HomeMy WebLinkAbout2009/06/20 - Agenda Packet - Library Board of Trustees - AdjournedAGENDA
RANCHO CUCAMONGA PUBLIC LIBRARY
BOARD OF TRUSTEES
Adjourned Meeting
June 20, 2009 - 9 a.m.
Victoria Gardens Cultural Center
Community Services Conference Room
12505 Cultural Center Drive
Rancho Cucamonga, CA 91739
A. CALL TO ORDER
1. Roll Call:
Amsler , Coberly ,Haddon ,Hairston ,Nagel
B. ITEMS OF BUSINESS
1. Announcements by Library Director.
2. Library Board Development Workshop Facilitated by Jan Sanders.
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 OF TRUSTEES
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
Tuesday, June 16, 2009 twenty-four (24) hours prior to the meeting per Government
Code 54953 at 10500 Civic Center Drive.
NOTICE OF ADJOURNED MEETING
Notice is hereby given that the Rancho Cucamonga Library Board of Trustees at their meeting held
Thursday, June 11, 2009, adjourned said meeting to Saturday, June 20, 2009, at the hour of 9:00
a.m., in the Cultural Center Conference Room at the Cultural Center, 12505 Cultural Center Drive,
Rancho Cucamonga, California. Said adjournment was passed by the following vote:
AYES: Amsler, Coberly, Haddon and Hairston
NOES: None
ABSENT: Nagel
ABSTAIN: None
Vivian Garcia, Library Administrative Secretary
Rancho Cucamonga Public Library
June 11, 2009
NOTICE OF ADJOURNED MEETING
Notice is hereby given that the Rancho Cucamonga Library Board of Trustees at their meeting held
Saturday, June 20, 2009, adjourned said meeting to Thursday, August 13, 2009, at the hour of6 p.m.,
in the Council Chambers at the City of Rancho Cucamonga, 10500 Civic Center Drive, Rancho
Cucamonga, California. Said adjournment was passed by the following vote:
AYES: Amsler, Coberly, Hairston and Nagel
NOES: None
ABSENT: Haddon
ABSTAIN: None
Vivian Garcia, Library Administrative Secretary
Rancho Cucamonga Public Library
June 20, 2009
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 Rancho Cucamonga Public Library. Acting in that capacity on
yU.rte l~r~ aoo9 , at ,~n"1 I posted a true and correct copy of
the meeting agenda date dune ao ~ 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 lo-~~-~9 , at Rancho Cucamonga.
Robert Karatsu, Library Director
City of Rancho Cucamonga
By: ~i.yco~- .s~Jct..o~.a
Vivian Garcia, Senior Administrative Secretary
City of Rancho Cucamonga
RANCHO CUCAMONGA LIBRARY
BOARD OF TRUSTEES
Board Development Workshop -June 20, 2009
LIBRARY SERVICES
Topics for Board Development
Rancho Cucamonga Library
9:00 a.m. - 1:00 p.m.
(Times are approximate and fluid. Intent is to limit to 4 hours, with break)
30 Mihutes: Introductions and Team Building
60 minutes Roles and Responsibilities of the Board:
Job Descriptions
Charge from the City
Responsibilities of the Library Director
Facing Challenges
90 minutes Advocacy as a Board Member:
Legislative Issues, Impact
Building Local Support
60 minutes Developing Library Leadership:
Helping Define the Mission
Visioning the Next Steps
Conclusions, Questions, Follow-up Assignments
TABLE OF CONTENTS
1). Excerpts from Trustee Tool Kit for Library Leadership
by California Association of Library Trustees and
Commissioners (CALTAC).
2). Historical agenda and minutes from Library Board of
Trustee meetings.
3). Sections 18910-18297 from California Education
Code, defining role of Library Board of Trustees.
4). By Laws of the Library Board of Trustees.
Trustee
Tool Kit
Library
~, 6eadersh~p
1998 Edition
CAL TA
California Association of Library Trustees and Commissioners
California State Library
Dr. Kevin Starr, State Librarian of California
Sacramento, 1998
Trustee Tool Kit for Library Leadership
This publication was supported in whole or in part
by the U.S. Institute of Museum and Library Services
under the provisions of the Library Services and Technology Act,
administered in California by the State Librarian.
However, the opinions expressed herein do not necessarily reflect the position or policy
of the U.S. Institute of Museum and Library Services or the California Stale Library,
and no ofricial endorsement by the U.S. Institute of Museum and Library Services
or the California State Library should be inferred.
Table of Contents
Table of Contents
Foreword .................
Introduction .............
Acknowledgements
Overview ..................
.7
.a
.s
t0
Chapter 1. Statutory Authority ...................................................................... 1 z
Statutory Differences of Library Boards ..................................................................... 12
Two Types of Boards ...................................................................................................... 12
Advisory Library Boards .......................................................................................... 12
Administrative Library Boards ................................................................................. 13
Authority For Libraries and Boards .............................................................................. 14
General Law Authority ............................................................................................. 14
Charter City/Charter County Authority .................................................................... 15
Combined City-County Library Authority ................................................................ 15
Authority For Size of Library Boards ............................................................................ 15
Selecting Library Board Members ................................................................................ 15
Appointing Library Board Members ........................................................................ 15
Filling Vacancies For Unexpired Terms ................................................................... 15
Publicizing Vacancies .............................................................................................. 16
Requirements For Library Board Membership ....................................................... 16
Conflict of Interest .................................................................................................... 16
Terms of Office For Library Board Members .............................................................. 16
Removal from Office ...................................................................................................... 16
Compensation ......:.......................................................................................................... 17
Chapter 2. Library Funding ............................................................................ 18
Overview: Changing Nature of Local Library Funding ............................................... 18
Current Government Sources of Library Funding ...................................................... 19
City and County Funding Sources .......................................................................... 19
Special Library District Funding Sources ............................................................... 19
Cooperative Library System Funding Sources ....................................................... 19
State Funding Sources ............................................................................................ 20
The California Library Services Act ......................................................................... 20
The Public Library Finance Act (PLF) ..................................................................... 20
Federal Funding Sources ........................................................................................ 20
Non-Government Supplemental Library Funding Sources ........................................ 21
Legal Constraints ........................................................................................................... 22
Library Board Operational Expense Budget Funding ................................................. 22
Chapter 3. Legal Duties, Liabilities, Rights ................................................ 23
Duties of Public Officers ................................................................................................ 23
Other Duties of All Library Board Members ................................................................ 23
Duties Specific To Administrative Library Boards ...................................................... 24
Ralph M. Brown Act Requirements For Open Public Meetings ................................. 24
3
Trustee Tool Kit for Library Leadership
Requirements of Other Laws and Policies ................................... ............................... 24
Agendas of Meetings ................................................................ ............................... 24
Public Participation ................................................................... ............................... 24
Minutes of Meetings .................................................................. ...............................24
Board Bylaws, Policies, and Procedures ................................. ............................... 24
Board Officers ............................................................................ ...............................25
Annual Reports ......................................................................... ............................... 25
Personal Economic Interests Statements ................................ ............................... 25
Confdentiality of Library Records ............................................ ...............................25
Legal Liabilities ForTrusteeViolation of Trust .............................. ...............................25
Trustees' Defenses To Lessen Their Liability ............................... ............................... 27
Defenses For The Individual Trustee ........................................ ............................... 27
Defenses For The Total Board .................................................. ............................... 27
Individual Rights of A LibraryTrustee ........................................... ............................... 27
Chapter 4. Effective Board Organization .................................................... z9
Attributes of Responsible Trustees .............................................................................. 29
Essentials for Effective Board Organization ............................................................... 29
Importance of Trustee Manual for Each Trustee ......................................................... 30
Necessity for Board Bylaws ......................................................................................... 30
Need for Board Officers with Clearly Defined Duties ................................................. 31
Provision for Committees with Clearly Defined Roles and Procedures .................. 31
Necessity of Board Records and Minutes File ............................................................ 31
Requirement of Advance, Written Agenda .................................................................. 32
Responsibility for Preparing Agenda ........................................................................... 32
Importance of Adherence to Parliamentary Procedure ............................................. 32
Need for Orientation Program for New Trustees ........................................................ 32
Value of Trustee Continuing Education Program ........................................................ 32
Significance of Trustee Resource Bookshelf ............................................................. 33
Chapter 5. Systematic Planning Process .................................................... 3a
Chapter li. Policg-Setting &Budget-Making ............................................... 3s
Individual Trustee Commitment .................................................................................... 36
Types of Policies Considered Important ...................................................................... 37
External Policies ...................................................................................................... 37
Internal Management Policies ................................................................................. 38
Systematic Policy Development ................................................................................... 38
New Policy Support Needed .......................................................................................... 39
Regular Policy Review Important ................................................................................. 39
Budget-Making ................................................................................................................ 40
Approaches to the Budget Process ............................................................................. 41
A County Advisory Board Example ......................................................................... 42
A City Advisory Board Example .............................................................................. 42
A County Administrative Board Example ................................................................ 42
A City Administrative Board Example ..................................................................... 43
Chapter 7. Public & Communitg Relations ................................................... as
Definition of Public Relations ........................................................................................ 44
The Why of a Public Relations Policy ............................................................................ 45
Benefits of a Public Relations Program ....................................................................... 45
Key Trustee Role in Public Relations ............................................................................ 45
Fundamental Public Relations Guidelines ................................................................... 46
4
Table of Contents
Tips for Working with Local News Media ..................................................................... .49
Key Public Relations Techniques for Writing and Speaking ....................................... 49
Chapter 8. Working Relationships ............................................................... 50
Essentials for Productive Working Relationships ....................................................... 50
Working withThe Library Director ................................................................................ 50
Working with Local Government Officials .................................................................... 51
Trustees' Strong Working Relationship Position ...................................................... 51
Methods for Working Relationships ........................................................................ 51
The "How" of Effective Communication ................................................................... 52
With Key Administrators and Other Local Officials .................................................... 53
With Library Staff ............................................................................................................ 53
With Friends of the Library ............................................................................................ 54
With Library Foundations ............................................................................................... 54
With Service-in-the-Library Volunteers ........................................................................ 55
With Ad Hoc Library Advisory Groups ......................................................................... 55
With Local School Officials ............................................................................................ 55
Between Library Boards and System Advisory Boards ........................................... 55
Chapter 9. Library Advocacy ......................................................................... 57
Trustees' Strong Position For Advocacy ..................................................................... 57
Why Library Advocacy By Trustees Is So Vital ........................................................... 57
Importance of Participation In Legislative Day in Sacramento ................................. 57
Value of CLA Legislative Network in Advocacy .......................................................... 58
Important Advocacy Techniques .................................................................................. 58
Ways to Communicate with Legislators ....................................................................... 58
Personal Visits .......................................................................................................... 59
Telephone Calls ....................................................................................................... 59
Letters. Letters. Letters ............................................................................................ 59
Telegrams. Faxes, and E-Mail ................................................................................. 59
Five Basic Rules for Effective Communication .......................................................... 59
How to Write to Legislators and the Governor ............................................................ 60
Chapter f0. Special Challenges ..................................................................... s3
Trustee Techniques for Meeting Special Challenges .................................................. 63
Selecting a Library Director .......................................................................................... 63
Building a New Library, Remodeling or Enlarging ....................................................... 64
Planning the New Structure ..................................................................................... 64
Other Key Trustee Responsibilities ......................................................................... 64
Intellectual Freedom ....................................................................................................... 65
Special Fund Raising ...................................................................................................... 65
The Library of California ................................................................................................ 66
Technological Advances Changing Libraries .............................................................. 66
Eliminating Barriers Between People and Library Services ..................................... 66
Involving Local Libraries in California Literacy Programs ........................................ 67
Additional Special Challenges ...................................................................................... 67
Chapter 11. Helpful Organizations ................................................................. 69
Organizations at the State Level ................................................................................... 69
California State Library (CSL) ................................................................................. 69
California Association of Library Trustees and Commissioners (CALTAC) ........... 70
California Library Association (CLA) ....................................................................... 71
Friends of California Libraries (FCL) ....................................................................... 71
5
Forward
Foreword
/,t CQ Wc7~2 IJrCCCi>t pleasure that I introduce this new edition of the
Trustee Tool Kit for Library Leadership, which will guide our library leaders into
the next millennium. California trustees, commissioners, and advisory board
members will find it philosophical and practical in the best sense of both words.
The challenges faced by trustees today in assuring the free flow of information
and service through public libraries are numerous. Technology, intellectual
freedom, and f nances, are several of the complex and important issues affecting
each public library. While administrative and advisory boards may vary in degree
of authority, the pro-active approach displayed throughout the Trustee Tool Kit will
assist all citizens in reviewing, analyzing, and guiding library services in these
turbulent times
We are all indebted to the library trustees who prepared this valuable handbook
and to the library trustees who will carry forward its principles for the benefit of the
people of California.
S~°~^.
Dr. Kevin Starr
State Librarian of California
Trustee TOOT Kit for Library Leadership
introduction
-/[2 ;~ QC{RQIy 77~~Q, the predecessor of the CALTAC Trustee Tool
Kit for Library Leadership was produced. The f rst edition of the current Trustee
Tool Kit was produced in 1987. Each was well received. Individual trustees,
library boards, and library directors throughout the State found it to be a practical
tool. The Tool Kit is used in a variety of ways-some use it for orientation and
some as a reference book for specific items. Whatever the use, theTool Kit has
been found to be a useful guide in developing more effective library leadership.
We have provided chapters with information to help Trustees and Commissioners
perform their responsibilities, included some history of libraries as background,
some resources for obtaining additional information, and appendices with
supplementary information related to library activities and Board responsibilities.
Each Board and Board member will use the Tool Kit in ways that best suit their
situation. Use the Table of Contents as a guide to the information that is included.
Please feel free to let CALTAC Board members know what portions of the Tool
Kit you find most useful and what might be changed or added for the next edition.
Those of us who worked on the updating and editing of this edition of the Tool Kit
are indebted to those who formed the foundation of this manual years ago and to
the State Library for publishing this edition. Professional librarians and public
officials throughout the State have lent their experience and expertise, and we
value the input that they have given us. I am grateful for the efforts of those on
the current CALTAC Board who have given generously of their time and talent.
We have benefited by the expertise and experience of Dorothy Bertucci, Barbara
Campbell, Karen Dyer, Jean Nix, Elizabeth Pinter and Pat BaurTillotson.
The members of the 1998 Board of the California Association of Library Trustees
and Commissioners are pleased to present this volume to the library community.
We encourage you to take it, read it, use it. We are sure that you will find it to be
a practical tool.
Roberta "Jackie" Harrison
1998 President of CALTAC
Acknowledgements
Acknowledgements
%~I~~ LK~C(fGC~GlGie2 have given their time, knowledge, expertise, and
ideas in helping with the revision of the Tool Kit. The Tool Kit committee
expresses its grateful acknowledgement tothese individuals in recognition of their
valuable contributions:
- Dr. Kevin Starr, State Librarian of California, who has given his support to
CALTAC and to the publication of the Trustee Tool Kit.
-Barbara Will, our contact at the State Library, who provided valuable advice,
helped obtain funding for this project, and facilitated the Tool Kit distribution.
-Liz Gibson, Susan Hildreth, and Cameron Robertson, and the numerous staff
at the State Library who helped review and update the Tool Kit.
-The CALTAC Board of Directors who have initiated, encouraged and supported
the revision project. They have also provided the seed money to get the project
underway. Their desire for an updated publication has resulted in two committees.
The first committee, who began the immense task of reviewing the previous
work, condensing the size, and preparing the forward direction of the project, was
composed of Dorothy Bertucci, Barbara Campbell, Pat Baur Tillotson, and
Barbara Whorton. The task of updating all material and rewriting certain sections
was passed on to the current committee of Karen Dyer, Jackie Harrison, Jean
Nix, and Pat Baur Tillotson.
-Individual CALTAC Board members who provided specialized help: Bea Chute,
Mary Minow and Elizabeth Pinter.
-Those library directors, library administrators, library staff, and city and county
staff who verified information, provided valuable advice, wrote and edited various
sections, provided copying, and helped in numerous ways: Bernadette Adams,
Valerie Armento, Linda Crowe, Susan Fuller, Dave Gruchow, Kelley Hanson,
Susan Holmer, Victoria Johnson, CarolAnn Tassios, Margaret Donnellan Todd,
Linda Wilson, and Linda Wood.
On behalf of the CALTAC Revision Committee, our sincere thank you.
1998 Tool Kit Revision Committee
Karen Dyer Jean Nix
Jackie Harrison Pat Baur Tillotson
Trustee Tool Kit for Library Leadership
O~eruiew
A brief overview of California library boards and
libraries is a logical preface to provide background
for the contents of this publication.
As of the end of 1996, there were 174 public library
jurisdictions in California, 48 county, 110 city, 4
combined city/county, and 12 special districts.
Records at the California State Library show that 81
percent of these public libraries operate with library
boards: 141 libraries out of 174. (Since some
libraries work with several regional or separate city
or county advisory boards, the total number of
public library boards actually is 157.) Of these
library boards, 59 percent are advisory and 41
percent are administrative in function; a total of 93
advisory and 64 administrative. (See charts in
Appendix F)
which serves fewer than 100 people. Between
these two extremes, there are 14 public libraries,
each of which serves over a half million people, and
15 public libraries serving populations that number
less than 12,500 people each:'
Within the state, there are also in excess of 200
academic libraries, 900 special libraries including
more than 70 operated by the federal government
and 100 state agency libraries, 58 county law
libraries, and hundreds of school libraries, plus the
State Library which works with all libraries to
coordinate service and to extend the sharing of
resources. These libraries will not be discussed in
detail in this publication because it is directed to
trustees serving local public libraries over the state
and to system advisory board members.
A total of 993 dedicated and public service minded
citizens serve without pay as members of these
public library boards, commissions, or councils
throughout the state. Another 179 citizens serve
without pay as members of system advisory boards
that function in connection with the 15 area
cooperative public library systems established by
the California Library Services Act of 1977. These
systems are not libraries, per se, but are
neighboring library linkage systems that permit
expanded library service beyond the ability of any
one library to provide. These 15 systems include
almost all of the state's public libraries.
The 174 public libraries over the state are complex;
they are literally information super- markets. They
have 3582 public service outlets, including 163
main libraries, 605 branch libraries, 2691ibrary
stations, and 58 bookmobiles serving 1471 library
stops.
As underscored in California Libraries in the
1980s: Strategies for Service, "sheer numbers
mask the variety found in California libraries. The
largest public libraries are found in Los Angeles
County-the Los Angeles City Public Library and
the Los Angeles County Library. Each serves more
than 3.3 million people. California's two smallest
public libraries are also found in Los Angeles
County-the Irwindale Public Library, which serves
almost 6100 people, and the Vernon Public Library,
To plan for public libraries that adequately serve not
only present but future community and individual
needs of California's diverse 35 million people is a
formidable responsibility.
As Dr. Daniel Boorstin, Librarian of Congress, told
the White House Conference on Libraries in 1979,
"'What any free country needs is a knowledgeable
citizenry...Each of us must acquire knowledge far
himself. Knowledge comes from the free mind
foraging in the rich pastures of the whole
'everywhere' past. It comes from f nding order and
meaning in the whole human experience. The
autonomous reader amusing and knowledging
himself is the be all and the end all of our libraries:'
People from throughout the state who came forward
to voice their commitment to excellence in library
service and to make recommendations for
California Libraries in the 1980s: Strategies for
Service pointed out: "People turn to libraries far
many reasons-to find answers to specific
questions, to explore new ideas, and to find out how
to do something, or simply to enjoy themselves.
Not everyone who comes inside the library doors
necessarily wants a book. Occasionally, someone
wants help in finding out about community services.
Just as people come to libraries for a host of
reasons, the people themselves are diverse and
their needs many."
10
Overview
California libraries serve people who live in large
cities, small towns, sprawling suburban areas, and
thinly populated rural areas, many of which are
isolated. Libraries serve young children not yet old
enough for school who are discovering for the first
time ever the wonder of words and the joy of books.
Libraries serve school children, high school and
college students, working men and women, the
retired, senior citizens, the handicapped, and the
homebound orinstitutionalized. Libraries serve
people of all economic levels and all educational
levels. Libraries serve government officials and
their staff members. Libraries serve small business
firms and large corporations. California libraries
serve people who speak any number of languages.
Libraries serve people who have a dynamic mixture
of cultures and Ideas.
Yet, there is agreement today with an article
published in the Herald newspaper in the small
pioneer village of Old San Diego In 1854: A library
'... together with the organization of a common
school, places us within the pale of civilization
and cannot be dispensed with in this age
of improvement"
11
Trustee TOOI Kit for Library Leadership
~ ~.
Statutory Authority
State and local laws created California library
boards to represent the people; to serve their
communities with quality and community-relevant
service; and to provide vital, formal, citizen-user
guidance to local government and library staff in
planning, management, and evaluation functions.
Library board members are public officials with
legal responsibilities, whether administrative or
advisory. To operate effectively, each library board
must understand thoroughly its own particular legal
base of operation.
Library boards have a wide variety of names in
California: library boards of trustees, library
commissions, regional councils, library advisory
committees, civic improvement commissions,
library and cultural commissions, and system
advisory boards. In this publication the word
trustee refers to all trustees, commissioners, and
council members of public libraries, and system
advisory board members of cooperative library
systems. Library board refers to all public library
boards, commissions, councils, or committees.
Statutory Differences of 6ibrary
Boards
In California library boards in various communities
may differ in several important ways. The crucial
difference is in each board's statutory function as
mandated by the specific law or ordinance that
established each board. This has resulted in
differences in authority and responsibility for library
boards in neighboring communities.
Library boards and library directors need to know
and understand clearly what their separate
mandates are to avoid misunderstandings and to
operate effectively. A simple illustration of this is the
administrative library board members who hire a
library director who, in turn, hires, fires, and
manages the staff. It is important that all
understand their respective roles and not interfere
with the others.
If a question arises as to who is responsible for
what, trustees should consult the legal officer of
the jurisdiction (such as the city attorney) for an
interpretation of the related law or city ordinance. It
may be that a specific function policy should be
written and approved for future clarifcation. It is
advisable for each trustee's manual to have a copy
of the specific law that enumerates the board's
exact functions. The library director, city or county
clerk, city or county attorney, special district
administrator or legal officer can supply a copy.
There are four organizational types of California
public libraries: city, county, city-county, and special
district. The first three types, comprising the
majority of California's library jurisdictions, operate
as departments of local general government. The
special district library jurisdictions in California are
independent, legal governing jurisdictions in
themselves, and do not depend on a city or county
for governance.
