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HomeMy WebLinkAbout2001/12/01 - Agenda Packet - Library Board of Trustees - Adjourned NOTICE OF ADJOURNED MEET1NG Notice is hereby given that the Rancho Cucamonga Library Board of Trustees at their meeting held Tuesday, November 20,2001, adjourned said meeting to Saturday, December 1,2001, at the hour of 9:45 a.m., at the Lions Center, 9191 Baseline Road, Rancho Cucamonga, California. Said adjournment was passed by the following vote: AYES: Bradshaw, Howdyshell, Lo, Wimberly and Womack NOES: None ABSENT: None ABSTAIN: None Vivian Garcia, Library Administrative Secretary Rancho Cucamonga Public Library November 21,2001 DECLARATION OF POSTING OF AGENDA VIVIAN GARCIA states and declares as follows: I presently am, and at all times mentioned herein have been, the Administrative Secretary of the Library of Rancho Cucamonga. Acting in that capacity, on ~)~.~,~O/ , at ~, , I posted a true and correct copy of the meeting agendafdated ~C. /, ~O~/ at 10500 Civic Center Drive, Rancho Cucamonga. I declare under penalty of perjury that the foregoing is true and correct and that this declaration was executed on /~-OI , at Rancho Cucamonga. DEBORAH KAYE CLARK, LIBRARY MANAGER City of Rancho Cucamonga ¥ivian Garcia, Administrative Secretary City of Rancho Cucamonga AGENDA RANCHO CUCAMONGA PUBLIC LIBRARY BOARD OF TRUSTEES Adiourned Meeting December 1, 2001 - 9:45 a.m. Lions Center West 9191 Baseline Road Rancho Cucamonga, CA 91730 A. CALL TO ORDER 1. Roll Call: Bradshaw , Lo ., Howdyshell , Wimberly and Womack B. ITEMS OF BUSINESS 1. Resolution No. VLB01-003, meeting day and time for the Library Board of Trustees 2. Update on the Victoria Gardens Branch 3. CALTAC Board Effectiveness Training 4. Selection of day and time for Special Meeting of the Library Board of Trustees C. COMMUNICATIONS FROM THE PUBLIC This is the time and place for the general public to address the Rancho Cucamonga Public Library Board of Trustees. State law prohibits the Board from addressing any issue not previously included on the agenda. D. ADJOURNMENT OF THE LIBRARY BOARD I, Vivian Garcia, Library Administrative Secretary of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the foregoing agenda was posted on Wednesday, November 28, 2001, seventy-two (72) hours prior to the meeting per Government Code 54953 at 10500 Civic Center Drive. LIBRARY BOARD EFFECTIVENESS TRAINING CAL TA C BOARD DEVELOPMENT PROJECT CALIFORNIA ASSOCIATION OF LIBRARY RUSTEES AND COMMISSIONERS (CAL TAC) www.caltac.or.q 2000-2003 CALTAC Board Development Project Library Board Effectiveness Workshop ~ives: By the end of this session participants will be able to: · Articulate the significant role and contribution of volunteer trustees to Library success, including CALTAC's role. · Understand the various Library Board structures in California, and recognize the type on which they serve. · Identify legal obligations of library board members, and know steps to take to reduce personal and Board liability. · List the role and functions of a Library Board, and articulate some success strategies for accomplishing them. · Develop and/or enhance a productive working relationship with their Library Director. · Identify next steps for addressing their own current issues in this area. AGENDA I. Introduction II. Why Do We Have Library Boards? III. Types of Library Boards in California IV. What Library Boards Do V. Legal Duties and Liabilities of Library Board Members VI. Success Strategies for Boards VII. Working Toward Good Board/Library Director Relations VIII. Next Steps -- What Can We Do To Help Our Board Be Effective? IX. Additional Resources Available to Help STEWARDSHIP The act of ~ managing an°ther' s ~~1~ property, finances or affairs to its best interest and by the ~~ roles under which it has been created. Types of Li >rary Boards ~n California ·Functional · Organizational · *~ Types: Types:  * City * Advisory · County , · City/County · Administrative · Special District 1 STEWARDSHIP · The act of managing another's property, finances or affairs to its best interest and by the roles under which it has been created. Types of Library Boards in California .Organizational ,Functional Types: Types: · City · Advisory · County · City/County, Administrative · Special District STEWARDSHIP · The act of managing another's property, finances or affairs to its best interest and by the roles under which it has been created. i,ypes Of Li >rary Boards in California ,Organizational .Functional Types: Types: · City · Advisory · County · City/County · Administrative · Special District ROLE OF THE LIBRARY BOARD 1 Whether your Library Board is Advisory or Administrative, you will be asked to either advise on 7or make policy, review proposals and/or take action in 6 areas: Planning Finance/Fundraising Organizational Operations Human Resources