Effective Strategies for Strengthening Library Board-Director Partnership

MAKE THE LIBRARY BOARD WORK FOR YOU Patricia Pavlak/Pat Tumulty New Jersey Library Trustee Association

The library board is appointed to work with the library director. When this partnership works well, the library benefits. When this partnership is strained, the library suffers. How can you ensure that the partnership between the library director and library board is healthy?

Keys to success Collaborate Communicate Cultivate

Collaborate with trustees. The library board is charged with specific legal responsibilities. Know, understand and respect what these legal responsibilities are. Make sure the trustees know what their responsibilities are. Work with the board to ensure that bylaws are up to date and written so the board functions the way the library needs it to function - rules, agendas, committees etc.

Encourage trustees to pursue continuing education. Ensure that trustees have the tools they need to succeed. Educate trustees about the resources available to help them do their job.

Valuable resources NJLTA membership Monthly trustee check in:cosponsored by NJLTA and the State Library Past programs available on State Library website United for Libraries training on State Library website

Resources for trustees ( and directors!) New Jersey Library Trustee Association New Jersey State Library New Jersey Library Association New Jersey Library Statutes Manual for New Jersey Public Library Trustees

Shared responsibilities- the budget The library director provides the library board with monthly expenditure reports. After review by the board treasurer, the board approves payment of bills. Maintain a reserve fund for unexpected emergencies. Evaluate the operating budget to determine if it s sufficient to maintain the level of service you want your library to provide. Identify emerging issues or material needs that will have to be addressed in the next budget.

Shared responsibilities- policies and procedure The library board develops, reviews, revises and approves the policies that govern the library. Policy supports the goals, objectives and the mission of the library. Policy is developed by the board and the library director. The director establishes procedures that reflect and implement the policies set by the board. Policies should be reviewed periodically and revised if necessary.

Shared responsibilities - strategic planning The library board, with the director, establishes both a short and long term strategic plan to help the library achieve its goals and fulfill its mission statement. Where is the library now? Where do you want to be in the future? How will you get there? How does this impact your staffing needs and the budget? What is the library s role in the community? What s happening in your community that might impact the library?

The Library Director It is the responsibility of the library board to recruit, appoint, monitor and evaluate the library director. The library director is the only employee the board is directly responsible for. The library director reports directly to the board. The board monitors the director and his/her operation of the library. The director s performance should be reviewed on an annual basis. Any suggestions for improvement should be in writing and reviewed periodically.

Monthly board meeting The format and order of the meeting may vary, but should include: Open public meeting statement Approval of minutes Board president s report Director s report Financial report and approval of bills Committee reports Old/new business Public comments

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

Communication is vital Be the clear voice for the library and its needs. Reach out to specific trustees as necessary. Anticipate problems and propose solutions. Offer background and information. No one likes surprises. Don t be afraid to disagree. Advocate for what you think the library needs - you are the professional

Lessons from COVID-19 Communication between board President and library director is crucial. Updating staff, the board and the public on changing policies and procedures will prevent uncertainty and make the library s position clear. It s imperative the library director and the library board are aware of legislation affecting libraries. Stay up to date through NJLTA, NJLA and the State Library.

Cultivate relationships Become familiar with your trustees. Each trustee brings specific skills and knowledge to the position. Work with the board president to match trustees with committees aligned with these skills and interests. Tap skills that could be useful - public relations, community outreach, strategic planning, financial experience.

Cultivate relationships Trustees will be more engaged when they feel comfortable. Identify community connections. Define unique perspectives. Encourage trustees to share their thoughts and ideas. Work together to advance the mission of the library.

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

Problems with trustees Conflict of interest Personal agenda Lack of preparation for meetings Poor attendance at meetings Inappropriate interactions with staff Inability to work with others Different view of library s goals and mission Interference in director s job

Keys to success Collaborate Communicate Cultivate

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