Two Types of Boards
A library board in California is one of two basic
types depending on its function-advisory or
administrative. The criteria used by the
International City Managers' Association for
distinguishing the two types of boards are that an
administrative board has: 1) authority for appointing
the librarian, and 2) authority for approving the
library operating budget. Fewer than half of the
public library boards in California are
administrative. The remaining are advisory.
Advisory Library Boards
Library boards for public libraries are designated as
advisory when: 1) the library director is appointed
by the mayor, mayor and city council, city manager,
county board of supervisors, or other county chief
administrator; and 2) the library director submits
the library budget to the jurisdiction for approval.
Advisory public library boards, then, do not appoint
the library director or submit the library budget.
12
Chapter 1. Statutory Authority
The dictionary defnes the word advise as "give
advice to; counsel; give notice; inform; talk over
plans; consult with; caution:' In the case of library
boards, additional suitable terms might be: to
analyze needs, to consider goals, to anticipate
future needs and problems, to liaison, to act as
sounding board, and to help develop consensus.
To some it might appear that the advisory library
board, without administrative functions, is a board
with little power or responsibility. Not so. An
advisory board is an invaluable resource. A library
board must not be simply a rubber stamp for the
library director or its appointive jurisdictional body,
such as a city council or county board of
supervisors. While the advice may not be taken,
the board has legal responsibility to advise on
policies or issues as the law directs.
The advisory library board's effectiveness depends
to a considerable extent on the in-depth analysis it
makes on any issue, the sound reasoning it
provides to back up every recommendation, its
foresight, and its reasoned persuasiveness in
presentation. Diplomacy and patient persistence
with the officials whom the board advises are often
necessary to assure that impdrtant items are not
overlooked or sidetracked. In some instances, the
law defining the library board's functions describes
specifically the policies and issues on which the
board is to advise. In other instances, the law is
more general, simply indicating that the library
board act in an advisory capacity to the city council
in all matters pertaining to city libraries or
recommend to the council the adoption of bylaws,
rules, and regulations as necessary for the
administration and protection of city libraries.
In the case of system advisory boards, the
California Library Services Act states: "The duties
of each system advisory board shall include, but
are not limited to, the following: (a) assisting the
administrative council in the development of the
system plan of service; (b) advising the
administrative council on the need for services and
programs; (c) assisting in the evaluation of the
services provided by the system:'
Some library agencies operate with several
advisory boards, each representing a separate
geographic area served. Sonoma County Library,
operating under a Joint Powers Agreement as a
separate agency, has an administrative library
commission, and advisory boards in nine regional
branch libraries.
It is as essential for an advisory library board to
know whom it can legally advise as it is to know on
what policies and issues it can legally give advice.
As a result of the variety of laws establishing
advisory library boards in California, not all can
legally advise the same persons or the same
judicial bodies. For example:
• City advisory library boards may be legally
directed to advise the mayor, or the mayor and
city council, or the city council, or the library
director, or some combination of these. In some
cases, their legal directive may not include
advising the mayor or the library director, but the
council only. It may also state that the board is
to work in conjunction with the library director.
• County advisory library boards may be legally
directed to advise the county board of supervi-
sors or the county librarian, or both, or the
county board of education.
• The system advisory boards that serve each of
the cooperative library systems throughout the
state are advisory to each system administrative
council (consisting of the library directors of
each jurisdiction in the system), as mandated by
the California Library Services Act.
Administrative Library Boards
The dictionary defnes administeras "manage or
conduct as chief agent or steward; direct; put in
force; dispense; supply or give; act as
administrator." Alibrary board for a public library is
designated as administrative if the library board
has: 1) authority for appointing the library director,
and 2) authority for approving the library operating
budget. (In some instances, the library board also
may approve the hiring of other library staff
employees.) While the administrative library board
is a governing body with the authority to determine
personnel, fiscal, and administrative policies, the
successful administrative library board uses this
authority judiciously, working with the library
director in an essential team effort to fulfill the
library needs of an ever-changing community.
The special library districts in California have
elected administrative boards, but the election
13
Trustee Tool Kit for Library Leadership
process as well as the operation of the special
district itself, is different than in cities and counties.
Special districts are independent of other local
governments, and special library districts exercise
autonomy in library, of budget, personnel, buildings
and services to the community. However, there are
differences even among California's special library
district boards. In some special districts, the library
boards are elected solely to administer the library.
In others, the special library districts operate in
conjunction with school districts-unified school or
union high school districts.
Authority For Libraries and Boards
The chief reason for the somewhat confusing
differences among California public libraries and
library boards is the state's permissive constitution
and laws. State law, known as general law
because it applies throughout the state, takes
precedence over county or city law unless state
law declares otherwise in specific instances. This
section describes the legal authority defining library
boards. For more information about specific laws,
please refer to the California Education Code.
The primary keys to library and library board
differences over the state are the following:
1. In California there is no state mandate for
public libraries. Public libraries exist under
permissive legislation, both state and local.
This means that state law has provided each
local governmental jurisdiction the option to
establish, or not to establish, a public library.
2. The California state constitution declares that
cities or counties may adopt a charter and
operate under"home rule" regulations rather
than operate solely under uniform state general
law.
3. Each charter city or county has structured its
library operation in accordance with its own
perceived local needs.
As a result, the statutory authority for public libraries,
as well as for library boards' structure and function,
comes from one of two types of statutory authority:
1) state general law, or 2) city/county charter.
General Law Authority
The structure, functions, and powers of all
California cities, counties, and special districts are
mandated by the state constitution and state law.
Except for those jurisdictions which under the
state's permissive constitution have opted to
operate under a home rule charter, cities and
counties operate today under state general law.
State general law does not require cities and
counties operating under general law to establish
local libraries. It gives them the permission to
establish public libraries if their residents so desire.
But, if they do establish libraries, state law sets out
the procedure they must follow to establish and
operate such libraries.
In the case of general law cities, state law provides
that if the city establishes a library, "the public
library shall be managed by a board of library
trustees" (Calif. Educ. Code, Sec. 18910). State
law provides that if a general law county opts to
establish a library, "The county free library is under
the general supervision of the (county) board of
supervisors" (Calif. Educ. Code, Sec. 19160). The
state general law also provides that the board of
supervisors appoint a county librarian, who shall,
subject to the general rules adopted by the board
of supervisors, build up and manage, according to
accepted principles of library management, a
library for the use of the people of the county, and
shall determine what books and other library
equipment shall be purchased" (Calif. Educ. Code,
Sec. 19146).
California's general law also authorizes
establishment of special library districts and
provides that "the library district may include
incorporated or unincorporated territory, or both, in
any one or more counties so long as the territory of
the district consists of contiguous parcels and the
territory of no city is divided"
Any unincorporated town or village is permitted by
state general law to establish a Special District for
the purpose of equipping and maintaining a public
library through petition and vote. State law requires
that a library district public library so established
"shall be administered by a board of library trustees"
(Calif. Educ. Code, Sec. 19600-19734). The
system advisory boards for cooperative library
systems created by the California Library Services
Act operate under state general law.
The statutory authority for public library board
structure in general law cities, special library
14
Chapter t. Statutory Authority
districts, and cooperative library systems is
contained in the California Education Code and in
one case, the California Government Code. There
are other state and federal laws that also affect
libraries and library boards.
Charter City/Charter County Authority
The California state constitution permits a city or
county to draft its own charter, and thus to have
home rule. The proposed charter is submitted to
the voters of the jurisdiction and, if approved,
becomes the law. The primary advantages are
increased flexibility for the city in the determination
of its structure and functions, and the elimination of
the need to wait for state legislative authorization to
take certain actions. If the city charter itself does
not make specific provision for a library board and
its functions, that authority may be contained in a
city ordinance.
Combined City-County Library Authority
Jurisdictions not administering libraries can serve
their residents by agreement with a jurisdiction that
does (for example, the Stockton City Library operates
for San Joaquin County area, Santa Cruz operates
the library service for Santa Cruz County).
Code, Sec. 18747, 18748. Title 5 of the Calif. Code
of Regulations, Sec. 20145).
Selecting Library Board Members
There is no uniform procedure for selecting library
board members in California. Most board
members are appointed, but some are elected.
The method of their selection (elected or
appointed) and what person or jurisdictional body
makes appointments depends on the specific
statutory authority establishing each board.
State general law mandates that independent
special library district administrative boards of
library trustees be elected by voters within the
special library district (Calif. Educ. Code, Sec.
19510). In special library districts that are
coextensive with unified school or union high
school districts, voters within the school district
elect the dual-function members of the school
board and the administrative board of library
trustees (Calif. Educ. Code, Sec. 19700-19702). All
system advisory board members for cooperative
library systems must be appointed by their
respective jurisdictions.
Authority For Size of Library
Boards
In California there is no uniform number of
members on the public library boards. The number
of members varies widely. In some communities,
library boards also have designated alternate
members. The majority of the library boards in
California have five members. The number of
members legally designated to serve is determined
by each board's specifc statutory authority.
Three factors generally determine the number of
members on a public library board: 1) uneven
number to prevent tie votes, 2) an intent to assure
representation from all regions which the library
serves, and 3) consistency with other boards
serving the jurisdiction.
For system advisory boards, the California Library
Services Act determines that such boards must
consist of one member representing each of the
member jurisdictions of the system and may not
consist of fewer than five members (Calif. Educ.
Appointing Library Board Members
In California appointments of library board
members are made by a variety of individuals or
groups, including city councils, mayors and city
councils, mayors with consent of city councils,
county boards of supervisors, or the library board
itself. The majority of the library board
appointments are made by mayors and city
councils, or for county libraries, by county boards
of supervisors. Each library board's statutory
authority determines who makes the appointments.
In the case of system advisory boards, the
California Library Services Act stipulates that the
governing body of each jurisdiction appoint one
member to the advisory board from among its
residents (Calif. Educ. Code, Sec. 18747, 18748).
The governing bodies may include city councils,
county boards of supervisors, or special library
district boards of trustees.
Filling Vacancies For Unexpired Terms
The specific statute establishing each board should
be examined to determine how to fill unexpected
vacancies for unexpired terms. Usually the same
15
Trustee Tool Kit for Library Leadership
procedure used for filling full term vacancies is Code, a person assuming membership on the
followed. Where an elected school board also library board is required to file with the clerk a
serves as the library board, the state law governing Statement of Economic Interests in compliance
election of school board members applies.
Publicizing Vacancies
To ensure that the public's business is conducted in
public, state law mandates that announcement of
vacancies and pending vacancies on all library
boards throughout the state be made public. This
applies not only to general law cities, counties, and
special districts, but also to charter city, charter
county, and combined city-county library board
posts. All unscheduled vacancies, as well as
pending full term vacancies, on all library boards
must be posted and published by all cities and
counties to take advantage of the diversity of local
citizen talent and experience.
Requirements For Library Board
Membership
Statutory requirements concerning eligibility for
library board membership vary for different boards
throughout the state, depending upon the specific
statute establishing each board-state general law,
city charter or ordinance. Some universals,
however, do apply to all boards. Membership is not
restricted by sex, race, or creed. There cannot be
any official requirement regarding political party
affiliations because local government elections in
California are non-partisan.
Some jurisdictions may require a library board
member: 1) to be a resident of the jurisdiction and
a qualified voter, or 2) to be at least 18 years of
age, or 3) not in the immediate past to have served
two consecutive terms on the library board. The
city clerk, county clerk, or special district clerk can
report the requirements in each specific
jurisdiction.
For cooperative library systems, the California
Library Services Act specifies that members of a
system advisory board must be representative of
the public-at-large and of the underserved
residents of the system service area. No person
shall serve more than two consecutive terms (Calif.
Educ. Code, Sec. 18749).
Conflict of Interest
with requirements of the Conflict of Interest Code
of the California Political Reform Act. The clerk of
the city, county, or special district subsequently
must make the statement available for inspection
by the public. The form must be filed within 30
days after the trustee assumes office, and there
may be a penalty for late filing. It is essential that
every library board member be aware of the
appropriate procedures.
Terms of Office For Library Board
Members
The length of the term of office for library board
members varies throughout the state. On the
majority of library boards, a member's term is four
years. The terms of office are generally staggered
so not all positions become vacant at one time.
This permits new members to serve alongside
experienced members.
Local jurisdictional ordinance, policy, and/or public
administration policy sometimes designate the
number of consecutive terms a library board
member may serve, frequently a limit of two
consecutive terms. Local jurisdictional policy may
also go so far as to require that at least two years
elapse before a person who has served two terms
may be reappointed. The general premise is that,
although a board member will gain experience from
unlimited terms of office, multiple terms may
preclude an important injection of fresh viewpoints
and energetic new approaches to service.
Removal from Office
As with all other legal provisions concerning library
board members, any provisions for their removal
from office depend upon the specific state law, city
charters, or ordinance that establishes the office.
Standard provision of law is that if a library trustee
violates a trust or fiduciary duty, the trustee may be
enjoined from acting as a trustee, suspended,
removed, made to pay civil damages, criminally
fined or convicted, or sentenced to a term of
imprisonment.
If the library board has been designated in a
governmental jurisdiction's Conflict of Interest
16
Chapter 1. Statutory Authority
Compensation
Laws regarding library boards say little concerning
compensation for trustees. State Library records
indicate that all members of local library boards in
California serve without compensation. However,
each jurisdiction's governing body may cover
expenses for trustees' materials and professional
memberships.
17
Trustee Tool Kit for Library Leadership
elra~rtas 2.
i.ibrary Funding
Since funding is the key to the services that each
public library can provide, the search for adequate
library funding must be a deep and constant
priority for all library trustees. Every public library
in California depends upon a local governmental
jurisdiction-a city, county, or special district-for
its basic budget. Less than ten percent of funding
comes from state or federal sources. Non-
government funds and gifts also provide some
supplementary enrichment for California libraries.
Good use of a combination of all funds should
bring the broadest and most accessible service to
the users of the individual, local library.
All boards for individual libraries and cooperative
systems have key leadership roles to perform in
securing adequate library funding. That leadership
role is implicit in the very definition of a library
board: an official body created by state or local
laws to represent the people, to see that the
community is served with quality and community-
relevantservice, and to provide vital, formal citizen-
userguidance to local government and library staff
in planning, managing, and evaluating functions.
How well each library board performs its funding
advocacy role rests on the shoulders of each trustee.
Advisory boards, although without direct
responsibility for library operating budgets, are in a
position to show all purse string holding
government officials the board's enlightened
concern and strong support for libraries. They also
have an obligation to make certain that Friends of
the Library and volunteers, as well as other citizens
and community organizations, are alerted and
speaking out. System advisory boards, without
direct budgetary responsibility, are in a position to
act as knowledgeable advocates and to rally
support of others both for the cooperative systems
and the libraries in their own communities.
Library boards will be mast effective in winning the
essential support of government funding officials
when every trustee is prepared to discuss
knowledgeably the present library or system funding
and sources of funding; and how the funding relates
to library or system goals in terms of verifiable
community needs.
Trustees may f nd it useful to look at the annual
local revenue of every California public library, its
state funds allocation, and its annual total
operating income compiled in California Library
Statistics. This comprehensive reference book is
published annually by the California State Library
and is available in all libraries.
Overview: Changing Nature of Local
Library Funding
A brief review of local tax law in California for a few
previous years may provide a working knowledge
of the current primary source of local governmental
support money for public libraries. Since 1978
dramatic changes have occurred in California tax
laws. Now libraries must compete with other
services for the same limited local and state funds.
To keep libraries adequately funded, library boards
find they must put stronger emphasis on their
responsibilities as library advocates.
Traditionally, the chief source of funding for public
libraries was a local ad valorem real property tax,
or adedicated-purpose tax for the library. Other
sources of local funding for public libraries were
also used to some extent. Some city and county
public libraries, for instance, obtained their budget
funds completely from the general fund. Other city
and county libraries had access to special local
taxes, such as sales tax, timber yield tax, and
transit lodging tax. But, in general, the dedicated-
purpose library tax on real property provided the
library budget.
In 1978, Proposition 13 reduced all property taxes.
It placed a cap on property valuation and a one
percent limit on the property tax rate and,
consequently, on the total funds derived from them.
18
Chapter 2. Library Funding
All California cities, counties, and special districts
continue to be affected.
Current Government Sources of
Library Funding
Little has changed the traditional picture of libraries'
dependency upon their respective city, county, or
special district governmental jurisdictions for their
financial existence.
City and County Funding Sources
Cities and counties receive the ad valorem real
property tax collected within their respective
boundaries. The property tax usually goes into
each city's or county's general fund, along with
sales tax and all other library charge fees. All cities
and counties may use any portion of their general
fund monies for library support purposes. The
public library and all other city or county
departments are mutually dependent on the city or
county general fund for their annual operating
expenses. Realistically then, the library is in
competition with other city or county departments
for the limited general funds available.
Some county libraries have been designated as
"special districts" to receive their pro rata share of
the property tax (by which most of them are
funded). It is important to remember that county
libraries were designated as special districts for
certain fiscal purposes only, on the basis that their
service does not have the same boundary lines as
the county itself. However, that designation for
county libraries often has been a source of
confusion because county libraries remain part of
general county government. Using special
provisions of Proposition 13, several libraries have
successfully obtained local voters' approval of a
special local library tax levy, which requires atwo-
thirdsvote of approval.
In fiscal year 1992-93, a portion of the local
property tax designated for "special district" county
libraries was shifted to the State of California. Also,
in fiscal year 1993-94, an additional funding source
for "special district" county libraries was eliminated
when the State of California abolished the Special
District Augmentation Fund.
Special Library District Funding Sources
Special library districts have a different funding
structure. Under state law (AB 8), special district
public libraries are guaranteed their prorated share
of the property tax, based on their pre-
Proposition 13 share. The same reductions that
impacted "special district" county libraries in the
early 1990s also impacted special district libraries.
But library districts have special funding problems.
Prior to 1978, the library staff and head librarian
developed a budget to cover the district's needs,
which the trustees approved. The county board of
supervisors then established the rate, within a limit
set by law, to fund the amount needed by the
district. Since 1978, special district boards have
lost much of their financial control to the state and
to the county.
Cooperative Library System Funding
Sources
Funding sources are multiple for California's
regional cooperative library systems as a result of
their special character. Each system exists as an
independent local entity through agreement among
its member jurisdictions. The majority of systems
are organized under the state Joint Exercise of
Powers statute.
Some funding comes from the California Library
Services Act (CLSA) allocations for participation in
programs specified in CLSA. Other income
sources are cash contributions from member
jurisdictions, and some federal Library Services
and Technology Act (LSTA) funds for special
projects and contracts with other local agencies.
CLSA requires each system be governed by an
administrative council composed of library directors
of member libraries. The state law provides that
each administrative council "shall adopt a system
plan of service, developed with the assistance of
the system advisory board, and prepare a budget
for carrying out the objectives of that plan. The
system budget request and plan of service shall be
annually submitted to the California Library
Services Board" The California Library Services
Board's annual budget proposal, reflecting the
state-funded portion of the cooperative library
systems' budgets, is submitted by the State
Librarian to the state legislature.
19
Trustee Tool Kit for Library Leadership
State Funding Sources
Two state sources of supplemental funding are
available to city, county, and special district libraries
meeting eligibility requirements. These two acts do
not affect local library control, or the dependency of
libraries on their local governmental jurisdictions for
basic operating incomes. The two sources are:
1. California Library Services Act (CLSA),
enacted in 1977
2. Public Library Finance Act (PLF), enacted in
1982
The California Library Services Act (CLSA)
The purpose of the law is "to encourage and
enable sharing and coordination of library
resources among and between library systems,
state reference centers, and specifed libraries ...
and make provisions for upgrading services to
underserved residents"
To qualify for CLSA funds, cooperative systems are
required to:
a. Permit each other's residents to use all
members' services
b. Provide interlibrary loans among themselves
c. Provide reference referral and training
d. Provide communication and delivery between
members
State funds are allocated annually by formula for
these purposes. CLSA programs are administered
at the state level by the State Librarian, under the
policy direction of the California Library Services
Board, to:
• Support several separate statewide programs
that provide funding subsidies for Universal
Borrowing, permitting every Californian to
borrow from any participating library statewide.
• Partially subsidize Interlibrary Loans (the direct
cost of public libraries borrowing from or lending
to any library of any type statewide, except
those infor-profit entities).
• Funding the creation and maintenance of a
computerized, statewide data base. This
permits local public libraries to locate books,
films, and other materials held by other libraries
statewide.
• Initiate programs such as the California Literacy
Campaign and the Families for Literacy Program
whose purposes are to help public libraries
improve service to traditionally underserved
people in their service areas. These CLSA
programs help local libraries establish tutoring
services to permit California's functionally
illiterate adults to learn to read.
The Public Library Finance Act (PLF)
The purpose of the law is "to assure an adequate
level of public library service...[and] provide stable
financing through a combination of state and local
revenues.. "The Public Library Finance Act
commits the state to a role in funding local public
library service. The Public Library Finance Act is
administered by the California State Library. Funds
are allocated annually to eligible local libraries from
the law's Public Library Fund. Cities, counties, and
special library districts can use the state allocation
for general library purposes. Cooperative library
systems are not eligible for PLF allocations under
PLF.
PLF provides a per capita award to all public
libraries that meet the maintenance-of-effort
requirement. The amount provided depends on the
annual state appropriation and the total population
served by eligible libraries in a given year. For
example, if all public libraries had been eligible for
PLF funds in the 1997/98 fiscal year, each library
would receive $.579 per capita for each person in
its jurisdiction ($18,870,000 State appropriation
divided by 32,590,190 people). Almost all public
libraries meet the annual maintenance-of-effort
requirement needed to qualify for PLF funds.
The principal requirement libraries must meet is
maintenance-of-effort, keeping the local
appropriation level at least at the same amount as
that of the previous year. Waivers of the
maintenance-of-effort requirement may be
obtained for libraries whose funding problems can
be traced to certain specific legislative acts or to
the effects of Proposition 218.
Federal Funding Sources
Supplemental federal funding is available for use by
individual public libraries and cooperative library
systems if grant applications are made and
eligibility requirements met.
The federal grant program available only to libraries
is the Library Services and Technology Act (LSTA).
The predecessor of this Act was the Library
20
Chapter 2. Library Funding
Services and Construction Act f rst enacted in
1956. It is the primary source of supplemental
federal funding for California public libraries and
systems.
Library Services and Technology Act
(LSTA)
The purpose of the Act is
1. To consolidate Federal library service
programs;
2. To stimulate excellence and promote access to
learning and information resources in all types
of libraries for individuals of all ages;
3. To promote library services that provide all
users access to information through state,
regional, national, and international electronic
networks;
4. To provide linkages among and between
libraries;
5. To promote targeted library services to people
of diverse geographic, cultural, and
socioeconomic backgrounds, to individuals
with disabilities, and to people with limited
functional literacy or information skills.
