SCHOOL LIBRARY DEVELOPMENT, Nuril Anwar, S.Pd.

The school library is an essential part of the educational component that can not be separated existence from the school. As one means of education, school library serves as a learning support for students / student and school libraries serve to help students and teachers in promoting the goals of education in schools. The school library should allow the faculty and the students have the opportunity to expand and gain knowledge by reading library materials containing the necessary knowledge in teaching and beyond TEACHING AND LEARNING ACTIVITIES .. The mission of the school library (SNI7329: 2009) which provides information and ideas that are the foundation to function well in society today are based on information and knowledge, is a means for students to be skilled lifelong learning and are able to develop the intellect so that they may live as responsible citizens. School library purposes (SNI7329 :) provides a learning resource center that can help develop and increase interest in reading, information literacy, talents and abilities of learners. However, based on the facts on the ground a lot of problems that can hinder that goal. These problems include the following: lack of awareness among school leaders and the school library on the translation of the mission and goals of the school library; lack of knowledge of school leaders and the school library management and library organizations; lack of motivation and participation of the government, both levels of government and institutions to the central library area dtruktural. In this simple article the author tries to discuss penelesaian or way out of some of the problems mentioned above. Development of a library should be based on the policy of the agency shade, unless the library is independent. The primary basis should be the cornerstone is the vision and mission of the institution. Libraries should act to support the achievement of the vision and mission. This library must also have a vision and mission to be footing the path of development. With a clear vision and mission, it can be made a measure or indicator of success to be achieved in the development. For example libraries and shade on an ongoing basis should be able to create the conditions that support the development of library cooperation so that they could become the standard library. Standard library includes: a standard collection, standard HR librarians and administrative staff, the standard of serv (type and form of service); Coverage users (local communities - regional - national - ff.); Supporting facilities (buildings and equipment) Priority is given to the components that best supports the development of targeted institutions. Another consideration is the availability of funds. In any development activities, the main support is needed to ensure success. Supporting first is fund (fund). Supporting next planning (planning), in which, already loaded the purpose of each activity, a measure of performance, shape program. In planning was also mentioned when each goal should be achieved. Supporting third major human resource manager library (Head of Libraries, librarians, technical staff) who know their respective roles so that would be willing to be responsible for the success or failure / delay in the achievement of goals. Steps should be initiated development of a joint agreement of each component in the system, starting from the head of the school, the library to the user. All components must agree on what is to be developed, as well as the consequences to be faced due to development (eg, new and different atmosphere). Thus, all components will move in the same direction, do not make their own way. Some steps you can take are: By creating a SWOT analysis. in order to measure the success of development activities required size specified by the agency based on existing conditions. The trick is to create a SWOT analysis (Strength, Weakness, Opportunities, Threat), which is to see what the STRENGTH (S) agencies: the number and level of education of human resources, network, and all the internal forces, what WEAKNESSES (W) institutions: the shortage of funds, collection of outdated, less space representative, and other internal weaknesses, OPPORTUNITIES (O) which looks at external institutions: government policy, a joint bid, scholarship opportunities, and all chance of external THREATS (T) from an external that would hinder development efforts : competition with similar institutions, globalization, the public image of the institution over the years. By determining the target size (standard) measure of success that is based on objectives that are developed based on SWOT analysis. Sizes are made to be rational in order to be a very high success rate. If possible, the measure of success should be a number (quantity). If not, you can also measure the quality of, for example: In the service will be installed 15 computers on-line; Librarian educated S1 increased to 3 people, or maybe There is a new service that has more appeal tinggidan library users to use all the services presented with size obvious that a manager will be able to make the minimum target can be achieved and can make the evaluation of the success rate (target 15 computers - the realization of the achievements of 10 computers = .....%) Having clear performance measures, create a program to achieve the target, for example: Cooperation with companies for the procurement of new computers for field service; Improving the quality of human resources through graduate level education; Revitalization Workshop PerpustakaanYang Service to remember is that all programs should be based on agency policies shade to gain support (-at least-the moral support) from the institution. Furthermore, it should still consider the results of the SWOT analysis as the reference programming. Next is to calculate the budget that must be spent in development activities. Basic budget can be determined based on the availability of budgets provided or goals to be achieved based on the impact on the program will be made. The entire budget item should be calculated carefully so that no one passed that no activity should be stopped because of errors Calkulation funds. Then, set a definite time but rational for each program to be carried out. Choose a program that can be executed in parallel and which programs should be carried out sequentially or one after the other. The timing of this, the division of labor will be more clear and easy to do because there will be no clash of program execution time and the librarians who have concurrent claim. Many people assume that the timing was something simple. However, timing errors can make a program not terlaksanakan perfectly because the allocation is wrong (too long or too short). Then without a measure of time, the manager can not sue his team to move quickly. This problem seems like every time complained of by many libraries is the desire to move forward. Though the problem is not outside but inside the library, which is a mindset that is self-oriented. This mindset is to maintain the notion that non-commercial libraries that need support and can not support because they do not have their own income. For it is this mindset should be abandoned because it is no longer relevant to current conditions, namely autonomy and the era of globalization. In this era principle applies: "help those who are capable of". So to get the support, the library must be able to demonstrate what has been achieved with the existing conditions. All these achievements have tertuangkan in a comprehensive report both quantitative and qualitative reports reports. Relate the components you have, what works and what is being done, especially how the library has a role in supporting the program and the institution as a stakeholder shade utilization by users on all services provided. Shows the progress that has been achieved, submit a support request is no longer begging because they have and have not done anything, but more of a plea to 'add' anything that has been owned for the library better able to move forward. The form of this petition, the agency generally does not see support as something big and expensive (although 'additional' needs could be 90% of what is already held - simply add 14 computers from a single computer that already exist). In each petition, the library should not think of yourself of what would be perceived by the library, but more oriented towards the potential benefits underwriter or sponsor institution, or other entity to work with, if the library can grow. Simply put: "This development is not for us (library), but for those of you who have supported". Mention clearly the changes and advances that would occur in the institution by having a quality library. It seems like a superficial way to diminish the role and position of libraries. When in fact it is the role of the library supporter, pusher, provider of assistance to an agency that will develop. Library is not a company that produces a stand-alone product that can provide financial benefits. He is one component of the many components of an institution. However, the library should be able to convince all parties: "we are the most important component among others." The steps in developing this library is easier to talk about than done. However, efforts should always be carried out by using the principle of "give and take", ie what can be provided by the library, and therefore the library should also have the right to receive financial support and other material support. For the progress of an organization is determined by the progress of the institution, so it is expected that no single institution / school library does not mempreoritaskan progress. Bibliography: 1. Decree of the minister of the interior and local autonomy No. 3 of 2001 'on the village library / village 2. Regulation of the Minister of national education in the Republic of Indonesia Number 25 of 2008 on standards for school librarian 3. Regulation of the Republic of Indonesia national education minister number 25 of 2008 concerning labor standards library school with the grace of almighty god one minister of national education,