Community Relations Advocacy What Is Policy? ' Policies govern the direction and operation of the organization. They provide the framework for decision making. The central policy of an organization is the mission statement, which describes its purpose. It is the responsibility of the board to see that the mission is clearly defined and communicated to its constituencies. Policy direction is further defined through statements of philosophy or values, as well as through goals and objectives developed by Board, Committees and staff, based on the mission. .What Are The Levels Of Policy and Who Is Involved at Each Level? ~ -- is the area in which the Board is most directly involved in formulation of policy as well as approval. Governing policies include Mission, Values, and Goals. Administrative Policy -- is policy generally developed consistent with governing policy by staff (often with help from some Board members) and approved by the Board. Examples are Personnel and fiscal management policies. ~ -- describes procedures and practices in the work environment (often called "office procedures") and is generally developed by staff. What Responsibilities Does The Board Have In Each of the Policy-Making Areas? NOTE: While an Advisory Board will be asked to advise governing bodies and staff in these areas and occasionally take or support action, an Administrative Board actually carries responsibility for them. Planning 1) Periodically reviewing the organization's mission, philosophy, and goals; 2) Planning for the organization's future, on a long- and short-range basis; 3) Determining which services/programs the organization will provide; and, 4) Evaluating the organization's programs and operations on a regular basis. Role of the Library Board -- page 2 Finance )1) Ensuring financial accountability of the organization 2) Overseeing an ongoing process of budget development, approval, and review. 3) Fundraising to ensure that adequate funds are available to support the policies and programs; and, 4) Managing and maintaining the organization's properties or investments. Organizational Operations 1) Ensures that the organization and its board members meet all legal requirements; 2) Ensures that the Board's operations are adequate and appropriate 3) Ensures that the organization has a functional and legal organizational structure; and, 4) Ensures that .administrative systems are adequate and appropriate. Human Resources I) Board Membership -- assisting with recruitment or identification of potential new board members, providing existing board members with opportunities to grow and develop as leaders, and recognizing their accomplishments. 2) Volunteer Involvement -- defining appropriate ways for volunteers to be utilized, and ~ setting policy on how the library should treat and recognize volunteers. 3) *Executive Director Accountability -- including hiring, firing and ongoing evaluation of the Executive Director. 4) *Personnel Policies -- providing policy guidance on salaries, benefits and grievance procedures. * Administrative Boards Only Communi .ty Relations I) Ensuring that programs appropriately serve the membership and the community; 2) Ongoing public relations, including an awareness that board members are always emissaries of the library; and, 3) Cooperative Action, including participation in appropriate coalitions and joint projects which are consistent with its Mission and Goals. Advocacy 1) Keeping well informed about public policy and other issues which affect the library, and speaking out on behalf of the library to policy-makers and other community leaders and constituents. No one is in a better position to play this role than the Library Board member because you represent the community! Despite extensive staff knowledge and commitment to the library, as library employees, they may be seen as having a vested interest when speaking out on behalf of the library. Just by the act of accepting a position on the board, you automatically assume legal duties and responsibilities. Duties common to public office holders include: · Accepting Powers And Obligations Of The Office · Obeying Local, State And Federal Laws · Good Faith To Constituency · Diligence · Managing property of the constituency · Errors or Mistakes in Exercise of Authority · Acts in Excess of Authority (i.e., Censorship) · Malfeasance (fiscal misappropriation; accepting a bribe) · Nonfeasance (failing to act when you should have) · Negligence (i.e., unsafe buildings/grounds which results in injury) · Intentional Tort (i.e., saying something in anger which can be construed as slander) · Unintentional Tort (i.e., makes a mistake in good faith, i.e., accusing someone of a crime) · Conflict of Interest (participating in any decision which affects your personal finances) · Acts in Contravention of Statutory Direction (failing to follow