LSTA is administered at the federal level by the
U.S. Institute of Museum and Library Services and
at the state level in California by the California
State Library. The majority of the funds are
allocated to the states to establish and enhance
electronic linkages among libraries; electronically
link libraries with educational, social, and
information services; assist libraries in accessing
information through electronic networks; encourage
libraries in different areas, and encourage different
types of libraries, to establish consortia and share
resources; pay costs for libraries to acquire or
share computer systems and telecommunications
technologies; and target library and information
services to persons having difficulty using a library
and to underserved urban and rural communities,
including children (from birth through age 17) from
families with incomes below the poverty line-in
short, grant-funded projects focus on technology,
resource sharing, and services to underserved
populations.
Individual public libraries and cooperative public
library systems, as well as other types of libraries
and library consortia, may submit grant
applications to the State Library for limited-time
demonstration projects, pilot projects, and "seed"
money to initiate new services. The State Library
prepares along-range state plan for the use of
LSTA funds for federal approval. The state policy
and program documents are developed by the
State Library with the advice of the library
community and the California State Advisory
Council on Libraries. The California Library
Services Board functions as this council.
LSTA also funds National Leadership Grants or
Contracts for training, research, demonstration
projects, preservation or digitization, and model
programs demonstrating cooperative efforts
between libraries and museums and are
administered directly by the U.S. Institute of
Museum and Library Services in Washington, D.C.
For information concerning this program, contact
with that agency is advised.
Other federal grants that may be used by libraries
are available to local governments. Examples are
Community Development Block grant funds and
grants from the National Endowment for the
Humanities.
Non-Government Supplemental
6ibrary Funding Sources
While adequate library funding is the legitimate and
primary responsibility of government, most
California libraries have sought and use some
forms of non-government grants and gifts for library
enrichment. Libraries may use such additional
support to: acquire materials and equipment that
the library otherwise would be unable to obtain;
facilitate educational and promotional activities; and
support special projects and activities.
Non-government supplemental funding sources
include:
• Friends of the Library
• Libraryfoundations
• Legacy endowments
• Memorials and gifts
• Business and private foundation grants and/or
support
• Civic organizations, service clubs, and individuals
21
Trustee TOOI Kit for Library Leadership
Consultation with thejurisdiction's legal counsel, as
well as with its governing body and policy
administrators, is important whenever non-
government funding sources or gifts for the library
are concerned.
Legal Constraints
Two major areas in which legal constraints affect
library service are (1) the overall Proposition 13
requirement of atwo-thirds vote to enact a special
tax (as previously discussed), and (2) the
prohibition on libraries against charging their
residents fees for basic services. These constraints
affect all cities, counties, and special districts.
With the serious decline in revenue for libraries, the
defninon of basic services has been called into
question by many local government entities.
Borrowing print materials and receiving an answer
to a reference question from a staff member in the
library where the question is asked have
traditionally been considered basic services.
However, with the proliferation of expensive online
resources, using that source to answer a reference
question continues to be debated as a for-fee
service. The California and American Library
Associations have been the venue for much
discussion regarding what constitutes basic
services and for which services a charge would be
appropriate. Both the Public Library Association, a
division of ALA, and the California Library
Association have issued statements regarding fees
for public libraries that delineate certain values,
principles, and guidelines. Both statements make
the point that each public library must make its own
decisions about fees.
The above represents only some of the legal
constraints under which libraries operate. Library
boards should always be aware of the legal
constraints for their particular library and seek legal
guidance locally. The State Library maintains a
web site of California Laws directly affecting
libraries.
Library Board Operational Expense
Budget Funding
For the library board's own operational expenses,
the funding source is the city, county, or special
library district that the board serves. Library board
budgets may include funds to permit board
members to attend key seminars, meetings, and
conferences. Some library board budgets include
funds to support trustees' memberships in the
California Library Association (CLA), the California
Association of Library Trustees and
Commissioners (CALTAC), the American Library
Association (ALA), and the American Library
Trustee Association (ALTA).
System advisory board budgets for operating
expenses are included in the cooperative library
system annual financial plans and budgets.
22
elra~rtec 3.
Legal Duties, Liabilities, Rights
Library board members have an obligation to
understand the legal duties, limitations, and
accountability requirements which laws place on
the board as a public body and on members as
public officeholders. Trustees should be aware of
consequences resulting from failure to obey these
laws, understand how to avoid liability, and know
the general rights of individual board members. All
should be reviewed thoroughly at board orientation
meetings scheduled for new members. There
should be periodic review sessions for all members.
Most laws affecting library boards, public libraries,
and cooperative library systems are state laws,
contained mainly in the California Government
Code and the California Education Code. Only
charter cities and counties may establish other
duties and liabilities for library board members in
their local jurisdictions.
The board, as well as individual members, should
not hesitate to seek expert assistance and legal
counsel for clarification or advice. The primary
source of information concerning laws and legal
positions is the office of legal counsel in the board's
operating jurisdiction. Other sources of information
include: the Department of Justice; the Offce of
the Attorney General of California; the California
Fair Political Practices Commission; and the
California State Library. California Library Laws,
compiled by the California State Library, contains
state laws relating to libraries and library boards.
It is vital for board members to keep informed
about new laws, as well as changes in applicable
existing laws. The library director is an important
resource for such information. Boards may also
wish to seek clarification from the jurisdiction's
legal counsel if there are questions about
conflicting laws or ordinances, or about any
changes (such as policy, administrative, or
personnel practices) that are not formally detailed
by law or ordinance. Upon legal advice, the board
may ask that written clarifcation be made part of
the jurisdiction's official records.
Although such last resort action is not ordinarily
necessary, an administrative library board may
employ its own legal counsel. (Before doing so, the
board needs to ascertain that its operating budget
provides for outside consultant fees.) Some
administrative boards have found it necessary to
obtain outside legal counsel when, for example, a
city attorney appeared to be in conflict with the
library. However, before any such drastic action is
taken, every effort should be made to resolve a
problem amicably.
Duties of Public Officers
As soon as library board members take the oath of
public office, they automatically assume legal
duties and responsibilities. (Even without a formal
oath-taking, these duties automatically attach by
virtue of the individual's act of acceptance of
off ce. )
Duties common to all public officeholders include:
• Accepting the office with its powers and obliga-
tions
. Obeying local, state, and federal laws
• Good faith to constituency
• Diligence
• Managing property of the constituency
Other Duties of All 6ibrary Board
Members
A trustee is a public officer who performs the role
of a fiduciary for the citizens and taxpayers of the
government jurisdiction that is served. As such, a
trustee has a special relation of trust, confidence,
or responsibility in certain obligations to others.
Members of all library boards perform both
ministerial and discretionary duties.
23
Trustee Tool Kit for Library Leadership
• A ministerial duty is one that is absolutely
certain and imperative. For example, meeting
and acting as prescribed by law.
A discretionary duty demands the exercises of
reason, and determination with discretion
whether, or how, to act. For example, deciding
to erect or purchase a library building.
Six types of duties are common to both advisory
and administrative boards:
1. Legislative Responsibility
2. Policy Establishment
3. Planning
4. Evaluation
5. Public and Community Relations
6. Advocacy
This chapter focuses on the legal duties, liabilities
and rights of all members. The other categories
are discussed in following chapters.
Duties Specific To Administrative
Library Boards
Three additional types of duties apply to
administrative library board members, also
discussed in following chapters:
• Personnel Selection
• Financial Planning
• Governance
Ralph M. Brown Act Requirements
For Open Public Meetings
All library board members should be familiar with
the state's Ralph M. Brown Act (open public
meeting law; for further information, see California
Code starting with Sec. 54950.5), which governs
the scheduling and conduct of meetings. The most
important provisions deal with agendas and public
participation.
Requirements of Other Laws and
Policies
Other state laws, as well as some charter city
charters, ordinances, and policies, establish
additional legal duties and accountability
requirements with which library board members
and libraries must comply.
Agendas of Meetings
In an effort to foster the public's right to know, the
Brown Act has many agenda and notice
requirements. At least 72 hours prior to a regular
meeting, and at least 24 hours in advance of a
special meeting, the agenda for the meeting must
be posted. The agenda must contain a brief
description of each item to be discussed. At
regular meetings there are several limited situations
that permit items to be discussed that were not
listed on the agenda, but triggering these
exceptions rarely occurs. At special meetings, no
business may be conducted that is not listed on
the agenda.
Public Participation
Every agenda must provide an opportunity for the
public to address the board on items on the
agenda before the board makes a decision. In
addition, at regular meetings the board must
provide an opportunity for comments on any item
under the subject matter jurisdiction of the board.
If a person raises an issue that has not yet come
up for consideration, the board may discuss it but
may not take any action until the item is scheduled
on an agenda.
Regulations may be adopted concerning public
comments, such as establishing procedures and
specifying time limitations. Individuals may not be
prohibited from criticizing policies, procedures,
programs, or services, but the board may prohibit
comments that it believes to be slanderous or
which may invade an individual's personal privacy.
Minutes of Meetings
The Brown Act does not specifically address
minutes, except for emergency meetings.
However, it is important that minutes be taken of
every regular and special board meeting. Each
board must review and approve by majority vote
the minutes of all meetings. The minutes should
include a notation of a member's abstention in a
vote on any issue and the reason stated (such as
disqualifying oneself due to a passible conflict of
interest). The file of approved minutes should be
available to the public.
Board Bylaws, Policies, and Procedures
State general law, and in most cases charter cities/
counties, require or permit library boards to
24
Chapter 3. Legal Duties, Liabilities, Rights
establish bylaws for the control and conduct of their
own affairs and procedures. These bylaws
generally include rules for conduct of meetings,
agendas, election of board officers, and methods of
revising bylaws and regulations.
For violation of a trust or fiduciary duty, the trustee
may be legally enjoined from acting as a trustee,
suspended or removed from office, made to pay
civil damages, criminally fined or convicted, or
sentenced to a term of imprisonment.
Board Officers
State general law, and in most cases charter cities/
counties require board selection of a president or
chairperson. Some jurisdictions also require board
selection of a president (or chairperson) pro tem
and a secretary.
Annual Reports
The California Education Code requires library
boards and/or librarians for public libraries to report
certain information annually to the State Librarian.
This is in keeping with the California State Library's
function as statewide clearinghouse for library
information and the State Library's charge from the
state legislature to maintain comparative studies of
library conditions in the state. Statistical data from
those reports are tabulated in California Library
Statistics, published annually by the California
State Library. Most charter city/county regulations
or ordinances also require an annual report from
the library board to the local governing authority.
Personal Economic Interests Statements
The requirements for an individual library board
member to file a Statement of Economic Interests
in compliance with the Conflict of Interest Code of
the California Political Reform Act were discussed
in Chapter 1.
Confidentiality of Library Records
Since 1981 the California Government Code has
provided that all library circulation and registration
records kept on borrowers of library materials are
confidential. A court order is required for their
disclosure. The law does not exempt from disclosure
the records of fines imposed on borrowers.
Legal Liabilities For Trustee
Violation of Trust
As public officeholders, all library trustees should
familiarize themselves with the consequences they
may expect for their failure to obey the laws.
Basically, they are liable for actions they take, and
for actions they fail to take, including the failure to
stop others acting in violation.
Areas of legal liabilities are listed below. Of
necessity, the discussion consists of generalizations.
It should not be considered a definitive exposition
of the law. The examples given do not indicate
their specificity to advisory or administrative type
boards having different functions.
1. Errors or mistakes in exercise of authority
2. Acts in excess of authority
The library board and individual trustees have
no authority that is not specifically granted.
Trustees can be sued if they or their employees
act outside the scope of their given authority-
for example, censorship or dress codes for
employees.
3. Malfeasance, such as fiscal misappropriation
or acceptance of a bribe.
4. Nonfeasance
Trustees can be held liable for failing to act
when they should have acted, either to do
something required by law or to stop actions
that are illegal.
Examples:
• Failure to correct violations of the Brown
Act, and with intent to deprive the public of
information, is a misdemeanor. (Further,
the jurisdiction can be enjoined by the
courts from violating the Act.) If there is
deliberation without action, the criminal
penalty is not applicable, only civil
proceedings are available.
• Failure to act ministerially as prescribed by
law; library boards are liable if such failure
injures any person or group.
• Failure to stop library patrons from making
duplications of cassettes in violation of the
copyright law.
• Failure to meet as regularly scheduled.
Although this seems innocuous enough, it
may result in a board being held liable if
that no-show occasion causes some
person physical or financial injury. Trustees
should be aware of the procedure specified
25
Trustee Tool Kit for Library Leadership
for canceling or changing the date of a
board meeting.
• Failure to complete required reports or
governmental projects orfulfll any contract
as agreed upon.
Failure to file, within 30 days of assuming
office, a personal Statement of Economic
Interests in compliance with the Political
Reform Act (if the library board has been
designated in Conflict of Interest Code of
local jurisdiction). Penalty for late f ling is
$10 per day up to $100.
5. Negligence
Trustees can be held liable for their own
negligence, or the negligence of a librarian
whom they supervise.
Examples:
• Unsafe buildings and grounds.
• Failure to supervise funds.
• Insufficient interest accounts.
• Loss due to depositing funds over the
maximum amount insured.
• Failure to make proper investigations when
there is reasonable doubt that adequate
management systems are being maintained.
6. Intentional tort
Trustees can be liable for statements made in
haste, or for angry actions of one of their own
members or the library staff.
Examples:
• Libel, assault, slander.
• Improper discharge of an employee.
• Theft.
• Intertering with the property of another.
7. Unintentional tort
Trustees can be held liable when a member of
the board or the library staff, in good faith,
makes a statement but is mistaken in judgment
or identification, such as accusing a person of
committing a crime.
8. Conflict of interest
Trustees can be held liable for making,
participating in, or attempting to influence any
governmental decision that will affect their
financial interest tangibly or intangibly.
(Trustees have the legal responsibility to
disqualify themselves from discussing, voting,
or taking any action in any board action in
which a possible financial conflict of interest
exists.) The Political Reform Act and related
regulations establish threshold dollar amounts
that are presumed to result in a confict. Other
provisions of the law prohibit contracts
motivated by self-interest. Trustees should not
condone other trustees' conflicts of interests.
For violation, the trustee can be subject to
fnes, imprisonment, and loss of license or
disbarment. (See also the chapter on Statutory
Authority. )
Examples:
• Voting to let a contract to a company in
which the trustee owns stock, even if the
company makes the lowest or best bid.
• Depositing money in a bank in which a
trustee is a bank trustee or employee.
• Allowing unauthorized payment of trustees.
• Writing specifications so only a favored
contractor is eligible.
• Using and/or compensating an attorney on
the board to do legal work for the library
and/or library board.
• Using and/or compensating an accountant
on the board to audit or check the library
and/or library board's finances.
9. Acts in contravention of statutory direction
Trustees can be liable for failure to act in
compliance with laws or administrative rules.
Examples:
• Failing to follow rules, regulations and
bylaws.
• Purchasing property without bidding.
• Tailoring specifications to a specific bidder.
• Improperly reimbursing trustees and
employees.
• Authorizing payment of improper expenses.
• Making speculative investments outside the
scope of authority.
• Engaging in arbitrage (the act of borrowing
money at a low rate of interest as a library,
then reinvesting it at a higher rate in
commercial establishments).
26
Chapter 3. Legal Duties, Liabilities, Rights
Trustees' Defenses To Lessen Their
Liability
There are several precautions individual trustees
and the board should take to lessen the possibility
of personal liability. (The following are
generalizations, should not be considered infallible,
and are not necessarily in priority order.)
Defenses For The Individual Trustee
1. Do not hesitate to seek legal counsel for
clarification and advice.
2. Consider the need for indemnity insurance
designed for public officials.
3. Be active and encourage all other trustees to
be active by attending meetings, studying,
questioning, voting on all issues, and
monitoring actions taken.
4. Read the minutes and make corrections. Be
certain your vote is properly recorded, and
minutes of each meeting are maintained and
available to the public. If not in attendance:
read the minutes before the next meeting;
make any corrections appropriate; request in
writing (sent registered mail) that the secretary
add a note showing how you would have voted.
Explain your position at the next meeting.
5. Vote "No" on proposed actions if you feel you
have insuffcient information on which to base
an opinion, or if you believe the proposed
actions are illegal or improper. (Absenteeism
or abstention from voting is probably not
sufficient to protect a trustee from liability. An
abstention may be considered as a "Yes" or a
"No" vote, depending on the board's bylaws.)
6. Be scrupulous concerning personal conflicts of
interests. Da not condone the conflict of
interests by others. If conflicts are occurring,
write a letter of protest for the record.
7. Show strict regard for all Brown Act provisions
in all meetings board members hold and
meetings you attend where library or board
business is discussed. Do not condone
violations.
Defenses For The Total Board
1. Verify liability insurance for the board and the
library. Ask the jurisdiction the board serves to
indemnify the board and/or include the board
and library in a blanket liability insurance
program and liability bond policy. Most
government entities have risk management
practices that cover library operations.
2. Seek clarifcation or advice from the
jurisdiction's legal counsel concerning any
controversial issues and all legal matters.
3. Take all board actions by majority vote. Take
actions through parliamentary procedure with
recorded motion, second, and vote; allow time
for member discussion in previously publicized
meeting open for public participation. Make
certain all action is recorded in minutes that
are maintained and open to the public.
4. Adopt bylaws and policies that are maintained
in writing, reviewed annually, and on file for the
public. Follow those board-adopted bylaws and
policies.
5. Scrupulously carry out all Brown Act provisions
concerning any meeting of board members, as
well as meetings the board attends where
library or board business is discussed.
6. Refuse to allow the existence of conficts of
interest on the board.
7. Urge regular attendance by all members.
Enforce any existing legal rules or regulations
requiring a member's resignation or forfeiture
of office for a stated number of unexcused
absences. Consult the appointive authority
concerning a member's extensive absences
without reasonable cause.
8. Encourage all members to be active
participants, studying, questioning, voting on
all issues. Monitor committees to ensure they
are functioning and providing reports.
9. Keep the governing body of the jurisdiction
informed of board actions.
Individual Rights of A Library
Trustee
Each trustee has a number of important general
rights including the fallowing:
To participate in the board's deliberations and
actions to the same extent as any other mem-
ber, except for the additional authority bestowed
by the board upon its officers.
• To be informed of board business scheduled for
consideration at a specific meeting in sufficient
27
Trustee Tool Kit for Library Leadership
time to permit personal study and review, and • To seek reconsideration (within the board rules)
presentation to citizens before action is required. of any action previously taken.
• To request changes in minutes before they are
approved in order to assure that they more
accurately reflect actual events.
• To request additional information on any matter
being considered, and, before a vote is called, to
personally question anyone who appears before
the board.
• To express opinions concerning issues or
proposed items of business before they are
brought before the board for vote, except when
debate time has been limited by board consent
in advance.
• To seek support inside or outside the board to
review any action previously taken.
• To request placement on an agenda of any
relevant business within the board's legal
purview for the board's consideration.
• To seek legal counsel for questions, clarification
of any issue, or review of action taken by the
board.
• To request a summary of the policies and
procedures that the board has developed since
its establishment.
• To review the file of minutes recording previous
• To bring any concern about issues within the
board's legal purview to the attention of the
entire board, whether that concern is a personal
one or originates from the public.
• To ask the chairperson to clarify the way in
which a meeting is being conducted at any time.
• To request that a vote be taken in a specific
manner, such as roll call, voice or show of
hands, if not inconsistent with the board's written
bylaws, rules, or policy.
• To request that the minutes record a trustee's
opposition to any action approved by a majority
vote, or a trustee's support of any action disap-
proved by a majority vote.
• To move, with stated due cause, to defer action
on any item of business until a later date.
• To remain silent.
• To vote "No"
• To abstain from voting with reason explained, or
to disqualify oneself from voting with reason
explained.
meetings of the board.
• To obtain a complete and current list of board
members and their library board voting records.
• To ask questions and make recommendations
relating to effective organization of the board or
completion of its business.
• To request, with due cause stated, that an
informal review of the fiscal affairs of the board
or of the library be made.
• To carry out one's duties (and to assist the
board in carrying out its legal functions) with the
degree of independence from, or cooperation
with, the library director and other jurisdiction
officers that the law specifies.
• To resist improper coercion, collusion, domina-
tion, or legally unauthorized takeover of the
trustee's and the library board's legal functions.
All trustees also retain the rights of any citizen.
They include: participating in political activities of
their choosing at any level of government and
remaining silent concerning personal political
• To seek fellow member support during the affliction.
meeting for or against any issue brought before
the board for a vote.
28
(!(a~rta~c 4.
Effective Board Organization
Any library board must function effectively itself
before the taxpaying public will judge it capable to
serve as administrator or advisor for the complex,
big community business that is today's public
library. Ideally, trustees provide representation for
the varied group interests in the community. But
each trustee's commitment to put service to the
total community above any group interest is a vital
prerequisite for effective library board organization
and operation. To serve effectively as an offcial
public body, the trustees must organize themselves
so they can function smoothly and professionally
as a group, all working knowledgeably and
confidently within clear and agreed upon
operational procedures. The library board must be
prepared to devote its time and attention to the
primary reason for its existence-administering or
advising to provide library service matching the
public's needs.
Attributes of Responsible Trustees
The following attributes are the ideal qualities that
can help the trustee keep the library a top priority
in the community:
1. Trustees are believers in libraries and library
service.
2. Trustees are library users.
3. Trustees are public relations experts promoting
the public's awareness of public library
services.
4. Trustees are informed persons, especially as to
how the library functions.
5. Trustees are idealists, who insist on high
standards.
6. Trustees, in spite of being dreamers, are also
realists, knowing that not everyone in the
community has or even wants a library card.
7. Trustees are evaluators, constantly asking, "Is
this good enough?"
8. Trustees are joiners, goers, high energy people,
and supporters of causes, especially of library
causes.
9. Trustees are community representatives and
must keep informed about the community.
10. Trustees are Politicians ... with a capital "P!"
They must know the environment for getting
things done.
11. Trustees are advocates for libraries.
12 Trustees are concerned about what services
the library can provide for the community.
Inherent in these attributes is a readiness to devote
time and effort to the duties of trusteeship.
Essentials for Effective Board
Organization
Through time and experience, public boards,
corporate business, and civic organization boards
have found that certain tools make the difference
between commendable effectiveness and
counterproductivity. Each of these tools works for
bath advisory and administrative library boards:
1. Trustee Manual for each trustee
2. Board bylaws
3. Board operating policy
4. Clearly defined board offcer duties
5. Provision for committees with clearly defined
roles and procedures
6. Board records/board minutes file
7. Conduct-of-public-meeting procedure with an
advance, written agenda for each meeting
8. A code of parliamentary procedure
9. Board goals and objectives
10. New board member orientation program
11. Board member continuing education program
12. Board education and library resource file
29
Trustee Tool Kit for Library Leadership
13. Clearlydefnedpoliciesforworking
relationships with key individuals and groups
such as library director, library foundations,
Friends of the Library.
