Connecticut Public Library Trustee Handbook · hiring of a new library director. In both cases,...
Transcript of Connecticut Public Library Trustee Handbook · hiring of a new library director. In both cases,...
_____________________ Connecticut
Public Library Trustee Handbook
Published by The Association of Connecticut Library Boards in cooperation with the Connecticut State Library, 2011 Revised 2019
Association of Connecticut Library Boards Connecticut State Library 231 Capitol Avenue Hartford, CT 06106 https://aclb.wildapricot.org [email protected]
This Handbook was developed by the ACLB Executive Board:
Gail B. Richmond Hebron
President
Cyndi Sanders Middletown
Vice President
Wendy Berlind Middletown
Secretary
Carole Stroud South Windsor
Treasurer
MEMBERS Denise J. Stankovics
Vernon Newsletter Editor
Susan Phillips
Stafford Membership
EX OFFICIO MEMBERS
Dawn LaValle Connecticut State Library
Barbara Leonard Friends of Connecticut Libraries
A special thanks to the Massachusetts Board of Library Commissioners for permission to use excerpts from the Massachusetts Library Trustee Handbook. Thank you to the Connecticut State Library for the initial printing of the Handbook.
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Foreword
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KendallF.Wiggin,ConnecticutStateLibrarian
Ithasbeennearly30yearssincethefirsteditionoftheConnecticutPublicLibraryTrustees
Handbookhasbeenpublished.Duringtheinterveningyearspubliclibrarieshavecontinuedto
thrivedespitesubstantialsocietal,technologicalandeconomicchanges.Thatrateofchange
continuestoaccelerate,puttingtremendouspressureonlibraries.AsConnecticutpubliclibrary
trustees,youareentrustedwiththepreservationandfuturedevelopmentoftheseimportant
communityinstitutions.Asatrusteeyouwillundoubtedlybeconfrontedbyboththedaunting
challengesandexcitingopportunitiesfacingtoday’spubliclibraries.Thewayyourespondto
theseissues,thedecisionsyoumakeandthesolutionsyouultimatelydevelopwillbecriticalto
thefutureofyourlibrarynowandintheyearsahead.
Fortunately,youdonothavetofacethischallengealone.Youareveryfortunatetohaveapeer
organizationthatcanprovideyouwithassistance,guidanceandsupport.Thisupdated
handbookisanexcellentexampleofthequalityworkthattheAssociationofConnecticutLibrary
Boards(ACLB)strivestoaccomplishonyourbehalf.
Thehandbookisdesignedtoassistyouinmeetingthefullrangeofyourresponsibilities.It
containsuseful,practicalinformationaboutbasicboardoperationandprocedure.Atthesame
timeitincludesvaluablelegalinformationaswellassoundadvicefordealingwithsomeofthe
toughissuesfacinglibraries,suchastheprotectionofintellectualfreedomandguidancefor
developmentofstrongandeffectivepolicies.
IthasbeenmypleasuretoworkwiththemembersoftheACLBandIwouldliketotakethis
opportunitytocommendthemembersoftheACLBandthestaffoftheStateLibrarywhohave
workedsohardtoproducethismuch-neededrevisedhandbook.
TheStateLibraryboardandtheStateLibrarystaffarepleasedandproudofourcooperative
workwithACLB.Welookforwardtocontinuingourproductiveworkingrelationshipasweall
strivetoachievethebestpossiblepubliclibraryservicesforthepeopleofConnecticut.
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Chapter1:BecomingaTrustee
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Thischaptercovers:
ü GeneraldescriptionoflibrarytrusteesinConnecticut
ü Dutiesandresponsibilitiesoftrustees
ü Jobdescriptionfortrustees
ü Selectionoftrustees
ü Orientationofnewtrustees
GeneralDescription
Connecticutpubliclibrarytrusteesareentrustedwiththecontinueddevelopmentofthe
community’spubliclibrary,aninstitutionessentialtobothindividualandcommunity
well-being.Forgenerations,publiclibrarieshaveprovidedfreeaccesstothe
knowledge,informationanddiversityofideasessentialtoademocraticsociety.
InConnecticut,libraryboardsmaybeeithergoverningoradvisory.Governingboards
havefinallegalandfiscalauthorityforthelibrary.Ingeneral,ifthelibrarywasfounded
byauthorityofConnecticutGeneralStatutes,Sections11-20and11-21,orisoperated
byaprivateassociation,trusteesaremembersofagoverningboard.Insomecases
wherethelibraryisadepartmentofthemunicipalitytheboardmaybeadvisory.Inthis
casetheboardprovidesinputonpoliciesandplanningandoftenparticipatesinthe
hiringofanewlibrarydirector.Inbothcases,however,theboardhasanimportant
responsibilityforrepresentingthecommunity,ensuringthequalityoflibraryservice
andadvocatingforadequatefunding.
Chapter1:
BecomingaTrustee
Chapter1:BecomingaTrustee
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Aneffectivepubliclibraryboardoftrusteesconsistsofinformedanddedicatedcitizensrepresentingacross-sectionofthepopulationandgovernsthelibraryforthebenefitofthecommunity.Theboardfulfillsethical,legalandfiduciaryresponsibilitiesby:
• Employingaqualifiedlibrarydirectorandunderstandingthedirector'srolesandresponsibilities
• Settingservice-orientedlibrarypoliciesthatupholdtheprinciplesofequalaccesstoinformationandthefreeexchangeofideas
• Guidingthemanagementandmaintenanceoflibraryfacilitiesandassetsandexpendingfinancialresourcesjudiciously
• Workingtosecureanappropriatefundinglevelforfacilities,technology,hoursofoperation,collections,programsandstaffing
• Knowingandobservingapplicablemunicipal,stateandfederallawsandregulations
• Workingwiththedirectortodevelopandimplementawrittenplanforthemaintenanceandimprovementoflibraryservices
• Stayinginformedthroughregularcontinuingeducation
Collectively,aboardoftrusteesshouldhave:
• Aninterestinlibraries
• Knowledgeofthecommunityserved
• Businessmanagement/financialexperience
• Legalknowledge
• Diversityinage,raceandsex
• Variedpersonalbackgrounds
• Advocacyskills
DutiesandResponsibilities/JobDescription
Becomingamemberoftheboardoftrusteescarrieswithitaresponsibilitytooverseethelegal,ethicalandfinancialhealthofthepubliclibrary.Althoughitcanbeexcitingandfun,itisimportantnottolosesightofthisresponsibility.Aswithanyjob,itcanbehelpfultounderstandtheexpectationsthatcomewiththeposition.Trusteesareexpectedtoattendallmeetingsandtobepreparedtoparticipateindiscussionsandvoteonissuesthatcomebeforetheboard.
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JobTitle:LibraryBoardMember
Accountableto:Thetaxpayersandthepeopleservedbythelibrary
Responsiblefor:Workingwithotherboardmemberstooverseethelibrary,establishpolicyandplans,determinethefinalbudgetandconductpublicrelations.
Duties:
• Attendsandparticipatesinallboardmeetings
• Readsboardmeetingminutesandothermaterialssentoutbeforetheboardmeeting
• Becomesinformedaboutallphasesoflibraryoperation
• Servesoncommitteesasassignedbytheboardchair
• Lendsexpertiseandleadershiptotheboardforthegoodofthelibrary
• Activelyparticipatesinactivitiesandworkshops
• Helpstosecureadequatemunicipalfundingforthelibrary
• Participatesinfundraisingactivities
• Visitsthelibraryoften
Qualifications:
• Appreciationofthelibraryandadesiretoprovidethebestpossiblelibraryserviceforthecommunity
• Willingnesstobeateamplayer
• Abilitytoworkwithpeople
• Abilitytoplan
• Abilitytoputasidepersonalpreferencesforthegreatergoodofthelibrary
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SelectionofTrustees
Theselectionoftrustees,thesizeoftheboard,thetermsofmembershipandthepowersanddutiesoftrusteesdependonhowyourlibrarywasfounded.
ManylibrariesinConnecticutarecoveredbyConnecticutGeneralStatutes(C.G.S.)Sections11-20and21(seeChapter3).Ifthereisnothingcontradictoryinthetownchartertheselibraries’boardsareelectedinthemannerprovidedinC.G.S.Section9-207.Thenumberofboardmembersmustbedivisiblebythree.LibrariesservingcitiesmayalsohavebeenformedunderSections11-32and11-33.Theboardsgoverningtheselibrariesconsistofninemembersappointedbythechiefelectedofficialofsuchmunicipalitywiththeapprovalofthelegislativebody.Notmorethanonememberofthelegislativebodyshallbeamemberofsaidboard.UntilJuly2010,thesetwosectionsappliedonlytocities.Nowthewordingappliestoanymunicipality.
InConnecticuttherearemanyvariationsonthecompositionandappointmentoflibraryboardmembers.Somelibrariesoperatedbyassociationsarenotgovernedbythesestatutes.Librariesshouldconsulttheirparticularincorporationdocuments,townchartersandordinancesforguidance.
Thecaliberoftrusteesaidsindeterminingthesuccessofthelibrary.Potentialtrusteesshouldbeactive,informedandinterestedlibrarysupporters.Trusteesmustdevoteagreatdealoftimeandexpressahighlevelofinterestinfulfillingtheirduty.Commitmentistheprimaryqualificationforthosewhoserveontheboard.Sharingthejobdescriptionwithpotentialcandidateswillhelpcommunicatetheexpectationsformembers.Ifthelibraryboarddoesnothavedirectcontrolovertheselectionofnewmembers,itisagoodideatocommunicatewiththeperson(s)withthatcontrolandletthemknowtheabilitiesandqualificationsexpectedinnewtrustees.ApproximatelyhalfofallpubliclibrarytrusteesinConnecticutareelectedtotheirposition.Mostoftheothersareappointedbymunicipalofficials.Someboardsareself-perpetuating.Thechartbelowliststhevarietyofmethodsforselectionofmembers.Librariesoccasionallyhavetrusteeswhoareselectedbyacombinationofmethods,i.e.,someappointedandsomeex-officio.
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Appointed Anappointedtrusteeisselectedbyapublicofficialorgroupofmunicipalofficials.
Elected Anelectedtrusteeisselectedbytheregisteredvotersofthemunicipalityinamunicipalelection.
Ex-officio
Anex-officiotrusteeisselectedbyvirtueofholdingaspecifiedpublicofficeoraspecifiedpolitical,committee,socialorreligiousaffiliationinthemunicipality.Forexample,thelegalauthorizationforsomeboardsoftrusteesmayrequirethattheirmembershipincludetheprincipalofthelocalhighschool,amemberoftheBoardofSelectmen,areligiousleaderoramemberofaprominentfamily.
Self-perpetuating
Aself-perpetuatingtrusteeisselectedbythemembersofthelibrarycorporationorassociation,usuallyfromthecorporationorassociationmembershipbutoccasionallyfromthemunicipalityatlarge.
TermsofMembership
Boardmembersshouldservestaggeredtermsinordertoprovidecontinuityofservice.IfyourboardisgovernedbyC.G.S.9-207,onethirdofboardmembersaretobeelectedforsix-yeartermsonastaggeredelectioncycle.
Notrusteeshouldserveontheboardindefinitely,nomatterhowdedicatedandnomatterhoweffectivethetrusteeis.Continuityofserviceprovidesthewisdomofexperience,butchangeprovidestheessentialinfusionofnewideas.Bothareneeded.Itistheresponsibilityofboardmemberstorecruitandencouragequalifiedpotentialtrustees.
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Therearemanywaysaformertrusteemaycontinuetocontributetothelibraryorganization:
• Helpingtoraisefunds
• Joiningacommittee
• Volunteeringforashort-termorlong-termproject
• Participatinginaone-timeeventorproject
• Providingpositivepublicrelationsbycontinuingtobeagoodspokespersonandpositiveadvocateforthelibrary
• Offeringoccasionalexpertiseinareassuchaslaw,financeorpublicrelations
• BecominganactivememberoftheFriendsoftheLibrary.
TrusteeOrientation
Veryfewnewboardmemberscometothepositionoftrusteewiththelibraryknowledgetheyneedtofunctioneffectively.Somespecializedlibraryknowledgeisnecessarytobeaneffectivetrustee.Thisknowledgecannotbereadilyacquiredbythelaypersonwhoisinterestedinlibrariesbuthasneverbeendirectlyinvolvedinlibraryplanning.Inaddition,somenewboardmembersmaynotfullyunderstandtherolesandresponsibilitiesoftheboard.Newmemberswillbecomeeffectivemembersmorequicklyiftheyareprovidedwiththeinformationtheyneedtofeelcomfortablewiththenewjobandbeginwork.
Astep-by-steporientationprogramshouldbedesignedjointlybythelibrarydirectorandtheboard.Thenewtrusteeshouldbeinformedastohowtheintroductoryactivitieswillbehandled.Responsibilityforplanningandimplementingtheorientationissharedbytheboardchairperson,boardmembersandlibrarydirector.
Thespecificsoforientationobviouslywillvarywiththestyleandsizeoftheboardandthetypeoflibrarysystem.However,theimportanceofawrittenorientationplancannotbeoveremphasized.
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OrientationChecklist—ANewTrusteeTo-DoList
• Tourthelibraryandmeetstaffmembers
• Becomeinformedaboutallaspectsoftheboard:
ü Typeofboard:appointed,electedorself-perpetuating;ex-officiomembers
ü Governanceofthelibrary:municipal,corporateorassociation
ü Organizationoftheboard,itsofficersandstandingcommittees
ü Boardmeetinglocationandschedule
ü Responsibilitiesandexpectationsü Libraryandboardgoalsandlong-rangeplansü Libraryandboardaccomplishments
ü Trusteerolesinrelationshiptothelibrarydirectorü Thelibrary'srelationshiptotheConnecticutStateLibrary,Associationof
ConnecticutLibraryBoards,ConnecticutLibraryAssociation,ConnecticutLibraryConsortiumandnetworkconsortium(ifapplicable)
• Meetwiththelibrarydirectorandtrusteechairtolearnaboutthefunctioningofthelibrary:
ü Organizationandhistoryü Fundingsourcesandbudgetingprocessü Day-to-dayoperationsü Servicetothecommunity
ü Evolvingnatureofthelibraryü Varietyofservicesprovidedasthelibrarymovesbeyondthosetraditionally
offeredandisopentoever-expandingpossibilities
ü Relationshiptootherresourcesandgroupsü Projectsinprogressü VolunteerresourcesandFriendsoftheLibrarygroup
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OrientationKitandBoardHandbook
InadditiontotheConnecticutPublicLibraryTrusteeHandbook,anewtrusteeneedslocalinformationtoreviewandconsult.Thelibrarydirectorshouldprovideeachtrusteewithacopyofthelibrary'sby-lawsandanylocalordinancesthataffectthelibrary,itslong-rangeplanandannualupdates,itspolicymanualanditscurrentbudget.Alistofallfundingsourcesandthepercentageofrevenuethateachsourcerepresentsisalsoanimportanttoolfornewtrustees.
ContentsofaLocalManualMayInclude:
Board
• Descriptionofboardmembers'responsibilities
• Descriptionsofdutiesofofficers,committeesandcharges
• Annualcalendarwithprogramandfiscalplanningschedules
• Listofboardmembers,names,addresses,phonenumbersandtermsofoffice
• By-lawsoftheboardandarticlesofincorporationifapplicable
• Minutesofpreviousboardmeetings,especiallythoseofthepreviousyear
• Listofsuggestedresources(e.g.,publicationsandorganizations)
Personnel
• Organizationalchartforthelibraryincludingpositiondescriptions,payscales,etc.
