Source: http://librarytrustees.org/blog/category/handbook-highlights/
Timestamp: 2018-08-17 20:35:50
Document Index: 33177701

Matched Legal Cases: ['§10', '§30', '§ 90', '§260', '§ 90', '§ 90', '§ 30']

Handbook Highlights | Library Trustees Association of New York – Blog
Category Archives: Handbook Highlights
of the 2015 edition of the Handbook for Library Trustees of New York State please contact your regional public library system.
Individual copies are also available for sale from the Suffolk Cooperative Library System. The cost of the Handbook is $5.00 per copy including shipping. Please send your orders to:
Attn: Roger Reyes
Posted in Handbook Highlights, Trustee Bookshelf
Posted in Handbook Highlights
Education Law 259.1: State law that determines tax support for libraries.
E-Rate: Federal program that provides discounts to libraries and schools for commercially available telecommunications services, Internet connectivity and internal connections.
New York’s Libraries Information Network <NYLINE@LISTSERV.NYSED.GOV>; on behalf of; DLD DLD@NYSED.GOV
Thu 12/17/2015 5:01 PM
January 1 is just around the corner! Many library trustee terms begin on January 1. This is an important reminder that New York State Public Officer’s Law §10 requires all public library trustees (but not association library trustees) to take an oath of office within 30 days of beginning their term of office. Public library trustees are public officers and the oath of office is required to officially undertake and perform the duties of a public library trustee. If a public library trustee does not properly complete and file an oath of office, the trustee’s position may be deemed vacant. See Public Officer’s Law §30(1)(h).
For more information about how and why the oath of office is administered, and where to properly file an oath of office, please see the “Oaths of Office FAQ” on the New York State Library website: http://www.nysl.nysed.gov/libdev/pltrust/oath.htm
Not sure whether your library is legally a public library or an association library? Library type information is listed for every public and association library in New York State on the “Find Your Public Library” web page at: http://www.nysl.nysed.gov/libdev/libs/publibs/index.html
Questions about the legal requirement for oaths of office or about library types should be directed to your public library system director. Questions about this email reminder or the FAQ on the State Library’s website may be directed to Karen Balsen, Team Leader, Outreach, Networking and Regional Advisory Services Team, Division of Library Development, New York State Library at Karen.Balsen@nysed.gov .
Posted in Handbook Highlights, LTA News, State News
Posted on November 3, 2015 by tgavin
Public libraries in New York State receive a charter from the Board of Regents of the University of the State of New York and are registered with the Education Department. The charter gives the library a corporate existence. The basic powers and duties of all library boards of trustees are defined in Education Law Section 226. This law provides fundamental rules of conduct for the Board and details important powers such as the right to hold and control property and hire staff. A library’s “registration” demonstrates compliance with Education Department Regulations (8 New York Codes, Rules and Regulations (NYCRR) § 90.2 (Minimum Standards). A library must maintain its registration to receive local and state public funding.
Other pertinent New York State Education Laws and Regulations include:
Ed. Law Sec. 216 - Charters
Ed. Law Sec. 226 - Powers of trustees of institutions
Ed. Law Sec. 253 - Definition of a public library
Ed. Law Sec. 254 - Standards of library service
Ed. Law Sec. 255 - Establishment of a library
Ed. Law Sec. 256 - Library service contracts (with unchartered areas)
Ed. Law Sec. 259 - Library taxes and funding
Ed. Law Sec. 260 - Powers of Trustees; School District Public Library authority
Ed. Law Sec. 272 - Library Systems
Ed. Law Sec. 273 - Apportionment of State Aid
Commissioner’s Regulation 11.4 - Annual Reports
Commissioner’s Regulation 90.2 - Minimum Standards;
Commissioner’s Regulation 90.3 - Public Library Systems
Commissioner’s Regulation 90.4 - Central Libraries
Commissioner’s Regulation 90.8 - Personnel
Commissioner’s Regulation 90.9 - Library Services Aid
Commissioner’s Regulation 90.12 - State Aid for Library Construction
All public libraries are subject to various parts of the Education Law, Public Officers Law and Not for Profit Corporation Law(including select portions of the Non-Profit Revitalization Act), as well as numerous other New York State laws governing the conduct of corporations, both public and private; acompelling reason for the Library to retain knowledgeable legal counsel.
Public libraries, those considered to be municipal, school district or special legislative district libraries, are also subject to several additional laws, regulations and policies designed to protect the public interest. Most notable of these include:
Public Officers Law (Indemnification, Open Meetings, Oath of Office & FOIL)
NY State Comptroller’s Policies and Procedures (Accounting standards, investments, etc.)