14. Public and community relations and library
advocacy program
Importance of Trustee Manual for
Each Trustee
Awell-organized Trustee Manual for each trustee is
a valuable tool for smooth board operation and
knowledgeable participation by all. One copy kept
by the chairperson or secretary does not permit
each trustee to use it for quick reference either
during an at home study period in preparation for a
meeting or during a meeting. Copies for new
trustees should be reviewed during the orientation
meeting to expedite effective participation in board
meetings.
A board may want to produce its own manual
relevant to its local operation. However, every
Trustee Manual should contain key information
including: the enabling legislation establishing the
local board and its authority; legal duties of each
trustee; board bylaws and policies, goals and
objectives; current board members and terms of
office; current board officers, committees, and
responsibilities; aclear definition of the duties of
the library director, and a clear def nition of the role
of trustees in relationship to that of the library
director; library mission statement, current library
goals and objectives; and library operating policies.
Individual boards may feel it important to include
other information. Depending on individual board
choice as well as the scope of library operations,
some boards have relatively simple manuals while
others have compiled complex ones.
It is important to have an established policy for an
annual review and update of the Trustee Manual by
the entire board or by a special committee created
for that purpose.
Necessity for Board Bylaws
All boards should have written bylaws to control
their own affairs. Bylaws are the internal rules that
establish board structure, organization, and
operational procedures. They should be
thoughtfully developed and adopted by atwo-thirds
vote after advance public notice and opportunity for
comment. Review by the jurisdiction's legal
counsel before adoption is wise. Some library
board bylaws are required by law to be approved
by the governing body of the jurisdiction.
Bylaws are essential management tools, making it
possible for the board to carry out its legally
mandated functions efficiently, expeditiously,
democratically and provide a way to inform the
public of its standard operating procedure. Failure
of a board to establish written bylaws (operating
instead through informal and customary practices)
can result in misinterpretations and disagreements,
time-consuming meetings, legal errors, and even
lawsuits. The laws providing for the establishment
of library boards also establish their functions;
however, generally these laws are phrased in broad
terms, leaving detailed organization and
procedures to be developed by the boards.
As an official public body, the library board is
expected to have such rules established for orderly,
public meetings. California's Ralph M. Brown Act,
enacted to insure such open, public meetings,
states that a public body "must provide by
resolution, bylaw or rule, as appropriate to that
body, for the time of holding regular meetings:'
A copy of the bylaws should be available to the
public and on file with the clerk of the jurisdiction.
The existence of written bylaws is a board defense
against liability.
Library board bylaws typically provide for:
1. Regular meetings open to public: Date and
time; place; other requirements including
advance written agenda and advance public
notice.
2. Special meetings open to public: Method for
calling; other requirements including advance
written agenda and advance public notice.
3. Quorum: What constitutes a quorum.
4. Member attendance policy: Provision for
excused absences; any attendance
enforcement provisions for unexcused
absences (in accord with jurisdiction appointive
authority).
5. Board officers: Titles; duties and powers:
terms of office.
30
Chapter 4. Effective Board Organiution
6. Election procedure: Nomination, election date
and process; procedure for filling vacancies
during term.
7. Standing committees:Title and function;
member selection procedure, duties, and
reporting procedure.
8. Special committees: Member selection
procedure, duties, and reporting procedure.
9. Conduct of board meetings: Responsibility for
advance written agenda; procedure for placing
items on agenda; order of business; statement
of authority for parliamentary procedure (such
as the current edition of Robert's Rules of
Order Newly Revised or other board-accepted
authority); provision for public comment
(written or oral). It may be helpful for the
preparer of the agenda to allocate a time frame
for each agenda item, as well as to indicate
action items.
10. Budget: Procedure for preparation and
timetable.
11. Required reports: Definition; procedure for
preparation and any approval procedure; dates
due.
12. Bylaws and operating policies: Procedure for
adoption; frequency of review; amendment
procedure; fulfilling public notice requirements.
Bylaws should be subject to regular review, and
amendment, if needed, in orderto improve constantly
the board's self-management and efficiency.
Need for Board Officers with
Clearly Defined Duties
All library boards recognize the need for officers
with clearly def ned duties and powers for each
office, all in writing and well understood by
everyone.
Provision for Committees with
Clearly Defined Roles and
Procedures
Some library boards use committees; some do not.
There are considerations to be given both for and
against the committee system.
Those favoring committees feel: 1) committees can
save the total board discussion time at meetings
because a committee can investigate and
thoroughly discuss any issue, then present all the
pros and cons plus written recommendations (if
requested) to the total board for its decision; 2)
committees can help board members to develop
more in-depth expertise in specific issues; 3)
committees may be a way to involve all Board
members, plus other community members, and tap
expertise, such as Friends of the Library.
Those who oppose committees feel: 1) committees
are atime-consuming approach to what can just as
effectively or more quickly be done by the entire
board, especially if the board itself is small; 2)
committees can become another burden for the
board chairperson and board to work with and
work through; 3) committees may become cliques
that, in effect, manage the board, possessive of
their areas of focus with a tendency to override any
and all other board members' expertise.
Clearly defined committee roles and procedures
should be included in the bylaws. Committees are
advisory, unless other powers are specifically
delegated by the total board. Committees do not
vote to adopt and/or to commit the board, the
library, or the governmental jurisdiction to any
action or policy. Neither do they act as
spokespersons for the board, nor take any other
independent action unless authorized in advance
by the total board. Written committee reports
should be distributed before a board meeting to
Library boards traditionally elect the following
officers:
1. Chairperson or President
2. Vice-Chairperson or Vice-President
3. Secretary (sometimes the library director, by
agreement with the board, may serve; or the
governing body of the jurisdiction may provide
secretarial service)
permit member study.
Necessity of Board Records and
Minutes File
A complete and accurate file of board minutes,
including supporting material and other important
documents and correspondence, is necessary for
any public body and recommended for board
operational effectiveness. The records also are
31
Trustee Tool Kit for Library Leadership
crucial for legal purposes (especially to lessen
trustees' legal liability) and for future board reference.
The records need to be readily available to all board
members in the library or library office, not kept in the
home of the chairperson or secretary. Public records
must be available to the public.
Requirement of Advance, Written
Agenda
According to the Brown Act, the agenda must be
available to the public at least 72 hours before a
regular board or commission meeting, and at least
24 hours in advance of a special meeting. Be sure
the board or commission members receive the
agenda in time to give adequate consideration to
each item. The agenda should specify the time
and location of the regular meeting and be posted
in a location that is freely accessible to members of
the public.
Responsibility for Preparing Agenda
Responsibility for preparing the agenda is a most
important responsibility. Generally, the agenda is
prepared by the chairperson, or at least has the
approval of the chairperson. The chairperson's
advance consultation with the library director, or
perhaps preparation of the agenda in consultation
with the library director, contributes to a healthy
working relationship.
Importance of Adherence to
Parliamentary Procedure
A library board's bylaws declare that the board will
utilize parliamentary procedure to conduct its
meetings. But to do so requires a commitment plus
a general understanding of the basics of
parliamentary procedure by all. The purpose of
parliamentary procedure is to permit the group to
transact business speedily and efficiently, assure
an orderly meeting, and protect the rights of each
individual. The procedure provides a mechanism
whereby: 1) only one subject may rightfully claim
group attention atone time; 2) every proposal
properly presented for consideration is due a free
and full debate; and 3) the will of the majority is
determined in orderly procedure, while preserving
the rights of the minority. While parliamentary
procedure is meant to facilitate meetings, it is not
intended to become an obstacle itself.
A current edition of Robert's Rules of Order
Newly Revised (or the parliamentary source the
bylaws cite) should be readily available at each
meeting.
Need for Orientation Program for
New 7~ustees
Much already has been said about the importance
of a new trustee orientation program. An effective
program: 1) begins immediately following
appointment or election and before the new trustee
attends a library board meeting; 2) immediately
provides the new trustee with a copy of the library
board's Trustee Manual as a key orientation guide;
3) includes an orientation session; 4) extends
beyond the new member's first board meeting.
Early orientation of the new trustee helps the
library board keep up its action momentum instead
of marking time while the new member struggles to
figure everything out alone. It helps prevent
misunderstanding that may have long-lasting
effects. It means that all board decisions are
based onfull-member knowledge.
If new trustees are to participate quickly and
knowledgeably in decision-making, they need to
know before the first board meeting how the board
operates; its goals, objectives and policies; what
decisions it faces immediately; what and why plans
and actions have been formulated in the past; laws
affecting both board and library; and resources
available. New trustees also need to know the
library goals and objectives, organization, and
operating policies.
Information concerning the cooperative library
system of which the local library is a member is
useful. It is important to place the local library in
perspective with other libraries, to bring into sharp
focus the state and national library picture, and
define the challenges all libraries face.
Value of Trustee Continuing
Education Program
Job-related continuing education is considered
essential today by business and government
32
Chapter 4. Effective Board Organization
executives, educators, and professionals. It is
standard practice for library staff members. Formal
or informal programs provide updated information
and learning opportunities to enhance
performance. Such continuing education programs
also are invaluable for library trustees who
recognize they too have a responsibility: to keep
fully apprised of current developments, and
constantly to advance their expertise.
A well-organized continuing education program for
members, including attendance at conferences,
workshops, and seminars, and membership in
state and national trustee and library organizations
should be standard operating procedure for all
library boards. It should be planned for, and
budgeted for, when possible.
Significance of Trustee Resource
Bookshelf
For members' study as well as for reference, a
Trustee Information and Resources Bookshelf
should be created in the library in cooperation with
the library director. (Trustees also should be alerted
to new publications in their field of interest.) Such
a bookshelf may also prove useful to members of
the local jurisdiction governing body and staff,
potential library board members, and others in the
community interested in the library. Libraries are
always willing to share samples of their bylaws,
policy manuals, and other organizational
documents.
33
Trustee Tool Kit for Library Leadership
G~luayran 5.
Systematic Planning Process
Planning may be viewed as the process of
controlling change, rather than being controlled by
change. Planning is the heart of library board
responsibility. Without systematic planning for the
future, a library board may cling to its past ignoring
the changing scene; or, without sufficient study,
may respond too quickly to a community group's
skillful presentation orto an individual's dominating
personality.
As Nancy A. Van House, School of Information
Management and Systems at the University of
California at Berkeley, stated at a CALTAC
Regional Workshop: "the public library needs to
understand why its community supports it. We
cannot be all things to all people, so we need to
find out what we do well and whom we should be
serving. We have to choose what we do-set
goals, objectives, and priorities-and plan!"
Planning istwo-phased: (1) planning for the library
board itself; and (2) planning for the library (in the
case of system advisory boards, assisting in the
planning for the cooperative library system which
serves multiple libraries in a regional area).
Planning for the board is essential to determine its
own goals, objectives, priorities, policies, and
proposed budget. It is important to match the
board's goals, priorities, and action plan with the
library's, so all are working in tandem for the overall
cause-effective and responsive service to all the
Their input, their involvement, and their
subsequently heightened understanding of the
reasons behind decisions make the trustees even
more effective advocates for the library.
As a means of reviewing the existing planning
process, trustees for a public library or system
advisory board members might ask the following
questions:
1. What are the long range and the short range
goals for our library board? For our library?
For our cooperative library system? Is there a
plan of action realistically designed to achieve
those goals within any specific time frame?
2. Who is involved in developing these goals and
action plans? How are they involved?
3. What sources of information are used as a
basis for planning? Haw much of the planning
is based on fact, and how much on
assumptions? Is the information current? What
additional sources of information would be
helpful? Do we need to make some factual
survey or study to provide additional vital
information that we presently are assuming?
4.
Periodically as we proceed, do we take the
time to evaluate our goals and plan of action to
assess progress and relevancy in light of
changed needs, barriers, or other
circumstances? What dictates our change?
Facts? Feelings? Assumptions?
Do we commit our goals and plan of action to
paper? What system do we follow to share our
planning decisions with the administrative body
of the governing jurisdiction and with the
people in the community?
people in the community. In the process of
planning for its own operations, the wise board 5.
never neglects effective relationships with the
library director.
All phases of planning for the library should involve
library boards, in working partnership with the
library director and staff, because the trustees
represent the community, serving as liaison with
the governing body of the governmental
jurisdiction. Their input and involvement, even as
advisory boards, adds depth and weight to
strengthen conclusions drawn and decisions made.
6. Do our goals and plan of action consider not
only services to be provided, but financing,
personnel, and plant facilities or other materials
required?
34
Chapter 5. Systematic Planning Process
7. How do we use our goals and plan of action in
the process of planning the proposed library
budget?
8. How do our goals and plan of action mesh with
our established library policies (such as, book
selection and circulation policy)?
9. What is the community image of our library
board as the overall guiding force in
determining the library's role and its service? Is
the community image justified? Or unjustifed?
If the library board's image merits changing,
how can a trustee, or how can the board move
to change the image?
Planning decisions have long-range impact.
Research study after research study over-
whelmingly shows that the key to success for any
board or organization is how effectively it can plan
a visionary yet reasonable and workable course of
action leading to specifc, predetermined goals.
35
Trustee Tool Kit for Library Leadership
e!>a~itez 6.
Policy-Setting and Budget-Waking
Library policies are essential for the library board of
every library regardless of size and complexity of
service, or the number on the library staff. As
defned in Webster's Dictionary, policy is "a definite
course or method of action, selected from among
alternatives and in the light of given conditions, to
guide and determine present and future
conditions:'
For libraries, policies are crucial to consistency and
equity of library service; sound management;
planning; public information, understanding, and
ease of library use. It is helpful to consider policies
as part of planning to achieve desired objectives
and goals, and as part of the management system.
Library policies are each library's formal covenant
with every individual in the community on vitally
important fundamentals. These include: the
library's mission; philosophy; goals and objectives;
individual freedoms, such as the freedom to read;
uncensored library selection of books and
materials; privacy protection for borrower library
records; user suggestion and complaint
procedures; public rights to library access;
availability of services and facilities; library
programs and library operations.
Of all trustee decisions, library policy decisions
generally have the most frequent and sometimes
long-range impact on members of the community.
They can be controversial because they relate to
individual rights, freedoms, and privacy. The
policies should be in writing, and should be readily
available for the public's information. Policies are
equally essential for every cooperative library
system which the system advisory boards serve.
The trustee's role in the development and
application of library policies is a major one
because library boards exist to represent the
people and to provide vital guidance to local
government and library staff in management,
planning, and evaluation functions. Generally, the
development of policies is a joint responsibility of
the library board with the advice and close
cooperation of the library director. Developing
library operating procedures (methods for every
step in the library's operation) usually is considered
an administrative responsibility of the library
director.
Virginia G. Young, a past president of the American
Library Trustee Association, wrote,
Devised as it must be to meet
immediate needs, policy also
necessarily has afar-reaching effect,
and this fact should always be kept in
mind by the board members as policy is
worked out and adopted in various
areas. Policies determined by the
library board set the conditions of the
library's day-to-day operation and its
program through the years, and policy
making demands the best in thought
and planning from every library trustee.
Individual Trustee Commitment
Library policy development merits a serious
commitment by trustees:
1. To give adequate time and special attention to
all policy deliberations.
2. To satisfy themselves, before voting on policy
adoption, that the policy proposed is clearly
stated, is both fair and reasonable, and that all
policy ramifcations are fully understood.
3. Not to rubber-stamp, or to condone the hasty
adoption of an unreasonable, unfair, and
unclear policy, or a policy inadequately
researched.
4. To be prepared to actively support and/or to
defend as reasonable and necessary the policy
they voted to adopt; to be prepared to explain
its rationale and terms.
36
Chapter 6. Policy-Setting &Budget-Making
5. If no library Policy Manual currently exists, to
take the initiative to have such a manual
compiled as a vital procedure.
6. If there is at present no regular policy review,
to take the initiative to make reviews regular
procedures.
6) Guidelines for acceptance of such
items as religious, political, and
sectarian materials
7) Conditions for acceptance of
historical materials and writings of
local authors
Types of Policies Considered
Important
There are two types of library policies:
1. External Policies, which govern relationship of
the library to its users (such as the community,
governmental jurisdiction, cooperative library
systems, other libraries, Friends of the Library,
Volunteers, Foundations).
2. Internal Management or Operating
Procedures, which govern the management of
the library.
Following are the subjects generally included in
each type of policy:
External Policies
A. Library-user related policies
1. Hours of operation
2. Eligibility requirements for library users for
services
3. Selection policies-books and materials
a. Responsibility for selection
b. Selection standards
c. Scope of collection, emphasis of
collection and limits of collection, priority
setting procedure
d. Quality of books purchased
e. Materials review procedures for public
f. Gifts and special collections
1) Conditions for accepting gifts
2) Disposition of nonusable gifts
3) Conditions for acceptance of items
such as art objects and personal
property
4) Conditions for acceptance of money,
stocks, or real property
5) Use of special bookplates and any
other special designations for gifts
8) Storage and use of material not
designated as an outright gift
9) Appropriate methods for solicitation
of gifts for memorial purposes
g. Basis and methods of withdrawing and
disposing of materials
h. Supplying textbooks relating to school
curriculum
4. Circulation
a. Adoption of Library Bill of Rights and
Freedom to Read statement of ALA
b. Labeling policy (Consider ALA
interpretation)
c. Access to libraries for minors (Consider
ALA interpretation)
d. Challenged materials (Consider ALA
interpretation)
e. Restricted access (Consider ALA
interpretation)
f. Sexism, racism, and other "isms"
(Consider ALA interpretation)
g. Period of time books and other materials
may be borrowed
h. Book reservation policy
i. Books (by type) which can/cannot be
borrowed for home use
j. Fees for use of books and/or materials
k. Fines for overdue, damaged, or lost
books and materials
I. Charges for damaged equipment or
facilities
m. Interlibrary loan policies, with periodic
review to ensure compliance with state
assistance programs in which the library
may be participating (CLSA, PLF)
n. Direct borrowing by non-residents, with
periodic review to ensure compliance
with state assistance programs in which
37
Trustee Tool Kit for Library Leadership
the library maybe participating (CLSA,
PLF)
5. Procedure for enforcing state restrictions
on access to borrowing records (should be
easily understood by staff and public)
6. Procedure for implementing federal
copyright law
7. Special program andlor services-such as
procedures and participation
a. Kinds of reference service to be
provided (such as telephone or in-
person)
b. To whom reference service will be
provided
c. Scope and depth of service to be
provided
d. Fees for photocopying
8. Internet
9. Electronic equipment
10. Dial-in services
B. Community-related policies
1. Mobile outreach service
a. Site selection criteria for establishment
of branch libraries or mobile services
b. Hours of service
c. Scope of service
d. Eligibility for service
2. Use of library facilities by community
groups
a. Who may use and for what purposes;
responsibility for determining priority
b. Hours facilities may be used
c. How reservations may be made and/or
confirmed
d. How reservations may be canceled
e. Fee schedule and/orjanitorial, guard, or
custodial cost
f. Food and beverage service
g. Insurance responsibility
h. Use of library equipment; restrictions;
cost; damage
i. Exhibits by individuals or organizations
3. Procedure for use of library volunteers
4. Procedure for working with Friends of the
Library/Library Foundation
Internal Management Policies
A. Board of Trustees Operating Policy. (Statutory
authority; bylaws; board goals and objectives.)
B. Library organization authority and
responsibilities
C. Department management
D. Personnel
E. Finance and business
F Property and risk management
The above list of important library policies is not
inclusive. Some policies may not apply in every
library's situation. Any sample policy, or policy
statement developed by another board should be
reviewed with great care and carefully tailored to
local conditions and needs.
Systematic Policy Development
Development of policies generally is a joint
responsibility of the board and library director.
Usually, the library director recommends policies to
the board based on observed need. But trustees
may themselves observe the need for a policy
determination in some particular area, and bring it
to the attention of the library board and the library
director. The library director and library staff may
draft proposed policy statements that are then
discussed by the board. Suggested modifications
then may be proposed for discussion. Notation
should be made on each policy to show date of
approval, effective date, last review date, and date
of change or revision.
Compilation of all policies into a manual is
essential. The Library Policy Manual properly
contains as introductory pages: 1) the library
mission statement; 2) a statement of the library's
philosophy that well may include the Library Bill of
Rights and the Freedom to Read statement; 3) the
library's goals and objectives. For reference and
study, each trustee should be provided a copy of
the Library Policy Manual, or the policies should be
included in each Trustee Manual. The Library
Policy Manual also should be readily accessible to
the public in the library, available to the community
news media, and offered for file at the city hall,
county courthouse, or special district headquarters.
38
Chapter 6. Policy-Setting and Budget-Making
A systematic policy development procedure will
include:
10. Developed with opportunity for public input or
comment.
1. Statement of the problem or condition-past,
present, or future-which requires
consideration of a policy.
2. Statement of how the proposed policy will
contribute to the accomplishment of library
objectives and goals; how the proposed policy
is consistent with the library mission.
3. Statement of all present policies affected by or
related to the proposed policy.
4. Statement of available policy options with
analysis of:
a. Both short and long range effects.
b. Potential positive and negative side effects.
c. Estimated dollar cost, plus cost in terms of
other library resources, such as staff time,
facilities, and equipment.
d. Relevant legal ramifications.
5. A draft of the exact wording of the policy
statement that is being proposed for adoption.
6. Opportunity provided for public input or
comments.
The policy should be:
1. Incompliance with laws and policies of the
local governing jurisdiction, the state, and the
federal government.
2. In the best interest of the community at large.
3. Consistent with the library's mission,
philosophy, goals, and objectives.
4. Designed to maximize library services,
facilities, and resources for the greatest
number of library users.
5. Designed to be fair to all.
6. Protective of the individual rights and freedom
of all people.
7. Devoid of politics, prejudice, favoritism,
personal preference, pettiness, conflict of
interest, or personal gain.
8. A firm foundation for the administration of the
library and the staff relationship with the public.
9. Reflective of and/or consistent with best library
practices, statewide library goals, Library Bill of
Rights, and Freedom to Read Statement.
11. Complete and comprehensive; clear,
unambiguous, and easily understood by all,
especially the public.
12. Specific as to how public comment,
suggestions, or criticism of the policy, its
administration or enforcement may be made
and will be expeditiously considered.
13. Made readily available for the public's
information.
New Policy Support Needed
Virginia G. Young, a past president of the American
Library Trustee Association, stresses this point:
"Once adopted, a policy should have the support of
the entire board, the librarian, and the staff, and it
is the board's moral obligation to stand behind the
librarian in carrying out policies:'
Trustees should staunchly support the library
director and staff in enforcement of the new policy.
