Ontario Library Service staff have prepared the following document that outlines things to consider when holding a public library board meeting electronically.

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The Governance is an online portal for Ontario’s public library board members. The GovernanceHUB is your first place to look for information and resources related to your duties as a public library board member.

The GovernanceHUB is managed by the Ontario Library Service, with input from the Ontario Library Boards’ Association and the Federation of Ontario Public Libraries.

The Four-Year Board cycle is a suggested path for library boards to consider as they plan out work to accomplish over their four-year term. The cycle is not meant to be prescriptive, but rather serve as a prompt to issues and planning that all boards should consider. For example, Year 3: Assessing & Planning for the Future contains information for board succession planning in order to properly start planning before the next term.

The GovernanceHUB is a great resource to help yourself become acquainted with important information and issues related to public library boards in Ontario. Check out 10 Thing You Need to Know As a New Board Member to start. Year 1: Governance Roles & Responsibilities offers context to the governance framework, discusses primary board responsibilities, and a sample board orientation agenda.

Simply stated the role of the library board is to govern.  The phrase ‘governance’ refers to the board’s activities to oversee the purpose, plans and policies of the organization. Year 1: Governance Roles & Responsibilities provides an overview of the board’s role.

Library board policies are a fundamental governing tool. Policies provide a framework to make decision regarding library services, customer service, and application of rules. Policies are high level statements that help staff develop more detailed procedures if needed. Setting policy is important board work because it is through discussing policy that the board expresses its philosophy and priorities.

Read more about the board’s role in setting policies and find sample policies.

Governing is different from managing.  The governing role differs from that of administration, in that governance requires different information.  It deals with the long term, rather than the short, and with priorities, rather than details.  The nature of governance is proactive and focused on the future and on the relation of the organization to the community’s development.

Read more about Board Roles and Responsibilities.

The Public Libraries Act grants the municipality the power to create, through a by-law, a public library established as a separate corporation under the management and control of a board.  Library Boards must be under the management and control of a board and the board is a corporation. Section 3 (3), Section 5 (3), Section 7(7).

The library board appoints a Chief Executive Officer who manages the day-to-day operations and supervision of the library. The board has authority over employment at the library.

The library board may make rules and policies relating to the following:

• for the use of library services
• for the admission of the public to the library
• for the exclusion from the library of persons who behave in a disruptive manner or cause damage to library property
• imposing fines for breaches of the rules
• suspending library privileges for breaches of the rules; and
• regulating all other matters connected with the management of library and property (S. 23(4))

Read more about the Legislative Context for Governing Public Libraries.

Yes! We’ve compiled a list.

Library boards are created through municipal bylaw and, on average, receive 90% of funding from the municipality. Municipalities have a vested interest in the library’s financial stewardship and accountability.

The Public Libraries Act is quite clear that the library board, once established by municipal or county council, becomes a corporation and an independent legal entity with a legislated mandate to provide library service to the community. At the same time, the library board is almost entirely dependent on municipal council(s) for public library funding.

This autonomy paradox requires the library board to understand the importance of cultivating a collaborative working relationship with the municipality. Working on building strong and team-player relationships with your municipality goes a long way, especially when municipal budgets are stretched.

Read more about collaborating with your municipality.

Board assessment is a process for the board to examine how it is enabling the library to achieve its mandate.  It is the time for a board to begin to look at what it has accomplished and what it still has yet to do. It is important to have regular check-ups for your governance practices. During an assessment it is the perfect time for this task! It is a good indicator of your health as a board and organization.

Read more about Board Self-Evaluations.

The Public Libraries Act is the legislation that helps ensure free, equitable access to public library service in Ontario.

The Ministry of Tourism, Culture and Sport maintains a webpage about the provincial and federal legislation that affects public libraries in Ontario.