• Unioncontract,ifapplicable
• Stafflist,titles,responsibilities,locationwithinthelibrary
• Briefbiographyofthelibrarydirector
• Proceduresforevaluationofthelibrarydirector
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PoliciesandPlanning
• Historyofthelibraryanditscurrentmissionstatement,goalsandobjectives
• Librarypoliciesonsuchsubjectsas,butnotlimitedto,personnel,Internetaccess,meetingroomuse,etc.
• Communityanalysessuchascensusfigures,economicandoccupationaltrends
• Long-rangedevelopmentplans(whichmayalreadyincludetheaboveinformation)
• Mostrecentlibraryannualreportwithprioryearsforcomparison
Statisticalreportssuchas,butnotlimitedto:https://libguides.ctstatelibrary.org/dld/stats
• Circulationfigures
• Programattendance
• Usageoftechnologyresources
• Referencequestionsreceivedandanswered
Promotionalmaterialsincluding
• Newspaperarticlesaboutthelibraryand/orpressreleases
• Brochures
BudgetandFinance
• Currentbudgetandfinancialreports
• Contractswithotherlibrariesornetworks
LocalGovernment
• Locallaws,townchartersectionsandcontractspertainingtothelibrary
• LocalgovernmentinformationsuchasalistofBoardofSelectmenandFinanceCommitteemembers
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Friends/Volunteers
• FriendsoftheLibraryhistoryandlistofboardmembers
• Informationonactivitiesperformedforthelibrarybyvolunteers
Chapter2:BoardOrganization
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Thischaptercovers:
ü Characteristicsofagoodlibraryboardü Contentoflibraryby-lawsü Dutiesofboardofficersü Responsibilitiesofthelibrarydirector,trusteesandFriends
CharacteristicsofaGoodLibraryBoard
Goodlibraryboardseverywherehavecharacteristicsthatidentifytheiroperationsas"professional":
• Trusteesknowwhatisexpectedofthemintime,attendance,supportandworktofulfillthejobdescription.
• Trusteesacceptthataboardactsasaunitandthatdifferencesofopinionwillbeworkedoutinamicablediscussionandfinaldecisions.
• Theboardhasastructureofitsownwithby-laws,writtenpoliciesandprocedurescoveringalloperationsofthelibrary.
• Theboardmeetsoftenandregularlywiththeexpectationthatindividualabsenceswillbejustified.
• TheboardmeetingisopentothepublicandabidesbytheFreedomofInformationAct(FOIA).
• Trusteeslooktothechairtorunthemeetingandmovetheagendaalong.However,itistheresponsibilityofallboardmemberstoensureefficientandproductivemeetings.MostboardshaveadoptedRobert'sRulesofOrderproceduresforconductingboardmeetings.
• Meetingsareconductedwithdignityandeachtrusteeistreatedfairly. .
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• Thelibrarydirectorisencouragedtoparticipatebutdoesnotvote.
By-laws
TheConnecticutGeneralStatutes,Chap.190,Sec.11-21,empowerspubliclibraryboardstoadoptby-lawsfortheirowngovernance.Thisisdoneinwritingandbyformallyadoptingandrevisingtheby-lawsataregularmeetingoftheboard.
Everylibraryboardshouldhaveitsownwrittensetofby-lawsthatprovidetheframework,rulesandregulationscoveringitsmeetingsandoperation.By-lawsshouldbedraftedandrevisedasneededsoasnottoconflictwithanylocal,stateorfederallawsorregulations.Somelibrariesdonothaveby-lawsspecifictothelibrary;instead,theyusethoselaidoutintheirmunicipalcharter,actofspeciallegislationororiginalmunicipalarticlesofincorporation.Alltrusteesshouldhavetheirowncopiesofallby-lawsandrulesgoverningtheirlibrary.Itiseachtrustee'sresponsibilitytoreadandbecomefamiliarwiththelibrary'sgoverningdocuments.
By-lawsmayinclude:
• Nameoftheorganization
• Purposeandobjective
• Constituencyserved
• Methodofboardandofficerselection,duties,appointmentsandterm
• Time,placeandresponsibilityforregularmeetings
• Attendancerequirements
• Methodforcallingspecialmeetings
• Definitionofaquorum• Appointmentanddutiesofstandingcommitteeswhichmayinclude:
ExecutiveBudgetandfinancePersonnelLibrarydevelopmentandplanningPolicyLegislativeFundraisingBuilding
• Provisionforspecialcommittees
• Requiredreportsandyearlytimetables
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• Provisionforamendingtheby-laws
• Provisionthatanymotiondealingwithpolicyorregulationmustbecontinuedoverfor
finaldecisionatasubsequentmeeting
• Provisionforfillingvacancies
• Removal/replacementoftrustees
• ProvisionforrecoursetoRobert'sRulesofOrder,revisededition,forprocedural
mattersnotcoveredintheby-laws
DutiesofOfficers
Allboardsoftrusteesrecognizetheneedforofficerswithclearlydefineddutiesand
powersforeachoffice,allinwritingandwellunderstoodbyeveryone.Boardposition
descriptionscanandshouldbedesignedtomeetthespecificneedsoftheindividual
library.Followingaresomesamplepositiondescriptions.
Boardsoftrusteestraditionallyelectthefollowingofficers:
Chairperson/President
• Keepstheboardoperatingeffectively
• Workscloselyandcooperativelywiththelibrarydirector
• Servesasadiplomatictroubleshootertoidentifypotential
problemsandissuesthatrequireadvanceboardstudyand
action
• Remembersthatthechairpersonisonlyonememberof
theboardandisnotempoweredalonetosetpolicyforthe
boardorthelibrary
• Walksadelicatelinebetweenfrontandbackstage,doing
anddelegating,remainingsilentandspeaking,pushing
andpulling,persistingandpraising,listeningandleading
• Ensuresthatallboardmemberscontributeandaregiven
duecreditincarryingtheworkloadfortheboard
• Actsasthechiefspokespersonrepresentingtheboard
bothorallyandincorrespondence
• Plansandpresidesoverboardmeetings
o Setsagendainconsultationwiththelibrarydirectorand
otherboardmembers
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o Conductsefficientandproductivemeetingsthatmovetheboardtowarditsgoals
o Keepsthediscussionfocusedonthemajoractionissuestobeconsidered
• Appointscommitteesforspecificassignmentso Choosescommitteechairswiththecommitmentand
abilitytoreachtheboard'sassignedobjectivewithintheassignedtime
o Monitorstheprogressofcommitteesandprovideshelpifneededwithoutdominating
o Mayserveasex-officiomembersofallcommitteesexceptthenominatingcommittee.
Someboardslimitthechairperson'stermofofficetooneyeartofacilitate rotationofleadershipresponsibilities.Thiscreatesastrongerboardand lessensthepotentialforonepersontodominatetheboard.
ViceChairperson/VicePresident
• Thecommitmentandleadershipabilitiesofthepersontheboardelectsasvicechairpersonshouldbesimilartothoseofachairperson.
• Thevicechairpersonautomaticallybecomesthechairpersonintheeventofthechairperson’sresignationordeathunlesstheby-lawsprovideotherwise.
• Thevicechairpersonpresidesintheabsenceofthechairpersonorwheneverthechairpersontemporarilyvacatestheposition.
• Intheabsenceofthechairperson,thevicechairpersonisnotanex-officiomemberofanycommitteeandcannotfillvacanciesunlessspecifiedintheby-laws.
Secretary
Itisimportantforthesecretarytohaveageneralknowledgeoftheboard'sstatutoryauthority,by-lawsandoperatingpoliciesaswellasparliamentaryprocedure.Thesecretaryshouldunderstandthatminutesofapublicbodymustbeaclear,concise,factualrecordforpossiblelaterreferenceorlegalevidenceshowingwhatspecificactionwastaken,whyitwastaken,whenandbywhom.Thesecretary:
• Issuesandpostsforpublicnoticeadvanceagendasofmeetingsfollowingspecificlegalrequirementsforopenmeetings
• Preparestheofficialboardminutesandkeepsthemonpublicfile
• Keepsmembers’attendancerecord
• Presidesatmeetingsintheabsenceofthechairpersonandvicechairpersonuntiltheelectionofachairprotem
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• Handlesallofficialcorrespondenceonbehalfoftheboard
Treasurer
Thetreasurer'srolevarieswiththesizeofthelibrary.Insmalllibraries,thetreasurermaykeepthebooks,depositfunds,preparereportsandwritechecksorvouchers.Inlargerlibraries,thetreasureristhelegalofficernamedtoassurethatfinancialoperationsarebeingproperlyhandled.Bylawsshouldoutlinethespecificjob.Thetreasurer:
• Understandsfinancialaccounting
• Servesaschairpersonoftheboardfinancecommittee
• Workswiththelibrarydirectortoensurethatappropriatefinancialreportsaremadeavailabletotheboardonatimelybasis
• Assiststhelibrarydirectorinpreparingtheannualbudgetandpresentingthebudgettotheboardforapproval
• Reviewstheannualauditandanswersboardmembers'questionsabouttheaudit
Meetings
Whatfollowsisabriefoutlineforconductingefficientandlawfulboardmeetings.Allmembersoftheboardshouldbeinformedandactiveparticipantsinthemeetings.
• Themeetingiscalledtoorder.Alibraryboardmeetingshouldstartandendontime.Aboardmeetingisabusinessmeetingthatshouldbeconductedinabusinesslikemanner.
• Attendanceistaken.Thosepresentandabsentarenotedintheminutes.Theattendancerecordisimportantproofthatthemeetinghadaquorumpresenttoconductofficialbusiness.Latearrivalsarenotedintheminutestoencourageon-timeattendance.
• Visitorsarerecognized.Guestssuchasstaffmembersandreportersareintroduced.Theboardshouldknowwhoisinattendance.
• Theagendaisapproved.Itistheboard’splanforthemeetingandmustbeformallyaccepted.UnderFreedomofInformation(FOI)requirements,the
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agendaforallregularmeetingsmustbeavailableatleast24hoursbeforethemeeting.Newbusinessnotontheagendamaybeconsideredandactedononlywitha2/3voteofthemembers.Furtherinformationisavailableathttp://www.ct.gov/foi/
§ Theminutesofthelastmeetingareapproved.Minutesaretheofficialrecordofboardactions.Theyshouldbescrutinizedcarefullybeforethemeetinganderrorscorrectedbeforevotingtoapprovethem.UnderFOIA,theminutesmustbemadeavailabletothepublicwithinsevendaysofthemeeting.Sincetheminutesarenotformallyapproveduntilthenextmeeting,theymaybemarked“draft.”Thevoteofeachmemberonanyissuemustbeputinwritingandmadeavailabletothepublicwithin48hours,excludingweekendsandholidays.
§ Thetreasurer'sfinancialreportisheard.Thisshouldcomeearlyontheagendaandshouldnotincludediscussionaboutwheretofindnewrevenues.Thisissueshouldbeconsideredbythefundraisingcommitteewhichreportsregularlytotheboard.Questionsaboutbillsshouldbedirectedtotheadministratorpriortotheboardmeetingunlesstheentireboardneedstoconsideraquestion.
§ Thelibrarydirector'sreportisheard,forinformationpurposesonly.IssuesthatthelibrarydirectorwishestheboardtoactonshouldbeincludedundertheNewBusinesssectionoftheagenda.
§ Committeereportsareheard.
§ OldBusinessisconsidered.Theremaybeitemssuchasmotionstabledoractionsnotcompletedatthepreviousmeeting.Thesemayhavebeenintentionallycarriedovertoallowforconsideration.Forinstance,somepoliciesneedcarefulconsiderationandshouldbediscussedonceandthenbroughtbackforadecision.Allitemsmustbeproperlynotedontheagenda.
§ NewBusinessisconsidered.AnyitemsunderNewBusinessshouldbenotedontheagendapriortothemeeting,especiallyanyrequiringaction.
§ Audienceinputisheard.Visitorsattendingthemeetingshouldbeallowedtospeakforaspecifiedtime.
§ Announcementsareheard,suchasthoseforfutureboardmeetingsandactivities.
§ Themeetingisadjourned.Afterboardbusinessisfinished,thechairasksforamotiontoadjourn.
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WorkingTogether:LibraryDirectors,BoardsofTrusteesandFriends
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Chapter3:LegalResponsibilities
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Thischaptercovers:
ü Legalandethicalresponsibilitiesoftrustees
ü FreedomofInformationAct
ü Confidentialityoflibraryrecords
ü Otherlawsaffectinglibraries
TrusteesandtheLaw
Allpubliclibrarytrusteesmustrecognizeandaccepttheirlegalpositionasgoverningagents
ofthelibrary.Atrusteeofapubliclibraryisapublicofficerwhohasfiduciaryresponsibilityto
thecommunity’scitizensandtaxpayers.Afiduciaryisapersonwhoholdssomethingintrust
foranother.Thepubliclibraryisamunicipalassetwhichboardmembersholdintrustforthe
public.Iflibrarytrusteesviolatetheirtrustorfiduciaryduty,theymaybesubjecttolegal
consequences.Trusteesofgoverningboardshavealegalresponsibilitytoensureadherence
tolegalandethicalstandards.Trusteesneedtobeawareoftherelevantlegalrequirements,
strivetoactwithinthelawsandseekexpertassistanceasappropriate.Thissectionofthe
handbookisnotintendedtogivelegaladvicebutrathertogivegeneraldirectionona
governingboard’sresponsibility.
ThechartonWorkingTogetherinChapter2ofthishandbookdescribesthedifferingrolesof
trusteesanddirectorsregardingthelegalresponsibilitiesforcareofthelibrary.Trusteesmay
relyheavilyonthedirector'sexpertiseandknowledgeoflocal,stateandfederallawsthat
affectthelibrary.However,trusteescannotabrogatetheirresponsibilitytoassurethatall
policiesandpracticesconformtoalllocal,stateandfederallegalrequirements.
Chapter3:
LegalResponsibilities
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MunicipalChartersandOrdinances
ManyConnecticutmunicipalitiesaregovernedbyspeciallegislation,charterorordinances,componentsofwhichmayormaynotrelatedirectlytothelibrary.Itiscriticalfortrusteestoknowiftheirmunicipalityhassuchacharterorhasplanstoimplementoneandifso,howitsprovisionsaffecttheirlibrary.WhiletrusteeshavetraditionallylookedtotheConnecticutGeneralStatutestodelineatetherightsandresponsibilitiesoftrusteestoexert"custodyandmanagement"overpubliclibraries,alocalcharterorordinancesmaytakeprecedenceoverthesestatutes.Alltrusteesshouldbefamiliarwiththestatutes,charter,ordinancesandby-lawsaffectingtheirlibrary.
Ifthecommunityisplanningacharterchange,theboardshouldensurethatatleastonetrusteebecomesfamiliarwiththecharterchangeprocessandisinformedeverystepofthewayabouttheproposedchanges.
Ethics
Libraryboardsmaywishtoadopttheirowncodesofethics.Ingeneral,trusteesshouldnotusetheirpositionforpersonalgainforthemselves,relativesandfriends.Boardmembersalsoshould:
• Representtheinterestsofallpeopleservedbythelibraryandnotfavorspecialinterest
• Donothingtoviolatethetrustofthosewhoelectedorappointedthemtotheboard
• Neverusetheirserviceontheboardforpersonaladvantage
• Nevervoteonmattersforwhichtheyhavepersonalfinancialinterest
• Keepconfidentialinformationconfidential
• Notholdboardmeetingswithoutthedirector
• Observepoliciesoftheboardandlibrary
• Notacceptcomplaintsfromthepublicorstaffonlibrarymatters—thesecomplaintsarethedirector’sresponsibility
• Attendboardmeetingsregularly
TheofficeofStateEthicsdoesnothavejurisdictionovermunicipalethicsissues.
