MT. ANGEL PUBLIC LIBRARY ADVISORY BOARD AGENDA 290 East Charles Street – Community Room Wednesday, January 15, 2020 Mt. Angel Community Meeting Room is handicapped accessible. If special accommodations are required please contact City Hall at least one business day in advance at 503-845-9291. Hearing Impaired may call TTY (800) 648—3458. Interpretive services may be available with sufficient prior notice of need. 6:30pm REGULAR MEETING 1. Call to Order 2. Approval of Minutes 3. Chair Report 4. Library Director’s Report a. Statistics b. Updates on ongoing and new projects c. Upcoming Events 5. Committee Reports 6. Old Business a. Review EDGE Initiative Progress b. Review Oregon Library Association Public Library Standards i. Section 4: Services and Programs Standards ii. Section 5: Technology Standards c. Library Advisory Board training: Short Takes for Trustees #1 What It Means To Be a Trustee & #2 Board Meetings—discussion/questions 7. New Business a. Community Focus Groups b. Suggestion Box placement c. Library Advisory Board training: Short Takes for Trustees #3 Board Ethics & #4 Library Advocacy 8. Public Presentations 9. Adjournment Next Meeting Date: Wednesday, Feb. 19, 2020
Transcript
MT. ANGEL PUBLIC LIBRARY ADVISORY BOARD AGENDA 290 East Charles Street – Community Room
Wednesday, January 15, 2020
Mt. Angel Community Meeting Room is handicapped accessible. If special accommodations are required please contact City Hall at least one business day in advance at 503-845-9291. Hearing Impaired may call TTY (800) 648—3458. Interpretive services may be available with sufficient prior notice of need.
6:30pm REGULAR MEETING 1. Call to Order
2. Approval of Minutes
3. Chair Report
4. Library Director’s Report
a. Statistics
b. Updates on ongoing and new projects
c. Upcoming Events
5. Committee Reports
6. Old Business
a. Review EDGE Initiative Progress
b. Review Oregon Library Association Public Library Standards
i. Section 4: Services and Programs Standards
ii. Section 5: Technology Standards
c. Library Advisory Board training: Short Takes for Trustees #1 What It Means To Be a
Trustee & #2 Board Meetings—discussion/questions
7. New Business
a. Community Focus Groups
b. Suggestion Box placement
c. Library Advisory Board training: Short Takes for Trustees #3 Board Ethics & #4 Library
Advocacy
8. Public Presentations
9. Adjournment
Next Meeting Date: Wednesday, Feb. 19, 2020
MT. ANGEL PUBLIC LIBRARY ADVISORY BOARD MINUTES 290 East Charles Street – Community Room
Wednesday, October 30, 2019
Mt. Angel Community Meeting Room is handicapped accessible. If special accommodations are required please contact City Hall at least one business day in advance at 503-845-9291. Hearing Impaired may call TTY (800) 648—3458. Interpretive services may be available with sufficient prior notice of need.
6:30pm REGULAR MEETING 1. Call to Order: The meeting was called to order at 6:34pm by Chair Robert Kister.
Advisory Board Members Present: Sharon Otte, Linda Benz, Robert Kister Absent: Shari Riedman, 1 Vacant position Staff Present: Jackie Mills, Library Director Guests Present: Heather Sowa A quorum being present, the meeting was duly convened and proceeded to business.
2. Approval of Minutes: MSP to approve the minutes for May 22, 2019 as amended.
3. Chair Report: The Library Advisory Board is still lacking a member. Interested Mt. Angel citizens may apply online on the City of Mt. Angel website or in person at City Hall.
4. Library Director’s Report—Jackie asked the LAB if they would like to receive the monthly reports
that she submits to the City Council in order to stay abreast of current happenings at the Library. The LAB thought that would be an excellent way to know what is going on, to be able to speak to the public who may have questions, and to ask questions of the Library Director in a timely manner. Jackie will begin emailing these to the LAB members in December.
a. Statistics/State Report: The statistics for FY2018-19 and the first three months of FY 2019-20 were reviewed, as well as the statistics for Tuesday’s Self-Service hours (9-11am), Thursday’s evening hours (5-8pm) and Saturday’s adjusted hours (12-5pm) that began on Sept. 1, 2019. The public is very pleased with the additional hours and patronage has increased for each period. New statistics that are being tracked include Wi-Fi usage (from a device purchased in July), Cultural Passes checked out, and home deliveries. The LAB also reviewed Mt. Angel’s 2019 Oregon Public Library Statistical Report that was submitted to the State Library in September. It was noted how detailed and specific the required statistics are. Virtually every area tracked has either stayed the same or increased. Jackie noted that next year the open hours will increase by 6 hours per week, a jump of over 20%.
b. Summer Reading Program: The statistical summary for the 2019 Summer Reading Program was reviewed. The program was 2 weeks longer this year (10 weeks) so all categories increased with the exception of “Total Registered” which dropped by 3, from 384 to 381. The number of programs increased from 22 to 53, and attendance at programs increased from 762 to 1130. The SRP Survey results were also reviewed. It was noted that one of the requests is for more adult prizes next year.
c. Staffing update: Eleanor Arnett was hired in June as our new Youth Services Coordinator. Matt Carmichael submitted his resignation in August. Beverly Bowen was hired in September. Four young adults from the Community Transition Program for post-high school graduates with special needs have begun volunteering at the library each week in order to help them prepare to enter the workplace.
d. Updates on ongoing and new projects: • The Home Delivery program was started in June. We have one patron at the Mt.
