Connecticut Public Library Trustee Handbook · hiring of a new library director. In both cases, however, the board has an important ... Chapter 1: Becoming a Trustee Page 1 - 2 ACLB

_____________________ 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.

__________________________

Foreword

__________________________

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.

Pageiv

_____________________________________________________________________________________________

Chapter1:BecomingaTrustee

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ACLBPublicLibraryTrusteeHandbook

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


Page1-2ACLBPublicLibraryTrusteeHandbook

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



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.



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



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



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



Friends/Volunteers

• FriendsoftheLibraryhistoryandlistofboardmembers

• Informationonactivitiesperformedforthelibrarybyvolunteers

Chapter2:BoardOrganization

Page2-1ACLBPublicLibraryTrusteeManual

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. .




• 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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ACLBPublicLibraryTrusteeManual

• 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



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



• 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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ACLBPublicLibraryTrusteeManual

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.



WorkingTogether:LibraryDirectors,BoardsofTrusteesandFriends



Chapter3:LegalResponsibilities

Page3-1


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



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.



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.



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.



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



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



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

Chapter4:Policies

Page4-1


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

Chapter4:Policies


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.

Chapter4:Policies


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

Chapter4:Policies


•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.

Chapter5:Planning


Thischaptercovers:ü Reasonsforplanningü Theplanningteamü Theplanningprocessü Planfollow-up

WhyPlan

Oneofthemostimportantandoftenoverlookedresponsibilitiesofalibraryboardisstrategicplanning.Havingaplanislikehavinggoodinsurance–itisalwaystheretofallbackon.Itisalsoaroadmaptotellwherethelibraryisgoing.Sizedoesnotmatter.Everylibraryneedsaplan,nomatterhowsmallorhowlargethelibraryandcommunitymaybe.

Planningforlibrariesisaprocessofenvisioningthefutureofboththecommunityandthelibraryandsettingadirectiontomovethelibrarytowardachosenfuturevision.Planninghelpsthestaffandboardunderstandthesituationoftheircommunity,setprioritiesandestablishmethodsforachievingthosepriorities.Theplanningdocumentprovidesarecordofthedecisionsmadeduringthatprocess.Thedocumentalsobecomesaguidefordecision-makingandactionbystaffandtheboard.

Theimportanceofplanningcannotbeoveremphasized.Thelibraryboardordirectorthatdoesnotplanislikeashoppergoingtothestorewithoutashoppinglist.Thelibrarymaybeofferingservicesthatarenotreallyneededbythecommunitywhilefailingtooffertheoneortwoservicesthatmightprovideagreatbenefit.

Chapter5:Planning

Chapter5:Planning


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.

Chapter5:Planning


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.

Chapter5:Planning

Page5-4


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

Chapter5:Planning


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?

Chapter5:Planning


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.

Chapter5:Planning

Page5-7


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

Chapter5:Planning


Chapter6:TheLibraryDirector

Page6-1


Thischaptercovers:

ü Theroleofthelibrarydirector

ü Procedureforhiringalibrarydirector

ü Evaluationofthelibrarydirector

RoleoftheLibraryDirectorTheLibraryDirectorisresponsiblefortheoveralloperationofthelibraryincludingpersonnel,collectiondevelopmentandfiscal,physicalplantandprogrammingfunctions.Thedirectoralsoactsasatechnicaladvisortotheboard.AdetailedchartoftherolesofthedirectorversustheboardisincludedinChapter2.

PLANNING

Thelibraryboardisultimatelyresponsibleforlong-rangeplanning;thedirectorisresponsibleforcarryingouttheplan.Throughtheplanningprocesstheboardmaydecidethatthelibraryneedstoexpanditsprogramsandservices.Thelibrarydirectorhastheauthorityandresponsibilitytomanagetheprograms.

ORGANIZING

Thelibrarydirectormustorganizeaninternalstructurefordeliveryoflibraryservices.Boardmembersmaygiveinputaboutwhatkindsofstaffpositionsarenecessary,butasthemanagerthelibrarydirectorshouldbeabletocreatethekindsofpositionsandinternalstructureheorshedeemsnecessary.