TheAmericanLibraryAssociationCodeofEthicsmaybefoundat:http://www.ala.org/ala/issuesadvocacy/proethics/codeofethics/codeethics.cfm
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Liability
“Connecticutstatutoryandcommonlawprovidesmunicipalofficialswithsignificantprotectionfromcivilliability.Butthelawdoesnotprovidetotalimmunity.Thus,undercertaincircumstancesmunicipalofficialscanbesuedindividually.Also,undercertaincircumstances,thelawrequiresmunicipalitiestoindemnifymunicipalofficialswhoaresuedbecauseofactionstheytookintheirofficialcapacity.”(OLRReport2009-R-0444)
Ingeneralthosewhoserveonamunicipalboardorcommissionareimmunefromcivilliabilityresultingfromanyact,errororomissionmadeintheexerciseoftheirpolicyordecision-makingresponsibilitiesiftheywereactingingoodfaith.Foragoodexplanationofthelimitsofmunicipalliability,seetheOfficeofLegislativeResearchReport:CivilLiabilityofaMunicipalOfficialat:http://www.cga.ct.gov/2009/rpt/2009-R-0444.htm
Actingingoodfaithandwithduediligencerequiresaboardmemberto:
• Attendboardmeetingsregularly,comingpreparedandhavingreadallmaterialtobediscussedinadvanceofthemeeting
• Askquestionsandnotvoteonanymotionactionhavingsufficientinformationonwhichtobaseanopinion
• Ensurethatminutesarerecorded,reviewedforaccuracyandmadeavailabletothepublicasrequiredundertheFreedomofInformationAct
• Reviewfiscalrecordsandcontrolsatregularintervals
• Implementandregularlyreviewappropriatepolicies
• Maintainactivecommittees
• Avoidconflictofinterest:agenerallyacceptedruleofthumbisthatatrusteeorhis/herfamilymaynotreceiveanygain(tangibleorintangible)indealingwiththelibrary
Questionsorconcernsaboutthelibrary'sliabilityshouldbetakenupwiththelocalmunicipalorboardcounsel.
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ConnecticutStatutesAffectingLibraries
ThecompleteConnecticutGeneralStatutesmaybefoundat:https://www.cga.ct.gov/lco/statutes.asp
https://cga.ct.gov/current/pub/chap_190.htm
(ThislistingincludesstatutesregardingFreedomofInformation,VoterRegistration,ConfidentialityofLibraryRecords,municipalelectionsandtheConnecticutEducationNetworkaswellasstatutesspecificallyconcerningpubliclibraries.)
FreedomofInformationAct
Aspublicagencies,publiclibrariesmustcomplywiththeFreedomofInformation(FOI)Act.GenerallyFOIAalsoappliestoassociationlibrariesbecauseoftheirgovernmentfundingandthefactthattheyperformagovernmentalfunction(servingasthetown’spubliclibrary).AnyquestionsontherequirementsofFOIAshouldbeaddressedtotheCommission.Contactinformationisonpage3-8ofthismanual.
HIGHLIGHTSOFTHEFREEDOMOFINFORMATIONACT(Besuretoconsulttheappropriatestatutes.)
PUBLICAGENCIESYouhavetherighttoobtainrecordsandattendmeetingsofallpublicagencies–withcertainlimitedexceptions.Thisappliesto-Stateandlocalgovernmentagencies,departments,institutions,boards,commissionsandauthoritiesandtheircommittees.-Executive,administrativeorlegislativeoffices,andthejudicialbranchandtheDivisionofCriminalJusticewithrespecttotheiradministrativefunctions.-Certainotherentitiesbasedonthefollowingcriteria:(1)whethertheentityperformsagovernmentalfunction;(2)thelevelofgovernmentfunding;(3)theextentofgovernmentinvolvementorregulation;and(4)whethertheentitywascreatedbythegovernment.
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PUBLICMEETINGSI.Meetings,includinghearingsandotherproceedings,mustbeopentothepublicexceptinlimitedsituations.Apublicmeetingisanyhearingorotherproceedingofapublicagency,orgatheringof,orcommunicationbyortoaquorumofamulti-memberagency,todiscussoractonanymatteroverwhichithasauthority.Thefollowingarenotpublicmeetings:meetingsofcertainpersonnelsearchcommittees;collectivebargainingstrategyandnegotiatingsessions;caucuses;chanceorsocialgatheringsnotintendedtorelatetoofficialbusiness;administrativeorstaffmeetingsofasingle-memberagency(e.g.,mayor);andcommunicationslimitedtonoticeofagencymeetingsortheiragendas.Noregistrationorotherrequirementsmaybeimposedonamemberofthepublicseekingattendanceatapublicmeeting.Thepublic,aswellasthenewsmedia,mayphotograph,recordorbroadcastmeetings,subjecttopriorreasonablerulesregardingnon-interferencewiththeconductofthemeeting.II.OnlythreekindsofmeetingsarerecognizedundertheFreedomofInformationAct:Regular,SpecialandEmergency.AstateagencymustfileeachyearascheduleofitsregularmeetingswiththeSecretaryoftheState.Atownorcityagencymustfileeachyearascheduleofitsregularmeetingswiththeclerkofthetownorcity.Amulti-towndistrictoragencymustfileeachyearascheduleofitsregularmeetingswiththeclerkofeachmunicipalmemberofthedistrictoragency.Aspecialmeetingmaybecalledupto24hours(excludingweekends,holidays,anddaysonwhichtheofficeoftheSecretaryoftheStateormunicipalclerk,asthecasemaybe,isclosed)beforethetimesetforthemeeting.Aspecialmeetingiscalledbyfilinganoticestatingthetime,placeandbusinesstobetransacted.AstateagencyfilesthisnoticewiththeSecretaryoftheState;alocalagencyfilesthisnoticewiththemunicipalclerk;amulti-towndistrictoragencyfilesthisnoticewiththeclerkofeachmunicipalmemberofthedistrictoragency.Anemergencymeetingmaybeheldwithoutcomplyingwiththeprecedingnoticerequirements.However,theagencymustfileitsminutes,includingthereasonfortheemergency,within72hours(excludingweekendsandholidays)ofthemeetingwiththeSecretaryoftheStateifastateagency;orwiththemunicipalclerkifalocalagency;orwiththeclerkofeachmunicipalmemberifamulti-towndistrictoragency.
III.Youareentitledtoreceiveacopyofthenoticeandagendaofameeting.
Anagencyisrequiredtosendanoticeofitsmeetings,wherepracticable,atleast1weekpriortothemeetingdatetoanypersonwhohasmadeawrittenrequest.Theagencymayestablishareasonablechargeforthisservice.
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Eachagencymustmakeavailableitsagendaforeachregularmeetingatleast24hours
beforethemeetingtowhichitrefers.Newbusinessnotontheagendamaybe
consideredandactedononlyona2/3voteofthemembersoftheagency.
IV.Agencyminutesandrecordofvotesmustbeavailabletothepublic.
Theminutesofeachagencymeetingmustbemadeavailabletothepublicwithin7days
ofthesessiontowhichtheyreferintheagency'sofficeifithasone;or,ifnone,inthe
officeoftheSecretaryoftheStateforstateagenciesorinthemunicipalclerk'soffice
forlocalagencies.Inthecaseofspecialmeetings,the7-dayperiodexcludesweekends
andholidays.Theminutesmustcontaintherecordofeachmember'svoteonanyissue
beforetheagency.
Thevotesofeachmemberonanyissuemustbeputinwritingandmadeavailableto
thepublicwithin48hours,excludingweekendsandholidays,ofthemeetingatwhich
thevotesweretaken.
Theminutesofameetingatwhichanexecutivesessionoccursmustindicateallpersons
whowereinattendanceattheclosedsession,exceptforjobapplicantswhowere
interviewed.
EXECUTIVESESSIONS
I.Anagencymayclosecertainportionsofitsmeetingsbyavoteof2/3ofthemembers
presentandvoting.Thisvotemustbeconductedatapublicsession.
Meetingstodiscussthefollowingmattersmaybeclosed:specificemployees(unlessthe
employeeconcernedrequeststhatthediscussionsbeopentothepublic);strategyandnegotiationsregardingpendingclaimsandlitigation;securitymatters;realestate
acquisition(ifopennessmightincreaseprice);oranymatterthatwouldresultinthe
disclosureofapublicrecordexemptedfromthedisclosurerequirementsforpublic
records.
Anybusinessordiscussioninaclosedsessionmustbelimitedtotheaboveareas.
Theagencymayinvitepersonstopresenttestimonyoropinionintheexecutivesession,
buttheirattendancemustbelimitedtoonlythetimenecessaryforthattestimonyor
opinion.
PUBLICRECORDS
I.Mostrecordsorfilesofstateandlocalagencies,includingminutesofalltheirmeetings,areavailabletothe
publicforinspectionorcopying.
Thisincludes
-Informationordatawhichistyped,handwritten,taperecorded,printed,photographedorcomputer-stored.
-Mostinter-agencyandintra-agencymemorandaorletters.
II.Recordsspecificallyexemptedfromdisclosurebyfederallaworstatestatutearenotavailabletothe
public.Inaddition,thefollowingrecordsmaynotbeavailabletothepublic:somepreliminarydraftsornotes;
personnelormedicalfiles;certainlawenforcementrecords,includingarrestrecordsofjuvenilesandsome
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witnessandvictimidentificationinformation;recordsrelatingtopendingclaimsandlitigation;tradesecretsandcertaincommercialorfinancialinformation;testquestionsusedtoadministerlicensing,employmentoracademicexaminations;realestateappraisalsandconstructioncontractsuntilallofthepropertyhasbeenacquired;personalfinancialdatarequiredbyalicensingagency;recordsrelatingtocollectivebargaining;taxreturnsandcommunicationsprivilegedbytheattorney-clientrelationship;namesandaddressesofpublicschoolstudents;informationobtainedbyillegalmeans;certaininvestigationrecordsofreportedmisconductinstategovernmentornamesofstateemployeeswhoreportsuchmisconducttothestateAttorneyGeneralorAuditors;certainadoptionrecords;election,primary,referendaandtownmeetingpetitionpages,untilcertified;certainhealthauthoritycomplaintsandrecords;certaineducationalrecords;certainrecords,whentherearereasonablegroundstobelievedisclosuremayresultinasafetyrisk;andcertainrecords,ifdisclosurewouldcompromisethesecurityorintegrityofaninformationtechnologysystem.Also,recordsofpersonnelsearchcommitteesneednotbedisclosediftheywouldidentifyexecutivelevelemploymentcandidateswithouttheirconsent.III.Youmayinspectpublicrecordsduringregularofficehours,butcopies,print-outsortranscriptsshouldberequestedinwriting.Thefeeforacopyofapublicrecordfromastateagencymustnotexceed25¢perpage.Thefeeforacopyofapublicrecordfromanon-stateagencymustnotexceed50¢perpage.Thefeeforacomputerdisk,tape,printoutorforatranscript,oracopythereof,mustnotexceedtheactualcosttotheagencyinvolved.Theagencymayalsorequiretheprepaymentofthesefeesiftheirestimatedcostis$10.00ormore.NosalestaxmaybeimposedforcopiesofthepublicrecordsrequestedunderthisAct.Theagencyisrequiredtowaiveanyfeeforcopiesifthepersonrequestingthecopiesispoorandcannotaffordit;oriftheagencydeterminesthattherequestbenefitsthepublicwelfare.Thereisanadditionalchargeforacertifiedcopyofapublicrecord.
Youareentitledtopromptaccesstoinspectorcopypublicrecords.Ifanagencyfailstorespondtoarequestwithinfourbusinessdays,suchfailurecanbetreatedasadenialoftherequest.
IfyouhaveanyquestionsregardingtheFreedomofInformationAct,contact:FreedomofInformationCommissionoftheStateofConnecticut18-20TrinityStreetHartford,CT06106(860)566-5682TOLL-FREE(CTONLY):(866)374-3617FAX:(860)[email protected] [email protected]://www.ct.gov/foi
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ConfidentialityofLibraryRecords
AnimportantexceptiontotheFreedomofInformationrequirementsasspecifiedinConnecticutGeneralStatutessection1-210istherequirementforconfidentialityoflibraryrecords.C.G.S.Sec.11-25requiresthatrecordsmaintainedbylibrariesthatcanbeusedtoidentifyanylibraryuserorlinkanyusertoalibrarytransaction,regardlessofform,shallbekeptconfidential.Suchrecordsmaybereleasedonlywiththepermissionoftheuserorpursuanttoacourtorder.Specificallythestatutestates:
Reportsbylibraries.Confidentialityofrecords.(a)Thelibrariesestablishedundertheprovisionsofthischapter,andanyfreepubliclibraryreceivingastateappropriation,shallannuallymakeareporttotheStateLibraryBoard.(b)(1)Notwithstandingsection1-210,recordsmaintainedbylibrariesthatcanbeusedtoidentifyanylibraryuser,orlinkanyusertoalibrarytransaction,regardlessofformat,shallbekeptconfidential,exceptthattherecordsmaybedisclosedtoofficers,employeesandagentsofthelibrary,asnecessaryforoperationofthelibrary.(2)Informationcontainedinsuchrecordsshallnotbereleasedtoanythirdparty,except(A)pursuanttoacourtorder,or(B)withthewrittenpermissionofthelibraryuserwhosepersonalinformationiscontainedintherecords.(3)Forpurposesofthissubsection,"library"includesanylibraryregularlyopentothepublic,whetherpublicorprivate,maintainedbyanyindustrial,commercialorothergrouporassociation,orbyanygovernmentalagency,butdoesnotincludelibrariesmaintainedbyschoolsandinstitutionsofhighereducation.(4)Noprovisionofthissubsectionshallbeconstruedtopreventalibraryfrompublishingormakingavailabletothepublicstatisticalreportsregardinglibraryregistrationanduseoflibrarymaterials,ifsuchreportsdonotcontainpersonallyidentifyinginformation.
Librariesshouldhaveapolicythatreiteratesthisrighttoconfidentialityaswellasaprocedurethatstaffshouldfollowwhenconfrontedbyarequestforapatronrecord.Alllibrarystaffmustbeadequatelytrainedregardingthisprocedure.Samplepoliciesmaybefoundat:http://www.ctstatelibrary.org/dld/pages/sample-policies-connectic
OtherLawsAffectingPublicLibraries
Aguidetolawsaffectinglibrariesisavailableat:https://libguides.ctstatelibrary.org/dld/help/handbook
Includedinthislistingarelawsrelatedtostateaid,Connecticard,voterregistration,establishingpubliclibraries,
taxing,mergeroflibraries,contractsforlibraryserviceandtheftoflibrarymaterials.
Statestatutesareoftenrevisedorrepealed,sothelatestversionavailableshouldbecheckedat:https://www.jud.ct.gov/lawlib/statutes.htm
AssistanceisavailablebycontactingtheStateLibrarylegislativereferencedeskat(860)757-6590.Alinkforsending
e-mailisavailableat:https://libguides.ctstatelibrary.org/law
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Thischaptercovers:
ü Thebenefitsoflibrarypolicies
ü Suggestedpoliciesforthelibrary
ü Placestofindsamplepolicies
ü Elementsofsuccessfulpolicies
GeneralDescription
Oneofthemostimportantresponsibilitiesoflibrarytrusteesisthedevelopmentofpoliciesbywhichthelibrarydirector,staffandtrusteescanmakeconsistentserviceandadministrativedecisions.Thesepoliciesmustadheretothelibrary’smissionstatementandfollowlocal,stateandfederallawsandprovidefairtreatmentofpatronsandstaff.Statestatutesthatmayrelatetopoliciesmaybefoundat:
https://libguides.ctstatelibrary.org/dld/bestpractices/governance
Policiesguideallphasesoflibraryoperation.Theyarenotdetaileddescriptionsofprocedures.Thus,acirculationpolicywouldbeabroadstatementofgoalsandobjectivesforthisareaoflibraryserviceprovidingaframeworkonwhichthoseproceduraldetailswouldbebased.Itisnotadetailedlistofstepsonhowtocheckoutabook.