laws, rules or by-laws) · Consider indemnity insurance designed for · Liability Insurance For The Board public officials. · Take action using parliamentary procedure -- · Be informed and active -- attend, study, ask, ensure that all actions are recorded and vote, monitor actions -- stay on top of it! available to the public. · Read minutes, make corrections when · Follow by-laws and policies, and ensure that needed, and be sure your vote is properly they are reviewed and updated periodically. recorded. · Follow the Brown Act. · Vote "No" if you feel strongly about this · Avoid any Board conflicts of interest. being the wrong thing to do. (NOTE: · Urge attendance by all members, and enforce Abstaining or being absent is not sufficient to any provisions regarding forfeiture of position protect you from liability) for a stated number of unexcused absences. · Be very careful about conflicts of interest -- · Encourage all members to be active -- yours and others monitor committee progress and reports. · Understand and Follow the Brown Act · Keep the governing board of your · Seek legal counsel for clarification jurisdiction fully informed of your actions. · Seek clarification from the jurisdiction legal counsel when needed. Have the Right Board to Achieve Good Stewardship · Diverse Mix of: · Skills · Expertise · Contacts · Geography · Age/Sex · Working/Retired Californians Include People with Disabilities Non-English Speakers ~l~~ A~. Functionally illiterate School Drop-Outs ~ .~i~~ · Senior Citizens Eliminate Barriers · Physical · Language · Cultural · Geographic / 1 · Hours of · · · · Operation · ! · · Board Development · Job Descriptions · Board Orientation · Board Manual · Policy Manual · Ongoing Training Opportunities · Leadership Opportunities SAMPLE CITY LIBRARY COMMISSIONER JOB DESCRIPTION Importance of Position: Provides stewardship for the City's public library assets and services on ~behalf of all residents, ensuring adaptability to a diverse population and changing environment. 'On behalf of the citizens, advises the City Council on matters pertaining to the library, and advocates on the Library's behalf. Ensures an ongoing flow of information between the Library, the Community and the City Council. Qualifications: · Knowledge of the library's importance and its role in the community · Willingness to invest time and effort in their duties · Ability to listen and work well with others · Tested leadership skills in business, education or community · Enthusiasm, intellectual curiosity, good judgement and creativity · Understanding of, and commitment to, the stewardship role of the Commission · Demonstrated support for freedom of access, both physical and intellectual Appointment: Appointed by, and reports to, the City Council for a term of Three Years. May be re-appointed for one additional consecutive term. Responsibilities: 1. Attend regular board meetings, trainings and retreats, in an effort to understand the functions of librarianship (public services, technical services, administrative services, and technology) as well as issues and challenges facing libraries in general, and the Sample City Library in particular. Read materials in advance, ask questions, and make informed recommendations. 2. Become familiar with the legal and regulatory environment which governs library and library commission operations, including, but not limited to, the Library Commission's By-Laws, the Brown Act, the Americans with Disabilities Act, and Confidentiality requirements. 3. Gain familiarity with the budgeting process. Review monthly and annual financial statements. Become familiar with physical plant needs and resources, and ensure that plans for plant maintenance and capital improvement are in place. 4. Ensure and participate in long range planning for the Library, and that needs of all segments of our community are assessed and considered. Ensure that all policies developed and recommended by the Commission are consistent with the approved plan. 5. Serve as an active member of a working committee of the Commission. 6. Act as an advocate for legislation and funding that will help to meet the identified needs of the community and the library. Training Provided: Orientation to the Library and Library Commission structure at beginning of service term will address responsibilities delineated above. Ongoing training updates will be provided as needed, but not less than annually. Time Commitment: Monthly Commission and committee meetings, training and/or planning events, and reading/preparation time estimated at 8 hours per month. Date Revised: March, 2000 Board Member Rights and Responsibilities Responsibilities, Rights Attend Regularly. To Be Fully Informed Be Informed in Advance Come Prepared . Traimng/Orientation Ask Questions . To Ask Questions Seek Clarificatton , No Wasted Time Disclose potential , Opportunities for conflicts of interest Personal Growth Lon§ Term Goals Recommends/Provides Input Provides Input/Approves* (more than one year) Short 'Term Goals Establishes and Carries Out Monitors Day-to-Day Operations Makes all management decisions No Role Hiring of Staff Approves all hiring No Role Staff Deployment Establishes Assignments No Role ~Staff Evaluations Evaluates all staff Evaluates Director, if appropriate Fees/Collections Recommends Policy Adopts policy Implements Approved Policy Community Relations Recommends appropriate activities Serve as emissary for the Attends appropriate meetings Library in the community Advocacy Keeps Board informed -- attends Speaks out on library meetings as a resource issues with policy makers and community leaders Board Development Prepares materials and makes Designs and schedules presentation as requested orientation and training Ensure adherence to laws, Be informed, raise questions, seek Be informed, raise rules & regulations legal consultation as needed questions, seek legal consultation as needed * "Approve" for Advisory Boards means approve and forward for the Jurisdiction's final approval. SUREFIRE WAYS FOR'STAFF TO EFFECTIVELY TURN OFF BOARD MEMBERS · Don't ask board volunteers' advice or involve them in the decision-making process. Fail to stick to time schedules. · Don't provide follow-up or progress updates. , · Don't respond promptly to'phone calls. · Force a board volunteer to make repeated requests for data. · Embarrass a board volunteer through inaccurate or insufficient data. · Forget to say "Thank you." FOR BOARD MEMBERS TO EFFECTIVELY "TURN OFF" STAFF · Don't return phone calls. · Agree to complete a task that you know you don't have time or are not motivated to do. · Fail to achieve a task within the agreed-upon time frame. Once a deadline has passed, force staff to inquire repeatedly about progress. · Agree to a course of action privately, then change directions publicly without notifying staff of the reasons. · Put a staff person in a position of having to render an opinion about his colleagues or organization. · Forget to say "Thank you." Print Bibliography for Library Board Effectiveness California Association of Library Trustees and Commissioners, and the California State Library. Trustee Tool Kit for Library Leadership (1998 Edition). Ellis, Susan, The Board's Role in Maximizing Volunteer Resource~ (Washington DC: National Center for Nonprofit Boards, 1999). Himmel, Ethel, and W.J. Wilson, Plannin~ for Results: A Public Library Transformation Process (ALA, 1998). Lehn, Carla C., Volunteer Involvement in California Libraries: "Best Practices" (Sacramento: California State Library, 1999). Rubin, Renee. Avoidin~ Liability Risk: An Attorney's Advice to Library Trustee~ and Others (ALA, 1994). Short, Jack. Library Trustees Guidelines (Avon CT: Consultant Publications, 1994) Swan, James. Working Together: A How-To-Do It Manual for Librarians and Trustees (NY: Neal-Schuman Publishers, 1992). Wade, Gordon S. Working with Library Boards: A How-To-Do It Manual for Librarians (NY: Neal-Schuman Publishers, 1991). Young, Virginia. The Library Trustee: A Practical Guidebook (ALA, 1995). Manley, Will and Richard Lee. For Library Directors Only/For Library Trustees Only (Jefferson, NC: McFarland and Company, 1993). Electronic Bibliography for Library Board Effectiveness American Library Association www.ala.org American Library Trustees Association www.ala.org/alta The Brown Act (State Attorney General's site) caag.state.ca.us/piu/brown.htm California Library Laws www.library.ca.gov/laws California State Library www.library.ca.gov Cupertino City Library Commission Handbook www.cupertino.org/update/hall/commissions/library/CLC_Report_98.html National Center for Nonprofit Boards www.ncnb.org New Hampshire Library Trustees Association www.state.nh.us/nhlta Nonprofit Risk Management Center www.nonprofitrisk.org CALTAC Board Development Project Library Board Effectiveness Workshop Workshop Evaluation Form Well Met Kind of Met Not Met at All 5 4 3 2 1 1. The following learning objectives were: a ) Articulate the significant role and 5 4 3 2 1 contribution of volunteer trustees to Library success, including CALTAC's role. b) Understand the various Library Board 5 4 3 2 1 structures in California, and recognize the type on which you serve. c) Identify legal obligations of library board 5 4 3 2 1 members, and know steps to take to reduce personal and Board liability. d) List the role and functions of a Library Board, 5 4 3 2 1 and articulate some success strategies for accomplishing them. e) Develop and/or enhance a productive working 5 4 3 2 1 relationship with your Library Director. f) Identify next steps for addressing your own 5 4 3 2 1 board's current issues in this area. 2. What part of this workshop was most helpful to you? 3. What part was least helpful? 