The New York State Library provides an up-to-date summary of Excerpts from New York State Law and Regulations of the Commissioner of Education pertaining to libraries, library systems, trustees and librarians
There are four types of public libraries in New York State: association, municipal, school district, and special legislative district. Trustees and community leaders are quite often confused about the legal structure of their community library and the laws that govern them. Considering the fact that each of these library types has several variations, it is critical for all associated with the governance of the library to clearly understand their particular configuration.
An association library is a private corporation established by the members of the association. It contracts with a unit of local government to provide library service to the residents of that jurisdiction. In legal terms, this contract may be written, oral or implied; but it always exists. Though association libraries are private not-for-profit education corporations and not subject to some of the laws and restrictions of true public libraries, they are generally supported by public funds and must always keep transparency and accountability in mind as they make decisions. In addition to Education Law such libraries are subject to some aspects of the New York State Not-for-Profit Corporation Law.
A municipal library is formed either by a vote of the governing body of a municipality (village, town, city, or county) or by a public referendum to serve the residents of the municipality. The library is an independent corporate entity and not dependent upon the municipal government. However, the board of trustees is appointed by the municipality, which is responsible for the appropriate funding of the library. The library is subject to all the laws applicable to public institutions in the state.
A school district public library is organized to serve the residents who live within the boundaries of a given school district (hence the name). Typically the library board is elected by the district residents. The library and the library board are independent of the school district and the school board. However, the school district is responsible for the collection of taxes and for the issuance of municipal bonds for construction on the library’s behalf.
The separation of powers between local boards of education and school district library boards is detailed in Education Law Section 260 (7)-(11).
A special legislative district library is created by a special act of the State Legislature and a local public vote to serve all or part of one or more municipalities or districts as defined by its enabling legislation. Each of these libraries is somewhat unique but all are considered “public” insofar as adherence to state law.
Tax exempt status: Every association library should obtain federal tax-exempt status under Section 501(c)(3) of the Internal Revenue Code. This exemption allows the library to avoid federal tax liability and also to be eligible to receive tax-deductible gifts. A library that has such an exemption is required to file Form 990 annually with the Internal Revenue Service.
The Form 990 functions in place of a federal income tax return for the exempt organization, and there are large financial penalties for late filing or failure to file. Failure to file three years in a row will result in the revocation of the library’s 501(c)(3) status. Federal law requires that the library’s completed Form 990 must be on file at the library and available for public inspection upon request. In addition to the federal tax exemption, each library should also obtain a state sales tax exemption certificate.
Public libraries (municipal, school district and special legislative district) are, by definition, a government entity under IRS code, and therefore tax exempt and not 501(c)(3) corporations. However, public libraries may receive a confirmation of tax exempt status from the Internal Revenue Service to use with grant makers and businesses. SEE: Tax Exempt Status.
Transparency: As noted in the chapter on Board Organization, each library board is required by the Open Meetings Law and Education Law §260a to conduct its business in public with only a few very limited exceptions. All municipal, school district and special legislative district libraries must also conform to the requirements of the Freedom of Information Law (FOIL).
Although association libraries do not fall under the provisions of this law, they are wise to consider such a policy since they are generally supported by public funds and are often subject to public scrutiny.
Every library board is also required to approve and file an annual State Report with the New York State Library detailing library activities and finances. Compliance with the state established minimum standards is also reviewed in this annual report. Failure to file such a report in a timely fashion can lead to the loss of state and local funding and ultimately to the closing of the library.
By Education Department Regulations (8 NYCRR) § 90.2, the Commissioner of Education has established minimum standards for public and association libraries. A public library is required to have:
Provide equipment and electronic connections to meet community needs;
The minimum education qualifications for library director as established in Commissioner’s Regulation § 90.8 are as follows:
Chartered Population
Two years of college study
Master’s degree in Library Science (MLS) and NYS public librarian’s professional certificate
A library in New York State must meet these Minimum Standards in order to be registered to receive public funds. The library board is ultimately responsible for ensuring these minimum standards are met. A practical explanation of these standards
In addition, NYS General Municipal Law § 30 requires each public library to file an annual report of financial transactions with the Office of the State Comptroller (OSC).