Angel Towers and four at the Providence Benedictine Nursing Center receiving
Mt. Angel Community Meeting Room is handicapped accessible. If special accommodations are required please contact City Hall at least one business day in advance at 503-845-9291. Hearing Impaired may call TTY (800) 648—3458. Interpretive services may be available with sufficient prior notice of need.
monthly deliveries. Brochures were distributed to Meals on Wheels recipients, but so far no one from the community has taken advantage of this new program.
• As stated above, new library hours were implemented on Sept. 1, 2019, with Self-Service hours on Tuesday mornings from 9-11, increased evening hours on Thursdays from 5-8, and adjusted/increased hours on Saturdays from 12-5.
• The Library participated in the city’s Fourth of July parade for the first time, and had booths at National Night Out and DirectLink's Member Appreciation Day.
• The new computers for the public are purchased and installed. • Banned Books Week was celebrated in September. Jackie was interviewed for an
article in the Portland Tribune that was also published in the Statesman Journal and the Woodburn Independent. She also appeared on an OPR radio segment.
• Ellie attended the PAC meeting in October at St. Mary’s Elementary to promote the Library’s programs and Spanish language materials.
• Two outside library doors were painted by Keith Teem and Jim Kosel in August. • Family Science Night in September was well attended. It was a program made
possible by the Leap Into Science grant and training that Jackie attended in April. • Teen Read Week was observed in October. Ellie planned daily activities as well as a
program survey. The LAB reviewed the survey results. • The book drop is being repainted by Public Works this week. • T-Mobile has provided a mobile hot-spot device that can be checked out by patrons.
Jackie will inquire from Pendleton and Oregon Trail Library systems about how they are implementing their devices. The cost to the library is about $30 per month. Mt. Angel is the first library in the area to have one.
e. Upcoming Events • The Library will again participate in the city-wide Candy Crawl on Halloween. • In November, the library will again offer “Food for Fines” where overdue fines can be
eliminated by $1 for each item donated. The food will then be distributed to the Mt. Angel Senior Center and St. Joseph’s Shelter.
• The Library is hosting a coloring contest for kids 3-12 sponsored by the American Legion Auxiliary. Winners will be announced at the Turkey Shoot/Games for Gobblers event at the American Legion Hall Post #89 on Nov. 16th.
5. Committee Reports
a. Ad hoc policy committee: Collection Development Policy: The Ad hoc policy committee met in September to create a new Collection Development Policy. The new policy was reviewed by the LAB. MSP unanimously to accept the new policy as amended. Jackie edit the new policy and email it to the LAB members for final review before submitting it to the City Council for final approval in December.
6. Old Business a. Review EDGE Initiative Progress
Of the eleven action items from the EDGE Initiative, the following have been accomplished: 2.1 Ensure photo editing software is available in at least 50% of locations. (Level 2) Four “Photoshop Elements 2019 ESD (multi-language)” licenses have been purchased
from TechSoup for the public computers. Installation will occur soon. 8.2 Library staff assigned to assist patrons are responsible for maintaining technology
competencies.
MT. ANGEL PUBLIC LIBRARY ADVISORY BOARD MINUTES 290 East Charles Street – Community Room
Wednesday, October 30, 2019
Mt. Angel Community Meeting Room is handicapped accessible. If special accommodations are required please contact City Hall at least one business day in advance at 503-845-9291. Hearing Impaired may call TTY (800) 648—3458. Interpretive services may be available with sufficient prior notice of need.
Review technology related performance as part of annual employee evaluations. (Level 2) Include expectations for technology performance in annual goal setting for public services staff. (Level 3)
Two are in progress: 4.1 Deliver a presentation about library technology to community group(s) at least
annually. (Level 2) Jackie will contact Mt. Angel Chamber of Commerce to speak at an upcoming meeting.
11.1 The library accommodates users with disabilities. Provide at least one public terminal with equipment or programs that enable use by the
visually impaired and by people with motor and dexterity impairments. (Level 1) Jackie called CCRLS Director John Goodyear, who will poll other CCRLS libraries about accommodations and inform where to purchase necessary equipment. Jackie will follow up at next PYM meeting.
Several are waiting for a new website, which is in progress: 2.2 Monitor and update website links and content at least monthly. (Level 1)
Review library website usage reports at least quarterly. (Level 2) Perform a content inventory of the library’s website at least annually. (Level 3)
2.3 Offer access to online interactive language learning tools through the library’s website and/or language learning software. (Level 2) 3.3 Provide proctoring of exam for online learners to support the use of public technology for patrons pursuing educational opportunities. (Level 3) 5.2 Provide and maintain a roster of community organizations to help distribute materials about library technology services and a roster of organizations that offer technology services and resources to easily refer community members in the event additional services are needed. (Level 1)
Several will be addressed at the January meeting, when Shari Riedman can provide some input: 4.2 Conduct community-representative focus groups on the community’s technology needs to help gather feedback from your community on its public technology needs. (Level 2) 4.3 The library surveys it patrons about technology use in strategic purpose areas. Survey patrons annually about public technology use and outcome in workforce development, eGovernment, Education and Health & Wellness. (Level 1) 6.2 Conduct and annual survey to gather feedback from the community and includes questions about personal important of library technology (Level 2) and measures importance of library technology to others in the community (Level 3)
b. Review Oregon Library Association Public Library Standards
i. Section 2: Staff Standards The Library meets most of the standards. Potential action items: 2.1 The library organizes a group of teen volunteers on a teen advisory board that advises on services and collections for teens. Jackie will include this goal on Ellie’s next evaluation. 2.2 Diversity training is reflected in all staff development plans. Jackie will include this on each staff member’s next evaluation.
