Illustration by Franziska BARCZYK
The interplay between a governing board and an institution’s library can significantly impact allocation of academic resources – an insight Kris Veldheer knows firsthand. Currently director of the Paul Bechtold Library at Catholic Theological Union (CTU), Veldheer also is a member of the Board of Directors for Atla (an association of librarians and information professionals advancing the study of religion and theology), and serves as treasurer and a member of its small library interest group. Having seen both sides, she understands how a strong partnership can inform academic governance.
She is the author of the new book Managing a Small Theological Library: How to Color with Broken Crayons, which is open access through Books@Alta Open Press. In Trust spoke with her about the elements of a collaborative relationship.
Communicate
The board should recognize that the library is a dynamic hub for scholarship, teaching, and research. Described by the Association of Theological Schools’ (ATS) Standards of Accreditation as a “central academic resource,” it plays a key role in the institution’s strategic vision, Veldheer says, stressing the need for clear communication between board members and library leadership. “Building strong, reciprocal partnerships with all institutional stakeholders is key to providing the insights, support and resources that drive success,” she says. Yet, she notes, a library’s connection to the board is often indirect – filtered through deans or other administrators. She suggests boards consider creating opportunities for direct communications – such as designated board roles or reporting sessions. “You hear a different voice when you speak directly rather than through an intermediary.”
Collaborate
Library directors manage budgets and, increasingly, innovation, making institutional advocacy essential. “Trustees should value and support the library staff by encouraging professional development and collaboration both internally with key stakeholders, and externally through Atla and ATS.”
Veldheer calls her team “stellar collaborators,” underscoring their effective partnerships with faculty to boost student success and data collection. Collaboration with the board, she suggests, could be “as easy as having one engaged board member in regular conversation with the library.”
Advocate
Veldheer contends that the library can benefit from more consistent board engagement and advocacy. “In our recent three-year strategic plan, the library was excluded from a dedicated consultation despite its active contributions to assessment and other critical functions,” she says, underscoring the need for trustees to view the library as an indispensable partner.
She recommends regular engagement through on-site visits and open discussion to bridge communication gaps, ensuring the library’s readiness and impact on academic life.
Transform
According to Veldheer, a shift in board engagement can transform the library into a more forward-thinking partner. “When board members actively engage in strategic conversations and mentorship, they not only support robust funding and resource development but also help integrate the library as a critical component of the academic ecosystem,” she says.
“This approach ensures the library remains a powerful engine for theological education – enhancing scholarship, teaching, and research while securing the institution’s long-term success.”