The Library Boards & Trustees Guide is intended to provide information for South Dakota public library trustees to use in the performance of their duties. Building on and updating the content of the South Dakota Public Library Trustees Manual published in 1994, it presents a general overview of:
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School/Public Combination Libraries
Library Trustee Overview
Library Board Meetings
Library Policies and Procedures
Library Friends and Foundations Groups
If you have questions, contact South Dakota State Library Development Services at 1-605-773-3131 or 1-800-423-6665, Option 5
Please note that this guide should not be used as a source for legal advice. Library directors and trustees should always consult with attorneys for legal matters.
South Dakota Codified Law governing public libraries is found at:
https://sdlegislature.gov/Statutes/Codified_Laws/2043261
Public library trustees should become familiar with these statutes.
South Dakota Codified Law dealing with public meetings, which include public library board meetings and public libraries is found at:
https://sdlegislature.gov/Statutes/Codified_Laws/2031398
See specifically:
Board members must know and follow these laws and act in the best interest of the entire community.
One of the most important obligations of the board is to make certain that sufficient funding is available to operate the library properly. Each board member should know the library's financial background; the unit(s) of government allocating the local appropriation; the entire resources of local tax monies and the library's fair share; grants available from all sources (government and private foundations); and any other possible sources of support. (For example: a bond issue, endowments, gifts, donations, fines and fees.)
A budget is an expression of the library's plan and objectives in financial terms. Therefore, before a budget can be formulated, the plan for library services must be developed and the goals and objectives established. If the community is involved in the planning process, the library and its plan will be supported throughout the community. However, the library's budget must be realistic. The library is, after all, only one of many services provided by the unit of government. If the budget requires a substantial increase in funding, the board should investigate other possible funding sources. Funding from such other sources as federal monies should be considered supplemental and never as a means of lowering local appropriations. The local appropriations must be at least large enough to provide the minimum level of public library service acceptable to the community. Other funds should be used to supply services and materials over and above this level. The following list classifies the responsibilities of trustees and librarian:
Trustees | Librarian |
Study, amend if necessary, and approve the annual library budget request. | Prepares annual budget that clearly states the amount of money needed, the services and materials which will be provided with the money, and the priorities among the various library services. |
Present, along with the librarian, the budget to the appropriate governing body. | Presents the budget to the appropriate governing body along with members of the library board. |
Approve acceptance of gifts and government or private grants. | Prepares a final line item budget for consideration of the board. |
Adopt a final line item budget based on the budget allocation approved by the governing body. | Reports regularly to the library board concerning expenditures and budget status. |
The following is a brief outline of the steps involved in preparing a budget:
No specific budgeting system can be recommended because the library's accounting system must comply with that used by the governing body. The budget should be detailed enough to assure the authorities that the money will be spent in compliance with the agreement. However, a too detailed budget will result in money being tied up in accounts for extended periods of time.
Strategic planning is similar to a road map in that it gives directions on how to arrive at a destination. Without a basic guide or plan it would be difficult, if not impossible, to make decisions concerning appropriations, the need for expansion, allocations for programs or staff development. A plan assists the board of trustees and the library director in making the best decisions for the community being served.
Planning is an integral part of any organization's growth and development. The board of trustees, the library director and the library staff are charged with serving as a caretaker and steward of the library system. It is their job to keep the mission and goals of the library in perspective and on track by constantly reviewing services and policies to ensure library service is accessible by all segments of the community.
To provide the community with efficient, progressive library service, the board of trustees must base the plan upon their knowledge of the community, community expectations, resources of the community and realistic projections of the future needs of the community. Therefore, the purpose of planning is to move the library forward effectively to meet the needs of the entire community. To help the board and library director develop a good plan, the following list helps explain a plan:
The basis on which a strategic plan should be constructed is the adoption of planning statements for library service. While the board of trustees and library director must take the initiative in writing and revising these statements, the library staff and community should have the opportunity to make suggestions and to discuss ideas before the board adopts the statements, which should include a mission statement, goals, objectives, and action statements as explained below.
Developing a strategic plan
1. Assess the library's present situation. Study the local environment--the community's political structure and how the library fits in, the geographic and demographic data for the community and the library, the economic factors affecting the community and the library, including revenue sources and budget. If projections for the community have been made, examine them. If not, develop such projections on the basis of present and anticipated community development.
2. Study the library in relation to the community using standards and guides, especially the tools published by the American Library Association, www.ala.org. See Fact Sheets, Toolkits, and Publications. Publications may be available through interlibrary loan.
Determine the mission statement, goals and objectives for the library.
3. Examine alternative approaches to reaching the objectives. Select the most feasible approach in terms of likely resources. Divide the selected approach into steps and place the steps into time frames. Assign priorities; that is, decide which steps have to be accomplished, which should be accomplished, and which would add to the total effect but are not essential. This ranking will dictate the allocation of funds and other resources.
Resources
Library Space: A Planning Resource for Librarians - from the Massachusetts Board of Library Commissioners
Public Library Ordinance Samples
State Library of Iowa template
Education of board members must not cease after orientation. A requirement of library accreditation through the SD State Library is that board members must complete a certain number of CE hours every three years. Board members should be aware of new trends and new methods in the library field. To stay informed, members should become active in the South Dakota Library Association (SDLA), and they should read selected professional publications. In addition, the SD State Library publishes a newsletter blog Cornerstone, which has an occasional Board Talk column from the state librarian. Other ways of keeping current are through participation in statewide and regional workshops and conferences. Visiting other libraries is yet another way to keep current, especially if the library to be visited has a successful project which can be examined. In addition to their own continuing education, the board is responsible for the continuing education of all library staff members. The board should provide adequate money in the budget for staff members to travel to workshops and other training programs.
Every trustee should be familiar with current and pending legislation relating to libraries at local, state and national levels. Trustees should express their opinions, both as individuals and as library board members, to their elected representatives in regard to any pending legislation which could benefit or adversely affect libraries.
American Library Association (ALA) http://www.ala.org/
The ALA represents librarians, trustees and interested citizens in the United States and Canada. The American Library Trustee Association is a division of ALA specifically organized for the purpose of discussing and handling problems which library trustees may encounter.
Mountain Plains Library Assocation (MPLA) http://mpla.us/
MPLA is made up of the following member states: South Dakota, Arizona, Colorado, Kansas, Montana, Nebraska, Nevada, North Dakota, Oklahoma, Utah and Wyoming. MPLA's most important activities are the sharing of ideas and expertise throughout the area and the provision of opportunities for continuing education.
South Dakota Library Association (SDLA) http://sdlibraryassociation.org/
SDLA is an at home opportunity for the trustee to share ideas and knowledge with other South Dakota trustees and librarians. The association sponsors an annual conference and publishes Bookmarks, a monthly newsletter. Trustees may join the Public Library Section.
The State Library is in existence to provide library service to all South Dakotans, largely through assistance to local public libraries. The State Library is open 8 am – 5 pm (CST) Monday – Friday. 1-800-423-6665 or 773-3131. Visit http://library.sd.gov/
South Dakota State Library Resource Guide