Webinar: Basic Library Law for Trustees
Committee on Open Government [NYS Department of State]
Education Law and Rules of the Board of Regents Relating to Education Corporations [NYS Education Department]
Excerpts from New York State Law and Regulation of the Commissioner of Education pertaining to Libraries, Library Systems, Trustees and Librarians [New York State Library]
Helpful Information for Meeting Minimum Public Library Standards [New York State Library]
New Library Laws [New York State Library]
The Non-Profit Revitalization Act (2013) and New York State Libraries and Library Systems [New York State Library]
Tax Exempt Status [New York State Library]
Tax Information for Charitable Organizations [IRS]
Types of Public Libraries: A Comparison [New York State Library]
Every public and association library in New York is required to have a written long-range plan of service. There are many excellent publications on planning. Some, such as the Public Library Association’s Planning for Results series, are specifically library oriented (http://www.alastore.ala.org/detail.aspx?ID=61).
Every trustee must be prepared to ask difficult, searching questions about the library’s goals and objectives, programs and services and about the board itself. What are the objectives of this library? Have they been accomplished? Are they appropriate? Is the community well served? How do we define good service? Does the director manage the library properly? Is the board functioning effectively? What do we want our library to look like in the future?
Long range planning prepares for the future. Strategic planning is based on the premise that change is necessary to survive and thrive in the future. Strategic planning answers the question, “What do we have to do now in order to improve our ability to operate five years in the future?” If the planning time frame is shorter it involves operational planning. Operational planning focuses on the improvement of things the library already does and is primarily concerned with the allocation of resources.
Creating a plan involves answering questions:
Who is responsible and who should be involved? How will it be done?
What resources (people, money, materials, etc.) are available?
What is to be reported to whom, and when?
A practical planning process is outlined in the Appendices.
Every plan has the same general components. The mission is a short, carefully crafted statement that tells the world why the library exists. Many libraries capture their mission in a single sentence. Goals are broad statements of program intent that support the mission statement. They are measurable only to the extent that they provide targets toward which to strive. There is always more to do to reach a goal! Objectives are specific, measurable, tasks or projects in support of a goal, usually stated in terms of outcomes. Action steps or activities are the specific assignments that must be completed in order to reach an objective. (A useful illustration of a library long range plan may be found at: http://potsdamlibrary.org/Policies/longrange.shtm. Check with your library system for other examples.) Finally, every good plan should come full circle with an evaluation process.
Evaluation looks at the past in order to plan for the future. It is an assessment and a measurement of activities that have already occurred and it provides a foundation for moving forward. Objective measurement, supplemented by subjective, anecdotal information, can help the board decide if its objectives have been met. However, it is important to determine the appropriate measurements upfront and to measure the right things. Conversely, it is a waste of time to measure things that don’t matter.
For example, library circulation is a traditional measure of library use, but it is only a small part of the activity in a library and is often misleading if not presented as trend data over the past few years. What other measurements can be used to get an accurate picture of how the public uses and benefits from the library? This might include a combination of metrics and outcomes.
Examples of metrics could include: in-house use of materials; Internet use; database searches; program attendance; engagement on the library’s Facebook Page and so on. Outcomes are the changes, benefits, learning or other effects that happen as a result of your library’s efforts – how you are improving your community. Your evaluation should be appropriate for the service package your library offers to the community.
Significant projects, like planning, may exceed the board’s collective skill and experience, making it advisable to call on the library system or outside consultants for assistance.
As a steward of the library your planning process should work to create a library for your community that will not just survive, but thrive. Public library services are too important to leave to chance. Planning for the future should incorporate the core value of sustainability. Choices the board makes should be made with an eye towards creating an enduring institution and facility that will be viable, vital and visible for generations to come.
Libraries Transforming Communities [American Library Association] http://www.ala.org/transforminglibraries/libraries-transforming-communities
New Planning for Results A Streamlined Approach by Sandra Nelson [ALA Editions] http://www.alastore.ala.org/detail.aspx?ID=61
Outcome-Based Evaluation [New York State Library] http://www.nysl.nysed.gov/libdev/obe/bestprac/examples.htm
Public Library Statistics [New York State Library] http://www.nysl.nysed.gov/libdev/libs/index.html#Statistics
Planning and Evaluation [Mid-Hudson Library System] http://midhudson.org/topics/trustees/#Planning
Project Outcome [Public Library Association] ProjectOutcome.org
Handbook Highlight: Ethics and Conflicts of Interest
Posted on September 24, 2015 by LTA2
In today’s political environment accountability and ethics are critical ingredients for any public organization. As public libraries continue to develop and expand and rely to a far greater extent on the support of local taxpayers it is essential for every library board to have in place a policy clearly stating the ethical principles upon which they work. In every decision trustees should be sensitive to even the appearance of impropriety.
