnessed the effects of micromanagement and inconsistent practices, I believe strongly in fairness, open communication, and leading by example. I would bring an ethical, transparent approach to decision-making, one that restores trust and empowers both staff and board members.
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Collaborative and Empowering Management Style:
I’ve seen the damage that occurs when staff are not trusted to do their jobs. My goal is to create a work environment where team members are supported, included in decision-making, and encouraged to grow professionally. This means delegating responsibilities like budgeting, purchasing, and scheduling to those closest to the work—and backing them up with the tools and training they need to succeed.
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Financial and Strategic Focus:
I’ve worked closely with library budgets and understand where our gaps are, especially when it comes to long-term financial planning. I support outsourcing HR and financial services temporarily while training internal staff (such as the administrative assistant) into more strategic roles. With Measure B funds available, I see an opportunity to stabilize operations while investing in the staff and systems that will carry us forward.
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Passion for Community Engagement:
My work at the library has included running tech programs like Code Club and Gaming Mondays, managing social media, and maintaining our website. These experiences have shown me just how powerful library services can be when they’re visible and accessible. I believe in rebuilding community trust by reinvesting in youth and adult programming, technology access, and strategic partnerships with schools, civic groups, and local agencies.
Structural Recommendations:
Based on my experience, I believe the district would benefit from restructuring leadership to meet the complex demands of our organization. I recommend hiring a Library Director with a background in Public Administration, supported by a Director of Library Services with an MLIS (we have at least one staff member graduating soon that could be purposed into this role). This model would preserve the quality of library services while addressing the administrative, financial, and human resource functions that are currently under-supported. It’s a structure that works in similar districts—and with Measure B funding, it’s financially viable.
Final Thought:
For the library to succeed, we must prioritize building a multi-year, transparent budget with clear beginning and ending balances for each fund. Without this, we’re making decisions in the dark. A reliable financial roadmap will not only help the board plan strategically but also strengthen our position when pursuing grants and outside funding.
I care deeply about the success of this library and the people it serves. I believe my experience, education, and commitment to ethical, collaborative leadership uniquely position me to lead the district into a more sustainable and community-focused future