Mt. Angel Community Meeting Room is handicapped accessible. If special accommodations are required please contact City Hall at least one business day in advance at 503-845-9291. Hearing Impaired may call TTY (800) 648—3458. Interpretive services may be available with sufficient prior notice of need.
2.2 If more than 10% of the community speaks a language other than English in the home, the library responds by adding staff or volunteers capable of speaking with and culturally engaging with those patrons in their primary language. Three action items: 1. Find out the percentage of Spanish and Russian speaking community members. 2. Locate volunteers who could provide this service. 3. Include this in the focus group inquiry.
ii. Section 3: Materials Standards The Library meets most of the standards. Potential action items: 3.2 The library provides easy and accessible way for patrons to give feedback on collections. Jackie will purchase a suggestion box that will enable patrons to provide feedback discretely and anonymously. LAB will tour the library at the January meeting to determine a good location. Box may also be used for “Recommendation for Purchase” forms.
7. New Business a. Library Advisory Board training: Short Takes for Trustees #1 & 2 The Oregon State Library
has permission to use these training videos through Sept. 2020. There are 10 episodes, so if two are reviewed at each meeting, we will complete the series in a year. Due to the late hour, the first two episodes have been assigned as “homework.” Each member has been provided with the accompanying documents and login information. There is also a more in-depth Trustee Academy that is available, if desired.
b. Establish Meeting dates for 2020 (proposed: Jan. 15, Feb. 19, May 20, Oct. 21) MSP to accept these dates as proposed.
8. Public Presentations—none 9. Adjournment: The meeting was adjourned at 8:41 pm Next Meeting Date: Wednesday, Jan. 15, 2020
a. Review EDGE Initiative Progress Of the eleven action items from the EDGE Initiative, the following have been accomplished: 2.1 Ensure photo editing software is available in at least 50% of locations. (Level
2) Four “Photoshop Elements 2019 ESD (multi-language)” licenses have been purchased from TechSoup for the public computers. Installation will occur soon. (Still pending)
8.2 Library staff assigned to assist patrons are responsible for maintaining technology competencies. Review technology related performance as part of annual employee evaluations. (Level 2) Include expectations for technology performance in annual goal setting for public services staff. (Level 3)
4.1 Deliver a presentation about library technology to community group(s) at least annually. (Level 2) Jackie presented at Mt. Angel Chamber of Commerce on Jan. 8, 2020.
Two are in progress: 11.1 The library accommodates users with disabilities. Provide at least one public terminal with equipment or programs that enable use by
the visually impaired and by people with motor and dexterity impairments. (Level 1) Jackie called CCRLS Director John Goodyear, who will poll other CCRLS libraries about accommodations and inform where to purchase necessary equipment. Jackie will follow up at next PYM meeting.—Thus far, no response.
Several are waiting for a new website, which is in progress: 2.2 Monitor and update website links and content at least monthly. (Level 1)
Review library website usage reports at least quarterly. (Level 2) Perform a content inventory of the library’s website at least annually. (Level 3)
2.3 Offer access to online interactive language learning tools through the library’s website and/or language learning software. (Level 2) 3.3 Provide proctoring of exam for online learners to support the use of public technology for patrons pursuing educational opportunities. (Level 3) 5.2 Provide and maintain a roster of community organizations to help distribute materials about library technology services and a roster of organizations that offer technology services and resources to easily refer community members in the event additional services are needed. (Level 1)
Several will be addressed at the January meeting, when Shari Riedman can provide some input: 4.2 Conduct community-representative focus groups on the community’s technology needs to help gather feedback from your community on its public technology needs. (Level 2) 4.3 The library surveys it patrons about technology use in strategic purpose areas. Survey patrons annually about public technology use and outcome in workforce development, eGovernment, Education and Health & Wellness. (Level 1) 6.2 Conduct and annual survey to gather feedback from the community and includes questions about personal important of library technology (Level 2) and measures importance of library technology to others in the community (Level 3)
Public Library Standards
September 17, 2018
September 17, 2018 Public Library Standards 23
4. Services and Programs Standards These OLA Public Library Division Services and Programs Standards dictate that library offerings are free of charge to everyone in the library’s service area. Alternate methods of delivery of service are explored and provided for diverse populations including people with disabilities and those unable to come to the library facility.
4.1 Services STANDARD: Whenever the library is open to the public, the library provides services free of charge to patrons in its service area.
Indicator: The library provides services free of charge to everyone, as defined by written policies.
Y N
Essential
• The library offers services that include a circulating collection, public technology, and programming for all ages.
• The library provides services that meet the needs of the community’s demographics including special populations.
Enhanced
• The library facilitates or serves as custodian of local history.
Exemplary
• The library provides notary services.
• The library provides resources and services to support local economic development.
Indicator: The library provides services to patrons of all ages and levels of literacy. Y N
Essential
• Library services are available in person or by telephone all hours the library is open to the public.
• The library provides reference services.
• The library provides readers’ advisory services.
Enhanced
• Library services are available through digital means all hours the library is open to the public.
Exemplary
• Library services are available outside of the library building.
September 17, 2018 Public Library Standards 24
Indicator: The library provides trained staff members who offer assistance to the public in the use of technology, circulation, and access to materials.
Y N
Essential
• These services are available in person or by telephone all hours the library is open to the public.
Enhanced
• These services are available through digital means all hours the library is open to the public.
• The library ensures effective communication with persons with disabilities at all service points by providing staff with training, adaptive equipment and software, and by making materials available in alternative formats.
Exemplary
•
Indicator: The library encourages/invites the community to make use of library space. Y N
Essential
• The library has access to a public meeting space which is governed by a written policy.
Enhanced
• The library has a public meeting and community space.