They also should be ready to interpret and support
both policy and rationale before any group or
individual with questions or concerns. Experience
shows that the library's Book and Materials
Selection Policy is one that trustees are often
called upon to defend.
Trustees should provide public information and
promote understanding of the need for the policy
and the terms of the policy, planning a specific
public information program with the library director.
This program might include a news release and/or
meeting with media representatives. With a major
policy, it might include meetings with community
organizations and/or speeches before those
groups.
Regular Policy Review Important
A library board should plan a regular, periodic
review of all library policies, with revision as
necessary. The library board and library director
should keep a close tab on the effect and
workability of a new policy for some time after its
implementation. They especially should be alert for
results that were not anticipated, and that might
require reconsideration and policy modification.
Flexibility when needed is essential. No policy can
39
Trustee Tool Kit for Library Leadership
be considered cast in stone. Conditions change.
People change. Policy needs emerge and dissolve.
Budget-Making
The budgetary process is fiscal policy-making. A
budget is the total dollars-and-cents cost of existing
services and of moving the organization forward
toward established goals and objectives.
Not all California library boards have the same jobs
in connection with the library budget. In fact, their
varying library budget responsibilities show clearly
the differences in function: 1) between the elected
administrative library boards in autonomous special
district libraries and library boards in other
jurisdictions; 2) between library administrative and
advisory boards generally.
Where budgets are concerned, special district
libraries have unique responsibilities. The elected
administrative trustees of special district libraries
have the responsibility for making the final budget
allocations themselves, since they receive no
money from city or county general funds. The
counties in which special district libraries are
located collect the taxes for the special districts
and disburse them according to the formulas set by
the California laws. The respective counties also
make allocations of the augmentation funds
designated by the state, and the special district
libraries must appeal to the boards of supervisors
for these funds. (The elected administrative
trustees of special district libraries are like other
library administrative boards in their responsibility
for financial control of budget expenditures
throughout the budget year.)
An administrative library board in otherjurisdictions
has responsibility for: 1) presenting the budget
(usually prepared by the library director in
conjunction with the board's budget committee); 2)
approving the proposed budget; 3) presenting the
proposed budgetforfinalapprovalbythe
jurisdiction's governing body; 4) financial control
throughout the budget year to assure that
expenditures are within the budget. Usually, the
library board delegates the administration of the
budget to the city librarian, however, the library
board provides budget oversight and may approve
all the bills. If at any time City staff wish to change
the budget that is submitted, any changes need to
go to the library board for approval. If the library
board does not agree, they can file a variance and
try to fight the change at the budget hearings. The
final draft of the budget goes to the library board for
change or approval before it is sent on to the City.
In contrast, an advisory library board does not
have these legally mandated budget
responsibilities for the library, and does not have
fiscal management control responsibility. (The
same holds true for the system advisory boards.)
The library director has both budget and fiscal
management responsibility. However, the library
director usually prepares the library budget with
discussion and review by the library board.
Both administrative and advisory library boards
have responsibility for the library board budget. It
is their function to: develop the budget for the
board's operating expenses; present it for final
approval by the jurisdiction governing body; and
supervise actual expenditures during the ensuing
budget year.
As a means of reviewing the existing budget
process, trustees might well ask the following
questions:
1. What processes are used to develop the
annual budget for our library board? For our
library? Or for our cooperative library system?
How well does the process work?
2. How are the library board budget and the
library budget presented to the governing body
in our specificjurisdiction?
3. What process does that body use to arrive at
an approved budget?
4. What is our role as library advocates in the
budgetary political negotiations with the
governing body?
5. What is the policy for seeking potential non-
governmental sources for library funds?
6. What are our responsibilities in fiscal
management?
For both administrative and advisory boards, there
are certain essential points to bear in mind during
the budget-making process:
Most productive and crucial are close and
cooperative working relationships with the
library director (for SABS, close relations with
40
Chapter 6. Policy-Setting and Budget-Making
the system administrative council) plus clear,
mutual understandings of the exact role of each.
makers (including trustees) to choose what
NOT to do, as well as what TO do:'
2. The give-and-take process of budget
discussion and review between the library
director and the board (or the system
administrative council and the SAB) reinforces
the board member's understanding of the
services and goals of the library or library
system, as well as the cost of each. This
discussion also prepares board members to
explain, support, or defend the budget if
necessary.
3. It is not the primary mission of the library board
to see how many dollars can be cut from a
budget. Rather, their key mission is to
determine what cost-effective programs the
library can best offer.
4. The budget most likely to gain final approval is
a budget that is precise and justifiable in terms
of cost/benefit for the people.
Alice B. Ihrig, a past president of the American
Library Trustee Association, stresses:
"Actually, for people who have to hear
our pleas, the most difficult is to listen to
vague, high-sounding objectives of
libraries. A lawmaker is not interested in
your grandiose feeling about extension
of education to people. 'He wants to
know what are you doing for people?
What are you really doing?' He is
saying:'Here is so much money going
into a public service. Does this public
service return something to the
community? Does it prove useful to the
people in the community? and can you
prove it?"'
5. The budget most likely to gain approval is a
budget that is realistic. Nancy A. Van House,
School of Information Management and
Systems, University of California at Berkeley,
told trustees attending a CALTAC Regional
Workshop: "The problem is that the library
can't be all things to all people; we don't have
the money for that. `Meeting the information
needs of the community' is too vague a mission
when we have to make choices and set
priorities. It is the job of managers and policy
6. To protect against claims or actions instituted
against a trustee, officer, employee or
volunteer, "it should be considered mandatary
that every library have an adequate level of
insurance coverage;' stresses the American
Library Trustee Association Board of Directors.
Involve the community as much as possible in
the budget-making process. What the current
funding level will make possible, and what it will
not, needs to be reported to the people. Help
them understand the library and library board
efforts to include in the budget as many
services as possible that they want and need.
Get their ideas. Get their mobilized support.
The people's awareness and involvement build
effective library support.
Approaches to the Budget Process
The completion of a proposed budget still leaves
an important assignment for the library trustees,
working in tandem with the library director. The
trustees must be ready and willing to meet with city
or county officials to support, clarify, or defend the
proposed budget if need be. They must be armed
with knowledge about the services the budget is
designed to provide. They must be articulate and
savvy in the ways the city hall or the county court
house works (and who can be helpful allies). They
must be determined, as community leaders,
actively to seek support for what they know is
important to the people in the community. They
must coordinate closely with the library director.
They must be prepared to mobilize other library
supporters in the community. They know that the
budget is the key to the library.
Many experienced library professionals insist that a
budget presentation is a political negotiation with
city or county officials for agreement on each
precise service that is to be provided the
community for the next year. It must be recognized
that these elected officials, with responsibility for
total city or county services, face many competing
and persuasive appeals for the always-too-limited
local funds.
41
Trustee Tool Kit for Library Leadership
Below are the areas the library board looks at as
they review the budget summary sheets and other
information:
• Have significant demographic changes occurred
in the community that might impact library
services?
• Has any library program had its budget reduced
significantly and, if so, why?
• Are there areas of need that the staff has
identified that the budget does not address?
• Overall, has the budget increased, remained the
same, or decreased? (Reduced budgets can
mean the loss of Public Library Fund allocations.)
A County Advisory Board Example
A county library that is a special district first begins
by estimating its revenue for the following fscal
year. The major source is the property tax.
Although difficult, it is also necessary to estimate
the amount of money which will be left over from
the current fscal year since these funds do not
revert to the county's general fund but remain in
the library fund available for the use of the library.
Library management then estimates the cost of
maintaining the current level of services. If at all
possible, it is best to have a reserve for
emergencies. This is because as a special district,
the county library cannot expect to be "rescued" by
the general fund or by any other government
agency. The library must have enough money to
take care of any unforeseen emergency expenses.
The county librarian prepares a summary of the
budget information and presents it to the library
advisory board or commission for its review,
questions, discussion, and recommendations to the
Board of Supervisors. The commission's
recommendations are forwarded to the Board of
Supervisors by the chairperson or county librarian.
The Board of Supervisors considers the library
budget in the course of its regular budget hearings.
In many cases where the library is a special district
with its own defined revenue, the review is very
minimal and the Board approves the budget as
recommended by staff and the commission.
A City Advisory Board Example
The following is an example of an Advisory Board
participation in the budget planning process.
The city budgets on a two year cycle but each year
the board of library trustees reviews the library's
budget prior to its adoption by the city council. The
library budget is divided into areas of library
operations such as Cataloging and Processing,
Adult Services, or Administration. Each program
has a number of objectives that are accomplished
by the completion of associated tasks. The budget
is broken down to indicate the number of units of
activity associated with each task, and the
associated costs of completing these tasks.
After the budget has been distributed to the city
council and to city departments, a budget
workshop is presented, which is open to staff and
the public in which the city manager reviews the
critical factors that were considered as the budget
was prepared. The library director, after attending
the workshop, highlights the issues that are directly
related to the library's current or future funding.
The related budget and supporting information is
put into a notebook for each board member.
At the next board meeting the director reviews the
Budget Notebook information and answers
questions for the board. In some cities, the role of
the city council is to review the budget in terms of
levels of services provided. It is the staff's
responsibility to make sure the budget is adequate
to provide that level of service. The role of the
board is to focus particularly on the services
offered by the library and make recommendations
for changes to the council if they feel the planned
services do not meet the community needs.
A County Administrative Board Example
The fallowing is an example of an Administrative
Board's participation in the budget planning
process. It comes from an administrative body,
established under a Joint Powers Agreement
between the county and nine individual cities, to
operate the Library. It has full authority in all
matters of personnel, policy, operation, and
maintenance. Its annual budget, however, is
subject to approval by the County Board of
Supervisors. The steps in the budgeting process
include:
• Attending a special budget workshop for the
Commission in February to review the current
year's revenue and expenditure summary and
projections.
42
Chapter 6. PolicySetting and Budget-Making
• Adopting, at this workshop, a set of budget
assumptions for the next fscal year, covering
possible changes in facilities, services, and
staffing levels. The Commission raises ques-
tionsand makes suggestions to guide the library
director in setting specific budget allocations.
• Reviewing the Library's Preliminary Budget at its
regular April meeting, the Commission formally
adopts it for the following fiscal year.
• Keeping informed, through the library director, of
the ongoing review by the county administrator's
staff and reports on any significant changes that
arise in revenue and expenditure projections.
Any technical adjustments to the Preliminary
Budget must be approved by the Commission.
• Attending an August meeting of the County
Board of Supervisors, when all budget requests
are considered. The library director, Library
Finance Officer, and members of the Commis-
sion are present to answer questions and
support the Library's request, pending the
board's formal adoption of the final budget.
A City Administrative Board Example
According to the California State Education Code,
General Law Cities have an Administrative Library
Board. As such, they determine all policies
including any policy pertaining to the budget. The
city council appropriates city funds to run the
library via a budget. The library board administers
that budget. Usually, the library board delegates
the administration of the budget to the city librarian.
The library board does provide oversight and may
approve all the bills. They can also set policy on
such items as what size purchases need to come
to the board and if transfers between line items
have to come to the library board. The library
board may determine, in advance of preparation of
the budget for the next year, what are the priorities
of the budget-for example, staffing, hours of
opening, particular programs, particular roles, new
services, and branches. Before the preparation of
the budget for the next fiscal year, which usually
happens somewhere between December and
March, the library board needs to let staff know if
they are willing to try to change the amount of
funds the city may be willing to appropriate for the
next fiscal year.
The city librarian and the library staff usually
prepare the draft of the budget. The city librarian
and the library staff use any direction from the
library board, city council, and city manager in
preparing the budget. The city will usually provide
budget sheets which will tell the cost of particular
staff as to salaries and benefits. The budget
sheets may also give information on the cost of
maintenance contracts and estimated costs of
certain purchases-such as fle cabinets and
computers. Capital project and usually major
maintenance projects (such as replacing a roof or
redoing a parking lot) will usually have their own
time lines and preparation guidelines. The draft of
all parts of the budget needs to go to the library
board for change or approval before it is sent on to
the city.
The library board can approve, change, or send the
budget back to staff for more work. The library
board can direct the city librarian to increase the
amount of the budget, but it will be up to the library
board and the community to inFluence the city to
appropriate more funds than planned. Once the
library board approves the budget, it is sent to the
city for approval. Usually this is via the city
manager and/or the city's finance department.
If at any time city staff try to change the budget that
is submitted, the change needs to go to the library
board for approval. If the library board does not
agree, they can file a variance and try to fight the
change at the budget hearings.
The library board is to attend the city's budget
hearings (most city's budget hearings are in June
for a fiscal year starting July 15'). They are to be
advocates for the library and for the community in
terms of what is needed in the way of library
service. They may need to speak to the council
about various issues at the hearings or one-to-one
before the hearings. They may need to work with
the Friends of the Library to get people from the
community out to the budget hearings to express
their feelings about the need for library services or
particular kinds of library services. Once the city
council passes the budget, and if the situation
warrants it, the library board should express
appreciation to the city council for the budget.
43
Trustee Tool Kit for Library Leadership
~lw~itec 7.
Public and Community Relations
As with many topics, public relations is handled
differently by different trustees and their boards.
Some do very little; others may have a well
developed program. It behooves each library
board to evaluate what it does to promote the
library and enhance public and community
relations. As library advocates, trustees promote
the library. This chapter discusses ways in which
trustees can develop this component to greater
advantage to the library.
Library trustees who view public relations lightly do
their library a great disservice. It is true that a
library cannot be made into what it is not by
promotion or publicity alone. But it is equally true
that sound public relations: 1) is more than
promotion or publicity; 2) has a value to the library
board and library, as well as to the people in the
community; 3) and is essential to full community
utilization and support for the library. Public
relations is a vital element in successful library
operational planning and procedure and is a
primary responsibility of each library trustee and
the library board as a whole.
Definition of Public Relations
Public relations is the planning and management
function of an organization that evaluates public
attitudes; identifies the policies and procedures of
the organization with that public attitude and
interest; then executes a program of action to give
the general public a better understanding of its
policies and purposes to earn public acceptance
and support.
Public relations is the essential communication of
the trustees and library staff with the many different
segments of the public that together make up the
community. If well planned and executed, public
relations actually is two-way communication that is
valuable to all. It informs the people what role the
library seeks to fulfill to enrich individual as well as
community life, any problems in doing so, plus all
the services it currently provides them for their tax
dollars. At the same time, a public relations
program makes clear that the people's feedback is
sought (both their perceptions of the library role
and the individual needs each wants the library to
fill) so their input can be incorporated into library
planning. It is the people in the community who
pay the bills and can affect public agencies through
their tax power. Therefore, the very best public
relations program starts with ensuring that the
library responds to community needs with relevant
services, then lets people know the services are
there.
Public relations is communication with leverage.
For example, if you send information to just one
station for a Public Service Announcement (a free
ad on the radio), 500 people might hear it. With a
little practice, this might take you 15 minutes, start
to finish. To personally tell each of 500 persons the
same information would take a minimum of 500
minutes-over eight hours.
Public relations encompasses many types of
communication, including, but not limited to:
1. Speeches, special presentations; both formal
and informal meetings with community
organizations, community leaders, and the
general public; local TV, radio, and newspaper
interviews.
2. Reports, public service announcements, and
human interest stories in all the local media-
newspapers, radio, and television; even trustee
"Letters to the Editor" of each local newspaper.
3. Brochures, newsletters, flyers, slide
presentations, bumper stickers.
4. Library-centered activities, such as programs,
displays, exhibits, public tours of the library.
5. The general atmosphere created in the library
itself-inviting, functional, accessible.
44
Chapter 7. Public and Community Relations
The library's formal "public relations program"
touches all library users when they step inside the
library door. For many, the library environment is
the first and most important contact with the
library's public relations program. Do you want
community members who feel enveloped in a warm
and friendly atmosphere that encourages personal
enjoyment, exploration, and intellectual sociability,
with an easily approachable staff? Or do you want
them to feel ill-at-ease and somewhat lonely in an
impersonal place with a puzzling user procedure,
and a too busy staff?
The Why of a Public Relations
Policy
Virginia H. Mathews, a public relations expert and
library consultant, has this explanation:
An ongoing comprehensive and high-
level public relations and public
information program is absolutely
essential to any library which expects to
maintain and increase its community
support. In today's era of inflation and
shrinking resources, there will be no
unexamined acceptance by the public of
any institution that does not grow in-
and boldly show-the benefits it offers in
relation to its costs...lnvolvement in the
library public relations program is one of
the trustee's most important
responsibilities.
Public relations, rightly understood and
administered, can become the means by which the
community knows, appreciates, and uses the
public library. Just as the cost of advertising can
be justified in wider distribution and lower prices,
so can the cost of a public relations program be
justified in wider and better use of the library service.
It is important to continue to view library use in new
ways, keeping abreast of technology and
community demographics, and to continually
evaluate the library in terms of how it is meeting
users' needs. The public relations value of sharing
the everyday relevance of library services is one
obvious benefit of alternative ways of looking at
library use.
Benefits of a Public Relations
Program
The benefits of a library public relations program
are many. Some of the major benefits are:
1. Keeps people informed about library services.
Helps expand the library service outreach to
maintain and increase library use by all in the
community. Promotes a sense of community
pride in the library. Helps attract and mobilize
strong library advocates (a key factor in a
building program or any major fund-raising vote
or campaign).
2. Encourages feedback so people feel the library
works to tailor its service to their needs; seeks
their ideas.
3. Helps keep policy and funding officials at all
levels of government reminded regularly of the
library's vital and active role in the community,
plus people's use and support of it.
4. Underscores the California legislature's
declaration "that the public library is a
supplement to the formal system of free public
education, and a source of information and
inspiration to persons of all ages, cultural
backgrounds, and economic status, and a
resource for continuing education and re-
education beyond the years of formal
education, and as such deserves adequate
financial support from government at all levels:'
An important goal for libraries to meet the needs of
the public is to develop adequate and effective
library and information services and then inform
people about them. One of the objectives
established to meet that goal is: Develop programs
to make Californians aware of the types of
information available to them and to assist them in
collecting and using information in ways that are
most valuable to them.
Key Trustee Role in Public Relations
There is a natural role and a major responsibility
for the library trustee in public relations. Trustees
serve as the public's representatives to provide
library direction and guidance. The trustee needs
to keep in close touch with the people, listening to
their perceptions of the library, their still unmet
information needs, and the role they want the
library to fulfil. At the same time, the trustee needs
45
Trustee Tool Kit for Library Leadership
to serve as a spokesperson for the library to help
people understand its role and any problems in
fulfilling that role, as well as how to use all the
library services.
As community leaders and citizens working on the
library (or library system) board without pay in
public service, library trustees are in a unique and
key position to carry out this two-way
communication. By virtue of their unpaid public
service role, library trustees can speak out and
respond to the public in ways that the library
director and staff, in their public employee
positions, cannot; or which if they did, might well be
perceived differently by the public.
Some of the most effective public relations for the
library is done by members of the library board
who may not know that public relations is what they
are doing when they talk to their friends about the
library. Everything said about the library adds to
the community awareness of an important service,
and trustees need to take advantage of the many
opportunities they have to boost the library.
A successful public relations program dovetailed
with all other goals, objectives, and priorities can
best be accomplished when the trustees and
library director are working in close cooperation,
with full understanding of the most effective role for
each. Unless they work in tandem and write or
speak publicly with one voice about the library,
adverse public relations may result. Confusion and
differences between their statements may hurt,
rather than enhance, the library's image.
Fundamental Public Relations
Guidelines
It is impossible to present here a public relations
program for every California library because of the
diversity of California communities. A local public
relations program that is successful needs to be
fine-tuned to its own community characteristics and
its own library situation. It should also be related to
the statewide goals, objectives, and public relations
programs that library leaders throughout the state
have agreed are important for all California
libraries. However, because all libraries have
general public relations needs in common, some
basic guidelines can be described.
1. Commitment to participate
Effective library public relations requires that
everybody be committed to work at it-
enthusiastically and regularly. It is not
unnatural that some library trustees tend to shy
away from involvement in what they see as
"publicity seeking, promotion, or writing press
releases:' Perhaps these activities do not
come easily to them. Perhaps they feel public
relations requires some formal training in
journalism or public speaking,
Trustees have opportunities to do effective
public relations through organizations to which
they belong; through contacts they have or can
easily make; and through communication skills
they possess. Trustees likely are already doing
much of what public relations entails-talking
with pride and enthusiasm to friends and other
community leaders about the library and its
important role in the community. Some
trustees may f nd it easier to involve
themselves in public relations if they think of it
more as "relations with the public:'
It is important to remember that each library
trustee represents the library at all times,
sometimes formally and sometimes informally.
Varying backgrounds of board members lead
to varying opinions. It may happen that each
trustee will not always agree with board
decisions, but in such an event the trustee
should not act unilaterally. This is one of the
important dictums for a board member, and it is
a basic premise of continued service on the
board. Trustees publicly speak for the board,
publicly support board positions, and always
remember that in addition to their voice, it is
the united voice of the board that has the
powerful impact. Different voices saying
different things may result in adverse public
relations.
2. Appoint a public relations committee
Establishment of a standing public relations
committee concentrates effort and saves time
for the total board. If the library board does not
operate on the committee system, it can make
regular provision on the agenda for the board
as a whole to decide public relations needs
and procedures in relationship with all other
goals, objectives, and action programs. On
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Chapter 7. Public and Community Relations
occasion, the board may make specific
assignments for specific projects-always with
a time schedule to clarify understanding and to
keep the program moving forward.
A standing public relations committee may be
responsible for:
• Working closely with the library director and
designated staff to coordinate procedures.
• Analyzing public relations needs.
• Developing suggested public relations
goals, objectives, action program options
and priorities, then presenting
recommendations to the full board for
decisions.
• Initiating and carrying out the board's public
relations action program.
• Evaluating the existing public relations
program.
3. Include public relations in overall planning
Make the public relations program an integral
part of the annual planning process, so that the
goals as well as the priorities and action
programs will mesh.
Public relations is a key ingredient in any
building campaign or major fund-raising drive
for any library purpose. This requires a
specially planned public relations program that
uses many types of communication, is
intensive, well organized, spirited, and involves
as many on the special campaign team as
possible.
In any public relations program development, a
comprehensive community assessment made
far general library planning purposes is
important. It identifies target audiences and
provides important demographic information
about them to help determine the most
effective public relations approach. A
community assessment identifies:
• Groups of individuals with similar needs,
such as non-English speaking,
handicapped, homebound, those needing
large print books, and those who could
benefit from the library's literacy campaign.
Community organizations, such as civic,
fraternal, senior citizen, service, recreational.
• Business, professional, and labor
organizations, including major industries in
the community.
• Education related institutions and
organizations.
For public relations purposes, the
organizations and institutions in the last three
categories listed above should be further
analyzed to determine: purpose and general
role in the community; size of organization; the
organization's past relationship with the library;
its current leaders; which library trustees are
members and/or might be in the best position
to involve the group in the library's public
relations program.
Setting some priorities is logical at this point.
What is the priority message? To which target
group or groups should attention be given first,
second, and on down the priority scale?
Setting priorities can be difficult when there is
much which needs doing. But it is important to
tell one message at one time to a targeted
audience.
The next big job is to develop a written action
program, with timetables, and to develop the
approach that most effectively will reach and
motivate the targeted audience. This is when
brainstorming can begin. Once the creative
juices start flowing, the committee, or the
board working as a whole, may f nd the hardest
problem is selecting the best from the many (it
is smart to keep the options not selected on file
for possible future use.)
At this brainstorming time, library volunteers,
Friends of the Library, Library Foundation
members, and even some representatives of
the target audience might be invited to sit in
and contribute ideas, as well as act as a
sounding board for proposed options. After all,
who could better say how effective an action
idea would be than some of the very people it
is hoped the message will reach? And by
involving them in this way the board is reaching
out to communicate with the target groups.
One payoff for trustee membership in CALTAC
and other library support organizations is that
they provide idea exchange opportunities with
trustees in other communities who can supply
47
Trustee Tool Kit for library Leadership
"how-to" details for a list of tested ideas.
However, because characteristics of
communities differ, what works in one place
may need to be given a different twist to work
effectively in another.
4. Have a written policy statement
A written public relations policy will preclude
misunderstandings and help prevent problems.
Among points that should be clarified:
• Public relations responsibilities of the
library director and the library trustees.
This should describe how they will work
together so the information they transmit to
the public is consistent.
• Board approval procedure before any public
relations committee action.
• Media contact procedures.
• Official spokesperson for the library board
(generally the chairperson/president).
• Any clearance procedures necessary prior
to member speeches or statements
representing board position.
• Procedure for alerting the governing body
of the jurisdiction about information to be
made public by the board before
publication, radio or TV airing, or
announcement to any community groups.
The media may well contact one or more
members of the city council or board of
supervisors for comments; therefore it is
important that all are informed.
Trustees should have a copy of the public
relations policy in their Trustee Manual. The
library director should have a copy, the
governing body should be informed of the
policy, and a copy should be put on file
available to the public.
5. Create a realistic public relations budget
Many productive public relations action programs
can be accomplished with little or no cost. But
even the minimal estimated costs of the annual
action programs should be developed into a
proposed public relations budget.
This formalizes the concept that public
relations is an important means to keep the
people informed about their tax-supported
library and its potential for their benefit.
6. Evaluate the public relations program regularly
Evaluation at regular intervals will monitor
progress, define problems, and show where
adjustments need to be made to increase
public relations success. A quick review of
some frequent weaknesses in public relations
programs may be helpful. Too often the
planners do not:
• Really commit themselves to lay out and
steadily pursue a public relations program.
• Clearly define for themselves the specific
message they want to convey, or state it so
it will be quickly understood.
• Define the target audience in order to utilize
the best method of communication to reach
that particular audience.
• Assign priorities to their messages. They
may send numerous messages, and the
receiving audience can become confused.
Some helpful steps in evaluation are the following
reviews:
Press and media coverage for the past year or
more. What image of the library emerges?
What aspects of the library story (such as
children's programs, outreach programs, finan-
cial situation, goals and objectives) have been
best told? What aspects least told? What could
be tried to increase results? A survey of users
and nonusers might provide useful ideas.
Public relations program with organizations and
community leaders. What types of information
have they most often received about the library?
What have they heard little about? What library
image does it project? To what approach have
they generally been most responsive? Least
responsive? Perhaps a meeting or informal
survey with some organizational leaders could
help spotlight their reactions and produce ideas
helpful both to their organizations and the library.
Information distributed in the library and for
library events, such as tours and special pro-
grams. What has been the response? What
groups have responded most favorably? What
groups have shown little, or even unfavorable
response?
48
Chapter 7. Public and Community Relations
Tips for Working with Local News
Media
The local media (newspapers, TV, and radio) are a
vital factor in all public relations efforts. In fact, the
local media can be-and should be-one of the
library's best friends. Therefore, the library board
should be familiar with all media resources in the
community. Not all media contact should be by
mailed press release, report, or copies of the
library board agenda.
Library trustees should make it a point to know
personally the editors, publishers, TV and radio
station managers, editorial writers, plus the staff
personnel who are assigned "the library board
beat:' As determined by library board planning,
there should be regular "keeping in touch" efforts.
Media contacts should be invited and encouraged
to attend library board meetings and kept informed
of meeting date schedules, agenda items, special
meetings, and any other special events. Key media
contacts should be on mailing lists for such items
as reports and announcements. Library board
members also should keep in mind the value of
using the "Letters to the Editor" column. This is a
means of directly reaching a large audience.
Generally, the library director and public relations
staff member are the information source concerning
library activities. The respective trustee and library
director and staff roles with media contacts always
should be clearly understood and observed.
interviews, public service announcements, or
even regular shows for local radio and TV
stations.
• Compile a helpful information kit to give each
media representative. For example: a summary
of the library's goals, objectives, and priorities;
current services; flyers or brochures; a listing of
special upcoming events; and even a review or
two of some new books that might be of per-
sonal interest.
• Absorb, but do not promise. Ideas, comments,
or even complaints should be taken back to the
board and the librarian for discussion as tools in
planning future public relations programs.
Ney Public Relations Techniques for
Writing and Speaking
Public relations professionals know that effectively
written messages as well as speeches utilize
certain key techniques. These include:
1. Get their ATTENTION
2. Hold their INTEREST
3. Create a DESIRE
4. Establish the CONVICTION (that the library
alone can fill that desire)
5. Move them to ACTION
Be sure the action is easy to perform. If it's difficult
and time consuming, most people will not do it.
When creating PR materials, follow these
guidelines:
Following are some tips for working with the media:
• Schedule visits to media representatives in the
community. If the library has a public relations
staff member, go together.
• Ask the media representative what they can use;
in what form they wish to receive it; how often
they can give coverage.
• Ask representatives for any ideas they have for
giving publicity to the library. Let them think of
• Be appropriately informal.
• Write the way you talk.
• Talk the way you do to a friend.
• Simplify. Only one idea per message.
• Be concrete, not abstract.
• Use short words, short sentences, and phrases.
• Use the active voice.
• Use pictures when you can.
a9
Trustee TOOI Kit for Library Leadership
~~ 8
Working Relationships
State laws as well as local laws and ordinances
defne the responsibilities of the library board. But
those words alone do not make a successful
library. People do-many others in addition to the
library board. In actuality, it is these multiple,
intangible working relationships that often make the
difference between an actively supported and
healthy library-or persistent problems,
stalemates, and a limping library.
This chapter focuses on the importance of the
library board's productive working relationships
with the numerous individuals and groups with
whom it needs to work on a continuing basis-as
required by law, or by special commitment, or
through library related interests. These include: the
library director; city, county, or special school
district governing body and their key administrative
staff members; other official agencies; library staff;
Friends of the Library; Library Foundations; library
volunteers; any ad hoc library groups; local school
offcials; and the cooperative library system
advisory board specially the system advisory
board (SAB) member (or members) representing
the local community.
For SAB members, key individuals and groups
include: the system administrative council; the
system executive director and staff members; each
system advisory board member's appointive city,
county, or special school district governing body
and their administrative staff members; plus the
library board and library director in the community
that SAB member represents.
These working relationships already exist. The
only variables are whether they are productive or
non-productive, close or distant, cooperative or
uncooperative. The library board or the system
advisory board determined to do its job well will
make effective interaction a priority.
Essentials for Productive Working
Relationships
Library trustees should keep constantly in mind
that, no matter how dedicated and capable they
are, the board's first responsibility is to the general
public and the public-supported library, an
obligation that takes precedence over personalities,
individual achievements, prejudice, partisanship,
and politics. The essentials far productive working
relationships include individual trustee and total
board commitment, tact, understanding, flexibility,
and astuteness in local government structure.
Effective two-way communication, which includes
not only clearly stating a personal view but listening
to others, is vital to productive working
relationships.
Working with The Library Director
Crucial to the success of the library is a productive
and cooperative working relationship between the
library trustees and the library director-all
contributing their special expertise, exhibiting
respect for the role of the others, and all committed
to constructive interaction. Such an effective
working relationship also is vital to the success of
either the library board or the library director.
Their roles are different, but can complement each
other if they are working together. Their
relationship should never be adversarial, and will
not be if all are concentrating their energies on the
success of the library rather than on guardianship
of their respective authority.
It does simplify and expedite mutually productive
action if each has a clearly defined role that the
other understands and acknowledges, without
attempts to interfere. Should a substantive
question arise, a written clarification for the record
may be helpful, perhaps developed in consultation
with the jurisdiction's legal counsel.
50
Chapter 8. Working Relationships
Traditionally, the library director is the library
administrator. Traditionally, the library board exists
to represent the people. The board is to see that
the community is served with quality and community-
relevant service, and to provide vital guidance to
the local government and the library director in
management, planning, and evaluation. Library
board responsibility does not include the day-to-day
management of the library. That is the responsibility
of the library director and should not be assumed
by the library board or individual trustee.
Some local government structures and
administrative procedures make the working
relationships more complex. City, county, and city-
county libraries operate as departments of local
government. One resulting example: The library
director in a city library with an administrative
library board works simultaneously with that board
and a city administrator.
Because of the local library service pattern,
trustees may find that their library director works
simultaneously with as many as six or eight local
library boards representing the regions served by
the same library.
Working with Local Government
Officials
It is crucial for the library trustees to establish and
maintain effective working relationships with the
governing officials who make the ultimate budget
and policy decisions in each local government
jurisdiction-the mayor and city council members
or the county board of supervisors. No library
board can claim effective working relationships with
these governing bodies unless all trustees are
willing to (and do) regularly sit down and talk
amicably (not antagonistically) about the library
budget, programs, services, goals, building needs,
or any related problems.
Not only do local governing officials hold the
ultimate purse strings plus other "yes or no" powers
over the library, but the politics of government on a
day-to-day basis are subject to the pulling and
tugging of a variety of local interests and
institutions. Each library trustee has a
responsibility to make certain that local governing
officials put the library in its proper perspective, do
not take it for granted or allow it to fall behind
community needs in the local government final
decision-making.
It is important far trustees to make certain that the
library is actively supported by the political power
hierarchy as: 1) a unique community asset; 2) a
major resource which meets articulated public
needs for information as well as lifelong education,
culture, and recreational pleasures; 3) an open,
non-judgmental institution guaranteeing intellectual
freedom for all people in the community, which
local government must be prepared to protect
against any and all censorship attempts.
Trustees' Strong Working Relationship
Position
There are numerous reasons why library trustees
are in an especially strong position to maintain
such effective working relationships:
• Trustees enjoy an independence of approach
because they serve without pay. As public
officials, they can represent citizens to other
public officials with freedom. Library directors
lack this freedom of expression, as they may
have a vested interest as an employee.
• Trustees are appointed or elected with a legal
mandate to work in the interest of the library and
the public it serves; therefore they can confer
with the governing off cials as part of the job
they were selected to do.
• The impact of the board is felt because it
represents the community and because it
speaks with one voice.
• Trustees are voters in the local governmental
jurisdiction.
• Trustees represent a broad base of people in the
community.
• Trustees see the library from the users' and the
public's point of view, yet they have a working
knowledge of library operations, which provides
a unique dual perspective.
• Trustees also have unstated political relation-
ships with their local governing officials. These
are a highly variable blend of local custom,
interests, concerns, and personalities.
Methods For Working Relationships
The methods by which an effective, interactive
working relationship is established and maintained
are varied. They include:
51
Trustee Tool Kit for Library Leadership
• Meetings of library board with entire governing
body or with individual officials. (These may be
formal or informal.)
• Communication with the letters and memos to
and from governing body and library board
requesting information, making proposals and
recommendations, or providing information and
reactions to proposals.
• Reports to and from the library board sent to
and received from the governing body.
• Agendas and minutes of meetings.
• Announcements of upcoming library programs
or special events.
• Verbal presentations or comments by a library
board spokesperson at a regular governing body
meeting. (Make it clear that you are speaking as
a library board member. As a general rule, a
library trustee speaks for the library board when
appearing before local officials. Most trustees
who wish to address their officials in a public,
formal manner may do so simply by asking to be
placed on the agenda at the officials' next
meeting.)
• Personal, informal contact of library trustees
with individual local officials.
The "How" of Effective Communication
Often the difference between productive,
unproductive, and even counterproductive working
relationships rests squarely not on which
communication method is used, but on how that
communication is made.
Several basic guidelines from experienced library
trustees:
1. Do not be hesitant, timid or even overawed in
working with local governing officials, although
always bear in mind that they merit respect for
their authority and legal responsibilities. A key
point to library trustees worth repeating:
Trustees also are public officials appointed or
elected to represent the best interests of the
community in library services. Therefore, all
local officials should welcome the opportunity
to hear from, and to work with, trustees.
2. Express the same basic message. One
message repeated makes impact!
3. Became acquainted with all officials and
determine their philosophy about local
government, including their voting history and
positions regarding the library and library
budget. This can help determine the most
effective personal approach to gain their
support.
4. Be familiar with local, state, and federal laws,
as well as policies affecting the library. This
includes an understanding of the local library's
relationship to all departments of city or county
government. Attend regular meetings of the
governing body to observe.
5. Plan presentation strategy carefully before
communicating about a specific issue. The
time to make key points may be brief, and such
an opportunity may not come again soon.
Advance homework pays off.
6. Phrase all presentations around benefits to
people in the elected official's district, or user
needs, and community needs. (In other wards,
do not say: "The library needs.. "Instead, say:
"The people need.."Or "Your constituents
need.. "Or "The taxpayers will benefit .. ")
7. Make important points as clearly but briefly as
possible, mindful of the official's usually
crowded schedule, or other items on the
meeting agenda. Never be vague or speak in
generalities.
8. Provide opportunity for questions. Be prepared
for a pro and con discussion.
9. Be prepared to justify or to document with facts
and figures the statements made in a
presentation. Many times it is helpful to leave a
brief fact or summary sheet with the officials for
reference, study, or as a reminder.
10. Listen carefully for expressions of the official's
viewpoint or points of concern, taking notes, if
possible, to assist memory after the meeting.
This may help develop answers that can later
be provided to change the official's view; or
indicate points which in compromise or
consensus seeking could be of paramount
importance.
11. Communicate regularly. Do not appear only at
budget time.
12. Avoid belligerency, which is seldom, if ever, the
road to success in government and politics.
Professionalism, calmness, willingness to hear
differing points of view, and consensus-building
get more mileage-and a greater chance that
52
Chapter 8. Working Relationships
the doorwill be opened when the librarytrustee
asks to come again. Should conflict arise, it is
usually more effective to seek solution through
consultation and amicable negotiations than
through confrontation and litigation.
With Rey Administrators and Other
Local Officials
Trustees who analyze the local governmental
structure will recognize that there are certain
administrative staff members and other offcials in
key positions of power whose cooperative support
as library friends and allies can be helpful. They
can provide information and advice to the library
board, help expedite or arbitrate, and supportively
present the library's case as they work with the
governing offcials and city or county operating
departments.
Depending upon the structure and the size of the
jurisdiction, these key position officials may include
the city manager, county chief administrative
offcer, budget officer, planning department,
purchasing officer, city or county clerk, or legal
officer. They also may include officials and key
staff members of other governmental agencies or
intragovernmental bodies that have jurisdiction in
matters pertaining to the library, especially a library
with an expansion or building program in its future.
Obtaining the cooperation and support of various
officials is more likely if they have had a cordial
rapport with the library board on a regular basis.
They need to be acquainted with the library's goals
and needs. They should be informed about the
library's unique position as a cultural and
recreational center for people of all ages, and as a
community asset that draws numbers of people
into the downtown and/or to the shopping center
where it is located.
as for equitable enforcement of policy; 3) has
professional talent for and commitment to library
service-and gives both to the library eight hours a
day; 4) is part of the actual team (along with the
library director and trustees) which must work
together well in order to turn their mutually shared
dream of a successful library into reality.
Conscientious trustees behave toward staff
members as do directors of commercial boards
with members of their f rms. Their relations are
open, cordial and friendly, appreciative and
supportive, mindful of staff morale, businesslike
without exception. Trustees do not intervene
between staff and library director, directly criticize
any staff member, or make comments concerning
the library director or any other staff member.
There is never any individual trustee request for, or
expectation of, special privileges as an individual
library user.
Effective trustees observe the library's
management structure scrupulously, recognizing
that all matters concerning management functions
and day-to-day operation of the library are
responsibilities of the library director and of the
library supervisory staff.
Trustees also honor the channels of
communication established within the library. While
making it a point to visit the library periodically and
regularly in order to serve on the library board
most knowledgeably, the trustee also makes it a
point to follow protocol of seeing library director
first, and then visiting informally with staff. If a staff
member approaches a trustee with an idea for
improving service or with a complaint, the trustee
listens in a friendly, noncommittal fashion, then
encourages the staff member to present the idea
via the library's accepted procedure. Effective
trustees do not show favoritism among staff
members.
With Library Staff
Trustees individually, and the library board as a
whole, have def Hite but officially circumspect
working relationships with the library staff
members. The trustees need to recognize and
show their recognition that the library staff: 1) is the
front-line image the public receives of the library;
2) has responsibility for helping implement the
library goals, objectives, and plan of action, as well
At the same time, the wise library board will: 1)
establish in cooperation with the library director
written protocol on board and staff
communications, including a policy that any staff
work assignments in connection with the library
board must be channeled through the library
director; 2) reassess, when necessary, any
committee or board assignments for staff in light of
staff time schedules or deadlines, reordering
53
Trustee Tool Kit for Library Leadership
priorities or reassigning tasks; 3) put in writing any
requests with which the library staff will be
involved, being as specific as possible to assist the
staff in providing the requested information in its
most useful form for the purpose intended; 4)
consider ways in which the library board alone or
with other officials may publicly recognize staff,
such as service-time recognition presentations or
ceremonies, and honors recognition; 5) encourage
staff training and professional advancement.
With Friends of the 6ibrary
An especially significant relationship for library
trustees is with the local Friends of the Library, a
group of active volunteers who are independently
organized to support, promote, improve, and
expand the local library. Friends are among the
most important citizen groups in the library. But
their role and the library board's legal function are
not one and the same, and cannot be treated as
such by either the library trustees or the Friends.
The basic relationship between library trustees and
Friends is mutually communicative, cooperative,
and supportive-both groups are dedicated to
promoting and improving library services.
However, this relationship between them, and the
relationship of each to the library, is affected by the
distinct differences in the role of each. Both
groups, as well as the community, need to clearly
recognize and understand the important
differences. Working together and in cooperation
with the library director, they can be strong driving
forces to accomplish the library goals and priorities.
Conversely, if they work uncooperatively or at
cross-purposes, they may negatively affect the
library's community image and its operation and
services.
Trustees are a legally appointed or elected board,
and are legally responsible for the results of their
decisions and actions. They also are restricted to
function within perimeters established by state or
local law, ordinance, or policy.
Friends groups are separate, independent
organizations with their own officers and
organizational structure and are not responsible for
the governance of the library, the administration of
the library, or any library policy-setting functions.
Nor can they legally take on any of the functions
assigned by law to the library board.
The local Friends provide many individual hours of
volunteer library service, which may include raising
funds for library service enrichments, sponsoring
adult and children's cultural and educational
programs, supporting library building or
improvement projects, publishing news about the
library, and encouraging library support by others.
They speak effectively as library advocates to
lawmakers at the local, state and national levels,
and to other community organizations.
Most California public libraries, academic libraries,
and some branch libraries are supported by local
Friends of the Library groups. Library trustees can
work with their local Friends organization to
support the library by:
• Developing, in cooperation with the Friends and
the library director, a policy to clarify the role of
Friends in relationships to the library and the
library board.
• Inviting and welcoming Friends to library board
meetings, also encouraging at least one Friends
member to serve as a regular liaison by attend-
ing all board meetings.
Regularly providing Friends with information
such as library board meeting minutes or
agendas and reports.
• Considering Friends members for informal
advisory or consultative committee membership,
(especially all citizen input opportunities when
library goals, objectives, and priorities are being
planned annually to meet community wants and
needs); in community and/or library-user sur-
veys being developed and conducted.
• Attending Friends' special events (but always in
compliance with the Ralph M. Brown Act).
• Recognizing Friends' contributions in such ways
as letters to officials, certificates of appreciation,
press releases, and in special programs
honoring groups and individuals for support of
the library.
With 6ibrary Foundations
Equally important are effective library trustee
working relationships with their local Library
Foundation, if such an independent, public benefit
corporation has been organized to solicit and
54
Chapter 8. Working Relationships
receive contributions to enrich services, facilities,
and activities of the local library.
Their number is increasing throughout the state,
and their contributions to the libraries they support
are significant. These organizations generally
undertake an active and ongoing program to solicit
contributions of cash or property; memorial gifts to
honor a friend or family member; bequest in a will
or trust, or naming the Foundation as beneficiary of
life insurance; or establishment of a special
endowment.
The previously discussed methods for achieving
effective working relationships between library
trustees and a local Friends of the Library group
also apply to maintaining productive working
relationships between trustees and the local
Library Foundation.
With Service-in-the-Library
Volunteers
Another significant, ongoing working relationship
for library boards is with the many civic-minded
individuals who recognize the benefits of a good
library in their community and generously offer their
personal time and talents for volunteer service in
the library. Their tremendous importance to the
public and the library merits recognition and
gratitude from the library board, library director,
and library staff, as well as from the community in
general.
Library boards should remember that careful initial
discussion and planning helps ensure that all
working relations in the volunteer program begin-
and remain-healthy and productive for the sake of
the library's effective operation, its community
image, and all supporters' involvement with the
library. It is important to remember that even
though volunteers perform many supplementary
and important tasks for a library, they cannot
supplant activities and functions of the specially
trained professional staff.
In operating volunteer programs, trustees should
provide a welcoming, cooperative and supportive
working relationship with all volunteers. All library
trustees need to recognize and respect: 1) the
established and agreed upon structure of the
volunteer program; 2) the role of the program
supervisor in the day-to-day coordination
responsibility for the program; and 3) the
established channels of communication. On every
occasion trustees should show personal
appreciation for volunteer assistance generously
provided to the library and the community.
With Ad Hoc Library Advisory
Groups
From time to time libraries may be the fortunate
recipients of a special project grant that mandates
an advisory group to assist with community liaison
and evaluation, such as an outreach community
program funded by a Library Services and
Technology Act grant.