Chapter4
Policies:ANESSENTIALRESPONSIBILITYFORTRUSTEES
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Becausepoliciesprovideframeworkforactionsanddecisions,itfollowsthatthelibrary’smissionstatement,boardby-lawsandlong-rangeplanarealsoconsideredpolicies.Librariesarealsostronglyencouragedtoadopttheseprofessionalpolicies:
TheFreedomtoRead(fromtheALA)http://www.ala.org/advocacy/intfreedom/freedomreadstatement
TheLibraryBillofRights(fromtheALA)http://www.ala.org/advocacy/intfreedom/librarybill
Twootherfederalactsbearprudentwatchingandmayaffectthepoliciestheboardwilladopt:
Children’sInternetProtectionAct(CIPA)
ThePatriotActasitrelatestoconfidentialityofrecords
BenefitsofPolicies
Properlydevelopedandadoptedpolicies:
• Supporttheoveralllibraryplans,goalsandobjectives
• Guidethelibrarydirectorandstaffinimplementingboardjudgments
• Providedirectionandconsistencyinday-to-dayservicetothecommunityandoperationofthelibrary
• Reduceuninformeddecision-makingandcrisisresponsestoproblemsituations
• Protecttherightsandassurefairtreatmentofallpatronsandstaff
PolicyDevelopment
Policiesareneededbythedirectorandstaffastheycarryouttheirjobs,sothesepersonsusuallyresearch,developanddraftpoliciesforpresentationtotheboardforconsiderationandpossibleadoption.Theboardalsomaychoosetowriteapolicyoraskthedirectorandstafftodoso.
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Thefollowingisacorelistofpoliciesmostoftenneededbyalibrary.Ratherthanstartfromscratch,itisofteneasiertoworkfrompoliciesdevelopedbyotherlibraries.Samplepoliciesontheseandothersubjectsmaybefoundat:https://libguides.ctstatelibrary.org/dld/help/samplesAlcoholBy-lawsCellPhonesCirculation&PatronRegistrationCodeofConductCollectionDevelopmentConfidentiality&PrivacyConflictofInterestDiscardsDonations,Gifts&MemorialFundsE-Readers&MediaPlayersExhibitsandBulletinBoardsFood&BeverageFinancialDevelopmentFoundations,Investments&EndowmentsHistoryRoomHolidayDecorationsHomeDeliveryInterlibraryLoan
InternetPoliciesJobSharingMediaMeetingRoomsMissionStatementMuseumPassesPersonnelPetitionsProctoringProgramsPublicAccesstoPersonalComputersPublicRelationsSecurityCamerasServiceAnimalsSocialMediaSolicitingonLibraryPremisesStaffDevelopmentStaffUseofComputers&InternetTechnologyPlansUnattendedChildren/VulnerableAdultsVolunteersWarming/CoolingStationWeather-relatedClosingsWhistleblowers
Tobelegallyvalid,apolicymustbeapprovedbythelibraryboardataproperlynotifiedpublicmeetingwithinthestandardsoftheFreedomofInformationAct.Theapprovaldateandanyreviewdatesshouldbenoted(usuallyattheendofthepolicy),andthepolicyshouldbeclearlydocumentedintheformalboardminutes.
ElementsofanEffectivePolicy Aneffectivepolicy:
• Supportsthemissionstatement
• Doesnotconflictwiththeby-lawsorlong-rangeplan
• Adherestolocal,stateandfederallaws
• Doesnotconflictwithotherpolicies
•Treatsstaffandpatronsfairly
•Isclearandunderstandable•Doesnotincludeprocedures
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•Providesstaffandboardwithcleardirectionformakingdecisions
•Followsthebestlibrarypracticesdocument
Whenthelibraryboardconsidersapolicyforadoption,itshouldknow:
• Thesubjectofthepolicy
• Thewaythepolicycontributestolibrarygoals
• Theneedforthepolicy
• Thoseitwillaffect
• Theperson(s)whodevelopedit
• Theelementstobeincluded
• Possibleoptions
• Thelegalramifications
• Thecost(intermsofstafftime,budget,collectionandfacilities)
• Theperson(s)whoshouldreviewitbeforeapproval
• Theperson(s)whowillenforceit
• Theperson(s)whowillinformandtrainstaff
• Thewaynewhireswillbeinformed
• Aregularscheduleforreview
Onceapolicyisapproved,thelibrarydirectorisresponsibleforinformingthestaffandthepublic.Theapprovedpolicyistobesupportedbytheboard,thestaffandtheFriendsoftheLibrary,regardlessofindividualopinions.
Copiesofthepolicymanualshouldbegiventomembersoftheboard,involvedmunicipalofficialsandthelibrarystaffandbeeasilyaccessibletothepublicbymeansincludingthelibrary’swebsite.
Trusteesshouldallowadequatetimetoconsiderpoliciesbeforeapprovingthem.Policiesalsoneedtobereviewed,usuallyonayearlybasis.Researchedandup-to-datepolicieswillreducetrusteeandstaffliabilityaswellaseducatetrusteesandemployeesaboutthecomplexandvariedissueswithinthelibrary’sconcern.Therealsomaybepoliciesthattrusteesandthedirectorwillneedtodefendinapublicforum.
Creatingpoliciesishardworkinvolvingresearch,rewritingandtime,butthatworkprovidestheframeworkforallphasesofthelibrary’soperations.Throughwellthought-outpolicieslibrarytrusteesprotectthatmostimportantaspectofdemocracy,thefreedomofinformationuponwhichallotherfreedomsdepend.
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Thischaptercovers:ü Reasonsforplanningü Theplanningteamü Theplanningprocessü Planfollow-up
WhyPlan
Oneofthemostimportantandoftenoverlookedresponsibilitiesofalibraryboardisstrategicplanning.Havingaplanislikehavinggoodinsurance–itisalwaystheretofallbackon.Itisalsoaroadmaptotellwherethelibraryisgoing.Sizedoesnotmatter.Everylibraryneedsaplan,nomatterhowsmallorhowlargethelibraryandcommunitymaybe.
Planningforlibrariesisaprocessofenvisioningthefutureofboththecommunityandthelibraryandsettingadirectiontomovethelibrarytowardachosenfuturevision.Planninghelpsthestaffandboardunderstandthesituationoftheircommunity,setprioritiesandestablishmethodsforachievingthosepriorities.Theplanningdocumentprovidesarecordofthedecisionsmadeduringthatprocess.Thedocumentalsobecomesaguidefordecision-makingandactionbystaffandtheboard.
Theimportanceofplanningcannotbeoveremphasized.Thelibraryboardordirectorthatdoesnotplanislikeashoppergoingtothestorewithoutashoppinglist.Thelibrarymaybeofferingservicesthatarenotreallyneededbythecommunitywhilefailingtooffertheoneortwoservicesthatmightprovideagreatbenefit.
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Planningessentials—gettingstarted
Theprocessfollowedtocreateaplanwilldependonthesizeofthelibraryandcommunityinvolvedwiththeproject.Largeandevenmanymedium-sizedlibrariesorthoseaccustomedtoplanningmayhavetheresourcesandexperiencetoundertakeafull-blownprocesssuchasthatdescribedinStrategicPlanningforResults—(Nelson,Sanda,ALA,2008),theAspenInstituteplanorBestPracticesinConnecticutPublicLibraries(https://libguides.ctstatelibrary.org/dld/bestpractices).StrategicPlanningforResultsprovidesablueprintforcreatingavisionofthefutureforalibraryanditscommunityalongwithablueprintforcreatingtheservicesthatwillenablealibrarytoachieveitsvision.Becauseitissothorough,PlanningforResultsdescribesafairlytime-intensiveprocessinvolvingalargecastofplayers.Anylibrary,includingsmalleronesorthosenewtoplanning,willbenefitfromundertakingtheprocessoutlinedinPlanningforResultsiftheboardandstaffhavethecommitment,timeandresourcestofollowthrough.
Librariesshouldstartwithamissionstatement,reviewingthecurrentoneorcraftinganewone.Themissionstatementdefinesthelibrary’spurpose,describesthefunctionsitperformsandforwhom,andstateswhyitisvaluabletothecommunity.Themissionstatementshouldbekeptshort.Onesentenceisbest.
Samplemissionstatementsmaybefoundat:https://libguides.ctstatelibrary.org/dld/help/samples
AlinktomissionstatementsisfoundhereinthelistofConnecticutsamplepolicies.
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WhoPlans?
Thestrategicplanforthelibrarybenefitsfrominputfrommultipleindividuals.
Theminimumnumberneededtodraftastrategicplanisone.Ontheotherhand,largecommitteescanbearealproblem.Ideally,thegroupshouldnumberbetweensevenandnineincludingtwoorthreetrustees,thelibrarydirector,twoorthreestaff,agovernmentrepresentativeandoneortwogoodlibrarycustomers.
Thelibrarydirectorcanbereliedontogatherstatisticsaboutacommunity.Importantstatisticsinclude:
• Thesizeofthecommunitybrokendownbyage,gender,racialheritage,etc.
• Theexistenceoflargeorgrowinggroupsofnewcomerstothecommunitysuchasurbanorruraltransplants,newethnicgroups,etc.
• Economicfactorssuchashouseholdincomesandsourcesofpayrolls
• Aneducationalprofileofthecommunity
Atthesametimethedirectorandstaffcangatherfactsaboutthelibrary.Questionstoaskinclude:
• Whatservicesarecurrentlybeingoffered?
• Howhaveusagepatternsbeenchanginginthepastfewyears?
• Whatisthecompositionofthecollection?Howmanyresourcesdoesthelibraryown,includingbooks,recordedbooks,videos,children’sbooks,etc.?
• Howoldisthecollection?Whatistheaveragepublicationdateforeachsectionofthenonfictioncollection?
Bydiscussingtheseandsimilarfactsaboutthelibraryandthecommunity,thestaffandboardcanreachsomebasicconclusionswithwhichtoplanfutureservices.Forexample,alibrarywithasmalllarge-printcollectioninacommunitywithastableagingpopulationmaywanttobuymorelarge-printbooks.Asciencecollectionwithrelativelyfewtitleslessthanoneortwoyearsoldprobablyneedsupdating.
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Bytalkingtootherstakeholders,libraryplannerscanaddtothestrengthand
reliabilityoftheirplanaswellasobtainbuy-infromthepublic.Thereisa
substantiallistofindividualsandgroupsthatmightbeconsultedaspartofa
basicplanningprocess.Whichonesalibrarychooseswilldependonitsparticular
situation.
Suggestedplayersinclude:
• Themayorandcitycouncil(orequivalent)
• Municipalemployeessuchasaneconomicdevelopmentofficer,senior
centerdirectororrecreationdepartmentdirector
• RepresentativesfromthePTA,teachersandboardofeducation
• RepresentativesofactiveservicegroupssuchastheElks,RotaryorLions
• Representativesofothersocialserviceorganizationssuchasthose
representinggrowingminoritypopulations
• Representativesofthereligiouscommunity
• Currentlibraryusers
• Thosenotcurrentlyusingthelibrary
Themorepeopleconsultedaboutthecommunity,themoreinformationthat
willbeavailabletouseincreatingthestrategicplan.
GatheringInformation
Probablythemostcommonmistakelibraryplannersmakewhenconsultingthe
communityinpreparationforastrategicplanistoaskpeopleaboutthelibrary.
Neophyteplannersaskwhatlibraryservicespeoplearelookingfor.Thereal
purposeofconsultingallofthesecommunityrepresentativesistofindoutabout
them—whattheyaredoingandwhatisimportantintheirlivesandwork.The
librarystaffandboardaretheexpertsinthebroadarrayofpossiblelibrary
services.Itisuptotheexpertstobecreativeinproposingnewservicesor
changesinservicestomeetemergingneeds.Forexample,themayorandcity
councilmaybeinterestedindevelopingtourisminacommunitybuttheymay
notthinkofthelibraryasavehicleforcollectinganddisseminatinglocal
informationofinteresttotourists.Ifpeopleareaskedwhatthelibraryshouldbelike,theywill
probablyanswerbasedontheirpreconceptionsaboutwhatalibraryis.Instead,theyshould
beaskedaboutcommunityneeds.Libraryresourcescanbeusedtodevelopservicestohelp
fillthem.Therearevariouswaystoaskthislargearrayofplayersaboutcommunityneeds.
Oneofthesimplestbutmosteffectiveissimplytoinvitethemtothelibraryoraneutralsite
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andtalktothem.Someoneexperiencedinconductingfocusgroupinterviewsshouldbebroughtin.Groupscanbebuiltaroundparticularinterestsorimportantsegmentsofthecommunitysuchaschildrenorimmigrants.Theboardcanassisttheinterviewerinelicitingtheopinionsofinterestedpartiesregardingwhatisimportanttothem.
Libraryplannersoftengatherinformationbymeansofsurveys.Thefollowingideasshouldbeconsidered:
• Whatarethespecificquestionstobeanswered?Whathypothesesarebeingtested?
• Howwillhavingtheinformationaffecttheinvestigation?Questionsshouldnotbeposedsimplyforthesakeofasking.Forexample,ifarespondentisaskedwhereheorshewenttocollege,howwillthisknowledgebehelpful?
• Howwilltheinformationbeused?
• Willthesurveyreachthetargetaudience?Surveysdoneinsidethelibraryareuselessforlearningtheneedsandopinionsofnon-users.Currentlibraryusersdonotnecessarilyrepresentacrosssectionofthecommunity.
• Howwillthesurveybedistributed?
• Howwillthesurveybetabulated?
Apretestshouldbeconductedtomakesuretherespondentshavethesameunderstandingofthequestionsasthelibrarydoes.
Enlistingthehelpofsomeoneexperiencedinwritingandconductingsurveysbeforetheybegindoesnothavetocostanything.AvolunteermaybefoundatalocalChamberofCommerceoranearbyuniversity.Alocalresidentwhohasconductedsurveysaspartofhisorherbusinessmaybewillingtohelp.Ifthelibrarycomposesitsownsurvey,someoneoutsidetheorganizationshouldcritiqueit.Apoorlyexecutedsurveycanhavelessvaluethannoneatall.Itmayevenleadtooppositeconclusionsfromthosethatmighthavebeenreachedotherwise.
OutlineoftheStrategicPlan
Afterallinformationisgathered,itneedstobeorganizedusingasimpleplanlikethis:
Introduction:Indiscussingtheplanningprocess,questionssuchastheseshouldbeconsidered.Whoarethepeopleinthecommunity?Whatarethelibraryandcommunitylike?Howwasthispeopleinthecommunity?Whatarethelibraryandthecommunitylike?Howwasthisdetermined?Whowasconsulted?Howweretheyconsulted?Whatwaslearned?
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MissionStatement:Whatvisionofthecommunityisthelibrarytryingtosupport?Whatisthelibrary’sroleinsupportingthatvision?Whatisthereasonthelibraryexists?
ServiceResponses:Whatarethespecificservicesthelibrarywillofferandwhy?
Activities:Whatactivitiesshouldbecarriedoutforeachoftheseservices?Theseactivitiesshouldbelistedalongwithwhatthelibraryintendstoaccomplishandthewaytheyrelatetothelibrary’smission.
Evaluation:Howitwillthelibrarymeasuretheimpacttheseservicesarehavingonthetargetpopulation?Meansshouldbedeterminedbywhichthelibrarycandetermineifitisdoingtherightthingsandthealternativesavailableifitisnot.