• The library has a procedure for members of the public to reserve a meeting room.
Exemplary
• The library provides a variety of meeting rooms and community spaces based on local need.
Indicator: The library invites patrons to provide written feedback on the library and its services.
Y N
Essential
• The library provides comment cards at customer touchpoints.
• The library solicits feedback via the library website.
Enhanced
• The library evaluates patron satisfaction with services on a regular basis.
Exemplary
• The library conducts outcome-based surveys on its services annually.
September 17, 2018 Public Library Standards 25
4.2 Programs STANDARD: The library develops and hosts educational, recreational, and cultural programs designed to best meet the diverse needs and interests of their individual communities.
Indicator: The library provides free educational and cultural programs to all ages. Y N
Essential
• The library offers summer reading programs for children and young adults.
• The library provides programs that enhance lifelong learning for all community members.
• The library provides current information about agencies and organizations that connect programs of interest to the patrons.
Enhanced
• The library offers summer reading programs for adults.
• The library offers programs outside the library building.
Exemplary
• The library collaborates with community organizations, schools, and other educational institutions to provide community programs.
Indicator: The library provides early literacy programming. Y N
Essential
• The library offers regular storytimes for children.
• The library provides current information regarding children’s, adult and/or family literacy programs.
Enhanced
• The library provides space for, or referrals to, other agencies to teach literacy classes.
Exemplary
•
Indicator: The library invites patrons to provide feedback on its programs. Y N
Essential
• The library provides comment cards at customer touchpoints.
• The library solicits feedback via the library website.
Enhanced
• The library evaluates patron satisfaction with programs on a regular basis.
Exemplary
• The library conducts outcome-based surveys on its programs annually.
September 17, 2018 Public Library Standards 26
5. Technology Standards
The OLA Public Library Division Technology Standards address the use of technology to connect the library to the community, helping community members gain value from their use of technology, and managing technology infrastructure in the library organization. These standards are broad enough to account for rapidly changing library technology programs and services while yet guiding libraries to a higher level of technological achievement. These standards are based on the benchmark framework of the Edge Initiative8 for public libraries. The more detailed Edge Initiative assessment is recommended for best technology practices in public libraries.
5.1 Technology Access and Assistance
STANDARD: Community members have access to software and online information at the library so they can use the digital resources they need and want, increasing the level of digital literacy in the community.
Indicator: The library provides technology training and/or one-on-one assistance to the public.
Y N
Essential
• The library offers training or one-on-one assistance in basic computer skills.
• The library offers training or one-on-one assistance in business productivity software like word processing, spreadsheets, and presentations.
• The library offers training or one-on-one assistance in Internet search techniques.
• The library offers training or one-on-one assistance in online privacy and security issues.
• The library offers training or one-on-one assistance in using online library resources.
Enhanced
• The library offers training or one-on-one assistance in social media.
• The library offers training or one-on-one assistance in multimedia applications (including photo, video, audio).
• The library offers training or one-on-one assistance in patron-owned devices (like tablets and smartphones).
• The library offers technology training or one-on-one assistance in languages other than English in at least one location.
Indicator: The library provides access to relevant digital content. Y N
Essential
• The library’s online catalog can be accessed onsite and remotely.
• Statewide databases can be accessed through the library’s website.
Enhanced
• The library provides mobile-friendly access to the website and catalog.
Exemplary
•
Indicator: The library enables community members to create their own digital content. Y N
Essential
• The library offers access to business productivity software (including word processing, spreadsheets, presentations).
• The library offers access to a printer and photocopier.
Enhanced
• The library offers access to a color printer and color photocopier.
Exemplary
• The library offers access to photo editing software.
● The library offers access to audio recording and editing software.
● The library offers access to video recording and editing software.
● The library offers access to web design software.
5.2 Digital Content for Community Needs STANDARD: The library provides curated online content to meet community members’ demand for critical information needs.
Indicator: The library provides technology resources to meet community members’ job-seeking and entrepreneurial needs.
Y N
Essential
• The library selects and organizes online resources for job seeking, employment skill-building, or professional certification.
• The library selects and organizes online resources for small business development.
Enhanced
• The library offers access to online career testing preparation tools through its website and/or through career testing software.
September 17, 2018 Public Library Standards 28
• The library selects and organizes online guides and instructions for identifying, finding, and using online small business development resources.
Exemplary
• The library regularly organizes or hosts classes that help patrons learn to use online job-seeking and career development sites and tools, or provides one-on-one instruction as requested.
• The library regularly organizes or hosts classes that help patrons learn to use small business development resources or provides one-on-one instruction as requested.
Indicator: The library provides technology resources to meet community members’ need for online government and legal information services and assistance.
Y N
Essential
• The library selects and organizes online links to local, state, and federal government resources.
Enhanced
• The library selects and organizes online guides and instructions for identifying, finding, and using online government resources
Exemplary
• The library regularly organizes or hosts a classes for patrons on navigating online government resources or provides one-on-one instruction as requested.
Indicator: The library provides technology resources to meet community members’ need for educational support.
Y N
Essential
• Early literacy games, web-based read-along programs, and/or electronic toys or tablets are available at the library and through the library website.
• The library selects, organizes, and maintains online resources related to homework help, research, and information literacy for students.
Enhanced
• The library selects and organizes online guides and instructions for identifying, finding, and using online resources about college selection and financial aid.
Exemplary
• The library organizes or hosts a class for patrons on using or navigating online educational resources at least quarterly or provides one-on-one instruction as requested.
September 17, 2018 Public Library Standards 29
Indicator: The library provides technology resources to meet community members’ need for reliable health and wellness information.
