Building a Strong Partnership Between Library Director and Board: Essential Strategies
Collaborating, communicating, and cultivating a healthy relationship between the library director and board is crucial for the success of a library. Understanding legal responsibilities, conducting effective monthly board meetings, securing funding, and establishing clear bylaws are key aspects to ensure effective governance.
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I'm a new library trustee- now what? Pat Tumulty, Consultant New Jersey Library Trustee Association
The library board is appointed to work with the library director. When this partnership works well, the library benefits. When this partnership is strained, the library suffers. How can you ensure that the partnership between the library director and library board is healthy?
Keys to success Collaborate Communicate Cultivate
Collaboration between the library board and the director The board is charged with specific legal responsibilities. Know, understand and respect what these legal responsibilities are. Make sure you know what your responsibilities are. Work to ensure that bylaws are up to date and written so the board functions the way the library needs it to function - rules, agendas, committees etc.
Monthly board meeting The format and order of the meeting may vary, but should include: Open public meeting statement Approval of minutes Board president s report Director s report Financial report and approval of bills Committee reports Old/new business Public Comments
Responsibilities of the Library Board Secure adequate funding for the successful operations of the library; Hire, supervise and evaluate the library director; Develop, evaluate and monitor the library s budget; Establish policies that support the mission of the library Develop and periodically review both short and long term strategic plans; Establish bylaws and govern how th board operates .
Funding the fundamental law The library board is responsible for the expenditure of the library s appropriation from the municipality (NJSA 40:54-12) The municipality must appropriate a sum equal to 1/3 mill on each dollar of equalized assessabl property in the municipality. ( This ls 33 cents on each $1,000 of equalized assessable property in a municipality) This is about $33 on a $100,000 home Tha municipality may choose to fund the library at a higher amount Other sources for funding- state aid, federal aid, capital funds, grants and gifts
Develop the budget- shared responsibility Tne Board works with the library director to create a budget that fits the library s needs Anticipate all income and expenses Review last year s budget Review next year s programs and services Define upcoming needs; look at developing trends Final version is approved and adopted by the library board Library budget is presented to the governing body Once the appropriation is set, the director implements the budget
Monitor and evaluate the budget- shared responsibility The library director provides the board with monthly expenditure reports After review by the board treasurer, the board approved payment of bills Maintain a reserve fund for unexpected emergencies Evaluate the operating budget to determine if it s sufficient to maintain the level of service you want your library to provide Identify emerging issues or material needs that will have to be addressed in the next budget
Policies-shared responsibility The library board develops, reviews, revises and approves the policies that govern the library on recommendation of director Policy is developed by the board and the library director The director establishes procedures that reflect and implement the policies set by the board Policies should be reviewed periodically and revised if necessary Board does not develop procedures. That is a director s responsibility
Library Board Bylaws-library board The library board develops bylaws and rules for its governance The bylaws detail how the board functions as an organization The bylaws should be written, adopted by the board and reviewed periodically The bylaws state what business is to be discussed at board meetings The library board is subject to the New Jersey Open Public Meetings Law Examples of items covered in the bylaws include: Election of officers; descriptions of standing committees; duties of officers and order of the agenda.
Strategic Planning-shared responsibility The library board establishes both a short and long term strategic plan to help the library achieve its goals and fulfill its mission statement. Where is the library s now? Where do you want to be in the future? How will you get there? How does this impact your staffing needs and the budget? What is the library s role in the community? What s happening in your community that might impact the library?
The library director- board responsibility It is the responsibility of the library board to recruit, appoint, monitor and evaluate the library director The library director is the only employee the board is directly responsible for The library director reports directly to the board The director s performance should be reviewed on an annual basis with any suggestions for improvements. The annual review is in writing. You do not supervise other staff members
Advocate for the library You represent the community Have business cards that indicate you are a trustee Use your community contacts Participate at library activities like National Library Week
The responsibilities of individual trustees Take the oath of office File the required financial disclosure forms Be prepared for all meetings by doing the required reading beforehand Serve on committees Work within the structure of the board Support board decisions Pursue continuing education Advocate for your library ( most important)
What a trustee know? Individual responsibility The type of library you serve What form of government your community has The names of your elected officials The library s budget. Do you receive over the minimum requirement? The services, resources and programs available at your library Local, state and federal laws pertaining to libraries Current legislation affecting libraries Professional organizations to assist libraries and trustees
Library board- self evaluation Do we communicate our mission well? Do we secure funding to support our mission? Do we have a strategic plan? Do we take advantage of continuing education opportunities? Do we cooperate with other libraries and community groups? How can we do better?
Problems with trustees Conflict of interest Personal agenda Lack of preparation for meetings Poor attendance at meetings Inappropriate interactions with staff Inability to work with others Different view of library s goals and mission Interference in director s job
Keys to success Collaborate Communicate Cultivate
Lessons from COVID Communication between the board President and the library director is crucial. Updating staff, the board and the public on changing policies and procedures will prevent uncertainty and make the library s position clear It s imperative the library director and the library board are aware of legislation affecting libraries Stay up to date through the State Library, NJLTA and NJLA
Communication is vital Be the clear voice for the library and its needs. Anticipate problems and propose solutions. Offer background and information. No one likes surprises. Don t be afraid to disagree. Advocate for what you think the library needs - you are the professional
Cultivate relationships Developing a good personal relations with your trustees will make working together much easier. Become familiar with your trustees Each trustee brings specific skills and knowledge to the position Work with the board president to match trustees with committees aligned with these skills and interests Tap skills that could be useful-public relations, community outreach, strategic planning, financial experience. Disagreements will be on policy and not on personality Easier to see another perspective
Communication is vital Trustees will be more engaged when they feel comfortable Identify community connections Define unique perspectives Encourage trustees to share their thoughts and ideas. Work together to advance the goals of the library
Resources for directors and trustees Encourage trustees to pursue continuing education Ensure that trustees have the tools they need to succeed Educate trustees about the resources available to them to do their job from organizations such as: New Jersey State Library American Library Association- United for Libraries New Jersey Library Association New Jersey Library Trustee Association Manual for New Jersey Public Library Trustees
A partnership that works Establishing a good working partnership with your library is the key to a successful library. It is a partnership. Library trustees are appointed to work for the good of the library and the community. Together as a library board you will advocate for the library, secure funding for the resources you need and develop policies that will make the library open, positive resource in the community. Together you will make the library the best it can be. Congratulations and good luck!