It is the close and ongoing communication between
trustees and this advisory group that will help
ensure the benefits for which such advisory groups
are designed. Communication, of course, does not
just happen. It has to be planned for by the board
and the library advisory committee. For example:
Designated representatives of both library board
and advisory board meet regularly for study and
discussion, then report back to their respective
boards. These representatives can help determine
if the program is going along successfully.
With Local School Officials
The need for the establishment and maintenance
of productive working relationships between library
trustees and local school board members and key
administrators has long existed. But it is
increasingly imperative when school budget
reductions close a growing number of school
libraries or reduce hours and staff, so that public
libraries (always heavily used by students) then
face greatly increased student use to fill the void.
Between Library Boards and
System Advisory Boards
System advisory boards for cooperative library
systems were created to establish working
relationships between: 1) the local library board
and the system advisory board of the cooperative
library system of which the local library is a
member; 2) the local library board and the
individual (or individuals) appointed to represent
the local jurisdiction on the SAB.
55
Trustee TOOT Kit for Library Leadership
Working relationships must be built on clear, mutual
understanding by members of both boards as to
the respective roles of each. New local library
trustees should clarify the relationship between the
SAB and the cooperative library system.
Both boards are committed to the library cause and
to library services that meet the changing needs
and wants of the public in the areas they serve. All
include coordination with the library directors of the
local library and the system administrative council.
Local library boards will f nd it helpful to: receive
SAB agendas, minutes, and reports; attend, or
send representative members to SAB meetings;
perhaps invite the SAB chairperson to attend
library board meetings; place the SAB on its
mailing list.
Likewise, the library board may want to keep the
local SAB member appraised of goals, objectives,
and priorities; the current local library budget and
still unmet needs; program activities; board
concerns; community survey findings; reports;
minutes and agendas.
56
elayfrtei 9.
Library Advocacy
No one is in a better position than the individual
local trustee and library board to speak out freely
as a strong advocate for the local library, the
cooperative library system, and for libraries
everywhere. Despite the professional knowledge,
commitment, and dedication of the library director
and staff, because they are library employees, they
may be viewed as having a vested interest.
However, trustees have a unique point of view
because they are volunteers and community
leaders who represent their fellow citizens. They
see the library as a public service that will enhance
their community and provide learning opportunities
for this generation and for generations yet to come.
No individual and no group are in a better position
than the trustee and the library board to motivate
and mobilize other community leaders and
leadership groups to join actively in library
advocacy. Each library trustee has a responsibility
to tell the library story to mayors and city council
members, to county commissioners, to the
governor and state legislators, and to the President
and members of Congress. And no one is in a better
position to do it!
Trustees' Strong Position For
Advocacy
Trustees are unpaid volunteers in public service.
They can speak up as representatives of the
public. By their willingness to serve, they
demonstrate their strong belief in the value of a
library as an institution dedicated to the pursuit of
uncensored intellectual freedom; as a source of
information and lifelong learning; and an asset
which materially lifts their community from
existence as a mere collection of houses and
businesses to a community dedicated to the quality
of life for all the people who live there. Their
appointment by locally elected offcials (or their
election as trustees) is evidence that their abilities,
plus their community leadership qualities and
dedication to community welfare, are recognized
and respected by the people in the community.
Their work as library board members gives them a
professional and close working knowledge of the
library. Their commitment to advocacy, plus their
active advocacy role, shows their political acumen
in government and in political realities. It shows
their knowledge of how to make things happen.
The lines between advocacy, working relationship
with local officials, and public and community
relations often overlap. But determining the lines
between is not as important as is doing them all
and doing them well, no matter what they are called.
Why Library Advocacy By Trustees
Is So Vital
Why is library advocacy so vital in these times? A
variety of reasons: 1) public libraries are an integral
part of community life; 2) information and need for
lifelong learning are increasingly important for each
individual in the community; 3) libraries face costly
technological changes to keep pace with such
community needs; 4) the taxable wealth of each
local jurisdiction varies at the same time that
libraries face greater costs; 5) libraries'traditional
tax funding bases are eroded; 6) libraries must be
increasingly competitive with other departments of
local government to meet increased community
needs with shrinking and/or always limited funding;
7) without strong grassroots advocates to speak
up, libraries can be lost in the shuffle of
democracy's many voices, be taken for granted,
and face tokenism.
Importance of Participation In
Legislative Day in Sacramento
In addition to regular contacts with elected state
representatives, library trustees committed to carry
out their uniquely important advocacy role can help
libraries help people by participating in the annual
57
Trustee Tool Kit for Library Leadership
California Legislative Day-joining forces with
hundreds of other library advocates throughout the
state for a substantial show of library support in the
legislative offices in Sacramento. This event is
coordinated by the California Library Association
and includes the California School Library
Association. Library supporters focus on face to
face discussions with lawmakers about how
libraries can better serve the people.
Trustees can help make the day a success for
libraries not only through their own participation,
but by mobilizing members of the local Friends of
the Library, library volunteers, and other community
leaders to attend. The day permits visits to
legislators' offices (and perhaps luncheon with
them for informal and unhurried discussion); visits
to the governor's office; sitting in on legislative
committee hearings; and gathering key information
from library legislation status reports by legislative
leaders, the State Librarian, and California Library
Association officers. The number of library
advocates present, the meetings with legislators,
and the media coverage of the day's events all
serve to focus on the grassroots support libraries
have, and what they mean to individuals and
communities across the state.
value of CLA Legislative Network in
Advocacy
To enhance their advocacy for California libraries
(especially for state funding), trustees should
seriously consider volunteering as a Contact
Member of the California Library Association
Legislative Network under the guidance of the CLA
Legislative Committee. As CLA explains its
Legislative Network:
Contacts provide legislators with timely
information on general matters related
to libraries, and in particular, to the
needs of libraries ... Many Contacts also
organize local'grassroots'support
groups to write letters, make telephone
calls, and to lobby their neighbors and
legislators to support legislation relating
to libraries. The Contacts serve as
conduits of information to the support
groups, including the broadcasting of
"Action Alert", which originates from the
CLA Legislative Committee and the
Legislative Advocate.
Important Advocacy Techniques
Being motivated to serve as a library advocate
does not automatically mean doing the job
effectively. Trustees must remember they are, in
effect, matching wits with the political-arena pros,
and are playing for high stakes. As players they
need to know the rules of the game.
Some important "basics" suggested by trustees
who have served effectively as library advocates:
Be prepared with facts, figures, and issues. Be
clear about what you want to communicate.
2. Develop a professional mind set. Obtain
copies of library related bills. Advocacy
actually is an exhilarating intellectual challenge.
Don't be timid or hesitant. Remember you are
a voter speaking to your elected
representative, not asking for something for
yourself, but for all the people in your
community and in the state. In truth, as a
trustee you are a public official consulting with
another public official-both accepting degrees
of responsibility for public institutions and
allocation of public funds.
3. Understand the basic political process-the
way bills become laws, the layers of control
involved in government at all levels-and learn
the ways to affect government decision-
making. It is important to recognize that city,
county, state and federal laws and policies are
not cast in stone. All can be modified to meet
the changing needs and values of local
citizens, local libraries and communities,
county, regional, and state library systems.
4. Do not think you must go the library advocacy
road alone. In reality, it is more effective if you
enlist others. Your role can be effective as a
catalyst. Mobilize community groups and
community leaders, especially Friends of the
Library, and encourage them to enlist others.
Ways to Communicate with
Legislators
The California Library Association suggests the
following communications techniques:
58
Chapter 9. Library Advocacy
Personal Visits
Face to face discussion is the most effective use of
communication and is essential to the
establishment of a solid working relationship. A
meeting is more easily arranged early in a session,
before pressures build. All legislators have one or
more district offices. Visits there will be more
convenient for you than in Sacramento or
Washington. California legislators are normally in
their districts Friday-Sunday each week, during
legislative recesses, and between sessions.
Members of Congress return periodically (check
with the district office), during Congressional
recesses, and between sessions.
Constituents are always welcome in Sacramento or
Washington. Be sure you have a firm appointment.
Use the district office to make local or Capitol
appointments. (Get to know district staffs:
secretaries and administrative assistants. Close
working relationships will benefit in many ways.)
Take along others-library director, trustee, Friend,
representative of a community organization, citizen
activist. Keep the delegation small enough for an
easy exchange of viewpoints with the legislator.
Leave your card and any written information you
may have prepared. Follow up with a letter of
appreciation for the time provided for you to meet,
and include any additional information suggested
by the visit.
be composed by you, giving your reasons for your
position (and giving the legislator reasons to
support it). If you are asking support for a
particular bill, cite the bill by number and author,
and give the title or subject matter.
Telegrams, Faxes, and E-Mail
These are fast, easy ways to communicate with
legislators when the need for action is critical just
prior to a committee or floor vote. For telegrams,
use Western Union's statewide toll-free telephone
number. Various low rates may be available.
Five Basic Rules for Effective
Communication
1. Be Brief. A legislator's time is limited. So,
probably, is yours.
2. Be Appreciative. Acknowledge past support
(and convey appreciation for current action).
3. Be Specifc. Refer to local library and district
needs.
4. Be Informative. Give reasons why a measure
should be supported.
5. Be Courteous. Ask, do not demand or
threaten. Be positive but polite.
Telephone Calls
Once you have made the acquaintance of your
representative, telephone calls are appropriate and
easy. Make them sparingly to the legislator, whose
time is heavily occupied. (Regular contact with staff
is more possible and desirable.) Telephone to ask
support before a hearing or floor vote; to ask for
help with legislative colleagues; and to convey
urgent local concern. Judge how far to pursue by
the reaction. Remember that it is more difficult for
a legislator to temporize in a conversation than by
letter.
Letters, Letters, Letters
These are the chief fuel that powers any legislative
vehicle. They are read. They elicit responses.
They represent votes. (Each letter writer is deemed
to represent several like-minded if less highly
motivated constituents.) Letters may be formal or
informal, typewritten or handwritten. They should
59
Trustee TOOT Kit for Library Leadership
How to Write to 6egislators and the Governor
1. Address the letter and envelope as follows
The Honorable John/Jane Doe
United States Senate
U.S. Senate Office Building
Washington, DC 20510
Salutation/Closing:
Dear Senator Doe:
Sincerely yours, (or) Very truly yours,
The Honorable John/Jane Doe
House of Representatives
House Office Building
Washington, DC 20515
The Honorable John/Jane Doe
Governor of California
State Capitol
Sacramento, CA 95814
The Honorable John/Jane Doe
California State Assembly
State Capitol
Sacramento, CA 95814
Dear Mr. /Ms. Doe:
Very truly yours,
Dear Governor Doe:
Respectfully yours, (or) Very truly yours,
Dear Assemblyman/woman Doe
Sincerely yours, (or) Very truly yours,
The Honorable John/Jane Doe Dear Senator Doe:
California State Senate
State Capitol Sincerely yours, (or) Very truly yours,
Sacramento, CA 95814
Letters may also be sent to a legislator's local or district office
2. Cite bill by number and subject
I write in support of... I urge you to sign...
Senate Bill 000 ... Senator Doe's bill SB 000...
for public library funding. for state aid for libraries.
3. Give personal or local interest:
Inability to obtain books, visit library, further studies, etc.
Losses in local library services, hours, outlets, staff, etc.
Reduction in local library budget or revenue; future prospects.
Importance you attribute to library services.
4. Explain one or more benefits of the bill:
Would restore lost revenues; prevent further reduction.
Would restore reduced services (hours, branches, etc.); prevent further reductions.
Would guarantee a basic level of library services to your community.
Would result in state assuming its appropriate share of cost.
Would prevent local city council or board of supervisors from (further) slighting the library.
Would encourage (make possible for) local government to operate library adequately.
Would utilize limited public funds for a high priority public service.
(Reprinted by the permission of the California Library Association)
60
Chapter 9. Library Advocacy
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61
Trustee Taol Kit for Library Leadership
How a Bill in U.S. Congress Becomes Law
House
H.R.100
Introduced
Referred to
Full Committee
Subcommittee
Hearings
Full Committee
Reports H.R. 100
to House
H. R. 100 Amended
Passed
Markup
Hearings
~- -~
/ \
/ \
/ y
J~. -'L
Conference
..
Conference Report
Agreed to
White House
Act Signed into
Public Law
Senate
S. 6789
Introduced
Referred to
Full Committee
Subcommittee
Markup
Full Committee
Reports S. 6789
to Senate
S. 6789 Amended
Passed...Then H.R. 100
Amended to Equal S. 6789
Passed in Lieu
Conference Report
Agreed to
62
e~~~ ~o.
Special Challenges
Today's special challenges for library trustees will library trustee participates. Procedures for
have immediate as well as future major impact on selecting a library director vary. But the
the local library, the community, and libraries involvement of trustees always is important
throughout the state. They are numerous and not
easily resolved. New challenges arise constantly.
A special challenge for trustees and the library,
such as a censorship attack, may come quite
unexpectedly and require a relatively quick but
professional and well-reasoned response.
Trustee Techniques for Meeting
Special Challenges
The problems that are special challenges far
trustees are often new problems. Therefore, there
may be no existing guidelines to follow for
solutions. Some overall guidelines, however, may
be gleaned from the past:
because they are uniquely acquainted with the
library and its operations. They know its needs.
Special library district administrative boards have
the power to act unilaterally, and they select the
library director. Administrative boards in many
charter cities have authority to appoint the library
director. In most of the smaller city libraries, which
are operated under the general law, the library
director serves at the pleasure of the city council or
city manager. County librarians are appointed by
the county administrator or board of supervisors.
Advisory library boards may make
recommendations, which because of their
expertise and experience should be corisidered
especially helpful.
1. Study and become thoroughly familiar with all
aspects of the nature of each challenge
2. Search out all resources and technical
expertise, reliable advice, specific techniques,
and perhaps financial resources
3. Use the systematic planning process and a
professional approach
4. Develop a special public or community
relations program to inform and to mobilize the
support of the community
5. Pursue strong trustee advocacy efforts to
inform and win support from local officials and,
if needed, legislators at the state and national
level
6. Remember that no community and no library
functions in isolation. A trustee needs to be
aware of challenges throughout the state and
be prepared to help meet each.
Selecting a Library Director
Selecting a library director is one of the most
important duties and activities in which a public
For both administrative and advisory library boards,
a change in top library management offers an
opportunity to consider basic questions about the
library and perhaps re-define its operation. For
example: What is and what should be the role of
the library in the community? Has the community
changed and has the library reflected these
changes? What type of library director will help
achieve these goals? These questions should be
answered in writing after discussions among
trustees, interested elected officials and their staff,
and even community representatives. Findings
may show that a change of direction is desirable.
Trustees usually prepare, or collaborate with the
jurisdiction's personnel department in preparing a
job description for a library director, or revising one
already on file with the personnel department. Thi=
job description will reflect the answer to "What type
of library director is needed?" by containing a
description of the job itself and listing of the
minimum requirements and qualifications desired.
The job description is often also the basis for the
preparation of the official "Job Opening
63
Trustee Tool Kit for Library Leadership
Announcement" usually prepared by the city or
county personnel director or administrator.
How widely and intensively to recruit for a library
director is a decision that trustees will make,
recommend, or influence (depending on whether
they are administrative or advisory boards), after
deciding on the desired direction of their library
and, thus, on the type of individual who is needed.
One of the most desirable methods of final
selection is for a formal board composed of
librarians from other areas, and lay persons
(including a trustee representative) to do the final
interviewing and make strong recommendations to
appointing officials. Criteria to be considered in the
selection of the library director may be divided into
at least three categories: personal characteristics,
experience (including business administration), and
education. These categories can be grouped into
an informal checklist.
Trustees who have been involved with the selection
process advise that it is important to remember
that the new library director is the one who will run
the library far many years-not the trustee. The
director needs that combination of confdence,
friendliness, self-discipline, leadership ability, and
vision that will make the library the best possible.
Building a New Library, Remodeling
or Enlarging
Sooner or later, many trustees face the necessity
for additional library space. Or they face a run-
down, antiquated structure not adequate in many
ways. Reasons for building vary. Lack of space,
community growth or other community changes,
outdated structures, or condemnations are the
most frequent reasons. A decision to build usually
lags behind the need.
Of all trustee duties, those involving building of any
kind require: intense deliberations; complex and
extended procedure in securing funds and follow-
through of financial management; extensive
planning and checking on a multitude of vital
details. Any building project, from deliberations to
dedication, requires close and cooperative working
relationships with the library director, local
jurisdiction governing body, and other local officials
and agencies. It requires expert consultants-
legal, planning, financial, architectural, and
construction.
It is important to be sure that at every step the
public is consulted, kept informed, and remains
supportive through a public or community relations
program. To these ends, be sure to publicize the
need for a new or expanded library; the decision to
study the situation; the results of the study; and
especially the recommendations. Not only is a
sizable amount of public money being spent, but an
institution is being created whose value and
service for all people is projected far into the future.
Planning the New Structure
Once there is agreement on the necessity for a
new building, remodeling, or enlargement, sound
planning becomes the key. Development of a
written building program is a primary necessity.
This statement should discuss in some detail what
the new facility must provide, such as the space
required for collections, computer equipment,
seating, office facilities, and meeting rooms, and
access facilities for handicapped users. The
building program will serve as the basis for
architectural plans and for the determination of the
funds that must be raised.
Consultation with the State Library and with
trustees and librarians who have recently been
through the process will provide insight into what is
successful, what options are available for
consideration, and which will be most effective for
your library.
Other Key Trustee Responsibilities
Trustee responsibilities in the construction and
furnishing phases realistically pass to contractors
and a library building consultant. But the library
board always must be in touch with the building
project coordinator and be available for
consultation and advice. Even the final phases of
the project will involve a multitude of decisions and
details, plus final inspection to assure that the work
meets plans and specifications.
Library services may be expanded through a
project remodeling and/or enlarging the existing
library structure. The reasons for such a decision
range from earmarked gifts or endowments,
historical preservation and sentimental
considerations, to the absolute necessity of having
to use what is already in place.
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Chapter 10. Special Challenges
Remodeling is usually more expensive than new
construction and requires particularly careful
planning and expert professional advice. Library
services are usually disrupted during such a
project, which means that the public has to be
informed well in advance of any change and be
reassured constantly.
the local library. The facts are clear. It can happen!
It does happen! It is difficult to develop sound
policies while under fire. What is needed at that
point is quick, capable, unified leadership by library
board, library director, and the governing body,
along with understanding and support of the media
and the community.
Intellectual Freedom
The library trustees have no greater responsibility
in fulfilling their public trust, and have no higher
contribution to make to the principles of freedom of
speech and freedom of thought for every individual,
than to preserve these rights in the local library
they serve. The principles of intellectual freedom
are contained in the First Amendment of the U. S.
Constitution, which affirms all citizens' right to their
own beliefs and expressions. Freedom of speech
and freedom of the press are inseparably tied to
freedom of access to an uncensored spectrum of
ideas and information.
A major test of each trustee's commitment is to
support these freedoms staunchly and stoically in
the face of attack, perhaps well-organized group
pressure, publicity, and local community furor. An
even greater test may come if the trustee is called
upon to defend these freedoms when the books
and materials involved are not in accord with the
trustee's personal beliefs.
Attempts to have specified books or other materials
removed from the library shelves, and/or
restrictions placed on materials selected by the
library are an always-present specter. The Internet
has created a new information platform for public
access and for challenges. To be ready to meet
these challenges, the trustees and library director,
working closely together, need to have carefully
developed policies in place, plus a "freedom to
read" public information program in operation. If
attacks come, they need to be well prepared to
enforce the policies and to resolve the complaint
amicably if possible, but to meet it with a calm and
sustained plan of action that, in the end, will
prevent censorship success.
Warnings cannot be made too strongly against
complacency and against an "It hasn't ... It won't
It can't happen here" attitude just because no
serious censorship attacks have been waged on
The library board and library director together
must: 1)maintain swell-defined materials selection
policy plus a materials selection complaint handling
policy, both of which are sound, fair, easily
understood, and well publicized; 2) make certain
the fully developed procedures are clearly
understood and will be implemented as planned by
all involved, including the library staff; 3) keep the
local governing body, as well as the local news
media, closely attuned to any actions that are
taken and the underlying basic principles involved;
4) keep local community leaders and organizations
informed as well; and with any serious threat, solicit
their strong and publicized support; 5) know where
to turn for additional information and support; 6)
quickly utilize all forces to assist if a serious
censorship problem arises.
The sources of information and support include the
California State Library, the active Intellectual
Freedom Committee of the California Library
Association (call the headquarters office of the
California Library Association), and the American
Library Association Office of Intellectual Freedom.
Special Fund Raising
Library uses of special funding are varied. These
funds provide materials and equipment that the
library otherwise could not purchase from its
budget. They support special projects. They
facilitate promotional, educational, and cultural
activities. They even make possible building,
remodeling, or enlarging the library structure.
The sources of non-government funding for
libraries are varied. They include: Friends of the
Library, local library foundations; legacies;
endowments; memorials and gifts; corporate,
educational, and private foundation grants and/or
support; as well as civic organization, service club,
and individual gifts and support of various types.
The fund raising methods are varied as well,
ranging even to library "Gift Catalogs' circulated to
65
Trustee Tool Kit for Library Leadership
possible contributors to show materials and equip-
ment on the library's "wish list" and cost of each.
Tapping sources of library funding beyond the
revenue provided by government sources is not
always easy for library trustees. It requires
specialized knowledge and organization to be
effective. There is considerable professionally
directed competition for much of the potential
funding.
There are frequent training workshops on writing
grant applications available to trustees, both locally
and regionally in California. They are provided by
private, governmental, or state organizations.
Contact your library director for more information
on such workshops.
The Library of California
For twenty years, Californians have explored the
concept of multitype library networking through
demonstration projects, studies, task forces, and
grants. The early pilot projects proved that all
California libraries could, and would, share
resources that would be valuable to people. But
early planning efforts to achieve multitype library
networking on an ongoing basis proved that it
would be a monumental challenge to create a
program that could address the priorities and
respect the differences among California libraries.
The knowledge and the statewide momentum exist
right now for multitype library networking (resource
sharing across all types of libraries including
private and business libraries) for the benefit of
every Californian. This is a big step beyond the
present resource sharing which exists primarily
between public libraries through the existing
cooperative library systems of the state.
A consensus-based planning process begun in
1989, which ultimately involved thousands of
California librarians and library supporters over a
seven-year period, finally succeeded in defining the
multitype library network plan to the general
satisfaction of the library community. Led by the
125-person California Library Networking Task
Force, the plan is now known as "The Library of
California :' It would give people access to billions
of dollars worth of library and information
resources by:
Linking the 8,000 libraries of California electroni-
cally
• Supporting the access to information and
collections for each Californian, from all Califor-
nia libraries (college, corporate, hospital,
institutional, law, public, research, school,
special, and university)
• Expanding the statewide resource pool in
response to California's needs and priorities
Library trustees are encouraged to secure
additional information concerning the Library of
California and the status of implementation efforts
from the California Library Association and the
State Library.