Y N
Essential
• The library offers access to medical or general health and wellness databases though its website.
Enhanced
• The library selects and organizes online guides and instructions for identifying and finding health and wellness resources.
Exemplary
• The library organizes or hosts a class for patrons on using or navigating online health and wellness resources at least quarterly or provides one-on-one instruction as requested.
Indicator: The library accommodates users with disabilities. Y N
Essential
• At least one public terminal with assistive technology (like screen readers, magnification, high-contrast keyboards and displays) is available for use by persons with visual disabilities .
Enhanced
• The library website is compliant with World Wide Web Consortium (W3C)9 disability accessibility standards as evidenced by the use of an online validation service.
Exemplary
• Staff members are provided with training at least annually for recognizing and serving patrons with disabilities.
5.3 Community Engagement in Technology Decisions and Access STANDARD: Libraries are a valuable community resource and a strategic partner in helping people and communities maximize their access, inclusion, and innovation in technology resources and services.
Indicator: The library makes strategic decisions based on community priorities for digital inclusion and innovation.
Y N
Essential
• Library leaders or staff attend a regular meeting of local elected governing bodies (like the, city council, county board of supervisors, town council) that exist within their legal service area at least once annually.
• •
• The library conducts an analysis of the social and economic conditions of the community to support decision-making related to technology.
• The library assesses (via survey, focus group, forum, etc.) the community’s technology needs at least once every two years.
• •
Enhanced
• The library surveys patrons annually about public technology use and outcomes.
• Digital inclusion and technology goals are included in the strategic plan.
Exemplary
• In languages other than English, the library assesses (via survey, focus group, forum, etc.) the community’s technology needs at least once every two years.
• The library assesses (via survey, focus group, forum, etc.) the community’s technology needs for people with disabilities at least once every two years.
Indicator: The library builds strategic relationships with community partners to maximize public access technology resources and services provided to the community.
Y N
Essential
• The library engages in resource-sharing partnerships to benefit the library and its patrons.
Enhanced
• The library partners with local organizations to offer technology training in the library.
• The library partners with local organizations to offer technology training off-site.
Exemplary
• The library collaborates on grant or other funding opportunities with a community organization to maximize public access technology resources and services.
Indicator: The library supports continuous improvement in public access technology services internally and by sharing expertise and best practices with other providers locally, regionally, and nationally.
Y N
Essential
• Existing resources (like TechSoup, WebJunction, Edge) are used to help improve library technology management.
• The library supports staff development through technology programs offered by vendors, the state library, or other organizations.
Enhanced
• Training resources and curricula are shared with other libraries or community-based organizations.
• Network management policies and practices are shared with other libraries or community-based organizations.
September 17, 2018 Public Library Standards 31
Exemplary
• The library has a collection of technology devices available for staff development and programming purposes.
• Library has technology devices available for checkout by patrons.
5.4 Technology Resource Management STANDARD: Libraries manage resources so that members of the community who need or want access can get it regardless of ability, skill, or personal technology owned.
Indicator: The library provides staff, technology, and processes to support community access to technology and information resources.
Y N
Essential
• The library develops and adopts a technology plan.
• The library integrates public access technology into planning and processes.
• The library has some staff/volunteers with technology expertise to help patrons achieve their goals.
• The library provides adaptive technology tools for people with disabilities.
• The library has enough devices and sufficient dedicated bandwidth to accommodate user demand.
• The library maintains current catalog holdings and patron information in an automated, integrated system.
• The library provides free public access to the Internet through a dedicated high-speed (as fast as is available locally) connection.
Enhanced
• The technology plan is reviewed and updated as needed, annually.
• The library has sufficient staff with technology expertise to help patrons achieve their goals.
• The library ensures staff members are trained and kept up to date, using competencies standards, on technology used and offered in their library.
Exemplary
• The library has sufficient staff with technology expertise to maintain technology.
• The library teaches and practices network and patron privacy protections.
• The library manages its technology resources to maximize quality by monitoring systems and minimizing out-of-service devices.
• The library evaluates and updates major technology at least every five years.
What It Means to Be a Trustee
Resource Guide
Fiduciary Responsibility for Governing Boards Governing boards have both legal and fiduciary responsibilities. Many trustees take this to mean that they are responsible for ensuring that the library’s budget is spent well and fully in accordance with the library’s mission, and that the library operates within the law. Certainly, these are important aspects of their duties. Fiduciary responsibility, however, should be viewed in much broader terms – especially in relationship to an entity as important as the public library. Stephen R. Smith, in writing about the duties of a nonprofit board, says that fiduciary responsibilities extend to duty of due care, duty of obedience, and duty of loyalty. Duty of care, he says, “requires that a director [trustee] perform his or her responsibilities as a board member in good faith and with the care that an ordinarily prudent person in a like position would use under similar circumstances.” In addition, he lists the following as requirements for acting with due care and due obedience:
Adopting policies and procedures that provide for effective oversight of management.
Attending board and committee meetings to which they are assigned so that they will have an opportunity to obtain the information necessary to make an informed judgment about matters on which they must make decisions on behalf of the corporation [library].
Acting in an independent manner and exercising independent judgment in matters affecting the nonprofit.
Ensuring that the nonprofit acts in accordance with its exempt purposes.1
The duty of loyalty is basically one that requires that individual trustees always act in the best interest of the library and never in his or her own best interest. Because of the importance of this obligation, it is wise for boards to require that every member sign conflict of interest and ethics statements. If your board does not already have these in place, working on their development will give everyone an opportunity to reflect on their positions as well as safeguard any future actions of malfeasance by members. Examples of both are included in the resource guide for the Board Ethics video.