Thespecifictimeframetheplanshouldcoverwilldependonhowambitiousitisorhowmanyactivitiesthelibraryhopestocarryout.Thereisnoformuladictatingthattheplanshouldlastfiveyears,threeyearsorevenoneyear.Theplanshouldbebasedonwhatmakessenseforthelibraryandthecommunity.Themostimportantthingistobeadaptive.
PlanFollow-up
Theplanshouldbefollowedandrevisitedalongthewaytomakesureitistakingthelibrarywhereitwantstogoandtoreviseitasnecessary.Attheendoftheplanningcyclewhenallevaluationsarein,itistimetostartover,createanewplanandperhapsgoalittlefurtherintheinformation-gatheringprocess.
Thestrategicplanshouldbeusedeveryyeartosetgoalsforthelibraryboard.
OtherSpecializedPlans• Technologyplans• Facilitiesplans• Emergencypreparednessplans• AmericanswithDisabilitiesAct
Inadditiontogeneralstrategicplanningfortheentirelibrary,theboardshouldalsoconsiderplanningprojectsfocusingonspecialissuessuchastechnologyordisasterpreparedness.
Becausenewtechnologiescangreatlyexpandtheservicesandresourcesofferedbyalibrary,itisimportantthatalllibrariesbeinvolvedinsometypeoftechnologyplanning.
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Mostlibrarieswillrarelyexperienceasevereemergencyornaturaldisaster,butitisbesttobepreparedjustincase.Fires,floods,tornadoesandhazardousmaterialaccidentscanendangerlivesanditisimportantforlibrariestohaveplansand/orpoliciesinplacefordealingwiththesetypesofemergencies.Itisalsoimportantforstafftobetrainedtohandleemergenciesproperly,includingmedicalemergencies.
Plansand/orpoliciescanalsobeestablishedtoprepareforrecoveryoflibrarymaterialsafteranaccidentordisaster.
SourcesofAdditionalInformation
Nelson,Sandra.StrategicPlanningforResults.Chicago,IL:ALA,2008.
DisasterPreparednessClearinghousewebsitehttp://www.ala.org/alcts/resources/preserv/disastercleardevelopedbytheAssociationforLibraryCollections&TechnicalServices,adivisionoftheAmericanLibraryAssociationEmergencyPreparednessforCTLibraries:EmergencyPreparednesshttps://libguides.ctstatelibrary.org/dld/emergencyEmergencyPreparednessforCTLibraries:ResourcesforDisasterPreparednesshttps://libguides.ctstatelibrary.org/dld/emergency/disaster
ConservationOnLine(CoOL),DisasterPreparednessandResponse(athttp://cool.conservation-us.org/bytopic/disasters/
Reed,SallyGardner;Kalonick,JillianTheCompleteLibraryTrusteeHandbook.NewYork:NealSchuman2010
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Chapter6:TheLibraryDirector
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Thischaptercovers:
ü Theroleofthelibrarydirector
ü Procedureforhiringalibrarydirector
ü Evaluationofthelibrarydirector
RoleoftheLibraryDirectorTheLibraryDirectorisresponsiblefortheoveralloperationofthelibraryincludingpersonnel,collectiondevelopmentandfiscal,physicalplantandprogrammingfunctions.Thedirectoralsoactsasatechnicaladvisortotheboard.AdetailedchartoftherolesofthedirectorversustheboardisincludedinChapter2.
PLANNING
Thelibraryboardisultimatelyresponsibleforlong-rangeplanning;thedirectorisresponsibleforcarryingouttheplan.Throughtheplanningprocesstheboardmaydecidethatthelibraryneedstoexpanditsprogramsandservices.Thelibrarydirectorhastheauthorityandresponsibilitytomanagetheprograms.
ORGANIZING
Thelibrarydirectormustorganizeaninternalstructurefordeliveryoflibraryservices.Boardmembersmaygiveinputaboutwhatkindsofstaffpositionsarenecessary,butasthemanagerthelibrarydirectorshouldbeabletocreatethekindsofpositionsandinternalstructureheorshedeemsnecessary.
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STAFFING
Thelibrarydirectorisinchargeofhiring,firing,evaluatinganddiscipliningallstaffmembers.
DIRECTINGANDLEADING
Thelibrarydirectormotivatesandleadsthestaff.Heorsheshouldinspire,givedirectionandcommunicatewiththem.Boardmembersdirectandleadonlythroughthedirector.
MONITORINGANDCONTROLLINGOPERATIONS
Thelibrarydirectormonitorsandcontrolstheinternaloperationalactivitiesofthelibrary.Forinstance,theboardapprovestheannualbudgetbutthedirectormakestheday-to-daydecisionsabouthowthebudgetedmoniesarespent.
HiringtheLibraryDirectorThesinglemostimportantdecisionofthelibraryboardistheselectionandappointmentofthelibrarydirector.Findingandretainingagooddirectorisvitalforprovidingexcellentlibraryserviceforthecommunity.
Whentheneedfirstarisestofindanotherdirector,theboardshouldusetheopportunitytoassessthequalificationsandskillstheywillbelookingforinthepersonwhowillleadthelibraryinthecomingyears.
ThelibraryboardisurgedtocontacttheConnecticutStateLibraryforassistancesoonafteritisdeterminedthatanewdirectorsearchwilltakeplace.Thefollowingresourcesalsomaybehelpful:Atwo-pagechecklistonhiringalibrarydirectorhttps://libguides.ctstatelibrary.org/ld.php?content_id=6835832AWorkbook:SelectingaLibraryDirector,developedbyFriendsoftheLibraryDevelopmentandServicesLibrary,St.Paul,Minn.Thisworkbookgivesdetailedinstructionsontheprocessandincludessampleformsthatmaybeusedormodifiedasneeded.Itishighlyrecommendedthatthisbestudiedclosely.https://libguides.ctstatelibrary.org/ld.php?content_id=6835838Ifthereisagapbetweenwhenthecurrentdirectorleavesandthenewdirectorisappointeditwillbenecessarytoappointanactingdirectorandtoworkcloselywiththatpersononanongoingbasistoensuresmoothoperations.
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Followingisalistofstepsthattheboardshouldundertakewhenhiringadirector.
1. Reviewthelibrary’smissionstatement,long-rangeplansandshort-termgoals.Theboardshoulddetermineiftheyarestillvalidandmakeadjustmentsasneeded.Considerationshouldbegiventoanychangesinthecommunitythatwillnecessitatechangesinthelibrary’smissionanddirection.
2. Conductanexitinterviewwiththecurrentdirectorifpossible.
Guidelinesforexitinterviewsareincludedintheresourceat
http://www.ala.org/united/sites/ala.org.united/files/content/trusteezone/practical-guides/finding-library-director.pdf
3. Discussthevacancywiththemunicipalityifthesituationwarrants.
4. Reviewthecurrentjobdescriptionandamenditasneeded.Theoutgoingdirector’sjobdescriptionshouldnotbeusedbyitself.Theboardmaywishtoredefinethejoband/orelevatetheposition.
5. Reviewskillsandabilitiesthatthenewdirectorshouldpossessformaximumachievementoftheboard’sgoalsforthelibrary.Inputshouldbesolicitedfromstaff,Friendsandotherstakeholders.Topicsshouldinclude:
• Experienceinparticularareassuchasadministration,outreachandprogramming
• Abilitytoworkwithlibraryboardsandgovernmentofficials
• Supervisoryability
• Fiscalskillsincludingbudgetpreparationandadministeringwithinabudget
• Policydevelopment
• Customerservice
• Leadership
• Dependability
• Managementskills
• Peopleskills
• Goodwrittenandoralcommunicationskills
• Interestinfurtheringlibrarydevelopment
Thisanalysisshouldresultinclearwrittendocumentsthatdefinethejobanddesiredqualifications.
6. Budgetforexpensestheboardwillincurforanyconsultants,ads,travel,etc.
7. Setacompetitiverangeforsalariesandbenefitstobeusedintheselectionandhiring.
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TheboardmaywishtoconsulttheStateLibrary’sStatisticalProfileofConnecticutPublicLibrariesasausefultoolinevaluationofanappropriatesalaryrange:http://libguides.ctstatelibrary.org/dld/stats/annreport.Theboardmayalsowishtoconsultwithmunicipalhumanresourcespersonnel.
8. Draftthejobdescription.Aclearjobdescriptionshouldbewrittenstatingthespecificdutiesofthelibrarydirector.Anabbreviatedformofthejobdescriptionmaybeusedinthejobadvertisement.Trusteesshoulddrawupalistofdesirablequalificationsthatcanbeusedtocomposeajobannouncementsuchas:
• Generaleducationandprofessionaltraining
• Previouslibraryadministrativeexperience
• Minimumqualifications
• Managerialskillsandprevioussupervisoryexperience
• Qualificationsrequiredtoassistthelibraryinintroducingnewtechnologies
• Informationonthefollowing:o Areaofresponsibilityforthedirector
o Specificdutieso Salaryandfringebenefits
o Periodofprobation
o Desirableareasofexpertise
ForexamplesofjobdescriptionsinConnecticutPublicLibrariesseehttp://libguides.ctstatelibrary.org/ld.php?content_id=6834413
9.Formthesearchcommittee.Thefullboardshouldappointasearchcommitteethatwillinitiatethesearch,conducttheinterviewandselectionprocessandpresentafinalcandidateorcandidatestothefullboard.Besidestrustees,othersshouldbeincludedonthiscommitteesuchasatownormunicipalofficial,respectedcommunityrepresentative,librarianfromaneighboringlibraryorotherlocalpartners.
10.Advertise.Thejobopeningshouldbeadvertisedtoasmanycandidatesaspossible.Qualifiedstaffmembersshouldbeencouragedtoapply.
Theboardshouldstressthatthegoalistoselectthebestpersonforthejob.Allapplicantsshouldreceiveconsiderationanddueprocessinaccordancewithequalopportunitylaws.Afterreadingadspublishedbyotherlibraries,acarefullywordedadshouldbecomposedbasedonthejobdescription.Adeadlineshouldbesetforsubmittingapplicationsandonepersonshouldbedesignatedtoreceivethem.Resumesandreferencesshouldbesubmittedaswell.AlistofplaceswhereaConnecticutlibraryboardmaywishtoadvertiseisavailableathttps://libguides.ctstatelibrary.org/ld.php?content_id=6835838
Wordofmouthadvertisingamongfriendsandcolleaguesisanothermeansofspreadingthenewsofanavailableposition.
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11.ObserveAffirmativeActionlaws.Librariesmustabidebyfederalandstatelawsthatprohibitdiscriminationinrelationtohiring,promotionandallotherworkingconditionsofemployment.Itisillegaltodiscriminateonthebasisofsex,race,creed,religion,age,countryoforigin,individuallifestyleorphysicalhandicap.Policiesshoulddemonstratethatthelibraryboardmakeseveryeffortnottodiscriminate.Libraryboardshavetheresponsibilityfordeterminingdeficienciesintheirpoliciesandadoptingcorrections.Itisimportanttotietheskillsandqualificationscloselytothejobrequirementstobesurethatnocandidateisdisqualifiedunfairly.
Informationonfederalaffirmativeactionlawsisavailableathttps://www.dol.gov/general/topic/hiring/affirmativeact
InformationonConnecticutaffirmativeactionlawsisavailableathttps://www.ct.gov/chro/cwp/view.asp?A=2523&Q=315818
12.EvaluatetheApplications.Thecommitteeshoulddevelopandfollowaprocessforchoosingthebestapplicantstobeinterviewed.Itishelpfultodevelopauniformevaluationformandscaleforevaluatingresumesbasedonthequalificationsbeingsought.13.Supplycandidatestobeinterviewedwithadditionalinformationaboutthelibrary.Thisshouldincludeacurrentdescriptionofthecommunitydemographicsandacopyofthelibrary’slong-rangeplan,policymanualandthelatestannualreport.
14.Interviewthecandidatesandmakeaselection.Anevaluationsheetshouldbedevelopedforusebyeachmemberoftheinterviewcommitteetonotethecandidates'responsesandmembers'impressions.Timeshouldbeallowedbetweeninterviewstocompletetheevaluationsheets.
Thequestionsaskedofeachcandidatemustbeidenticalandaskedinthesameorder.Thisnotonlyhelpsprotectagainstillegalquestionsbutalsohelpstofocustheinterviewonpertinentquestionsrelatingtotheapplicant'sjob-relatedabilitiesandtocompareapplicantswhentheinterviewprocessiscompleted.Follow-upquestionsareallowedifclarificationisneeded.
FreedomofInformationAct,FOIA
UndertheFOIAC.G.Ssec1-225,“Themeetingsofallpublicagencies,exceptexecutivesessions,asdefinedinsubdivision(6)ofsection1-200,shallbeopentothepublic.”However,sec1-220(2)states,“’Meeting’doesnotinclude:Anymeetingofapersonnelsearchcommitteeforexecutivelevelemploymentcandidates.“Thus,meetingsofthepersonnelsearchcommitteedonothavetobeopentothepublic.ForotherimplicationsofFOIAseealsotheEvaluationsectionbeginningonpage6-7ofthishandbook.
Illegalquestions
Duringtheinterview,therearespecificquestionsthatareconsidereddiscriminatoryandwhichtheboardisnotlegallypermittedtoask.Theseinclude:
• MaritalStatus,sexualpreference,maidenname,spouse'snameoroccupation• Nationality,citizenship,religion,age,height,weight
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• Ageofchildren,arrangementforthecareofminorchildren
• Planstohavechildren,healthstatus,pregnancy,smoking,physicaldefects,illnesses(unlessrelatedtotheability
toperformjob-relatedtasks),psychiatrichospitalization
• Militaryexperience,typeofdischarge
• Arrests,felonyormisdemeanorconvictions
• Candidacyforpublicoffice
• Membershipinalabororganization
• Previoussalary
15.Checkcandidates’referencesandpresentthetopcandidatestotheboardforfinalapproval.Referencesoftopcandidatesshouldbechecked.Thisisusuallydonebyphone.Aformshouldbeusedtorecord
theresponsestobesharedlaterwiththefullcommittee.Thesearchcommitteeselectsthebestpotentialdirector
throughadequatediscussion,consensusandrankingthecandidatesbasedontheirresumesandapplications,
interviewevaluationsandreferences.Theythenpresentthetopcandidatestothefullboardforfinalapproval.
Somelibrariesprefertonarrowthecandidatesdowntothetoptwoorthreeandhavetheboardchoosethefinal
candidateafteranotherroundofinterviews.Theboardthendecidesonasalaryofferincludinganyrelocation
expensesifnecessary.
16.Offerthejobtothetopcandidateandinformtheothersthatadecisionhasbeenmade.Thetopcandidateshouldbetelephonedtoofferhim/hertheposition.Thecandidateshouldbegivena
reasonabledeadlinetorespondwithadecision.
Theoffershouldbefollowedupwithaninformationletterand/orcontractspecifyingthedetailsofthe
appointment,duties,salary,benefits,evaluation,startingdate,probationperiodifrelevant,etc.Asecondcopy
shouldbeincludedforthecandidate’ssignature.Areturndateshouldbespecified.
Allothercandidatesinterviewedshouldbesentlettersthankingthemandinformingthemofthedecisiononlyafterwrittenacceptancehasbeenreceivedandthenewdirectorisinplace.Ifthecandidatedeclines,theboardshouldmoveonquicklytothesecondchoice.
17.Welcomethenewdirector.
Newsreleasesandphotographiccoverageshouldbearranged.Anopenhouseorreceptionhostedbytheboard
oftrusteesisacourtesy.Theboardandstaffshouldconductanorientation.
