What it is

This Working Agreement Between the Library Board and Chief Executive Officer is a practical PDF your Board Chair and CEO/Chief Librarian can adopt as a shared set of rules for how you work together. It sets clear expectations, protects trust, reduces confusion, and keeps decisions moving—especially when pressure is high.

It is designed to be used, not filed away: you pull it out when an issue comes up, when the agenda is being built, when messages start to splinter, or when concerns need to be raised clearly and early.

Who it’s for;

This PDF is for you if you are:

A Library Board Chair who wants fewer surprises, fewer side conversations, and cleaner meetings.

A CEO/Chief Librarian who needs the board focused on governance, not operations—and wants a clear channel for requests and concerns.

A trustee/board member who wants to do the right work, ask the right questions, and avoid “decision-by-assumption.”

A board–CEO team dealing with public controversy or crisis and needing “one voice” and clear spokesperson rules.

What problem it solves:

Library boards and CEOs often lose time and trust because expectations are implied, not agreed. This creates:

Decision-by-assumption (“I thought the board decided that” / “I thought the CEO handled that”).

Bloated agendas filled with operational detail instead of governance decisions, results, risk, and alignment.

Side channels and long email threads that turn small issues into avoidable conflict.

Trust damage when concerns are raised late, indirectly, or in side conversations.

Mixed messages in public when trustees speak out of turn or the board and CEO are not aligned on facts, values, and next steps.

This working agreement removes those headaches by giving you a simple, shared playbook for decision rights, agendas, communication, escalation, staff contact, and public pressure.

What’s inside (7 highlights):

Core commitments: “How We Work Together”

Clear shared expectations: focus board time on governance, support the CEO with accountability, raise concerns early, and speak with one voice in public.

Decision Rights Table: Board Approves / Board Advises / CEO Decides

A table you use first to stop “decision-by-assumption,” with real library decision areas (strategy, budget, policy/bylaws, CEO performance, HR, collections, facilities/capital, partnerships/contracts, controversy/crisis). Includes a default rule: if it’s not clearly “Board Approves,” the CEO decides with board oversight.

Agenda Decision Filter (Yes/No Rules)

A fast pre-agenda screen to decide what belongs on the board agenda (board decision, oversight on results/risk/alignment, or operational detail that should be off-line).

Standing agenda rule (what every board item must answer)

A simple checklist so every item is clear: what decision (if any), options, recommendation, risk/trade-off, and what result will be monitored.

Between-meeting communication rules (email, calls, “hallway asks”)

Practical rules to prevent side channels and surprises, including when to use email, when to stop email chains and move to a call, and expectations for quick check-ins.

Trustee contact with staff: what should happen / what should not

Clear boundaries that protect staff and the CEO’s role, including the exact script staff can use (“Please route that through the CEO’s office”) and specific “do not” rules (no directing work, no special reports, no HR intervention, no complaint investigations via staff). Includes an exception placeholder (audit/legal/whistleblower as policy defines).

Raising concerns early + Public controversy roles and rules

A step-by-step sequence to raise concerns with no surprises (name the issue, evidence, impact; start with Chair + CEO; choose the right path; document the outcome). Plus clear public roles: who speaks (CEO vs Chair), what other trustees must not do, message discipline rules, and a quick controversy checklist.

Why it’s worth it:

Shorter, sharper board meetings because agenda items are screened and framed for decision/oversight—not operational detail.

Fewer conflicts and fewer “gotcha” moments because concerns are raised early, directly, and documented with clear ownership and next steps.

Cleaner governance and stronger trust because decision rights are visible and repeatable (not negotiated fresh every time).

Less staff pressure and fewer work-arounds because trustee-to-staff contact is routed properly and side requests are stopped.

One voice when it matters most because spokesperson roles and public messaging rules are explicit—before controversy hits.