1 Stephen R. Smith, “Directors and Officers on Behalf of the Board” in, The Nonprofit Legal Landscape. BoardSource, 2005.
1
Directors and Officers Insurance The subject of trustee liability is one that should be taken seriously and addressed. Federal law and state laws in many cases protect individuals from harm in a lawsuit if they have acted in good faith – even if a decision they made turned out to be one of poor judgment or erroneous. In addition, anyone bringing suit against an individual trustee or trustees has the burden of proof to show that the individuals did not act in good faith. That’s all well and good, but protecting trustees from liability when acting in accordance with their fiduciary responsibilities won’t necessarily keep someone from trying. The cost to any individual board member to defend against a lawsuit can be very significant. Therefore, it behooves the board as a whole to indemnify members in the case of law suits. Indemnification means that the board will cover any costs for defense of a member or members if in the end there is no judgment against them. The board can protect itself from legal defense costs by having Directors and Officers (D&O) insurance. Coverage for this insurance can be extended to individual trustees or can cover the board itself in the case where it indemnifies its trustees for reimbursement of expenses. Some boards may well be covered by their parent organization if part of a larger government body such as the county or city. It’s a good idea to find out. If the board does not have this protection, they should look into and carefully compare D&O policies. According to Smith, the following are important steps to take:
The nonprofit’s management should retain the services of a knowledgeable insurance broker who can ensure that the proper coverage is provided at the most affordable rate.
Directors should review the coverage and terms with management and should ask questions
regarding the proposed policy.
The company chosen to provide the coverage should be highly rated by the insurance rating agencies.
The policy should require the insurance company to provide the corporation and its directors with a defense to any lawsuit and to pay for that defense.
Careful attention should be paid to the notice provisions of the policy since the failure to comply with required notice to the insurance company of a potential or pending lawsuit may, in some instances, invalidate the coverage.2
Note: Many confuse D&O with Errors and Omissions (E&O) insurance, but they are not the same. D&O insurance is concerned with the performance and duties of management and governance. E&O is concerned with performance failures and negligence with respect to your products and services. It is a good idea to have both if at all possible but if you only are able to get one kind of coverage, the best for boards and board members is the D&O insurance.
2 Ibid.
2
Working Together: R
oles and Responsibilities G
uidelines
Responsibilities of
Library Director
Library Board
Friends G
eneral Adm
inistrative
Administer daily operation of the library
including personnel, collection developm
ent, fiscal, physical plant and program
matic functions. Act as advisor to
the board and provide support to the Friends and com
munity groups.
Recruit and em
ploy a qualified library director; m
aintain an ongoing perform
ance appraisal process for the director in accordance w
ith town charter.
Support quality library service in the com
munity through fund raising,
volunteerism and serving as
advocates for the library.
Policy Apprise library board of need for new
policies, as w
ell as policy revisions. Im
plement the policies of the library as
adopted by the library board.
Identify and adopt written policies to
govern the operation and program of the
library.
Support the policies of the library as adopted by the library board.
Planning C
oordinate and implem
ent a strategic plan w
ith library board, Friends, staff and com
munity.
Ensure that the library has a strategic plan w
ith implem
entation and evaluation com
ponents.
Provide input into the library’s strategic plan and support its im
plementation .
Fiscal Prepare an annual budget for the library in accordance w
ith town charter.
Seek adequate funds to carry out library operations. Assist in the preparation and presentation of the annual budget in accordance w
ith town charter.
Conduct fund raising to support the
library’s mission and plans.
Advocacy
Promote the m
ission of the library within the
comm
unity. Educate the library board, Friends and com
munity regarding local, state and
federal issues that impact the library.
Promote the m
ission of the library within the
comm
unity. Advocate for the library to legislators.
Promote the m
ission of the library within
the comm
unity. Advocate for the library to legislators .
Meetings
Participate in library board and Friends m
eetings. Ensure that there is a liaison from
the board to the Friends and vice versa. .
Participate in all board meetings. Appoint a
liaison to the Friends Board and become a
mem
ber of the Friends.
Maintain a liaison to the library
board.
Netw
orking Encourage C
ity Board and Friends to join state and national professional organizations and m
ake them aw
are of educational opportunities.
Join the Association of Connecticut
Library Boards as a resource for policies, operations and advocacy for libraries.
Join the Friends of Connecticut
Libraries as a resource to better support the library.
Association of C
onnecticut Library Boards
3
Board Meetings
Resource Guide
Sample Board Meeting Agenda Anytown Public Library Board Meeting Date
a. Call to order
b. Approval of the agenda
c. Approval of the last meeting’s minutes
d. Treasurer’s report
e. Committee reports
f. Director’s report
g. Old business
h. New business
i. Public comment
j. Adjournment
It should be noted that the Open Meetings Act (Check the requirements for your state) requires an opportunity for public comment. It may be placed on the agenda at whatever part of the meeting the Board deems most helpful.
1
Basic Principles of Parliamentary Procedure
1. Parliamentary procedure exists to facilitate the transaction of business and to promote cooperation and harmony.
2. All members have equal rights, privileges, and obligations. a. The majority has the right to decide. b. The minority has rights which must be protected.
3. A quorum must be present for the group to act. 4. Full and free discussion of every motion considered is a basic right. 5. Only one question at a time can be considered at any given time. 6. Members have the right to know at all times what the immediately pending question is, and
to have it restated before a vote is taken. 7. No member can speak until recognized by the chair. 8. No one can speak a second time on the same question as long as another wants to speak a
first time. 9. The chair should be strictly impartial.