EvaluatingtheDirectorThetimeandenergyspentontheevaluationprocessisthecornerstoneoffuturelibraryservices.Thereare
severalgoodreasonsforcarryingoutareviewofthelibrarydirector.Areview:
• Providesthedirectorwithformalfeedbackonhis/herjobperformance
• Canbeatoolformotivation,encouragementanddirection
• Canprovidetheboardwithvaluableinformationabouttheoperationsandperformanceofthelibrary
• Canhelpestablisharecordofunsatisfactoryperformanceifthereisevercausetodisciplinethedirectoror
terminateemployment
• Cangivetheboardandthedirectoraformalopportunitytoevaluatethejobdescriptionandadjustitas
necessary
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• Canprovideassurancethatthedirectorandtheboardareworkingtowardthesamegoalsforthelibrary
Aformalwrittenevaluationofthedirectorshouldbedoneannually.
Inaddition,fortheboardanddirectortoworkwelltogetheronanongoingbasis,timelyfeedbackanddiscussionsallowattentiontobefocusedappropriatelythroughouttheyear.Problemsarebestbroughttotheattentionofthedirectorastheyoccur,ratherthanstoredupfortheannualreview.Success,accomplishmentandsimplehardworkordedicationshouldbeacknowledgedasitisobservedaswellasattheannualreview.Nooneshouldbesurprisedattheformalevaluation.
WhoCarriesOuttheReview?
Thoughtheboardasawholeisresponsibleforoversightoflibraryoperationsandtheactivitiesofthelibrarydirector,oftenboardsdecidetodelegatethetaskofdevelopingapreliminaryevaluationofthedirectortoapersonnelcommitteeorspeciallyappointedcommitteeoftheboard.Whetherthewholeboardtakespartoracommitteedoestheworkdependsonthemakeupoftheboardandthetimeavailabletoboardmembers.Experiencedmanagersorhumanresourceprofessionalsamongitsmembersmightbegoodchoices.
Thekeyhereisconsistencyanddecidingaheadoftimewhowilltakepart.Atanyrate,theentireboardshouldreview,discussandapprovethefinalwrittenevaluation.
HowtoConducttheReview
Atthebeginningofeachfiscalyeartheboardandthedirectorshouldmutuallydevelopgoals,objectiveswithtimelinesandcriteriauponwhichtheevaluationwillbebased.Forexample,considerationshouldbegiventothejobdescription,missionstatement,longandshort-rangegoalsandexpectedpersonalcharacteristics.Establishingobjectivescanbeanexerciseincreativityinsearchingfornewwaystoimprovethelibrary.Aformshouldbedevelopedthatevaluatestheachievementorroadblockstomeetingthesegoals.
Theboardmaywishtogatherinputfromstaff,Friendsandotherstakeholdersbutthedirectorshouldagreeinadvancetoanydiscussionbetweenboardmembersandstaffmembers.Evaluationquestionsintheseinstancesshouldbeinthesameformatasthatusedtogatherfeedbackfromboardmembers.
Atthesametimethattheboardmakesitsevaluationitmayaskthedirectortodoaself-evaluation.Theensuingconversationcanthenbemoreuseful.
Oncetheevaluationiswrittenup,copiesshouldbedistributedtoallboardmembersandthelibrarydirector,afterwhichaconversationbetweenaboardrepresentativeandthedirectorshouldtakeplace,allowingameetingof
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mindsandperhapsadjustmentstotheevaluationdocumentand/orjobdescription.Ifissuesarise,thedirector’sinputshouldberequestedonhowtoproceed.
Praiseandencouragementforsuccessesandcorrectiveactionsforweakspotsshouldbeprovidedasneeded.Suggestionsforimprovementareinorderforeachweakness.
Thedirectorshouldhavetheopportunitytorespondinwritingtoreviewsplacedinhisorherpermanentfile.Writtencommentsshouldalwaysbepartofthepermanentrecordwithacopykeptatthelibrary.Noperformancereviewshouldeverbeplacedinapersonnelfilewithouttheknowledgeofthedirector.
Thedirectorshouldsignthereviewindicatingthatheorshehasbeengiventheopportunitytoreadanddiscusstheevaluation.Signingareviewshouldnotbeconstruedasagreement.
FreedomofInformationRequirements
Boardmeetingsatwhichtheevaluationofthedirectorisdiscussedmaybeheldinexecutivesessionunlessthedirectorrequeststhatitbeanopenmeeting.TheFreedomofInformationsectionoftheCTGeneralStatutes,sec1.200(6)statesthat“’Executivesession’meansameetingofapublicagencyatwhichthepublicisexcludedforoneormoreofthefollowingpurposes:(A)Discussionconcerningtheappointment,employment,performance,evaluation,healthordismissalofapublicofficeroremployee,providedthatsuchindividualmayrequirethatdiscussionbeheldatanopenmeeting;…”
MoreinformationonthisrequirementisavailablefromtheFreedomofInformationCommissionathttps://www.ct.gov/foi/site/default.asp.
Follow-up
Soonafterthereview,theboardordesignatedcommitteeshouldhaveaplanningsessionwiththelibrarydirectortodevelopthebasisforthefollowingyear’sreview.
FurtherguidanceisavailableonthetipsheetforevaluatingthelibrarydirectorfromtheAssociationofLibraryTrustees,Advocates,FriendsandFoundationsat:
http://www.ala.org/united/sites/ala.org.united/files/content/trustees/short-takes/Short%20Takes%208.pdf
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Thischaptercovers:
ü Fiscalresponsibilitiesoftrustees
ü Thebudgetprocess
ü Sourcesoffunding
FiscalResponsibilitiesofTrustees
Publiclibrarytrusteesareresponsibleforthesecuringandsupervisionoflibraryfinances.Neithertrusteesnorlibrarydirectorscanbeexpectedtobelawyersoraccountants,buttheyshouldbeknowledgeableenoughtobesurerequirementsarefullymet.Whilethetrusteeshavemajorresponsibilityforplanning,budgetingandsecuringfunds,theboardshoulddelegatethehandlingofday-to-dayfinancialoperationsofthelibrarytothedirector.
Trusteeresponsibilitiesinclude:
• Knowingthelibrary'sfinancialbaseandlocal,stateandfederalallocatingauthoritiesforlibraryfunds
• Becomingfamiliarwithsupplementarysourcesofrevenue
• Understandingthefinancialneedsofthelibrary'soperation
• Obtainingfundsneededformaintenance,growthandexpansion
• Understandingthebasicsoflegalrequirementsandreportingrequirementsforlibraryfunding
• Managingtrustsandendowmentfundswhenappropriate
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TheConnecticutStateLibrarycanprovideguidanceonregulationsandpracticesaffectinglibraryfinances.Additionalassistancemaybeprovidedbystateandnationalprofessionalassociations.Chapter11ofthishandbookprovideshelpfulresources.
TheBudget
Budgetpreparationisacooperativeprocessinvolvingtrustees,thelibrarydirector,librarystaffandmunicipalofficials.
Thelibrarydirectorisinthebestpositiontogatherbudgetinformation,understandthebudgetneedsforprogramsanddothebalancingactwithavailablefunds.Thusthelibrarydirectorisresponsibleforthepreparationoftheinitialbudgetrequest.
Libraryboardmembersneedtoknowtheprogrammaticgoalsofthebudgetandunderstandthejustificationfortheamounts.Tohavethatkindofknowledge,trusteesshouldbeinvolvedinbudgetdevelopmentaswellasreviewandapproval.
Thebudgetshouldhaveaphilosophy,akindofmissionstatementwhichexplainsitspurposes,especiallyiftherearenewprogramsorheavyemphasisonaphaseofservice.Fundingagenciesneedtoknowwhatthelibrarydoesandthebudgetshouldsupplyasummaryofproposedactivity.Trusteescanmakethebudgetprocessarealisticspendingplanforayearofadvancementtowardthegoalsandobjectivesofthelibrary.
Theactualbudgetcomeslastafterallthediscussion,planninganddecision-making.Thebudgetdocumentwillnotrevealthedepthofdebate,theweighingofprioritiesandthedifficultyindroppinggoodideas.Theboard'srecordsshouldshowsomeofthethinkingthathasgoneintofinalfigures.
CharacteristicsofaGoodBudget
Thebudgetdocumentshouldincludefourpracticalcharacteristics:
• Clarity
• Accuracy
• Consistency—providingperiod-to-periodcomparisons
• Comprehensiveness
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LineItemandProgramBudgets
Lineitemandprogrambudgetsaretwoofthemostpopularstylesofbudgets.The
lineitembudgetisorganizedbycategoriesorlinesofexpendituresandshowshow
muchisspentonthevariousproductsandservicesthatthelibraryacquires.The
programbudget,designedtoassistwithplanning,isorganizedaroundservice
programs(suchaschildren’s,youngadultandreferenceservices)andhelpsthe
libraryboardanddirectorseehowmuchisspentontheseindividualareas.Items
withineachprogrambudgetareusuallyarrangedinalineitemstylesothatthe
individualcategoriesofexpendituresforeachprogramarealsopresented.Itis
helpfulifthelibrarybudgetincludesbothlineitemandprogrampresentations.
Operatingvs.CapitalCosts
Operatingactivitiesareongoingexpendituresfortheoperationofthelibraryand
canbeanticipatedfromyeartoyear.Includedasoperatingexpendituresarestaff
salariesandbenefits;booksandothermediaacquiredforthelibrary;heating,
cooling,regularcleaningandmaintenanceofthebuilding;andtechnology.
Capitalactivities,incontrast,arethosethatoccurirregularlyandusuallyrequire
majorpurchases.Somerequirespecialfundraisingefforts.Thesewouldinclude
neworremodeledlibrarybuildings,majorrepairstothebuildingandmajor
upgradesoftechnology.
Operatingandcapitalactivitiesshouldbeseparatedforreportingpurposes.
Incomevs.Expenditures
Incomeshouldbebrokendownbythesourceofthefunding—forinstance,
municipalappropriation,stateaid,grantprojects,giftsanddonations,finesand
fees.Expendituresshouldbeshownincategories(orlines)representingsimilar
kindsofproductsorservices—forinstance,wages,benefits,printmaterials,audio
andvideomaterials,telecommunications,andstaffandboardcontinuing
education.
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MunicipalAccountingvs.LibraryAccounting
InConnecticut,libraryboardcontroloverfinancesvaries.Someboardshavecomplete
controloverthebudgetwhileinothersthemunicipalitieshavefinalcontrol.Insomecases
libraryboardsmustdepositmostoftheirfundswiththemunicipality.Sincethemunicipality
holdsthefunds,itwillalsokeeprecordsofhowthosefundsareused.Thismunicipal
accountingshouldbeavailabletothelibraryboardregularly.Eventhoughyourmunicipality
performsthisaccountingfunction,itisadvisableforthelibrarytobeknowledgeableabout
thestatusofthebudget.
Inaddition,therearetypesoffunds(gifts,bequests,devises(willedproperty)and
endowments)whichcanbemanageddirectlybythelibraryboard.Iftheboardchoosesto
managethesefundsitmust,ofcourse,keeprecordsforaccountability.
TheBudgetProcess
RoleoftheLibraryDirectorandFinanceCommittee
Thestepsinthebudgetprocessareto:
• Developthebudgetcalendarwithkeydatesforcompletion,definitionoftasksand
assignmentofresponsibility,beginningthreetosixmonthsbeforethebudgetisto
bepresented
• Reviewcarefullythelong-rangeplan,goalsandobjectives
• Evaluatetheprioryear'sactuallineorprogramcoststodetermineifthatyear’s
budgetdecisionsaccomplishedthegoalsset
• Conductpreliminarydiscussionswithtrustees,staff,governmentofficialsandthe
public
• Considernewprogramsrequestedbythestaffandprojectanticipatedexpenditures
• Makepreliminarydecisionsonthelibrary’spriorities,projectnextyear'sproblems
andanticipatedrevenuesanddevelopnextyear'ssalarybudget
RoleoftheLibraryDirectorandStaff
Thelibrarystaffanddirectorshoulddevelopadraftbudgetthatincludesprogramand/or
lineitemanalysisdefiningservices,revenuesandexpenditures.
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RoleoftheFinanceCommittee
Thefinancecommitteeshouldanalyzeandreviewthebudgetdraftandbepreparedtoexplainandinterpretitintermsofcommunityneedsandexpectations.
Alongwiththelibrarydirector,thefinancecommitteeshouldpresentthebudgetdrafttothefullboardtostudy,scrutinizeandamendifnecessary.Thefullboardadoptsthefinalbudget.
PresentingtheBudget
Theapprovedbudgetisthensubmittedtothelocalgoverningbodyforactionalongwiththebudgetsofothermunicipalagencies.(Thismaynotapplytoassociationlibraries.)Trusteesshouldbeinvolvedinpresenting,explainingandsupportingthelibrarybudgetthatwasapprovedbythelibraryboard.
Oncethefundinglevelisdetermined,adjustmentsmayneedtobemade.
Astheyearprogresses,furtheradjustmentsmayberequestedbythelibrarydirectortorespondtoactualevents.
Abudgetpresentationisactuallyapoliticalnegotiationwithtownorcityofficialstodeterminetheexactscopeofprogramsandservicestobeoffered.Trusteesmustbethoroughlypreparedtoparticipateinpresentingthebudget,toexplain,justifyandnegotiate.Thelibrarymustbeseenasabasiccommunityandinformationagency,notjustanintellectualorrecreationalfrill.Trusteesarethefront-linedefendersoftheroleofthepubliclibraryinthecommunityandthusshouldactivelyseeksupportforadequatelibraryfunding.
Trusteesshouldnotwaituntilbudgettimetoletthemunicipalofficialsknowhowfundsareusedandwhatthelibraryneeds.Throughouttheyearsuccesses,services,andcommunityresponseshouldbemadeknown.Testimonialsandrelevantstatisticsareusuallymuchmorepersuasivethandemands.
Tostrengthenitspositionthelibraryshould:
• Inviteofficialstospecialprograms,receptionsandlibraryactivities• Offerlibraryreferenceserviceandassistancetolocalgovernmentofficials
anddepartments• Sendofficialscopiesoflettersofappreciation,awards,staff
accomplishmentsandmediacoverage• UseFriendsandcommunitysupporterstopromotethelibrarybudget.
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PublicizingtheBudgetTomakeknownitsbudgetneedsthelibraryshould:
• Tellthecommunitywhatthecurrentfundinglevelwillaccomplishandinformthe
communityaboutthevaluereceivedfromlibraryfunding
(ItisimportanttobefamiliarwithSec.9.369boftheConnecticutGeneralStatutes
regardingexpendituresofmunicipalfundstoinfluencevotesonthebudget.)
• Letthepublicknowhowbudgetcutsmayaffectthelibrary’sofferings
• Usepublicitytoinformthecommunityaboutvaluableservicesbeingprovidedby
thelibraryviabrochures,newsletters,newspapers,communitymeetingsandthe
library'swebpage
Budgetingisacontinuousprocess.Assoonasoneyear'sbudgetisapprovedbythe
governingbody,itistimetobeginassemblingfactsandfiguresforthenextyear.
ImplementationoftheBudget
ForlibrariesformedunderConnecticutGeneralStatutes11-20and21,thelibraryboardhas
ultimatebudgetauthority;however,allboardsshouldbefamiliarwiththebudget.All
trusteeshavetheresponsibilityofsettingprioritiesandsecuringfunds;thedirectorandstaff
havetheresponsibilityofimplementingthefundedprogramtomeettheneedsofthe
community.
Followingarebestpracticesofbudgetimplementation:
• Thetasks,authorityanddutiesforlibraryspendingmustbeclearlydelegatedtothe
directororotherstaff.
• Trusteesmaybeaskedtocontributespecificexpertiseinfiscalmanagementbuttheir
majorroleisplanning,budgetingandsecuringfunds.
• Personnelandproceduresforhandlinglibraryfundsmayvaryinlocallibrarysystems
dependingonthesizeofthelibrarybudgetandstaff.Specificproceduresand
responsibilitiesshouldbeoutlinedinthelocalpolicyandproceduremanualssothatall
trusteesandstaffunderstandthelinesofauthority.