The network plan will link all 8,000 libraries
statewide for resource-sharing purposes: "one
Iibrary...8,000 doors:' That is not to say it will be
easy. However, it is to say that the concept merits
every library trustee's full consideration and
involvement now and in the future.
Technological Advances Changing
Libraries
No era has posed a greater challenge to trustees in
guiding a library's direction than does this present
era of new technological developments. To move
with a speed even relatively close to the speed of
the communications revolution now underway, the
library faces: 1)decision-making about complex
and expensive equipment; 2) keeping local officials
informed about the potentials for expanded
community services which the technological
innovations offer and apprised of justifiable cost/
benefit ratios; 3) educating both the users and
nonusers about the new library services.
Library trustees need to be in the forefront, helping
shape the change, bringing it about, letting the
budget-makers and the community know what a
complete information center the library is, and how
deserving it is of their strong support.
Eliminating Barriers Between
People and Library Services
Although strides have been made by libraries
across the state to eliminate physical barriers for
people with disabilities who need and wish to use
libraries, too many of these physical, language,
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Chapter 10. Special Challenges
cultural and other barriers still exist. They pose a
special challenge for library trustees. Many are still
not familiar with Title 24, Sec 504 and the
Americans with Disabilities Act (Federal law
requiring access to public buildings).
Passage of the Americans with Disabilities Act of
1990 underscores the necessity of removing those
barriers. Title II of the Act requires
nondiscrimination in state and local government
services (including library services) and
employment. No qualified individual with a
disability shall, on the basis of the disability, be
excluded from participation in or be denied the
benefits of the services, programs, or activities of a
public entity, or be subjected to discrimination by
any public entity. The public entity can avoid
compliance only if it will result in documented
"undue hardship." All new library facilities that
began construction on or after January 25, 1992
must be accessible. Newly remodeled buildings or
parts of buildings shall be made accessible to the
"maximum' extent feasible. But whether or not the
building per se is accessible, the service or
program when viewed in its entirety, must be
readily accessible to individuals with disabilities.
Californians include non-English-speaking people
hungry to use the library to become familiar with
the English language and with the culture of their
adopted country-yet also hungry, as is natural, to
read in their native language and to keep their
children from losing complete touch with the culture
of their ancestors.
Californians include people who are functionally
illiterate and school drop-outs struggling to break
the bonds of reading limitations. Then there are
the senior citizens who are often too proud and too
hesitant to ask for help. Some do not have a
disability, but nevertheless have problems of limited
vision, hearing, mobility, and perhaps even
limitations of formal education and knowledge of
how to use a library. Many people with disabilities
do not attempt to use the library because previous
experiences have caused them to turn away. There
are those who would use the library but physically
cannot get there-those who are homebound or
are institutionalized.
Some sense of the challenge to serve these
special users adequately may be ascertained by
nothing more than a simple walk through the library
as though wearing someone else's shoes, in order
to evaluate how signs, interior arrangement, and
building design help or hinder users. To give
examples: What may seem a logically laid out
library for an able-bodied person may present
almost insurmountable barriers for a library user in
a wheelchair, a person using a walker, or one who
is unsteady with a cane. The top rows of self-
service stacks may be higher than someone in a
wheelchair can reach, with aisles between the
stacks too narrow for operating a wheelchair. Or
with two hands required for the walker or one hand
required for a cane, how can the books be carried
to the check-out desk?
Involving Local Libraries in
California Literacy Programs
Although reduction of illiteracy is closely related to
the removal of barriers for using local library
services, it merits focus in this chapter because of:
1) the scope of the problems; 2) its pervasive
impact on individuals and their communities; 3) the
special challenge to set prisoners of illiteracy free
through a concerted California Literacy Campaign
and the Families for Literacy Program that have
been taken up by California libraries, underthe
leadership of the State Library.
The special challenge for local library trustees is to:
1) evaluate the problem in their own locale and, in
cooperation with the library director, determine
specific ways the trustees and the library can take
a community leadership role as part of the
California Literacy Campaign; 2) stress the value
of a literacy program in their community to mobilize
support, with special attention to the role of local
government, schools, non-library agencies,
organizations, and individuals as volunteers; 3)
keep themselves and their community informed
about the California Alliance for Literacy; 4) keep
their state legislators informed as to how the state
funding for the literacy program is serving their
local community.
Additional Special Challenges
It would be impossible in this chapter to identify all
special challenges or techniques for coping with
each because of their number and changing
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Trustee Tool Kit for Library Leadership
nature. But a review listing of some additional
challenges to foster thinking would include: getting
the state legislature to view library support as a
state priority (for example, several components in
the California Library Services Act never have
been funded); securing strong Presidential and
Congressional support for the federal Library
Services and Technology Act; the growing
privatization of government information; the
seemingly anti-intellectual movements which are
on the increase; the closure of many school
libraries with a resultant heavier demand on public
libraries; the increase in unattended children and
youth in libraries; and coping with problem patrons
(such as, disruptive, homeless, angry, emotionally
disturbed) while protecting all user rights.
68
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Helpful Organizations
This chapter lists and briefly describes some of the
state and national organizations that can provide
additional information and support for trustees and
commissioners. Note that many of these
organizations and resources are available using
the Internet. Some of these web site locations are
included in this chapter. If you need additional
information regarding web sites or the Internet,
contact your library director or reference desk.
Library trustees interested in doing an effective job
will recognize the value of constantly widening their
working knowledge of regional, state, and national
library organizations, plus the support resources
these organizations provide. Local libraries are
impacted by numerous farces outside their local
jurisdiction, and these state and national
organizations can help keep such forces in sharper
focus. Membership in these organizations can also
provide access to networks of knowledgeable and
like-minded persons to make possible the sharing
of problem solutions, innovative new ideas, and
current resource information. They also can
strengthen the library support that comes through
unity of efforts. Trustees should make it a point to
become familiar with organizations and resources
that are available to them. Some of the resources
include the following:
State and national organizations that are
actively involved and working cooperatively in
the interest of libraries and their constantly
improved services for all the people.
2. Reports on trends and impact forces affecting
libraries; current funding and grant sources,
plus future library funding outlook; special
surveys; consultative assistance; publications;
conferences, seminars, workshops, and other
educational opportunities.
3. Personal membership in library support
organizations and specific trustee associations
at both the state and national level.
There are groups designed especially for trustees
within the major state and national library
organizations that provide a structured framework
for communication, interaction, and cooperative
efforts. By participating, trustees are able to
communicate with their counterparts from other
areas, and become familiar with common problems
and solutions, as well as benefit from the value of
joint actions.
Trustees may be hesitant about memberships in
professional groups because they may feel the
leadership is composed primarily of librarians.
However, one of the many attributes a trustee
needs to cultivate is the conviction that trustees are
professionals too! One of the values of
membership in the professional associations is the
interchange between librarians and trustees, with
mutual respect engendered by the contributions
and collaborative efforts of each.
Organizations at the State Level
There are a number of library organizations within
California that are of importance to trustees and
libraries and which can be of significant assistance
to both. To discuss all such organizations here in
full detail would be almost a book in itself; hence,
the following listing is limited to those with whom
the library trustee will most generally work. It
focuses on the activities of these organizations
most related to local library trustee interests, of
necessity omitting a full presentation of their other
activities.
California State Library (CSL)
Established by the first California legislature in
1850, the California State Library is a resource for
all California library trustees and libraries. The
State Library takes a leadership role; is a clearing
house for information, research, focal point for
action; is a stimulator, coordinator, and expediter of
library activities throughout the state.
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Trustee Tool Kit for Library Leadership
Service Mission: The State Library is California's
public research library that helps a diverse people,
their governments and their libraries meet their
knowledge and information needs.
Organization and Activities: To fulf II this mission,
the State Library employs the following strategies:
provide quality information services; collect,
preserve and promote the state's resources;
redesign public library service; and ensure a
productive work force. Under California law, the
State Library generally is responsible for assisting
all state and local library authorities to assume
their full responsibility for serving their users.
Its programs include: administering state and
federal fnancial aid programs to public libraries;
providing consulting and interlibrary loan services
to local libraries; administering the California
Literacy Campaign; providing library services to the
state legislature, state agencies, and the governor;
offering special client services to disadvantaged
and handicapped citizens, including books for the
blind and physically handicapped; collecting and
preserving library materials on California and the
West. (Refer to the California Library Directory for
a full report on activities, specific services, and
collection locations, as well as staff personnel,
offce addresses, and phone numbers.)
State Librarian of California: The State Librarian,
who is appointed by the Governor, administers the
State Library; serves as Chief Executive of the
California Library Services Board (created by the
California Library Services Act), with responsibility
for administering state CLSA funds for public
library resource sharing; has responsibility for
awarding federal Library Services and Technology
Act funds for library services and resource sharing
services in California; and administers the
California Literacy Campaign.
The State Librarian of California serves as advisor
and/or consultant for numerous statewide library
related membership organizations. He or she is a
frequent participant and speaker at conferences,
workshops, and meetings throughout the state
before library trustee groups, as well as groups
representing a variety of concerns and types of
library service.
California State Library
PO Box 942837
Sacramento, CA 94237-0001
Web site: http://www.library.ca.gov
California Association of Library Trustees
and Commissioners (CALTAC)
The purposes of CALTAC are several:
• To promote interest in the development of
effective library service.
• To provide library trustees and commissioners
the opportunity of working together on concerns
important to all libraries in California.
To educate trustees and commissioners to
better carry out their duties and responsibilities.
• To help unify library action in the state by
cooperating with the programs of the California
Library Association and the California State
Library.
Membership is defined in the CALTAC bylaws as:
Voting membership in CALTAC is open
to every one who is or has been a
trustee, commissioner, or system
advisory board member of any library
system in California. Non-voting
Associate memberships are available to
librarians, Friends, and any interested
person or institutions who wish to
support CALTAC's purposes and receive
publications.
Library board members should join the California
Association of Library Trustees and
Commissioners and be actively involved with their
professional trustee organization for several
reasons: to keep up-to-date and well informed on
library matters of concern to them as trustees
responsible for promoting good library service in
their community; to add to their effectiveness
during their term of offce; to make possible, after
their terms of office have ended, the sharing of
their experience and their expertise as trustees,
and their continuing participation in and support of
library activities.
As the professional trustee association since 1986,
CALTAC needs the active participation of all
California public library and system advisory board
members, both past and present, in order to: utilize
their leadership abilities; learn from and share their
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Chapter 11. Helpful Organizations
expertise with trustees and others actively
supporting libraries; and to strengthen, through
unity, the voice of library advocates.
CALTAC offers:
• Regional workshops for continuing trustee
education.
• Trustee Tool Kit For Library Leadership.
• Awards program recognizing outstanding
contributions by individuals and organizations to
library support. The honors are announced at
the CALTAC annual meeting awards luncheon
program.
• Publication of a quarterly newsletter,
CALTACTICS.
• Participation in CLA committees and annual
conferences.
• Participation in CLA annual Legislative Day in
Sacramento.
• Production and distribution of "Support Your
Library" lapel buttons. These provide a visible
symbol when groups of library supporters gather
as library advocates.
For information, see the CALTAC listing in the
California Library Directory.
California Library Association (CLA)
The California Library Association actively works to
develop, promote, and improve libraries and
librarianship in California. CLA is an excellent
networking organization, offering many ways to
make new contacts and share information with
other members. CLA has over 2,400 personal
members associated with academic, public,
government, medical, religious, and special
libraries. Their members include librarians, library
employees, library students, Friends, trustees, and
citizens. CLA is also supported by business
members who supply products and services to
libraries. Institutional members comprise libraries
whose makeup is as diverse as our personal
membership.
Special interest groups in CLA are called sections
and round tables. A section is a large,
broad-based group made up of at least 150 CLA
members. Sections are concerned with types of
libraries or activities. Round tables are smaller
than sections (at least 20 CLA members) and are
organized around specific interests. The Trustees
and Commissioners Round Table enables
commissioners and trustees of library boards to
confer, plan, and discuss issues among
themselves and to develop legislative strategies.
For CLA membership and information:
California Library Association
717 K St., Suite 300
Sacramento, CA 95814
(916)447-8394
Web site: http://www.cla-net.org
Friends of California Libraries (FCL)
The Friends of California Libraries is the state
organization of local Friends of the Library groups.
It works cooperatively with the State Library,
CALTAC, CLA, and other state and national
organizations interested in supporting libraries and
library services. Any organized group of Friends of
any California library whose members act as
citizen-supporters of that library is eligible for FCL
membership.
FCL Mission: To enhance library services by
providing effective leadership through advocacy,
education and the dissemination of information to
encourage community support for California
Libraries. Among its purposes are:
• To assist and aid those citizen-groups organized
to cultivate citizen interest, support and under-
standing of library services and needs in Califor-
nia.
• To encourage the organizing of such groups and
to recommend ways of correlating and develop-
ing their interest in libraries in California.
• To encourage the development of adequate
library services to all citizens of California.
• To cooperate with educational, professional, and
civic organizations to this end.
Contact Friends of the Library at:
FRIENDS of California Libraries
1980 Washington Street, No. 107
San Francisco, CA 94109-2930
Organizations at the National 6eve1
There are a number of national library related
organizations that are of importance to trustees
and libraries and which can be of significant
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Trustee Tool Kit for Library Leadership
assistance. However, the following list is limited to
those with whom the library trustee will most
generally have contact and focuses on those
activities most related to local library trustee interests.
American Library Association (ALA)
The American Library Association (ALA) is the
major national library association. Its members
include libraries, librarians, library trustees, and
other interested persons. The mission of the
American Library Association is to provide
leadership for the development, promotion, and
improvement of library and information services,
and the profession of librarianship in order to
enhance learning and ensure access to information
for all.
The American Library Association, founded in
1876, is the oldest and largest national library
association in the world. Its concern spans all
types of libraries: state, public, school, and
academic libraries; special libraries serving
persons in government, commerce and industry,
the arts, the armed services, hospitals, prisons,
and other institutions. With a membership of
libraries, librarians, library trustees, and other
interested persons from every state and many
countries of the world, the association is the chief
advocate for the people of the United States in their
search for the highest quality of library and
information services. The Association maintains a
close working relationship with more than 70 other
library associations in the United States, Canada,
and other countries, and it works closely with many
other organizations concerned with education,
research, cultural development, recreation, and
public service.
ALA committees vary from year to year and are
appointed by the president. These committees are
responsible for areas affecting all library and
Association concerns. The division within ALA that
focuses on the interests of trustees is the American
Library Trustees Association. However, other ALA
groups such as the Library Administration and
Management Association (LAMA), the Public
Library Association (PLA), and numerous others
provide cooperative support.
For additional ALA information, contact:
ALA
50 E. Huron Street
Chicago, IL 60611-2795
Web site: http://www.ala.org
American Library Trustee Association
(ALTA)
The American Library Trustee Association (ALTA)
is the division within the American Library
Association dedicated to the concerns of library
trustees. It is the only national organization for
library trustees. Membership is open to trustees
from all types of libraries, librarians, libraries as
institutions, and Friends of Libraries, but most of
the members are public library trustees. The
California Association of Library Trustees and
Commissioners (CALTAC) maintains amember-
liaison working relationship with ALTA, and
CALTAC urges its members also to become
members of ALTA.
The American Library Trustee Association is
interested in the development of effective library
service for all people in all types of communities
and in all types of libraries. ALTA recognizes that
responsibility for professional action in some fields
has been assigned to other divisions of ALA; its
specific responsibilities as a division, therefore, are:
1. A continuing and comprehensive educational
program to enable library trustees to discharge
their responsibilities in a manner best fitted to
benefit the public and the libraries they
represent.
2. Continuous study and review of the activities of
library trustees.
3. Cooperation with other units within ALA
concerning their activities relating to trustees.
4. Encouraging participation of trustees in other
appropriate divisions of ALA.
5. Representation and interpretation of the
activities of library trustees in contacts outside
the library profession, particularly with national
organizations and governmental agencies.
6. Promotion of strong state and regional trustee
organizations.
7. Efforts to secure and support adequate library
funding.
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Chapter 11. Helpful Organizations
8. Promulgation and dissemination of
recommended library policy.
9. Assuring equal access of information to all
segments of the population.
10. Encouraging participation of trustees in
trustee/library activities, at local, state, regional
and national levels.
Organization and Activities: ALTA holds an annual
membership meeting, operates through a board of
directors, and has a number of specific subject
committees including awards, education of
trustees, intellectual freedom, legislation, and
liaison with Leagues of Municipalities and
Associations of Counties. (Refer to the current
American Library Association Handbook for ALTA
officers, committee members, and how to contact
them.) ALTA's official publication is the Trustee
Voice (four issues a year), which is free to
members; not available by subscription. There are
many materials to assist library trustees (write for
Checklist of Materials).
White House Conference on Library and
Information ServicesTaskforce (WHCLIST)
The White House Conference on Library and
Information Services Taskforce works with people
and groups interested in promoting the goals of the
1979 and 1991 White House Conferences on
Library and Information Services. An advocacy
organization, its purpose is to serve as a voice and
active advocate, helping patrons and libraries to
accomplish their missions. It is an independent
association formed by conference delegates
following the White House Conference. WHCLIST
has regional representatives across the country
and issues the newsletter, WHCLIST Reporter.
This national grassroots organization is "dedicated
to improving library and information services,
including support for White House Conference
resolutions, by educating and listening to the public
about library issues, and by developing plans and
enlisting support for future national library forums:'
For information, membership, and publications,
contact:
American Library Trustee Association
American Library Association
50 East Huron Street
Chicago, IL 60611-2795
Phone: (312) 280-2161
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Trustee Tool Kit for Library Leadership
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Library Bill of Rights
The American Library Association off rms that all
libraries are forums for information and ideas, and
that the following basic policies should guide their
services.
1. Books and other library resources should be
provided for the interest, information, and
enlightenment of all people of the community
the library services. Materials should not be
excluded because of the origin, background, or
views of those contributing to their creation.
2. Libraries should provide materials and
information presenting all points of view on
current and historic issues. Materials should
not be proscribed or removed because of
partisan or doctrinal disapproval.
3. Libraries should challenge censorship in the
fulfillment of their responsibility to provide
information and enlightenment.
4. Libraries should cooperate with all persons and
groups concerned with residing abridgment of
free expression and free access to ideas.
5. A person's right to use a library should not be
denied or abridged because of origin, age,
background, or views.
6. Libraries that make exhibit spaces and meeting
rooms available to the public they serve should
make such facilities available on an equitable
basis, regardless of the beliefs or affiliations of
individuals or groups requesting their use.
Adopted June 18, 1948
Amended February 2, 1961; and January 23, 1980,
reaffirmed January 23,1996
by the ALA Council
There have been a series of interpretations of the
Bill of Rights. These are listed below. Far
additional information use the Internet ALA web
pages, consult your library director, or the CLA
Intellectual Freedom Handbook.
• Access for Children and Young People to
Videotapes and other Nonprint Formats.
Adopted June 28, 1989, by the ALA Council;
(the quotation from Free Access to Libraries for
Minors was changed after Council adopted the
July 3, 1991 revision of that Interpretation).
• Access to Electronic Information, Services, and
Networks. Adopted by the ALA Council, Janu-
ary 24, 1996.
• Access to Library Resources and Services
Regardless of Gender or Sexual Orientation.
Adopted by the ALA Council, June 30, 1993.
• Challenged Materials. Adopted June 25, 1971;
amended July 1, 1981; amended January 10,
1990, by the ALA Council.
• Diversity in Collection Development. Adopted
July 14, 1982; amended January 10, 1990, by
the ALA Council.
• Economic Barriers to Information Access.
Adopted by the ALA Council, June 30, 1993.
• Evaluating Library Collections. Adopted Febru-
ary 2, 1973; amended July 1, 1981, by the ALA
Council.
• Exhibit Spaces and Bulletin Boards. Adopted
July 2, 1991, by the ALA Council.
• Expurgation of Library Materials. Adopted
February 2, 1973; amended July 1, 1981;
amended January 10, 1990, by the ALA Council.
• Free Access to Libraries far Minors. Adopted
June 30, 1972; amended July 1, 1981; July 3,
1991, by the ALA Council.
• Library Initiated Programs as a Resource.
Adopted January 27, 1982. Amended June 26,
1990, by the ALA Council.
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Appendix A Library Bill of Rights
• Meeting Rooms. Adopted July 2, 1991, by the
ALA Council.
• Restricted Access to Library Materials. Adopted
February 2, 1973; amended July 1, 1981; July 3
1991, by the ALA Council.
• Statement on Labeling. Adopted July 13, 1951.
Amended June 25, 1971; July 1, 1981; June 26,
1990, by the ALA Council.
• The Universal Right to Free Expression.
Adopted by the ALA Council, January 16, 1991.
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Trustee TOOT Kit for Library Leadership
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AI.A Resolution on Filtering
Resolution On the Use of Filtering
Software in Libraries
WHEREAS, on June 26, 1997, the United States
Supreme Court issued a sweeping re-affirmation of
core First Amendment principles and held that
communications over the Internet deserve the
highest level of Constitutional protection; and
WHEREAS, The Court's most fundamental holding
is that communications on the Internet deserve the
same level of Constitutional protection as books,
magazines, newspapers, and speakers on a street
comer soapbox. The Court found that the Internet
"constitutes a vast platform from which to address
and hear from aworld-wide audience of millions of
readers, viewers, researchers, and buyers;' and
that "any person with a phone line can become a
town crier with a voice that resonates farther than it
could from any soapbox", and
WHEREAS, For libraries, the most critical holding
of the Supreme Court is that libraries that make
content available on the Internet can continue to do
so with the same Constitutional protections that
apply to the books on library shelves; and
WHEREAS, The Court's conclusion that "the vast
democratic fora of the Internet" merit full
constitutional protection will also serve to protect
libraries that provide their patrons with access to
the Internet; and
WHEREAS, The Court recognized the importance
of enabling individuals to receive speech from the
entire world and to speak to the entire world.
Libraries provide those opportunities to many who
would not otherwise have them; and
WHEREAS, The Supreme Court's decision will
protect that access; and
WHEREAS, The use in libraries of software filters
which block Constitutionally protected speech is
inconsistent with the United States Constitution
and federal law and may lead to legal exposure for
the library and its governing authorities; now,
therefore, be it
Adopted by the ALA Council, July 2 1997
RESOLVED, That the American Library Association
affirms that the use of filtering software by libraries
to block access to constitutionally protected
speech violates the Library Bill of Rights.
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