Handling a Motion Three steps by which a motion is brought before the group
1. A member makes a motion. 2. Another member seconds the motion. 3. The chair states the question on the motion.
Three steps in the consideration of a motion
1. The members debate the motion (unless no member claims the floor for that purpose). 2. The chair puts the question to a vote.
a. The chair restates the question. b. The chair takes the vote: c. “All in favor of the motion, say aye.” d. “Those opposed, say no.”
3. The chair announces the result of a vote. A complete announcement should include: a. Report on the voting itself, stating which side prevailed (and giving the count if a
count prevailed). b. Declaration that the motion is adopted or lost. c. Statement indicating the effect of the vote or ordering its execution. d. Where applicable, announcement of the next item of business or stating the question
of the next motion that consequently comes up for a vote. Source: Dr. John A. Cagle, Parliamentarian of the Academic Senate and Professor of Communication at California State University, Fresno
http://www.csufresno.edu/comm/cagle-p3.htm
2
Board Ethics
Resource Guide
SAMPLE BOARD OF TRUSTEES AND LIBRARY EMPLOYEE
CONFLICT OF INTEREST POLICY
Officers, Board Members and Employees
No Board member or committee member of the Anytown Public Library shall derive any personal profit or gain, directly or indirectly, by reason of his or her participation on the Board. Other than compensation, no employee shall derive any personal profit or gain, directly or indirectly, by reason of his or her employment by the Anytown Public Library except through activities that may facilitate professional advancement or contribute to the profession such as publications and professional service and have been fully disclosed to the Board. Each individual shall disclose to the Board any personal interest which he or she may have in any matter pending before the Board and shall refrain from participation in any decision on such matter. Members of Anytown Public Library Board, committees, and staff shall refrain from obtaining any list of library patrons that results in personal benefit. Statement of Associations This is to certify that I, except as described on the reverse of this sheet, am not now nor at any time during the past year have been:
A participant, directly or indirectly, in any arrangement, agreement, investment, or other activity with any vendor, supplier, or other party doing business with Anytown Public Library that has resulted or could result in personal benefit to me.
Any exceptions to the above are stated on the reverse of this sheet with a full description of the transactions, whether direct or indirect, which I have (or have had during the past year) with persons or organizations having transactions with Anytown Public Library.
Ethics Policy The Anytown Public Library is dependent on the trust of its community to successfully achieve its mission. Therefore, it is crucial that all Board members and employees conduct business on behalf of the Anytown Public Library with the highest level of integrity avoiding any impropriety or the appearance of impropriety. Guiding Principles:
Board members and employees should uphold the integrity of the Anytown Public Library and should perform their duties impartially and diligently.
Board members and employees should not engage in discrimination of any kind including that based on race, class, ethnicity, religion, sex, sexual orientation, or belief system.
Board members and employees should protect and uphold library patrons’ right to privacy in their use of the library’s resources.
Board members and employees should avoid situations in which their personal interests, activities or financial affairs are, or are likely to be perceived as being in conflict with the best interests of the Anytown Public Library.
Board members and employees should avoid having interests that may reasonably bring into question their position in a fair, impartial and objective manner.
Board members and employees should not knowingly act in any way that would reasonably be expected to create an impression among the public that they are engaged in conduct that violates their trust as Board members or employees.
Board members and employees should not use or attempt to use their position with the Anytown Public Library to obtain unwarranted privileges or advantages for themselves or others.
Board members and employees should not be swayed by partisan interests, public pressure, or fear of criticism.
Board members and employees should not denigrate the organization or fellow Board members or employees in any public arena.
Therefore: To preserve and uphold the Anytown Public Library’s reputation as an organization of unimpeachable integrity, each Board member and employee will sign a “Conflict of Interest” statement and an “Ethics Statement” at the beginning of each calendar year (and at the commencement of his/her service) during their tenure with the Anytown Public Library. Compliance: If any Board member or the executive director appears to be in conflict of the “Guiding Principles” above, he or she will be asked to meet with the executive committee to discuss the issue. The executive committee will make a recommendation to the full Board based on their findings. Employees who are or appear to be in conflict with the “Guiding Principles” will be asked to meet with the executive director who will make a determination as to discipline or termination based on his or her findings.
2
PUBLIC LIBRARY TRUSTEE ETHICS STATEMENT
Official Statement from United for Libraries
Public library Trustees are accountable for the resources of the library as well as to see that the library provides the best possible service to its community. Every Trustee makes a personal commitment to contribute the time and energy to faithfully carry out his/her duties and responsibilities effectively and with absolute truth, honor and integrity.
• Trustees shall respect the opinions of their colleagues and not be critical or disrespectful when they disagree or oppose a viewpoint different than their own.
• Trustees shall comply with all the laws, rules and regulations that apply to them and to their library.
• Trustees, in fulfilling their responsibilities, shall not be swayed by partisan interests, public pressure or fear of criticism.
• Trustees shall not engage in discrimination of any kind and shall uphold library patrons’ rights to privacy in the use of library resources.
• Trustees must distinguish clearly in their actions and statements between their personal philosophies and attitudes and those of the library, acknowledging and supporting the formal position of the Board even if they disagree.
• Trustees must respect the confidential nature of library business and not disclose such information to anyone. Trustees must also be aware of and in compliance with Freedom of Information laws
• Trustees must avoid situations in which personal interests might be served or financial benefits gained as a result of their position or access to privileged library information, for either themselves or others.
• A Trustee shall immediately disqualify him/herself whenever the appearance of or a conflict of interest exists.
• Trustees shall not use their position to gain unwarranted privileges or advantages for themselves or others from the library or from those who do business with the library.
• Trustees shall not interfere with the management responsibilities of the director or the supervision of library staff.
