MAKE THE LIBRARY BOARD WORK FOR YOU Pat Tumulty,

Responsibilities of the Library Board The library board is a legal, public institution.
Secure adequate funding for the successful operation of the library
Develop, evaluate and monitor the library’s budget
Establish policies that support the mission of the library
Develop and periodically review both the short and long term strategic plans for the library
Establish bylaws that govern how the board operates
Hire, supervise and evaluate the library director<br>

Collaborate with trustees.
The library board is charged with specific legal responsibilities.
Know, understand and respect what these legal responsibilities are.
Make sure the trustees know what their responsibilities are.
Work with the board 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.<br>

Shared Responsibilities The library director and board work together on several key areas for the success of the library
The development and monitoring of the library budget

Development of library policies

Strategic Planning

State and federal laws pertaining to libraries

Promoting the library and its services to the community<br>

Monthly board meetings A packet is prepared for each board member and distributed prior to the monthly board meeting. The packet should include:
Agenda
Minutes from the prior meeting
Director’s report/ Financial reports
Any other pertinent material trustees need to review before the meeting<br>

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<br>

Communication is vital Keep the board informed about what’s happening in the library. Communicate through
Director’s report - your opportunity to fill the board in on everything going on behind the scenes. Use your time to break down statistics, identify trends, highlight budget concerns.
Informing specific chairpeople of concerns in their area of responsibility
Keeping board president informed about issues in the library
Meeting new trustees and providing them with information about the library - board directory, bylaws, library policies, annual report, meeting schedule.<br>

Communication is vital Be the clear voice for the library and its needs.
Reach out to specific trustees as necessary.
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<br>

Cultivate relationships
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.<br>

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 mission of the library. Cultivate relationships<br>

Cultivate relationships

Developing a good personal relationship with your trustees will make working together much easier.
Disagreements will be on policy/procedure and not personality.
Easier to see another perspective.
Discussion and brainstorming work well when people share a personal relationship and a common mission.<br>

Keys to success Collaborate
Communicate
Cultivate<br>

Cultivate relations 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 mission of the library<br>

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<br>

Encourage trustees to pursue continuing education Give them the tools they need to succeed

Educate trustees about the resources available to help them do their job

NJLTA membership

Monthly trustee check-in co-sponsored by NJLTA and the State Library

Past programs ( including past trustee institutes) on State Library website

ALA ‘s United for Libraries also offers free materials<br>

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
New Jersey Library Association
New Jersey Library Trustee Association
Manual for New Jersey Public Library Trustees<br>

A partnership that works Establishing a good working partnership with your board of trustees is a key component to your success as a library director. Library trustees are appointed to work with you. Together you will advocate for the library, secure funding for the resources you need, and develop policies that will make the library and open, positive resource in the community. Together you will make the library the best it can be.

Congratulations and good luck!<br>