4. What changes would you suggest in the Workshop? 5. Other Comments? ABOUT CALTAC i The California Association of Ubrary Trustees and Commissioners consists of present and former library trustees, commissioners and system advisory board members, it's purposes C A L I F O R N I A are: ASSOCIATION OF · TO educate trustees and commissioners LIB R A R Y TR U S TEES to better carry out their duties and re- A N D sponsibilities towa rd providing effective C O M M I S S I O N E R S library service · To provide library trustees and comrnis- ,,onersthe oppo=n, of r ng CALTAC gether on concerns important to al/I~- braries in California VV~/VV. Caltc~c.or~I~'"~ ,-. ·To promote interest in the development of effectJve lil:)rary service · To help unify library action in the state by cooperating with the programs of the California Library Association and the California State Library Mail Membership Application to: ~ ..,~aa~ CSRLTAC,Denise Membership Surber Chair ' 507 - 18thStreet . ~11~,~:~ Paso Robles, CA 93446 WHAT DOES YOU NEED CALTAC CALTAC DO? . To keep up-to-date and welHnformed on library CALTAC functions through its committees matters of concern to you as ooe rasponsible for of member volunteers from throughout promoting good library service in your community · To add to your effecthrene~ during your term of · Regional Worlmhops in Library Leader- - ship provide opportunity for trustees, office as a member of a library administrative or commi~ioners, librarians and con- advisory board, and to provide an outlet for your tamed members of the public to team 0 om,,brarye ,an omeach cooti.u,ng ,c, on,n,,braryac"viti when others' experiences, your mrm is ended ._~ nev~letter, keeps C A £ T A C N l! E D directors informed about the organ~ ~ation's activities. in CAL TAC workshops and commit- in working toward their library goals tees · The Program Committee arranges for · To reinforce libra~y/community strength in present- speakers and events of special interest for the annual membership meeting, lng library matters to the Legislature or to local gov- [ / ~o ~ E~ -- ~ ,. · The Legislative Committee informs erning bodies members about legislation affecting ! / o E o ~ ~ To libraries, alerts them to.join in lobby- ingeffortsatappropriatetimes, and TO JOIN CALTAC helps them pa~cipate in the annual =~ ~ / '~ g ~ '~ :2=o.~E Legislative Day in Sacramento. · Voting membership in CAI.TACiS open to everyone · The ^wards Committee publicizes services tO libraries by annual recogni- who iS or has been a trustee, commissioner, or aclvi- tion of outstanding contribution by sory board member of any library system In Califor- individuals or organizations. ~ : '~ / ~: ~{ · The Literacy Committee encourages nla. local library sponsorship of volunteer tutorial services to aid the functionally · Non-voting Associate Memberships are ~vaJlable to illiterate. · The Intellectual Freedom Committee librarians, mends and any interested person or inst~ Mail Membership Application to: keeps CA£TACmembers aware of tution who wish to support CALTAC~purposes CALTAC. Membership Chair challenges to the right to read, and Denise 5unber the means to defend that right, and receive CALTAC publications. 507 - lath Street RESOLUTION NO. VLB01-003 A RESOLUTION OF THE LIBRARY BOARD OF TRUSTEES OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, ESTABLISHING A TIME AND PLACE OF REGULAR MEETINGS. WHEREAS, SECTION 3 of Ordinance No. 520 establishing a municipal Library does provide that regular meetings of the Library Board of Trustees shall be establisbed by resolution of the Library Board of Trustees; and, WHEREAS, it is the desire of the Library Board of Trustees to establish a schedule of regular meetings. NOW, THEREFORE, BE IT RESOI~VED that the Library Board of Trustees of the City of Rancho Cucamonga does hereby establish a meeting schedule as follows: SECTION 1: Regular meetings of the Library Board of Trustees shall be held on the second (2nd) Thursday of each month at 6:30 p.m. SECTION 2: Regular meetings of the Library Board of Trustees shall be held at the Civic Center Complex located at 10500 Civic Center Drive, Rancho Cucamonga, California in the City Council Chambers. PASSED, APPROVED AND ADOPTED this I st day of December, 2001. AYES: Bradshaw, Howdyshell, Lo, Wimberly and Womack NOES: None R~bert Howdysh~ll, pr{~it)gt~ - ATTEST: Vivian Garcia, Administrative Secretary 1, Vivian Garcia, Administrative Secretary of the Library Board of Trustees of the City of Rancho Cucamonga, California, do hereby certify that the foregoing Resolution was duly passed, approved, and adopted by the Rancho Cucamonga Library Board of Trustees at their special meeting of the said Board held on the 1 st day of December, 2001. Executed this 1st day of December, 2001 at Rancho Cucamonga, California Vivian Garcia, Administrative Secretary