3
• Trustees shall support the efforts of librarians in resisting censorship of library materials by groups or individuals.
Approved by the United for Libraries Board in January 2012
4
Library Advocacy
Resource Guide
Advocacy is a Must for Public Library Trustees Library Journal Advocate’s Corner By Jeffrey Smith on March 1, 2013
During my nearly five years as a member of the Board of Library Trustees for the Baltimore County Public Library (BCPL), I have often been asked what this position entails. The obvious answer is that such service consists principally of attending – and being an active participant – at meetings of the board. Many library boards, Baltimore County’s included, have broad authority to set fee and fine levels, offer advice about the budget, adopt rules and regulations, and hire and review a director.
But a truly dedicated library trustee ought to be doing a good deal more than just attending regular board meetings. Perhaps most importantly, an active and engaged trustee must be a passionate advocate for the library. All public libraries rely upon a wide range of public support to ensure their viability. Especially during today’s fiscally challenging times, libraries need more vocal advocates than ever. It seems clear that trustees, as some of a library system’s more visible volunteers, need to make their voices heard with regard to advocacy as well.
In my experience, I have found that effective library advocacy may take a number of forms. Most obviously, library trustees, friends, and other community advocates should welcome opportunities that allow them to communicate their feelings about libraries directly to key decision-makers. Here in Maryland, I often take the time to share my feelings about BCPL with members of our county council, and also with members of our state legislature. Given that these elected officials control different funding streams that support my local library system, this outreach can help to ensure that my library receives its fair share of public dollars.
A few years ago, I had the chance to see just how fruitful such advocacy could be. Back in 2007, the Foundation for BCPL was soliciting funds to support construction of Storyville, an interactive children’s library to be located at BCPL’s Rosedale branch. As a member of the foundation board, I was actively engaged in seeking out potential donors to fully fund this over $750,000 project. After over a year’s worth of fund-raising (which had begun in late 2005), we were about halfway to this goal.
From my experience as a professional lobbyist for a number of public and private-sector entities, I was aware that non-profit organizations could request funding for projects as a part of Maryland’s annual capital budget. Working together with the foundation board, I was able to facilitate a request for $250,000 for the construction of Storyville. The centerpiece of this effort was a visible and highly-focused advocacy campaign – which included targeted marketing pieces, direct advocacy with legislators, and
1
outreach to the general public. A key component of these activities was demonstrating to legislators the vital importance of library services, especially those focused on young children.
The culmination of this advocacy was our hearing before members of the Maryland Senate’s Budget and Taxation Committee and the House of Delegates’ Appropriations Committee. These hearings were a great opportunity, regardless of whether or not our efforts were ultimately to be successful, to share with the legislature some of our enthusiasm for local public libraries in Baltimore County, Maryland. Positively, the Foundation for BCPL received $250,000 for Storyville – the first time that a library project had ever been funded through Maryland’s process for allocating legislative funding for local community initiatives. Two years later, in 2009, the foundation repeated this feat by garnering an additional $250,000 to help fund another Storyville site, at BCPL’s Woodlawn branch.
I believe that the lesson imparted by this case study is actually a very simple one. As the saying goes, “you’ll never know, unless you ask.” Had the Foundation for BCPL not asked for funding in the state capital budget for our project, in all likelihood it would have taken another year or two for us to raise sufficient funds to build the Storyville project. Thanks in part to this advocacy campaign, Storyville at Rosedale has welcomed over 320,000 visitors during its five years in operation.
While there are never any guarantees of success in advocacy, it is an absolute must for library trustees, library friends groups, and library foundation boards. If library advocates ever doubt this fact, perhaps they should recall these words from anthropologist Margaret Mead, “Never doubt that a small group of thoughtful committed citizens can change the world. Indeed, it’s the only thing that ever has.”
About Jeffrey Smith
Jeffrey Smith is President of the Foundation for the Baltimore County Public Library (BCPL), as well as a member of the BCPL Board of Library Trustees, and board member of Citizens for Maryland Libraries. As a professional lobbyist for both public
and private sector organizations, Smith has conducted successful legislative advocacy efforts through direct interaction with government officials at the federal, state, and local levels.
2
Workbook
Pg 7
SECTION 2: EN
GAG
ING THE COM
MUN
ITY & D
ECISION M
AKERS In this section you w
ill find 3 benchmarks w
ith 2-5 indicators each: Benchm
ark 4: Strategy and evaluation
4.1: Relationships with com
munity leaders (8 questions)
4.2: G
athering comm
unity feedback (7 questions)
4.3: Surveying patrons (4 questions)
4.4: Evaluation of programs and services (4 questions)
4.5: Inform
ation based strategic decisions (4 questions)
Benchmark 5: Strategic partnerships
5.1: Partnerships (8 questions)
5.2: Outreach activities (4 questions)
Benchm
ark 6: Sharing best practices
6.1: Participation in a comm
unity of practice (8 questions)
6.2: Gathering feedback (3 questions)
All of the indicators contain library activities w
hich are designed to help the library better understand the needs of its com
munity, build supportive relationships, and m
ake strategic decisions. M
ost of the activities enumerated in the indicators are going to fall w
ithin the responsibility of library directors, m
anagers, board/foundation mem
bers.
To complete this section, you w
ill need to gather information from
library staff or other library leaders w
ho are involved in the following types of activities:
• M
eeting with local com
munity decision m
akers and elected officials •
Making presentations to com
munity groups
• Organizing staff technology training
• Evaluating program
s •
Developing and m
onitoring partnerships
Terms that appear w
ith a dotted underline can be found online in the Edge Glossary.