• Trusteesshoulddelegatethehandlingofday-to-dayfinancialoperationsofthelibrary
tothedirector.Trusteesfulfilltheirfiscalresponsibilitiesbymaintainingknowledgeof
thebudgetandadherencetobudgetplansandpolicies.
• Thelibrarydirectorisresponsibleforkeepingthetrusteesinformedofbudget
implementation.Monthlyreportsshouldbepreparedfortheboard,thepublicand
variousfundingsourceswhichmayrequiretheirownreportingforms.
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Theboardcontrolsandmonitorslibraryfinancesby:
§ Carefuldevelopmentandapprovalofthebudget
§ Reviewandapprovalofalllibraryexpenditures
§ Reviewandmonitoringofperiodicfinancialstatements
§ Developmentofpoliciesforfinancesandthehandlingofgiftsanddonations
§ Accurateandcompletefinancialreporting
§ Carefulattentiontointernalfinancialcontrolsandaudits
Tooverseethefinancesadequately,theboardshouldstudyfinancialstatementscarefully,askquestionsandbesurethattheyunderstandanyunexpectedorunusualexpendituresorbudgetdevelopments.
HandlingGiftsandDonations
TherequirementsforthehandlingofgiftsanddonationsdependonthespecificsituationofeachlibraryincludingwhetheritisanassociationormunicipallibraryandwhetheraFriendsorganizationorfoundationexists.However,allboardsshouldadoptagiftsanddonationpolicy.Anexamplemaybefoundat
https://libguides.ctstatelibrary.org/dld/help/samples.
Everylibraryshouldundergoanannualaudittoensurethatfinancialmattersarebeinghandledresponsibly.Municipallibrarieswillhavetheiraccountsauditedalongwithotherdepartments.Associationlibrariesmayasktobeincludedinthemunicipalauditorbudgetforanoutsideauditortoconductanannualaudit.Alllibraryauditsarepublicrecordsandmustbepubliclyavailable.Thelibraryboardshouldexamineauditreportsandcarefullyfollowanyrecommendations.
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SourcesofLibraryFunding
PublicFunding
PubliclibrariesinConnecticutarefundedprimarilybyvariousmixturesoflocal,stateand
federalmonies.Publiclibrariesreceivethemajorityoftheirfundingfromlocaltaxsupport
whilestateandfederalincomeprovidesmuchneededsupplementalfunding.Manylibraries
alsorelyonfundingfromprivatesources.Somelibrariesenjoysubstantialendowment
income.Itistheboard'sresponsibilitytoidentifyandactivelypursuefundingsourcesandto
presentabudgetrequesttothefundingbody.Eachtrusteeshouldfeelpersonally
responsibleforobtainingthebestpossiblemunicipalappropriationforthebestlibrary
service.
Trusteesmayneedtolookfurtherforthediscretionarymoniesneededandturntoother
meansoffinancing.
FriendsOrganizationsandIndividualDonations
ThelocalFriendsoftheLibraryorganizationisoftenasteadysourceofdonationsforspecial
projects.
Librarieshavehistoricallybeenbeneficiariesoffundsfromindividuals,corporationsand
foundations.Facedconsistentlywithbudgetsthatdonotsufficientlycoverthelibrary's
services,trusteesoughttoconsiderhowadditionalfundscanbemadeavailable.
Grants
Grantscanbeanexcellentsourceofsupplementaryfundsforspecialprojectsbutshould
neverbeusedtojustifyreducingorreplacingthecommunity’scommitmenttopublic
funding.
Grantsareavailablefromavarietyofsources,includingfoundationsandgovernment
entities.TheConnecticutStateLibrarymaintainsalistofpossiblegrantsourcesandtraining
opportunitiesat:
http://www.ctstatelibrary.org/dld/pages/grants-and-reimbursements
TheStateLibraryalsomaintainsanAdditionalGrantsforLibrariesBlogat: http://librarygrants.blogspot.com/
U Usually,grantsarefornewprograms.Librariesmust
becarefultoanalyzethecommitmentinvolvedina
grantandconsiderwhethertherearestringsattached
andhowtheyfitintotheboard'sprioritiesandthe
library'smission.
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Page7-9ACLBPublicLibraryTrusteeHandbook
FederalFunds
FederalfundscomeprimarilyfromtheLibraryServicesandTechnologyAct(LSTA),administeredbytheU.S.InstituteofMuseumandLibraryServices,anindependentfederalgrant-makingagencydedicatedtocreatingandsustaininganationoflearnersbyhelpinglibrariesandmuseumsservetheircommunities.TheuseofLSTAfundsinConnecticutisadministeredaccordingtotheStateLibrary’sFiveYearPlan.AportionofthefederalfundscomingtoConnecticutismadeavailableassub-grantstolocallibrariesundercategoriescalledforintheFiveYearPlanandapprovedeachyearbytheAdvisoryCouncilforLibraryPlanningandDevelopment.Informationonthesegrantsmaybefoundat:https://libguides.ctstatelibrary.org/dld/lstagrants
Information on other federal grant opportunities may be found at: https://libguides.ctstatelibrary.org/dld/grants
http://www.grants.gov/
FundraisingActivities
AdetaileddiscussionoffundraisingispresentedinChapter9.
Chapter7:FiscalResponsibilities
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Chapter8:Advocacy
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Chapter8:
Advocacy
_____________________
_____
Thischaptercovers:
Whatadvocacyis
Whyadvocacyisneededforlibraries
Whatstepsandstrategiesareappropriateforlibraryadvocacy
WhatAdvocacyIs
Asnotedin“TurningthePage:SupportingLibraries,StrengtheningCommunities,”a
publicationofthePublicLibraryAssociation,advocacyis“theactionsindividualsor
organizationsundertaketoinfluencedecision-makingatthelocal,regional,state,
nationalandinternationallevelthathelpcreateadesiredpolicyorfundingchangein
supportofpubliclibraries.”
WhyAdvocacyisNeededforLibrariesAsbudgetsatalllevelsofgovernmentandinallareasofendeavorbecomeever
tighter,competitionforfundinggrowsevergreater.Inconnectionwithlibraries,
increasingnumbersofpeoplearequestioningtheveryneedforthemaselectronic
resourcesexpandtoincludemoreandmoreofferings.Thus,itismoreimportantthan
everforlibraryboardsandtheirconstituentstomakeknownthevalueoflibrariesand
theneedforcontinuingandincreasingsupport.Awellorganizedandcarefully
plannedadvocacycampaign,especiallyatthetimewhenmunicipalitiessettheir
annualbudgets,isanimportanttoolforgainingthesupportthelibraryneedsto
continueprovidingexcellentservicetothecommunityandtoaddnewresourcesand
activitiestoitsofferings.
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8 - 2
StepsandStrategiesforLibraryAdvocacyBeginningbyoutliningaplanofactionwillensureasmoothflowofactivitiesintheadvocacyprocess.Detailedinformationonhowtogoaboutthisisavailablefromanumberofonlineresources,includingwww.publiclibraryadvocacy.organdwww.ala.org/advocacy.Sinceeachlibrary’ssituationisdifferent,eachboardwillwanttodevelopitsownactionplan.Followingarejustafewstepsthatshouldprovehelpfultomostboards.
• Agoalforthecampaignshouldbeestablished,basedontheneedstobemetorprojectstobefunded.Forexample,thegoalmightbeincreasedfundingforongoinglibraryoperations.orfinancialsupportforaspecificnewprojectorservicethatthelibrarywouldliketoadd.
• Objectivesshouldbedeterminedtotracktheprogressofthecampaign.Theseobjectivesshouldbespecificandmeasurabletoprovideasenseofmovingaheadstepbystep.
• Anadvocacyteamshouldbesetupthatincludesmembersofthevariousconstituenciesinvolvedwiththelibrarysuchasboardmembers,administration,staff,FriendsoftheLibrary,volunteersandpatronswhousethelibraryonaregularbasis,allofwhomhaveastakeinitscontinuingsuccess.Theteam’sroleistoreachouttothoseinapositiontohelpthelibraryachieveitsgoals.
• Dependingonthesizeandscopeoftheadvocacycampaign,itmaybehelpfultoformcommitteesofteammembersfocusingonspecificaspectsoftheeffort.Thesemightincludeanoversighttaskforcetokeepthingsrunningsmoothly,apublicationsgrouptoensureconsistencyinprintmaterials,amediagrouptocoordinatecontactwithcommunicationsoutletsandafinancegrouptokeeptrackofspendingonthecampaign.
• Targetaudiencesshouldbeidentified,thatis,thosesegmentsofthecommunitywhoneedtohearthelibrary’smessage.Theseaudiencesmayincludeelectedofficialsinapositiontomakedecisionsaffectingthelibraryaswellasbusinessesandprivateindividuals,especiallylibraryusers,whomaybepersuadedtoaidthelibrarybyspeakingupforitaswellasmakingdonationsthemselves.Ifthelibrarydoesnotalreadyhaverelationshipswithsegmentsofthetargetaudience,thisisthetimetoformthem.Oncetheaudienceshavebeenidentified,effortsshouldbemadetocommunicatewiththemonanongoingbasissothattheyfeelapartofthelibrarycommunityandarekeptinformedonthecampaign’sprogress.
• Themainmessageofthecampaignshouldbedetermined,indicatingwhythelibraryneedsassistanceandhowitcanbeprovided.Themessageshouldalsomakeclearhowthelibrarybenefitsthecommunitybeingservedandwhatactionstheaudiencecantaketohelp.Themessageshouldbeconsistentthroughoutthecampaigntomaintainasharpfocusonwhatthelibraryhopestoachieve.Whenappropriate,statisticaldatacanbeincludedtoshowhowmuchthelibrarydoesforthecommunity.
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8 - 3
• Effortsshouldbemadetoinvolvethemediainpromotingthelibraryby
communicatingregularlywithnewspapers,radioandtelevisionstationsaboutlibraryservicesandactivitiesandencouragingmediarepresentativestocovernewsworthyeventsatthelibrary.Sinceincreasingnumbersofpeoplerelyheavilyonsocialmediaforinformation,theseresourcesshouldalsobeusedcreativelytospreadthelibrary’smessagethroughitswebsite,FaceBookpageandotheronlineoptionscommonlyinuse.
Successfuladvocacyforanygroupdependsonmakingalastingpositiveimpressionondecisionmakerswhocanadvancetheorganization’sgoals.Regularandconsistentcommunicationwiththoseinpositionstoassistthelibraryisessentialinachievingthesupportneededtoflourishwellintothefuture.AdditionalinformationspecifictolibraryadvocacyinConnecticutisavailableontheConnecticutLibraryAssociation’swebsiteathttps://ctlibraryassociation.org/Advocacy.
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Chapter9:Fundraising
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ACLBPublicLibraryTrusteeHandbook
Thischaptercovers:
ü Developmentofastrategicapproachtofundraising
ü Resourcestoassistwithfundraising
Introduction
Formunicipallibraryboardsfundraisingisnotpartofthejobdescription.However,
itisamajorrolefortheboardsofdirectorsofnonprofit(501c3)organizations.
Libraryboardsmustensurethefiscalhealthoftheirlibrariesandthatoftenmeans
thatfundraisingisincreasinglypartoftheirjobdescription.Indifficulteconomic
timesfundraisingmightbeessentialtomaintainprogramsandservices—whilevisits
andcirculationtypicallyincrease,fundingusuallydecreases.Wheneconomictimes
improve,fundraisingcanallowthelibrarytobecomeextraordinary.Fundraisingis
alsoimportantduringothertimeswhenmoneyisneededtomaintainoperations.
Astudy1fundedbytheBillandMelindaGatesFoundationexploredattitudesand
perceptionsaboutlibraryfundinginordertoevaluatethepotentialofalarge-scale
marketingandadvocacycampaigntoincreasepubliclibraryfundingintheU.S.
Amongthefindings:
• Libraryfundingsupportisonlymarginallyrelatedtolibraryvisitation.
• Perceptionsoflibrariansareanimportantpredictoroflibraryfunding
support.
• Voterswhoseethelibraryasa“transformational”forceasopposedtoan
informationalsourcearemorelikelytoapproveanincreaseintaxesforits
support.
Withthisinminditiseasytoseethatfundraisingisintertwinedwiththemissionof
thelibraryandpatronsatisfactionandshouldbepartoftheoverallstrategic
1.Perceptionsoflibrariesandinformationresources:areporttotheOCLCmembership.Principal
contributorsCathyDeRosaetal.,c2010.;OCLC:
https://www.oclc.org/content/dam/oclc/reports/2010perceptions/2010perceptions_all.pdf
Chapter9:
Fundraising
Chapter9:Fundraising
Page9-2ACLBPublicLibraryTrusteeHandbook
planningofthelibraryincludingcirculation,technology,collectionandprogrammingpolicies.
StrategicApproach
Byusingastrategicapproachtofundraising,thelibraryboard’seffectivenessandefficiencywillbeincreased.Thestrategicapproachincludes:
• Defininggoals• Developingateam• Identifyingstakeholdersandevaluatingtargets• Developingamessage• Determiningaplanofaction• Evaluatingtheresults
DefininggoalsDonorswillnotgivetoanorganizationwithpoorlydefinedfundraisinggoals.Thefirststepistoaskbasicquestionsthatwillhelpdeterminewhyandhowfundswillberaised.Questionstoconsiderinclude:
• Whatistobeaccomplished?• Howmuchmoneyisneeded?• Isitforasingleuseoranongoingneedsuchascapital,programmingor
operatingexpensesorendowment?• Whatisthetimeframeinwhichthefundsaretoberaised?• Howwillthelibrarydistinguishitselffromotherfundraisers?• Whoarepotentialdonors?
Oncethesequestionsareansweredtheboardordevelopmentcommitteeshouldputthegoalsinwriting,makingsureeachincludesthefollowingcomponents:
• SPECIFICITY:Whatistobeaccomplishedisdescribedwithasmuchdetailaspossible.
• MEASURABILITY:Thegoalisdescribedintermsthatcanbeclearlyevaluated.• REALISTICOUTCOME:Thegoalselectedisonethattheboardiscapableof
reaching.• STATEDCOMPLETIONDATE:Afterdeterminingtheenddate,longer-term
goalsarebrokenintoshorterobjectiveswithcompletiondates.• RESPONSIBILITY:Eachgoaland/orobjectiveisassignedtospecificboard
members,stafforvolunteersforcompletion.
SampleofwrittenGoalsandObjectives:
Chapter9:Fundraising
Page9-3ACLBPublicLibraryTrusteeHandbook
Goal/Objective Time Line Committee Completed
1) Fundraising needed to complete a 2021 expansion.
a) Assess plans and determine the exact amount needed
March 2019 Development/ Building Committee
b) Establish a detailed plan for completing fundraising that includes a timeline and forecast of funding
April 2019 Development
c) Develop and send a community mailer May 2019 Development
d) Create a list of potential grants with application information including dates and contact information
June 2019 Grants
Developingtheteam
Tobesuccessfulatfundraisingtheboardneedstohavetherightpeopleontheteam,startingwithleadershipofthecommittee.Asuccessfulfundraisingchairperson:
• Isgoalandtask-oriented• Demonstratesstrongattentiontodetail• Isorganizedandabletomeetdeadlines• Possessesleadershipskills• Maintainsapositiveattitudetowardaccomplishingthegoals• Isabletorecruitcommitteemembersandworkwiththelibrarydirector• Hasgoodoralandwrittencommunicationskills• Isabletomakethenecessarytimecommitment
Oncetheleaderhasbeendeterminedtheteamshouldbeappointed.Eachboardmustfollowtheby-lawsandtown/citycharterforitslibraryindeterminingwhoiseligibleforservingonthedevelopmentcommittee.Whenpossible,goingoutsidetheboardforvolunteersmaymakeiteasiertofindtheskillsneededonthecommittee.Inaddition,recruitingvolunteersfromthroughoutthecommunityincreasesthecircleofinfluence.Havingmembersfromoutsidethenormalgroupofthosewhoworkwiththelibraryopensupnewopportunitiesforfundraising.