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.



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.



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


Page6-6


• 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



• 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

Chapter7:FiscalResponsibilities

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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




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


Page7-3


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.



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.


Page7-6


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.



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.


Page7-8


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.



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.



Chapter8:Advocacy

______________________________________________________________________________

_________________________________________________________________


8 - 1

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.

Chapter8:Advocacy______________________________________________________________________________

_________________________________________________________________ACLBPublicLibraryTrusteeHandbook

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.



8 - 3

• Effortsshouldbemadetoinvolvethemediainpromotingthelibraryby

communicatingregularlywithnewspapers,radioandtelevisionstationsaboutlibraryservicesandactivitiesandencouragingmediarepresentativestocovernewsworthyeventsatthelibrary.Sinceincreasingnumbersofpeoplerelyheavilyonsocialmediaforinformation,theseresourcesshouldalsobeusedcreativelytospreadthelibrary’smessagethroughitswebsite,FaceBookpageandotheronlineoptionscommonlyinuse.

Successfuladvocacyforanygroupdependsonmakingalastingpositiveimpressionondecisionmakerswhocanadvancetheorganization’sgoals.Regularandconsistentcommunicationwiththoseinpositionstoassistthelibraryisessentialinachievingthesupportneededtoflourishwellintothefuture.AdditionalinformationspecifictolibraryadvocacyinConnecticutisavailableontheConnecticutLibraryAssociation’swebsiteathttps://ctlibraryassociation.org/Advocacy.



8 - 4

Chapter9:Fundraising

Page9-1


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



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:



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.



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/


Page9-5


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.


Page9-6


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



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



Chapter10:ContinuingEducation


Thischaptercovers:

ü Theneedforcontinuingeducationfortrusteesü Continuingeducationprovidersü Organizationsforprofessionalinvolvement

TrusteeContinuingEducation

Eventhemostknowledgeableandexperiencedlibrarytrusteeneedscontinuingeducationtostayinformedaboutnewlaws,newtechnologiesandnewpossibilitiesforlibraryservice.Libraryservicesandpoliciesmustconstantlychangetokeeppacewithchangingcommunityneeds,newlawsandnewtechnologies.Librarytrusteeswhostayinformedaboutthesechangeswillbebetterabletoprovidehighqualitylibraryservicetotheircommunity.

Continuingeducationopportunitiesareavailableonthenational,stateandlocalleveltooffersupporttobothnewandexperiencedtrustees.Bysharinginformation,discussingcommonproblemsandplanningstrategiesforthefuture,trusteescanmosteffectivelyfulfilltheirresponsibilities.

Orientationfornewtrustees,thebeginningofthisprocess,isaddressedinChapter1.

SourcesforContinuingEducation

OneofthemosteffectivemeansfortrusteestokeeptheirskillsandknowledgecurrentistojointheAssociationofConnecticutLibraryBoards(ACLB)andparticipateintheirworkshopsandconferences.



Page10-2


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



Othercontinuingeducationideas

Shortcontinuingeducationsessionscanbeheldduringlibraryboardmeetingsasawaytoreacheverytrusteeandinvolvetheboardinbrainstormingorproblem-solvingdiscussionsonissuesthatmaybeimportanttothelibrary.Thechaptersthatmakeupthishandbookcanbeusedforshortcontinuingeducationsessionsheldduringmeetings.Themeetingagendashouldalertboardmembersthataparticularchapterwillbereviewedatthenextboardmeeting.Eachmembershouldreadthechapterinadvanceandbringanyquestionsorthoughtsconcerningtheissuesraisedbythehandbook.Perhapsaboardmember(especiallyonewithexperienceonthetopictobecovered),thelibrarydirectororalibrarysystemstaffpersoncouldvolunteerinadvancetoleadthediscussion.



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.

Documents

Connecticut Public Library Trustee Handbook · hiring of a new library director. In both cases, however, the board has an important ... Chapter 1: Becoming a Trustee Page 1 - 2 ACLB