In this context trustees or their families may not enter into a business relationship with the library, even if they are providing a service below cost. (Sample policyexternal link opens in a new window)
Conflicts of interest are defined in General Municipal Law Section 800. Though trustees of association libraries are generally not considered “public officers,” the State Comptroller has held that “the common law rule (regarding conflicts of interest) is not limited to public officers and municipalities; it also applies to private positions of trust…and is applicable to trustees of a free association library.” [3 OP State Compt 485, 1947].
The Comptroller further states: “…it is wise to have a ‘conflicts of interest policy’ that clearly states the procedures to be followed if a board member’s personal or financial interest may be advanced by an action of the board.
…The organization should also have a code of ethics addressing such issues as transparency, disclosure in fundraising solicitations, integrity in governance and diversity.” [Internal Controls and Financial Accountability for Not-for-Profit Boardsexternal link opens in a new window]
In a similar fashion, library boards are strongly encouraged to adopt anti-nepotism policies to address the management and public relations issues surrounding the employment of both trustees’ and staff family members.
Though not necessarily an ethical or legal issue, “appropriate and professional” behavior by board members is every trustee’s concern and responsibility. You reflect the library to the community. The most successful boards have a positive culture of mutual respect and understanding. When any member acts in a manner that is not in the best interests of the library or in the cooperative nature of the board, the Board President should discuss the issue with the trustee in a direct and constructive manner.
Handbook Highlight: Public Relations and Advocacy
Posted on August 29, 2015 by LTA2
As the summer ends and boards get back together, take time to review this important activity for all Boards of Trustees.
There are numerous ways to reach the public. One essential tool is a web site that broadcasts the library’s message and provides access to library services twenty-four hours a day. Many libraries now maintain a presence on MySpaceor Facebook and keep their patrons up to date with library blogs and Twitter accounts. Some even maintain virtual libraries in virtual worlds like Second Life.
Many trustees support library lobbying through their active membership in the Library Trustees Association of New York State , NYLA and New Yorkers for Better Libraries PAC .
Handbook Highlight: Library Board Organization
Public libraries are required by the Regulations of Commissioner of Education of New York State (CR 90.2) to operate under written by-laws. By-laws are “the set of rules adopted by an organization defining its structure and governing its functions.” (Sturgis, The Standard Handbook of Parliamentary Procedure; third edition, new and revised, p. 257)
By-laws may not conflict with federal or state law and regulations; such law and regulation is the highest authority governing the library’s affairs.
A board will probably find the need to tailor its by-laws to local needs and situations. The by-laws should be reviewed periodically and amended when necessary to maintain flexibility and relevance. All by-laws should include the following provisions:
Name of Organization, purpose, objectives and area served;
Board terms and composition;
Procedure for election, appointment and removal of trustees;
Procedure for filling an unexpired term;
Duties and powers of board officers;
Procedure for special meetings;
Summary of the director’s duties;
Standing and special committees;
Order of business for board meetings;
Parliamentary authority;
Procedure for amendment of the by-laws.
Trustees of municipal, school district, and special district libraries, and trustees of cooperative library systems are required to file the oath of office specified in the State Constitution:
I do solemnly swear (or affirm) that I will support the Constitution of the United States, and the constitution of the State of New York, and that I will faithfully discharge the duties of the office of trustee of the _________ Library, according to the best of my ability.
The oath may be given by any officer of the court (judge, attorney, notary public) and must be filed in the local county clerk’s office. Failure to do so will vacate the position.
See: Public Library, Public Library System, and Reference and Research Library System Trustees and Oaths of Office
It is also good practice for the board to request a formal letter or certificate of appointment or election for each new trustee from the body that made the appointment or conducted the election, such as the town or village board or school district clerk. This document should state the term of office.
Under New York State law, a library board has broad authority to manage the affairs of the library, but it is a collectiveauthority. Individual trustees, regardless of their position on the board, do not have the power to command the services of a library staff member, nor to speak or act on behalf of the library unless they have been specifically granted that authority by a vote of the board.
An important corollary to this concept of collective authority is the need for the board to speak with one voice once a decision has been made. Debate, discussion, and even disagreement over an issue are an important part of policy development and the decision making process. However, every trustee has an ethical obligation to publicly support an adopted board decision.
The First Amendment protects the rights of a trustee who disagrees so strongly with a board decision that he or she must speak out publicly against it. However, in such instances the individual must make it clear to all concerned that they do not represent the library and, indeed, may wish to seriously consider resigning from the board if such action interferes with their ability to effectively fulfill their responsibilities as a trustee.
Handbook Highlight – The Library Network in New York State
Posted on July 1, 2015 by LTA2