Chapter9:Fundraising
Page9-4ACLBPublicLibraryTrusteeHandbook
Additionalcharacteristicsandresponsibilitiesforfundraisingcommitteemembersinclude:
• Familiaritywiththelibrary’smissionandcurrentfundraisinggoals• Abilitytocoordinatewiththelibrarystafftoplan,execute,completeand
evaluatefundraisingactivitiesandspecialevents• Abilitytoidentifyandcultivatepotentialdonoropportunities• Abilitytomakethetimecommitmenttoattendmeetings,eventsand
communityoutreachfunctions• Abilityandwillingnesstoaskfordonations• Willingnesstocontributetothedrive
Identifyingstakeholdersandevaluatingthecommunity/audienceEvaluatingthecommunitywillgiveinformationonsourcesoffundingandmayprovidedirectionforfundraisingactivities.Thisinformationisalsousefulforlong-rangeplanningandprogramming.Theprocessshouldbeginwithasimpledemographicanalysisincludingpopulation,numberofhouseholds,incomeperhousehold,numberofstudents,educationlevel,agebreakdown,numberoftaxpayers,listsofbusinessesandpercentageofactiveandinactivelibrarycardholders.Muchofthisdataisavailableatwww.census.gov.Thetownclerk’sofficeandboardofeducationcanprovideadditionalinformation.Onceabasicknowledgeofthecommunity’sdemographicsisestablished,aplancanbedevelopedusingthisinformation.Individualsgivemoneytoorganizationsthatdosomethingofinteresttothem,sointerestsandtrendsshouldbenoted.Statisticalinformationthathelpstellthelibrarystorymaybefoundat:http://www.ctstatelibrary.org/dld/pages/library-statistics-connec/
Chapter9:Fundraising
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ACLBPublicLibraryTrusteeHandbook
DevelopingamessageThecoremessagedependsongoalsandaudiencewhichhavealreadybeen
determined.Allteammembersshouldknowandunderstandthemessagewhichcan
befine-tunedfordifferentgroups.Thefollowingmaybeincludedinthemessage:
• Whatwillbeaccomplishedwiththefundsraised?
• Whyisthisimportanttothecommunity/audience—thatis,whyisit
importanttothepersonreceivingthemessage?
• Whatistheimpactifthegoalisnotachieved?
Someorganizationsdevelopacaseforsupportthatincludesallthereasonsthata
potentialdonormayhaveforgivingtothelibrary.
DeterminingaplanofactionAfterdefiningthegoals,developingtheteam,identifyingstakeholders,evaluating
targetsanddevelopingthemessage,itistimetoexecutetheplan.Strongleadership
andgoodtimemanagementareneededtomoveforwardatthispoint.Many
committeesdowellwiththeplanningandevaluatingphasesbutstrugglewithtaking
action.Theactionstepsarecalledtheobjectives.Atthispointitistimetoreturnto
thegoal-settingworksheetandaddspecificobjectives/taskstohelpmeeteachgoal.
Thedevelopmentcommitteeshouldchargespecificindividualswithspecific
objectivestobecompletedwithinacertaintimeframe.
Thedevelopmentcommitteemaywanttosetupthefollowingsubcommitteesto
assistwiththedivisionoftasks:
• PersonalSolicitations.Thissub-committeeasksindividualsfordonations.All
boardandcommitteemembersshouldbeaskediftheyhavepersonal
connectionstothosetargetedforpersonalsolicitations.Theymaynotbe
comfortablemaking“theask”butcanprovideanintroduction.
• Grants.Thissub-committeeresearchesandappliesforgrantsfrom
governmententitiesandprivatefoundations.
• Events.Thissub-committeeisresponsibleforeventssuchasdinnersand
danceswithsilentauctions,plantsales,etc.Thisgroupshouldworkwiththe
FriendsoftheLibrarytocoordinateactivities.Thepublicwillnoteasily
distinguishbetweenthegroups.
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ACLBPublicLibraryTrusteeHandbook
Thesesubcommitteesshouldmeetregularlyandreviewgoals/objectivesandtimeframes.Eachsubcommitteeshouldhavearegularmeetingschedule.Eachmembershouldleavemeetingswithatasklisttobecompletedbythenextmeeting.Thesubcommitteeshouldholdeachmemberaccountableforcompletingthesetasks.Atasklistmaybeaddedtomeetingminuteswhichshouldbecompletedanddistributedtoeachmemberwithinafewdaysofthemeeting.
Evaluation—measuringsuccessTheultimatemeasureofanyfundraisingeffortiswhetherthemoneyneededhasbeenraised.However,regularevaluationwillassistthedevelopmentcommitteetomeettheintendedobjectivesduringtheprocess.Thereareanumberofwaystoevaluatethesuccessofdevelopmentactivities,suchas:
• Events/MeetingSummary:Aftereacheventormeetingwithapotentialdonor,whatworkedandwhatcouldbeimprovedcanbeidentified.
• Goals/ObjectivesChecklist:Thishelpstodetermineifthegoalsarebeingmetintheestablishedtimeframe.Reasonscanbeestablishedastowhycertaingoalsarebeingaccomplishedandhowthesesuccessescanbeappliedtoareasthatmaynotbeworkingaswell.
• FinancialReview:Itishelpfultodeterminewhatisbeingspentonfundraisingactivitiesandwhatthereturnisfortheseactivities.Activitiesthatcostalotanddonotcontributesignificantlytotheendgoalshouldbereevaluated,redesignedordiscontinued.
• Committee/MemberReview:Suchanassessmentdeterminesifcommitteemembersconsistentlycompletedtasks,contributedtothecommitteeandhadneededresources.Perhapsmoreorfewermembersareneededand/ortaskscanberealignedforgreatersuccess.
Resources
GeneralfundraisingTheSimoneJoyauxwebsiteprovidesinformationonfunddevelopment,
boardandorganizationaldevelopmentandstrategicplanning:
DURINGASOLICITATIONVISITTOAPOTENTIALDONOR:1. Askforthegift.2. Askforalargeenoughgift.3. Listen—avoidtalkingtoomuch.4. Determinewhythisindividualisinterestedingiving.5. Askintelligentandconsideratequestions.6. Emphasizebenefitsthatgivingtothelibrarywillbring
thedonor.7. Beflexiblebyofferingalternativewaysofgiving.8. Haveprearrangedsignalsbetweenvisitingteam
members.9. Askforthegifttowardtheend,notatthebeginning.10. Remainsilentafteraskingforthegift.
Source:MassachusettsPublicLibraryTrusteesHandbook
Chapter9:Fundraising
Page9-7ACLBPublicLibraryTrusteeHandbook
Simonejoyaux.com
• TheALAFrontlineFundraisingToolkitcoversthebasicsofannualfunds,memorialsandtributes,onlinegivingandplannedgiving.Italsoteacheshowtodeepenrelationshipswithdonorsandmovethemfrombeingone-timegiverstolong-termlibrarysupporters:http://www.ala.org/advocacy/advleg/frontlinefundraising
• TheAssociationofFundraisingProfessionalsToolsandResourcestabisespeciallyhelpful:www.afpnet.orgConnecticutchapter:https://community.afpnet.org/afpctchapter/home.
Grants
• TheConnecticutStateLibraryDivisionofLibraryDevelopmenthasinformationongrantsfromfederal,stateandprivatesources:http://www.ctstatelibrary.org/dld/pages/grants-and-reimbursements
• FederalGovernmentGrants: Grants.gov
• TheCatalogofFederalDomesticAssistanceistheprimarysourceofinformationonfederalgrantsandnon-financialassistanceprograms:https://beta.sam.gov/
• FirstGovforNonprofitsisaportalfornonprofitorganizationstoinformationaboutfederalgrants,loans,andotherassistance:https://www.usa.gov/#grants
• FoundationCenterisagatewaytoinformationaboutthegrant-seekingprocess,privatefundingsources(includingnational,state,communityandcorporatefoundations),guidelinesonwritingagrantproposal,addressesofstatelibrarieswithgrantsreferencecollectionsandlinkstootherusefulInternetwebsites:www.foundationcenter.org
Chapter9:Fundraising
Page9-8ACLBPublicLibraryTrusteeHandbook
Chapter10:ContinuingEducation
Page10-1ACLBPublicLibraryTrusteeHandbook
Thischaptercovers:
ü Theneedforcontinuingeducationfortrusteesü Continuingeducationprovidersü Organizationsforprofessionalinvolvement
TrusteeContinuingEducation
Eventhemostknowledgeableandexperiencedlibrarytrusteeneedscontinuingeducationtostayinformedaboutnewlaws,newtechnologiesandnewpossibilitiesforlibraryservice.Libraryservicesandpoliciesmustconstantlychangetokeeppacewithchangingcommunityneeds,newlawsandnewtechnologies.Librarytrusteeswhostayinformedaboutthesechangeswillbebetterabletoprovidehighqualitylibraryservicetotheircommunity.
Continuingeducationopportunitiesareavailableonthenational,stateandlocalleveltooffersupporttobothnewandexperiencedtrustees.Bysharinginformation,discussingcommonproblemsandplanningstrategiesforthefuture,trusteescanmosteffectivelyfulfilltheirresponsibilities.
Orientationfornewtrustees,thebeginningofthisprocess,isaddressedinChapter1.
SourcesforContinuingEducation
OneofthemosteffectivemeansfortrusteestokeeptheirskillsandknowledgecurrentistojointheAssociationofConnecticutLibraryBoards(ACLB)andparticipateintheirworkshopsandconferences.
Chapter10:ContinuingEducation
Chapter10:ContinuingEducation
Page10-2
ACLBPublicLibraryTrusteeHandbook
TheAssociationofConnecticutLibraryBoardswasestablishedin1965toachievethe
followinggoals:
• Broadentrustees'knowledgethroughworkshopsandotheractivitiesto
enhanceawarenessofcurrentdevelopmentsinthelibraryfield
• Improvecommunicationandcooperationbetweenmemberboards,
individualtrusteesandotherlibrary-relatedgroups
• Actasliaisonamongboardsandprovideforcooperationandplanning
• Providetrusteeleadershiponmattersofregionalandnationalconcern
• Participateintheadvocacyprocesstosecurestronglocal,stateand
nationalsupportforpubliclibraries
• Keepmembersinformedonlibrary-relatedmattersthroughtheorganization’s
newsletter
TheConnecticutStateLibraryhasaformalagreementwithACLBandfinancesapartof
theACLBContinuingEducationProgram.
VisittheACLBwebsiteathttps://aclb.wildapricot.org/forinformationontheirlatest
trainingopportunities.
JoinACLB’slistservtoreceivenotificationsofeventsandstaycurrentwithany
legislativeandotherstatewidenews:http://mylist.net/listinfo/aclb-trusteetalk.
Trusteesareencouragedtojoinandattendmeetings,workshopsandconferencesof
thefollowingorganizations:
ConnecticutStateLibrary(CSL):http://www.ctstatelibrary.org/andtheDivisionof
LibraryDevelopment:https://ctstatelibrary.org/dld/
ConnecticutLibraryAssociation(CLA):www.ctlibraryassociation.org/
ConnecticutLibraryConsortium:http://www.ctlibrarians.org/
FriendsofConnecticutLibraries(FOCL):www.foclib.org/
NewEnglandLibraryAssociation(NELA):www.nelib.org/
AmericanLibraryAssociation(ALA):www.ala.org
UnitedforLibraries:AssociationofLibraryTrustees,Advocates,Friendsand
Foundations:http://www.ala.org/united/
ALTAFFTrusteeAcademy:
http://www.ala.org/united/training/trustee_academy
Onlinetrainingforlibrarytrustees
Chapter10:ContinuingEducation
Page10-3ACLBPublicLibraryTrusteeHandbook
Othercontinuingeducationideas
Shortcontinuingeducationsessionscanbeheldduringlibraryboardmeetingsasawaytoreacheverytrusteeandinvolvetheboardinbrainstormingorproblem-solvingdiscussionsonissuesthatmaybeimportanttothelibrary.Thechaptersthatmakeupthishandbookcanbeusedforshortcontinuingeducationsessionsheldduringmeetings.Themeetingagendashouldalertboardmembersthataparticularchapterwillbereviewedatthenextboardmeeting.Eachmembershouldreadthechapterinadvanceandbringanyquestionsorthoughtsconcerningtheissuesraisedbythehandbook.Perhapsaboardmember(especiallyonewithexperienceonthetopictobecovered),thelibrarydirectororalibrarysystemstaffpersoncouldvolunteerinadvancetoleadthediscussion.
Chapter10:ContinuingEducation
Page10-4ACLBPublicLibraryTrusteeHandbook
Chapter 11: Helpful Resources
Page 11 - 1
ACLB Public Library Trustee Handbook
Organizations
Association of Connecticut Library Boards https://aclb.wildapricot.org/
email: [email protected]
ACLB is a membership organization that provides training, consulting and
support for public library boards in Connecticut.
ACLB-TrusteeTalk
The Connecticut State Library and ACLB offer an electronic discussion list for
Connecticut library trustees. To subscribe go to
http://mylist.net/listinfo/aclb-trusteetalk . This site is accessed by scrolling down to "Subscribing to aclb-trusteetalk" and
entering an e-mail address in the "your email address" box (the "your name"
and password-related boxes are optional) and clicking the Subscribe button.
United for Libraries - Association of Library Trustees, Advocates, Friends and Foundations http://www.ala.org/united/
ALTAFF is a national network of enthusiastic library supporters who believe in
the importance of libraries as the social and intellectual centers of
communities and campuses. No one has a stronger voice for libraries than
those who use them, raise money for them and govern them. By uniting these
voices, library supporters everywhere will become a real force to be reckoned
with at the local, state, and national levels.
United for Libraries Trustee Academy
http://www.ala.org/united/training/trustee_academy/
Connecticut State Library, Division of Library Development
Chapter 11:
Helpful Resources
Chapter 11: Helpful Resources
Page 11 - 2 ACLB Public Library Trustee Handbook
https://ctstatelibrary.org/dld/. The Division of Library Development provides consulting services to Connecticut libraries and trustees, leadership, funding, education and statewide services that enhance a local library's ability to deliver high quality service to the community. Library Director Search https://libguides.ctstatelibrary.org/ld.php?content_id=6835838 Sample Job Descriptions from Connecticut Libraries https://libguides.ctstatelibrary.org/ld.php?content_id=6834413 This site contains examples of a variety of job descriptions used by public libraries in Connecticut. Sample Connecticut Library Policies http://libguides.ctstatelibrary.org/dld/help/samples For libraries revising or creating new policies this site provides a wide range of sample policies from Connecticut public libraries. This site also includes links to other sample collections and policy development resources. Public Library Statistics http://www.ctstatelibrary.org/dld/pages/library-statistics-connec The Connecticut State Library publishes extensive statistics about public libraries in Connecticut from the data collected each year in libraries' annual reports. Connecticut Library Association http://www.ctlibraryassociation.org/ The Connecticut Library Association is Connecticut's professional organization of over 1,000 librarians, library staff, Friends and trustees working together to improve library service to Connecticut; advance the interests of librarians, library staff and librarianship; and increase public awareness of libraries and library services. Friends of Connecticut Libraries http://www.foclib.org/ The Friends of Connecticut Libraries (FOCL) is a non-profit organization consisting of local Friends groups, organizations and individual members who believe that libraries are an essential resource for the citizens of our state.