What could Yakima Valley Libraries look like if we moved away from “Gatekeeping” and toward “Empowerment”? This page outlines a roadmap for a library system that values its staff, embraces technology, and leads the community.

Currently, YVL uses a “Bottleneck Model.” Whether it is a website update, a blog post, or a 3D printing program, everything must pass through a single person or department. This creates delays, kills morale, and results in “sterile” public engagement.

Our staff are more than just “clerks”; they are experts in local history, children’s literature, technology, and community needs.

• The Vision: The Children's Department should manage their own blog/calendar. The Tech Department should showcase their own 3D prototypes.
• The Result: Authentic, passionate content that resonates with patrons because it’s written by the people they see every day.

Our website should be as alive as our physical branches.

• Group CMS Access: Instead of “IT-only” access, trained staff in each department should be able to update their own pages.
• Internal Collaboration: Using tools like Microsoft Teams or Lync allows staff to brainstorm “cross-departmental” programs instantly without waiting for a marketing meeting.

Patrons don't want “Corporate Marketing”; they want Library Connection.

• Direct News: Imagine a “Tech Corner” blog updated by staff who actually use the equipment, or a “Local History Highlight” from the archives team.
• Real-Time Response: When a community event happens (like the County Fair), staff can post updates and engage with the community *while it’s happening*, not weeks later.

The greatest cost of gatekeeping is the “Quiet Quitting” it causes. When staff ideas are constantly filtered or denied by a marketing gatekeeper:

• Innovation stops.
• Stats decline.
• Professional dignity is eroded.

The Union Model advocates for a workplace where staff are trusted to be the face and voice of their departments.

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Currently, technology like 3D printers are restricted. In a “Library of the Future” model:

• Open Innovation: Patrons don't just receive prints; they learn CAD design, troubleshooting, and engineering.
• Community Hubs: We rebuild partnerships with the Yakima MakerSpace and local schools to create a county-wide “Innovation Corridor.”
• Staff Experts: Instead of one gatekeeper, every branch has a “Tech Champion” trained and empowered to help patrons create art and prototypes.

When we restore tools like Microsoft Teams and Group CMS access, the library becomes agile:

• The “Live” Library: Staff can update the website in real-time to reflect local branch events, rather than waiting for IT approval.
• Horizontal Knowledge: A librarian in Sunnyside can instantly share a successful program idea with a colleague in Selah, without a manager “siloing” the conversation.

We shouldn't wait for patrons to come to us; we meet them where they are:

• The Fair & The Festivals: YVL booths should be the highlight of the County Fair—not just passing out bookmarks, but hosting “Mobile Maker Labs.”
• Business Incubation: Providing small business owners and farmers with the tech tools (3D printing for parts, advanced data research) they need to thrive.

A library system is only as strong as its staff. Our vision includes:

• Contract-Backed Training: Professional development is a standard, not a favor. Staff are given the time and resources to stay ahead of tech trends.
• The “Just Cause” Environment: A workplace where feedback is constructive, and performance plans are actually about improvement, not “papering” files for termination.

When we stop being gatekeepers and start being facilitators, the numbers follow:

• Circulation increases because our collection reflects community needs.
• Door Counts rise because the library is a place of active creation, not just quiet storage.
• Solidarity grows because we are all working toward a shared, inspiring goal.

The November 2025 Budget Hearing revealed a library system that is shrinking, not growing.

• Losing our Partners: The City of Tieton has ended its contract with YVL. This is what happens when “Gatekeeping” replaces “Community Engagement.”
• Surveillance over Innovation: The budget prioritizes “Security Camera Replacement” while Capital Projects for staff and patrons are stagnant.
• The “App” Distraction: Management is prioritizing a controlled “App” while cutting off staff access to collaborative tools like Teams and CMS.
• The Wellness Gap: YVL is taking grant money for “Staff Wellness” while maintaining a culture of PIPs and stifled professional development.

Our Vision: We want a budget that invests in People, not just Cameras. We want funds for the MakerSpaces and Community Outreach that bring cities like Tieton back to the table.

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