The Halton Hills Public Library Board, established in 1974 by municipal by-law 74-43, is the successor to the Library Boards of Acton (est. 1898); Georgetown (est. 1895) and Esquesing (est. 1973).    

In 1985, subsequent to the passage of the Public Libraries Act, 1984, Council passed by-law 85-77 which re-established the Halton Hills Public Library Board, specified the number of board members and the composition of the membership, and authorized the Chief Executive Officer appointed by the board to call the first meeting of the board in each new term.   

The new by-law took effect after the municipal election of November 12, 1985 at which time by-law 74-42 was repealed. In 2003, by-law 85-77 was updated following changes in the Public Libraries Act.  

 In addition to amendments in board composition, by-law 03-0116 expanded the qualifications for board members and the desired membership mix. A copy of the municipal by-law establishing the current library board can be found within the Board Policy Manual. 

 The Board Policy Manual, which follows, contains the approved by-laws of the board as well as approved operating policies. In addition to the Board Policy Manual, a Library Personnel Policy Manual exists to document policy with respect to staffing issues. 

 The Public Libraries Act states that a library board “shall seek to provide, in co-operation with other boards, a comprehensive and efficient public library service that reflects the community’s unique needs”. To fulfill this responsibility, the Halton Hills Public Library Board has adopted the following Vision, Mission and Goals. 

Vision
Your path to worlds of imagination, innovation and opportunity. 
Mission
To engage the residents of Halton Hills in exploring ideas, expressing creativity, and making connections.
Goals

Connected community that is culturally-enriched by population growth and increased diversity.

  • Ensure the new branch within “Vision Georgetown” is part of a vibrant, multi-purpose community hub that puts the needs of residents first. 
  • Provide diverse cultural experiences and resources that welcome and connect newcomers and build community. 
  • Cultivate and deliver leading-edge resources and expertise so residents can realize their life goals and contribute to a healthy and thriving community. 

Engaged key audiences through services focused on their needs and interests.

  • Consult key audiences and update research on an ongoing basis. 
  • Create research-based programs and services tailored to key audiences. 
  • Deliver the distinctive HHPL experience where key audiences gather.

Increased awareness of the Library's value and relevance to residents.

  • Position the Library as a significant contributor to the local cultural sector and, as a trusted, vital community asset. 
  • Raise residents’ awareness of the Library’s many non-traditional, innovative programs and services.
  • Strengthen connections with partners and community innovators.

Outstanding staff, leaders, processes and technology that maximize the Library's potential.

  • Align the Library’s, structure, processes, and resources (including alternate funding) to ensure leaders and staff can operationalize all strategic goals. 
  • Build staff’s capacity to provide seamless virtual and in-person services that are convenient and welcoming. 
  • Prepare for transitions in key staff roles in accordance with the Library’s Succession Plan. 

Please note that the following select policies are available: